Presentation on theme: "LOCAL GOVERNMENT HRM&D STRATEGY"— Presentation transcript:
1LOCAL GOVERNMENT HRM&D STRATEGY Welcome…LOCAL GOVERNMENT HRM&D STRATEGY25 MARCH 20131
2Introduction and context Draft Local Government HRM&D StrategyIntroduction and context
3Background to the Project SALGA, in partnership with the Department of Cooperative Governance and Traditional Affairs (COGTA) as well as GIZ, undertook a quantitative and qualitative assessments to determine the current state of human resources (HR) practices which have been adopted by different municipalities and the impact such practices have on the vision of a developmental local government system.The report thereof highlights challenges and gaps as well as good practices in respect of human resources management and development (HRM&D) practices. The research report concluded that very few municipalities have attained sustainability in relation to the creation of innovative and strategic administrations and integrated human resource management systems.
4Background to the Project The report proposes the adoption of specific reform processes including the development of a national HR strategy which would prepare municipal councillors and employees for a major shift in human resource management and development.In addition, a SALGA hosted conference in September 2010 also mandated the inception and enhancement of several aspects of human resources and that in itself calls for a consolidation of those into an HRM&D strategy.
5THE PROCESS FOR DEVELOPING THE STRATEGY Draft Local Government HRM&D StrategyTHE PROCESS FOR DEVELOPING THE STRATEGY
6How The Strategy Was Developed The strategy was developed in line with:Legislative, regulatory and policy requirements as they relate to local government in general and HRM&D specificallyGood practices within regards to HRM&D within local government, the South African public service and internationallyAs such the process involved a desktop based review of:The legislative framework that governs local government and key aspects of HRM&D;The local government norms and standards as they pertain to HRM&D (Review of working document that was submitted by SALGA as part of the consultation processes related to the establishment of a single public service);The report on the current state of local government human resource practices and the impact it has on developmental local government system (2010);The human resource management policy conference resolutions (2010);The local government turn around strategy (2009);The strategic plan for the Department of Cooperative Governance ( );
7How The Strategy Was Developed…cont As such the process involved a desktop based review of:The strategy of SALGA;The strategy to transform HRM&D within the public service as developed by the DPSA;The strategic frameworks and guidelines that have been developed and issued by DPSA on various aspects of the HRM&D value chain;The outcomes approach to service delivery in South Africa; andA review of the MPAT assessments framework, with emphasis on HRM&D aspects (The framework has been used by the Ministry of Performance Monitoring and Evaluation to evaluate national and provincial departments on HRM&D issues and other related issues).This was done in consultation with various stakeholders in various forums representing SALGA, DPSA and the DCoG
8How The Strategy Was Developed…cont In addition,The project team Facilitated a workshop with HR practitioners from municipalities where additional inputs were made on priority areas of support were identifiedA questionnaire linked to priority focus areas was sent out to municipalities, the purpose of which was to identify specific activities that need to be undertaken as part of the implementation of this strategy as well as the identification of products and services to be provided by SALGAOn the basis of this review, an initial draft strategy was developed and submitted to the SALGA project team for consideration and review. Preliminary changes were made to the draft based on these inputs. Finally, revisions were made based on outcomes of the workshop as well as information obtained from municipalities through these questionnaires.
9How The Strategy Was Developed – Legislative Framework
10Best Practice Considerations A best practice HR strategy is one THAT:
11Envisioning the ideal local government Draft Local Government HRM&D StrategyEnvisioning the ideal local government
12The White Paper on Local Government Provides a Framework for Understanding the Role of Developmental Local Government
13The Characteristics of an Ideal Municipality - LGTAS Provide democratic and accountable government for local communities;Be responsive to the needs of the local community;Ensure the provision of services to communities in a sustainable manner;Promote social and economic development;Promote a safe and healthy environment;Encourage the involvement of communities and community organisations in the matters of local government;Facilitate a culture of public service and accountability amongst its staff; andAssign clear responsibilities for the management and co-ordination of these administrative units and mechanisms.
14What Does This All Mean – Emerging Local Government Maturity Model
15What Does This All Mean – Emerging Service Delivery Model
16THE STRATEGIC PRIORITIES OF LOCAL GOVERNMENT Draft Local Government HRM&D StrategyTHE STRATEGIC PRIORITIES OF LOCAL GOVERNMENT
17National Outcomes Outcome 1: Quality basic education. Outcome 2: A long and healthy life for all South Africans.Outcome 3: All people in South Africa feel safe.Outcome 4: Decent employment through inclusive economic growth.Outcome 5: Skilled and capable workforce to support an inclusive growth path.Outcome 6: An efficient, competitive and responsive economic infrastructure network.Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security for allOutcome 8: Sustainable human settlements and improved quality of household life.Outcome 9: Responsive, accountable, effective and efficient Local Government system.Outcome 10: Protect and enhance our environmental assets and natural resources.Outcome 11: Create a better South Africa, a better Africa and a better world.Outcome 12: An efficient, effective and development orientated public service.
18LG Turn Around Priorities Ensure that municipalities meet the basic service needs of communities;Build clean, effective, efficient, responsive and accountable local government;Improve performance and professionalism in municipalities;Improve national and provincial policy, oversight and support; andStrengthen partnerships between local government, communities and civil society.
19LG 10 Point PlanImproving the quantity and quality of municipal basic services to the people;Enhancing the municipal contribution to job creation and sustainable livelihoods through LED;Ensuring the development and adoption of reliable and credible IDP’s;Deepening democracy through a refined Ward Committee model;Building and strengthening the administrative, institutional and financial capabilities of municipalities;Creating a single window of coordination for support, monitoring and intervention in municipalities;Uprooting fraud, corruption, nepotism and all forms of maladministration affecting Local Government;Developing a coherent and cohesive system of governance and a more equitable intergovernmental fiscal system;Developing and strengthen a politically and administratively stable system of municipalities; andRestoring the institutional integrity of municipalities.
202009 – 2014 DCoG Strategic Priorities Building the developmental state in provincial and local government that is efficient, effective and responsiveStrengthening accountability and clean governmentAccelerating service delivery and supporting the vulnerableImproving the Developmental and Governance Capacity and Capability of Traditional Affairs, the Institution of Traditional Leadership and the Khoi-San Leadership; andFostering developmental partnerships, social cohesion and community mobilisation
21SALGA’s Apex Priorities and Strategic Goals Fiscal and financial managementLegislative and policy reviewMunicipal capacity buildingStrategic GoalsLocal Government delivers equitable and sustainable servicesSafe and healthy environment and communitiesCoherent Planning and Socio-economic development at the local levelEffective and responsive Local Government that is accountable to communitiesHuman Capital development in local governmentFinancial and organisationally capacitated municipalitiesAn effective and efficient administrationMunicipal capacity building
22IMPLICATIONS FOR LOCAL GOVERNMENT HRM&D Draft Local Government HRM&D StrategyIMPLICATIONS FOR LOCAL GOVERNMENT HRM&D
23But what does this mean for HRM&D Specifically? The concept of developmental local government implies at least that HRM&D is modelled in such a manner that is consistent with achieving or at least supporting the achievement of the goal of developmental local government. More specifically that HRM&D functions:Understand and define the needs for developmental local government and the implications on HRM&D;Model themselves appropriately to be able to support such a vision;(Ultimately) Provide appropriate support to ensure the achievement of the vision as it relates to core elements of the HRM&D value chain through:The transformation of the HRM&D function at an institutional, regional and sectoral level;The development of appropriate frameworks and strategies to facilitate or at least ensure the achievement of such a vision;The formulation of appropriate strategic partnerships with relevant stakeholders;Inculcating the appropriate culture to ensure achievement of the vision; andThe adoption of appropriate capacity building strategies and programmes.JOH-ESK SG-X1
25The Strategic Role of HRM&D Understanding the business environment within which HRM&D operatesPartnering with management in effective people practicesEnabling change and transitionEngaging constructively with internal and external stakeholder groupsDelivering on service level commitments
26The Operational Role of HRM&D Ensure HRM&D Strategy is aligned to and supports business strategyEnsure development of sustainable skills base including critical skillsEngineering and maintenance,Artisan level skills,Management and supervisory skills,Cross cutting strategic skills e.g. change management etcFacilitate business re-engineering and transformationPrepare structures, prepare processes, prepare leaders, prepare people, prepare the culture, manage the change, sustain the changeFacilitate strategy communication and alignmentDevelopment of leadersChanging style of leadership and managementBuild capacity in operational planning and future capacity planningManagement of HRM&D risks
27The Operational Role of HRM&D…cont Labour relations and HRM&D management of disposalsMission critical position succession planningSafety managementCompliance with legislation and corporate governanceIncreasing labour flexibilityAttraction and retention of key skillsCreate performance management and reward frameworks to maximise productivity and retentionEnsure accurate information and communication systems and channelsDeliver value add products and servicesQuantification of benefits, Centers of excellence, Focus on implementation and delivery – responsiveness, less talk more actionFocus on critical few – less is more
28The Operational Role of HRM&D…cont Ensure efficient and effective HRM&D deliveryMinimising duplication and overlap and maximising economies of scaleAlternative service delivery mechanisms e.g. outsource payroll and other areas, shared servicesEngage with line and key stakeholders to gain commitment for any organisational transformation and on-going organisational regenerationEnsure competent HRM&D leaders and staffSpecialists, Business partner role, clarify roles of HRM&D, line, staffProfessionalisation of Local governmentEstablish enabling and standardized HRM&D systemsDecrease transactional HRM&D through automation of core HR processesStandardisation of systems where appropriateEngendering optimal accountability
29The Operational Role of HRM&D…cont Manage HRM&D costs – optimise costs and value addChanging HRM&D role from transaction to value adding, strategic business partnerExternal benchmarking and measuring HRM&D value addDevelopment of conducive cultureHigh performance, customer focus, output orientationLink between institutional and individual performance, (information dependency)Employee branding and employer of choiceEnhance workforce diversity
30Clarifying the Role of HRM&D vies a vie Line Mangers and Employees Develops HRM&D strategies, principles, policies and procedures in line with business requirementsEnsures consistency and standardisation of processes and practices across the organisationProvides expert advisory servicesUnderstands the business and tailors organisation wide practices to the specific needs of a business unitEnsures application of appropriate best practice HRM&D servicesPartners line management in effective people practicesEnables change and transitionFacilitates the assimilation of culture and valuesBuilds capacity of line managers to effectively manage peopleEnsures good corporate governance around HRM&D practicesDelivers on service level agreementsMeasures and reports on the effectiveness of HRM&D services within the businessLocal Labour Forum consultation and feedback
31Clarifying the Role of HRM&D vies a vie Line Mangers and Employees Partners with HRM&D in developing and implementing HRM&D strategies to achieve business resultsManages people according to principles, policies and proceduresComplies with HRM&D legal requirementsProactively engages and partners with HRM&D around business and people challenges and solutionsInitiates and leads changeDrives the organisation’s valuesTakes responsibility for being informed of HRM&D matters and building own people management skillsFollows fair and procedural HRM&D practices and processesEnsures high performance through effective performance management and retention practicesCommunicates and gives feedback on service level expectationsTracks and measures the impact of HRM&D strategies in the businessMeasures and reports on the effectiveness of people management within functional areas
32Clarifying the Role of HRM&D vies a vie Line Mangers and Employees Partners with line and HRM&D to:Remain relevant to local government by taking responsibility for own performance, development and career planningTake advantage of appropriate opportunities for developmentRemain informed of HRM&D policy and proceduresDiscuss expectationsTake personal accountability for and support change initiativesLive the organisation’s valuesParticipate in HRM&D surveys and feedback mechanismsProvides feedback to/ and liaises with Unions and relevant employee forums
33Role of the Municipal Councils and/ or relevant committees of Council To perform an oversight role with regards to HRM&D functions and support services;To approve relevant strategies, policies and procedures;To approve and / or validate specific decisions/ outcomes/ recommendations made with regards to various aspects of HRM&D; andTo ensure that a conducive environment is created within the institution to ensure effective and efficient HRM&D.
34Draft Local Government HRM&D Strategy The HRM&D model
35How The Model Was Developed The model was developed based on an analysis of:The best practice models for HRM&D;The MPAT assessment framework (focus on HRM&D components); andThe HRM&D norms and standards for local government (emerging out of consultative processes for creating a single public service)Based on the analysis the following process was undertaken:Identified some common elements frameworks; andConsolidated them into a single framework.
37The Result of the Analysis is…. A model that can be used to manage and report comprehensively on HRM&D issues;A model that can be used to systematically determine the status of HRM&D within municipalities as well as the sector; andA model that can then also be used to develop meta strategies at an institutional or sector level and can guide the provision of relevant products and support services.
38The Proposed ModelHR Assurance and WellnessOrganisational Culture Development and EffectivenessInformation Systems & Technology (HRIMS)People Management Competence & BenchmarkingPeople Management Value PropositionSTRATEGYEmployee Relations Management (Incl. LR & Collective Bargaining)Strategic HR Planning & Job EvaluationsSourcing and PlacingCapacity BuildingPerformance ManagementRemuneration and RewardExit ManagementVisionMissionValuesTalent Management (Critical Positions & High Performers)Human Resources Administration, Disclosure and ReportingThe core of the HR strategy hinges on the underlying appreciation of how the different elements of HR fit together to create meaning and value for any organisation. This is the framework for delivery, as it sets out the key themes and focus areas and develop the requirements for each functional area.
39The Proposed Model…cont The StrategyThis refers to an integrated strategy - derived from the overall institutional strategy and/ or Business Unit strategies – which outlines how HRM&D will be managed to support the achievement of overall business strategies and objectives. It sets out the key strategies, objectives and measures in each of the HRM&D value chain areas and enabling functions.Vision, Mission, Values The vision is the inspiring, desired destination;The mission is the roadmap to get there; andThe values are the guiding behaviours to ensure success.These need to be co-created, communicated, understood and lived at every level of the organisation to ensure commitment and alignment to the business strategy and objectives.
40The Proposed Model…cont Strategic HRM&D PlanningPeople forecasting;Workforce planning;Budgeting;Succession planning;Diversity planning;Social plan development (taking cognisance of the municipalities impact on unemployment and job creation.);Job evaluations; andReview of organisation structure.
41The Proposed Model…cont Sourcing and PlacingBuilding strategic partnerships for talent and skills;Attracting people through innovative attraction strategies;Recruiting and selecting suitable people;Placing people into jobs and teams;Inducting and socialising people into the municipality; andRedeploying people.
42The Proposed Model…cont Capacity BuildingCompetency profiling and assessment;Personal development planning;Career development;Skills development;Leadership and management development;Key talent development;Development of a learning organisation, including knowledge management activities; andImpact assessment.
43The Proposed Model…cont Performance ManagementConfirmation of process and standards;Setting performance standards;Measuring and evaluating performance;Gap analysis;Developing performance management skills training to line management;Communication and co-ordination of the performance management process; andMaking the link to remuneration.
44The Proposed Model…cont Remuneration and RewardMarket analysis;Co-ordination and development of policy;Procedures and agreements;Design, implementation;Monitoring and maintaining of the reward system;Executive remuneration and incentives; andPayroll administration.
45The Proposed Model…cont Exit ManagementExit interviews to determine and manage systemic exit trends;Retirement process;Medical boarding;Dismissal processes in line with sound labour practices;Retrenchment; andOutplacement and resignations.
46The Proposed Model…cont Organisational Culture, Development & EffectivenessCulture transformation and change management;The development of individuals and teams with a systems view;Continuous assessment of organisational effectiveness through work studies and redesign to ensure maximum efficiency, productivity and job satisfaction; andReview and design of organisational structures.
47The Proposed Model…cont Employee Relationship ManagementManaging relationships with unions and other labour forums;Management of disciplinary and grievances;Social planning;Disputes;Consultations;Collective bargaining; andConflict management.
48The Proposed Model…cont Talent ManagementIdentification of mission critical positions;Succession planning; andFocused development of key talent to ensure succession plans are implemented timeously.HRM&D Administration and ReportingManagement of HRM&D policies and procedures relating to engagement, salary and benefits, employee data management, training and development tracking, performance management recording and terminationsReporting to top management, shareholders, government and statutory reporting
49The Proposed Model…cont HRM&D Assurance and WellnessSetting of HRM&D policies and procedures;Ensuring governance and compliance with internal policies and external legislative requirements applicable to HRM&D;Setting up and managing of strategic alliances and contracts;Employee wellness including HIV / AIDS and EAP; andEnsuring sufficient physical facilities, equipment, resources and assets required to manage and execute human resource activities.
50The Proposed Model…cont HRM&D Information Systems and TechnologyThis component represents both the internal suite of hardware, applications, databases and other software components that together support all planning scheduling, tracking and execution of HRM&D’s strategic drivers, objectives, targets and measuresReporting of HRM&D service performance; andQuantification of HRM&D value add tasks in the human resources processesHRM&D Competence and BenchmarkingHRM&D benchmarking;Best practice research; andHRM&D capacity building.
51The Proposed Model…cont HRM&D Value PropositionHRM&D’s strategic drivers, objectives, targets and measures;Reporting of HRM&D service performance; andQuantification of HRM&D value add.
52CURRENT STATUS OF HRM&D Draft Local Government HRM&D StrategyCURRENT STATUS OF HRM&D
53Key FindingsWhilst there have been attempts to create a base set of systems and processes that can be applied by municipalities in carrying out various HRM&D functions e.g. job evaluation, performance management, the extent to which these have been implemented has been limited due to:(in some cases) the fact that municipalities don’t have the necessary resources and capacity to implement these systems;(in some cases) these systems were recommended without considering the individual institutional circumstances and implications on common practices;(in some cases) the studies that informed these decisions were limited to a sample of municipalities and as such the findings and recommendations may not necessarily have been a good basis for formulating decisions with nationwide implications;(in some cases) the fact that the legislative and regulatory framework allows for municipalities to make decisions that are entity specific;(in some cases) due to the fact that institutions that have transversal mandates to support and build capacity at local do not necessarily have the capacity themselves to provide this support;
54Key Findings…contWhilst there have been attempts to create a base set of systems and processes that can be applied by municipalities in carrying out various HRM&D functions e.g. job evaluation, performance management, the extent to which these have been implemented has been limited due to:(in some cases) the fact that the processes for developing and/ or recommending such systems and processes were not consultative and therefore resulted in key stakeholders not owning and supporting the roll out thereof; and(in some cases) due to the fact that there were no attempts to define and manage the implications of introducing such systems.
55Key Findings…contA single framework for HRM&D within local government does not exist currently.Whilst it is critical to appreciate the fact that municipalities are at different levels of maturity and as such there is a need to develop more customised solutions, the nature of HRM&D functions necessitates the adoption of a generic framework that can be used as a basis for assessing municipalities with regards to HRM&D and the formulation of customised strategies on that basis.Whilst attempts have been made to create frameworks i.e. performance management etc, these do not address all the critical issues that are required for defining developmental HRM&D practices within the context of developing a developmental local government.Furthermore the focus of these instruments is not to primarily defining a framework for how HRM&D can be transformed but rather on compliance to minimum requirements.The role of HRM&D is limited to the provision of transactional support and not necessarily strategic support with regards to the achievement of the vision of a developmental local government. This in return has affected, amongst others, how municipalities allocate resources to HRM&D and therefore the creation of a conducive environment for HRM&D practitioners to thrive within local government. This has also affected the manner in which HRM&D functions are assessed and how HRM&D capacity building and support programmes are conceptualised.
56Key Findings…contThere doesn’t seem to be a comprehensive strategy for addressing HRM&D capacity challenges within local government. Whilst various stakeholders have embarked on numerous processes aimed at dealing with these capacity constraints e.g. DCoG and SALGA, the lack of a comprehensive strategy means that there is no consistency with regards to the nature of the interventions and that there has been a duplication of effort in addressing these challenges.Current capacity building initiatives within local government in general, and specifically related to HRM&D, have been limited due to ineffective and incorrect alignment with skills audits and gap analysis interpretations. This is often a result of limited understanding and definition of the functionality of HRM&D functions which often results in ineffective and misdirected training and development due to a lack of emphasis on skills enhancement and workplace application.Poor monitoring and evaluation of results achieved due to weak organisational structure, lack of management accountability and ineffective information management in general, but inherently this applies to the HRM&D function. Whilst progress has been made in defining minimum requirements, norms and standards the extent to which this form part of normal management processes is limited.
57Key Findings…contLack of clarity with regards to the role of various stakeholders in building capacity and providing support to municipalities has meant that in certain circumstances:There has been a duplication of effort;The nature and manner in which support is provided is limited to the mandates of the respective entities and structures;This generally applies to HRM&D capacity building as well.The systems and processes for managing in local government are generally weak, and this applies to Human Resources Information Management Systems and Processes. This affects leadership ability to make decisions around core aspects of performance but it also affects the ability of HRM&D functions to effectively and efficiently provide support.
58Overarching HRM&D Needs Clarifying/ consolidating/ refining the legislative, regulatory and policy framework that governs HRM&D within local government including a clarification of roles and responsibilities (to the extent that this can be achieved);Creating a framework that can be used as a basis for transforming HRM&D within local government– this framework can be used to:determine the status of municipalities as well as the entire sector to help achieve the developmental status of local government;Define macro, micro and meta strategies and interventions for transforming HRM&D;Monitor, evaluate and report on HRM&D performance at an institutional, district, provincial or national level; andDetermine institutional or sector wide capacity building needs
59Overarching HRM&D Needs Developing a targeted and comprehensive HRM&D capacity building strategy/ programme that:Recognises and appreciates the mandates and responsibilities of the respective entities involved in this sector;Focuses on both administrative and political needs;Recognises and appreciates the different levels of maturity of municipalities;Focuses on institutional needs as well as sector wide needs; and thatIs consistent with approaches for professionalising local government.
61Emerging HRM&D Focus Areas…cont Clarifying/ consolidating/ refining the legislative, regulatory and policy framework that governs HRM&D within local government including a clarification of roles and responsibilities (to the extent that this can be achieved);Creating a framework that can be used as a basis for transforming HRM&D within local government – this framework can be used to:determine the status of municipalities as well as the entire sector to help achieve the developmental status of local government;Define macro, micro and meta strategies and interventions for transforming HRM&D;Monitor, evaluate and report on HRM&D performance at an institutional, district, provincial or national level; andDetermine institutional or sector wide HRM&D capacity building needs.
62Emerging HRM&D Focus Areas…cont Developing a targeted and comprehensive HRM&D capacity building strategy/ programme that:Recognises and appreciates the mandates and responsibilities of the respective entities involved in this sector;Focuses on both administrative and political needs;Recognises and appreciates the different levels of maturity of municipalities;Focuses on institutional needs as well as sector wide needs; andthat Is aligned to the process of professionalising local government; andIn order to support this transformation process, there is a need to target specific areas of value add/ need i.e. priority focus areas
63Draft Local Government HRM&D Strategy TRANSFORMING LOCAL GOVERNMENT HRM&D – THE INTRODUCTION OF A HRM&D MATURITY MODEL
64The Proposed Maturity Model Carnegie Mellon University describes a HRM&D maturity model as a roadmap for implementing workforce practices that continuously improve the capability of an organisation’s workforce in a gradual stepped way.The progressive ‘stages’ of the maturity model result in a transformation of the Municipality’s culture by equipping them with more efficient and productive HRM&D practices.HRM&D capability has been separated into four progressive stages:Transaction-driven HRM&D;Fundamental HRM&D Services;Institutional HRM&D; andDevelopmental HRM&D.
66Core Element: HRM&D Strategy TransactionalFundamentalInstitutionalDevelopmentalNo HRM&D strategy in placeNo process in place for the formulation of an HRM&D strategyHRM&D strategy developed in compliance with legislative/ regulatory requirementsFocus of strategy is to comply with minimum stakeholder requirementsHRM&D professionals work on the HRM&D strategy which comprises a clear agenda for the HRM&D function with some input from line managersStrategic HRM&D performance indicators are defined and implementedHRM&D scenario planning based on internal strategy and external developments e.g. labour market trendsLine managers and HRM&D professionals work as partners to ensure an integrated HRM&D strategy processInternal and external benchmarking is a regular part of the HRM&D strategy process
67Core Element: Vision Transactional Fundamental Institutional DevelopmentalNo HRM&D visionHRM&D Vision developed if it’s part of compliance requirementsHRM&D Vision has limited/ no alignment to business requirementsHRM&D vision clearly relates to business requirementsHRM&D vision is part of a clearly articulated HRM&D strategyLimited involvement by line managers in articulating this visionHRM&D visions linked to various scenariosLine managers actively involved in crafting the vision
68Core Element: Mission Transactional Fundamental Institutional DevelopmentalNo HRM&D mission statementHRM&D mission statement developed as part of compliance requirementsHRM&D mission statement has limited/ no alignment to business requirementsHRM&D mission statement clearly relates to business requirementsHRM&D mission statement is part of a clearly articulated HRM&D strategyLimited involvement by line managers in articulating this mission statementLine managers actively involved in crafting the mission statement
69Core Element: Values Transactional Fundamental Institutional DevelopmentalNo HRM&D values statementHRM&D values statement developed as part of compliance requirementsHRM&D values statement has limited/ no alignment to business requirementsHRM&D values statement clearly relates to business requirementsHRM&D values statement is part of a clearly articulated HRM&D strategyLimited involvement by line managers in articulating this values statementHRM&D values statements are part of overall and long term values statement for the organisationLine managers actively involved in crafting the values statement
70Core Element: Strategic HRM&D Planning TransactionalFundamentalInstitutionalDevelopmentalLittle HRM&D planning takes placeHRM&D gets targets for a limited set of parameters e.g. recruit 10 engineersSome basic data collection on HRM&D takes placeActivities with respect to HRM&D are mainly transactional, individually orientedHRM&D focus is primarily on basic processes & practicesHRM&D advises business on specific issues on an ad hoc basisHRM&D contributes on an ad hoc basis to the planning processes, covering some people related issues in the strategic plansHRM&D planning is taking place, however it is still fragmented and linkage with overall strategy is weakFor the majority of HRM&D processes, data collection is taking place however follow up is limited and not integrated with the business cycleSystematic data collection and KPIs for some core HRM&D processes are in placeSome analysis regarding capabilities is taking placeHRM&D is part of the business management teamMedium term HRM&D planning is defined (Limited to IDP framework)Annual HRM&D focus and action planning within a longer term framework is clearly definedStrategic HRM&D performance indicators are defined and implementedHRM&D proactively gives input on a number of HRM&D issues as part of the strategy development processInternal and external benchmarking is a regular part of the HRM&D strategy processHRM&D scenario planning based on internal strategy and external developments e.g. labour market trendsThese scenario plans play a key role in the strategic planning processLine managers and HRM&D professionals work as partners to ensure an integrated HRM&D planning process
71Core Element: Sourcing and Placing TransactionalFundamentalInstitutionalDevelopmentalLittle or no evidence of established staffing policies and processesManagement and HRM&D are involved in staffing decisionsBasic data requirements to support sourcing and placement decisions is availableRecruitment, internal mobility and/or retention actions are taken on an ad hoc basisInternal mobility is dealt with on a case by case basisLimited or no succession planningLimited or no orientation of newly recruited/ placed staffBasic recruitment and selection policy and processes in placeSome alignment to the HRM&D plan of the organisationRetention of key staff is ad hoc and is not informed by any strategy of the institutionRecruitment and selection strategy in place and aligned to the IDPRecruitment and selection decisions informed by an IDP aligned HRM&D planRetention of key staff informed by a clearly articulated retention strategyRecruitment and selection policy is aligned to future institutional requirementsPotential candidates are sourced from pools that are established across the sectorStaffing options are not only limited to recruiting to fill vacant posts on the establishmentSuccession planning and career planning is an integral part of the recruitment and selection processLabour market strategies in placeRedundancy management supported by outplacement support is a continuous process to manage quality of staff
72Core Element: Capacity Building TransactionalFundamentalInstitutionalDevelopmentalLimited or little visible attention for employee developmentEmployee development strategies and plans largely driven by individual needsLittle or no alignment between employee development to performance managementWorkplace skills planning is largely a compliance driven exerciseLimited or no measurement of the effectiveness of training and development interventionsPolicies and procedures for employee development in placeTraining and development takes place in line with the work place skills plan of the organisationWorkplace skills planning processes driven by business unit needsMeasurement focused primarily on outputsIndividual development plans aligned to institutional needs and performance requirementsEmployee development processes largely driven by medium term institutional needsWorkplace skills planning is an integral part of the IDP and workforce planning processesMeasurement largely focused on outputs with some focus on outcomesFocus on positioning the institution as a learning organisationEmployee development aimed at addressing long term needs and future scenarios and is not limited to building institutional capacityMeasurement focused on defined outcomes
73Core Element: Performance Management TransactionalFundamentalInstitutionalDevelopmentalLittle evidence of a performance management policy or process in placePerformance management is partly linked to the organisation’s objectivesPerformance reviews take place on an ad hoc basisMainly a paper based processSystem in place for the management of performancePerformance management focuses on developmentIndividual and team target setting linked to specific business objectivesAd hoc enforcement of the system across the organisationPerformance management is systematically deployed at monitored at all organisational levelsThe effectiveness of the process is evaluated annuallyThere is a formal reward and recognition process in place and the link to performance is clearly definedPerformance management is embedded in the organisational culture, owned by management and used as an essential management process to drive improvement across all levels of the organisation
74Core Element: Remuneration and Reward TransactionalFundamentalInstitutionalDevelopmentalA basic remuneration and reward policy and process in placeA predefined process is used for salary reviewsA basic policy for incentives in placeA normative grading system in placeBasic programme for non-financial recognition in placeTeam recognition is part of the policyCosts of rewards are effectively managedPolicy is derived from business requirementsPerformance linked incentives and recognitionReward and recognition policy are market competitivePolicies continuously support and challenges employees to achieve excellenceExternal labour market data is used as a benchmark
75Core Element: Exit Management TransactionalFundamentalInstitutionalDevelopmentalFocus is on compliance with minimum requirementsBasic policies and procedures in place for commonly accepted scenariosHRM&D role is primarily transactionalPolicies and procedures cover all scenariosInstitution wide exit management strategies in placeRobust options in place for the management of exits on a sectoral basis
76Core Element: Organisational Culture, Development and Effectiveness TransactionalFundamentalInstitutionalDevelopmentalThe HRM&D function has little awareness of the organisational capabilitiesThere is no translation of business strategy into organisational capabilitiesOrganisational structure review processes are ad hoc and not informed by the strategic needs of the organisationPeople engagement and the overall climate of the organisation are not priority issues on the management agendaSome understanding of some of the cultural elements through culture surveysStrengths and weaknesses of existing organisation are described in terms of leadership, culture, organisation and people competencePeople engagement and the overall climate form part of the management agendaSome change elements defined but no targeted strategy for addressing these issues across the organisationOrganisational review processes are undertaken as part of the IDP processSome elements of service delivery modeling evident during organisational review processesThere is an integral approach with regards to the creation of a conducive culture but this is largely driven by HRM&D with the support of line managersScenario planning based on external developments is regularOrganisational reengineering processes are informed by a long term strategy and outline scenariosCross functional management teams including HRM&D, create a systematic way of understanding the key HRM&D drivers for future success, gap analysis thereof and action planningTargeted capacity building initiatives to create a conducive culture
77Core Element: Employee Relationship Management TransactionalFundamentalInstitutionalDevelopmentalBasic policies and processes in placeEmployee relationship management is generally reactivePrimary focus is on compliance or crisis managementHRM&D participates in relevant committees and forumsEmployee relationship management generally seen as an HRM&D responsibilityManagement and HRM&D actively participates in relevant forums and committeesStructure engagements with relevant stakeholdersManagement ownership of internal communications processesManagement takes responsibility for managing employee relationships within their areasProactive engagement and involvement of partners in defining implications in lieu of future scenarios
78Core Element: Talent Management TransactionalFundamentalInstitutionalDevelopmentalLittle or no attention to talent managementIdentification of managerial potential is coincidental (Vacancy driven)Little attention to career planning and development needsSome attention to talent identificationSome attempts are made to define specific training programmesCareer and development planning processes not linked to a competency modelCoaching is provided incidentally or on requestFocus on individualsTalent pipeline not well definedTalent pipeline well definedProcesses for identifying talent pools and developing appropriate programmes are in placeManagement takes ownership of coachingFuture needs are quantitatively and qualitatively analysedFuture organisational needs are translated into competency profiles and implementedTalent management practices are review on a continuous basisLeaders deliver leader-led programmes
79Core Element: HRM&D Administration and Reporting TransactionalFundamentalInstitutionalDevelopmentalHRM&D administration and reporting is largely compliance drivenHRM&D policies and guidelines made available on requestHRM&D primarily responsible for administration & reportingSome HRM&D policies and guidelines available on the intranetLine managers take responsibility for some core HRM&D transactions e.g. leaveSelf service options compliment core HRM&D responsibilitiesHRM&D administration and reporting approaches compliment institutional excellence
80Core Element: HRM&D Assurance and Wellness TransactionalFundamentalInstitutionalDevelopmentalNo policy or limited attention to health and safety issues other than based on severe incidentsBasic data and statistics on health and safety incidents in placeHealth and safety audits undertaken to inform a more robust strategy and programmeDetailed health and safety data is availableProactively, management defines a policy on health and safety in broader perspective that may include programmes to improve health and well- beingHealth and safety are embedded as part of the culture of the organisationPolicy and practices that are in place prove to provide a competitive advantageHealth and safety practice, including employee’s perception of their working environment and their employer are a benchmark
81Core Element: Information Systems and Technology TransactionalFundamentalInstitutionalDevelopmentalLimited or no information systems or technologyBasic information systems and technology in place for core processesIntegrated system in place for all HRM&D processesInteractive tools available for specific HRM&D processesSystem integrated with other institution-wide systemsCore Element: HRM&D Competence and BenchmarkingTransactionalFundamentalInstitutionalDevelopmentalHRM&D competence and functionality is generally seen as not strategicHRM&D competence and functionality is relatively comparable to other similar institutions for core specific functional areas or clients internallyHRM&D competence and functionality seen as being on par with good practices within the sectorHRM&D competence and functionality is defined as standard setting within the sector
82Core Element: HRM&D Value Proposition TransactionalFundamentalInstitutionalDevelopmentalHRM&D is seen as a hindrance (necessary evil)HRM&D is seen as the foundationHRM&D is seen as a facilitatorHRM&D is seen as an enabler and strategic partner
84The Draft HRM&D strategy Draft Local Government HRM&D StrategyThe Draft HRM&D strategy
85The Guiding Principles A common set of principles is the basis for realising the established vision, and a basis upon which all can act to ensure buy-in. These principles form the basis of a process through which consensus is derived on additional principles that may be appropriate for promoting overall success in implementing the HR strategy.Focus on all stakeholdersFocus on CohesivenessRecognise Contextual DifferencesFlexibility and AdaptabilityMaintain a Performance FocusPromote the Agenda of Development
87HRM&D STARTEGY ACTION PLANS Draft Local Government HRM&D StrategyHRM&D STARTEGY ACTION PLANS
88HRM&D Strategy Action Plans Strategic ObjectiveTo reposition HRM&D within the context of developmental local governmentInitiative/ ActivityTasksKey Performance IndicatorTargetResponsibilityTo redefine the HRM&D value propositionDevelopment/ confirmation of a common set of performance indicators for measuring HRM&D performanceHRM&D performance indicators confirmed within stipulated timeframesJune 2013SALGA (National or Provincial) - Facilitation of entire processMunicipalities (participation and provision of inputs)DCOG (National or Provincial) – Provision of inputs and direct supportDevelopment/ Confirmation of a common set of norms and standards for assessing HRM&D performanceHRM&D norms and standards confirmed within stipulated timeframesPublication/ gazetting of the indicators, norms and standardsHRM&D indicators, norms and standards published/ gazettedAugust 2013SALGA – PublicationDCOG - Gazetting
89HRM&D Strategy Action Plans Strategic ObjectiveTo reposition HRM&D within the context of developmental local governmentInitiative/ ActivityTasksKey Performance IndicatorTargetResponsibilityIn line with the status of the public service report, as issued by the Public Service Commission, consider a “status of the local government report” focusing on key HRM&D indicators, norms and standardsDevelop concept paper on the state of HRM&D in local governmentConcept paper developedDecember 2013SALGA (National or Provincial) - Facilitation of entire processMunicipalities (participation and provision of inputs)DCOG (National or Provincial) – Provision of inputs and direct supportEstablish systems and mechanisms for collecting and reporting on HRM&D transactions and performanceSystems and mechanisms establishedDecember 2014Collect data on the status of HRM&D in local governmentData collection completeJune 2015Publication of reportFirst report publishedJuly 2015 (First report and then annually after that)
90HRM&D Strategy Action Plans Strategic ObjectiveTo reposition HRM&D within the context of developmental local governmentInitiative/ ActivityTasksKey Performance IndicatorTargetResponsibilityThe development of an ideal HRM&D model - This will allow for LG to profile and thereby uniform certain HRM&D requirementsDevelop a generic structure for HRM&D at municipal levelGeneric HRM&D structure/s approved within stipulated timeframesJune 2013SALGA (National or Provincial) - Facilitation of entire processMunicipalities (participation and provision of inputs)DCOG (National or Provincial) – Provision of inputs and direct supportDevelop generic profiles for HRM&D practitioners i.e. outputs, job grades, competencies, attributes etcGeneric HRM&D profiles approved within stipulated timeframesDevelop remuneration guidelines for HRM&D practitionersHRM&D remuneration guidelines approved within stipulated time framesAugust 2013
91HRM&D Strategy Action Plans Strategic ObjectiveTo reposition HRM&D within the context of developmental local governmentInitiative/ ActivityTasksKey Performance IndicatorTargetResponsibilityReview legislative, policy and regulatory framework that governs local government with a specific focus on HRM&D implicationsConfirmation of legislation, policies and regulations which may need to be amended (and motivation thereof)Report outlining key findings as well as an action plan for addressing pertinent issues adopted within stipulated time framesDecember 2013SALGA – Facilitation of the processDCOG - Provision of inputs and direct supportRoll out of the action plan in line with the review% completion of the roll out processOn-goingTo be determined
92HRM&D Strategy Action Plans Strategic ObjectiveTo ensure that HRM&D is governed effectivelyInitiative/ ActivityTasksKey Performance IndicatorTargetResponsibilityTo confirm HRM&D governance requirementsConsolidate HRM&D compliance requirementsCompliance dictionary approved within stipulated time framesJune 2013SALGA (National or Provincial) - Facilitation of entire processMunicipalities (participation and provision of inputs)DCOG (National or Provincial) – Provision of inputs and direct supportDevelop a generic HRM&D governance model for municipalitiesHRM&D governance model approved within stipulated timeframesDecember 2013
93HRM&D Strategy Action Plans Strategic ObjectiveTo ensure that HRM&D is governed effectivelyInitiative/ ActivityTasksKey Performance IndicatorTargetResponsibilityTo build the capacity of HRM&D governance structures at a municipal levelDevelop an HRM&D governance handbook and toolkitHRM&D governance handbook and toolkit published by target dateDecember 2013SALGA (National or Provincial) - Facilitation of entire processMunicipalities (participation and provision of inputs)DCOG (National or Provincial) – Provision of inputs and direct supportDevelop a training programme for HRM&D governance practitionersProgramme developed by targetedJune 2014Implement a training programme for HRM&D governance practitionersNumber of practitioners trainedJuly 2014 and On-goingSALGA (National or Provincial) - Facilitation of entire process
94HRM&D Strategy Action Plans Strategic ObjectiveTo adopt and implement a wide set of options for capacity development in order to meet the demands of local government, on both political and administrative levelsInitiative/ ActivityTasksKey Performance IndicatorTargetResponsibilityDefine what developmental and capacity support is required to sustain the future HRM&D practitioner/s, line managers and political principlesDevelop a competency framework for HRM&D professionals, line managers and political principles in line with the HRM&D modelCompetency framework approved within stipulated time framesDecemberSALGA (National or Provincial) - Facilitation of entire processMunicipalities (participation and provision of inputs)DCOG (National or Provincial) – Provision of inputs and direct supportUndertake a competency audit of all HRM&D practitioners, line managers and political principlesCompetency audit completed for all HRM&D practitioners, line managers and political principlesDecemberDevelopment a competency development strategy to address critical gaps identified in the auditCompetency development strategy for HRM&D practitioners and line managersJune 2015Implementation of the competency development strategyLevel of implementation of the strategyImpact of the implementation of the strategyOn-going (In line with the plan)
95HRM&D Strategy Action Plans Strategic ObjectiveTo adopt and implement a wide set of options for capacity development in order to meet the demands of local government, on both political and administrative levelsInitiative/ ActivityTasksKey Performance IndicatorTargetResponsibilityUndertake an audit of all municipalities in line with the maturity modelDevelopment of audit instruments and planMunicipal audits completed within stipulated timeframesDecemberSALGA (National or Provincial) - Facilitation of entire processMunicipalities (participation and provision of inputs)DCOG (National or Provincial) – Provision of inputs and direct supportMunicipalities undertake self assessments including the provision of evidenceSelf assessments for all municipalities completedMarch 2013Verification of outcomes of the self assessmentsSelf assessment outcomes verifiedJune 2013Publication of outcomes of the audit including detailed recommendations on how to close the gapsOutcomes published in line with stipulated requirementsJuly 2013
96HRM&D Strategy Action Plans Strategic ObjectiveTo adopt and implement a wide set of options for capacity development in order to meet the demands of local government, on both political and administrative levelsInitiative/ ActivityTasksKey Performance IndicatorTargetResponsibilityFormulate and implement a capacity building strategy/ programmeDevelopment of sector- wide and institutional development plansPlans developedJuly 2013SALGA (National or Provincial) - Facilitation of entire processMunicipalities (participation and provision of inputs)DCOG (National or Provincial) – Provision of inputs and direct supportImplement sector wide and institutional development plansLevel of implementation of the sector wide and institutional development plansOn-going (Dependent on the plans)
97Proposals For Key Focus Areas: Performance Management Culture transformation:Effectively transform the culture to allow for performance management to thrive. A transformation and change management initiative is critical in this regard;Encourage a culture which supports the achievement of excellence and encourages innovation and creativity; andCreate a ‘can do’ culture to encourage sensible risk taking and innovationConsider developing or procuring a generic automated system that can be used by municipalities that have reached the necessary level of maturity to use an automated system;Ensure that individual performance is linked to the achievement of institutional objectives (Audit and revise systems in this regard);Incorporate key performance management activities and processes to the norms and standards for HRM&D, with a clear allocation of responsibilities – this should be included in the report on the status of local government. Examples would include reporting on number of employees that have undergone formal performance reviews;
98Proposals For Key Focus Areas: Performance Management Consider the establishment of a performance management learning network to facilitate the sharing of best practices and lessons learnt with regards to performance management;Establishment of a panel of experts who can advise and/or provide direct support to Councillors, Management and staff with regards to performance management; andReconsider linking rewards to performance management processes, at least until systems are mature enough to allow for effective rewards and incentives. This is in line with best practices in this regard and while it may prove controversial will allow for performance management to be embedded at an institutional level.
99Proposals For Key Focus Areas: Employee Relations And Wellness The establishment of a learning network to facilitate the sharing of information on best practices and lessons learnt with regards to employee relations and wellness;The development of a generic framework for managing employee wellness – it should be noted that DPSA has developed a comprehensive framework and strategy that can be adapted for local government;Establishment of a panel of experts who can advise and/or provide direct support to Councillors, Management and staff with regards to employee relations and wellness;Develop frameworks and a culture of involving and listening to employees and their representatives through formal and informal mechanisms in order to promote effective employee relations, improve job satisfaction and secure the workforce’s commitment to the objectives and priorities;Provide and maintain a comprehensive and modern set of HR strategies, policies and procedures to support and underpin local government’s or a municipality’s aim of being a good employer;Promote and support effective relationships with recognised trade unions;
100Proposals For Key Focus Areas: Employee Relations And Wellness Provide Occupational Health support to managers and employees including the promotion of healthy life styles and basic health surveillance.Provide a supportive management culture, which identifies and addresses the causes of work related stress.Provide safe and healthy workplaces and systems of working and promote employee welfare and well being in the best interests of employees and the municipalities; andProvision of training and development opportunities to address inherent capacity gaps.
101Proposals For Key Focus Areas: HR Planning The development of a common HR planning framework and process – consideration should be given to adapting the public sector wide framework and approach in this regard;The establishment of a learning network to facilitate the sharing of information on best practices and lessons learnt with regards to HR planning;Establishment of a panel of experts who can advise and/or provide direct support to Councillors, Management and staff with regards to HR planning; andProvision of training and development opportunities to address inherent capacity gaps.
102Proposals For Key Focus Areas: Organisational Development The development of a common OD framework and process – consideration should be given to adapting the public sector wide framework and approach in this regard;The establishment of a learning network to facilitate the sharing of information on best practices and lessons learnt with regards to OD;Establishment of a panel of experts who can advise and/or provide direct support to Councillors, Management and staff with regards to OD; andProvision of training and development opportunities to address inherent capacity gaps.
103Proposals For Key Focus Areas: Culture and Mindset Change The development of a common OD framework and process – consideration should be given to adapting the public sector wide framework and approach in this regard;The establishment of a learning network to facilitate the sharing of information on best practices and lessons learnt with regards to OD;Establishment of a panel of experts who can advise and/or provide direct support to Councillors, Management and staff with regards to OD; andProvision of training and development opportunities to address inherent capacity gaps.
104Proposals For Key Focus Areas: HR Information Management The acquisition or development of a uniform system for managing HR information within local government – this will ensure the standardisation of processes and practices;Provision of direct support to municipalities that urgently require support with regards to HR information management; andProvision of training and development opportunities to practitioners with regards to HR information management.
105Proposals For Key Focus Areas: Transversal Issues Programme and Project management;Journey Management;Change management and Communication.
106Critical success factors Draft Local Government HRM&D StrategyCritical success factors
107Critical Success Factors Stakeholder buy in: Obtain agreement on approach and support for an integrated approach across all spheres of government and with all relevant role players; andResources: Sufficient resources to plan and implement the various interventions.Risk Management: The adoption of a proactive risk management strategy to ensure successful achievement of the objectives contained herein.Roles and Responsibilities: Clearly articulating the roles and responsibilities of all the stakeholders that will be involved during implementation; andIntegration: Ensuring that the consideration is given to other processes that are currently underway or are envisaged within local government and in government in general that may be similar or may impact on what has been proposed in this strategy.
108Risks and risk mitigation strategies Draft Local Government HRM&D StrategyRisks and risk mitigation strategies
109Risks and risk Mitigation Strategies Likely impactRisk Mitigation Options/ StrategiesConsidering the current status, the proposals contained herein may be considered a bridge too farLess vigour in implementing the recommendationsImplementation of quick winsChange managementLack of resources to implement the strategy in its entiretyLimited implementation of the strategyDevelopment of are sourcing planning, including sources etc.Lack of stakeholder buy inResistance to changeUndertake a deliberate strategy to promote the strategy and create awareness and understanding of its value, implications for local government etc.
110Draft Local Government HRM&D Strategy conclusion
111ConclusionA fully functional HRM&D function is critical in ensuring delivery at an institutional level. A local government wide HRM&D strategy provides a basis for defining the critical issues that need to be addressed and how they need to be addressed in order to ensure that the vision of a developmental local government is achieved.This HRM&D strategy represents the first step in transforming HRM&D within local government and is an attempt at defining the future status of HRM&D within the sector.Whilst this strategy does not address all the issues and challenges, the models presented herein provide a basis for defining critical areas of work that provide the basis for defining the value add of a developmental HRM&D function.