DEVELOPMENT OF COMMON HRM

1

• DEVELOPMENT OF COMMON HRMD NORMS AND STANDARDS
  FOR A SINGLE PUBLIC SERVICE
• HRM STEERING COMMITTEE Burgers Park Hotel 23
  January 2008 Leon Pretorius

2
OVERVIEW

• Objectives
• Scope
• Methodology
• Fieldwork findings
• Framework for Norms and Standards
• Functional Practices
• Way forward

3
PROJECT OBJECTIVES

• The objectives of this project were broadly to
• define the concept of norms and standards and
  develop norms and standards relating to
  employment practices and human resource
  development for the three spheres of government
• scope and document HRMD policies and practices
  to determine currently prevailing norms and
  standards
• conduct research on human resource management and
  development legislation, policies and practices,
  with particular emphasis on the sphere of local
  government and
• scope and document similarities and differences
  in the labour relations frameworks applicable to
  national, provincial and local government.

4
PROJECT SCOPE

• To review prevailing human resource management
  legislation, policies and practices in local
  government and the Public Service, and to develop
  a common set of norms and standards pertaining to
  employment practices, including, inter alia
• Human Resource Planning and Employment Equity
• Recruitment and selection
• Conditions for employment
• Career management and promotions
• Retention measures
• Mobility arrangements between spheres, including
  but not limited to transfers and secondments

5
PROJECT SCOPE (2)

• Employee performance management systems
• Competency frameworks
• Financial disclosure
• Human resource development
• Labour/employee relations and
• HRIS/Organisational systems.

6
POLICY IMPACT

• The set of common norms and standards developed
  by this project needs to be in synergy with the
  envisaged Public Administration Management Act
  and must inform/support the development of
  regulations and policies

7
OUTPUTS

• A research report with a comparative analysis of
  the prevailing employment legislation, policies
  and practices
• Proposals on common norms and standards
• Proposals regarding areas where common norms and
  standards are not feasible
• A roadmap for implementation

8


9
METHODOLOGY
10
PROCESS

• Individual Interviews
• 10 National Departments
• 4 Provincial Departments
• 16 Municipalities
• Provincial Workshops
• 172 Municipalities in workshops
• 61 of all municipalities participated in all
  nine provinces

11
PROCESS (2)

• National Departments
• Department of Land Affairs
• Department of Education
• Department of Provincial and Local Government
• Department of Public Service and Administration
• National Department of Health
• Department of Labour
• Department of Foreign Affairs
• South African Police Service
• Department of Defence
• Department of Water Affairs and Forestry

12
PROCESS (3)

• Provincial Departments
• Gauteng Department of Local Government
• Limpopo Office of the Premier
• KwaZulu-Natal Department of Health
• Western Cape Department of Local Government

13
PROCESS (4)

• Municipalities
• Waterberg (LP)
• Modimolle (LP)
• Polokwane (LP)
• Ethekwini (KZN)
• Ekurhuleni (GP)
• Midvaal (GP)
• City of Cape Town
• Cape Winelands (WC)
• Saldanha (WC)
• Overstrand (WC)
• Nelson Mandela (EC)
• Amatole (EC)
• Great Kei (EC)

14
PROCESS (5)

• Municipalities
• Camdeboo (EC)
• Francis Baard (NC)
• Gamagara (NC)
• Rustenburg (NW)

15
PROCESS (6)

• Validation
• Reference group
• Steering Committee
• Six workshops
• Gauteng, Limpopo, North West
• Free State, Northern Cape
• Western Cape
• Eastern Cape
• KZN
• National and Provincial Departments

16
PROCESS (7)

• Attendance in Workshops
• National Departments -17
• Provincial Departments - 53
• Municipalities 154 (54 of all municipalities)

17
FIELDWORK OBSERVATIONS

• Long periods for filling vacancies
• In some instances whole top structure is replaced
  after elections
• Employees are acting for long periods in vacant
  posts
• Unions are strongly involved in development of HR
  policies used in municipalities and most of the
  policies are based on collective bargaining

18
OBJECTIVES OF NS

• To increase operational efficiency and
  effectiveness of public administration
  institutions
• To support the notion of Strategic HRM
• To harmonize HRMD practices in public
  administration institutions
• To provide measurable values against which the
  management and development of human resources may
  be monitored and evaluated

19
Norms Standards

• A norm can generally be defined as a preference
  to act in a particular manner it can also be a
  set of agreed principles to be applied. In the
  context of HRMD norms present the baseline
  according to which the MPSA, EAs and heads of
  institutions may execute their powers and
  responsibilities
• A standard can be defined as the minimum measure
  or level at which HRMD services must be
  delivered and it can have a time, cost,
  quality/quantity or equity dimension
• The MPSA must define such norms and standards and
  give effect thereto by making regulations,
  determinations and directives
  

20
NORMS AND STANDARDS FRAMEWORK
21
FUNCTIONAL PRACTICES

• Delegations, Authorisations and Responsibilities

22
FUNCTIONAL PRACTICES

• Human Resource Planning and Development

23
FUNCTIONAL PRACTICES

• Human Resource Planning and Development

24
FUNCTIONAL PRACTICES

• Human Resource Planning and Development

25
FUNCTIONAL PRACTICES

• Human Resource Planning and Development

26
FUNCTIONAL PRACTICES

• Human Resource Planning and Development

27
FUNCTIONAL PRACTICES

• Human Resource Planning and Development

28
FUNCTIONAL PRACTICES

• Human Resource Planning and Development

29
FUNCTIONAL PRACTICES

• Human Resource Planning and Development

30
FUNCTIONAL PRACTICES

• Human Resource Planning and Development

31
FUNCTIONAL PRACTICES

• Human Resource Information Management

32
FUNCTIONAL PRACTICES

• Working Environment

33
FUNCTIONAL PRACTICES

• Working Environment

34
FUNCTIONAL PRACTICES

• Working Environment

35
FUNCTIONAL PRACTICES

• Appointments, Transfers, Promotions and
  Terminations of Service

36
FUNCTIONAL PRACTICES

• Appointments, Transfers, Promotions and
  Terminations of Service

37
FUNCTIONAL PRACTICES

• Appointments, Transfers, Promotions and
  Terminations of Service

38
FUNCTIONAL PRACTICES

• Appointments, Transfers, Promotions and
  Terminations of Service

39
FUNCTIONAL PRACTICES

• Appointments, Transfers, Promotions and
  Terminations of Service

40
FUNCTIONAL PRACTICES

• Appointments, Transfers, Promotions and
  Terminations of Service

41
FUNCTIONAL PRACTICES

• Performance Management

42
FUNCTIONAL PRACTICES

• Performance Management

43
FUNCTIONAL PRACTICES

• Performance Management

44
FUNCTIONAL PRACTICES

• Human Resource Development (HRD)

45
FUNCTIONAL PRACTICES

• Human Resource Development (HRD)

46
FUNCTIONAL PRACTICES

• Labour Relations

47
FUNCTIONAL PRACTICES

• Labour Relations

48
FUNCTIONAL PRACTICES

• Professional Conduct

49
FUNCTIONAL PRACTICES

• Professional Conduct

50
FUNCTIONAL PRACTICES

• Financial Disclosure by Heads of Public
  Administration Institutions and Designated
  Employees

51
FUNCTIONAL PRACTICES

• Financial Disclosure by Heads of Public
  Administration Institutions and Designated
  Employees

52
FUNCTIONAL PRACTICES

• Financial Disclosure by Heads of Public
  Administration Institutions and Designated
  Employees

53
WAY FORWARD

• Inputs from the dplg and SALGA on the proposed
  norms and standards will be taken into
  consideration
• The proposed norms and standards will inform the
  drafting of Regulations
• Further consultation will form part of the legal
  drafting process

54

• Siyabonga/Thank you