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21 June 2007

HR Steering Committees:Structure and Rationale

[Gallagher Estate]

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To ensure execution of Government policy by line/sector departments and Provinces with

respect to HRM

Objective

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To provide a vehicle for collaborating, connecting, co-

ordinating for compliance through linkages between DPSA,

sector , line departments and Provinces with respect to HRM

Rationale

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3 Monitoring and Evaluation of overall HR Performance

1 Repositioning of HRM &D within the legal mandates

Contents

2 Strategic Frameworks to drive HRM

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Repositioning of HR Functions

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LEGAL FRAMEWORK FOR HRD IN THE PUBLIC SERVICE

STRATEGIC FRAMEWORK FOR HRD IN THE PUBLIC SECTOR

CONCEPTUAL BASE FOR TRANSFORMING THE PUBLIC SECTOR

ECONOMIC AND SOCIAL POLICY FRAMEWORK AND PROGRAMMES

PROGRAMMES: ASGISA, JIPSA, EPWP

DEVELOPMENT IMPERATIVES

Skills Development Act Relevant SETAs

& PSETA

Skills Development

Levies ActSAQA Act

Public Service Act &

Regulations

Employment Equity Act

Labour Relations Act

White Paper on Public Service Education and

Training

White paper on HR Management

in the Public Service

National Skills Development

Strategy 2

HR Development Strategy for South Africa

HR Development

strategy for the Public Service

Millennium Development

Goals

Batho Pele White Paper

White paper on Transforming the

Public Service

White Paper on a New Employment

Policy for the Public Service

Poverty Alleviation

Unemployment

Backlogs in Service Delivery – Housing, Water, Schools Electricity

Reducing Crime and Violence

Managing HIV and AIDS

Presidential Pronouncements

and Budget Speech

IDPs Medium Term Strategy

Framework

THE LEGAL & POLICY FRAMEWORK GOVERNING HR IN THE PUBLIC SECTOR

National Spatial Development

Strategies

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Repositioning HR Functions

Human Resources is configured into two main areas:

• Transactional HR:- Management of Conditions of Service (HRA); Compensation Management Systems and Collective Bargaining

• Transformational HR:- Employment Practices; HRD; HRP/OS; Diversity Mgt; SMS; EH&W

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Employment Practices

Human Resources

Development

Human ResourcesPlanning

DiversityManagement

Employee Health and Wellness

Senior Management

Service

Human Resources Management and Development

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Strategic Frameworks for HRM

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CONCEPTUAL FRAMEWORK

• Abstract• Conceptual Frameworks (designing

models; logical frameworks and linear process models)

• Concretisation

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CONCEPTUAL FRAMEWORK

• Strategic Framework (legal and political mandate)

• Operating Policies• Guidelines (Steps and Phases)• Standard Operating Procedures (SOPs)• Monitoring and Evaluation Tools• Annual Performance Reports

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Step 1:Conduct Stakeholder Review

Implementing a Strategic Framework for HRM

Step 2:Design Conceptual Framework

Step 3:Design Strategic Framework

Step 10:Annual Performance Review Report

Step 4:Guidelines toImplement Step byStep

Step 5:Annual Performance Plans

Step 6:Monitoring and Evaluation Tools

Step 9:AnnualConsultativeConference

Step 8:Steering Committee

Step 7:QuarterlyReviews

Legal and Political Mandate

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BUILDING HUMAN CAPITAL FOR HIGH PERFORMANCE AND ENHANCED SERVICE DELIVERY

HUMAN RESOURCES ADMINISTRATION

HUMAN RESOURCES DEVELOPMENT

HUMAN RESOURCES PLANNING

EMPLOYMENT RELATIONS

4 KEY PILLARS WHICH ARE THE INITIATIVES FOR DELIVERY OF HR FUNCTION

Focu

s on

all

Per

form

a le

vels

of

empl

oym

ent

Res

pond

ing

to

need

s of

de

sign

ated

gr

oups

(w

omen

&

disa

bled

)

Coh

esiv

enes

s &

Inte

grat

ion

Flex

ibili

ty a

nd

adap

tabi

lity

Rec

ogni

zing

co

ntex

tual

di

ffere

nces

Mai

ntai

ning

a

perfo

rman

ce

focu

s

Res

pond

ing

to

sect

oral

di

ffere

nces

Build

ing

lear

ning

co

mm

uniti

es &

or

gani

zatio

ns

Con

tinui

ty

thro

ugh

all

sphe

res

of

gove

rnm

ent

Pro

mot

ing

the

agen

da o

f de

velo

pmen

t

CORE PRINCIPLES INFORMING IMPLEMENTATIONOF STRATEGY

LEGISLATIVE FRAMEWORK AS A FOUNDATION

A VISION FOR HR

A dedicated, responsive and productive Public Service

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HUMAN RESOURCES DEVELOPMENT

HUMAN RESOURCES DEVELOPMENT

EMPLOYMENT RELATIONS EMPLOYMENT

RELATIONS

HUMAN RESOURCES ADMINISTRATION

HUMAN RESOURCES ADMINISTRATION

Batho Pele principles (BP) are the guiding platform for HUMAN RESOURCES service delivery

Batho Pele principles (BP) are the guiding platform for HUMAN RESOURCES service delivery

1.CONSULTATION1.CONSULTATION 2. SERVICE STANDARDS2. SERVICE

STANDARDS

3. ACCESS3.

ACCESS

4. COURTESY4.

COURTESY5.

INFORMATION5. INFORMATION

7. REDRESS7.

REDRESS

8. VALUE FOR MONEY8. VALUE FOR

MONEY

6. OPENESS & TRANSPARENCY6. OPENESS &

TRANSPARENCY

People’s Contract “ A Better Life for All”People’s Contract

“ A Better Life for All”

HUMAN RESOUCES PLANNING AND SYSTEMSHUMAN RESOUCES

PLANNING AND SYSTEMS

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Co-ordination of HR Functions

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Capacity Building

Initiatives

Org. Systems & Initiatives

Governance Initiatives

Economic Growth & Dev

Initiatives

Developing Capacity in

People

Ensuring adequate org. support structures &

systems for HR

Providing leadership co-ordination to ensure effective implementation

Responding to the Economic Growth &

Development Agenda

•MACRO level Governance•National & Sector

•MESO level Governance•Provincial Institutions

•MICRO level Governance•Depts & Institutions

• Generic Programmes

• Strategies

• Frameworks

•Policy Frameworks

•Guidelines & Support Systems

•HR Learning Networks

•Professional Bodies

•SETAs

•E-Learning Coordination

• JIPSA & ASGISA

• NSDS II

• IDP,EPWP, MDG

• Sector Plans

National Frameworks for delivery

Provincial Frameworks for delivery adapted for Prov. needs

Departmental Framework& Processes

•Provincial Programmes

•Programmes coordinated through Prov Academies and Premier’s Offices

•Provincial guidelines & support systems

•Needs analysis & Audits

•Provincial Management of HR

•Provincial HR forums

•Provincial HR strategies

•Provincial HR learning networks

•Regional SETA offices

•In-house/Workplace programmes

• Directorate programmes

•PGDS

•PGDP

•Sector Skills Plans

•Economic Action Plans

•Structural changes & innovations in organizations

•Change management strategies

•Departmental and Institutional structures

• Committees and Forums

•Development and Operational Plans

•Workplans

PILLAR 1 PILLAR 2 PILLAR 3 PILLAR 4

CONCEPTUAL FRAMEWORK FOR FACILITATING IMPLEMENTATION OF HR PROCESSES

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THE HUMAN RESOURCE CONTEXT OF THE NATION

South African HRD Strategy

HRD Strategic Framework for Public Service

Relevant Sector HRD Strategy

(e.g. Health or Education)

Provincial HRD Strategy

Departmental HRD Strategy

Operational Plan for HRD Directorates in

Departments

Work Plan

PDP

Sector Growth & Dev. Strategy

DPSA

DoE & DoL

Sector Skills Plans

Provincial Administration

Provincial Growth & Dev Strategies

Occupational Specific needs

Line Departments Department of Strategic Planning

Skills Planning Process

Workplace Skills Plan

Individual Performance

Contracts/PMDS

Individual Employee needs & Gaps

STRATEGIC FRAMEWORK FOR HUMAN RESORUCE

DEVELOPMENT IN THE PUBLIC SECTOR

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Sphere/Tier Level MANDATE Co-ordinator/Responsibility

1. Line Department levelImplementation of HR Functions according to norms and standards and policy frameworks Head of Human Resources

2. Provincial levelCo-ordinate uniformity with regards to implementation of HR functions against PGDS Premier’s Office Head of Human

Resources

3. Sector Level

Co-ordinate compliance with sector norms and standards and sector strategies wrt HR

National Sector Department

4. National level Expectation

Ensure compliance with national norms and standards and policies.Provide strategies and support DPSA

CO-ORDINATIONG STRUCTURES

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PROPOSED CO-ORDINATING STRUCTURES

• Line department Committees/Workplace Committees/Focal points

• Provincial Administration• Sector/National Departments• DPSA

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Monitoring and Evaluation

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MONITORING TOOL

• Indicators• Factors• Dimension• Index (quantitative)• Construct (process or context)

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GOVERNMENT WIDE MONITORING& EVALUATION

• Presidency• Governance and Administration Cluster• Programme of Action (POA)• DPSA chairs• GW Indicators

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What is Monitored?

The following are measured by the tool to ensure Return on Inputs (ROI) :

• Inputs• Outputs• Processes• Performance Indicators• Capacity variables

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What is Evaluation?

• Measure of any intervention and whether the capacity improved and whether there is change in performance over a specified period.

• Comparison between seasonal data over a specified period

• Capacity assessment

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The process of influencing people so that they will remain contributing and productive citizens for the common goals and objectives of the

country.Effective Public Servants draw from various theories and experiences in their efforts to harmonise individual and organisational objectives,

which is the key to delivery.Go to the people, learn from them, value them, start with what they

know, build on what they have. But, of the best Public Servants,when the work is done, and the task is accomplished, the people will

say “we did it ourselves” because we have been empowered.

What are the attributes of an HR Practitioner?

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