Understanding People Management
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Transcript of Understanding People Management
Understanding People Management
Presented by: Eneni Oduwole
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
Global trends
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 49.25Mercer’s Proprietary “What’s Working survey”; examined the interests of about 30,000 workers in 17 countries
across the world
Mercer’s Proprietary “What’s Working survey”; examined the interests of about 30,000 workers in 17 countries
across the world
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
The way staff are treated and managed personally and career-
wise is becoming critical for long-term sustainability and growth
Eneni Oduwole – Oct. 2011
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?
Eneni Oduwole – Oct. 2011
HR’s Focus
• HR Governance (1st 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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
• 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)
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
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)
Eneni Oduwole – Oct. 2011
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
Eneni Oduwole – Oct. 2011
Thank you...
Thank you...