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Understanding People Management

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This presentation highlights my thoughts on the direction for HR from an Operational Risk Management perspective.

This presentation highlights my thoughts on the direction for HR from an Operational Risk Management perspective.

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  • 1. Understanding People Management Presented by: Eneni Oduwole
  • 2. Outline
    • Introduction – OpRisk & People Mgt
    • Our People
    • Challenges with People Issues
    • Global Trends
    • Questions to Ask
    • HR’s Areas of Focus
    • Rewarding People
    • OpRisk Challenges
  • 3. OpRisk & People Management
    • OpRisk Mgt is the Risk of loss resulting from failed or inadequate people management (amongst other critical aspects such as processes, systems & external events)
    • People ensure the success of all business strategies and management processes
    • People develop strategies = People execute strategies = People determine how things are done = People own processes = People determine results
  • 4. Our people – Categories of Workers
    • The Whiz Kid
      • Usually the source of ideas; very restless; needs others to drive his ideas to fruition; basically an ‘Ideas Producer’; usually pioneers new ventures; gets bored and loses steam thereafter; are risk-takers and high achievers
    • The Realist
      • Usually brings ideas to life; utilises knowledge based on tried and tested methods; more stable; can also be fulfilment seekers
  • 5. Our People (cont’d)
    • The Salesperson
      • Usually the business connection to the outside world; establishes the business in the outside world / within the community; encouraged by rewards; also a risk taker and high achiever
    • The Organizer
      • Usually good at routine work; keeps the bolts and nuts of the organization together; often stable and do not change jobs frequently; also considered as pay check cashers or ladder climbers
  • 6. Challenges with People Issues
    • Sourcing and retaining the right talent across worker types
    • Creating a good workforce comprising all worker type categories
    • Workforce planning
    • Developing global leaders
  • 7. Global trends Mercer’s Proprietary “What’s Working survey”; examined the interests of about 30,000 workers in 17 countries across the world S/N HR Parameters 2005 2010 1 Staff Engagement Scores 64.25 57.25 2 Ranking of base pay amongst other elements of EVP 1 7 3 Improvements in Performance Management 33.5 42.0 4 Career Development Support 58.0 50.3 5 Improved Snr. Mgt Comm. 46.25 49.25
  • 8. Staff Engagement
    • In 2010, compared to 2005, more Mgrs and Senior Mgrs were considering leaving their organizations than non-managers
    • The number of staff who actually leave is more among younger staff members
    • More men are interested in leaving organizations than women
    • 1 in 5 workers is neither interested in staying or leaving; has the lowest engagement levels
  • 9. Employee Value Proposition Ranking S/N HR Parameter 2005 Ranking 2010 Ranking 1 Base Pay 1 7 2 Being treated with respect 7 1 3 Work-life balance 6 4 4 Type of work 5 2 5 Quality of Co-workers 4 5 6 Health care benefits 2 6 7 Training 3 3
  • 10. Improvements in Performance
    • 2 in 3 workers felt personally motivated by the organization's incentive plans
    • About 44% of all respondents felt that incentive / bonus was very important in influencing employee motivation and engagement at work
    • Higher incidences of performance appraisals driving incentive / bonus benefits
  • 11. Career Development Support
    • Prospect for building a long term career
    • Learning and development
    • Job content
    • Capable leadership
    • All these factors influence motivation
    • and engagement at work
  • 12. Senior Mgt. Communication
    • Clarity of vision and purpose
    • Timely intervention when issues arise
    • Honest communication
    • Encourages feedback from all levels of workers
    • Consistency of Management behaviour with Company’s values
    • Treat employees fairly with dignity and respect
  • 13. The way staff are treated and managed personally and career-wise is becoming critical for long-term sustainability and growth
  • 14. Questions to Ask
    • How can the interests of the organization and its employees be synchronized?
    • What kinds of cost-efficient / effective strategies can the organization deploy in managing her people?
    • How can HR ensure that the values, expectations and needs of the various types of workers in the organization are met?
    • How can new initiatives be integrated into existing programmes to ensure optimal effectiveness and return on investment?
  • 15. HR’s Focus
    • HR Governance (1 st line of defence for implementing people management strategies)
      • Ensures and has clear reporting structures & role clarity
      • Institutes value-adding HR activities and decisions at each level of the organization (facilitated by HR Consultants)
      • Establishes logical decision making boundaries and controls (defines hiring, sanction, reward authorities)
      • Ensures integration and alignment with business priorities
      • Clarity around an organization's tolerance of duplicative or overlapped activities
      • Transparency / consistency of HR management process and resultant employee trust/commitment
      • Demonstrable evidence of HR's value to the business
  • 16. HR’s Focus (cont’d)
    • Excellent workforce planning
      • Understand Current Workforce Profile
      • Conduct Environmental Scan / monitor industry trends
      • Determine future Workforce Demands & Workforce Gap Analysis
      • Strategy Development (Inform, Attract, Develop, and Retain)
    • HR Service delivery
      • Cut costs and streamline processes
      • Reduce wastage occasioned by high turnover rates
      • Refocus / consolidate talent to transform HR and business
      • Provide higher levels of service to the workforce
      • Automate HR processes where necessary
  • 17. HR’s Focus (cont’d)
    • HR benchmarking and people measurement
      • Strategic HR Planning to meet emerging people management issues
      • Quantifying management challenges and HR impact
      • Demonstrating the links between HR input and organizational performance and effectiveness
      • Monitoring the effectiveness and efficiency of HR departments
      • Tracking workforce and HR performance over time
      • Building robust business scenarios that would aid HR projects, services, forecasts and planning
  • 18. Rewarding Workers
    • The Whiz Kid
      • Rich job content and well thought out career plan
      • EVP Strategy with emphasis on work-life balance, good reward system and training & development; bonus; global exposure
    • The Realist
      • Emphasis on personal training / development
      • EVP Strategy with health care benefits, commensurate basic pay; bonus; show of respect
  • 19.
    • The Salesperson
      • Financial reward
      • Public recognition
      • EVP with emphasis on Training and Development; networking opportunities; travel incentives
    • The Organizer
      • Rich job content
      • Personal development plans
      • Enriched EVP with emphasis on health benefits, professional growth; programmes that would assure career stability and the individual’s core interests
    Rewarding Workers (cont’d)
  • 20. OpRisk Challenges
    • People Issues
      • Attracting and retaining with the right fit for the organization across all worker-type categories
      • Identifying staff based on the different categories of workers discussed earlier
      • Identifying and retaining key talent across worker-type categories
      • Creating a robust value proposition that would appeal to all worker-type categories
      • Knowledge / relationship transference
      • Fleshing up people with core strengths but who lack people skills, leadership capabilities, business breadth, and global exposure / outlook required for today’s business environment
  • 21. OpRisk Challenges (cont’d)
    • Process Issues
      • Building and updating robust policies and procedures
      • Maintaining simple and consistent processes
      • Ensuring that HR processes are effectively communicated and understood by all
      • Reviewing processes periodically to match organizational business model
      • Defining processes that would achieve the organisation’s corporate goal
      • Ensuring HR processes are consistent organization-wide (groups, divisions, branches, regions, subsidiaries)
  • 22. OpRisk Challenges (cont’d)
    • System Issues
      • Automating processes where necessary
      • Building knowledge base and capacity on HR systems
      • Appraising vendor performance periodically
      • Information security issues
      • Prompt disabling of access rights
    • External Risk Issues
      • Aligning with statutory requirements and global best practices
      • Awareness of roles in the Bank’s Business Continuity Plan
      • Managing outsourced job functions
  • 23. Thank you...

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