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KZN HR CONVENTION 5-6 OCTOBER 2009

KZN HR CONVENTION 5-6 OCTOBER 2009. BEST HR PRACTICES FOR MUNICIPALITIES BY ADV E M YAWA. INTRODUCTION. The current challenges facing Local Government in South Africa demand and necessitate a re-look into our Local Government Municipal Human Resources.

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KZN HR CONVENTION 5-6 OCTOBER 2009

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  1. KZN HR CONVENTION5-6OCTOBER 2009 BEST HR PRACTICES FOR MUNICIPALITIES BY ADV E M YAWA

  2. INTRODUCTION • The current challenges facing Local Government in South Africa demand and necessitate a re-look into our Local Government Municipal Human Resources. • Local Government HR best practices are essential for realising the goals and agenda of developmental local government. • Notwithstanding the central role and position occupied by this sphere of government, we seem to continue in many ways, knowingly or not, to disregard and give less value and meaning to the strategic nature of this function for the success of our municipalities. • It continues to suffer and is looked down upon as a mere and lesser function, yet so strategic.

  3. REPOSITIONING LG MUNICIPAL HR AS A STRATEGIC FUNCTION • Occupies a central role and position that cuts across all functional components of a municipality • Must be allowed to play its role of being an Internal Consultancy , the advisory role as well as that of interpretation of HR prescripts on employment practices, service conditions for the institution • Must be allowed to play its Monitoring of implementation of HR legislation and of personnel practices in all units • Must be allowed to play their professional role independently without fear and interference • Develop and circulate an Employers Handbook on Municipal HR Best Practices • Conduct Local Government HR Transformation Sessions and gather municipal HR transformation data • Draw up municipal status report on municipal HR Audit and recommend Municipal HR Audit Standard Framework to ensure compliance

  4. REPOSITIONING LG MUNICIPAL HR AS A STRATEGIC FUNCTION • Draw up an HR Customer Service Plan • Draw up an HR Customer Service Management policy • Improve recruitment and selection practices of municipalities and depoliticise appointments • Draw up an improved reward and recognition system\policy that clearly provides standards and guidelines • Continuous training and development • Utilise municipal HR as strategic people who must also be allowed to research best HR practices for the municipalities • Municipalities should be required to draw up and implement Human Resource Strategic plans that links and supports the organisation and its business • Making use of Coaching as a Strategic tool for effective HR leadership • Implementing Employment Equity Legislation • Drawing up and implementing municipal Retention and Succession Plans

  5. REPOSITIONING LG MUNICIPAL HR AS A STRATEGIC FUNCTION • Convene municipal HR INDABA to deliberate on municipal best practices and draw up a strategy document • Adopt uniform norms and standards for Municipal HR to enable adoption of an Integrated Human Resource Management System for local government • Moving from an HR focussed approach to a business- focussed HR Strategy for municipalities • Human capital management and development • Adopting HR practices that are interlinked with performance management • Take an in depth look at municipal employment law implementation and how it affects the local government sector versus the role of municipal best HR practices for its successful implementation • Implementing a Strategic HR Internal Service Improvement Plan • Maximising HR Training Effectiveness through continuous Evaluation • Focus on practical areas to increase municipal overall effectiveness

  6. REPOSITIONING LG MUNICIPAL HR AS A STRATEGIC FUNCTION • Bring Business Partnership Model to municipalities and train municipal employees on the link between the institution business and its employees • Municipal HR performance monitoring, evaluation and reporting • Municipal HR Readiness assessment survey on performance audit to determine Municipal HR compliance • Municipal HR Good Governance Practices -Guideline based on norms and standards that must be defined for municipalities • Integrated HR framework\system and guide for municipalities • Adopt municipal HR apolitical compliance standards to be signed by all municipal employees as a pledge of commitment • Establish a joint HR Policies and Practices Implementation Monitoring and Evaluation Task Team – can report to the HRMWG and make proposals • Municipalities instituting Workplace or Local Labour Forum –employer –employee relations issue linked to local government service conditions and SALGBC issues

  7. REPOSITIONING LG MUNICIPAL HR AS A STRATEGIC FUNCTION • Institute Municipal best practices on recruitment and employment • Municipal HR Information sharing and communication • Municipal HR Risk management planning • Municipal HR policy on strike management\ prevention • Municipal HR Employee Assistance programme and municipal employee wellness programme • Aligning Municipal HR Training with Organisational Outcomes –measuring what municipal HR does and how that adds value to the institution • Best municipal HR practices in the management service conditions.

  8. PRACTICAL BEST PRACTICE CASES • LGNET – Link to Expert and chat room (90% of Municipalities) – NMMM – • Information Sessions – Imbizo type, face to face interactive sessions, Newcastle Municipality. • We have set (2008) HR Practitioners forum across country for information sharing and best etc. • LLF as type of Workplace forum, democratisation of workplace – SALGBC Constitution. Pixley Ka Seme Municipality reports 100% co-operation so far. • Speedy resolution of disciplinary cases, Batho Pele principles and faster recruitment processes – Emalahleni Municipality reports completion of DC within 5 days, recruitment within a month, faster turnaround on customer complaints. • Corporate Citizenship – DR J S Moroka – bosts of effect of training on CC and retention of staff. We are generally observing a surge on WSP submission to LGSETA. • Busy standardising competence based appointments.

  9. PRACTICAL BEST PRACTICE CASES • Identified key competencies required for appointment at levels. • Doing Skills Audit to see gaps. Identified collaborative approaches thereto as means to solutions. • Using Public Service HR connect and DOL occupational requirements. • Thus not silos.

  10. PROBLEM AREAS QUALIFICATIONS : • In total there are 1441 S57 managers of which 785 ( 54%) participated in the skills audit. • Out 785, 251 (32%) shared their personal information on qualifications; • Out 251, 176 (70% ) have related/relevant qualifications; • 58 (23%) of the 251 have almost related /relevant qualifications; therefore • 18 (7%) of the 251 have unrelated/matric and lower qualifications. EXPERIENCE : 3.8 Years COMPETENCE : Refer to tables below:

  11. COMPETENCY • Difference between average and benchmark:

  12. COMPETENCY • Difference between average and benchmark:

  13. THANK YOU

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