Where the Public Service is Today

Drivers of Change and Key Trends

Setting the Strategic DirectionJobACCESS 2006—2010Gender and Governance plan of action 2005—2015

OutlineOutline

Women and MenWomen and Men

EthnicityEthnicity

DisabilityDisability

AgeAge

Where the Public Service is TodayWhere the Public Service is TodayTen Year ReviewTen Year Review

For more information

Evaluating ProgressEvaluating ProgressProgress against the targetsProgress against the targets

•• Quantitative analysis summarized performance Quantitative analysis summarized performance and progressand progress

•• Methodology contained five indicators showing, Methodology contained five indicators showing, representation, clustering, recruitment, representation, clustering, recruitment, promotions and terminations, (excluded) salary promotions and terminations, (excluded) salary gap gap

•• Comprehensive, objective measure of Comprehensive, objective measure of quantitative performance.quantitative performance.

•• Source:Source: VulindlelaVulindlela HR Oversight data.HR Oversight data.

ClusteringClusteringThe degree to which designated groups are equitably represented within occupational groups:

Slightly more than half (54 %) of Blacks and slightly more than one-third (36.72%) of Women employed in the Public Service are concentrated in the production level jobs and below offering less chance of advancement and growing income inequity.

71,410(47.2%)

124,177(59.5%)

335,763(59.9%)

36,628(39.9%)

1,878(28.3%)

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

Lower Skilled(Levels 1-2)

Skilled (Levels 3-5)

Highly SkilledProduction

(Levels 6-8)

Highly SkilledSupervision

(Levels 9-12)

SeniorManagement

(Levels 13-16)

Empl

oym

ent b

y G

ende

r (%

)(52.8%) (41.5%)

(41.1%)

(51.2%)

(71.7%)

Female Male

71,410(47.2%)

124,177(59.5%)

335,763(59.9%)

36,628(39.9%)

1,878(28.3%)

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

Lower Skilled(Levels 1-2)

Skilled (Levels 3-5)

Highly SkilledProduction

(Levels 6-8)

Highly SkilledSupervision

(Levels 9-12)

SeniorManagement

(Levels 13-16)

Empl

oym

ent b

y G

ende

r (%

)(52.8%) (41.5%)

(41.1%)

(51.2%)

(71.7%)

Female MaleFemale Male

Recruitment RateRecruitment RateMeasures acquisition rate of designated groups against their labour market availability. The percentage of a designated group out of all hiring activities is compared to the labour market availability.

People with disabilities are significantly under-represented in recruitment relative to their availability.

While Women receive the greater proportional share (at the lower levels) turnover rate at the lower levels Is significantly high.

Replacement costs and retention management information not available.

Recruitment: Management and GenderRecruitment: Management and GenderMeasures whether designated groups receive a fair share of promotions commensurate with their representation in the workforce. It compares the representation of the group in the Department/Public Service with the share of promotions that the salary level/occupational group’s members received.

Hiring ratio is 1:3. Under-utilisationof women in management is shown relative their current representation of 29 percent and the labour market availability of 46 percent.

Terminations Terminations –– People with disabilitiesPeople with disabilitiesMeasures whether designated groups are adversely affected by termination activities It compares the percentage of terminations of each designated group as a proportion of the group's representation, to the percentage of total terminations divided by the total number of employees. The expectation is that designated groups are not disproportionately terminated compared with their representation in the Public Service/Department/Occupational Group.

People with disabilities are not adversely impacted by terminations.

However, morecontextual information would determine nature of leavers and reasons for exits.

Terminations Terminations –– Women in the Public ServiceWomen in the Public ServiceCompares the percentage of terminations of each designated group as a proportion of the group's representation, to the percentage of total terminations divided by the total number of employees. The expectation is that designated groups are not disproportionately terminated compared with their representation in the Public Service or Department or Occupational Group.

This means that women are terminated at a proportionately higher level comparedto their presence in the Public Service.

Terminations Terminations –– Women in ManagementWomen in ManagementMeasures whether designated groups are adversely affected by termination activities It compares the percentage of terminations of each designated group as a proportion of the group's representation, to the percentage of total terminations divided by the total number of employees. The expectation is that designated groups are not disproportionately terminated compared with their representation in the Public Service/Department/Occupational Group.

The ratio of women’s terminations relative to total management terminations is high. Target is an impact result of less than 50%.

Terminations Terminations –– BlacksBlacksMeasures whether designated groups are adversely affected by termination activities It compares the percentage of terminations of each designated group as a proportion of the group's representation, to the percentage of total terminations divided by the total number of employees. The expectation is that designated groups are not disproportionately terminated compared with their representation in the Public Service/Department/Occupational Group.

The ratio of Black’s terminations relative to employee terminations is proportionate to representation. However, information needed to identify the type of “leavers” and replacement costs is critical.

Terminations Terminations –– Blacks in ManagementBlacks in ManagementMeasures whether designated groups are adversely affected by termination activities It compares the percentage of terminations of each designated group as a proportion of the group's representation, to the percentage of total terminations divided by the total number of employees. The expectation is that designated groups are not disproportionately terminated compared with their representation in the Public Service/Department/Occupational Group.

The ratio of Black manager’s terminations relative to total management terminations deserves attention. Critical to identify the type of “leavers” or the nature of turnover”.

MOVING AHEADMOVING AHEADKEY FORCES DRIVING CHANGEKEY FORCES DRIVING CHANGE

Changing demographicsInformation, science and technologyGlobal environmentTechnology and attitudesEconomic and technological shocksThe future of the single public serviceSocial cohesion

Key Force Driving ChangeKey Force Driving ChangeWhere is the Public Service headed?Where is the Public Service headed?

Labour mobility

Changing workforce compositionand demographics

Modernizing HRM

Service delivery

Changing nature of service deliveryand public policy-making

Future skills

The changed role for HR professionals

Employment Equity

Definitions of representation, under-representation

Information & communications technology

Social cohesion

Single Public Service

The Minister has prioritized 3 policy objectives that are summarized as follows:

Improve access to meaningful work and employability by means of learnerships and other interventions; Improve access to recruitment and retention of persons with disabilities by building capacity to work together and with the disability sector, to accommodate and support;Provide dignity, freedom and choice for persons with disabilities by providing access to information, communication and support, with the use of technology.

STRATEGIC DIRECTIONSTRATEGIC DIRECTION

The JobACCESS programme intends to work in partnership with disabled people’s organizations. The programme links the resources of the disability sector network, such as tools for assessments, placement and in-work support services with-

the human resources management and capacity of the Public Sector;the capabilities provided by the Multi-Purpose Community Centres and the accessibility portal of the CSIR; and of the Community Development Workers.

IMPLEMENTATION PLANIMPLEMENTATION PLAN

•• A staged approach is envisaged to overall implementation. A staged approach is envisaged to overall implementation. •• In the short term, effort for the Public Service is directed In the short term, effort for the Public Service is directed

toward using and building existing resources and toward using and building existing resources and stakeholder consensus for the way forward by:stakeholder consensus for the way forward by:

• Strengthening partnerships with disabled person’s organizations;

• Providing management capacity to assist disabled person’s organizations to work together and with other partners; and

• Advising and supporting departments to enable the necessary adjustments to deliver the goals of the JobACCESS 2006-2010 intervention.

IMPLEMENTATION PLANIMPLEMENTATION PLAN

MPSA is leading integration of the SA Public MPSA is leading integration of the SA Public Service governance and administration policy, Service governance and administration policy, with that of the AU, and in this regard, with the with that of the AU, and in this regard, with the declaration on the gender parity principle (AU declaration on the gender parity principle (AU Declaration 12 & 13 of 2004Declaration 12 & 13 of 2004¹¹).).

• Operationalise the principles and strategic objectives of the National Policy Framework into a set of concrete actions, with specific measures and time bound indicators to monitor the Public Service’s performance.

• The Beijing Platform for Action, and progressing the 12 critical areas.

STRATEGIC DIRECTIONSTRATEGIC DIRECTION

THE CONCEPT OF GOVERNANCETHE CONCEPT OF GOVERNANCEWHAT IS IT WE WANT TO CHANGE?WHAT IS IT WE WANT TO CHANGE? HOW SHOULD WE BE DOING THIS?HOW SHOULD WE BE DOING THIS?

INDIVIDUAL CHANGE

SOCIAL OR INSTITUTIONAL CHANGE

OBJECTIVE,MEASURABLE CHANGE

TACITCHANGE

WOMEN’S AND MEN’S PARADIGM

Values, knowledge, beliefs, commitment to change,

empowerment

WOMEN’S CONDITION

Resources, access, education, leadership development

ORGANIZATIONAL PRACTICES OF EXCLUSION

Informal rules

FORMAL ORGANIZATION

Policy and procedure

Co-ordinate policy and action for socio–economic growth and development.Increase and focus efforts to redress gender inequality and empower women Build on the experiences and successful approaches implemented by departmentsFocus and systematize effortsGeneralize best practices across the Public Service Monitor performance on a regular basis, and Be more effective in measuring impact.

Why a Plan of Action?Why a Plan of Action?The full and equal participation of The full and equal participation of women in the Public Service, women in the Public Service, institutions and decisioninstitutions and decision––making making and specific measures to improve and specific measures to improve the status of women [in the public the status of women [in the public service] are still critical to any service] are still critical to any strategy aimed at the improvement strategy aimed at the improvement of the situation of women in of the situation of women in social and economic development. social and economic development. United Nations,1999 and UN CSW United Nations,1999 and UN CSW 2006.2006.

ACTION AREAS AND OBJECTIVESACTION AREAS AND OBJECTIVESFive key results areasFive key results areas

1. Policy statement of gender equality and gender 1. Policy statement of gender equality and gender mainstreaming strategy formulation mainstreaming strategy formulation Strategic Objective: Consensus among all staff on departmenStrategic Objective: Consensus among all staff on departmentt’’s s commitment to gender equality through gender mainstreamingcommitment to gender equality through gender mainstreaming

2. Gender mainstreaming the structure of the department2. Gender mainstreaming the structure of the departmentStrategic objective: An enabling genderStrategic objective: An enabling gender--sensitive and gendersensitive and gender--responsive environment is created for gender mainstreamingresponsive environment is created for gender mainstreaming

3.Capacity building on gender equality and gender 3.Capacity building on gender equality and gender mainstreamingmainstreamingStrategic Objective: Strategic Objective: Department as a public sector institution,Department as a public sector institution,and and staffstaff as individuals, are capable of mainstreaming gender as individuals, are capable of mainstreaming gender issues and providing genderissues and providing gender--sensitive and gendersensitive and gender--responsive responsive services for employees and communitiesservices for employees and communities..

4. 4. Gender mainstreaming in the work of the department. Gender mainstreaming in the work of the department. Strategic Objective: Gender is effectively mainstreamed Strategic Objective: Gender is effectively mainstreamed and becomes a crosscutting issue in the departmentand becomes a crosscutting issue in the department’’s s work. work.

5. 5. GenderGender--sensitive HR and policiessensitive HR and policies..Strategic Objective: HR policies are genderStrategic Objective: HR policies are gender--sensitivesensitive and and gender balancedgender balanced..

ACTION AREAS AND OBJECTIVESACTION AREAS AND OBJECTIVESFive key results areasFive key results areas

•• Focuses on priorities for improvements Focuses on priorities for improvements to enable to enable sociosocio––economic impact of strategy, economic impact of strategy, policy, policy, development planning and service provision development planning and service provision

•• Establishes a common framework and minimum Establishes a common framework and minimum standard, nonstandard, non--negotiable baseline metric and negotiable baseline metric and milestones.milestones.

•• Sectors, National Departments, Provincial Growth and Sectors, National Departments, Provincial Growth and Development strategies, and Integrated Development Development strategies, and Integrated Development Plans, while in line with this framework, will reflect Plans, while in line with this framework, will reflect different approaches, strategies and entry points.different approaches, strategies and entry points.

•• Timing and modalities will vary accordingly.Timing and modalities will vary accordingly.

SCOPE OF THE ACTION AREASSCOPE OF THE ACTION AREASDRAFT NATIONAL FRAMEWORK FOR WOMENDRAFT NATIONAL FRAMEWORK FOR WOMEN’’S EMPOWERMENT AND S EMPOWERMENT AND GENDER EQUALITY 2005GENDER EQUALITY 2005--20152015

National equity and diversity targets as a whole and are National equity and diversity targets as a whole and are underpinned by departmental targets. underpinned by departmental targets. Departments have responsibility for their own business Departments have responsibility for their own business and HR policies and processes, so the capacity to and HR policies and processes, so the capacity to deliver equity and diversity lies with departments. deliver equity and diversity lies with departments. Setting stretching, challenging and ambitious targets, is Setting stretching, challenging and ambitious targets, is a key driver for achieving the Public Service targets. a key driver for achieving the Public Service targets. Setting stretching targets is not enough. Departments Setting stretching targets is not enough. Departments must have implementation plans that are fully integrated must have implementation plans that are fully integrated into business plans and current and emerging service into business plans and current and emerging service delivery strategies.delivery strategies.WeWe will continue to work to improve data quality, will continue to work to improve data quality, collection and coverage. collection and coverage. A robust HR system of measurement and evaluation, A robust HR system of measurement and evaluation, both at national and departmental level.both at national and departmental level.

Concluding remarksConcluding remarks

•• Maintaining equity and equality, an inclusive and diverse Maintaining equity and equality, an inclusive and diverse workforce is important towards the longerworkforce is important towards the longer––term aim of term aim of achieving a Public Service which is inclusive and achieving a Public Service which is inclusive and diverse at all levels.diverse at all levels.

•• We want to ensure that the Public Service remains We want to ensure that the Public Service remains representative of the population in terms of historically representative of the population in terms of historically disadvantaged groups and that we continue to prioritise disadvantaged groups and that we continue to prioritise and improve representation of women and people with and improve representation of women and people with disabilities, where we know that significant challenges disabilities, where we know that significant challenges remain. remain.

Concluding remarksConcluding remarks

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