ASSESSING THE ABILITY OF ASSESSING THE ABILITY OF DEPARTMENTAL HUMAN RESOURCE DEPARTMENTAL HUMAN RESOURCE COMPONENTS COMPONENTS 13 August 2010 13 August 2010 Floors Pelser Floors Pelser
ASSESSING THE ABILITY OF ASSESSING THE ABILITY OF DEPARTMENTAL HUMAN RESOURCE DEPARTMENTAL HUMAN RESOURCE
COMPONENTS COMPONENTS
13 August 201013 August 2010
Floors PelserFloors Pelser
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CONTENTCONTENT
• Background – Aim of the assessment – Intended outcomes– Content of the tool– Assessment methodology
• Current emerging trends iro the 2009/10 assessments
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BACKGROUND
• Cabinet approved on 11 June 2008 the implementation of an assessment tool
• The tool was implemented per MPSA directive through circular 14/1/1/P dated 25 November 2009:– Departments are to assess their HR components
annually before 31 March– Assessment results to be submitted to DPSA by 30
April
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AIM OF THE ASSESSMENT
• Assessing the ability of HR components has much to do with establishing a knowledge base from which departments can effect improvements towards strategic HRM
• The assessment tool must assist departments to:– Assess and track the efficiency of their HRM processes– Review the strategic ability of their HR components– Design appropriate interventions for improvement
• The assessment should indicate or establish the following: – Existing weaknesses and strengths iro HRM in the Department
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AIM OF THE ASSESSMENT (cont)
– Alignment of HRM with operational objectives – The need for change: In HRM practices and/or internal
functioning of the HR component– A basis for tracking and benchmarking over time– An understanding of the place of HRM in the Department– The assessment must lead to tangible results and constructive
planning for improvement
• Aim is not to measure compliance, but strategic alignment and efficiency
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INTENDED OUTCOMES
• Tangible results and constructive plans for improvement
• Real change towards strategic HRM
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ASSESSMENT TOOL: CONTENT
PART AStrategicdimension
PART BTechnicaldimension
PART CQuantitative dimension
KPA 1: Strategic partner role KPA 2: Change agent roleKPA 3: Employee champion role
KPA 1: Organizational development and designKPA 2: Recruitment & employee life cycle managementKPA 3: HR utilisation & development KPA 4: Quality of work life and environment managementKPA 5: Labour relations
HRM capacity Job evaluationEmployee engagement Diversity managementPerformance management RemunerationWellness management Employee relationsHuman resource development
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ASSESSMENT TOOL: CONTENT (cont)
• 5 – Point rating scale for Parts A and B:0= Not sure/not applicable1 = Never/poor/ineffective2 = Sometimes/below average/somewhat
ineffective3 = Regularly/average/effective4 = Extensively/good/very effective
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ASSESSMENT TOOL: CONTENT (cont)
ANNEXURE A: ACHIEVEMENT CATEGORIES(To categorize assessments in Parts A and B)
SCORE ACHIEVEMENT CATEGORY
DESCRIPTION
81-100% A High level of achievement. Probably little need for improvement
51-80% B Average level of achievement. It may be necessary to address weaknesses
34-50% C Low level of achievement. The area will not necessary collapse, but significant and significant efforts to improve may be necessary
0 - 33% D Very low level of achievement. Drastic and immediate interventions are needed
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ASSESSMENT TOOL: CONTENT (cont)
• Part C descriptors are quantitative in nature:− Ratio of posts in HR component: department’s
total post establishment (HRM capacity)− Ratio of HR practitioner posts: HR administrator
posts (HRM capacity)− % of job evaluation results deviated from by the
competent authority− Recruitment cost per capita − % of employees whose remuneration exceeds the
salary scale attached to their posts
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ASSESSMENT TOOL: CONTENT (cont)
ANNEXURE B: PLANNING TEMPLATE
HR DOMAIN
FACTORS THAT DICTATE
IMPROVEMENT
PROPOSED INTERVENTION
(S)
RESPONSIBILITY
Refer to the domain classifications in Parts A and B
Describe on the basis of the assessments made in respect of the relevant HR domain in Parts A and B and the applicable information in Part C
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ASSESSMENT METHODOLOGY
Step Description Remarks
1
HOD appoints assessment panel
• Members to be able to make valid assessments and preferably in the SMS
• Panel to be representative of “clients”• Size: Departmental discretion• One or multiple panels: Departmental
discretion
2 Prepare panel members
• In terms of the assessment’s purpose, methodology
• In terms of need for validity and consistency
• In terms of the departments’contextual realities: External environment, HR arrangements, etc
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ASSESSMENT METHODOLOGY (cont)
Step Description Remarks
3
Assessment panel completes assessments in Parts A and B
May work jointly or separately: Departmental discretion
4 and 5
Assessment panel allocates an achievement category based on the assessments in Parts A and B
• Add scores up• Convert scores to “Perceived
levels of achievement”• Use Annexure A:
– One global category– Per dimension (Parts A and B)– Per KPA
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ASSESSMENT METHODOLOGY (cont)
Step Description Remarks
6 HR component completes Part C (Quantitative dimension)
May take place parallel with steps 3 to 5
7 and 8
Assessment panel: • Analyses and interprets the
assessments, achievement category and the data in Part C
• Uses Annexure B to plan for interventions and make recommendations
• Reports the recommendations to the HOD for decision making
The analysis/planning to include consideration of the “NO”s in Parts A and B
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STEP 2: PREPARE PANEL MEMBERS
• Common claims by employees – HR officials are uncaring, incompetent, clueless– Out of touch with needs of employees– HR favours management – HR turns a blind eye to sexual/racial harassment– HR demonstrates outright ignorance of the law– HR fails to follow their own policies
• The environment of HR– Balancing act : employee champion vis a vis strategic partner– Balancing act: Maintaining confidentiality vis a vis transparancy– Actions must be evidence based– HR does not always makes the decision
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STEP 2: PREPARE PANEL MEMBERS
• Understand the envisaged roles for HR (strategic partner, change agent, employee champion)
• Remember HR manages two “competing” priorities:– Striving for organizational performance and service delivery– Ensure fair and ethical employment practices as well as
workplace justice • Appreciate the concept of strategic HRM (Manual
chapter 3):– It is a catalyst for service delivery improvement and
organizational performance – It translates operational objectives into HRM implications with a
reciprocal response in the form of a HR value proposition or contribution
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STEP 2: PREPARE PANEL MEMBERS
• Be aware of the operational environment of the HR component:– HR delegations– Structure and location of HRM functions (LR, HRD,
etc)– Extent of decentralization of HR functions within the
Department– Size of the HR component
• Have a common understanding/interpretation of the performance indicators and the descriptors
• Have an understanding of envisaged/planned changes and interventions relating to HRM in the Department
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CURRENT EMERGING TRENDS
PROVINCIAL DEPARTMENTS
NATIONAL DEPARTMENTS
STRATEGIC PARTNER 66% 71%
CHANGE AGENT 49% 55%
EMPLOYEE CHAMPION 63% 70%
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CURRENT EMERGING TRENDS (cont)
PROVINCIAL DEPARTMENTS
NATIONAL DEPARTMENTS
OD & DESIGN 67% 63%
RECRUITMENT AND LIFE CYCLE MANAGEMENT 61% 57%
HR UTILISATION AND DEVELOPMENT 72% 70%
WORK LIFE/ENVIRONMENT MANAGEMENT 81% 81%
EMPLOYEE RELATIONS 77% 68%
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CURRENT EMERGING TRENDS (cont)
PROVINCIAL DEPARTMENTS
NATIONAL DEPARTMENTS
Ratio-posts in the HR component: total post establishment 1:44 1:26
Average turn around time to complete a job evaluation 2,2 months 1,9 months
Average turn around time to fill vacancies 5,2 months 6,6 months
Annual turnover rate of staff 10,46% 9,31%
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CURRENT EMERGING TRENDS (cont)
PROVINCIAL DEPARTMENTS
NATIONAL DEPARTMENTS
Ratio-posts filled through the appointment of non employees:
posts filled through the transfer or appointment of serving employees
1:6 1:3
% employees who received performance awards (cash
bonuses)29% 49,51%
% of employees whose remuneration exceeds the salary
scale attached to their posts10,39%
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CURRENT TRENDS: IDENTIFIED CHALLENGES
• Total of 69 challenges identified by 27 departments
– Change management/agent role: 24,6%
– Recruitment/staff retention: 14,5%
– Strategic partner role: 13%
– Employee champion role: 13%
– OD/HR Planning: 8,7%
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CURRENT TRENDS: ENVISAGED INTERVENTIONS
• Design an HR turnaround plan iro all areas in Parts A and B
• Change management– Intensify change management as a practice (surveys, etc)– Create a change management unit– Monitor change issues
• Recruitment/staff retention– Clearly identify scarce skills– Strengthen link with HR planning– Develop targeted recruitment/retention policies
• Strategic partner role– Improve HR participation at strategic level– Establish a consultative forum at SMS level– Departmental strategic plan to include HR interventions
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CURRENT TRENDS: ENVISAGED INTERVENTIONS(cont)
• OD/HR planning– Create a dedicated HRP team– Improve clarity of the HR plan ito of interventions– Review and improve job descriptions– Strengthen M & E
• HRD– Improve monitoring/impact assessment of training – Improve induction
• Labour relations– Strengthen the component– Improve grievance handling
• HRM capacity in general– Review/change the structure of the HR component
THANK YOUTHANK [email protected]@dpsa.gov.za