To plan for adequate human resources

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					  To plan for adequate human resources




DPSA Medium Term Human Resource Plan
             2010-2014


Presentation to the Portfolio Committee
                12 May 2010
                 Outline of the presentation
1.   Legal Requirements
2.   Status Report
3.   Alignment of Strategic Objectives with HR Planning
     Objectives
4.   HR Planning Priorities
5.   Monitoring Implementation of HR Plan
6.   Conclusion




                                                   2
                               Legal Requirement
Public Service Regulations , 2001 (as amended) Chapter 1,
Part III.D requires all Departments to:

•Develop and Implement a MTEF HR Plan aligned to the
 HR Planning Strategic Framework – Vision 2015 for the
 Public service.

•The MTEF HR Plan must be adjusted and approved
 annually and be submitted to MPSA on or before 30 June,
 every year.

                                                  3
.
                                        Status Report
Updated Status within DPSA:
•The DPSA had an approved HR Plan for the period 2007-
 2010,( in the old format) which expired on 31 March 2010.

•However, this was not reviewed and updated annually during
 the said period as prescribed.

•The DPSA HR Plan for 2010-2014 has been reviewed and
 approved on 30 March 2010 and will be reviewed again by
 30 June 2010.

                                                    4
                                     Current Staffing Data

Post and Grade Level           No of      Filled Posts            Vacant
                               Approved   1 April 2010            1/04/10
                               Posts
                                          Total   Female   Male
Director-General Level 16      2          2       0        2      0
Executive Manager (DDG)        6          5       3        2      1
Level 15
Senior Manager (CD) Level 14   33         23      10       13     10

Manager (Director ) Level 13   72         49      18       31     23

Levels 9-12                    180        137     78       59     43
Levels 5-8                     165        137     95       42     28
Levels 1-4                     33         32      14       18     1


Total                          491        385     218      167    106
Employment Equity Status




DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
                             Purpose of the HR Plan


• Is a systematic and credible approach to human resource
  planning

• Aims to better respond to and deliver on achieving both
  economic and social goals for South Africa

• Is an essential component for effective performance of
  public services as it links strategic planning to operational
  planning and budgeting decisions

• Is a dynamic plan which must be constantly updated
                                                      8
          Alignment of Strategic Objectives with HR
                                Planning Objectives


• To ensure that the adequate and appropriate capacity of
  the Department is efficient and sustainable for enhanced
  performance and service delivery

• To ensure the effective and appropriate utilisation of
  human resources in order to achieve the strategic
  objectives of the Department.

• To ensure that the development initiatives: i.e. mentoring
  and coaching, capacity building and job shadowing
  programmes within the DPSA are informed by realistic,
  actual and envisaged capacity needs.                     9
                              Envisaged Structure

•   HR Plan Impacts on the previous configuration of the
    dpsa.

•   Changes to departmental nomenclatures, introduction of
    new functions, the splitting of existing branches, as well
    as the transfers of functions between branches.

•   Transfer of staff to new components or accommodation
    of existing staff in existing or new components.

•   The workforce analysis moving forward will be informed
    by the need for optimal efficiencies, effectiveness and
    economies of scale

                                                    10
                             Post Demand (Approved)

•   Demand for posts is determined by the functional mandate of each
    component

•    However, there is an
    •   As is state of capacity
    •   To be (future) state of capacity

•   Where mandates have been configured too narrowly, changes will be
    entertained if it enhances service delivery.

•   Capacity must conform to roles and mandates to enable effective delivery
    and not add-ons.

•   Competency gaps must be identified to justify needs


                                                                 11
                                        Supply (Filled)

•   This is the current status quo which must be evaluated
    against the life cycle maturity of function and systemic
    implementation of core mandates

•   Revisit mandate on an ongoing basis. i.e. if the function
    was not carried out by dpsa how would it directly affect
    service delivery and the legal mandate of the dpsa?

•   Percentage baseline supply of core business posts must
    be set as non-negotiables.

                                                    12
                                Shortage (Vacant)

•   Core business posts must be prioritised above Corporate
    Services posts

•   Reasoning as to why Funding is provided by Treasury is
    to drive core business and not to bloat support
    corporate functions

•   Operational support posts to branch heads

•   Posts that enhance speeding up of service delivery will
    be prioritised
                                                13
                      Planning Priority issues
• HR Planning Priorities
   • Demand for and Supply of adequate and competent
     human resources
   • Compensation Budget
   • Consideration of the Rate and Percentage of staff
     turnover
   • Employee Reward and Recognition
   • Employee Skills Training and Development
   • Employee work-life balance
   • Employment Equity

                        DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION
                                                HR Planning Priorities

Demand and Supply in relation to the Compensation Budget:

•   In the MTEF HR Plan (2010-2014), the post demand for personnel capacity for the
    organisation is (466 posts). However, the budget allocation requires periodic alignment
    based on supply and demand needs.

•   The revised organisational structure will result in a costed and revised approved
    structure by end May 2010 as the department requires capacity growth to deliver on its
    strategic objectives within the medium term and it is envisaged that the org structure will
    show a significant change in capacity required at different strategic levels.

•   More than 90% of the department’s workforce are permanent employees on the fixed
    funded establishment.

•   Contract employees are employed for critical short-term projects/assignments and for
    skills development initiatives additional to the establishment, i.e. Learners, Interns and
    fixed term contract assignments.

•   These contract employees are recruited to fill permanent posts as a supply source.
                                                                                          15
                            HR Planning Priorities
Rate of Turnover/Attrition:
•The department has a relatively high turnover rate. This factor often
compromises the department’s ability to deliver on strategic
deliverables.

• The department’s staff compliment is relatively young. More than half
of the department’s staff is below 44 years old. The rate of mobility is
therefore high as employee-loyalty and the psychological contract is
lesser in this age cohort.

• The Plan has determined the number of people who will be eligible to
retire over the medium term and does consider their possible
replacement in time and within budget.

                                                                  16
                          HR Planning Priorities
Rate of Turnover/Attrition:
• Filling posts is hampered due to compensation budget,
constraints and the processes to fill posts suitably often takes
long, due to various reasons.

•It is often difficult to recruit the right person for the right job
with the right competencies and even to retain them.

•However, the labour market does supply our core and
critical resource needs but areas of scarce skills, especially
economists, IT specialist technicians poses a problem as
these take longer to recruit and is more expensive.
                                                             17
                               HR Planning Priorities

Employee Reward and Recognition
• As part of the performance management system, rewards are
included for outstanding performance.

• The Department does have a performance bonus programme
(PMDS) which is implemented annually through assessing above
average performance of
employees.

• The department will also look into other forms of recognition for
deserving employees and teams.


                                                                      18
                                           HR Planning Priorities
Employee Skills Development & Training
•The department does face a risk of not having enough people with the core
and critical competencies at the right time and in the right job.

• The department invests more than the 1% of the wage bill expected in the
development staff (between 2 and 3% in the past few years) to advance skills
development of internal staff as well as people who require workplace
experience, i.e. Internships and Learnerships.

•Our investment in skills development overall is expected to grow year on year.

• All employees are required to develop and Personal Develop Plan aligned to
the needs of the department and to achieve their career aspirations.

• Targeted training for blacks, women and people with disability are key
ongoing initiatives to increase the pool of suitably qualified and competent
people to take up higher level and more responsible jobs.

•One of the risks however of developing staff is that many soon move up and     19
out and offers of retention packages are often not sufficient to retain them.
                                         HR Planning Priorities

Employee Work-Life Balance

•Many employees are under severe stress due to high work loads (low
capacity) , unrealistic deadlines (last minute assignments) and ad hoc nature
(unplanned) assignments beyond their control especially when it is out of
scope of their operational/work plan.

•The impact of the above mentioned often manifests in depression, increase in
high blood pressure, diabetes, absenteeism, presenteeism, alcohol abuse,
marital-family conflicts, etc, which negatively impacts on performance-service
delivery and workplace relationships.

• The department’s response has been through counseling and other workplace
programmes, i.e. wellness days, on-site gym, sporting codes and informal
support groups, which helps to mitigate, but the impact on other colleagues is
often leads to more work, longer hours and unrealistic deadlines and          20
assignments.
                               HR Planning Priorities

Employee Equity Plan


•The fast-tracking of designated groups in vacancies is a
priority.

•The targeting of youth and female employees is evident
in the employment profile of the dpsa.

• The increase in the number of female managers at SMS
level has been maintained at .

                                                            21
                                Monitoring Implementation
                                            of the HR Plan

•It is the responsibility of every manager to implement the measures
and recommendations of the HR Plan as it applies to their Branch.

•The HR Planning Committee has been established and one of its
responsibilities is to monitor the implementation of the HR Plan and were
necessary make further recommendations for change to EXCO or DG.

•This committee is comprised of the Employer and Union Representation in the
Departmental Bargaining Chamber.

•Regular reporting on the implementation of the HR Plan is required to
management meetings and to the MPSA.

•A communication strategy is required to ensure transparency in the
• implementation of the Plan.                                               23
                                                        Conclusion
•The Medium Term HR Plan (2010-2014) inclusive of the Annual Adjusted HR
Plan (2010-2011)has been approved on 30 March
2010.

•The organisational structure currently under review once approved in
May 2010 will result in an adjusted 2010-2011 HR Plan, to be approved by end
June 2010.

•The costed organisational structure will inform the funded establishment, i.e.
filled and vacant funded posts for 2010 -2011.

•Priority vacant funded posts under discussion at top management meetings
will be advertised and filled within 6 months of the compensation budget being
confirmed.

•Regular reporting on the implementation of the DPSA HR Plan to management
structures will continue on a quarterly basis.                          24
Siyabonga




  DEPARTMENT OF PUBLIC SERVICE & ADMINISTRATION