Strategy for Human Resource Management and Development

in the Public Service

14 November 2012

DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

Presentation to the Public Service Portfolio Committee

Outline of Presentation• Introduction• PART 1: HRD Strategy for the Public Service– Pillars– Status

• PART 2: Strategic HRM Functional model • Background• Functional HRM areas– Status

• Conclusion

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Introduction• The effective management of human capital in the Public Service is

the cornerstone of effective service delivery.

• Executing Authorities are responsible for the organisation of their departments, including organisation structures, staffing and career management and development of employees.

• The current decentralised HRM and D model requires HR components and HR practitioners to perform a strategic partner role for organisational performance and the achievement of their department’s goals.

• Therefore the HRM and D domain necessitates a focus on the strategic alignment and management of human resources in support of achieving the service delivery goals of departments.

• DPSA has developed a HRD Strategy and a Repositioning HRM Framework for the Public Service

PART 1: HUMAN RESOURCE DEVELOPMENT STRATEGIC FRAMEWORK: VISION 2015

• The current HRD Strategic Framework (HRDSF) emanates from a Review of the HRD strategy 2002 – 2006;

• The HRDSF was prompted by, the low priority given to HRD in organizations as well as the fact that many HRD professionals did not seem to be able to strategically integrate the wide variety of policies and regulations which affect their field, with core business needs;

• The development of the HRDSF was a culmination of an inclusive national process of consultation HRD practitioners in national and provincial departments;

• The core objective of the HRDSF is to “…build an efficient and effective Public Service through the establishment of policies, structures and operational processes for developing capable and high performing employees.”

• The HRDSF was approved by Cabinet on 05 December 2007;• Departments were for the first time required to develop HRD Implementation

Plans and a baseline in the form of Organisational Readiness Reports.

Overall Readiness of departments to implement the HRD Strategic Framework at inception of HRDSF

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HUMAN RESOURCE DEVELOPMENT STRATEGIC FRAMEWORK, VISION 2015

• Human Resource Development Strategic Framework (HRDSF), Vision 2015 is aimed at: “building an efficient and effective Public Service through the establishment of policies, structures and operational processes for developing capable and high performing employees.”

• The HRDSF’s core Objectives are: – To set the HRDSF in its social, economic and legal context;– To present and explain the context, structure and principles of

the HRDSF; and– To present a framework and process for the successful

implementation of the strategic provisions and requirements.

PILLARS OF THE HRDSF• The HRDSF has four Pillars:– Pillar 1: The Capacity Development initiative which focuses on

building human capital for high performance and service delivery.• In this regard, intervention areas identified include: strengthening systems

for workplace learning; leadership development management strategies; promoting learnerships, internships & traineeships; eLearning for the PS and fostering HEI and FETC partnerships, etc.

– Pillar 2: The Organisational support initiatives. This recognises the importance and integration of HRD systems through formal organisational support.

– Pillar 3: Governance and Institutional Development initiatives.

– Pillar 4: Initiatives to support Government’s economic growth and development

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IMPLEMENTATION OF THE HRDSF: PILLAR 1 Implementation of the HRDSF , Monitoring and Reporting; Coordination of Integrated Strategies including Rural Youth

Development Programme, reporting on the implementation of Internships, Learnerships and Artisans Development Programme.

Resuscitation, and coordination of the G-SETA Forum . This includes the institutionalization of career Guidance Exhibitions with partners in and outside the Public Service;

Implement and monitor the Determination on Utilization of Training Budgets to ensure that departments use their training budgets efficiently to address the service delivery challenges.

Revitalization of HRD Sector Forums Policies on RPL and e-Learning Coordination of International Capacity Building Programmes. Strategy to improve the extent and depth of skills of public servants in

targeted occupations

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Compliance Monitoring: HRDSF

Number of interns and learners in National & Provincial Departments

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DISABILITY PROFILE OF INTERNS AND LEARNERS

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Progress on the implementation of the HRDSF• Monitoring the HRDSF implementation has improved reporting

from simple compliance to quality reporting;

• Coordination of Integrated Strategies to Rural Youth Development Programme has improved partnerships and improved seamless and integrated approach to skills development especially in rural areas;

• The implementation of Internships, Learnerships and Artisans Development Programme has assisted in the resuscitation of the G-SETA Forum;

• More than 20 000 internships and learnerships were implemented by Government departments in 2011-12;

• Most departments are ring-fencing the minimum regulated training budget which is 1% of personnel expenditure.

• Compliance by departments has to be improved;

• M&E has to be strengthened both internally and externally;

• Reality of self-assessments by departments has to be verified;

• HRD gets little support from senior management;

• Funding for HRD has to be ring-fenced;

• HODs have to provide support in the form of timely authorization of implementation plans and M&E reports;

• Enhance the role of the OTPs to an active role in analyzing provincial implementation plans before submitting to the DPSA

• Improve the national, provincial and sectoral alignment of provincial HRD strategies, departmental strategies with PS-HRDSF :Vision 2015

Challenges and mechanisms for improvement

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LDMS Framework and HRDSF Link• The Leadership Development Management Strategic Framework

was introduced in order to address matters related to the SMS and considered the following areas:

– Organisational Performance Management– Competency based Human Resources Management– Training and Development Management– Management and Administration of Career Incidents of the SMS.

• To promote, support and implement the National Skills Development Agenda and the HRD Strategy.

• To ensure a steady supply of “Home Grown” leadership and management skills and their absorption and retention into the public service organisations.

• To establish the leadership pipeline in the Public Service with targeted training programmes and to assist in identifying leaders of tomorrow through a systematic process.

• To enable an adequate level of human capital performance in Public Service organisations that ensure effective service delivery in order to meet development imperatives.

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Progress on the LDMS Framework• Competency Assessments are currently being conducted on all SMS

members prior to appointment into a post to assess the managerial competencies as outlined in the SMS Competency Framework.

• Developmental gaps identified during assessment are expected to inform the Personal Development Plan of an individual in order for targeted training to be instituted.

• The draft Directive on compulsory capacity development and mandatory training days has been drafted and currently being consulted upon.

• The Directive aims to indicate which are the compulsory training initiatives that SMS must embark on and further determines the time that SMS must spend on training over a 3 year period, the broad intention of the Directive is to professionalize the SMS cadre.

• An Executive Protocol has been drafted and presented to Cabinet on the Principles and Procedures on the employment of HODs and DDGs

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PART 2: STRATEGIC HRM FUNCTIONAL PART 2: STRATEGIC HRM FUNCTIONAL MODELMODEL

• Cabinet approved of the Re-positioning Framework for the functional model for departmental HR components.

• The model provides for the following functional HRM areas: • HR organisational strategy and planning• HR utilisation and capacity development• HR practices and administration• Employee health and wellness• Employee relations and people management

• The underlying theme of the model is to position HR components to deliver a strategic HRM function.

• The implementation of the model has been supported through the development of a competency framework for HR Practitioners, 6 strategic frameworks, guidelines, templates, assessment toolkits and directives issued by the MPSA pertaining to the different functional areas.

GENERIC FUNCTIONAL MODEL FOR HUMAN GENERIC FUNCTIONAL MODEL FOR HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT RESOURCE MANAGEMENT AND DEVELOPMENT

COMPONENTSCOMPONENTS

Human Resource Management and Development

Purpose: To provide a strategic human resource function within the Department

Human Resource Practices and AdministrationPurpose: To render efficient human resource administration services

Human Resource Organizational Strategy and PlanningPurpose: To develop human resource strategies and ensure the alignment of organizational structures to the departmentalstrategic plan

Employee Health and WellnessPurpose: To manage employee health and wellness programmes and Coordinate HIV&AIDS Mainstreamed Response

Human Resource Utilization and Capacity Development

Purpose: To provide optimal development of departmental human resources

Employee Relations and People Management

Purpose: To provide sound employee relations

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Progress on Re-positioning HRMProgress on Re-positioning HRM

• In addition to the Re-positioning Framework the following strategic frameworks have been developed:

– HR Planning Strategic Framework– Human Resource Development Strategic Framework-

Vision 2015 for the Public Service– Leadership Development Management Strategic Framework – Employee Health &Wellness Strategic Framework – Strategic Framework for Gender Equality & Women’s

Empowerment– JobACCESS Strategic Framework for the recruitment,

employment and retention of people with disabilities

• The strategic frameworks are further supported by guidelines, toolkits, templates, manuals and assessment instruments

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Strategic Framework on HRP Strategic Framework on HRP • HR Planning aims to ensure that an organisation has the right people, with the

right skills, at the right place at the right time, all the time• The purpose of HR planning and post provisioning is to manage the human

resource policy and planning process through:– The assessment of human resource demand and supply and financial

constraints;– The development of an HR plan;– Managing and monitoring the provisioning and allocation of posts; and– The development of attraction and retention programmes.

• The objectives of this Strategic Framework are to:– Assist departments in understanding their roles and responsibilities with

regard to the development and implementation of their HR plans;– Assist departments in understanding the linkage between departmental

strategic objectives and human resource planning; and– Serve as a service delivery model for departments to adopt during their HR

planning processes.

Mechanisms to improve HRP Compliance Circular and Directive on HR Planning issued (November 2009)-

revised September 2010 for extension.

Establishment of structures to drive the HR Planning function.

Ongoing work with PALAMA to build capacity in HR Planning.

Monitoring and evaluation of progress made.

Provide continuous feedback and support to departments.

Auditor-General liaison: HR Compliance Audit is focused on HR Plan compliance.

Departmental plans are assessed for Compliance and Quality and feedback reports provided to departments

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Progress: Directives, guides and other toolsProgress: Directives, guides and other tools• Functional model for HR units and Competency Framework for HR Practitioners

issued.• Directive on the HR Self Assessment to assess the ability of HR units.• Guide on Staff retention and Directive on conducting exit interviews.• Directives on personnel suitability checks and the verification of qualifications.• Secondment of staff and utilisation of foreign nationals.• Directive, Guidelines and Toolkit on HR Planning issued.• Methodology to assess HR Plans and Implementation reports developed.• Strategy to improve recruitment and reduce the vacancy rate in the Public

Service.• EPMDS for voluntary use and customisation by departments for levels below the

SMS.

Assessment of HR Plans and HRPIRs:• Compliant Plans submitted to the DPSA prior to January 2012• Plans not aligned to templates could not be assessed • Plans have been assessed and reports issued

Departmental HR Self Assessments and HR Plans

SPHERE

HR SELF ASSESSMENTS HR PLANS

No. of departments submitted

% of total no of departments

No. of departments submitted

% of total no of departments

National departments 10 24% 32 78%

Provincial departments

Eastern Cape 4 31% 3 23%

Free State 7 54% 3 23%

Gauteng 1 7% 6 43%

KwaZulu Natal 1 7% 8 53%

Limpopo 0 0 11 92%

Mpumalanga 0 0 4 33%

Northern Cape 2 17% 6 50%

North West 0 0 5 46%

Western Cape 10 77% 11 85%

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SMS PMDS COMPLIANCE 2012-13

REPORTED BY NATIONAL DEPARTMENTS (including Govt Components)Percentage

DEPARTMENTS Total SMS Members Signed (31 May 2012) Not Signed

34 3349 2685 664 80%

REPORTED BY PROVINCIAL DEPARTMENTSPercentage

DEPARTMENTS Total SMS Members Signed (31 May 2012) Not Signed

64 2110 1572 538 75%Number of National and Provincial

DepartmentsTotal SMS Members

Signed (31 May 2012) Not Signed

Percentage

98 5459 4257 1202 78%

In terms of PMDS for SMS in Chapter 4 of SMS Handbook and directives from the MPSA all members of the SMS must conclude their performance agreements within the first two months of the financial year, i.e. by 31 May of each year.

• The DPSA requested departments to submit reports on the signing of PAs of SMS as on 31 May 2012 – the due date for reports was 31 July 2012.• As at 15th October 2012, 98 out of the 154 departments have submitted reports on the signing of performance agreement

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Provincial Departments PAs Stats. : 2012/2013 Performance Cycle

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Employee Health & WellnessPurpose : Employee Health and Wellness promotes and manages health and wellness in the public service and improves the occupational health and quality of work life.

At DPSA, this sub programme also coordinates Government’s mainstreamed response to HIV&AIDS and is the focal point at SADC on the same.

Approved Employee Health and Wellness Policies Currently implemented: HIV&AIDS and TB Management in the Public Service (HIV&AIDS and TB) Health and Productivity Management in the Public Service (HPM) Safety Health Environment Risk and Quality Management (SHERQ) Wellness Management in the Public Service (WM)

Guidelines and tools for Policy implementation:• Guidelines on Gender Sensitive Rights Based HIV&AIDS Mainstreaming• Guidelines on Management of Psychosocial Stressors in the Public Service “SOLVE Guidelines”• Child Care Facilities Guidelines for the Public Service• Systems Monitoring Tool and M&E Plans

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EHW: Progress• Achieved 52% of governments departments who implement at least one

of the policies at the end of March 2012.• Achieved 25% of the Departments to develop and approve Operational

Plans to Mainstream HIV&AIDS into their core mandates. More departments are being supported to do the same.

• 100 000 employees accessed HCT services• Total currently registered for HIV&AIDS treatment = 83 866

– Employees= 63 790– Dependants = 20 076

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Diversity Management (DM)Frameworks• JobACCESS Strategic Framework on the Recruitment, Employment and

Retention of Persons with Disabilities in the Public Service (JA)• Gender Equality Strategic Framework for Public Service (GESF)

• During the period 13 to 27 February 2012 consultations on the Policy on Reasonable Accommodation and Assistive Devices was done for both provincial and national departments.

• Departments with a representation of less than 30% for women and less than 1% for people with disabilities, both in provinces and nationally, were requested to submit to develop remedial plans on how to improve the targets with definite timelines.

• During the period 03 May to 26 June 2012 , visits were conducted to establish as to whether departments complied with the timelines provided and if not, how much extension they needed and what measures will be put in place to ensure that targets are met.

• A circular will be re-issued to departments to submit six monthly progress reports consistently from 01 April 2013.

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DM Progress 1• A reporting template was developed.• A Policy on Reasonable accommodation and Assistive Devices has been finalised and

submitted to MPSA for approval.• A verification process to establish the correct number of persons with disabilities in

the public service is underway.• The review of the Handbook on Reasonable Accommodation is in process.• Nine (9) national departments have representation of above 2% and 15 departments

of above 1% representation. • Development of a course on the framework by PALAMA in 2011, by July 2012, 566

employees were trained, 280 males and 286 females. 460 Africans, 46 Coloured, 46 White, 14 Indians.

• 2011Gender Mainstreaming Survey report will be released soon.• Survey conducted at 2012 on assessing awareness of GESF implementation and

challenges thereof.

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DM Progress 2• At 30 June 2012, 13 Departments (both National & Provincial) were able to achieve

the 50% equity target for women at SMS level, and 45 Departments achieved 40 -49% on equity target for women at SMS.

• Technical support provided resulted in better compliance by Departments to achieve equity targets.

• Public Service Women Management Week hosted by departments successfully from 2009 to date.

• The table below shows % on representation of SMS in different levels according to gender as at 30 June 2012:

• Annual Affirmative Action and Employment Equity report is en-route to Cabinet.• Draft Policy on Prevention and Management of Sexual Harassment, still in consultation.• 3 823 officials have been trained by PALAMA on Gender mainstreaming, 31% male and

69% females, 75% from level 1-12 and 25% at SMS levels.

Level 13 Level 14 Level 15 Level 16

Female Male Female Male Female Male Female Male

39.2% 60.7% 37.6% 62.3% 35% 64.9% 23.9% 76%

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Conclusion• A great amount of work has been done in establishing an enabling

environment with regard to HRD and HRM in the public service• The responsibility for implementation is at the departmental level.• Capacity and capability challenges in departments to implement

the various Strategic Frameworks on Human Resource Management & Development .

• Poor compliance levels by departments with the human resource regulations, employment equity targets.

• Poor submission rate of reports by departments on implementation as required to DPSA.

• Areas that requires attention – monitoring compliance and ensuring enforcement

• Going forward – focus on implementation support, , improved coordination monitoring and reporting on compliance.

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Thank You

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