1. OSD career path An example of career progression for an engineer that provides for accelerated grade progression as provided for in the OSD for engineers and related professionals:

Post Grade Job Purpose Career, Grade & Pay progression opportunities

Associated Competencies

1 Candidate

Engineer

N/A To perform all

aspects of

engineering

activities that

result in

progress in

technology and

engineering

applications

under

supervision as

prescribed by

ECSA

at the level of

candidate

towards

registration as

an engineer.

Progression opportunity Career • Meeting the requirements as

prescribed by ECSA for registration

as a professional engineer.

• Candidate engineer may apply for

a vacant post of professional

engineer upon meeting the minimum

appointment requirements for higher

post(s), including registration with

ECSA.

Grade • Progression to the next grade is

not applicable because to move to

the next level is through open

competitionPay • Employees qualify for pay

progression based on completion of

a

continuous period of 12 months

satisfactory performance on his/her

relevant notch. (pay progression –

based on annual performance

assessment)

Technical:

• Project

management

• Engineering

design and

analysis

knowledge

• Research and

development

• Computer-aided

engineering

applications

• Knowledge of

legal compliance

• Technical report

writing

• Networking

Generic:

• Decision making

• Team work

• Analytical skills

• Creativity

• Self-

management

• Customer focus

and

responsiveness

• Communication

• Computer skills

• Planning and

organising

• Problem solving

and analysis

2 Professional

Engineer

Grade

A

To perform all

aspects of

varied

innovative and

complex

engineering

activities that

result in

progress in

technology and

engineering

applications.

Progression opportunity Career • Meeting the requirements as

prescribed by ECSA for registration

as a professional engineer.

• Professional engineer may apply

for a vacant post of Chief/Specialist

Engineer upon meeting the minimum

appointment requirements for higher

post(s), including registration with

ECSA.

Grade Grade progression: comply with

expectations for satisfactory

performance (minimum of 6 years in

a grade); or

• Accelerated grade progression: consistent above average or

outstanding performance or exceed

expectations for performance

assessments on a specific grade

(minimum of 3 years in a grade).

Pay • Employees qualify for pay

progression based on completion of

a

Technical:

• Programme and

project

management

• Engineering

design and

analysis

knowledge

• Research and

development

• Computer-aided

engineering

applications

• Knowledge of

legal compliance

• Technical report

writing

• Creating high

performance

culture

• Professional

judgment

• Networking

Generic:

Decision making

• Team leadership

continuous period of 12 months

satisfactory performance on his/her

relevant notch. (pay progression –

based on annual performance

assessment)

• Analytical skills

• Creativity

• Self-

management

• Financial

management

• Customer focus

and

responsiveness

• Communication

• Computer literacy

• Planning and

organising

• Conflict

Management

• Problem solving

and analysis

• People

Management

• Change

management

• Innovation

Grade

B

To perform all

aspects of

varied

innovative and

complex

engineering

activities that

result in

progress in

technology and

engineering

applications.

Progression opportunity Career • Meeting the requirements as

prescribed by ECSA for registration

as a professional engineer.

• Professional Engineer may apply

for a vacant post of Chief/Specialist

engineer upon meeting the minimum

appointment requirements for higher

post(s), including registration with

ECSA.

Grade • Grade progression: comply with

Same as Grade A

Professional

Engineer

expectations for satisfactory

performance (minimum of 6 years in

a grade); or

• Accelerated grade progression: consistent above average or

outstanding performance or exceed

expectations for performance

assessments on a specific grade

(minimum of 3 years in a grade).

Pay • Same as above.

Grade

C

To perform all

aspects of

varied

innovative and

complex

engineering

activities that

result in

progress in

technology and

engineering

applications.

Progression opportunity Career • Meeting the requirements as

prescribed by ECSA for registration

as a Professional Engineer.

• Professional Engineer may apply

for a vacant post of Chief/Specialist

Engineer upon meeting the minimum

appointment requirements the higher

post(s), including registration with

ECSA.

Grade • Progression to the next grade is

not applicable because to move to

the next level is post bound/ through

open competition Pay • Same as above.

Same as Grade A

& B Professional

Engineer

3 Specialist

Engineer

To perform all

aspects of

Progression opportunity

Technical:

specialized

innovative and

complex

engineering

activities that

lead in

technology and

engineering

applications.

Career • Meeting the requirements as

prescribed by ECSA for registration

as a professional engineer.

• Specialist Engineer may apply for a

vacant post of Chief Engineer upon

meeting the minimum appointment

requirements for higher post,

including registration with ECSA.

Grade • Progression to the next grade is

not applicable because to move to

the next level is post bound/ through

open competition

Pay

• Same as above

Programme and

project

management

• Engineering

design

and analysis

knowledge

• Research and

development

• Computer-aided

engineering

applications

• Knowledge of

legal

compliance

• Technical report

writing

• Creating high

performance

culture

• Networking

• Engineering and

professional

judgment

Generic:

• Decision

making

• Team leadership

• Analytical skills

• Creativity

• Self-

management

• Financial

management

• Customer focus

and

responsiveness

• Communication

• Computer literacy

• Planning and

organising

• Conflict

management

• People

management

• Negotiation skills

• Problem solving

and analysis

• Change

management

• Innovation

4 Chief

Engineer

Grade

A

To perform and

manage all

aspects

of varied

innovative and

complex

engineering

activities that

result in

progress in

technology and

engineering

applications

and

provide

strategic

direction in the

process.

Progression opportunity Career • Meeting the requirements as

prescribed by ECSA for registration

as a professional engineer.

• Chief Engineer is the highest post

in the engineering profession within

the PS.

Grade • Grade progression: comply with

expectations for satisfactory

performance (minimum of 10 years

in a grade); or

• Accelerated grade progression: consistent above average or

outstanding performance or exceed

expectations for performance

assessments on a specific grade

Technical:

Programme and

project

management

• Engineering,

legal and

operational

compliance

• Engineering

operational

communication

•Process

knowledge and

skills

• Maintenance

skills

and knowledge

• Mobile

equipment

(minimum of 5 years in a grade).

Pay • Same as above

operating skills

• Engineering

design

and analysis

knowledge

• Research and

development

• Computer-aided

engineering

applications

• Creating high

performance

culture

• Technical

consulting

• Engineering and

professional

judgment.

Generic:

• Strategic

capability

and leadership

• Problem solving

and analysis

• Decision making

• Team leadership

• Creativity

• Financial

management

• Customer focus

and

responsiveness

• Communication

• Computer skills

• People

management

• Planning and

organising

• Conflict

management

• Negotiation skills

• Change

management

Grade

B

To perform and

manage all

aspects

of varied

innovative and

complex

engineering

activities that

result in

progress in

technology and

engineering

applications

and

provide

strategic

direction in the

process.

Progression opportunity Career

•Chief Engineer is the highest post in

the engineering profession within the

PS.

Grade • Progression to the next grade is

not applicable because this level is

the highest level within the

occupation.

Pay Same as above

Same as Grade A

chief engineer

Career development workbook template The questionnaire may be used during a formal career development discussion

between an employee and a career counselor or HR practitioner.

CAREER DEVELOPMENT WORKBOOK

A Personal Information

Surname and Initials____________________________________________________

Job

Title_________________________________________________________________

Occupation____________________________________________________________

Component/ Directorate___________________________________________________

B Career Analysis

Summary of your career, to date: (Current and previous Jobs, roles and associated responsibilities)

Jobs Roles and responsibilities

Are you satisfied in your current post? If not, state reasons:

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________ How long have you been in this job?

______________________________________________________________________

What are your competency gaps in this job?

______________________________________________________________________

______________________________________________________________________

C Personal Exploration

Describe yourself according to the following:

Interests (Things you like to do)

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Abilities (Things you can do)

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Personality (Qualities that makes you unique)

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Values (What you believe in)

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Career paths or choices that need to be explored

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

D Career Aspirations

What is the next career to which you aspire?

Requirements

1st Choice

Requirements

2nd Choice

Why do you believe this career choice will satisfy your needs?

1st Choice________________________________________________________________

______________________________________________________________________

2nd

Choice________________________________________________________________

______________________________________________________________________

Do you meet the requirements for your career choices?

If not, what are your competency gaps?

1st

Choice________________________________________________________________

______________________________________________________________________

2nd

Choice________________________________________________________________

______________________________________________________________________

Which areas must be developed or improved further to increase your chances to meet

the requirements for these career choices?

______________________________________________________________________

______________________________________________________________________

What would be the minimum period to position yourself to effect the career choice?

______________________________________________________________________

______________________________________________________________________

E Recommendations

Yes No

Recommendations by a person leading the career discussion:

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________

Date of follow up discussion (if necessary) ______________________________________________________________________

F CAREER PLAN

SHORT TERM PLANNING (6 MONTHS- 1 YEAR)

CAREER

CHOICE ACTION STEPS TARGET DATES OUTCOME

1. 1. 1.

1.

2. 2. 2.

2.

LONG TERM PLANNING (1 YEAR AND MORE)

CAREER

CHOICE ACTION STEPS TARGET DATES OUTCOME

1. 1. 1. 1.

2. 2. 2.

2.

Practical Application

This section presents a practical way in which HR components, line managers and

employees can implement career management. Realising that implementation has to

take place in differing departmental circumstances and organisational environments, the

content of this section is of an advisory nature. It is thus neither rigid nor prescriptive.

As a baseline, the activities indicated in the table below could be followed to realize

career management.

Employer’s role :

Activities Activity description Activity 1: Develop a career

management

policy

Develop a career management policy that is based on and linked to:

• The departmental strategy, strategic and operational plans

• Training and development strategy

• Human Resource Plan

• Organisational structure

• Employment Equity, Affirmative Action and related policies. Takes into account the applicable public service legal framework

Activity 2: Ensure availability

of career

management

policy

Ensure that the career management policy is available and accessible for

all employees. Employees need to:

• see roles for themselves, within the organisation, in the short and

long term.

• set career goals that are "in-synch" with organisational goals.

• be aware of current and potential opportunities in the

organisation.

Activity 3: Develop career

paths or identify

relevant career

paths

Career paths serve as a guide for:

• employees to plan their careers in relation to the available career paths;

• employees and line managers to develop individual development plans

Career paths should represent real progression possibilities, whether

lateral (job enrichment) or upward and specify competencies required to

perform the work on each position along the paths Two main streams can be provided for in terms of career paths

(managerial and technical and/or professional) Managerial career path constitutes the different performer levels that

describe the job of a manager in terms of complexity, responsibility, time

applications, value attached to the job and skills required. The technical/ professional career path provide for progression to higher

levels that could be equivalent to management and provides the

opportunity for individuals to progress within their fields of expertise

without having to assume management roles. The organisational structure provides the basis for developing

departmental career paths and in addition to that, the CORE and HR

connect also contains information on career paths. Occupational Specific

Dispensations contain prescribed career paths for identified occupations.

Activity 4: Identify career

development

programmes

Identify development programmes to be implemented in the organisation:

• Career development workshops

• Formal career discussions

• Career counseling

• Mentoring and Coaching

• Career development centre

HR practitioner or career counselor and employee roles:

The major outputs and underlying processes of career management for an employee is

described in the table below:

Activities Activity description Activity 1 : Discuss suitable

career path

The employee attends a formal career planning session

facilitated by the HR practitioner. The aim of the session is to

orientate the employee into the organisation’s career

management strategy; provide the employee with the

organisations’ career-related information and to help employees

gain greater self-awareness in terms of his/her values, interests

and career preferences.

Activity 2: Verify whether career

path exists and

determine possible

suitability

The HR practitioner and employee should determine whether a

suitable career path exists for the employee (identify an existing career

path in the organisation). If suitable career path/s exists, the

employee’s profile should be matched with the identified career path/s

to determine and rank the employee’s possible suitability for the career

paths.

Activity 3: Competency gaps

exist?

Determine whether competency gaps exist for the employee If competency gaps exist, go to activity 4

If no competency gaps exist, the employee and HR practitioner will

identify possible career growth initiatives, eg, job enrichment or

progression opportunities; or the information can be used for the

purpose of planning for succession where applicable.

Activity 4: Identify and discuss

competency gaps

Identify competency gaps and discuss possible interventions to

address the gaps.

The following template serves as an example which is intended to suggest what a

career management policy might look like.

Career Management Policy Outline 1. Introduction

Career management is seen as an important tool to address the needs of the employee

and departmental needs. If there is no focused approach to align individual career

expectations with departmental requirements, it will be difficult for the department to

meet its objectives.

As a result, this policy has been developed to provide a framework for this department

to implement career management programmes.

2. Definition

Career management is about managing employee’s careers for the benefit of both the

employee and the department; the employee concerned has a key role to play in

managing his or her career.

3. Purpose

To provide a framework for the department to establish programmes aimed at managing

employee’s careers within the context of the department and sensitize employees,

supervisors and managers on their roles and responsibilities pertaining to career

management.

4. Sources of authority

This policy is informed by the principles, norms and standards for human resource

management in the Public Service as contained in the:

• Constitution of the Republic of South Africa, Act 108 of 1996;

• Public Service Act; 1994;

• Public Service Regulations; 2001;

• White Paper on Human Resource Management;

• White Paper on Affirmative Action in the Public Service, 1998

• Skills Development Act, Act 97 of 1998

5. Principles

This policy subscribes to the principles contained in Chapter 10 of the Constitution of

the Republic of South Africa, 1996:

• Efficient economical and effective resources must be promoted;

• Public Administration must be development orientated;

• Good human resource management and career development practices to

maximize human potential must be cultivated.

6. Scope of applicability

This policy applies to all employees within the Department of XXX.

7. Career development programmes that will be implemented

The following career development programmes will be implemented:

• Implement formal career development discussions

• Initiate career development workshops (to be facilitated by HR practitioners)

• Implement mentoring and coaching

• Implement job enrichment programmes

• Establish a career development centre

8. Roles and responsibilities

8.1 Head of Department

The Head of Department is accountable for-

Communicating the strategic direction of the organisation, creating the infrastructure to support

career management initiatives; and foster a culture of career development and continual

learning.

8.2 HR component

HR component is responsible for-

Ensure that career management policy is available

Develop and maintain the department’s career paths in conjunction with line

managers

Facilitate the implementation of career development programmes within the

department, which supports employee retention, career progression and succession

practices in line with the HR plan of the department and in compliance with

applicable prescripts.

Advises and provides consulting services to line managers on career development

matters.

Facilitate formal career development discussions or counseling and workshops

8.3 Managers/ Supervisors

The manager/ supervisor’s role is to support employees’ career development by:

Holding regular career development discussions with the employees

Assisting employees in formulating realistic career goals that are linked to the

organisational goals

Sensitizing employees about the opportunities available in the organisation and

their potential fit for them

Creating opportunities for exposure within the organisation

Providing performance feedback

Supporting employee development plans

Motivating employees to enhance their competencies and thereby their

performance in relation to the goals of the department

8.4 Employees The employee is the primary driver and owner whose role is to:

Assess their own skills, interests, abilities and development needs

Act on their career goals and action plans

Remain open, realistic and flexible

Assume responsibility for developing and maintaining their competencies

Add demonstrable value to the organisation

Understand the nature of the organisation and their job related competencies

9. Monitoring and Evaluation The policy will be monitored on a regular basis by the HRM component and evaluated

within a period of one year of it coming into effect.

10. Review of the policy

The policy will be reviewed annually.

11. Conclusion

The department of XXX values employees who are willing to devote themselves to a

career within the department and will provide opportunities within the parameters of the

department to develop individual competencies.