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Telecommunication Development Bureau HR as a knowledge facilitator or Manager ITU Regional Workshop on Strategic HR Management Cairo Egypt 13-17 April.

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Presentation on theme: "Telecommunication Development Bureau HR as a knowledge facilitator or Manager ITU Regional Workshop on Strategic HR Management Cairo Egypt 13-17 April."— Presentation transcript:

1 Telecommunication Development Bureau HR as a knowledge facilitator or Manager ITU Regional Workshop on Strategic HR Management Cairo Egypt April 2008 Lecture 6

2 Telecommunication Development Bureau Definition of Knowledge Knowledge is defined as information that an individual or organization possesses that is relevant, actionable or linked to a potential action. Knowledge in an organization resides in the workforce, internal and external relations, and systems, processes and practices (human capital, social capital and structural capital).

3 Telecommunication Development Bureau Forms of Knowledge There are two primary forms of knowledge: EXPLICIT- That can be codified, communicated and easily transferred TACIT- That which can not be codified or easily communicated e.g. intuition, beliefs, value and mind sets. What with time translates into organizational culture.

4 Telecommunication Development Bureau Knowledge Management/Facilitation Knowledge management or facilitation means the efficient and effective utilization of the stock and flow of knowledge available in an organization to attain positive and desirable outcomes

5 Telecommunication Development Bureau Positive and Desirable Outcomes Creating a competitive advantage over rivals/competitors Creating a customer focus culture that will enable the organization attract and retain customers. Increase organizational productivity through improved productivity or introduction of new products Develop team working that will enable an organization timely respond to challenges

6 Telecommunication Development Bureau HR Expected Actions Acquisition of Knowledge Attraction and Retention

7 Telecommunication Development Bureau Explicit Knowledge Identifies sources of knowledge Consults with Line management on the appropriateness of the programs and staff to attend, and most effective methodology of delivery. Facilitates the sharing of acquired knowledge. Develops mechanism for accessing the impact of the imparted knowledge

8 Telecommunication Development Bureau Tacit Knowledge Puts in place systems that will bring about positive behavior changes in the organization Arranges events aimed at cultivating harmonious relations among employees or with customers Develops programs that will enhance team work among manager and employees

9 Telecommunication Development Bureau EXAMPLES OF SPECIFIC ACTIONS EXPLICIT KNOWLEDGE: THE BUSINESS STRATEGY OF THE FIXED TELECOMMUNICATIONS COMPANY IS TO DEPLOY A MULTIMEDIA BACKBONE NETWORK THAT WILL OFFER DATE, VOICE AND BROADCASTING SERVICES. THIS WILL BE DONE BY USING OPTICAL FIBER TRANSMISSION THE END USER SERVICES WILL BE OFFERED AS PRE-PAID SERVICES AND LOCAL AGENTS AND SUB-AGENTS WILL BE USED TO SELL PREPAID CARDS

10 Telecommunication Development Bureau STEP ONE: IN COLLABORATION WITH THE USER DEPARTMENT, LIST THE CURRENT SERVICES BEING OFFERED TECHNOLOGY INSTALLED AND THE COMPETENCIES AVAILABLE STEP TWO: THE DISTRIBUTION OF STAFF BY CATEGORY STEP THREE: IDENTIFY THE LIST OF TECHNOLOGY TO BE DEPLOYED, SERVICES TO BE OFFERED AND THE COMPETENCIES THAT WILL BE REQUIRED STEP 4: IDENTIFY THE STAFF NEEDS AND COMPETENCIES REQUIRED TO MANAGE THE NEW NETWORK STEP 5: IN THE EVENT THERE ARE OTHER OPERATORS THAT HAVE DEPLOYED A MULTIMEDIA NETWORK, CONDUCT A SURVEILLANCE STUDY ON HOW THEY IMPLEMENTED THE PEOPLE SIDE ISSUES

11 Telecommunication Development Bureau STEP 6: ASSESS THE IMPACT ON STAFFING DO A TRAINING NEEDS ASSESSMENT AND DRAW A TRAINING PLAN COME UP WITH AN ESTIMATE OF STAFF TO BE MADE REDUNDANT EXISTING STAFF THAT CAN BE TRAINED NUMBER OF NEW STAFF TO BE EMPLOYED DRAW UP AN HR PROJECT PLAN SO THAT ALL STAFF ARE IN PLACE WHEN REQUIRED AND MINIMIZE ON PROLONGED STAY OF STAFF TO BE MADE REDUNDANT

12 Telecommunication Development Bureau STEP 7: SUBMIT TO MANAGEMENT FOR DISCUSSIONS AND APPROVAL

13 Telecommunication Development Bureau TACIT KNOWLEDGE DURING A MANAGEMENT MEETING MANAGERS HAVE REALIZED THEY DO NOT WORK AS A TEAM AND BELIEVE SOMETHING SHOULD BE URGENTLY DONE IDENTIFY A CONSULTING FIRM THAT HAS EXPERTISE IN TEAM BUILDING ARRANGE FOR WEEKEND RETREAT TO DEVELOP THEIR RELATIONSHIP

14 Telecommunication Development Bureau ASK THE CONSULTING FIRM TO CONDUCT A 360 DEGREES FEEDBACK IN ORDER TO IDENTIFY THE STRENGTHS AND WEAKNESSES OF MANAGERS REPEAT EVERY 3 MONTHS FOR AT LEAST A YEAR

15 Telecommunication Development Bureau ATTRACTION AND RETENTION OF HUMAN CAPITAL SECURITY, PERMANENCY AND PENSION WERE THE TRADITIONAL STRATEGIES FOR ATTRACTING AND RETAINING TALENT IN ORGANIZATIONS THE WORKFORCES WAS CONSIDERED AS AN ORGANIZATIONAL ASSET JUST LIKE PHYSICAL ASSETS. ONCE PROCURED THERE WAS A SPECIFIC EMPLOYMENT PERIOD BEFORE BEING DECLARED OBSOLETE TODAY HUMAN CAPITAL IS NO LONGER OWNED BY ORGANIZATIONS – ITS BEING RENTED TO THE ORGANIZATIONS

16 Telecommunication Development Bureau THE WORKERS ARE INCREASINGLY IN CONTROL OF THEIR WORKING LIVES, THEY ARE INCREASINGLY CHOOSING WHERE THEY INVEST THEIR TALENTS, TIME AND ENERGY. JUST IN THE SAME WAY PEOPLE INVEST IN STOCKS IT IS THE RESPONSIBILITY OF EACH ORGANIZATION HOW TO DEVELOP STRATEGIES THAT WILL ATTRACT AND RETAIN TALENT THAT CREATE A COMPETITIVE ADVANTAGE FOR THE ORGANIZATION ORGANIZATIONS NEED TO MAKE POLICY CHOICES ON THE EXTENT THEY DEVELOP OR BRING IN HUMAN CAPITAL

17 Telecommunication Development Bureau ORGANIZATIONS NEED TO COME UP WITH STRATEGIES THAT ADDRESS THE ISSUE OF DEVELOPING THE CAPABILITIES OF INDIVIDUALS AND TEAMS REWARD STRATEGIES SHOULD PARTLY BE BASED ON THE MARKET WORTH OF THE INDIVIDUAL AS WELL AS THE MARKET ROLE OF THE JOBS ORGANIZATIONS NEED TO DEVELOP MEANS OF RECOGNIZING ACCOMPLISHMENT THROUGH FORMAL RECOGNITION SCHEMES

18 Telecommunication Development Bureau HR HAS A CRITICAL ROLE IN DEVELOPING ATTRACTION AND RETENTION SCHEMES OF THE WORKFORCE JOB ADVERTISEMENT IS THE INITIAL LINK BETWEEN THE APPLICANT AND THE ORGANIZATION, AND THEREFORE SHOULD CONTAIN ALL THE RELEVANT INFORMATION ON THE JOB, THE ORGANIZATION AND THE COMPETENCIES REQUIRED APPLICANTS APPEARING FOR INTERVIEWS TEND TO ASK THE INTERVIEWING PANEL OF THE REWARD SYSTEM IN PLACE, AS WELL AS PROMOTIONAL AND DEVELOPMENTAL PROSPECTS

19 Telecommunication Development Bureau ATTRACTIVE REWARD, PROMOTION AND DEVELOPMENT SYSTEMS WILL ENCOURAGE PROSPECTIVE ENTRANTS TO JOIN THE ORGANIZATION RETENTION OF PEOPLE WITH GOOD MARKET VALUES WILL DEPEND ON THE MANAGEMENT STYLES OF THEIR LEADERS HOW STAFF ARE MOTIVATED THE ORGANIZATIONAL ENVIRONMENT LEVEL OF EMPOWERMENT IN DECISION MAKING

20 Telecommunication Development Bureau EXAMPLES OF POOR RECRUITMENT AND PROMOTION POLICY THE ENTRY SALARY FOR EACH GRADE WILL BE AT THE BEGINNING OF THE SALARY SCALE STAFF ARE ELIGIBLE FOR PROMOTION ON COMPLETION OF 3 YEARS IN THEIR GRADE, SUBJECT TO AVAILABILITY OF VACANCIES IN THE NEXT GRADE THE HEAD OF DEPARTMENT AS WELL AS AT CROSS TRANSFER RECRUITMENT WILL NOT BE ALLOWED UNLESS APPROVED BY THE HEAD OF DEPARTMENT IN WHICH THE VACANCY EXISTS EMPLOYEES SEEKING TO PURSUE ACADEMIC QUALIFICATIONS EXCEEDING 6 MONTHS CAN DO SO AFTER RESIGNING FROM THE SERVICES OF THE ORGANIZATION

21 Telecommunication Development Bureau Thanks for your Attention Alf Sukkuran


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