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HUMAN RESOURCES
MANAGEMENT AND
DEVELOPMENT CONFERENCE
5-6 MARCH 2013
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THE HRM&D MODEL
EE Relationship Management (Incl. LR & Collective Bargaining)
Organisational Culture Development and Effectiveness
Exit
Management
Remuneration
and Reward
Performance
Management
Values
Capacity
Building
Mission
Sourcing and
Placing
Vision
Strategic HR
Planning and
Job Evaluation
S
T
R
A
T
E
G
Y
People
Management
Value
Proposition
Management of Critical Positions & High Performers
Human Resources Administration, Disclosure and Reporting
HR Assurance and
Wellness
Information Systems
& Technology
(HRIMS)
People Management
Competence &
Benchmarking
The core of the HR strategy hinges on the underlying appreciation of how the different
elements of HR fit together to create meaning and value for any organisation. This is the
framework for delivery, as it sets out the key themes and focus areas and develop the
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requirements for each functional area.
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THE OPERATING MODEL
Element
Activity or Output of Value chain component
Diagnosis
Strategic positioning of the element by identifying the problem statement
Solution Design
Define and develop the needed improvement initiatives within the municipality.
Implementation
Oversee the implementation of agreed project/activity/intervention
Implementation
Management (Inc.
M&E)
Ensure systems and procedures are in place to monitor and evaluate on implementation
Continuous
Support /
Aftercare Support
Post implementation reporting to ensure that intervention is upheld and sustained
Resources
The type of resource that is required:
Advisory Services (internal specialist or source specialist )
Specialist/ Tactical level staff (That can be deployed on a short to medium term basis to fill
in capacity gaps or implement initiatives)
Capacity Building Support:
Training & Development Facilitation
Develop generic blueprint and guidelines
Facilitate learning networks , knowledge sharing , inter-municipal learning or study
groups (Local or international) 3
Mentoring & Coaching
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PRODUCTS AND
SERVICES WE
PROVIDE
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STRATEGIC HR PLANNING & JOB
EVALUATION
Element
Diagnosi
s
Solution
Design
Implementati
on
Implementation
Management
(Inc. M&E)
Continuou
s Support
/
Aftercare
Support
Product
/Service
Type
Resources
Type
People
forecasting
Y
Y
Y
Y
Y
Advisory
Services
Job Evaluation
Y
Y
Y
Y
Y
Advisory
Workforce
planning
Y
Y
Y
Y
Advisory
Services
Y
Y
Advisory
Services
Specialist/
Hands on
Y
Advisory
Services
Specialist/
Hands on
Budgeting
Succession
planning
Review and
design of
organisational
design
Y
Y
Y
Y
Y
Y
Y
Y
Y
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Handbook
Guidelines/
Specialists
Advisory
Services
Specialists
/Hands on
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SOURCING AND PLACING
Element
Diagnosis
Solution
Design
Building strategic
partnerships for
talent and skills
Implementatio
n
Implementation
Management
(Inc. M&E)
Continuou
s Support /
Aftercare
Support
Y
Y
Y
Product
/Service
Type
Resources
Type
Advisory
Services
Attracting people
through innovative
attraction
strategies
Y
Y
Y
Y
Advisory
Services
Recruiting and
selecting suitable
people
Y
Y
Y
Y
Specialist/
Hands on
Y
Y
Specialists/
Hands on
Y
Y
Specialists
/Hands on
Inducting and
socialising people
into the
municipality
Redeploying
people
Y
Y
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PERFORMANCE MANAGEMENT
Element
Confirmation of
process and
standards
Setting performance
standards
Diagnosis
Developing
performance
management skills
training to line
management
Product
/Service
Type
Y
Y
Specialist/Hands
on
Y
Y
Advisory
Services
Specialists/
Hands on
Y
Y
Y
Y
Y
Y
Y
Communication and
co-ordination of the
performance
management process
Making the link to
remuneration.
Continuous
Support /
Aftercare
Support
Implementation
Measuring and
evaluating
performance
Gap analysis
Implementation
Management (Inc.
M&E)
Solution
Design
Y
Y
Resources Type
Spec ialist/
Hands on
Y
Specialist/
Hands on
Specialists
Hands on
Capacity building
support
Y
Y
Y
Y
Specialists/
Hands on
Y
Specialists
/Hands on
Y
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CAPACITY BUILDING
Element
Diagnosis
Solution
Design
Implement
ation
Services we provide
Competency
profiling and
assessment
Y
PDP’s
Implementa
tion
Manageme
nt (Inc.
M&E)
Continuous
Support /
Aftercare
Support
Product
/Service
Type
Resources Type
Y
Y
Y
Y
Advisory Services
Specialist/Hands on
Y
Y
Y
Y
Advisory Services
Specialist/Hands on
Y
Y
Y
Specialist/Hands on
Career development
Skills development
Y
Y
Y
Y
Y
Advisory Services
Specialist/Hands on
Leadership and
management
development
Y
Y
Y
Y
Y
Advisory Services
Specialist/Hands on
Key talent
development
Y
Y
Y
Y
Y
Y
Y
Y
Specialist/Hands on
Y
Y
Y
Specialist/Hands on
Development of a
learning
organisation,
including
knowledge
management
activities
Impact assessment
Advisory Services
Specialist/Hands on
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REMUNERATION
AND REWARD
Element
Diagnosis
Solution
Design
Implementatio
n
Implementation
Management
(Inc. M&E)
Market analysis
Co-ordination and
development of
policy
Y
Y
Y
Procedures and
agreements
Y
Y
Y
Design,
implementation
Y
Y
Y
Monitoring and
maintaining of the
reward system
Executive
remuneration and
incentives
Continuou
s Support /
Aftercare
Support
Product
/Service
Type
Resources
Type
Y
Advisory
Services
Y
Advisory
Services
Y
Advisory
Services
Y
Y
Specialists
/Hands on
Y
Y
Specialists
/Hands on
Y
Specialists
/Hands on
Y
Specialists
/Hands on
Y
Y
Payroll
administration
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ORGANISATIONAL CULTURE
DEVELOPMENT AND
EFFECTIVENESS
Element
Diagnosis
Solution
Design
Implementation
Implementation
Management
(Inc. M&E)
Continuous
Support /
Aftercare
Support
Services we provide
Culture
transformation and
change
management
The development of
individuals and
teams with a
systems view
Continuous
assessment of
organisational
effectiveness
through work
studies and
redesign to ensure
maximum
efficiency,
productivity and job
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Product
/Service
Type
Resources
Type
Y
Advisory
Services
/Specialists
Capacity
Building
Support
Y
Advisory
Services
Specialists
/Hands on
Capacity
Building
Support
Y
Advisory
Services
Specialists
/Hands on
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EMPLOYEE RELATIONSHIP
MANAGEMENT AND COLLECTIVE
BARGAINING
Element
Diagnosis
Solution
Design
Services we provide
Implementatio
n
Managing
relationships with
unions and other
labour forums
Management of
disciplinary and
grievances
Y
Y
Disputes
Consultations
Collective
bargaining
Conflict
management
Y
Y
Y
Y
Y
Y
Y
Y
Implementation
Management
(Inc. M&E)
Continuou
s Support /
Aftercare
Support
Product
/Service
Type
Resources
Type
Y
Y
Advisory
Services
Specialists
/Hands on
Y
Y
Specialists
/Hands on
Y
Y
Specialists
/Hands on
Y
Y
Specialists
/Hands on
Y
Advisory
Services
Specialists
/Hands on
Y
Advisory
Services
Specialists
/Hands on
Y
Y
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HUMAN RESOURCES
ADMINISTRATION AND REPORTING
Element
Diagno
sis
Solution
Design
Services we provide
Management of HR
policies and procedures
relating to engagement,
salary and benefits,
employee data
management, training
and development
tracking, performance
management recording
and terminations and edisclosure
Reporting to top
management,
shareholders,
government and
statutory reporting
Implement
ation
Implementation
Management
(Inc. M&E)
Continuous
Support /
Aftercare
Support
Y
Y
Y
Y
Product
/Service
Type
Resources
Type
Specialist
/Hands on
Specialist
/Hands on
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HR ASSURANCE AND
WELLNESS
Services
we provide
Diagnosi
Solution
Implementati
Element
Setting of HR
policies and
procedures
Employee
wellness
including HIV /
AIDS and EAP
Diversity
planning
Social plan
development
s
Design
on
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Implementation
Management
(Inc. M&E)
Continuo
us
Support /
Aftercare
Support
Y
Y
Advisory
Services
Y
Advisory
Services
Specialist
/Hands on
Capacity
Building
Support
Y
Advisory
Services
Specialist
/Hands on
Y
Advisory
Services
Specialist
/Hands on
Y
Y
Y
Product
/Service
Type
Resources
Type
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INFORMATION SYSTEMS
AND TECHNOLOGY
Element
Diagnosis
Solution
Design
Implementatio
n
Implementation
Management
(Inc. M&E)
Continuous
Support /
Aftercare
Support
Y
Y
Y
Services we provide
Internal suite of
hardware,
applications,
databases and other
software
components that
together support all
planning
scheduling,
tracking and
execution of tasks
in the human
resources processes
Y
Product
/Service
Type
Resources
Type
Specialists
/Hands on
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KNOWLEDGE MANAGEMENT
MODEL
•
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KNOWLEDGE SHARING
METHODS
•
Facilitated meetings and Consultations, Committee meetings
•
Training workshops and seminars;
•
After action review (AAR);
•
Knowledge Fairs/Exhibition;
•
Annual General Meetings/ Congress;
•
Learning from colleagues and peers; Peer assist involves bringing together a group of
peers to get feedback on a problem, project, or activity
•
Mentoring takes place when a municipality that is performing well or has good practices
supports another municipality. Mentoring can also be at an individual level for knowledge
and skills transfer through a process by which a more experienced person (usually a senior
staff member) works closely with a less experienced one.
•
Field visits or exchanges can be a useful way for local governments to look at what
others have done and decide which of the practices can be adapted in their municipality
•
Tapping into regional or international technical assistance Organizations
•
Communities of Practice (COP): MID should develop a COP within and outside the
sector and with regional and international sister organizations that could serve as a
resource to member municipalities on topics of importance to the municipal environment
HRM&D profession.
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KNOWLEDGE IMPLEMENTATION
OR APPLICATION
•
ACTION TO BE TAKEN
1.
Knowledge Warehouse
1.
Editorial content management.
(pertaining to HRM value chain)
1.
Twinning/Matching
1.
A transitional meeting should
be conducted when the time
comes to implement the
knowledge sharing and peer
learning proposal.
Reporting
1.
DELIVERABLE
The purpose is to provide a secure, repository where content, and full text indices to
knowledge can be stored.
A knowledge warehouse also provides the infrastructure for users to easily contribute
knowledge. This provides a central location for the myriad forms of knowledge for MID
that currently reside only in isolated silos. (eg. toolkit, policies, handbook, conference
resolution etc)
Add, change categorization of
Information, remove outdated information. Gathering and editing knowledge.
Ensure that information is accurate, useful, and categorized so that it is easy to find
Link municipalities that stand to benefit, so that they can support each other.
(Municipalities will identify individuals to represent them. It is
important that these municipal representatives are competent in the
areas being addressed and are able to commit the necessary amount
of time.)
Introductions, Presentation of the history of the study, accomplishments, pitfalls, and
expected results, entering into an agreement/mou. • Discussion of the implementation
phase.
Identify overall objectives and a few short term goals to work on throughout the period.
• What are the ground rules, role players, resource provision etc.
Communicating results/progress of the cooperation, report recommendations and/or
other
Outcomes,
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THANK
YOU.
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