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Report on the Implementation of the DOD HR Strategy 2010: Personnel Flow of the Full-Time Component Delegation

Briefing on the implementation of the DOD HR Strategy 2010, focusing on the management of personnel flow of the Full-Time Component.

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Report on the Implementation of the DOD HR Strategy 2010: Personnel Flow of the Full-Time Component Delegation

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  1. Report on the Implementation of the DOD HR Strategy 2010: Personnel Flow of the Full-Time Component Delegation: SecDef – Mr J.B. Masilela CD HR PP – Dr (Ms) M.L. Ledwaba CD HR Supp – Maj Gen L.S. Mollo D HR Plan – Brig Gen A.L. de Wit D HR Pol Mgmt - Ms T.G. Manzini SSO HR Strat Plan – Capt (SAN) W.J.J. van Niekerk

  2. Aim • To brief the Portfolio Committee on Defence on the implementation of the DOD HR Strategy 2010, with particular reference to the management of personnel flow of the Full-Time Component.

  3. Scope • Post Establishment. • Age & Stagnation. • Rigthsizing. • Interim Mobility/Exit Mechanism. • The Way Forward. • Macro Personnel Strength Evolution. • SANDF Service System Evolution. • Personnel Budget Evolution. • Military Skills Development Progress. • DOD Youth Foundation Training Progress.

  4. Defence Medium Term Policy/Budget Issues Medium Term Reduce Transformation Support Issue Combat Personnel Mandate Operating Increase Long Term Issue Combat Ready Forces Capital Operations Short Term Issue - Support to People - Regional Security - Comprehensive Capabilities Overview

  5. Military Strategy - Force Employment - Force Preparation HR 2010 Force Design/ Structure Establishment New Service System Exit/mobility Mechanism* Redeployment Agency HR Policy - Rank/age Pyramid - Representivity Targets - Migration Guidelines Enablers 2005 2010 Ineffective Establishment Current HR Composition - Unaffordable - Mismatch - Ratios regulars/reserves - Ratios uniform vs PSAP - Service systems - Age discrepancy - Health status - Stagnation/ throughput - Representivity - Rank/salary level - Corps/mustering Envisaged HRComposition - Effective - Efficient - Economic - Right Quality - Right Quantity - Right Place E3 + R3 SCS Military System Employer Agency/ Outsourcing PSAP System Service Systems CSS E C O N O M I C E F F I C I E N T MSD - A new way that members serve (28) E F F E C T I V E - A rejuvenated SANDF HR composition (12) End States - An affordable DOD HR composition (4) - A practised one force model (12) - An optimally representative DOD (4) - Excellent HR service delivery (8) - Harmony between the uniformed and civilian components (5) - Retained operational and functional expertise (6) HR Composition - Labour peace (5) Legislation Regulations White Papers Resolutions Representivity Labour Relations PFM Act Requirements Imperative

  6. Actual Strength (without MSD & CSS) LTS CSS Auxillary Force 25426 940 107 MTS MSDS 27597 6222 STS PSAP 1721 15055 Macro Personnel Strength Evolution COMPOSITION FULL-TIME COMPONENT PROJECTED PERSONNEL REDUCTIONS 77 068 Projection (MSD included) Actual Strength NOTE: STRENGTH INDICATED AS THE STARTING STRENGTH OF EACH FINANCIAL YEAR AS ON 1 APRIL (except where otherwise indicated) MSD PHASED IN WEF JANUARY 2003 AND CSS PHASED IN JANUARY 2005

  7. Service Systems Evolution 86 946 82 605 89 070 77 007 76 346 75 981 77 068 92 574

  8. Current Service System Composition (1 721) Total Strength: 77 068 (107) (27 597) (15 055) (25 426) (6 222) (940) As at 15 Mar 2005

  9. Personnel Budget Evolution Millions RETRENCHMENT INTEGRATION, MORATORIUM ON PROGRAMMES RETRENCHMENT 14.000 12.000 10.000 8.000 6.000 4.000 2.000 2* 52% 35,14% 37,91% 47,13% 52,93% 57,60% 53,42% 2* 52,92% 2*51,97% 2*52,47% 2* 52% 0.000 94/95 95/96 96/97 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05 TOTAL DEFENCE BUDGET TOTAL PERSONNEL BUDGET NOTES: 1* PERSONNEL BUDGET AS % OF TOTAL BUDGET 2* TOTAL DEFENCE BUDGET EXCLUDING SPECIAL DEFENCE PACKAGES

  10. COMPARISON CURRENT vs NEW SERVICE SYSTEM Average savings R2,1 Billion could result through full implementation

  11. Personnel Attrition Macro DAP/PSAP Attrition Scarce Mustering Summary per Reason Air Space Control Engineer Naval Combat Personnel Technical Technical Air Medical Professional Aircrew

  12. Personnel Inflows 2003, 2004, & projected FY 2005/06 (MSDS) As at 15 Mar 05

  13. HR Race Composition MSDS Race Composition Total Strength: 6 222 (623) (55) (4 805) (739) DOD Race Composition (1 006) (17 733) (48 585) (9 744) As at 15 Mar 05 Total Strength: 77 068

  14. HR Gender Composition Total Strength: 6 222 (4 339) (1 883) Total Strength: 77 068 (59 756) (17 312) As at 15 Mar 05

  15. MSDS Progress PTE's 18 to 24 Years 8000 6000 Totals 4000 2000 0 Dec-00 Dec-01 Dec-02 Dec-03 Jan-04 Feb-04 Jun-04 Apr-05 9.7 7.0 7.1 16.7 16.2 21.8 21.3 34.5 % of Total 1949 1271 1163 2688 2579 3475 3502 6351 18 to 24 Snap-Shot Period As at 15 Mar 05

  16. Youth Foundation Training Programme Appointment Rates in DOD/SANDF As at 15 Mar 05

  17. Post Establishment 95 403 77068 PSAP DAP NOTE: Approved FTF Posts includes 4 039 (3 927 DAP & 112 PSAP) Training posts. As at 15 Mar 05

  18. 75 000 E3 Establishment Establishment Rationalisation Challenge ito Defence Update 2005 Establishment Rationalisation Rank/Salary Level Distribution 95 000 Establishment

  19. Quandrant Explanation of Stagnation +10 Quadrant 1: • Rank Stagnation. • Low Age. • High Rank Experience. Quadrant 4: • High Stagnation. • Less to No Mobility. • High Age and Years in Rankgroup. Years in Rank Quadrant 2: • Ideal age and years in rankgroup. • No Stagnation. • High Potential for Mobility. • Experience/Exposure challenge. Quadrant 3: • Medium to High Stagnation. • Limited mobility. • High Age. • Rank Exposure. 0 Age 18 yrs +60 yrs

  20. Rank vs Age Dilema Menu Options Gen Lt Gen Maj Gen Brig Gen Col Lt Col Maj Capt LT 2 LT CPLN WO1 WO2 SSgt PTE Sgt Cpl L/Cpl Age vs Stagnations SA Navy Rank Equivalent

  21. Promotion Rate in the SANDF As at 15 Mar 05 Promotion Rate: Officers 1 359

  22. Promotion Rate in the SANDF Promotion Rate: Jun & Sen NCOs 4 514 As at 15 Mar 05

  23. Personnel Flow Challenges Pers Inflows = Annual Intakes MISMATCH INCURRENT HR INVENTORY Pers Outflows = Determined Exit Tempo & Attrition Attrition Rightsizing Rejuvenation INTEGRATION INTO CIVIL SOCIETY

  24. Career Dev Potential Course Area Boundness Vacancies Current Human Resource Inherent Post Profile Ageing Representivity Attrition Rightsizing Rejuvenation Rightsizing Concept

  25. CONCEPT FOR ALTERNATIVE UTILIZATION AND RE-DEPLOYMENT: MEMBERS IN EXCESS RE-DEPLOYMENT AGENCY (MEMBERS KEEP CURRENT SERVICE BENEFITS & CONDITIONS) 15 MAR 05 STRENGTH = 77 068 PHASE 1 PHASE 2 AND 3 SERVICE SYSTEMS PHASE 4 PSAP SYSTEM EMPLOYER AGENCY/ OUTSOURCING Service operations SCS MILITARY SYSTEM RE-SKILLING E C O N O M I C TRANSFER MEMBERS PERMANENTLY TO RE-DEPLOYMENT AGENCY CSS E F F I C I E N T MSD RE-DEPLOYMENT - INTER DEPT/LOCAL GOV PARASTATAL - PRIVATE SECTOR - OWN BUSINESS - SPECIAL PROJECTS E F F E C T I V E - A REJUVENATED SANDF HR COMPOSITION (12) END STATES - AN AFFORDABLE DOD HR COMPOSITION (4) - A PRACTISED ONE FORCE MODEL (12) OVER TIME - A NEW WAY THAT MEMBERS SERVE (28) - AN OPTIMALLY REPRESENTATIVE DOD (4) - EXCELLENT HR SERVICE DELIVERY (8) REGISTER MEMBER ON DOD EXCESS DATABASE - HARMONY BETWEEN THE UNIFORMED AND CIVILIAN COMPONENTS (5) - RETAINED OPERATIONAL AND FUNCTIONAL EXPERTISE (6) - LABOUR PEACE (5) EXIT MECH MEMBERS NEED RE-TRAINING AND/OR RE-MUSTERING FOR DOD UTILIZATION NEED FOR RE-SKILLING AND RE-DEPLOYMENT MEMBER IN EXCESS MEMBERS FIT REQUIREMENT HR COMPOSITION NO NEED FOR RE-SKILLING AND/OR RE-DEPLOYMENT E3 + R3 COMPOSITION EXIT MECH

  26. IMEM • Intent of the IMEM. • IMEM Benefits. • Plan of Action. • Provisional indications of the number of interested members. • Timeframe. • Current Status.

  27. The way forward • A standing imperative to rightsize/improve HR Flow in order to become more E3. • Outcome of Defence Update 2005 will inform process. • Approval of IMEM will facilitate process.

  28. Discussion/questions ANOTHER MASTER PIECE BY GANGGOGGA

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