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Graduate Recruitment Scheme for the Public Service – An NDP Proposal

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Presentation on theme: "Graduate Recruitment Scheme for the Public Service – An NDP Proposal"— Presentation transcript:

1 Graduate Recruitment Scheme for the Public Service – An NDP Proposal
PSTF Conference CSIR Convention Centre, Pretoria, 25 November 2014 Presenter: Zamokwakhe Khuzwayo

2 Background (1) Background Making Public Service a Career of Choice
Developing technical and specialist professional skills Strengthening the role of the state in developing technical and specialist professional skills Career paths for technical specialists Formal Graduate Recruitment Scheme Limitations of the current internship programmes Trends on internship programmes in the public service ( ) Known specialised schemes Traditional schemes International schemes UK Civil Service Fast stream Proposed Graduate Recruitment Scheme for the Public Service Feasibility Study Stakeholders and partners

3 Background (1) The capacity of government to deliver on its mandate lies in its people, the people’s ability to undertake their assigned responsibilities as public officials, and, in their level of commitment to serve and perform to the best of their ability. The National Integrated HRD Plan (2014 – 2018) (2014, pg.37) makes the following observations: the public service faces a severe shortage of staff and specialised skills, especially in health, policing, infrastructure planning, engineering, finance and information technology. This adversely impacts not only front-line service delivery, but also on the long-term planning and co-ordination. productivity remains low in labour intensive parts of the public service like education, health and policing. Challenges within local government sphere have also sprung to the fore in the recent years.

4 Background (2) The demand for efficient and effective service delivery necessitates the need for government to adopt strategies that respond to the development of human resources as well as the honing of skills in order to improve performance. According to the National Development Plan, if South Africa is to address the twin challenges of poverty and inequality, a state that is capable of playing a transformative and developmental role is needed (National Planning Commission,2011, p365). This requires well run and effectively coordinated state institutions, staffed by skilled public servants who are committed to the public good and capable of delivering consistently high-quality services for all South Africans while prioritising the nation’s developmental objectives.

5 Background(3) In order to achieve high quality public service, improving and maintaining infrastructure, and conditions for economic development all require a professional public service and a capable state(NPC, 2011, p365). Amongst the five(5) interventions recommended as key towards building a professional service and capable state, two are most relevant to the HRD practice and these are: Making the Public Service (and Local Government) careers of choice; and Developing technical and specialist professional skills

6 Making Public Service a Career of Choice
The state needs to build a capable and professional public service from both the top and the bottom. The NDP recommends that at the top, recruitment and management should be based on experience and expertise while at junior levels, the state needs to focus on producing the skills and expertise that will be necessary for future public service cohorts. The DPSA 10 Point Strategic Priorities (MTSF 2014/15 – 2017/18) includes introduction of an Effective Entry into the public service and human resource development standards to ensure cadre development. This will require a shift from isolated training initiatives to a long-term approach that focuses on recruiting people with relevant aptitude and developing their skills over a course of their careers.

7 Making Public Service a Career of Choice (2)
It also requires mechanisms for anticipating shortfalls in specialists and technical skills, so that the state can take a proactive role in developing professional expertise. The NDP observed that there is a tendency to value people who already have relevant experience and expertise. Where these skills are not available internally, departments often rely on outside consultants. The NDP warns that this is a short-sighted approach that does not address where the next generation of senior public servants will come from. On the other hand, graduates youth with potential struggle to identify how they can embark on a career in the public service, departments have become top heavy because of their inability to fill more junior posts.

8 Developing technical and specialist professional skills
Government’s strategy for administrative and policy skills needs to be accompanied by a strategy to ensure the availability of key technical and specialist professional skills. For the services to be delivered successfully, it is necessary for the public service to produce specialist skills such as nurses, doctors, engineers, planners or artisans. The state lacks many key professional skills due its inability to re- produce expertise. Even when these functions are contracted out, the departments still need to have the technical expertise to commission and oversee contractors. The state has retreated from its core role in training and producing professionals.

9 Developing technical and specialist professional skills (2)
The public sector as an initiator of the country’s many major infrastructure projects means that it is best placed to plan such recruitment and training programmes. The NDP proposes the following: Strengthening the role of the state in the development of technical skills; and Career paths for technical specialists

10 Strengthening the role of the state in the development of technical skills
There is a need for a proactive strategy to produce and develop skilled professionals combined with a work environment in which professional expertise is recognised and valued. The government needs to be proactive in anticipating shortages and ensuring that there are appropriate training programmes with adequate capacity to produce the technical skills required in future. Required is a coordinated planning and partnerships between the government, training institutions and professional councils and associations to play a strong role in monitoring, regulating and maintaining their professional standards. The Graduate Training Schemes for those who lack necessary experience should be linked to the longer-term staffing needs for development. The use of professional bodies and retired professionals on a part- time basis to mentor where shortages of qualified and experienced mentors exist within the state is recommended.

11 Career paths for technical specialists
In order to retain experienced professionals, it will be important to have a technical specialists’ career path that enables individuals with high levels of expertise to continue as practitioners, without having to divert into management careers. This will enable retention of experienced professionals who can focus on project work and training less experienced staff. Those appointed to management positions that require professional expertise should have sufficient technical knowledge, along with relevant management experience, to understand the technical challenges faced by technical specialists and to secure their respect.

12 Formal Graduates Recruitment Scheme
To build a skilled and professional public service, the state needs to attract talented people from a diverse range of backgrounds. The NDP proposes a Formalised Graduate Recruitment Scheme for the Public Service. A strategy for recruiting dedicated young people and ensuring that their skills are developed, with career progression linked to performance. To improve capacity and performance, the public service needs a strategy that will not only attract young people with potential, but also retain them by developing their skills and sustaining their morale. The graduate recruitment scheme should be linked to the current internship programme, but also co-exist with, rather than replace, other routes into the public service.

13 Limitations of the current internship schemes
The annual target of 5% of the departments staff establishment first set by Cabinet in 2002 has not been reached by many departments. Many of the interns recruited are in the general administration, rather than in the technical skills and specialist professional occupations. Reported cases of resistance by organisational heads and CFO’s are prevalent. Determination on Internship issued in 2009 to enforce compliance and encourage reporting did not achieve desired levels of reporting by departments. There is an abuse of the internship programme involving either incessant extension of internship programme to temporarily fill vacant positions, instead of offering full time employment where available.

14 Limitations of the current internship schemes (2)
Failure to link internship programme to HR Planning (skills demand forecasting); Rigid recruitment policies; The public service has pockets of excellence, where recruitment is highly competitive and people aspire to work, but in general, it is not the employer of choice for many graduates. The best entrants tend to be concentrated in few departments, while many departments struggle to recruit the best people. Multiple internship schemes have been introduced, however, these schemes are only linked to specific departments, they work best and most attractive in departments already performing well. Because each internship scheme employs small numbers of people, they are not widely known and are too small-scale to transform perceptions of the public service as a career opportunity.

15 Reported Implementation of Internships and Learnerships in Public Service since 2009 -2013

16 Departments with known specialised schemes
Water & Sanitation National Treasury Limpopo Treasury Trade & Industry DIRCO KZN Treasury Science & Technology – SKA and Dinaledi

17 Departments with Traditional Schemes
Basic Education – Fundza Lushaka Bursary Scheme Health Police Defence Social Development

18 Similar Schemes in Private Sector
Arcelor-Mittal“To make sure we attract the best people, we partner with universities and schools through sponsorship, job fairs, scholarships and educational activities. In some countries we offer internships, apprenticeships and work experience to give both parties a chance to see if they wish to work together on a long-term basis.” ABSA - Graduate Training and Development - Develop, grow and progress in many different ways. Each programme here will tailor your training accordingly: some offer rotations; in others you’ll specialise from the first day. First Rand Bank: “Each graduate gets the opportunity to meet the "Big Bosses". This is an amazing aspect of joining the FNB Graduate Program since it makes you so much more aware of how much these executives value and entrust your presence within business”. Nedbank Graduate Programmë: “We strive to attract and retain South Africa's top graduates to build the future leadership and specialists of our organisation, which will allow us to remain competitive.”

19 Factors attracting a winning talent
Even aspirant employees look beyond simply making a living, instead much more factors differentiate one organisation from the other in attracting the winning talent. Douglas Ready, Linda Hill; & Jay Conger, Winning the Race for Talent in Emerging Markets, Harvard Business Review (November 2008). Brand: a desirable affiliation with a great and successful organisation with inspirational leadership which in turn, inspire personal growth. Opportunity means challenging work, stretch assignments, continual training and development, and competitive pay. Purpose candidates value a company with a game-changing business model, where they can be part of redefining their nation and the world economy. Culture (1) The organisation’s brand promise, feels authentic. (2) employees are rewarded on merit; (3) recognition for individual achievements, while feeling a connection with the team; and (4) the organisation is truly “talent- centric,” so that people know they are critical to the company’s success.

20 A Framework for attracting and Retaining Talent

21 Similar Schemes in other countries
United Kingdom Civil Service Fast-stream Programme – Recommended by the NDP; TalentCorp Malaysia - Scholarship Talent Attraction and Retention (STAR); Indian Administrative Service

22 United Kingdom Civil Service Fast-stream Programme: Schemes
Analytical Fast Streams Commercial and Finance Fast Streams Generalist Fast Streams Digital and Technology Fast Stream European Fast Stream Human Resources Fast Stream Government Communication Service Fast Stream Northern Ireland Fast Stream Summer Diversity Internship Programme Early Diversity Internship Programme

23 United Kingdom Civil Service Fast-stream Programme: Scheme’s Pay and Benefits
Salary: A starting salary between £25,000 (R430K) and £27,000 (R460K) a year. If promoted one can earn up to £45000 (R 780K) per annum within 4-5 years. Pay increases are based on performance. Your benefits will include: a permanent employment contract from the start, provided performance and development standards are met. flexible working hours in most departments. the civil service pension scheme. around 22 days’ holiday per year plus public and additional holidays.

24 United Kingdom Civil Service Fast-stream Scheme: The Process
Online Tests Verbal and Cognitive Tests and the Fast Stream Competency Tests. September -November E-Tray Exercises An invigilated e-Tray exercise lasting half a day at one of the centres located across the country At this stage one can be invited to re-sit the online test. November - February Fast Stream Assessment Centre A day in Central London comprising a range of oral and written test exercises January - April Assignment to a Department May onwards Final Selection Final selection boards for Diplomatic Service, Houses of Parliament, Science and Engineering & European Fast Streams options April onwards

25 United Kingdom Civil Service Fast-stream Scheme: The process (2)
Pre-Appointment Checks February onwards Start Work June onwards Assignment to a Department May onwards Final Selection Final selection boards for Diplomatic Service, Houses of Parliament, Science and Engineering & European Fast Streams options April onwards

26 Proposed South African Public Service Graduate Recruitment Scheme
Annexure A Proposed South African Public Service Graduate Recruitment Scheme The scheme aims to achieve the following objectives: To build a skilled and professional public service by attracting young, talented graduates with potential from diverse backgrounds; To create a pool of adequately qualified technical experts from which the public service can recruit; To contribute to youth and graduate employment; To give effect to the Youth Employment Accord signed by government and its social partners April 2013; and To make the Public Service a Career of Choice for young graduates. 26

27 The proposed Graduate Scheme
Annexure A The proposed Graduate Scheme A centralised and common approach to recruiting and training of graduates across departments to improve coordination between government departments enabling staff to form networks. Recruit high-calibre people on the basis of potential and provide them with adequate mechanisms for learning and support for the development and acquisition of experience in the early stages of their careers; Enable the production of technical and specialists professionals to deal with challenges faced at implementation levels; Involve an extended placement in the equivalent department at provincial level; 27

28 The proposed Graduate Scheme (2)
Enable the production of cohorts which are able to apply their trades across the public service, which have the skills and competencies for the level as required by the Public Service, and are able to mentor/lead others etc. Direct placement of recruits with provincial departments as the scheme develops; Recruitment should be based on rigorous meritocratic process; Include a range of assessments such as exams, group exercises and interviews; and Position the Scheme within the broader public service human resource development strategic framework.

29 Professional Public Service
& Capable State Capable State Making Public Service a Career of Choice Graduate Recruitment Scheme Developing technical & specialist professional skills Long-Term Perspective Training and Management Efficient, Effective, Equitable, Citizen-Centred, Ethical and Development oriented

30 Feasibility Study and Development of a Model/s
DPSA is in the process of commissioning a feasibility study on permutations and modalities to arrive at recommend a model(s). Some of the intended outcomes of the study are as follows: to develop a comprehensive financial and legislative implications to enable successful implementation. the recommended model be a targeted intervention and instead of replacing the open employment system. an environmental scan of trends and models currently being implemented by both public and private sector institutions locally and internationally; identify key technical occupations and specialist professions requiring focus on in the public service and earmark these for prioritisation in the implementation of the Graduate Recruitment Scheme.

31 Feasibility Study and Development of a Model/s
Determination of an appropriate entry level/s of successful candidates within current public service remunerative framework; Reflection on regulatory matters that may impact on the scheme, i.e. employment practices and career management in the public service and how to accommodate the proposed scheme within legislative framework; The use of assessments such as exams, group exercises and interviews; to recruit and select candidates; The role of the NSG, Provincial Academies, and Sectoral Academies ; and Mechanisms for balancing career progression of the existing personnel aspiring to advance within the service with the scheme’s participants who are likely to be recruited from outside the system.

32 Piloting the scheme on a limited scale for a period of five (5) years
Phases of Development Phase 1 ( ): Conduct a feasibility study on permutations and modalities and to determine a model(s) with a comprehensive financial and legislative implications to enable successful implementation. Phase 2 ( ): Consultation on the proposed Model(s) arising from the study, advocacy programme for the proposed scheme, including issuing of determinations, if necessary. Phase 4 ( ): Assessing lessons learnt to inform further implementation in the outer years Phase 3 ( ): Piloting the scheme on a limited scale for a period of five (5) years

33 Status of the project Part of the Outcome 12 MTSF (2014/15 – 2016-17).
Concept Document Developed and submitted to the G&A Cluster. Tender to appoint a service provider will be on the State Tender Bulletin on Friday 28 November 2014. It is anticipated that the feasibility study would be finalised by March 2015, the recommended model for the scheme available for consultation from April 2015. It will be a collaborative process with interested stakeholders, with some being invited to form the Project Governance Structure. The Scheme will be one of the pillars of the new HRD Strategic Framework to be introduced in December 2015.

34 Scheme and Project Stakeholders/Collaborators
Basic Education Health Social Development Science and Technology Public Works Transport Human Settlement DHET Police National Treasury DTI Water and Sanitation Environmental Affairs DAFF Defence Social Development Offices of the Premier

35 Thank you Zamokwakhe Khuzwayo Tel: 012 336 1407 Fax:086 219 7980

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