STRATEGIC FRAMEWORKSTRATEGIC FRAMEWORK

Employment Practices and Career Employment Practices and Career ManagementManagement

21 June 200721 June 2007Gallagher Estate, Gallagher Estate, MidrandMidrand

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CONTENTSCONTENTS

• Purpose and context• Legal framework• Context in developing the framework• Focus areas of the framework• Strategic framework• Framework for improving/repositioning HR

– Competency framework– Performance indicators for the HR function

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PURPOSE AND CONTEXTPURPOSE AND CONTEXT

• To provide an overview of the conceptual framework that will guide the relationships between different priorities and specific interventions in the area of general employment practices over the next few years

• The framework will provide overall direction for multiple programmes or activities that will extend over more than one year

• Implementing/actioning the framework and associated strategies will typically follow a top down and bottom up approach in the sense that it will not be purely driven by the DPSA, but will also rely on participation from departments

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PURPOSE AND CONTEXT (CONT.)PURPOSE AND CONTEXT (CONT.)

• It is also recognised that people management is not a distinct function to be treated in isolation but a means by which all organisational strategies are implemented

• The framework focuses on the area of employment practices with specific focus on general employment practices, repositioning HR, career management and performance management

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LEGAL FRAMEWORKLEGAL FRAMEWORK

• Constitution of the RSA, 1996• Public Service Act, 1994• Public Service Regulations, 2001• Labour legislation• Applicable collective agreements• Applicable White Papers

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DEVELOPING THE FRAMEWORKDEVELOPING THE FRAMEWORK

In developing the framework the following have been considered:

• Current strengths and weaknesses of the human resource management function in the Public Service

• The need to integrate human resource management practices with business strategies and objectives

• The need and possibility of introducing new technology in the Public Service to enhance human resource management

• Constant need to change and improve current policies and practices

• Changes in workforce• Globalization

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FOCUS AREAS OF THE FRAMEWORKFOCUS AREAS OF THE FRAMEWORK

The development, maintenance and implementation of policy and guidelines on general employment practicesGeneral Employment Practices

The development, maintenance and implementation of policy and guidelines on careermanagement and competency profiling,including the OccClass SystemCareer management

Improving the human resource management function in the Public Service

Repositioning HR

The development, maintenance and implementation of policy and guidelines onemployee performancemanagement Employee Performance Management

Vision: Diverse, competent and well managed workforce

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STRATEGIC FRAMEWORKSTRATEGIC FRAMEWORK

Principles

Legal mandate

Diverse, competent and well-managed workforce

HRM Learning Network

Collaboration with institutions To enhance HRM

Measuring HRM efficiency

Development of policies and guidelines

Develop common norms and standards

Occupational classification system

Competency Frameworks for Specific categories of employees

Development of policies and guidelines

Develop common norms andstandards

Competency Profiling and Career Management

Secondment of employees and Employment of Foreign Nationals

Recruitment and selection

Termination of service

Development of policies and guidelines

Develop common norms and standards

Development of policies andguidelines

Develop common norms and standards

Employee Performance Management

Repositioning HR Management

Monitoring and Evaluation

CORE

General Employment Practices

PM Systems such as SMS and EPMDS

Provide advice and support with implementation

Vision

Strategic Focus Devolved HRM Fairness Professionalism Accountability Efficiency Transparency

Constitution Public Service Act Public ServiceRegulations Labour LegislationApplicable collective

agreementsApplicable White

Papers

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COMPETENCY FRAMEWORK FOR COMPETENCY FRAMEWORK FOR HRMHRM

• Draft framework has been completed• Two main groups of competencies: Generic and

Functional• Desired attributes for the generic competencies• Three proficiency levels for the functional

competencies• Behavioural indicators for each proficiency level

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GENERIC COMPETENCIESGENERIC COMPETENCIES

Competency Competency groupgroup Competency

Emotional and social intelligence

• Self awareness–Emotional self awareness–Self confidence

• Self management–Emotional self control–Trustworthiness–Conscientiousness–Adaptability–Achievement drive–Initiative

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GENERIC COMPETENCIESGENERIC COMPETENCIES

Competency Competency groupgroup Competency

Emotional and social intelligence

• Social and cultural awareness–Empathy–Organizational awareness–Service orientation

• Relationship management–Developing others–Conflict management–Teamwork and collaboration–Communication

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GENERIC COMPETENCIESGENERIC COMPETENCIES

Competency Competency groupgroup Competency

Professional conduct

• People skills–People orientation–Valuing diversity

• Professional ethics–Honesty–Punctuality–Responsiveness–Confidentiality

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FUNCTIONAL COMPETENCIESFUNCTIONAL COMPETENCIESCompetency groupCompetency group Competency area

HR organizational strategy

•Organizational development and design

–Org structure design–Change management–HR planning–HR monitoring, evaluation and reporting–BPR–TQM

•Organizational information systems–HR information management–HR records management

•Diversity management–Gender mainstreaming–Job Access management

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FUNCTIONAL COMPETENCIESFUNCTIONAL COMPETENCIESCompetency groupCompetency group Competency area

HR practices

• Recruitment and employee life cycle management

–Managing Recruitment, selection and deployment–Managing Employee retention–Managing Employee movement–Exit management

•Compensation management and conditions of service

–Managing Job evaluation and determining job worth–Management of Remuneration and allowances–Managing Salary administration–Managing benefits

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FUNCTIONAL COMPETENCIESFUNCTIONAL COMPETENCIES

Competency group Competency area

HR utilization and development

• Human resource development–Managing Orientation and induction–Career management–Managing Training and development–Managing Coaching and mentoring–Skills development facilitation–Leadership pipeline development

•Performance management -Managing performance management systems

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FUNCTIONAL COMPETENCIESFUNCTIONAL COMPETENCIESCompetency group Competency area

Employee Health and Wellness •Quality of work life management and environment management-Managing employee assistance and wellness programmes•Occupational health and safety-Occupational hygiene management-Management of HIV/ AIDS programmes

Labour relations

• Collective bargaining–Managing negotiations–Managing consultations

•Employee relations–Managing grievances and disputes–Managing discipline

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PERFORMANCE INDICATORS FOR PERFORMANCE INDICATORS FOR THE HRM FUNCTIONTHE HRM FUNCTION

• Aim is to enable departments to assess functional efficiency

• Three dimensions of measurement:– Strategic dimension– Technical dimension– Quantitative dimension

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STRATEGIC DIMENSIONSTRATEGIC DIMENSION

Description Focus areas

Strategic partner role

Change agent role

Employee champion

Measures the strategic role and contributions of the HR component in achieving the department’s operational objectives

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TECHNICAL DIMENSIONTECHNICAL DIMENSION

Description Focus areas

Organizational development and design

– HR information management– HR planning– OD– Empowerment– HR policy development– Diversity management– Change management

Measures the efficiency of the core HRM practices

Recruitment and life cycle management

– Recruitment and selection– Staff retention management– Exit management

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TECHNICAL DIMENSION (cont)TECHNICAL DIMENSION (cont)

Description Focus areas

Compensation management and conditions of service

– Job evaluation– Remuneration– Conditions of service

Measures the efficiency of the core HRM practices

Human resource utilization and development

– HRD– Induction– Employee performance

management

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TECHNICAL DIMENSION (cont)TECHNICAL DIMENSION (cont)

Description Focus areas

Work life and environment management

– Employee health and wellness– Occupational health and safety

Measures the efficiency of the core HRM practices Employee relations management

– Collective bargaining– Labour relations

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QUANTITATIVE DIMENSIONQUANTITATIVE DIMENSION

Description Focus areas

General– Staff ratio: HR practitioner/others– Employment cost per employee

Measures the efficiency of the HRM function in financial, time and other terms

Employee engagement– Average employment period – Turnaround time to fill vacancies– Cost of hire per employee– Ratio: Appointment/promotions &

transfers– % employees who-

• Intend to stay• Are satisfied with employment

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QUANTITATIVE DIMENSION (cont)QUANTITATIVE DIMENSION (cont)Description Focus areas

Performance rewards– % employees rewarded– Average reward per employee– % assessments completed on

time– % assessment results disputed

Employee relations– Average employment period– % successful disciplinary actions– % grievances solved

HRD– Average training cost per

employee– Number of days’ training– Ratio: Training costs/skills levy

Measures the efficiency of the HRM function in financial, time or other terms

THANK YOUTHANK YOU

SIYABONGASIYABONGA