Transcript Document

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Welcome…
LOCAL GOVERNMENT
HRM&D STRATEGY
25 MARCH 2013
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Draft Local Government HRM&D Strategy
INTRODUCTION AND
CONTEXT
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Background to the Project
•
SALGA, in partnership with the Department of Cooperative Governance and
Traditional Affairs (COGTA) as well as GIZ, undertook a quantitative and
qualitative assessments to determine the current state of human resources
(HR) practices which have been adopted by different municipalities and the
impact such practices have on the vision of a developmental local
government system.
•
The report thereof highlights challenges and gaps as well as good practices
in respect of human resources management and development (HRM&D)
practices. The research report concluded that very few municipalities have
attained sustainability in relation to the creation of innovative and strategic
administrations and integrated human resource management systems.
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Background to the Project
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The report proposes the adoption of specific reform processes including the
development of a national HR strategy which would prepare municipal
councillors and employees for a major shift in human resource management
and development.
•
In addition, a SALGA hosted conference in September 2010 also mandated
the inception and enhancement of several aspects of human resources and
that in itself calls for a consolidation of those into an HRM&D strategy.
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Draft Local Government HRM&D Strategy
THE PROCESS FOR
DEVELOPING THE STRATEGY
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How The Strategy Was Developed
•
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The strategy was developed in line with:
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Legislative, regulatory and policy requirements as they relate to local government in general
and HRM&D specifically
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Good practices within regards to HRM&D within local government, the South African public
service and internationally
As such the process involved a desktop based review of:
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The legislative framework that governs local government and key aspects of HRM&D;
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The local government norms and standards as they pertain to HRM&D (Review of working
document that was submitted by SALGA as part of the consultation processes related to the
establishment of a single public service);
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The report on the current state of local government human resource practices and the impact
it has on developmental local government system (2010);
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The human resource management policy conference resolutions (2010);
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The local government turn around strategy (2009);
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The strategic plan for the Department of Cooperative Governance (2009-14);
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How The Strategy Was Developed…cont
•
•
As such the process involved a desktop based review of:
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The strategy of SALGA;
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The strategy to transform HRM&D within the public service as developed by the DPSA;
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The strategic frameworks and guidelines that have been developed and issued by DPSA on
various aspects of the HRM&D value chain;
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The outcomes approach to service delivery in South Africa; and
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A review of the MPAT assessments framework, with emphasis on HRM&D aspects (The
framework has been used by the Ministry of Performance Monitoring and Evaluation to
evaluate national and provincial departments on HRM&D issues and other related issues).
This was done in consultation with various stakeholders in various forums representing SALGA,
DPSA and the DCoG
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How The Strategy Was Developed…cont
•
•
In addition,
–
The project team Facilitated a workshop with HR practitioners from municipalities where
additional inputs were made on priority areas of support were identified
–
A questionnaire linked to priority focus areas was sent out to municipalities, the purpose of
which was to identify specific activities that need to be undertaken as part of the
implementation of this strategy as well as the identification of products and services to be
provided by SALGA
On the basis of this review, an initial draft strategy was developed and submitted to the SALGA
project team for consideration and review. Preliminary changes were made to the draft based on
these inputs. Finally, revisions were made based on outcomes of the workshop as well as
information obtained from municipalities through these questionnaires.
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How The Strategy Was Developed – Legislative Framework
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Best Practice Considerations
A best practice HR strategy is one THAT:
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Draft Local Government HRM&D Strategy
ENVISIONING THE IDEAL
LOCAL GOVERNMENT
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The White Paper on Local Government Provides a
Framework for Understanding the Role of Developmental
Local Government
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The Characteristics of an Ideal Municipality LGTAS
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Provide democratic and accountable government for local communities;
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Be responsive to the needs of the local community;
•
Ensure the provision of services to communities in a sustainable manner;
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Promote social and economic development;
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Promote a safe and healthy environment;
•
Encourage the involvement of communities and community organisations in the matters of local
government;
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Facilitate a culture of public service and accountability amongst its staff; and
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Assign clear responsibilities for the management and co-ordination of these administrative units
and mechanisms.
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What Does This All Mean – Emerging Local
Government Maturity Model
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What Does This All Mean – Emerging Service
Delivery Model
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Draft Local Government HRM&D Strategy
THE STRATEGIC PRIORITIES
OF LOCAL GOVERNMENT
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National Outcomes
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Outcome 1: Quality basic education.
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Outcome 2: A long and healthy life for all South Africans.
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Outcome 3: All people in South Africa feel safe.
•
Outcome 4: Decent employment through inclusive economic growth.
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Outcome 5: Skilled and capable workforce to support an inclusive growth path.
•
Outcome 6: An efficient, competitive and responsive economic infrastructure network.
•
Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security
for all
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Outcome 8: Sustainable human settlements and improved quality of household life.
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Outcome 9: Responsive, accountable, effective and efficient Local Government system.
•
Outcome 10: Protect and enhance our environmental assets and natural resources.
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Outcome 11: Create a better South Africa, a better Africa and a better world.
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Outcome 12: An efficient, effective and development orientated public service.
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LG Turn Around Priorities
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Ensure that municipalities meet the basic service needs of communities;
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Build clean, effective, efficient, responsive and accountable local government;
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Improve performance and professionalism in municipalities;
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Improve national and provincial policy, oversight and support; and
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Strengthen partnerships between local government, communities and civil society.
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LG 10 Point Plan
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Improving the quantity and quality of municipal basic services to the people;
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Enhancing the municipal contribution to job creation and sustainable livelihoods through LED;
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Ensuring the development and adoption of reliable and credible IDP’s;
•
Deepening democracy through a refined Ward Committee model;
•
Building and strengthening the administrative, institutional and financial capabilities of
municipalities;
•
Creating a single window of coordination for support, monitoring and intervention in
municipalities;
•
Uprooting fraud, corruption, nepotism and all forms of maladministration affecting Local
Government;
•
Developing a coherent and cohesive system of governance and a more equitable
intergovernmental fiscal system;
•
Developing and strengthen a politically and administratively stable system of municipalities; and
•
Restoring the institutional integrity of municipalities.
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2009 – 2014 DCoG Strategic Priorities
Strategic priorities:
1) Building the developmental state in provincial and local
government that is efficient, effective and responsive
2) Strengthening accountability and clean government
3) Accelerating service delivery and supporting the
vulnerable
1) Improving the Developmental and Governance
Capacity and Capability of Traditional Affairs, the
Institution of Traditional Leadership and the Khoi-San
Leadership; and
1) Fostering developmental partnerships, social cohesion
and community mobilisation
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SALGA’s Apex Priorities and Strategic Goals
Apex priorities
• Fiscal and financial management
• Legislative and policy review
• Municipal capacity building
Strategic Goals
• Local Government delivers equitable and sustainable services
• Safe and healthy environment and communities
• Coherent Planning and Socio-economic development at the local level
• Effective and responsive Local Government that is accountable to communities
• Human Capital development in local government
• Financial and organisationally capacitated municipalities
• An effective and efficient administration
• Municipal capacity building
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Draft Local Government HRM&D Strategy
IMPLICATIONS FOR LOCAL
GOVERNMENT HRM&D
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But what does this mean for HRM&D Specifically?
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The concept of developmental local government implies at least that HRM&D is modelled in
such a manner that is consistent with achieving or at least supporting the achievement of
the goal of developmental local government. More specifically that HRM&D functions:
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Understand and define the needs for developmental local government and the implications on
HRM&D;
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Model themselves appropriately to be able to support such a vision;
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(Ultimately) Provide appropriate support to ensure the achievement of the vision as it relates
to core elements of the HRM&D value chain through:
• The transformation of the HRM&D function at an institutional, regional and sectoral level;
• The development of appropriate frameworks and strategies to facilitate or at least ensure
the achievement of such a vision;
• The formulation of appropriate strategic partnerships with relevant stakeholders;
• Inculcating the appropriate culture to ensure achievement of the vision; and
• The adoption of appropriate capacity building strategies and programmes.
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The HRM&D Value Proposition
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The Strategic Role of HRM&D
•
Understanding the business environment within which HRM&D operates
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Partnering with management in effective people practices
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Enabling change and transition
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Engaging constructively with internal and external stakeholder groups
•
Delivering on service level commitments
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The Operational Role of HRM&D
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Ensure HRM&D Strategy is aligned to and supports business strategy
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Ensure development of sustainable skills base including critical skills
•
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Engineering and maintenance,
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Artisan level skills,
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Management and supervisory skills,
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Cross cutting strategic skills e.g. change management etc
Facilitate business re-engineering and transformation
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Prepare structures, prepare processes, prepare leaders, prepare people, prepare the culture,
manage the change, sustain the change
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Facilitate strategy communication and alignment
•
Development of leaders
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Changing style of leadership and management
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Build capacity in operational planning and future capacity planning
•
Management of HRM&D risks
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The Operational Role of HRM&D…cont
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Labour relations and HRM&D management of disposals
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Mission critical position succession planning
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Safety management
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Compliance with legislation and corporate governance
•
Increasing labour flexibility
•
Attraction and retention of key skills
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Create performance management and reward frameworks to maximise productivity and retention
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Ensure accurate information and communication systems and channels
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Deliver value add products and services
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Quantification of benefits, Centers of excellence, Focus on implementation and delivery –
responsiveness, less talk more action
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Focus on critical few – less is more
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The Operational Role of HRM&D…cont
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Ensure efficient and effective HRM&D delivery
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Minimising duplication and overlap and maximising economies of scale
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Alternative service delivery mechanisms e.g. outsource payroll and other areas, shared
services
•
Engage with line and key stakeholders to gain commitment for any organisational transformation
and on-going organisational regeneration
•
Ensure competent HRM&D leaders and staff
•
–
Specialists, Business partner role, clarify roles of HRM&D, line, staff
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Professionalisation of Local government
Establish enabling and standardized HRM&D systems
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Decrease transactional HRM&D through automation of core HR processes
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Standardisation of systems where appropriate
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Engendering optimal accountability
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The Operational Role of HRM&D…cont
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Manage HRM&D costs – optimise costs and value add
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Changing HRM&D role from transaction to value adding, strategic business partner
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External benchmarking and measuring HRM&D value add
•
Development of conducive culture
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High performance, customer focus, output orientation
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Link between institutional and individual performance, (information dependency)
•
Employee branding and employer of choice
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Enhance workforce diversity
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Clarifying the Role of HRM&D vies a vie Line
Mangers and Employees
HRM&D

Develops HRM&D strategies, principles, policies and procedures in line with business requirements

Ensures consistency and standardisation of processes and practices across the organisation

Provides expert advisory services

Understands the business and tailors organisation wide practices to the specific needs of a business unit

Ensures application of appropriate best practice HRM&D services

Partners line management in effective people practices

Enables change and transition

Facilitates the assimilation of culture and values

Builds capacity of line managers to effectively manage people
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Ensures good corporate governance around HRM&D practices

Delivers on service level agreements
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Measures and reports on the effectiveness of HRM&D services within the business

Local Labour Forum consultation and feedback
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Clarifying the Role of HRM&D vies a vie Line
Mangers and Employees
Line

Partners with HRM&D in developing and implementing HRM&D strategies to achieve business results

Manages people according to principles, policies and procedures

Complies with HRM&D legal requirements

Proactively engages and partners with HRM&D around business and people challenges and solutions

Initiates and leads change

Drives the organisation’s values

Takes responsibility for being informed of HRM&D matters and building own people management skills

Follows fair and procedural HRM&D practices and processes

Ensures high performance through effective performance management and retention practices

Communicates and gives feedback on service level expectations

Tracks and measures the impact of HRM&D strategies in the business

Measures and reports on the effectiveness of people management within functional areas
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Clarifying the Role of HRM&D vies a vie Line
Mangers and Employees
Employees


Partners with line and HRM&D to:
o
Remain relevant to local government by taking responsibility for own performance, development and career planning
o
Take advantage of appropriate opportunities for development
o
Remain informed of HRM&D policy and procedures
o
Discuss expectations
o
Take personal accountability for and support change initiatives
o
Live the organisation’s values
o
Participate in HRM&D surveys and feedback mechanisms
Provides feedback to/ and liaises with Unions and relevant employee forums
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Role of the Municipal Councils and/ or relevant
committees of Council
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To perform an oversight role with regards to HRM&D functions and support services;
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To approve relevant strategies, policies and procedures;
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To approve and / or validate specific decisions/ outcomes/ recommendations made with regards
to various aspects of HRM&D; and
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To ensure that a conducive environment is created within the institution to ensure effective and
efficient HRM&D.
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Draft Local Government HRM&D Strategy
THE HRM&D MODEL
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How The Model Was Developed
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The model was developed based on an analysis of:
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The best practice models for HRM&D;
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The MPAT assessment framework (focus on HRM&D components); and
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The HRM&D norms and standards for local government (emerging out of consultative
processes for creating a single public service)
•
•
Based on the analysis the following process was undertaken:
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Identified some common elements frameworks; and
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Consolidated them into a single framework.
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How The Model Was Developed…cont
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The Result of the Analysis is….
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A model that can be used to manage and report comprehensively on HRM&D issues;
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A model that can be used to systematically determine the status of HRM&D within municipalities
as well as the sector; and
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A model that can then also be used to develop meta strategies at an institutional or sector level
and can guide the provision of relevant products and support services.
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The Proposed Model
Organisational Culture Development and Effectiveness
Employee Relations Management (Incl. LR & Collective Bargaining)
Exit Management
Remuneration and
Reward
Performance
Management
Capacity Building
Sourcing and
Placing
Strategic HR
Planning & Job
Evaluations
S
T Vision
R
A Mission
T
E Values
G
Y
People
Management
Value Proposition
Talent Management (Critical Positions & High Performers)
Human Resources Administration, Disclosure and Reporting
Information
People
Systems &
Management
HR Assurance and
Technology
Competence &
Wellness
(HRIMS)
Benchmarking
The core of the HR strategy hinges on the underlying appreciation of how the different
elements of HR fit together to create meaning and value for any organisation. This is the
framework for delivery, as it sets out the key themes and focus areas and develop the
requirements for each functional area.
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The Proposed Model…cont
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The Strategy
–
This refers to an integrated strategy - derived from the overall institutional strategy and/ or
Business Unit strategies – which outlines how HRM&D will be managed to support the
achievement of overall business strategies and objectives. It sets out the key strategies,
objectives and measures in each of the HRM&D value chain areas and enabling functions.
•
•
Vision, Mission, Values
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The vision is the inspiring, desired destination;
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The mission is the roadmap to get there; and
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The values are the guiding behaviours to ensure success.
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These need to be co-created, communicated, understood and lived at every level of the
organisation to ensure commitment and alignment to the business strategy and objectives.
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The Proposed Model…cont
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Strategic HRM&D Planning
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People forecasting;
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Workforce planning;
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Budgeting;
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Succession planning;
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Diversity planning;
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Social plan development (taking cognisance of the municipalities impact on unemployment
and job creation.);
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Job evaluations; and
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Review of organisation structure.
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The Proposed Model…cont
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Sourcing and Placing
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Building strategic partnerships for talent and skills;
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Attracting people through innovative attraction strategies;
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Recruiting and selecting suitable people;
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Placing people into jobs and teams;
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Inducting and socialising people into the municipality; and
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Redeploying people.
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The Proposed Model…cont
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Capacity Building
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Competency profiling and assessment;
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Personal development planning;
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Career development;
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Skills development;
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Leadership and management development;
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Key talent development;
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Development of a learning organisation, including knowledge management activities; and
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Impact assessment.
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The Proposed Model…cont
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Performance Management
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Confirmation of process and standards;
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Setting performance standards;
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Measuring and evaluating performance;
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Gap analysis;
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Developing performance management skills training to line management;
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Communication and co-ordination of the performance management process; and
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Making the link to remuneration.
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The Proposed Model…cont
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Remuneration and Reward
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Market analysis;
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Co-ordination and development of policy;
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Procedures and agreements;
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Design, implementation;
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Monitoring and maintaining of the reward system;
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Executive remuneration and incentives; and
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Payroll administration.
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The Proposed Model…cont
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Exit Management
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Exit interviews to determine and manage systemic exit trends;
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Retirement process;
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Medical boarding;
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Dismissal processes in line with sound labour practices;
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Retrenchment; and
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Outplacement and resignations.
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The Proposed Model…cont
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Organisational Culture, Development & Effectiveness
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Culture transformation and change management;
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The development of individuals and teams with a systems view;
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Continuous assessment of organisational effectiveness through work studies and redesign to
ensure maximum efficiency, productivity and job satisfaction; and
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Review and design of organisational structures.
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The Proposed Model…cont
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Employee Relationship Management
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Managing relationships with unions and other labour forums;
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Management of disciplinary and grievances;
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Social planning;
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Disputes;
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Consultations;
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Collective bargaining; and
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Conflict management.
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The Proposed Model…cont
•
•
Talent Management
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Identification of mission critical positions;
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Succession planning; and
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Focused development of key talent to ensure succession plans are implemented timeously.
HRM&D Administration and Reporting
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Management of HRM&D policies and procedures relating to engagement, salary and benefits,
employee data management, training and development tracking, performance management
recording and terminations
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Reporting to top management, shareholders, government and statutory reporting
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The Proposed Model…cont
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HRM&D Assurance and Wellness
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Setting of HRM&D policies and procedures;
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Ensuring governance and compliance with internal policies and external legislative
requirements applicable to HRM&D;
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Setting up and managing of strategic alliances and contracts;
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Employee wellness including HIV / AIDS and EAP; and
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Ensuring sufficient physical facilities, equipment, resources and assets required to manage
and execute human resource activities.
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The Proposed Model…cont
•
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HRM&D Information Systems and Technology
–
This component represents both the internal suite of hardware, applications, databases and
other software components that together support all planning scheduling, tracking and
execution of HRM&D’s strategic drivers, objectives, targets and measures
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Reporting of HRM&D service performance; and
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Quantification of HRM&D value add tasks in the human resources processes
HRM&D Competence and Benchmarking
–
HRM&D benchmarking;
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Best practice research; and
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HRM&D capacity building.
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The Proposed Model…cont
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HRM&D Value Proposition
–
HRM&D’s strategic drivers, objectives, targets and measures;
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Reporting of HRM&D service performance; and
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Quantification of HRM&D value add.
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Draft Local Government HRM&D Strategy
CURRENT STATUS OF HRM&D
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Key Findings
•
Whilst there have been attempts to create a base set of systems and processes that can be
applied by municipalities in carrying out various HRM&D functions e.g. job evaluation,
performance management, the extent to which these have been implemented has been limited
due to:
–
(in some cases) the fact that municipalities don’t have the necessary resources and capacity
to implement these systems;
–
(in some cases) these systems were recommended without considering the individual
institutional circumstances and implications on common practices;
–
(in some cases) the studies that informed these decisions were limited to a sample of
municipalities and as such the findings and recommendations may not necessarily have been
a good basis for formulating decisions with nationwide implications;
–
(in some cases) the fact that the legislative and regulatory framework allows for municipalities
to make decisions that are entity specific;
–
(in some cases) due to the fact that institutions that have transversal mandates to support
and build capacity at local do not necessarily have the capacity themselves to provide this
support;
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Key Findings…cont
•
Whilst there have been attempts to create a base set of systems and processes that can be
applied by municipalities in carrying out various HRM&D functions e.g. job evaluation,
performance management, the extent to which these have been implemented has been limited
due to:
–
(in some cases) the fact that the processes for developing and/ or recommending such
systems and processes were not consultative and therefore resulted in key stakeholders not
owning and supporting the roll out thereof; and
–
(in some cases) due to the fact that there were no attempts to define and manage the
implications of introducing such systems.
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Key Findings…cont
•
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A single framework for HRM&D within local government does not exist currently.
–
Whilst it is critical to appreciate the fact that municipalities are at different levels of maturity
and as such there is a need to develop more customised solutions, the nature of HRM&D
functions necessitates the adoption of a generic framework that can be used as a basis for
assessing municipalities with regards to HRM&D and the formulation of customised strategies
on that basis.
–
Whilst attempts have been made to create frameworks i.e. performance management etc,
these do not address all the critical issues that are required for defining developmental
HRM&D practices within the context of developing a developmental local government.
–
Furthermore the focus of these instruments is not to primarily defining a framework for how
HRM&D can be transformed but rather on compliance to minimum requirements.
The role of HRM&D is limited to the provision of transactional support and not necessarily
strategic support with regards to the achievement of the vision of a developmental local
government. This in return has affected, amongst others, how municipalities allocate resources to
HRM&D and therefore the creation of a conducive environment for HRM&D practitioners to thrive
within local government. This has also affected the manner in which HRM&D functions are
assessed and how HRM&D capacity building and support programmes are conceptualised.
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Key Findings…cont
•
There doesn’t seem to be a comprehensive strategy for addressing HRM&D capacity challenges
within local government. Whilst various stakeholders have embarked on numerous processes
aimed at dealing with these capacity constraints e.g. DCoG and SALGA, the lack of a
comprehensive strategy means that there is no consistency with regards to the nature of the
interventions and that there has been a duplication of effort in addressing these challenges.
•
Current capacity building initiatives within local government in general, and specifically related to
HRM&D, have been limited due to ineffective and incorrect alignment with skills audits and gap
analysis interpretations. This is often a result of limited understanding and definition of the
functionality of HRM&D functions which often results in ineffective and misdirected training and
development due to a lack of emphasis on skills enhancement and workplace application.
•
Poor monitoring and evaluation of results achieved due to weak organisational structure, lack of
management accountability and ineffective information management in general, but inherently this
applies to the HRM&D function. Whilst progress has been made in defining minimum
requirements, norms and standards the extent to which this form part of normal management
processes is limited.
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Key Findings…cont
•
•
Lack of clarity with regards to the role of various stakeholders in building capacity and providing
support to municipalities has meant that in certain circumstances:
–
There has been a duplication of effort;
–
The nature and manner in which support is provided is limited to the mandates of the
respective entities and structures;
–
This generally applies to HRM&D capacity building as well.
The systems and processes for managing in local government are generally weak, and this
applies to Human Resources Information Management Systems and Processes. This affects
leadership ability to make decisions around core aspects of performance but it also affects the
ability of HRM&D functions to effectively and efficiently provide support.
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Overarching HRM&D Needs
•
Clarifying/ consolidating/ refining the legislative, regulatory and policy framework that governs
HRM&D within local government including a clarification of roles and responsibilities (to the extent
that this can be achieved);
•
Creating a framework that can be used as a basis for transforming HRM&D within local
government– this framework can be used to:
–
determine the status of municipalities as well as the entire sector to help achieve the
developmental status of local government;
–
Define macro, micro and meta strategies and interventions for transforming HRM&D;
–
Monitor, evaluate and report on HRM&D performance at an institutional, district, provincial or
national level; and
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Determine institutional or sector wide capacity building needs
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Overarching HRM&D Needs
•
Developing a targeted and comprehensive HRM&D capacity building strategy/ programme that:
–
Recognises and appreciates the mandates and responsibilities of the respective entities
involved in this sector;
–
Focuses on both administrative and political needs;
–
Recognises and appreciates the different levels of maturity of municipalities;
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Focuses on institutional needs as well as sector wide needs; and that
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Is consistent with approaches for professionalising local government.
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Emerging HRM&D Focus Areas
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Emerging HRM&D Focus Areas…cont
•
Clarifying/ consolidating/ refining the legislative, regulatory and policy framework that governs
HRM&D within local government including a clarification of roles and responsibilities (to the extent
that this can be achieved);
•
Creating a framework that can be used as a basis for transforming HRM&D within local
government – this framework can be used to:
–
determine the status of municipalities as well as the entire sector to help achieve the
developmental status of local government;
–
Define macro, micro and meta strategies and interventions for transforming HRM&D;
–
Monitor, evaluate and report on HRM&D performance at an institutional, district, provincial or
national level; and
–
Determine institutional or sector wide HRM&D capacity building needs.
62
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Emerging HRM&D Focus Areas…cont
•
•
Developing a targeted and comprehensive HRM&D capacity building strategy/ programme that:
–
Recognises and appreciates the mandates and responsibilities of the respective entities
involved in this sector;
–
Focuses on both administrative and political needs;
–
Recognises and appreciates the different levels of maturity of municipalities;
–
Focuses on institutional needs as well as sector wide needs; and
–
that Is aligned to the process of professionalising local government; and
In order to support this transformation process, there is a need to target specific areas of value
add/ need i.e. priority focus areas
www.salga.org.za
Draft Local Government HRM&D Strategy
TRANSFORMING LOCAL
GOVERNMENT HRM&D – THE
INTRODUCTION OF A HRM&D
MATURITY MODEL
63
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The Proposed Maturity Model
•
Carnegie Mellon University describes a HRM&D maturity model as a roadmap for implementing
workforce practices that continuously improve the capability of an organisation’s workforce in a
gradual stepped way.
•
The progressive ‘stages’ of the maturity model result in a transformation of the Municipality’s
culture by equipping them with more efficient and productive HRM&D practices.
•
HRM&D capability has been separated into four progressive stages:
–
Transaction-driven HRM&D;
–
Fundamental HRM&D Services;
–
Institutional HRM&D; and
–
Developmental HRM&D.
65
The Proposed Maturity Model
www.salga.org.za
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Core Element: HRM&D Strategy
Transactional
Fundamental
Institutional
Developmental

No HRM&D strategy in
place




No process in place for
the formulation of an
HRM&D strategy
HRM&D strategy
developed in
compliance with
legislative/ regulatory
requirements

Focus of strategy is to
comply with minimum
stakeholder
requirements
HRM&D scenario
planning based on
internal strategy and
external developments
e.g. labour market
trends

Line managers and
HRM&D professionals
work as partners to
ensure an integrated
HRM&D strategy
process

Internal and external
benchmarking is a
regular part of the
HRM&D strategy
process

HRM&D professionals
work on the HRM&D
strategy which
comprises a clear
agenda for the HRM&D
function with some
input from line
managers
Strategic HRM&D
performance indicators
are defined and
implemented
67
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Core Element: Vision
Transactional
Fundamental
Institutional
Developmental




HRM&D visions linked
to various scenarios

Line managers actively
involved in crafting the
vision
No HRM&D vision

HRM&D Vision
developed if it’s part of
compliance
requirements
HRM&D Vision has
limited/ no alignment
to business
requirements
HRM&D vision clearly
relates to business
requirements

HRM&D vision is part
of a clearly articulated
HRM&D strategy

Limited involvement by
line managers in
articulating this vision
68
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Core Element: Mission
Transactional
Fundamental
Institutional
Developmental


HRM&D mission
statement developed
as part of compliance
requirements

HRM&D mission
statement clearly
relates to business
requirements


HRM&D mission
statement has limited/
no alignment to
business requirements

HRM&D mission
statement is part of a
clearly articulated
HRM&D strategy

Limited involvement by
line managers in
articulating this
mission statement
No HRM&D mission
statement
Line managers actively
involved in crafting the
mission statement
69
www.salga.org.za
Core Element: Values
Transactional
Fundamental
Institutional
Developmental


HRM&D values
statement developed
as part of compliance
requirements

HRM&D values
statement clearly
relates to business
requirements


HRM&D values
statement has limited/
no alignment to
business requirements

HRM&D values
statement is part of a
clearly articulated
HRM&D strategy
HRM&D values
statements are part of
overall and long term
values statement for
the organisation

Line managers actively
involved in crafting the
values statement

Limited involvement by
line managers in
articulating this values
statement
No HRM&D values
statement
70
www.salga.org.za
Core Element: Strategic HRM&D Planning
Transactional
Fundamental
Institutional
Developmental

Little HRM&D planning takes
place




HRM&D gets targets for a
limited set of parameters e.g.
recruit 10 engineers
HRM&D is part of the
business
management team

Medium term HRM&D
planning is defined

(Limited to IDP
framework)

Annual HRM&D focus
and action planning
within a longer term
framework is clearly
defined

Strategic HRM&D
performance
indicators are defined
and implemented

Some basic data collection on
HRM&D takes place

Activities with respect to HRM&D
are mainly transactional,
individually oriented

HRM&D focus is primarily on
basic processes & practices



HRM&D advises business on
specific issues on an ad hoc
basis


HRM&D contributes on an ad
hoc basis to the planning
processes, covering some people
related issues in the strategic
plans
HRM&D planning is
taking place, however it
is still fragmented and
linkage with overall
strategy is weak
For the majority of
HRM&D processes, data
collection is taking
place however follow
up is limited and not
integrated with the
business cycle
Systematic data
collection and KPIs for
some core HRM&D
processes are in place
Some analysis
regarding capabilities is
taking place
HRM&D proactively gives
input on a number of HRM&D
issues as part of the strategy
development process
Internal and external
benchmarking is a regular
part of the HRM&D strategy
process

HRM&D scenario planning
based on internal strategy and
external developments e.g.
labour market trends

These scenario plans play a
key role in the strategic
planning process

Line managers and HRM&D
professionals work as partners
to ensure an integrated
HRM&D planning process
71
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Core Element: Sourcing and Placing
Transactional
Fundamental
Institutional
Developmental

Little or no evidence of
established staffing policies and
processes

Basic recruitment and
selection policy and
processes in place


Recruitment and selection
policy is aligned to future
institutional requirements

Management and HRM&D are
involved in staffing decisions


Basic data requirements to
support sourcing and placement
decisions is available
Potential candidates are
sourced from pools that are
established across the sector



Recruitment, internal mobility
and/or retention actions are
taken on an ad hoc basis
Retention of key staff is
ad hoc and is not
informed by any
strategy of the
institution
Recruitment and
selection decisions
informed by an IDP
aligned HRM&D plan


Some alignment to the
HRM&D plan of the
organisation
Recruitment and
selection strategy in
place and aligned to
the IDP
Staffing options are not only
limited to recruiting to fill
vacant posts on the
establishment

Succession planning and
career planning is an integral
part of the recruitment and
selection process

Retention of key staff
informed by a clearly
articulated retention
strategy

Internal mobility is dealt with on
a case by case basis

Limited or no succession
planning


Limited or no orientation of
newly recruited/ placed staff
Labour market strategies in
place

Redundancy management
supported by outplacement
support is a continuous
process to manage quality of
staff
72
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Core Element: Capacity Building
Transactional
Fundamental
Institutional
Developmental

Limited or little visible attention
for employee development




Employee development
strategies and plans largely
driven by individual needs
Policies and procedures
for employee
development in place
Focus on positioning the
institution as a learning
organisation



Little or no alignment between
employee development to
performance management
Training and
development takes
place in line with the
work place skills plan of
the organisation
Employee development aimed
at addressing long term needs
and future scenarios and is
not limited to building
institutional capacity

Workplace skills planning is
largely a compliance driven
exercise

Measurement focused on
defined outcomes

Limited or no measurement of
the effectiveness of training and
development interventions

Workplace skills
planning processes
driven by business unit
needs

Measurement focused
primarily on outputs

Individual development
plans aligned to
institutional needs and
performance
requirements


Employee
development
processes largely
driven by medium
term institutional
needs
Workplace skills
planning is an
integral part of the
IDP and workforce
planning processes
Measurement largely
focused on outputs
with some focus on
outcomes
73
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Core Element: Performance Management
Transactional
Fundamental
Institutional
Developmental

Little evidence of a performance
management policy or process
in place

System in place for the
management of
performance



Performance management is
partly linked to the
organisation’s objectives

Performance
management focuses
on development
Performance
management is
systematically
deployed at
monitored at all
organisational levels

Performance reviews take place
on an ad hoc basis



Mainly a paper based process
Individual and team
target setting linked to
specific business
objectives
The effectiveness of
the process is
evaluated annually

There is a formal
reward and
recognition process
in place and the link
to performance is
clearly defined

Ad hoc enforcement of
the system across the
organisation
Performance management is
embedded in the
organisational culture, owned
by management and used as
an essential management
process to drive improvement
across all levels of the
organisation
74
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Core Element: Remuneration and Reward
Transactional
Fundamental
Institutional
Developmental



Team recognition is
part of the policy


Costs of rewards are
effectively managed
Policies continuously support
and challenges employees to
achieve excellence


Policy is derived from
business
requirements
External labour market data is
used as a benchmark

Performance linked
incentives and
recognition

Reward and
recognition policy are
market competitive

A basic remuneration and
reward policy and process in
place
A predefined process is used for
salary reviews

A basic policy for incentives in
place

A normative grading system in
place
Basic programme for
non-financial
recognition in place
75
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Core Element: Exit Management
Transactional
Fundamental
Institutional
Developmental

Focus is on compliance with
minimum requirements




Basic policies and procedures in
place for commonly accepted
scenarios

HRM&D role is primarily
transactional
Policies and procedures
cover all scenarios
Institution wide exit
management
strategies in place
Robust options in place for
the management of exits on a
sectoral basis
76
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Core Element: Organisational Culture,
Development and Effectiveness
Transactional
Fundamental
Institutional
Developmental

The HRM&D function has little
awareness of the organisational
capabilities


Scenario planning based on
external developments is
regular
There is no translation of
business strategy into
organisational capabilities
Organisational review
processes are
undertaken as part of
the IDP process


Some understanding of
some of the cultural
elements through
culture surveys


Organisational structure review
processes are ad hoc and not
informed by the strategic needs
of the organisation
Some elements of
service delivery
modeling evident
during organisational
review processes


Strengths and
weaknesses of existing
organisation are
described in terms of
leadership, culture,
organisation and people
competence
Organisational reengineering
processes are informed by a
long term strategy and outline
scenarios

Cross functional management
teams including HRM&D,
create a systematic way of
understanding the key
HRM&D drivers for future
success, gap analysis thereof
and action planning

Targeted capacity building
initiatives to create a
conducive culture

People engagement and the
overall climate of the
organisation are not priority
issues on the management
agenda

People engagement and
the overall climate form
part of the
management agenda

Some change elements
defined but no targeted
strategy for addressing
these issues across the
organisation

There is an integral
approach with
regards to the
creation of a
conducive culture but
this is largely driven
by HRM&D with the
support of line
managers
77
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Core Element: Employee Relationship
Management
Transactional
Fundamental
Institutional
Developmental

Basic policies and processes in
place


Employee relationship
management is generally
reactive


Primary focus is on compliance
or crisis management
Employee relationship
management generally
seen as an HRM&D
responsibility
Management and
HRM&D actively
participates in
relevant forums and
committees


HRM&D participates in
relevant committees
and forums

Structure
engagements with
relevant stakeholders

Management
ownership of internal
communications
processes

Management takes
responsibility for
managing employee
relationships within
their areas
Proactive engagement and
involvement of partners in
defining implications in lieu of
future scenarios
78
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Core Element: Talent Management
Transactional
Fundamental
Institutional
Developmental

Little or no attention to
talent management

Some attention to talent
identification

Talent pipeline well defined


Identification of
managerial potential is
coincidental (Vacancy
driven)

Some attempts are made
to define specific training
programmes

Processes for identifying
talent pools and
developing appropriate
programmes are in place
Future needs are
quantitatively and
qualitatively analysed


Little attention to career
planning and development
needs

Career and development
planning processes not
linked to a competency
model
Future organisational
needs are translated into
competency profiles and
implemented

Talent management
practices are review on a
continuous basis

Leaders deliver leader-led
programmes

Coaching is provided
incidentally or on request

Focus on individuals

Talent pipeline not well
defined

Management takes
ownership of coaching
79
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Core Element: HRM&D Administration and
Reporting
Transactional
Fundamental
Institutional
Developmental

HRM&D administration and
reporting is largely
compliance driven

Some HRM&D policies and
guidelines available on the
intranet



HRM&D policies and
guidelines made available
on request


HRM&D primarily
responsible for
administration & reporting
Line managers take
responsibility for some
core HRM&D transactions
e.g. leave
Self service options
compliment core HRM&D
responsibilities
HRM&D administration and
reporting approaches
compliment institutional
excellence
80
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Core Element: HRM&D Assurance and Wellness
Transactional
Fundamental
Institutional
Developmental

No policy or limited
attention to health and
safety issues other than
based on severe incidents

Health and safety audits
undertaken to inform a
more robust strategy and
programme


Health and safety are
embedded as part of the
culture of the organisation

Basic data and statistics on
health and safety incidents
in place

Detailed health and safety
data is available

Policy and practices that
are in place prove to
provide a competitive
advantage

Health and safety practice,
including employee’s
perception of their working
environment and their
employer are a benchmark
Proactively, management
defines a policy on health
and safety in broader
perspective that may
include programmes to
improve health and wellbeing
81
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Core Element: Information Systems and
Technology
Transactional
Fundamental
Institutional
Developmental



Integrated system in place
for all HRM&D processes


Interactive tools available
for specific HRM&D
processes
Limited or no information
systems or technology
Basic information systems
and technology in place for
core processes
System integrated with
other institution-wide
systems
Core Element: HRM&D Competence and
Benchmarking
Transactional
Fundamental
Institutional
Developmental




HRM&D competence and
functionality is generally
seen as not strategic
HRM&D competence and
functionality is relatively
comparable to other
similar institutions for core
specific functional areas or
clients internally
HRM&D competence and
functionality seen as being
on par with good practices
within the sector
HRM&D competence and
functionality is defined as
standard setting within the
sector
82
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Core Element: HRM&D Value Proposition
Transactional
Fundamental
Institutional
Developmental




HRM&D is seen as a
hindrance (necessary evil)
HRM&D is seen as the
foundation
HRM&D is seen as a
facilitator
HRM&D is seen as an
enabler and strategic
partner
83
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HRM&D Transformation Journey
Journey Management
Build on the
Basics
Become
More
Strategically
Aligned
• HR needs and
developments will be
detailed along a
developmental
maturity model
Become
Developmentally
Orientated
Build the
Basics
Immediate
Focus
Medium
Term Focus
Medium to
Long Term
Focus
Long Term
Focus
• This will allow for LG
to profile and thereby
uniform certain HR
requirements
• A maturity model
will also allow for
targeted strategies for
addressing key gaps
at an institutional,
regional or national
level
www.salga.org.za
Draft Local Government HRM&D Strategy
THE DRAFT HRM&D
STRATEGY
www.salga.org.za
The Guiding Principles
•
A common set of principles is the basis for realising the established vision, and a basis upon
which all can act to ensure buy-in. These principles form the basis of a process through which
consensus is derived on additional principles that may be appropriate for promoting overall
success in implementing the HR strategy.
–
Focus on all stakeholders
–
Focus on Cohesiveness
–
Recognise Contextual Differences
–
Flexibility and Adaptability
–
Maintain a Performance Focus
–
Promote the Agenda of Development
www.salga.org.za
Strategy Map
www.salga.org.za
Draft Local Government HRM&D Strategy
HRM&D STARTEGY ACTION
PLANS
87
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HRM&D Strategy Action Plans
Strategic Objective
To reposition HRM&D within the context of developmental local government
Key Performance
Target
Indicator
To redefine the HRM&D Development/
HRM&D
performance June 2013
value proposition
confirmation
of
a indicators
confirmed
common
set
of within
stipulated
performance indicators timeframes
for measuring HRM&D
performance
Initiative/ Activity
Tasks
Development/
Confirmation
of
a
common set of norms
and
standards
for
assessing
HRM&D
performance
HRM&D norms and June 2013
standards
confirmed
within
stipulated
timeframes
Publication/ gazetting of HRM&D
indicators, August 2013
the indicators, norms norms and standards
and standards
published/ gazetted
Responsibility

SALGA (National or Provincial)
- Facilitation of entire process

Municipalities (participation
and provision of inputs)

DCOG (National or Provincial)
– Provision of inputs and direct
support
SALGA (National or Provincial)
- Facilitation of entire process


Municipalities (participation
and provision of inputs)


DCOG (National or Provincial)
– Provision of inputs and direct
support
SALGA – Publication

DCOG - Gazetting
89
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HRM&D Strategy Action Plans
Strategic Objective
To reposition HRM&D within the context of developmental local government
Initiative/ Activity
Tasks
In line with the status of
the
public
service
report, as issued by the
Public
Service
Commission, consider a
“status of the local
government
report”
focusing
on
key
HRM&D
indicators,
norms and standards
Key Performance
Target
Indicator
Develop
concept Concept
paper December 2013
paper on the state of developed
HRM&D in local
government
Establish
systems Systems
and December 2014
and mechanisms for mechanisms
collecting
and established
reporting on HRM&D
transactions
and
performance
Collect data on the Data
collection June 2015
status of HRM&D in complete
local government
Publication of report
First
report July 2015 (First
published
report and then
annually
after
that)
Responsibility

SALGA (National or Provincial) Facilitation of entire process

Municipalities (participation and
provision of inputs)

DCOG (National or Provincial) –
Provision of inputs and direct
support
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HRM&D Strategy Action Plans
Strategic Objective
To reposition HRM&D within the context of developmental local government
Initiative/ Activity
Tasks
The development of an
ideal HRM&D model This will allow for LG to
profile
and
thereby
uniform certain HRM&D
requirements
Develop a generic
structure for HRM&D
at municipal level
Develop
generic
profiles for HRM&D
practitioners
i.e.
outputs, job grades,
competencies,
attributes etc
Develop
remuneration
guidelines
for
HRM&D practitioners
Key Performance
Target
Indicator
Generic
HRM&D June 2013
structure/s approved
within
stipulated
timeframes
Generic
HRM&D June 2013
profiles
approved
within
stipulated
timeframes
HRM&D
August 2013
remuneration
guidelines approved
within stipulated time
frames
Responsibility

SALGA (National or Provincial) Facilitation of entire process

Municipalities (participation and
provision of inputs)

DCOG (National or Provincial) –
Provision of inputs and direct
support
91
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HRM&D Strategy Action Plans
Strategic Objective
To reposition HRM&D within the context of developmental local government
Initiative/ Activity
Tasks
Review
legislative,
policy and regulatory
framework that governs
local government with a
specific
focus
on
HRM&D implications
Confirmation
of
legislation, policies
and
regulations
which may need to
be amended (and
motivation thereof)
Roll out of the action
plan in line with the
review
Key Performance
Target
Indicator
Report outlining key December 2013
findings as well as
an action plan for
addressing pertinent
issues
adopted
within stipulated time
frames
% completion of the On-going
roll out process
Responsibility

SALGA – Facilitation of the
process

DCOG - Provision of inputs and
direct support

To be determined
92
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HRM&D Strategy Action Plans
Strategic Objective
Key Performance
Target
Indicator
HRM&D Consolidate HRM&D Compliance
June 2013
compliance
dictionary approved
requirements
within stipulated time
frames
Initiative/ Activity
To confirm
governance
requirements
To ensure that HRM&D is governed effectively
Tasks
Develop a generic
HRM&D governance
model
for
municipalities
HRM&D governance December 2013
model
approved
within
stipulated
timeframes
Responsibility

SALGA (National or Provincial) Facilitation of entire process

Municipalities (participation and
provision of inputs)

DCOG (National or Provincial) –
Provision of inputs and direct
support
SALGA (National or Provincial) Facilitation of entire process


Municipalities (participation and
provision of inputs)

DCOG (National or Provincial) –
Provision of inputs and direct
support
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HRM&D Strategy Action Plans
Strategic Objective
To ensure that HRM&D is governed effectively
Key Performance
Target
Indicator
To build the capacity of Develop an HRM&D HRM&D governance December 2013
HRM&D
governance governance
handbook and toolkit
structures
at
a handbook and toolkit published by target
municipal level
date
Initiative/ Activity
Tasks
Develop a training Programme
programme
for developed
HRM&D governance targeted
practitioners
June 2014
Responsibility

SALGA (National or Provincial) Facilitation of entire process

Municipalities (participation and
provision of inputs)

DCOG (National or Provincial) –
Provision of inputs and direct
support
SALGA (National or Provincial) Facilitation of entire process

by
Implement a training Number
of July 2014
programme
for practitioners trained
On-going
HRM&D governance
practitioners

Municipalities (participation and
provision of inputs)

DCOG (National or Provincial) –
Provision of inputs and direct
support
and 
SALGA (National or Provincial)
- Facilitation of entire process
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HRM&D Strategy Action Plans
Strategic Objective
To adopt and implement a wide set of options for capacity development in order to meet the
demands of local government, on both political and administrative levels
Initiative/ Activity
Tasks
Key Performance Indicator
Define
what
developmental
and
capacity
support
is
required to sustain the
future
HRM&D
practitioner/s,
line
managers and political
principles
Develop
a
competency
framework
for
HRM&D
professionals, line managers
and political principles in line
with the HRM&D model
Undertake a competency audit
of all HRM&D practitioners,
line managers and political
principles
Development a competency
development
strategy
to
address critical gaps identified
in the audit
Implementation
of
the
competency
development
strategy
Competency
framework December
approved within stipulated time 2013
frames
Target
Competency audit completed for December
all HRM&D practitioners, line 2014
managers
and
political
principles
Competency
development June 2015
strategy
for
HRM&D
practitioners and line managers

Level of implementation of
the strategy

Impact of the
implementation of the
strategy
On-going (In
line with the
plan)
Responsibility

SALGA (National
or Provincial) Facilitation of
entire process

Municipalities
(participation and
provision of
inputs)

DCOG (National
or Provincial) –
Provision of
inputs and direct
support
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HRM&D Strategy Action Plans
Strategic
Objective
Initiative/ Activity
Undertake
an
audit
of
all
municipalities in
line
with
the
maturity model
To adopt and implement a wide set of options for capacity development in order to meet the demands of local
government, on both political and administrative levels
Key Performance
Tasks
Target
Responsibility
Indicator

SALGA (National or Provincial) - Facilitation of
Development of audit Municipal
audits December
entire process
instruments and plan
completed
within 2012
stipulated

Municipalities (participation and provision of inputs)
timeframes

DCOG (National or Provincial) – Provision of inputs
Municipalities undertake Self assessments for March 2013
and direct support
self
assessments all
municipalities
including the provision of completed
evidence

SALGA (National or Provincial) - Facilitation of
Verification of outcomes Self
assessment June 2013
entire process
of the self assessments
outcomes verified

Publication of outcomes Outcomes published July 2013
of the audit including in line with stipulated
detailed
requirements
recommendations
on
how to close the gaps

DCOG (National or Provincial) – Provision of inputs
and direct support
SALGA (National or Provincial) - Facilitation of
entire process

Municipalities (participation and provision of inputs)

DCOG (National or Provincial) – Provision of inputs
and direct support
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HRM&D Strategy Action Plans
Strategic
To adopt and implement a wide set of options for capacity development in order to meet the demands of
Objective
local government, on both political and administrative levels
Initiative/
Key Performance
Tasks
Target
Responsibility
Activity
Indicator

SALGA (National or Provincial) - Facilitation of
Formulate and Development of sector- Plans developed
July 2013
entire process
implement
a wide and institutional
capacity
development plans

Municipalities (participation and provision of
building
inputs)
strategy/

DCOG (National or Provincial) – Provision of
programme
inputs and direct support
Implement sector wide Level
of
and
institutional implementation of
development plans
the sector wide and
institutional
development plans

On-going
(Dependent
on
the 
plans)

SALGA (National or Provincial) - Facilitation of
entire process
Municipalities (participation and provision of
inputs)
DCOG (National or Provincial) – Provision of
inputs and direct support
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Proposals For Key Focus Areas: Performance
Management
•
Culture transformation:
–
Effectively transform the culture to allow for performance management to thrive. A
transformation and change management initiative is critical in this regard;
–
Encourage a culture which supports the achievement of excellence and encourages
innovation and creativity; and
–
Create a ‘can do’ culture to encourage sensible risk taking and innovation
•
Consider developing or procuring a generic automated system that can be used by municipalities
that have reached the necessary level of maturity to use an automated system;
•
Ensure that individual performance is linked to the achievement of institutional objectives (Audit
and revise systems in this regard);
•
Incorporate key performance management activities and processes to the norms and standards
for HRM&D, with a clear allocation of responsibilities – this should be included in the report on the
status of local government. Examples would include reporting on number of employees that have
undergone formal performance reviews;
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Proposals For Key Focus Areas: Performance
Management
•
Consider the establishment of a performance management learning network to facilitate the
sharing of best practices and lessons learnt with regards to performance management;
•
Establishment of a panel of experts who can advise and/or provide direct support to Councillors,
Management and staff with regards to performance management; and
•
Reconsider linking rewards to performance management processes, at least until systems are
mature enough to allow for effective rewards and incentives. This is in line with best practices in
this regard and while it may prove controversial will allow for performance management to be
embedded at an institutional level.
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Proposals For Key Focus Areas: Employee
Relations And Wellness
•
The establishment of a learning network to facilitate the sharing of information on best practices
and lessons learnt with regards to employee relations and wellness;
•
The development of a generic framework for managing employee wellness – it should be noted
that DPSA has developed a comprehensive framework and strategy that can be adapted for local
government;
•
Establishment of a panel of experts who can advise and/or provide direct support to Councillors,
Management and staff with regards to employee relations and wellness;
•
Develop frameworks and a culture of involving and listening to employees and their
representatives through formal and informal mechanisms in order to promote effective employee
relations, improve job satisfaction and secure the workforce’s commitment to the objectives and
priorities;
•
Provide and maintain a comprehensive and modern set of HR strategies, policies and procedures
to support and underpin local government’s or a municipality’s aim of being a good employer;
•
Promote and support effective relationships with recognised trade unions;
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Proposals For Key Focus Areas: Employee
Relations And Wellness
•
Provide Occupational Health support to managers and employees including the promotion of
healthy life styles and basic health surveillance.
•
Provide a supportive management culture, which identifies and addresses the causes of work
related stress.
•
Provide safe and healthy workplaces and systems of working and promote employee welfare and
well being in the best interests of employees and the municipalities; and
•
Provision of training and development opportunities to address inherent capacity gaps.
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Proposals For Key Focus Areas: HR Planning
•
The development of a common HR planning framework and process – consideration should be
given to adapting the public sector wide framework and approach in this regard;
•
The establishment of a learning network to facilitate the sharing of information on best practices
and lessons learnt with regards to HR planning;
•
Establishment of a panel of experts who can advise and/or provide direct support to Councillors,
Management and staff with regards to HR planning; and
•
Provision of training and development opportunities to address inherent capacity gaps.
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Proposals For Key Focus Areas: Organisational
Development
•
The development of a common OD framework and process – consideration should be given to
adapting the public sector wide framework and approach in this regard;
•
The establishment of a learning network to facilitate the sharing of information on best practices
and lessons learnt with regards to OD;
•
Establishment of a panel of experts who can advise and/or provide direct support to Councillors,
Management and staff with regards to OD; and
•
Provision of training and development opportunities to address inherent capacity gaps.
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Proposals For Key Focus Areas: Culture and
Mindset Change
•
The development of a common OD framework and process – consideration should be given to
adapting the public sector wide framework and approach in this regard;
•
The establishment of a learning network to facilitate the sharing of information on best practices
and lessons learnt with regards to OD;
•
Establishment of a panel of experts who can advise and/or provide direct support to Councillors,
Management and staff with regards to OD; and
•
Provision of training and development opportunities to address inherent capacity gaps.
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Proposals For Key Focus Areas: HR Information
Management
•
The acquisition or development of a uniform system for managing HR information within local
government – this will ensure the standardisation of processes and practices;
•
Provision of direct support to municipalities that urgently require support with regards to HR
information management; and
•
Provision of training and development opportunities to practitioners with regards to HR information
management.
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Proposals For Key Focus Areas: Transversal
Issues
•
Programme and Project management;
•
Journey Management;
•
Change management and Communication.
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Draft Local Government HRM&D Strategy
CRITICAL SUCCESS FACTORS
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Critical Success Factors
•
Stakeholder buy in: Obtain agreement on approach and support for an integrated approach
across all spheres of government and with all relevant role players; and
•
Resources: Sufficient resources to plan and implement the various interventions.
•
Risk Management: The adoption of a proactive risk management strategy to ensure successful
achievement of the objectives contained herein.
•
Roles and Responsibilities: Clearly articulating the roles and responsibilities of all the
stakeholders that will be involved during implementation; and
•
Integration: Ensuring that the consideration is given to other processes that are currently
underway or are envisaged within local government and in government in general that may be
similar or may impact on what has been proposed in this strategy.
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Draft Local Government HRM&D Strategy
RISKS AND RISK MITIGATION
STRATEGIES
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Risks and risk Mitigation Strategies
Risk
Likely impact
Considering the current status, 
the proposals contained herein
Less vigour in
implementing the
recommendations
Risk
Mitigation
Options/
Strategies
 Implementation of quick wins

Change management
may be considered a bridge too
far
Lack of resources to implement 
Limited implementation of 
the strategy
Development of are sourcing
planning, including sources etc.
the strategy in its entirety
Lack of stakeholder buy in

Less vigour in
implementing the
recommendations

Limited implementation of
the strategy

Resistance to change

Change management

Undertake a deliberate strategy
to promote the strategy and
create awareness and
understanding of its value,
implications for local
government etc.
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Draft Local Government HRM&D Strategy
CONCLUSION
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Conclusion
•
A fully functional HRM&D function is critical in ensuring delivery at an institutional level. A local
government wide HRM&D strategy provides a basis for defining the critical issues that need to be
addressed and how they need to be addressed in order to ensure that the vision of a
developmental local government is achieved.
•
This HRM&D strategy represents the first step in transforming HRM&D within local government
and is an attempt at defining the future status of HRM&D within the sector.
•
Whilst this strategy does not address all the issues and challenges, the models presented herein
provide a basis for defining critical areas of work that provide the basis for defining the value add
of a developmental HRM&D function.
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THE END
THANK YOU
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