wp5 – methodologies for decision support on human resource management
DESCRIPTION
WP5 – Methodologies for decision support on Human Resource ManagementTRANSCRIPT
Collaborative Project – FP7- ICT- 2009 - 257886
WP5 – Methodologies for decision support on Human Resource
Management
ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011
2
The Methodology Goal Specification Key features and distinctive aspects Relationships with models and other methodologies
Position with respect to similar works
Outline
ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011
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The Methodology: High Level View and Goals of the First Version
Methodology to support HRM
Explicit Enterprise Knowledge (ARISTOTELE
Models)
Implicit Enterprise Knowledge (MKB, MCN)
HR Manager Objectives and Constrains
- Team formation
- Competence Gap
- Indicators supporting decision on developing competences
- Identification of suitable HR and measures to develop competences
- Identification of suitable learning objectives to develop competences
Inputs for the MLEG
External/Internal Stimuli
ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011
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The Methodology: Specifications
Elicitation of Competence
Requirements
Stimuli
Competence Requirements
Competence GapIdentification of
Available Competences
Competence Available
Explicit Knowledge
ImplicitKnowledgeTeam Formation
Objectivesand Constrains
Worker Profiles
Competence to develop
Worker Profiles
23
4Ranking of the
competences to develop, Identification of
Candidate Workers and Learning Objectives
Team
Match of worker and
measure
Worker preference coverage
ROI Value
1
5
Recruitment CV
Job Description
ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011
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Module 1 – Analysis of the Stimulus
Identification and definition of a set of competence requirements to answer a stimulus Analysis of organisational memory (in terms of past stimuli and responses) can support decision taking Approaches adopted: Similarity analysis, knowledge extraction, competence taxonomy creation
ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011
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Module 2– Competence Gap
Analysis of the gap between the competences available and those required, at the individual (i.e. worker) and organisational levels Based on the model management theory - widely adopted to solve
data integration problems in very large databases
- flexible wrt different schemas
- use of the match and diff operators on the semantics models
ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011
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Module 3– Team Formation
Team
Ranking of the competences to develop,
Identification of Candidate Workers and
Learning Objectives
Match of worker and
measure
Worker preference coverage
ROI Value
Recruitment
Elicitation of Competence
Requirements
Stimuli
Competence Requirements
Competence GapIdentification of
Available Competences
Competence Available
Explicit Knowledge
ImplicitKnowledgeTeam Formation
Objectivesand Constrains
Worker Profiles
Competence to develop
Worker Profiles
23
4
1
5
CV
Job Description
Team formation (to execute a task or a project) considering characteristics, such as social relationships, trust, competences and reputation for competence The approach leverages on literature works for: - Solving team formation problems in social networks
(Lappas et al. 2009, Li & Shan, 2010 ) application of Steiner Tree
- Evaluation and propagation of Trust in competences (Capuano et al., 2011) based on the model for calculus of trust, distrust and untrust proposed by (Huang et. al., 2010)
combining the above aspects in a quite distinctive solution.
ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011
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Module 4– Human Resource Development
Team
Ranking of the competences to develop,
Identification of Candidate Workers and
Learning Objectives
Match of worker and
measure
Worker preference coverage
ROI Value
Recruitment
Elicitation of Competence
Requirements
Stimuli
Competence Requirements
Competence GapIdentification of
Available Competences
Competence Available
Explicit Knowledge
ImplicitKnowledgeTeam Formation
Objectivesand Constrains
Worker Profiles
Competence to develop
Worker Profiles
23
4
1
5
CV
Job Description
Starting from the competences to develop, identifies candidate workers and appropriate measures / didactic methods, and set of suitable learning objectives An optimisation approach to solve the problem of which workers are suitable to develop the competences resulting from gap analysis -Competences to develop are ranked according to several factors (core competences, innovation, etc.) -The objective function considers several inputs: workers’ preferences and competences, synergies, development measures / didactic methods, their time and costs, extent to which the competence is needed, …) -Leverages on models to calculate the ROI The optimisation function matches development measures / didactic methods and workers, and indicates the ROI and the workers’ competence preference coverage and proposes suitable learning objectives.
ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011
9
Module 5– Recruitment
Team
Ranking of the competences to develop,
Identification of Candidate Workers and
Learning Objectives
Match of worker and
measure
Worker preference coverage
ROI Value
Recruitment
Elicitation of Competence
Requirements
Stimuli
Competence Requirements
Competence GapIdentification of
Available Competences
Competence Available
Explicit Knowledge
ImplicitKnowledgeTeam Formation
Objectivesand Constrains
Worker Profiles
Competence to develop
Worker Profiles
23
4
1
5
CV
Job Description
Analysis of curricula (CV) in order to identify suitable candidates, and semi-automatic generation of assessment tests Knowledge extraction, MLEG, assessment test
ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011
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Centered on the competence concept Aligned with competence oriented view of organisation proposed by
several theories
Relate concept of competence to social relationships, trust and innovation The concept of trust in competence among workers is at the core of
the team formation method Team formation method can support the shift from individual abilities
to assimilate new knowledge towards collective assimilation Innovation factor is considered in the ranking of the competence to
develop
Combines in an original way results from the state of the art and other ARISTOTELE methodologies Taking benefits from and giving additional value to other project’s
results
Key features and distinctive aspects
ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011
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Competence Gap is also defined in the PROLIX project (analysed in the SotA report) In ARISTOTELE the competence gap is handled as a model management
problem more flexible wrt different schemas Team formation method takes into considerations aspect such as social
relationships, trust and reputation for competence, impacting team performance and creativity Quite different approach wrt traditional team formation method aiming at
minimising the costs and the time Few of them take into considerations personal traits but does not consider
the social relationships among workers of an organisation Identification of suitable worker to develop a competence also is
considered by the PROLIX project In ARISTOTELE the proposed approach is wider considering aspects such
as ranking of the competences on the basis of the core competences of an organisation and ROI
Position with respect to similar works
Coordinator: Centro di Ricerca in Matematica Pura ed Applicata - CRMPA – Italy [email protected]
Thank you
Any questions?