RECRUITMENT AND RETENTION STRATEGY

1
RECRUITMENT AND RETENTION STRATEGY
Portfolio Committee Presented by CDC Corporate
Services Date 24 June 2008
2
PURPOSE OF PRESENTATION

• BACKGROUND ON RECRUITMENT IN THE DCS
• COMPLICATING FACTORS AND CHALLENGES
• PRINCIPLES OF THE RECRUITMENT AND RETENTION
  STRATEGY
• INTERVENTIONS FOR STRATEGY IMPLEMENTATION
• PROVIDE INFORMATION ON THE ESTABLISHMENT GROWTH
  AND BUDGET IMPLICATIONS

3
BACKGROUND

• The Departments establishment experienced a
  positive growth of 21,9 in the financed
  establishment from 2005 to date. This relates
  mainly to the creation of posts for the
  implementation of the 7 day establishment (8311)
  and for the implementation of the White Paper.
• See illustration in the graphs below

4
Establishment Growth DCS 1 Apr 2005 to 31 May
2008
5
Current statistical breakdown per occupational
class as at 31 May 2008
Occupational Class Financed Actual Vacant Vacancy rate
Nursing and Support 1 103 745 358 32
Management and Support 932 589 343 36
Engineering and Support 2 2 0 0
Information Technology 145 82 63 43
Legal and Support 41 21 20 48
Medical Science and Support 203 73 130 64
Chaplains 50 36 14 28
Social Workers 773 521 252 32
Educationists 571 450 121 21
Custodian and Support 42 445 38 871 3 574 8
TOTAL 46 265 41 390 4 875 10,5
6
COMPLICATING FACTORS AND CHALLENGES

• Shortage of scarce skills in the Country
• Non competitive remuneration packages
• Emigration of professionals to private sector
  within the country and abroad
• Poaching by other Departments / Private Sector

7
COMPLICATING FACTORS AND CHALLENGES cont..

• Lack of growth opportunities
• Impact of HIV/AIDS
• Spouse relocations
• Stressful work environment
• Unpredictable and dangerous working conditions
• Changing working environment

8
RECRUITMENT AND RETENTION STRATEGY

• Department of Correctional Services developed a
  Recruitment and Retention Strategy to mitigate
  these challenges
• Objectives of the Strategy are to
• - Provide a framework for recruitment and
  retention of employees with specific emphasis on
  scarce skills
• - Address concerns that impact negatively on
  service delivery
• - Create an organisational culture that would
  attract retain employees
• - Ensure development and growth of employees
  through a comprehensive training framework

9
KEY PRINCIPLES OF THE STRATEGY

• Effective human resource provisioning
• Induction
• Granting of a higher salary to recruit employees
  with required competencies
• Analysing staff mobility and turnover trends

10
KEY PRINCIPLES OF THE STRATEGY cont

• Rewarding excellence
• Provision of enhanced service benefits
• Maintaining sound employee relations
• Effective/proactive management of service
  terminations and using termination trends to
  inform recruitment
• Monitoring, evaluation and reporting on all human
  resources processes which affect recruitment and
  retention.

11
KEY PRINCIPLES OF THE STRATEGY cont

• Training/Career development
• Provision of growth opportunities
• Provision of support mechanisms
• Competitive remuneration system
• Addressing the organizational culture
• Improving employee wellness
• Provision of scarce skills and rural allowance

12
RECRUITMENT AND RETENTION STRATEGY IMPLEMENTATION

• Various actions and strategies were embarked upon
  in implementing the strategy, such as
• Head Hunting
• Counter offers
• Awarding Bursaries to scarce skills
• Upgrading Salaries
• Participation in the development and
  implementation of occupation specific
  dispensation for various professions

13
RECRUITMENT AND RETENTION STRATEGY IMPLEMENTATION
cont

• In the area of scarce skills the Department
  advertises vacant posts on a regular basis and
  has also implemented head hunting in respect of
  Nurses, Pharmacists, Medical Practitioners and
  Psychologists.
• Medical Practitioner salaries were upgraded to
  the top notch of Salary Level 12 which led to
  the filling of 12 posts out of 15 financed posts
  successfully.

14
RECRUITMENT AND RETENTION STRATEGY IMPLEMENTATION
cont

• The Commissioner has approved the
  translation of all Professional Nurses to the
  occupational stream of Primary Health Care.
  This approval offers a higher compensation
  package which will ensure a more effective
  retention strategy for this critical occupation.

15
RECRUITMENT AND RETENTION STRATEGY IMPLEMENTATION
cont..

• The Department is currently in process of
  filling 213 entry level positions for Nurses in
  line with the new OSD for Nurses and this
  impact will be experienced from 1 July 2008.
• The vacant posts on entry level for the
  Custodian and Support Occupational Class have
  also been advertised during December 2007 and a
  total of 1700 new employees are scheduled for
  appointment before 1 July 2008.

16
RECRUITMENT AND RETENTION STRATEGY IMPLEMENTATION
cont

• The Department implemented a higher level (Level
  7) for intern Psychologists. The salary level of
  Pharmacists have been upgraded to salary level 8
  in order to attract qualified Pharmacists.
• Scarce skills and rural allowances are also paid
  to the Health Professionals with the exception of
  the Nurses as an attraction and retention
  strategy.
• The creation of Centres of Expertise is being
  pursued- first for Psychologists

17
HEAD HUNTING STATISTICS1 April 2007 31 May 2008
OCCUPATIONAL CLASS POSTS HEAD HUNTED
PHARMACIST 5
PSYCHOLOGIST 8
NURSES 41
MEDICAL PRACTITIONERS 5
TOTAL 59
18
APPROVED COUNTER OFFERS1 April 2007 TO 31 May
2008
OCCUPATIONAL CLASS TOTAL
PHARMACIST 2
PSYCHOLOGIST 1
NURSES 2
EDUCATIONIST 1
MANAGEMENT AND SUPPORT 8
CUSTODIAN AND SUPPORT 10
TOTAL 24
19
BURSARIES AWARDED
OCCUPATIONAL CLASS TOTAL
PHARMACY 9
PSYCHOLOGY 15
NURSING 46
MEDICINE (MBCHB) 6
SOCIAL WORK 123
TOTAL 199
20
REASONS FOR THE R 500 MILLION INCREASE IN
COMPENSATION OF EMPLOYEES EXPENDITURE

• Compensation of employees expenditure increased
  from R5,107,422 in 2005/6 to R5,618,917 in 2006/7
  an increase of R511,495.
• The reason for this increase was the growth in
  the filled post establishment from 36,385 as at
  31 March 2006 to 40,795 as at 31 March 2007 a
  growth of 4410.
• This growth was mainly in the Custodian Personnel
  occupation which grew from 33,981 to 37,244 as a
  result of the entry level recruitment for the 7
  Day Establishment.
• There was also increased recruitment for other
  occupational classifications for the
  implementation of the White Paper

21
CONCLUSION

• The attraction and retention of scarce skills
  professionals is not only a Correctional Services
  challenge, but also experienced across the broad
  public service.
• It is envisaged that the implementation of
  Occupational Specific Dispensation for the
  different Occupational Classes will standardise
  compensation in the public service and curb
  poaching and job hopping.
• Above all, the Department of Correctional
  Services still needs to put in double the effort
  in order to change the working environment and
  the image of the Department to that of a
  professional correctional service.

22
THANK YOU Renewing our Pledge A National
Partnership to Correct, Rehabilitate and
Reintegrate Offenders for a safer and secure
South Africa