Human Resources at the School of Computing and Informatics University of Nairobi

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Human Resources at the School of Computing and
Informatics University of Nairobi

• Katherine W. Getao
• kgetao_at_uonbi.ac.ke

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Agenda

• Introduction
• Capacity building
• Conclusion and recommendations

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1. Introduction
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Strategy

• SCI strategic plan approved 2003, reviewed 2005
• Human resources key to its success
• Mission, vision and core values all refer to
  human resource issues

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SCI Vision

• The School of Computing and Informatics seeks to
  be a leading centre of excellence in research,
  research and development (RD) and advanced
  education in computing addressing national and
  regional needs for information and communications
  technology policy and product development.

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SCI Mission Areas

• Research
• Teaching and Learning
• Consultancy
• Research and Development and Extension Services

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SCI Core Values

• To serve
• Our students in their need for
• Quality education
• Academic counselling
• Welfare support
• Extra curricula activities

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SCI Core Values cont

• To serve
• Our staff in their need for
• Respect
• Training and development
• Recognition and reward

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SCI Core Values cont

• To serve
• Our University by
• Projecting a favourable image nationally and
  internationally
• Participating in the life of the community at
  large
• Carrying out our duties with responsibility and
  integrity

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SWOT Analysis

• STRENGTH A significant kernel of trained
  academic staff
• WEAKNESS High turnover of trained staff
• OPPORTUNITY Capacity for staff development
• THREAT Headhunting of human resources
• i.e. Human resources are both the opportunity and
  the threat!

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Strategic Objectives

• To recruit, develop, motivate and retain
  qualified staff
• To promote institutional culture for learning and
  research

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Academic, technical and administrative functions
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2. Capacity building
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Academic Staff development
Table 3 Capacity Building at SCI/ICS (Rodrigues,
2003)
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Current status
Table 4 Staff status SCI
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Points to ponder

• Most staff are in lecturer grade, which is
  serving as a training grade (50 availability)
• 5 out of the total 21 staff members are currently
  on leave from the School
• Few staff have achieved senior grades senior
  staff very much involved in consultancy and
  extension work

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Points to ponder cont

• There are few women members of staff
• FTSE suggest we should have 41 academic staff

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Balanced capacity building

• Capacity building should address all mission
  areas (current focus is on research)
• Capacity building should be planned and
  adequately funded from internal resources
• Capacity building is a benefit that is recognized
  and appreciated by staff
• Local capacity building is more strategic

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Capacity building framework
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Current status
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Technical Staff

• Implementation and maintenance of specialized SCI
  hardware and software
• Technical, technological and engineering support
  for SCI specialized research, teaching and
  learning activities including specialized
  laboratories.
• Planning and advising on the development of
  infrastructure and the acquisition and deployment
  of software and equipment.

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Technical Staff cont

• Maintain and secure the ICT environment to a high
  standard.
• Plan the operations of the laboratories and other
  infrastructure to maintain a high quality of
  service.
• Day to day running of the infrastructure.
• Troubleshooting and simple repairs.
• Internal helpdesk to assist users.
• Assist in procurement (complex rules and
  procedures.)

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Technical structure
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Administrative Staff

• Operationalize the strategic plan by creating a
  high quality environment that facilitates the
  achievement of the SCI vision
• Manage and administrate the day to day mission
  areas of the School.
• Interact with clients of the school within the
  framework of a excellent customer services
  values.
• Operate the management information systems
  including transaction management (data
  collection.

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3. Conclusion and recommendations
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Conclusions

• Traditional approaches to capacity building
  (Ph.D.) may be inadequate for strategic academic
  environment
• Balanced approaches are more likely to motivate
  and prepare human resources
• Administrative and technical staff require new
  skills, strategic focus and concerted capacity
  building efforts.

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Recommendations

• Match capacity building to strategic plan
• Adopt balanced approaches

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Recommendations academic

• Balanced capacity building in all mission areas
• Mandatory capacity building
• Capacity building opportunities to be used as a
  benefit that attracts quality human resources
• Extend the types of academic leave sabbatical,
  industrial, administrative leave
• Reward and remuneration tied to productivity in
  mission areas.

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Recommendations technical

• Quality of service must be the core value of
  technical staff
• Capacity building is a benefit
• Recruitment of a senior technical person to
  provide strategic direction
• Continuous capacity building of technical staff
  must be planned and budgeted because staff and
  student support in emerging technologies is
  critical for success of mission
• Recruitment criteria for technical staff must be
  carefully crafted
• Competitive remuneration of technical staff is
  necessary to retain good workers.

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Recommendations administrative staff

• Core value for administrative staff must be
  customer service (encompassing internal clients
  such as students and staff and external clients)
• Business and management skills are mandatory
• Technological skills that enable the planning,
  implementation and maintenance of a highly
  automated environment are also mandatory
• Content development and maintenance skills are
  desirable
• With research and development becoming a core
  activity the administrative staff are required
  not only to create a high-quality environment
  that frees the academics to innovate, but also to
  run complex businesses.

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Thank you!

• kgetao_at_uonbi.ac.ke