www.salga.org.za 1 human resources management and development conference 5-6 march 2013
TRANSCRIPT
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HUMAN RESOURCES MANAGEMENT AND
DEVELOPMENT CONFERENCE5-6 MARCH 2013
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THE HRM&D MODEL
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 requirements for each functional area.
Information Systems & Technology
(HRIMS)HR Assurance and
Wellness
People Management
Competence & Benchmarking
Stra
teg
ic H
R
Pla
nn
ing
an
d
Job
Evalu
atio
n
Sou
rcin
g a
nd
P
lacin
g
Cap
acity
B
uild
ing
Perfo
rman
ce
Man
ag
em
en
t
Rem
un
era
tion
an
d R
ew
ard
Exit
Man
ag
em
en
tEE Relationship Management (Incl. LR & Collective
Bargaining)
Management of Critical Positions & High PerformersHuman Resources Administration, Disclosure and Reporting
Organisational Culture Development and EffectivenessSTRATEGY
People Management
Value Proposition
Vision
Mission
Values
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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 SupportPost 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 FacilitationDevelop generic blueprint and guidelinesFacilitate learning networks , knowledge sharing , inter-municipal learning or study groups (Local or international)Mentoring & Coaching
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PRODUCTS AND SERVICES WE
PROVIDE
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STRATEGIC HR PLANNING & JOB EVALUATION
ElementDiagnosi
sSolution Design
Implementation
Implementation Management
(Inc. M&E)
Continuous
Support / Aftercare Support
Product /Service
Type
Resources Type
People forecasting
Y Y Y Y YAdvisory Services Handbook
Job Evaluation Y Y Y Y Y AdvisoryGuidelines/ Specialists
Workforce planning
Y Y Y YAdvisory Services
Budgeting Y Y Y
Advisory Services
Specialist/ Hands on
Succession planning
Y Y Y Y Y
Advisory Services
Specialist/ Hands on
Review and design of organisational design
Y Y Y Y
Advisory Services
Specialists /Hands on
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SOURCING AND PLACING
Element DiagnosisSolution Design
Implementation
Implementation Management
(Inc. M&E)
Continuous Support / Aftercare Support
Product /Service
Type
Resources Type
Building strategic partnerships for talent and skills
Y Y YAdvisory Services
Attracting people through innovative attraction strategies
Y Y Y YAdvisory Services
Recruiting and selecting suitable people
Y Y Y YSpecialist/ Hands on
Inducting and socialising people into the municipality
Y YSpecialists/ Hands on
Redeploying people
Y Y Y YSpecialists /Hands on
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PERFORMANCE MANAGEMENT
Element DiagnosisSolution Design
ImplementationImplementation
Management (Inc. M&E)
Continuous Support / Aftercare Support
Product /Service
Type
Resources Type
Confirmation of process and standards
Y YSpecialist/Hands
on
Setting performance standards
Y Y Y Y
Advisory Services
Specialists/ Hands on
Measuring and evaluating performance
Y YSpec ialist/ Hands on
Gap analysisY Y Y Y
Specialist/ Hands on
Developing performance management skills training to line management
Y Y Y
Specialists Hands on
Capacity building support
Communication and co-ordination of the performance management process
Y YSpecialists/ Hands on
Making the link to remuneration. Y Y Y
Specialists /Hands on
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Services we provide
Element DiagnosisSolution Design
Implementation
Implementation
Management (Inc. M&E)
Continuous Support / Aftercare Support
Product /Service
TypeResources Type
Competency profiling and assessment
Y Y Y Y YAdvisory Services
Specialist/Hands on
PDP’s Y Y Y YAdvisory Services
Specialist/Hands on
Career development Y Y Y Specialist/Hands on
Skills development Y Y Y Y YAdvisory Services
Specialist/Hands on
Leadership and management development
Y Y Y Y YAdvisory Services
Specialist/Hands on
Key talent development
Y Y Y YAdvisory Services
Specialist/Hands on
Development of a learning organisation, including knowledge management activities
Y Y Y Y Specialist/Hands on
Impact assessment Y Y Y Specialist/Hands on
CAPACITY BUILDING
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REMUNERATION AND REWARD
Element DiagnosisSolution Design
Implementation
Implementation Management
(Inc. M&E)
Continuous Support / Aftercare Support
Product /Service
TypeResources
Type
Market analysisY
Advisory Services
Co-ordination and development of policy
Y Y Y Y YAdvisory Services
Procedures and agreements
Y Y Y YAdvisory Services
Design, implementation
Y Y Y Y YSpecialists /Hands on
Monitoring and maintaining of the reward system
Y YSpecialists /Hands on
Executive remuneration and incentives
Y YSpecialists /Hands on
Payroll administration
YSpecialists /Hands on
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Services we provide
Element DiagnosisSolution Design
Implementation
Implementation Management
(Inc. M&E)
Continuous Support / Aftercare Support
Product /Service
TypeResources
Type
Culture transformation and change management Y Y Y Y Y
Advisory Services
/SpecialistsCapacity Building Support
The development of individuals and teams with a systems view Y Y Y Y Y
Advisory Services
Specialists /Hands on Capacity Building Support
Continuous assessment of organisational effectiveness through work studies and redesign to ensure maximum efficiency, productivity and job satisfaction
Y Y Y Y Y
Advisory Services
Specialists /Hands on
ORGANISATIONAL CULTURE DEVELOPMENT AND
EFFECTIVENESS
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Services we provideElement Diagnosis
Solution Design
Implementation
Implementation Management
(Inc. M&E)
Continuous Support / Aftercare Support
Product /Service
TypeResources
Type
Managing relationships with unions and other labour forums
Y Y
Advisory Services
Specialists /Hands on
Management of disciplinary and grievances
Y Y Y YSpecialists /Hands on
DisputesY Y
Specialists /Hands on
ConsultationsY Y Y Y
Specialists /Hands on
Collective bargaining
Y Y Y Y Y
Advisory Services
Specialists /Hands on
Conflict management
Y Y Y Y Y
Advisory Services
Specialists /Hands on
EMPLOYEE RELATIONSHIP MANAGEMENT AND COLLECTIVE
BARGAINING
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Services we provideElement
Diagnosis
Solution Design
Implementation
Implementation Management
(Inc. M&E)
Continuous Support / Aftercare Support
Product /Service
TypeResources
Type
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 e-disclosure
Y YSpecialist
/Hands on
Reporting to top management, shareholders, government and statutory reporting
Y YSpecialist
/Hands on
HUMAN RESOURCES ADMINISTRATION AND REPORTING
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Services we provideElement
Diagnosis
Solution Design
Implementation
Implementation Management
(Inc. M&E)
Continuous
Support / Aftercare Support
Product /Service
TypeResources
Type
Setting of HR policies and procedures
Y Y Y Y YAdvisory Services
Employee wellness including HIV / AIDS and EAP Y Y Y Y Y
Advisory ServicesSpecialist /Hands on Capacity Building Support
Diversity planning
Y Y Y Y Y
Advisory ServicesSpecialist /Hands on
Social plan development
Y Y Y Y Y
Advisory ServicesSpecialist /Hands on
HR ASSURANCE AND WELLNESS
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Services we provideElement Diagnosis
Solution Design
Implementation
Implementation Management (Inc. M&E)
Continuous Support / Aftercare Support
Product /Service
TypeResources
Type
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 Y Y YSpecialists /Hands on
INFORMATION SYSTEMS AND TECHNOLOGY
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KNOWLEDGE MANAGEMENT MODEL
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•
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KNOWLEDGE SHARINGMETHODS
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• 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
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• ACTION TO BE TAKEN DELIVERABLE
1. Knowledge Warehouse 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)
1. Editorial content management. (pertaining to HRM value chain)
Add, change categorization ofInformation, remove outdated information. Gathering and editing knowledge.Ensure that information is accurate, useful, and categorized so that it is easy to find
1. Twinning/Matching Link municipalities that stand to benefit, so that they can support each other. (Municipalities will identify individuals to represent them. It isimportant that these municipal representatives are competent in theareas being addressed and are able to commit the necessary amountof time.)
1. A transitional meeting should be conducted when the time comes to implement the knowledge sharing and peer learning proposal.
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.
1. Reporting Communicating results/progress of the cooperation, report recommendations and/or otherOutcomes,
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THANK YOU.