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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.

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Understanding People Management

  1. 1. Understanding People Management Presented by: Eneni Oduwole
  2. 2. Outline <ul><li>Introduction – OpRisk & People Mgt </li></ul><ul><li>Our People </li></ul><ul><li>Challenges with People Issues </li></ul><ul><li>Global Trends </li></ul><ul><li>Questions to Ask </li></ul><ul><li>HR’s Areas of Focus </li></ul><ul><li>Rewarding People </li></ul><ul><li>OpRisk Challenges </li></ul>
  3. 3. OpRisk & People Management <ul><li>OpRisk Mgt is the Risk of loss resulting from failed or inadequate people management (amongst other critical aspects such as processes, systems & external events) </li></ul><ul><li>People ensure the success of all business strategies and management processes </li></ul><ul><li>People develop strategies = People execute strategies = People determine how things are done = People own processes = People determine results </li></ul>
  4. 4. Our people – Categories of Workers <ul><li>The Whiz Kid </li></ul><ul><ul><li>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 </li></ul></ul><ul><li>The Realist </li></ul><ul><ul><li>Usually brings ideas to life; utilises knowledge based on tried and tested methods; more stable; can also be fulfilment seekers </li></ul></ul>
  5. 5. Our People (cont’d) <ul><li>The Salesperson </li></ul><ul><ul><li>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 </li></ul></ul><ul><li>The Organizer </li></ul><ul><ul><li>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 </li></ul></ul>
  6. 6. Challenges with People Issues <ul><li>Sourcing and retaining the right talent across worker types </li></ul><ul><li>Creating a good workforce comprising all worker type categories </li></ul><ul><li>Workforce planning </li></ul><ul><li>Developing global leaders </li></ul>
  7. 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. 8. Staff Engagement <ul><li>In 2010, compared to 2005, more Mgrs and Senior Mgrs were considering leaving their organizations than non-managers </li></ul><ul><li>The number of staff who actually leave is more among younger staff members </li></ul><ul><li>More men are interested in leaving organizations than women </li></ul><ul><li>1 in 5 workers is neither interested in staying or leaving; has the lowest engagement levels </li></ul>
  9. 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. 10. Improvements in Performance <ul><li>2 in 3 workers felt personally motivated by the organization's incentive plans </li></ul><ul><li>About 44% of all respondents felt that incentive / bonus was very important in influencing employee motivation and engagement at work </li></ul><ul><li>Higher incidences of performance appraisals driving incentive / bonus benefits </li></ul>
  11. 11. Career Development Support <ul><li>Prospect for building a long term career </li></ul><ul><li>Learning and development </li></ul><ul><li>Job content </li></ul><ul><li>Capable leadership </li></ul><ul><li>All these factors influence motivation </li></ul><ul><li>and engagement at work </li></ul>
  12. 12. Senior Mgt. Communication <ul><li>Clarity of vision and purpose </li></ul><ul><li>Timely intervention when issues arise </li></ul><ul><li>Honest communication </li></ul><ul><li>Encourages feedback from all levels of workers </li></ul><ul><li>Consistency of Management behaviour with Company’s values </li></ul><ul><li>Treat employees fairly with dignity and respect </li></ul>
  13. 13. The way staff are treated and managed personally and career-wise is becoming critical for long-term sustainability and growth
  14. 14. Questions to Ask <ul><li>How can the interests of the organization and its employees be synchronized? </li></ul><ul><li>What kinds of cost-efficient / effective strategies can the organization deploy in managing her people? </li></ul><ul><li>How can HR ensure that the values, expectations and needs of the various types of workers in the organization are met? </li></ul><ul><li>How can new initiatives be integrated into existing programmes to ensure optimal effectiveness and return on investment? </li></ul>
  15. 15. HR’s Focus <ul><li>HR Governance (1 st line of defence for implementing people management strategies) </li></ul><ul><ul><li>Ensures and has clear reporting structures & role clarity </li></ul></ul><ul><ul><li>Institutes value-adding HR activities and decisions at each level of the organization (facilitated by HR Consultants) </li></ul></ul><ul><ul><li>Establishes logical decision making boundaries and controls (defines hiring, sanction, reward authorities) </li></ul></ul><ul><ul><li>Ensures integration and alignment with business priorities </li></ul></ul><ul><ul><li>Clarity around an organization's tolerance of duplicative or overlapped activities </li></ul></ul><ul><ul><li>Transparency / consistency of HR management process and resultant employee trust/commitment </li></ul></ul><ul><ul><li>Demonstrable evidence of HR's value to the business </li></ul></ul>
  16. 16. HR’s Focus (cont’d) <ul><li>Excellent workforce planning </li></ul><ul><ul><li>Understand Current Workforce Profile </li></ul></ul><ul><ul><li>Conduct Environmental Scan / monitor industry trends </li></ul></ul><ul><ul><li>Determine future Workforce Demands & Workforce Gap Analysis </li></ul></ul><ul><ul><li>Strategy Development (Inform, Attract, Develop, and Retain) </li></ul></ul><ul><li>HR Service delivery </li></ul><ul><ul><li>Cut costs and streamline processes </li></ul></ul><ul><ul><li>Reduce wastage occasioned by high turnover rates </li></ul></ul><ul><ul><li>Refocus / consolidate talent to transform HR and business </li></ul></ul><ul><ul><li>Provide higher levels of service to the workforce </li></ul></ul><ul><ul><li>Automate HR processes where necessary </li></ul></ul>
  17. 17. HR’s Focus (cont’d) <ul><li>HR benchmarking and people measurement </li></ul><ul><ul><li>Strategic HR Planning to meet emerging people management issues </li></ul></ul><ul><ul><li>Quantifying management challenges and HR impact </li></ul></ul><ul><ul><li>Demonstrating the links between HR input and organizational performance and effectiveness </li></ul></ul><ul><ul><li>Monitoring the effectiveness and efficiency of HR departments </li></ul></ul><ul><ul><li>Tracking workforce and HR performance over time </li></ul></ul><ul><ul><li>Building robust business scenarios that would aid HR projects, services, forecasts and planning </li></ul></ul>
  18. 18. Rewarding Workers <ul><li>The Whiz Kid </li></ul><ul><ul><li>Rich job content and well thought out career plan </li></ul></ul><ul><ul><li>EVP Strategy with emphasis on work-life balance, good reward system and training & development; bonus; global exposure </li></ul></ul><ul><li>The Realist </li></ul><ul><ul><li>Emphasis on personal training / development </li></ul></ul><ul><ul><li>EVP Strategy with health care benefits, commensurate basic pay; bonus; show of respect </li></ul></ul>
  19. 19. <ul><li>The Salesperson </li></ul><ul><ul><li>Financial reward </li></ul></ul><ul><ul><li>Public recognition </li></ul></ul><ul><ul><li>EVP with emphasis on Training and Development; networking opportunities; travel incentives </li></ul></ul><ul><li>The Organizer </li></ul><ul><ul><li>Rich job content </li></ul></ul><ul><ul><li>Personal development plans </li></ul></ul><ul><ul><li>Enriched EVP with emphasis on health benefits, professional growth; programmes that would assure career stability and the individual’s core interests </li></ul></ul>Rewarding Workers (cont’d)
  20. 20. OpRisk Challenges <ul><li>People Issues </li></ul><ul><ul><li>Attracting and retaining with the right fit for the organization across all worker-type categories </li></ul></ul><ul><ul><li>Identifying staff based on the different categories of workers discussed earlier </li></ul></ul><ul><ul><li>Identifying and retaining key talent across worker-type categories </li></ul></ul><ul><ul><li>Creating a robust value proposition that would appeal to all worker-type categories </li></ul></ul><ul><ul><li>Knowledge / relationship transference </li></ul></ul><ul><ul><li>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 </li></ul></ul>
  21. 21. OpRisk Challenges (cont’d) <ul><li>Process Issues </li></ul><ul><ul><li>Building and updating robust policies and procedures </li></ul></ul><ul><ul><li>Maintaining simple and consistent processes </li></ul></ul><ul><ul><li>Ensuring that HR processes are effectively communicated and understood by all </li></ul></ul><ul><ul><li>Reviewing processes periodically to match organizational business model </li></ul></ul><ul><ul><li>Defining processes that would achieve the organisation’s corporate goal </li></ul></ul><ul><ul><li>Ensuring HR processes are consistent organization-wide (groups, divisions, branches, regions, subsidiaries) </li></ul></ul>
  22. 22. OpRisk Challenges (cont’d) <ul><li>System Issues </li></ul><ul><ul><li>Automating processes where necessary </li></ul></ul><ul><ul><li>Building knowledge base and capacity on HR systems </li></ul></ul><ul><ul><li>Appraising vendor performance periodically </li></ul></ul><ul><ul><li>Information security issues </li></ul></ul><ul><ul><li>Prompt disabling of access rights </li></ul></ul><ul><li>External Risk Issues </li></ul><ul><ul><li>Aligning with statutory requirements and global best practices </li></ul></ul><ul><ul><li>Awareness of roles in the Bank’s Business Continuity Plan </li></ul></ul><ul><ul><li>Managing outsourced job functions </li></ul></ul>
  23. 23. Thank you...