HR LEARNING FORUM

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HR LEARNING FORUM MARCH 2008 HUMAN RESOURCES
PLANNING STRATEGIC FRAMEWORK GEEVA PILLAY
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OVERVIEW OF THE PRESENTATION

• Purpose and objectives of the strategic framework
• HR Planning in the SA context
• Conceptual model for the HR Planning framework
• Legal and policy Frame work
• HRPSF Parthenon Model
• Pillars of action key government initiatives
• Transversal levers
• Strategic HR Planning cycle
• Strategic HR Planning methodology
• Implementation strategic objectives

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Why Is Strategic Planning for Human Resources
Needed?

• The same environmental uncertainties that
  originally led to the evolution of comprehensive
  strategic business planning have also made
  strategic planning for human resources an
  increasing necessity.
• Changes in economic, technological, geographic,
  demographic, governmental, and social conditions
  necessitate a way to anticipate long-range HR and
  talent needs, instead of merely reacting to
  short-term needs to replace workers.

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WHAT IS HR PLANNING?

• HR planning is an inclusive and dynamic process
  that involves the identification of both current
  and future human resource needs as well as
  potential challenges in order for the department
  to consistently achieve its organisational
  objectives.
• HR planning is the two-way operational link
  between high level strategy and action orientated
  implementation that can be regularly monitored
  and evaluated.
• Therefore HR Planning aims to ensure that a
  department has the right people at the right
  place at the right time, all the time.

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PURPOSE AND OBJECTIVES

• Purpose
• to create an integrated strategic approach to HR
  Planning that will facilitate the development and
  implementation of strategies, tool, and
  interventions to achieve departmental strategic
  objectives and the Governments Programme of
  Action.
• Objectives
• To identify and rectify pertinent HR Planning
  capacity-development gaps
• To provide a framework for HR Planning policies
  and guidelines
• To ensure compliance with HR Planning prescripts
• To address human capital skills challenges
• Increase efficiency and effectiveness of HR w.r.t
  analytics and D.S.S.
• Of critical importance is that this strategic
  framework is a service delivery model for
• departments to adapt during their HR Planning
  process.

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LEGAL AND POLICY FRAMEWORKS
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REGULATORY FRAMEWORK
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Conceptual Model of Human Resources in the Public
Service
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Conceptual Model of Human Resources in the Public
Service
HRIS
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HR PLANNING IN THE SA CONTEXT

• HR Planning a relatively new concept in the SA
  public service
• Absence of proper norms and standards across the
  public service
• HR Planning ensures departments are appropriately
  resourced
• dpsa responsible for developing and reviewing HR
  Planning tools
• samdi/dpsa responsible for fostering
  capacity-development in the public service
• samdi/dpsa responsible for developing unit
  standards for HR Planning
• SA public service is heavily reliant on service
  providers to conduct HR Planning
• Dpsa to Conduct HR Planning at macro level by
  developing a National HR Plan.

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CONCEPTUAL MODEL HR PLANNING FRAMEWORK
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Five Critical Components of the HRP Framework

• The vision and mission for Human Resource
  Planning
• The two strategic programmes through which the
  vision and mission is to be achieved
• The seven core principles underpinning the
  strategic programmes and
• Three key initiatives (Pillars) that underpins
  the attainment of the objectives of the two
  strategic areas of thrust for advancing
  governments priorities for the next decade.
• The four transversal levers of action for the key
  governmental priorities.

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Vision and Mission

• The vision for Human Resource Planning is
• to ensure a dedicated, responsive, and
  productive Public Service having the right
  people, at the right place, at the right time,
  all the time.
• The mission for Human Resource Planning is
  building appropriately sized, adequately
  competent, and sufficiently skilled human capital
  for high performance and enhanced service
  delivery.

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HR PLANNING PRINCIPLES
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Strategic Programmes

• Human Resource Organisational Strategy (HROS) and
  
• Electronic Human Resource Management (e-HRM).
• These strategic functional areas prescribe the
  minimum standards that HR Planning practitioners
  must comply with in carrying-out their roles and
  responsibilities. One of the objectives of these
  strategic programmes is to meet Government-wide
  goals and objectives, departmental legal
  mandates, executive directives and
  pronouncements, as well as set targets that must
  be achieved within given time-periods.

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The Sub Functional Areas Pillars

• Human Resource Organisational Strategy
• PILLAR 1 Human Resource Policy and
  Planning (HRPP).
• Electronic Human Resource Management
• PILLAR 2 Human Resource
  Information Systems (HRIS) and,
• PILLAR 3 Human Resources Analytics and
  Metrics (HRAM)

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PILLAR 1 Human Resource Policy and Planning
(HRPP).

• Signifies the intent of an organisation to
  intervene in specific directions to ensure proper
  and effective human resource development and
  utilisation.
• The goal of human resource policies is to
  continuously develop the potential and
  capabilities of the workforce and to ensure it
  achieves set organisational strategic objectives.
  
• HRPP is a continuous and dynamic process which
  changes as priorities and content of
  organisational strategic objectives changes to
  adapt to the environment.

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e-HRM

• e-HRM is a way of implementing HR strategies,
  policies, and practices in organizations through
  a conscious and directed support of and/or with
  the full use of web-technology-based channels.
  The word 'implementing' in this context has a
  broad meaning, such as making something work,
  putting something into practice, or having
  something realized. E-HRM, therefore, is a
  concept - a way of 'doing' HRM.
• With e-HR, the target group is not the HR staff
  but people outside this department the employees
  and management. HRM services are being offered
  through an intranet for use by employees.
• The difference between HRIS and e-HR can be
  identified as the switch from the automation of
  HR services towards technological support of
  information on HR services.
• The e-HRM business solution is designed for human
  resources professionals and executive managers
  who need support to manage the work force,
  monitor changes and gather the information needed
  in decision-making. At the same time it enables
  all employees to participate in the process and
  keep track of relevant information.

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PULIC SERVICE e-HRM Model
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e-HRM Goals

• Improving the strategic orientation of HRM
• Cost reduction/efficiency gains
• Client service improvement/facilitating
  management and employees.

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PILLAR 2 The Human Resource InformationSystem
(HRIS)

• The purpose of the HRIS is to store, manipulate
  and provide
• data on employees. The HRIS is
• A system used to acquire, store, manipulate,
  analyse, retrieve and distribute pertinent
  information about an organisations human
  resources
• The composite of databases, computer
  applications, and hardware and software that are
  used to collect/record, store, manage, deliver,
  present and manipulate data for Human resources,
• A systematic procedure for collecting, storing,
  maintaining, retrieving and validating data
  needed by an organisation about its human
  resources, personnel activities, and organisation
  unit characteristics,

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PILLAR 3 HR Analytics and Metrics (HRAM)

• The effective use of HR information and HR
• Benchmarks requires a fundamental shift in how HR
  
• managers view their roles, their responsibilities
  and the
• process for determining priorities.
• A change in focus will be required from issues of
• management to a new methodology for determining
  their
• priorities based on impact on organisational
  effectiveness.
• This change is signified by how information is
  utilised.
• Information use will need to evolve from archival
  to
• decision support systems.

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HR ANALYTICS

• Workforce Reporting
• Deliverable Measurements
• We have good, trusted data, So what?
• Workforce Analysis
• Deliverable Awareness
• We have better knowledge of whats happening,
  We think
• Workforce Analytics
• Deliverable Insight
• We know what will likely happen and why itll
  likely happen

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HR METRICS TARGETING
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TRANSVERSAL LEVERS KEY GOVERNMENT INITIATIVES

• Capacity development ensure enhanced service
  delivery
• Organisational support integrated departmental
  operational processes
• Governance processes and systems by which
  departments operate
• Economic growth development responding to the
  millennium development goals and the
  developmental state agenda

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STRATEGIC HR PLANNING CYCLE

HUMAN RESOURCE PLANNING
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The HR Planning Process
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HRPSF IMPLEMENTATION STRATEGIC OBJECTIVES

• To identify and rectify pertinent HR Planning
  capacity development gaps.
• To provide a framework for HR Planning policies
  and guidelines in order to ensure that the Public
  service is able to recruit, manage and retain
  employees of the highest quality.
• To strengthen support departmental HRP
  compliance
• To address human capital skills challenges that
  hampers the execution of service delivery
  initiatives and interventions in the public
  service.
• To strengthen support structures and systems in
  public organizations in creating a sound
  foundation for HRPD practice.
• To ensure that HRP in the Public Sector is
  effectively governed in order to promote
  effective implementation of the strategy

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HRMD Planning System Interaction
Macro Organization Structure Organization
Hierarchies Jobs Grades Positions Organization
Budget
Representation of Demographics Employment
Equity Report (Workforce Profile Report) Lack of
competency framework Workforce Skills Plan Ad-Hoc
Reporting
Linked to the Performance criteria (KPA) for a
specific employee Rolled into Balanced Scorecards
Ad-hoc Reporting
HR Demand
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HR Plan
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Need
Gap Analysis
Monitoring and Evaluation
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HR Supply
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Linked to Recruitment solution Linked to a
Performance Management Solution Linked to a
Learning and Development Solution Ad-hoc Reporting
Workforce Skills Plan Report on Internal
Skills Report on Critical Skills Report on
Competencies Ad-hoc Reporting