Harriet Omoding HR4_ICT12


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Harriet Omoding HR4_ICT12

  1. 1. 2 Ms Harriet Omoding Director/Human Resources & Administration Uganda Communications Commission
  2. 2. Government •Inadequate Budgets •Competing national priorities •Political Whirlwind Operators • High Operating Costs • Competition • Attrition Regulators • Fast changing Technology • Dynamic environment 3
  3. 3. TOP 5 ICT CHALLENGES • Political Climate • Fast changing Technology • High Operating costs • Competition • Talent Mobility TOP 3 HR CHALLENGES • Attracting and retaining talented people • Improving organisational capabilities • Enabling leadership 4
  4. 4. 5 • What is the effect of HR on the bottom line of an organisation? • Is there a significant relationship between compensation and worker turnover in our organization? • Does worker training and development enhance retention? customer satisfaction? repeat sales levels? Organisation growth? •What value would you attribute to each worker? How much is each employee “worth?”
  5. 5. 6 •What brings out the “best” in each worker? What makes them maximally productive and valuable to the organization? • Is there a significant relationship between compensation and worker turnover in our organization? • Does worker training and development enhance retention? …customer satisfaction? …repeat sales levels?...organisation growth? Are all employees alike and thus should be managed similarly, or should each employee be developed and managed uniquely?
  6. 6. Developing Human Capital Managing talent Labor Shortages Rising Compensa tion costs 7
  7. 7. A move toward single software platforms Use of technology in HR Evolution of new technologies 8 Harnessing New Technology
  8. 8. Managing the Changing Workforce Increased diversity in the workforce Work-life balance Increased vulnerability of intellectual property Changing work patterns – 24/7 availability, etc. 9
  9. 9. 10 Manage Compensation Costs Develop Human Capital Harness new technologies Manage the changing work- force Use of HR Metrics
  10. 10. 11 Competitive pressure on increasing employee wages Performance Management Pay-for-Performance Programs Linking pay to organizational goals, employee productivity, and labor market norms
  11. 11. 12 It is measurable and objective There are clear expectations There is commitment to training and support Flexibility for input Pay for Performance Works When:
  12. 12. Pervading Attitude of Equality Custom of Cost of Living Approach Challenge of Performance Measurement Discomfort with Judging Performance Weaknesses in Data Collection Inadequacy of funding Resources
  13. 13. 14 1. Managing talent – recruitment, development, and retention of the best workers Employers need to find innovative ways to “brand” themselves, setting them apart from competitors and becoming an “employer of choice” New Technologies and applications:- i. causing pressure to introduce new services and applications which mean change in systems and need to train staff to cope. ii. More computer based processes with less staff. I.e. remote monitoring, diagnostics etc leading to change in type of staff required. Shift away from traditional qualifications
  14. 14. 15 1. Managing talent – recruitment, development, and retention of the best workers New Technologies and applications:- i. The need for easily adaptable staff-able to work in multiple disciplines. E.g. Understanding IT, marketing and competition. As talent becomes scarce, development of current employees for promotional opportunities
  15. 15. 2. Labor shortage – finding the right talent  Statistic: By 2020, gap between available and required skilled workers is projected to be 14 million  Use of e-recruiting and non-traditional labor pools  Establishing selection system geared to retention: better skills assessment, knowledge, and fit for jobs.  Continuous review of Job Descriptions.  Contract vs. Permanent; outsourcing,consultants,etc 16
  16. 16. 17 1. Use of technology to communicate with employees and stakeholders as well as learning.  Company intranets  E-Learning  E-Newsletters  Company emails  Electronic forums with remote participation.  Electronic interaction with suppliers
  17. 17. 2. A move toward single software platforms  Integrated HRIS  PeopleSoft  SAP  Oracle 18
  18. 18.  Specialized applications  Succession planning  Applicant tracking  Job evaluation  Employee performance evaluation  Grievance handling 19
  19. 19. 20 1. Increased diversity in the workforce Creating workplace that respects and includes differences Recognizing unique contributions individuals with differences can make Creating work environment that maximizes potential of all employees
  20. 20. 2. Work-life balance  Employees experiencing burnout due to overwork and increased stress – in nearly all occupations  Rise in workplace violence, increase in levels of absenteeism as well as rising workers’ compensation claims  Causes range from personal ambition and the pressure of family obligations to the accelerating pace of technology 21
  21. 21.  Profit generated per employee (compared to industry benchmark)  Salary/wages costs compared to industry median (reflecting value of corporate reputation/intangibles in labour market)  Number of talented candidates applying for advertised (and unadvertised) vacancies  Time taken to satisfy customer orders, inquiries, complaints (compared to agreed service standards)  Incidence of customer complaints caused by employee behaviour  Cost/risk due to time lost through injuries, absences, disputes  Rate/cost of unplanned turnover among good performers  Net cost of generating organisational improvements  Percentage of revenue/profits coming from initiatives taken in22
  22. 22. Exciting time for HR professionals More emphasis on cost containment and control Focus on employee responsibility and involvement at work Greater use of technology in communication with employees More flexible patterns of work 23
  23. 23. UCC House Plot 42-44 Spring Rd Bugolobi P O Box 7376 Kampala Email: homoding@ucc.co.ug Tel: +256-31-2339006 24