Talent management & RISE agency

RISE agency
support package

Targeting international equal partnership for development with evidence based impact

Agency is here defined as the capacity of individuals to have the power and resources to fulfil their potential in a given environment.
RISEagency
is here defined as the capacity of individuals to have the power and resources to fulfil their potential in research, innovation and social enterprising at locations with fragile infrastructure.

The purpose with implementing a RISEagency programme  is to overcome the challenges related to that our operations are implemented at locations where the infrastructure is fragile.

HR&S is developing a unique support package. We use the ROPE management strategy, and thus the RISEagency support package is composed of inputs to activities addressing outcome challenges that have been identified to hinder the ambition RISEagency.

The outcome challenges are identified through literature reviews as well as in though our own TestE surveys with interviews and questionnaires.

Benefiting from the ROPE management strategy also enables us to continuously improve and strengthen the RISEagency support package, as we learn lessons and take informed decisions.

Talent management is defined as the methodically organized, strategic process of getting the right talent onboard and helping them grow to their optimal capabilities keeping organizational objectives in mind.

The process thus involves identifying talent gaps and vacant positions, sourcing for and onboarding the suitable candidates, growing them within the system and developing needed skills, training for expertise with a future-focus and effectively engaging, retaining and motivating them to achieve long-term business goals. The definition brings to light the overarching nature of talent management – how it permeates all aspects pertaining to the human resources at work while ensuring that the organization attains its objectives. It is thus the process of getting the right people onboard and enabling them to enable the business at large.

Under the umbrella of talent management, there are a string of elements and sub-processes that need to work in unison to ensure the success of the organization. For example, analyzing the right talent gaps for the present and the future, identifying the right talent pools and best-fit candidates, getting them to join and then optimizing their existing skills and strengths while helping them grow are touch-points that are all equally important. They support each other and the whole structure would crumble even if one sub-process fell out of sync.

Ambition & Sustainable impact

Ambition

RISEagency

Hypothesis

Through using the method People Analytics will we achieve RISE agency in out team.

Sustainable impact

  • Creating enabling environments.
    The enabling environments are restricted in size so that the intervention is well defined, then that enabling environment can be scaled and/or copied.
  • Independent and sustainable institutions (not aid dependent nor donor driven)

TestE survey manual

Survey manual. Send questionnaires to Branches Team of operation members and to RISEmembers.

Outcome challenges, activities, Input & TestE

Context _ local
“Help-me” mind-set in aid prone areas

Outcome challenges

  • Some persons may target receiving donations rather than establishing their own long term solid income, and thereby become aid dependent and donor driven.
    • People have developed something we at HR&S call the “traditional aid mind-set”.
  • Governments tends to target receiving donations rather than ensuring social security for the population of the country they have been put in charge to serve. Therefore the “social contract” between people and governments is not established, when the people pay tax and the governments use this tax to establish social security systems. The governments become aid dependent and donor driven.
    • People are not positive to paying tax.

Activities

  • Empower scientific research, innovation and social enterprises to, among other things, create independence from aid support.
    • We develop adapted management strategies, coach on the same, offer soft business loans, expert advice and links to trusted suppliers.
  • Operate as tax paying social enterprises, thus being role-models.
  • Empower win-win equal partnership type of collaboration for development.
    • Initiatives to implement locally must be user and needs driven by local stake-holders.
    • The mode of collaboration between management partners must ensure shared responsibility, work-load, contribution of resources and benefits.

Input

  • Work with the mind-set, create awareness.
    Exemplify the benefit with long-term planning and independence.
  • Do stakeholder analysis to identify individuals who has agency for change.
  • ActionTalks

TestE survey questions

Traditional aid

  1. What is your personal view on traditional aid?
  2. Do you consider aid to be helpful for sustainable development?
    If so, how?
  3. Are you personally dependent on aid to generate income or develop your career?
  4. Is your association or business dependent on aid to generate income?
  5. If dependent on aid, would you like to become independent?
    If so, how?

The social contract between the government and the population. Being a role-model.

  1. Do you consider tax to be a necessary component of a healthy society?
    Why / why not?
  2. How do the leaders of a country develop a social contract with (ensure social security for) the people of the country, and the people a social contract with the country leaders?

International equal partnership collaboration

  1. Do you believe that international collaboration other than aid/donations can empower your country/your business / your career?
  2. If so, how?
  3. How do you per-sieve an equal partnership between you personally and an internation actor?
    Is it a win-win, if so how?
  4. How do you per-sieve an equal partnership between your association / business  and an internation actor?
    Is it a win-win, if so how?
  5. Do you believe in a mode of collaboration between management partners where responsibility, work-load, contribution of resources and benefits and share equally.
  6. If so, how would this look like?
  7. If so, how would we ensure this to happen?

Planning

  1. Do you develop long-term plans for how to generate your own income/develop a career, without depending on aid?
  2. If not, why?
  3. If yes, how?

Context _ Local
Transparency, accountability
, truth & trust

 Outcome challenge

  • Corruption as a social norm and fragile rule of law.
  • In aid prone areas where corruption is a social norm, truth and trust tend to be fragile.
  • Lack of motivation to develop a social contract between the government and the population, as aid is more easy to attract, thus only very small tax is paid and the little tax income to the government is not used to develop social security for the population.
  • Transparency and accountability have been found to be an outcome challenge for all levels of partners; Branches, Programme managers, Target partners, and Customers.

Activity

  • Ensuring motivated and accountable stakeholders through People Analytics.
  • Country Branches
    Very strict regulations and frequent follow ups by Action10 on accounting and auditing.
    • Professional accounting, professional auditing, security procedures around procurement.
    • Three signatories for the bank account, persons who are not family or close friends from before.
    • If funds are removed from the bank account without permission it must be retrieved, but how?
    • Do not give loans to members of the Branch team of operations.
  • Programme managers, Target partners & Customers
    • RISEtalks.
    • Ensuring income so that loans and interest can be paid back on time.

Input

  • Monthly Sweden & Country Branch on-line meetings.
    Topic: ROPE and reporting on milestones. Empowered by Trello boards. The meetings shall be scheduled in advance to always happen at the same time in the month, and the reminder invitation together with the agenda for the meeting shall be sent by the local team-leaders, not later than one week prior to the meeting. The invitees must respond where they will attend or not attend, and if they will not attend they shall inform the local-team leader about what the would have presented at the meeting.
  • RISEtalks Empowered by Trello Boards
  • Strict written accounting and auditing procedures that is followed up on every month, targeting Branch and RISEmembers.

Sustainable impact

  •  Management strategies ensuring transparency and accountability in ethics and in governance.

TestE survey questions

Transparency & accountability

  1. Is corruption a social norm in your country?
  2. If so, how can corruption as a social norm be avoided within our programme?
  3. Is truth & trust a social norm in your country?
  4. If not, how can truth and trust be ensured within our programme?

Context _ Foreign interaction
short-term support by Aid institutions

 Outcome challenges

  • Traditional aid institutions tend to make aid receivers aid dependent, rather than financially and operationally sustainable.
  • Traditional aid institutions tend to violate the HR&S Ten Actions, including; needs & user-driven implementations, sustainable economy, institutional capacity, equal partnership and real-time evaluation planning with evidence based impact.
  • Foreign aid high administration has made potential partners mistrust the aid institutions, in a way that aid institutions uses/benefits from the partners work to finance themselves.
  • Foreign aid volatile financial support has made partners mistrust the long-term relations. Thus, why perform if the aid is not sustainable anyway?

Activity

  • Ensure the Ten Actions in every operation, including; needs & user-driven implementations, sustainable economy, institutional capacity, equal partnership and real-time evaluation planning with evidence based impact.

Input

  • Awareness raising around the Ten Actions.
  • Implement ROPE

TestE survey questions

ROPE

  • Are you aware of the management strategy ROPE (Real-time Outcome Planning & Evaluation)?
    If yes, do you know it well?
  • Have you been involved with using ROPE?
  • If yes, what are the strengths and what are the weaknesses with ROPE?
  • If yes, do you have a comment on one or more of the ROPE parameters?

Context _ Foreign interaction
Aid is political, left wing

 Outcome challenges

  • Swedish support for liberation movements in Africa began in the 1960s and continued for several decades. In total, many billions of Swedish kroner were transferred. The support was largely handled by Sida and Foreign Ministry officials, many of whom had pronounced left-wing sympathies (Nilsson 2017).
  • Tradition aid institutions tend to implement socialistic political values rather than being non-political.
  • Left-wing political values tend to not support the empowerment of social enterprises, but tend to instead favour non-profit associations. Non-profit associations tend to lack a sustainable economy and a sustainable economy strategy.
  • Political left-wing solidarity tend to benefit from portraying local partners as weak.

Nilsson, B. G. (2017).  I tyst samförstånd – Sverige och Sovjet i kalla krigets Afrika (in Swedish), Ethno Press.

Activity

  • Ensure a non-political approach, benefiting any opportunity and partner, independent of political direction.

Input

  • Awareness raising around sustainable economy and institutional capacity.
  • Work with registered companies rather than associations.

TestE survey questions

Institutional capacity

  • Does your institution have the capacity to ensure RISEagency among its staff and the RISEmembers?
  • Do you have enough finances, time and professional skills ro run a profitable business?

People Analytics

People analytics or talent analytics (or HR analytics) is a deeply data-driven and goal-focused method of studying all people processes, functions, challenges, and opportunities at work to elevate these systems and achieve sustainable business /programme success.

Gathering and assessing people analytics leads to better decision-making through the application of statistics and other data interpretation techniques. Smarter, more strategic, and data-backed talent decisions are thus closer at hand, and this is applicable throughout the employee lifecycle – from making better hiring decisions and more effective performance management to better retention.People analytics i predictive and organisations can now be better prepared to face the dynamism of their operational environment and be proactive rather than reactive, benefiting from sophisticated data science, interactive data visualization, and machine learning.

https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-to-be-great-at-people-analytics

Step 1: Collect data that matters; review the progress markers.
Step 2: Choose the most suitable people analytics tool. Multiple offerings include data mining, data transformation, and data visualization techniques, all merged into a user-friendly self-service interface.
Step 3: Develop an action plan. Applying big data and predictive analytics to talent management, leadership development, and organisational capabilities often helps in fine-tuning the action plan. Moreover, having a well-defined plan of action enables a better understanding of why certain changes may be taking place and where the organization is headed and can thus help garner more stakeholder support.
Step 4: Avoid legal loopholes. Ensuring that legal compliance is maintained in the collection of all data is crucial. Before you start on the analytics project, have a legal team validate the data sourcing techniques and processes. Once the raw data has been gathered and treated, the results gleaned need to be approved as well before they can be applied or published. In our digital ecosystem, with data protection and privacy laws still evolving, it is prudent to keep abreast of the changes and double-check on legal compliance.
Step 5: Create leaner systems. Irrespective of the complexity of the project at hand, the broader strategy that the processes must adhere to needs to be simple and lean. The basic process of data analysis and interpretation should allow for easy application, updating, and readability. For example, create the basic outline simplified as intake and design (data collection and the design of the analysis), data cleaning (removing irrelevant or unreliable data), data analysis (quantitative and qualitative exploration), and sharing insights (interpretation and presentation of the data).  The idea is to find the right balance between the limited moving parts (people and the dynamism of the environment) and fluid, customizable systems and processes of people analytics. When we have the right team with the relevant skill set in place, it is easier to streamline the whole process and apply quality controls.
Step 6: Build a fact-based, measurable HR business strategy. A realistic HR business strategy avoids functional silos and can align talent to business seamlessly. Having clear KPIs and ROI expectations from people analytics endeavors ensures that the impact is measured often and with transparency. A winning strategy needs to be backed by data and an effective plan of action.
Step 7: Take tech support. Technology is interspersed with every aspect of life today and more so with processes like people analytics, where often a bulk of analytical data is to be treated with little or no room for error. New-age HR tech tools make real-time data easily accessible. And this is an opportunity that needs to be milked because today, agility and real-time intelligence can truly set you apart from the competition.

TMRA Questions

  1. Can we accurately forecast our workforce needs in the future?

  2. What percent of our workforce is customer-facing or revenue-generating? What is the trend?

  3. Can we model our workforce to optimize cost, profit and productivity?

  4. What is our workforce productivity? Is it higher than peers?

  5. What is the marginal return of one dollar invested in workforce?

  6. Is the ROI on Human Capital higher than other investments?

  7. Is workforce productivity increasing, decreasing or static? How are we performing versus peers?

  8. What is the average time-to-full-productivity for new hires? For new hires in critical roles?

  9. What are predictive indicators of turnover? What percentage of employees are at risk?

  10. Are leaders effectively managing human capital? Do leaders correlate to employee engagement, retention and performance?

  11. What business areas/positions/managers have the highest voluntary turnover? How do we compare to peers?

  12. Where does our best talent come from? Which managers are the best talent scouts and coaches?

  13. What is the cost of turnover to our business?

  14. Are we losing the right people (low performers) or the wrong people(high performers or critical roles/skills)?

  15. Do we know the leading drivers of employee turnover? Do we know the leading drivers of retention?

  16. What is our quality of new hires? Can we measure it?

  17. What recruiting source yields the most high performers? What recruiting source yields the best cultural fits?

  18. Is there a link between employee performance and total rewards? If so, do we know the optimal pay/performance mix?

  19. What is the total pay/rewards differential between high performers and average employees?

  20. Could we offer compensation and benefits that both cost less and engage/retain employees better?

  21. What is our Total Cost of Workforce as a percent of revenue?  As a percent of expenses? How do we compare to peers?

  22. What is the ROI of training to the firm?  Where could training investments improve productivity and profitability?

  23. Is internal mobility a source of value or turnover and cost? What percent of the workforce moves internally each year?

  24. What percent of the workforce has a defined career path?

  25. What is the link between employee engagement, customer satisfaction, revenue and profits? What are the drivers?

Financial & Institutional capacity  / Sustainable impact