Module 8: People and Performance Management

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Module 8 People and Performance Management
Session 1
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Module 8 In this module

1. Legislative Framework
2. Integrated Human Resource Management
3. Shared Vision
4. Strategic HR Planning
5. Job Analysis
6. Recruitment and Selection
7. Strategies for Effective Performance Management
8. Maximising Human Potential

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Module 8 Learning Outcomes

• Understand the HR legislative framework
• Describe Integrated Human Resource Management
• Create a shared vision
• Set performance goals and measures
• Explain the requirements for HR Planning
• Analyse jobs
• Conduct recruitment and selection process
• Manage orientation and induction of staff
• Formulate development plans
• Monitor and evaluate performance.
• Interview staff
• Analyse weak performance and develop plans to
  improve

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Composition of Public Service

• Function and structured in terms of national
  legislation
• Loyally execute the lawful policies of the
  government of the day
• Regulated by national legislation
• May not allow any favouritism or prejudice

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Policies and Legislation Concerning Human
Resource Management

• White Paper on HRM
• Human Resource Framework
• Public Service Act, 1994
• Employment Equity Act 1998
• Labour Relations Act, 1995
• Occupational Health and Safety Act, 1993
• Basic Conditions of Employment Act, 1998
• Training and Development
• White Paper on Public Service Training and
  Education
• Skills Development Act, 1998

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Employment Equity Act, 1998

• Aims to eradicate disparities of the past
• promotes the constitutional right of equality and
  the exercise of true democracy
• eliminate unfair discrimination in employment
• ensures the implementation of employment equity
• aims to achieving a diverse workforce broadly
  representative of the people of South Africa
• promotes economic development and efficiency in
  the workforce

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Skills Development Act (1997)

• Aims
• develop the skills of the South African work
  force
• to increase the levels of investment in education
  and training
• encourage employers to use the work place as an
  active learning environment,
• to encourage workers to participate in
  learnership and other training programmes
• to improve the employment prospects of persons
  previously disadvantaged
• to ensure the quality of education and training
  in and for the workplace
• to assist work seekers to find work
• to provide and regulate employment services

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Acts (summarised)

1. PSA (1994) umbrella for PSA, OD, functions,
   conditions of service
2. EE Act (1998) equality, democracy, fairness,
   equity, representivity, workforce development
   efficiency
3. LRA (1995) rights, unions, participation,
   dispute resolution (ILO compliance)
4. Skills Development Act (1998) - PS training,
   innovations in line with RDP, GEAR,
   Transformation, cap. building

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Testing understanding

• Discuss...
• If you were the Head of Department, how could
  you, in terms of the legislation
• Discipline someone who is late every day
• Provide an employee with extensive leave for
  training
• Recommend a new Department to the PSA
• Justify employing a highly skilled white
  accountant over a lesser skilled Indian worker

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Take a break!
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Previously...

1. PSA (1994) umbrella for PSA, OD, functions,
   conditions of service
2. EE Act (1998) equality, democracy, fairness,
   equity, representivity, workforce development
   efficiency
3. LRA (1995) rights, unions, participation,
   dispute resolution (ILO compliance)
4. Skills Development Act (1998) - PS training,
   innovations in line with RDP, GEAR,
   Transformation, cap. building

Next...
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Module 8 In this module

1. Legislative Framework
2. Integrated Human Resource Management
3. Shared Vision
4. Strategic HR Planning
5. Job Analysis
6. Recruitment and Selection
7. Strategies for Effective Performance Management
8. Maximising Human Potential

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Challenges In HRM

• Globalisation
• Political Changes
• Customer Directed
• Participative Governance
• Continuous Change
• Technology
• Retaining Intellectual Capital
• Ambiguity
• Skilled Workforce

What are some of our other challenges?
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Integrated HRM

• Benefits of human resource approach
• increasing organisational effectiveness
• satisfying employees needs
• Principles
• employees are investments
• satisfy both the economic and emotional needs of
  employees
• balance the needs and meet the goals of the
  organisation and the employee

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Integrated HRM

• What does integrated actually mean
• To make into a whole by bringing all parts
  together unify.
• To join with something else unite.
• To make part of a larger unit integrated the new
  procedures into the work routine.

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Integrated HRM
HRM is the systematic planning, organising,
leading and controlling of interrelated processes
affecting and involving all members of an
organization.

• The processes include
• Human resources planning
• Job and work design
• Staffing
• Training and development
• Performance appraisal and review
• Compensation and reward
• Employee protection and representation
• Organization improvement

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Links together and to Mission Strategy
French, WL
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Strategy

• Strategy is not
• a response to short-term fluctuations
• merely numbers projecting the bottom line 3-5
  years
• a rationalisation of what you did last year or
  what next years focus
• a functional plan
• a statement of pious intentions
• a cluster of ideas in the minds of a select few
  top managers

• Strategy is
• predetermined direction based on short term
  directions
• but a statement of the quality and texture of the
  organisation
• a statement providing guidance, direction and
  tone for the organisations long-term plans
• an integration of all functional plans
• a feasible statement in terms of resource
  allocation
• a statement comprising concepts that are
  disseminated and understood by all managers in
  all levels of the organisation

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Strategy Creating public value is as easy as
A-B-C...
Monitor Evaluate
Resource plans Financial plans Infrastructure
plans
How to get there (Course to follow)
Bryson Alston
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(No Transcript)
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Components of HR Strategy

• Mission statement or a set of prioritised goals
• Proposed organisation structure
• A programmes portfolio to outline priorities and
  policies
• A budget to address the issue of resource
  allocation

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Testing understanding

• Discuss...
• If you were the Head of Department, how could
  you, in terms of strategic planning
• Decide where you are
• Set goals for your Department
• Then having done these steps, what is next?

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Module 8 In this module

1. Legislative Framework
2. Integrated Human Resource Management
3. Shared Vision
4. Strategic HR Planning
5. Job Analysis
6. Recruitment and Selection
7. Strategies for Effective Performance Management
8. Maximising Human Potential

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The shared vision

1. Purpose is Service Delivery
2. Trained, motivated, ethical professionals
3. Your leadership skills provide vision and
   direction - goals
4. Performance goals
5. Should be realistic and attainable (with
   stretch!)
6. Improve the organisation
7. Involve all
8. Each goal has an associated action

How do we set goals...
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The shared vision
Six steps to setting goals

1. Vision
2. Goals
3. Objectives
4. Tasks
5. Timelines
6. Follow-up

Describe a desired future
Identify goals
Set milestones to measure progress
Develop actions to accomplish your objectives
Decide priorities
Measure and check progress
How do we measure?
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Performance measures
Measuring and checking progress

• Supervising
• means...

Keeping a grasp on the situation
Ensuring plans and policies are implemented
effectively
Managing but not-micro-managing
Evaluating and judging
Providing feedback
Prioritising
Following-up
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Testing understanding

• Discussion...
• As a supervisor discuss the practicality of the
  goal setting-steps
• What problems are you likely to encounter in
  setting goals

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Strategy Creating public value is as easy as
A-B-C...
Recap
Monitor Evaluate
Resource plans Financial plans Infrastructure
plans
How to get there (Course to follow)
Bryson Alston
29
Recap
Six steps to setting goals

1. Vision
2. Goals
3. Objectives
4. Tasks
5. Timelines
6. Follow-up

Describe a desired future
Identify goals
Set milestones to measure progress
Develop actions to accomplish your objectives
Decide priorities
Measure and check progress
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Module 8 In this module

1. Legislative Framework
2. Integrated Human Resource Management
3. Shared Vision
4. Strategic HR Planning
5. Job Analysis
6. Recruitment and Selection
7. Strategies for Effective Performance Management
8. Maximising Human Potential

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Definition of HR Planning

• The process of
• Assessing the organization's human resources
  needs in the light of organizational goals and
  changing conditions,
• Making plans to ensure that a competent, stable
  work force is employed
• May even include developing goals, strategies and
  values for the entire organisation

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The Importance of Planning

• Contributes to the effective handling of change
• Provides direction and contributes to a sense of
  purpose for the department
• Provides a unifying framework against which
  decisions could be assessed
• Provides increased opportunity for participation
  by all parties involved
• Creates higher levels of predictability
• Facilitates control

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Aspects of Planning

• Needs forecasting (defining future demand)
• Organisation and job design
• Management policies and philosophy
• Technology and HR systems
• Transformation goals and plans
• Effects of past HR programmes

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Factors Influencing HR forecasting

• Internal
• age structure of the labour force
• turnover rate
• productivity
• absenteeism and
• overtime.

• External
• skills available in the labour market
• competitors in the labour market
• accelerated technology
• new work patterns and attitudes and
• current remuneration levels.

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The Human Resource Planning Process

• Assess the human resources necessary
• number of employees required,
• the competencies that they should possess
• the capacities in which they will be appointed
• Assess existing human resources by
• race, gender and disability as well as by
  occupational category,
• organisational component and grade with reference
  to their competencies,
• training needs and employment capacity
• Plan, taking budget constraints into
  consideration, for
• recruitment,
• retention,
• deployment and development of human resources
• Address the position of employees affected by
  redundant posts.

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Strategic Human Resource PlanningComponents of a
Strategic HR Plan for the Department

1. State the core objectives
2. Describe core and support activities necessary to
   achieve core objectives
3. Specifying the functions performed internally and
   those that will be contracted out
4. Describe goals to be attained in the medium term
5. Setting out a programme for attaining goals and
   targets
6. Specifying information systems to monitor
   progress
7. Comply with all budget requirements

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Testing understanding

• Discussion...
• In your groups, briefly develop a one-page
  EXECUTIVE SUMMARY of a Strategic HR Plan for the
  Department of HIV Warfare containing the
  components of an HR plan

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Summing up! We set out to...

1. Understand the HR legislative framework
2. Describe Integrated Human Resource Management
3. Create a shared vision
4. Set performance goals and measures
5. Explain the requirements for HR Planning

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Module 8 People and Performance Management
Session 2 Thursday Friday
There you cover the following
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1. Legislative Framework
2. Integrated Human Resource Management
3. Shared Vision
4. Strategic HR Planning
5. Job Analysis
6. Recruitment and Selection
7. Strategies for Effective Performance Management
8. Maximising Human Potential