DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION
Strategy for Human Resource
Management and Development
in the Public Service
Presentation to the Public Service Portfolio Committee
14 November 2012
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
2
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
3
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
5
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
7
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
8
Compliance Monitoring: HRDSF
2011/12
2012/13
28
20
12
12
8
9
9
8
6
6
7
11
13
12
11
10
10
11
6
4
9
9
Number of interns and learners in National &
Provincial Departments
Learners
616
Eastern Cape
Northern Cape
Western Cape
Mpumalanga
Free State
350
181
85
82
839
407
344
1317
300
1153
Gauteng
3032
1322
Limpopo
2063
886
North West
National
Interns
511
348
2856
10
DISABILITY PROFILE OF INTERNS AND LEARNERS
Number of Interns and learners
Eastern Cape
Northern Cape
Western Cape
Mpumalanga
Free State
966
0
921
24
266 0
751
21
1617
0
4185
Gauteng
National
48
3385
Limpopo
North West
Number of interns and learners with disability
1397
38
24
3204
26
11
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 GSETA 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.
Challenges and mechanisms for improvement
• 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
13
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.
14
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
15
PART 2: STRATEGIC HRM FUNCTIONAL
MODEL
• 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.
16
GENERIC FUNCTIONAL MODEL FOR HUMAN
RESOURCE MANAGEMENT AND DEVELOPMENT
COMPONENTS
Human Resource Management and
Development
Purpose: To provide a strategic human
resource function within the
Department
Human Resource Practices and
Administration
Purpose: To render efficient
human resource administration
services
Human Resource Organizational
Strategy and Planning
Purpose: To develop human resource
strategies and ensure the
alignment of organizational
structures to the departmental
strategic plan
Human Resource Utilization and Capacity
Development
Purpose: To provide optimal development of
departmental human resources
Employee Health and Wellness
Purpose: To manage employee
health and wellness programmes
and Coordinate HIV&AIDS
Mainstreamed Response
Employee Relations and
People Management
Purpose: To provide sound
employee relations
Progress 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 FrameworkVision 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
18
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.
19
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
20
Progress: 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
21
Departmental HR Self Assessments and HR Plans
HR SELF ASSESSMENTS
SPHERE
National
departments
HR PLANS
No. of departments
submitted
% of total no of
departments
No. of departments
submitted
% of total no of
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%
22
SMS PMDS COMPLIANCE 2012-13
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
REPORTED BY NATIONAL DEPARTMENTS (including Govt Components)
Percentage
DEPARTMENTS
Total SMS Members
Signed (31 May 2012)
Not Signed
34
3349
2685
664
REPORTED BY PROVINCIAL DEPARTMENTS
80%
Percentage
DEPARTMENTS
Total SMS Members
Signed (31 May 2012)
Not Signed
64
2110
1572
538
Number of National and Provincial
Departments
Total SMS
Members
Signed (31
May 2012)
Not Signed
98
5459
4257
1202
75%
Percentage
78%
23
Provincial Departments PAs Stats. :
2012/2013 Performance Cycle
Provincial Departments
494
500
432
450
400
362
334
350
300
277
263
250
215
196
200
164
137
150
114
99
81
100
154
148
98
80 68
50
62
117
96
60 58
58
28
23
2
0
EC
FS
GP
KZN
Total SMS Members reported
LP
MP
Signed (31 May 2012)
NP
NC
WC
Not Signed
24
Employee Health & Wellness
Purpose : 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
25
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
26
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.
27
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.
28
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:
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%
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.
29
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.
30
Thank You
31