KZN PUBLIC SECTOR HRM CONVENTION

1. KZN PUBLIC SECTOR HRM CONVENTION

2. HR CONNECT: Connecting the Disconnected • Human Capital is the largest resource organizations do not own. • Jennifer JarrattCoates & Jarratt

3. 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

4. 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.

5. 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.

6. 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

7. 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

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

9. Points for consideration • 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.

10. Preliminary HR Connect Experiences • 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

11. The Problem • 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.

12. ALL THE PIECES ?

13. De Ja Vu! “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

14. How HR Connect is it different? • 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.

15. Cabinet Lekgotla Decision 2007 • 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.”

16. System Functionality • 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.

17. CHALLENGE 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

18. Org Mandate 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

19. Job / Post 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

20. PUBLIC SECTOR 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

21. Two complementary systems 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

22. Departments 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

23. Overview of the 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

24. NATIONAL DEPARTMENTS 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

25. Overview of the HR Connect Project Survey Forms Workgroups Completion of Theses phases and The Complete roll out to All gov. depts.

26. Expected Outputs of Departments • 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

27. Organising Framework of Occupations

28. SKILL SPECIALISATION SKILL LEVEL OFO NCPF CURRICULUM NQF LEVEL POSTS PROFICIENCY OCCUPATIONS COMPETENCY STRUCTURE

29. Progress 1 • 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

30. Progress

31. Progress 2 • 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

32. Progress 3: 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

33. Challenges • 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

34. Road Ahead • 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.

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

37. Conclusion and Closure • HR CONNECT • Together • Connecting • Skills • ALL WE CAN BE • Enquiries: hrconnect@dpsa.gov.za