KZN PUBLIC SECTOR HRM CONVENTION
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KZN PUBLIC SECTOR HRM CONVENTION. HR CONNECT: Connecting the Disconnected. Human Capital is the largest resource organizations do not own. Jennifer Jarratt Coates & Jarratt. Labor Needed. Labor Available. Global Skills Crisis at Hand.

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HR CONNECT:

Connecting the Disconnected

  • Human Capital is the largest resource organizations do not own.

    • Jennifer JarrattCoates & Jarratt


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Labor Needed

Labor Available

Global Skills Crisis at Hand

Projected U.S. workforce Availability Versus Workforce Demand, 2002 – 2010 Executive Roundtable, “Employment Trends 2004 and Beyond”

160

Crossover point expected to occur by 2006

Millions of People

150

140

2006

2002

2010


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Clarification of Mandate of HR Connect Project

  • In October 2004 President Mbeki asked Ministers whether the South African developmental state, was capacitated, organised and resourced to deliver on government’s socio-economic objectives.

  • The G&A Cluster, headed by the dpsa, has since then been conducting sectoral capacity assessments aimed at identifying skills shortages and making recommendations to strengthen capacity.

  • This work was to culminate in a consolidated report to be considered by the July 2007 Cabinet Lekgotla.


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Clarification of Mandate of HR Connect Project

The skills database has its origins in two different yet convergent streams:

  • In January 2005 the Cabinet Lekgotla required of FOSAD to prepare a document reporting on the capacity of the organs of state to deliver on the policies already developed. The Department of Public Service and Administration was tasked to investigate and determine the capacity in the national and provincial government and DPLG in local government.

  • At the same time the re-certificated PSETA required an Integrated Management Information System (MIS) that would assist it in accurate decision making, and thereby allow it to effectively facilitate skills development in the public sector.


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Clarification of Mandate of HR Connect Project (2)

  • Customization and pilot of the PSETA MIS, to meet its legislative requirements provided the opportunity for DPSA HRD component to be able to report on the skills base in each department with a view to understanding the skill levels, in relation to the required posts, occupations and job profiles in terms of the Organizing Framework of Occupations (OFO) developed by DoL.

  • The HRMIS was seen as the first step towards ensuring that there was accurate and consistent information, from which the DPSA, PSETA and departments could analyse, evaluate, report, forecast, model and plan in advance for skills needs within their own areas, for government and the public sector in general.

  • Phase One of HR Connect exclusively funded by the PSETA


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THERE IS A CLEAR CONSENSUS THAT SKILLS MATTER:

  • They help departments to succeed, to innovate, and improve organisational performance.

  • They lead to better public services, higher standards of living and a more inclusive society.

  • They provide prosperity for all by increasing employability and career pathing and deployment opportunities.

  • They help the country to raise its productivity in terms of global competitiveness

  • They have significant social benefits

  • SKILLS DATABASE ON GOVERNMENTS POA FOR 2007


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To better see the future, we need to first understand the present and our assumptions about it.


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Points for consideration present and our assumptions about it.

  • In nearly every instance skills audits are:

    • Outsourced

    • reliant on service provider dependency models

    • Driven by service provider methodologies

    • Based on diverse and inconsistent criteria and parameters

    • Static and rarely have real-time relevance

    • Configured in terms of pre-designed COTS database design and functionality

    • Based on insular and silo assumptions of posts, job profiles, qualifications, experience and competencies with almost no thought to the Macro perspective of the State or inter provincial, inter departmental and inter spherical movement of human capital.


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Preliminary HR Connect Experiences present and our assumptions about it.

  • Multiple HR Models: No common approach to HR service delivery across / within the locations. Level of decentralization increases cost, complexity, and risk

  • Data Management: Data definitions are not consistent, and data entry/management is diffused leading to errors and a lack of integrity

  • Compliance/Reporting: Process and data issueslimit compliance and reporting for key policies and procedures. It is difficult from both a business and technology perspective to obtain accurate reports across the system.

  • Service Quality: Service quality is inconsistent, redundant, costly and complex.

  • Scalability: Some locations are better prepared for adopting standard services than others


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The Problem present and our assumptions about it.

  • As a whole differentiated audit methodologies and systems present a number of problems:

    • Silo functioning, functional duplication and technological proliferation impacts negatively on the cost-effective spending of public funds

    • Difficulties in the implementation of uniform norms and standards across specification criteria, methodologies, systems and operations

    • Poor inherent methodological and systems interoperability and data non-aggregatability seriously compromises operational integrity and the generation of management information

    • Diverse capabilities ranging from inadequate to functional of multiple systems each on its independent evolutionary path.


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ALL THE PIECES ? present and our assumptions about it.


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De Ja Vu! present and our assumptions about it.

“Bureaucratic institutions in both the private and public sector break up knowledge and its components, storing and processing them in separate compartments, or ‘stovepipes'.

Over time, these stovepipes multiply, as ever-more narrow specialization increases the number of uncrossable boundaries. This makes it extremely difficult to cope with fastchanging new problems requiring knowledge that falls beyond artificial departmental borders.

To complicate matters, guarding each stovepipe is an executive whose power is enhanced by control over data, information and knowledge, and who has little incentive to share it.

Yet as industrial-age boundaries break down, it is only by sharing that important problems can be solved”.Alvin Toffler: 08/07


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How HR Connect is it different? present and our assumptions about it.

  • HR Connect is a process of collecting skills information by utilising a common reference framework for skills audits to populate a database that has multiple users.

  • The first time Government departments have worked together on a cross-government skills agenda;

  • Significant move towards a Government demand-led approach;

  • Strong framework for delivery in which the Government and its agencies work together ;

  • Determination underpinned by political and legal mandates to deliver on a demanding change agenda.


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Cabinet Lekgotla Decision 2007 present and our assumptions about it.

  • In January 2007 the Cabinet Lekgotla took a decision that all public service departments should apply a uniform skills audit process in an effort to build an understanding of the national integrated processes that have been decided upon by Cabinet and to eliminate duplication and wastage of resources within the public service.

  • This decision emphasised the importance of having a single uniform and co-ordinated approach to a skills audit system which will be utilised within the entire public service.

  • The content of this Cabinet decision is :

    • “that there is consultation with the dpsa and dplg by those departments who are conducting their own skills audit and who are setting-up human resource information systems; and

    • the improvement of co-ordination … and methodologies employed by other departments in skills databases and audits to establish a minimum baseline data field and to ensure interoperability and consistent data.”


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System Functionality present and our assumptions about it.

  • Employee Demographic Profiles

    • Integration and importing of PERSAL demographical data

    • Maps PERSAL occupational classifications to the Organizing Framework for Occupations (OFO) codes.

    • Extraction of information in terms of rank, salary, level, race, gender, disability, age, location, department, etc.

  • Organizational Tier Profiles

    • Import an organogram together with the PERSAL post numbers, into the Skills Audit MIS, which will allow each department to report on skills, knowledge, experience, and qualifications, at every tier of the organization.

  • Post Profiles

    • Links a generic job to a post, and define the skills, the critical skills, the knowledge, the qualifications, and the relevant experience for a post.

  • Job Profiles

    • Allows one to define the skills, the critical skills, the knowledge, the qualifications, and the relevant experience for a job. One profile of a job could be linked to many different posts.

  • Employee Profiles

    • Allows for the capturing of existing as well as the desired skills, knowledge, qualifications and experience.

    • Projected and future skills needs and trends

  • Skills Gap Information

    • Comparison of individuals to posts and jobs, and determination of the skills gap for the individual, and for the department.

  • Electronic WSP Compilation

    • the WSP will be electronically created from the available data. The department can then modify and generate the WSP using the HRMIS and submit it to the relevant SETAs.


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CHALLENGE present and our assumptions about it.

CHALLENGE

OFO

OFO

Skills Development and Planning – what is the challenge?

ORGANISATION’S FUNCTION

Various Structures’ Functions

Various Structures’ Functions

Occupations

Occupations

Occupations

Occupations

Occupations

Posts

Posts

Posts

Posts

Posts

Posts

Posts

Posts

Posts

Competence Profile:

Terminology/System that promotes ability to

monitor and enhance competence.

Competence Elements: Experience

Qualifications/Workplace Learning

Knowledge; Skills; Attitude

Professional Registration

Physical Ability/Requirements

G

A

P

S

O

L

V

E

People

People

People

People

People

People

People

People

People


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Org Mandate present and our assumptions about it.

Job Cluster

Post

Post

Job

Post

Person

Post

Post

Post

Job

Job

Job

Job

Occupation

Job

Skills

Skills

Skills

Skills

Knowledge

Knowledge

Knowledge

Knowledge

Qualifications

Qualifications

Qualifications

Qualifications

Professional

Registrations

Professional

Registrations

Professional

Registrations

Professional

Registrations

Physical Ability

Physical Ability

Physical Ability

Physical Ability

Experience

Experience

Experience

Experience

OFO


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Job / Post present and our assumptions about it.

Profile

Occupation Profile

PDP

Deputy

Director

Deputy Director:

Enviro Management

Mr Jabu Citizen

Skills: Analytical

Skills: Analytical

Skills: Analytical

Basic

Expert

Knowledge:

Business Plan

Knowledge:

Depart Business Plan

Knowledge:

Depart Business Plan

Working

Advanced

Qualifications:

Nat Dip: HRM

Qualifications:

Nat Dip: HRM

Qualifications:

Degree: H Science

Professional

Registrations: RHRP

Professional

Registrations: RHRP

Professional

Registrations: RHRP

Physical Ability:

No Restriction

Physical Ability:

No Restriction

Physical Ability:

Sight Disability

Experience:

5 years in field of exp

Experience:

5 years Enviro M

Experience:

7 years Enviro M

Training and Development Plan

WSP & ATR


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PUBLIC SECTOR present and our assumptions about it.

P S E T A

Dept.

Other

Government

SETA’s

Overall Approach

  • Organisational structure

    • Map CORE/Job Titles to OFO

    • Occupations

    • Alternative Titles

    • Specialisations

    • Tasks per Occupation

    • Competence Profile –

    • Experience

    • Qualification

    • Professional Registration

    • Employee profiles


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Two complementary systems present and our assumptions about it.

A. The PSETA MIS

= Qualification data

= learner data (achievements and enrolments)

=training data

B. The DPSA Employee database

= employee skills

=post skills

=proficiency levels

A + B = skills database


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Departments present and our assumptions about it.

A

B

DPSA MACRO PERSPECTIVE

HR CONNECT: 1 Process, 1 System, Multiple Perspectives

  • Workplace skills plans

  • Personal development Plans

  • Organisational structure

  • Post profiles

  • Job profiles

  • Employee profiles

Aggregate of Depts.

Sectoral Perspective

Skills Planning

Learnerships

ETQA

DoL & SAQA

PSETA MIS

C

HRCONNECT


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Overview of the present and our assumptions about it.HR Connect Project

Requirements to manage Human Capital Development:

  • A “layered” approach as opposed to a “Big Bang” approach

  • Competence Profiles of People and Posts

  • Ability to

    • Compare two Profiles – same reference language

    • Refer to Standardised (National/International) Framework

    • Manage Process that addresses the difference

  • High priority on skills transfer and self sustainability

  • Buy-in from all stakeholders to ensure continuous participation


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NATIONAL DEPARTMENTS present and our assumptions about it.

Presidency

Foreign Affairs

Home Affairs (Head Office)

Provincial and Local Government

Government communication and information system

Public enterprise

Public Service & Administration

South African Management and Development Institute

Statistics SA

Education

Health

Labour

Justice & Constitutional Development

Communications

Housing

Minerals & Energy

Science and Technology

Trade and Industry

PROVINCES - Offices of the Premier

Gauteng

KwaZulu Natal

Western Cape

PUBLIC ENTITY - CIPRO

HR Connect Partners:21 Departments + 1 Public Entity


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Overview of the present and our assumptions about it.HR Connect Project

Survey Forms

Workgroups

Completion of

Theses

phases and

The Complete

roll out to All

gov. depts.


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Expected Outputs of Departments present and our assumptions about it.

  • Provide Organisational Structure and mapping of posts

  • Map CORE and PERSAL

  • Map identified jobs to the Organising Framework for Occupations;

  • Conduct Job Clustering across 22 Departments

  • Benchmark the identified clusters/categories against other departments, parastatals and the private sector.

  • Define the generic Job Competence Profiles (job profile for every occupation identified) in terms of the following:

    • Definition of the Job related to the Occupation

    • Tasks relating to Job Qualifications

    • Experience

    • Physical Requirements

    • Professional Registration Requirements


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Organising Framework of Occupations present and our assumptions about it.


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SKILL SPECIALISATION present and our assumptions about it.

SKILL LEVEL

OFO

NCPF

CURRICULUM

NQF LEVEL

POSTS

PROFICIENCY

OCCUPATIONS

COMPETENCY

STRUCTURE


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Progress 1 present and our assumptions about it.

  • Experience and qualifications of employees in departments is profiled using Survey Forms:

  • 40 000 survey forms distributed,

  • DFA and DoJCD requested electronic distribution

  • Average of 79% return rate to date with some as high as 99%

  • Participation and engagement very positive

  • Most departments were unable to make the deadline and target i.e. 100% return but are attempting to collect all forms.

  • The following exceptions in terms of forms apply which are still being captured and verified

    • The DoJCD returns excludes the Judiciary and the Prosecutors

    • The DFA returns excludes locally appointed staff in Foreign Missions

    • DHA is only the Head Office

    • DoL including UIF


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Progress present and our assumptions about it.


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Progress 2 present and our assumptions about it.

  • Job profile for 20 departments related to the Organising Framework of Occupations (OFO) developed.

  • Held 12 workshops totaling almost 300 person training days (PTD) to:

    • generate the occupational, job and competence profiles of jobs in the various Departments;

    • assist Departments in documenting and mapping posts to employees and cleaning up their organogram; and

    • build capacity in terms of the processes required to manage Human Capital Development.

    • Data quality issues still persist

      Web enablement of the system completed

    • Web interface to be completed end July 2007

    • Web system demonstrated to participating departments 26 July 2007

    • Web enablement and further customization of the system in terms of lessons learned and departmental inputs is continuing until mid August 2007


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Progress 3: present and our assumptions about it.Findings

  • JOB PROFILES USED BY DEPARTMENTS

  • Occupation Titles, PERSAL CORE Tiles and Job Titles: 2879

  • CORE and Job Title combinations in all Departments: 2621

  • Job Titles used by Departments: 1271

  • CORE codes used by Departments: 85

  • Occupation titles from OFO: 170

  • Rationalised Occupation Titles, PERSAL CORE Tiles and Job Titles2879 to 170 occupations

  • OCCUPATION TITLES:

  • 6 new occupational titles created and mapped (DoJCD, DTI, DME)

  • ORGANOGRAMS:

  • Mapped to every post and to every employee

  • Circular relationships

  • Hanging Structures

  • Codes do not relate to PERSAL


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Challenges present and our assumptions about it.

  • Project Management paradigm shift

  • Timeous submission of information

  • Management of 100% return of survey forms

  • Data Quality and integrity

  • Routines and Patterns - fixed-ness

  • Buy-in from senior management in Departments still seems to be a major stumbling block in ensuring the success of HR CONNECT. Senior officials’ lack of support and understanding of the process seem to have a direct influence on the submissions of their respective Departments.

  • Ongoing independent skills audits by departments


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Road Ahead present and our assumptions about it.

  • Receive last of Survey Forms (4 August)

    • Complete Capturing Survey Forms

    • Load Last of Data

    • Prepare Report Post-Person per Department

    • Encourage returns of outstanding forms and continue loading data as submitted

  • Finalise and Install System on Central Server

    • Allow User Exposure to System for functionality and user friendliness

    • Reload Data and Close Security Access

  • Close out Phase 1

  • Phase 2 & 3

    • Phase 2 & 3 be rolled out in the 22 departments

    • roll out of the 3 phases in remaining departments.


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Conceptual framework crucial for data maintenance and effective management of Human Capital


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Conclusion and Closure effective management of Human Capital

  • HR CONNECT

    • Together

    • Connecting

    • Skills

  • ALL WE CAN BE

  • Enquiries: hrconnect@dpsa.gov.za