Application for Salary Increament by piy11587

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									                           OUTLINE


   Background (2006 PER)
   Remuneration Policy
   Latest developments in remuneration
       Occupation Specific Dispensations
       Revised Salary Structure for Salary levels 1-12
   Impact on Job Evaluation




                                                          2
                         BACKGROUND


   The 2006 PER highlighted the following areas of the Public
    Service remuneration framework as requiring attention:
       The ability to recruit and retain professionals and specialists
       The movement of employees between departments
       The competitiveness of the remuneration framework and the ability
        to compete for skills in the general market
       The negative impact of inequitable salaries as a result of
        inconsistent application of job evaluation and remuneration
        principles
       The need for a sound centralised remuneration governance
        structure and policy with an element of decentralised execution




                                                                       3
2006 PER – KEY RECOMMENDATIONS
   Equal pay for work of equal value
   Broad occupational differentiation in pay
   Position on degree of market relatedness
    required
   Greater degree of performance related pay
   Remuneration of professionals, specialists
    and scarce skills occupations a priority

 The PER informed the new remuneration
     policy for the public service which
     provided for the development of OSDs,
     with distinct (sound) career paths and
     salary scales for the different professions.
12/15/2010
                                                    4
                  VISION

 To improve the Public Service’s position to
 become an employer of choice by attracting
and retaining sufficient numbers of employees
     with the required competencies, and
 motivating such employees, with the view to
improve service delivery within the context of
            a developmental state




12/15/2010
                                            5
             STRATEGIC OBJECTIVES

   Positioning the Public Service as an
    “Employer of Choice”
   Raise public service performance without
    increasing the wage bill as a share of GDP
   Introduction of performance based
    remuneration systems
   Introduction of Occupation Specific
    Dispensations, including career pathing
    dispensations


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                                                 6
    KEY QUESTIONS TO BE ANSWERED
     BY A SUCCESSFUL REM POLICY
 Is remuneration policy able to keep the workforce
  motivated and productive?
 Is remuneration policy aligned to skills and
  competencies?
 Is remuneration policy enhancing career
  progression of professionals?
 Is remuneration policy facilitating the attraction and
  retention of skills?
 Is performance-based remuneration system
  working?
ELEMENTS OF REM POLICY:
  OSDs, Performance Based Pay, Benefits and
   12/15/2010
  Allowances, Systems                                  7
OCCUPATION SPECIFIC DISPENSATIONS
   The new Remuneration Policy framework include the
    element of the development and implementation of
    occupation specific dispensations (OSDs) for targeted
    occupations due to the following challenges:
       Inability to competitively remunerate the diverse occupational
        categories
       Absence of adequate career pathing and promotion
       Too little differentiation amongst professionals in the public service
        - either based on performance or experience
       Research suggests the following:
            entry level salaries of certain occupational categories in the public
             service are fairly high when compared to the private sector, therefore
             the problem is not about attracting skills, but retaining them
            the remuneration levels for public service professionals are markedly
             lower than the private sector, leading to skills loss
    A new dispensation providing a career path with salary
    progression is essential to retain professionals in the PS                    8
             OCCUPATION SPECIFIC
              DISPENSATIONS (1)
   Unique salary structures per occupation
   Centrally determined grading structures and broad job
    profiles
   Career pathing based on competencies, experience and
    performance
   Pay progression within the salary levels for identified
    occupations
   The alignment of remuneration per occupation with market
    trends where necessary (competitive salaries)
   Grade progression without competing for vacancies or
    promotion to higher posts



12/15/2010
                                                               9
                     ADVANTAGES
   Based on the correct grading of positions derived from
    centrally determined benchmark job descriptions
   Centrally determined salaries attached to each of the
    identified grades
   Centrally prescribed skills/competency requirements
   Clear career paths and grade progression
   Improved compliance by departments
   Curtail job hopping between departments and provinces (in
    the same occupation)
   OSDs are not general salary increases, but a
    systematic way to improve the salaries of employees
    after predetermined periods based on performance,
    qualifications, scope of work, experience, etc.
    12/15/2010
                                                         10
        REVISED SALARY STRUCTURE

   The PSCBC Resolution 3 of 2009 provides for:
      Revised salary structure, not an OSD

      Grade progression model

      Implementation of JE outcomes, in particular for
       ASDs and DDs
   This Resolution is applicable to employees on
    salary levels 1 to 12 who are –
      Appointed in terms of the Public Service Act,
       1994; and
      Not covered by an OSD referred to in PSCBC
       Resolutions 1 of 2007 and 3 of 2009

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        REVISED SALARY STRUCTURE

   Reduction in number of notches per salary level
      Salary level 1: five (5) notches

      Salary levels 2 – 12: twelve (12) notches
   1, 5% fixed percentage increment between notches
   Progression to a higher notch within scale is based
    on performance (Existing Departmental
    Performance Management and Development
    Systems)
   Job Evaluation: Where the job score falls in the
    discretionary area between two consecutive salary
    ranges from levels 1 to 12, an Executive Authority
    must grade the post at the lower weight range.
                                                     12
                    IMPLICATIONS:
               JOB EVALUATION SYSTEM
   OSD:
       Centrally determined by MPSA
       EAs no longer have the authority to job evaluate OSD posts or
        deviate from them.
   Revised Salary Structure:
       Grade progression model does not suspend Job Evaluation system
        in the Public Service
       The PSR prescripts for JE remains applicable, except where
        changed by the directive
       The MPSA directed that where the job score falls in the
        discretionary area between two consecutive salary ranges from
        levels 1 to 12, an Executive Authority must grade the post at the
        lower weight range
       The grades for ASD & DD have centrally been determined on
        salary levels 9 and 11 respectively
       This suspends the authority of EA’s to grade ASD & DD jobs at
        salary levels 10 & 12 respectively
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