ASSESSING THE ABILITY OF ASSESSING THE ABILITY OF DEPARTMENTAL HUMAN RESOURCE DEPARTMENTAL HUMAN RESOURCE

COMPONENTS COMPONENTS

13 August 201013 August 2010

Floors PelserFloors Pelser

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CONTENTCONTENT

• Background – Aim of the assessment – Intended outcomes– Content of the tool– Assessment methodology

• Current emerging trends iro the 2009/10 assessments

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BACKGROUND

• Cabinet approved on 11 June 2008 the implementation of an assessment tool

• The tool was implemented per MPSA directive through circular 14/1/1/P dated 25 November 2009:– Departments are to assess their HR components

annually before 31 March– Assessment results to be submitted to DPSA by 30

April

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AIM OF THE ASSESSMENT

• Assessing the ability of HR components has much to do with establishing a knowledge base from which departments can effect improvements towards strategic HRM

• The assessment tool must assist departments to:– Assess and track the efficiency of their HRM processes– Review the strategic ability of their HR components– Design appropriate interventions for improvement

• The assessment should indicate or establish the following: – Existing weaknesses and strengths iro HRM in the Department

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AIM OF THE ASSESSMENT (cont)

– Alignment of HRM with operational objectives – The need for change: In HRM practices and/or internal

functioning of the HR component– A basis for tracking and benchmarking over time– An understanding of the place of HRM in the Department– The assessment must lead to tangible results and constructive

planning for improvement

• Aim is not to measure compliance, but strategic alignment and efficiency

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INTENDED OUTCOMES

• Tangible results and constructive plans for improvement

• Real change towards strategic HRM

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ASSESSMENT TOOL: CONTENT

PART AStrategicdimension

PART BTechnicaldimension

PART CQuantitative dimension

KPA 1: Strategic partner role KPA 2: Change agent roleKPA 3: Employee champion role

KPA 1: Organizational development and designKPA 2: Recruitment & employee life cycle managementKPA 3: HR utilisation & development KPA 4: Quality of work life and environment managementKPA 5: Labour relations

HRM capacity Job evaluationEmployee engagement Diversity managementPerformance management RemunerationWellness management Employee relationsHuman resource development

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ASSESSMENT TOOL: CONTENT (cont)

• 5 – Point rating scale for Parts A and B:0= Not sure/not applicable1 = Never/poor/ineffective2 = Sometimes/below average/somewhat

ineffective3 = Regularly/average/effective4 = Extensively/good/very effective

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ASSESSMENT TOOL: CONTENT (cont)

ANNEXURE A: ACHIEVEMENT CATEGORIES(To categorize assessments in Parts A and B)

SCORE ACHIEVEMENT CATEGORY

DESCRIPTION

81-100% A High level of achievement. Probably little need for improvement

51-80% B Average level of achievement. It may be necessary to address weaknesses

34-50% C Low level of achievement. The area will not necessary collapse, but significant and significant efforts to improve may be necessary

0 - 33% D Very low level of achievement. Drastic and immediate interventions are needed

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ASSESSMENT TOOL: CONTENT (cont)

• Part C descriptors are quantitative in nature:− Ratio of posts in HR component: department’s

total post establishment (HRM capacity)− Ratio of HR practitioner posts: HR administrator

posts (HRM capacity)− % of job evaluation results deviated from by the

competent authority− Recruitment cost per capita − % of employees whose remuneration exceeds the

salary scale attached to their posts

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ASSESSMENT TOOL: CONTENT (cont)

ANNEXURE B: PLANNING TEMPLATE

HR DOMAIN

FACTORS THAT DICTATE

IMPROVEMENT

PROPOSED INTERVENTION

(S)

RESPONSIBILITY

Refer to the domain classifications in Parts A and B

Describe on the basis of the assessments made in respect of the relevant HR domain in Parts A and B and the applicable information in Part C

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ASSESSMENT METHODOLOGY

Step Description Remarks

1

HOD appoints assessment panel

• Members to be able to make valid assessments and preferably in the SMS

• Panel to be representative of “clients”• Size: Departmental discretion• One or multiple panels: Departmental

discretion

2 Prepare panel members

• In terms of the assessment’s purpose, methodology

• In terms of need for validity and consistency

• In terms of the departments’contextual realities: External environment, HR arrangements, etc

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ASSESSMENT METHODOLOGY (cont)

Step Description Remarks

3

Assessment panel completes assessments in Parts A and B

May work jointly or separately: Departmental discretion

4 and 5

Assessment panel allocates an achievement category based on the assessments in Parts A and B

• Add scores up• Convert scores to “Perceived

levels of achievement”• Use Annexure A:

– One global category– Per dimension (Parts A and B)– Per KPA

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ASSESSMENT METHODOLOGY (cont)

Step Description Remarks

6 HR component completes Part C (Quantitative dimension)

May take place parallel with steps 3 to 5

7 and 8

Assessment panel: • Analyses and interprets the

assessments, achievement category and the data in Part C

• Uses Annexure B to plan for interventions and make recommendations

• Reports the recommendations to the HOD for decision making

The analysis/planning to include consideration of the “NO”s in Parts A and B

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STEP 2: PREPARE PANEL MEMBERS

• Common claims by employees – HR officials are uncaring, incompetent, clueless– Out of touch with needs of employees– HR favours management – HR turns a blind eye to sexual/racial harassment– HR demonstrates outright ignorance of the law– HR fails to follow their own policies

• The environment of HR– Balancing act : employee champion vis a vis strategic partner– Balancing act: Maintaining confidentiality vis a vis transparancy– Actions must be evidence based– HR does not always makes the decision

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STEP 2: PREPARE PANEL MEMBERS

• Understand the envisaged roles for HR (strategic partner, change agent, employee champion)

• Remember HR manages two “competing” priorities:– Striving for organizational performance and service delivery– Ensure fair and ethical employment practices as well as

workplace justice • Appreciate the concept of strategic HRM (Manual

chapter 3):– It is a catalyst for service delivery improvement and

organizational performance – It translates operational objectives into HRM implications with a

reciprocal response in the form of a HR value proposition or contribution

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STEP 2: PREPARE PANEL MEMBERS

• Be aware of the operational environment of the HR component:– HR delegations– Structure and location of HRM functions (LR, HRD,

etc)– Extent of decentralization of HR functions within the

Department– Size of the HR component

• Have a common understanding/interpretation of the performance indicators and the descriptors

• Have an understanding of envisaged/planned changes and interventions relating to HRM in the Department

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CURRENT EMERGING TRENDS

PROVINCIAL DEPARTMENTS

NATIONAL DEPARTMENTS

STRATEGIC PARTNER 66% 71%

CHANGE AGENT 49% 55%

EMPLOYEE CHAMPION 63% 70%

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CURRENT EMERGING TRENDS (cont)

PROVINCIAL DEPARTMENTS

NATIONAL DEPARTMENTS

OD & DESIGN 67% 63%

RECRUITMENT AND LIFE CYCLE MANAGEMENT 61% 57%

HR UTILISATION AND DEVELOPMENT 72% 70%

WORK LIFE/ENVIRONMENT MANAGEMENT 81% 81%

EMPLOYEE RELATIONS 77% 68%

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CURRENT EMERGING TRENDS (cont)

PROVINCIAL DEPARTMENTS

NATIONAL DEPARTMENTS

Ratio-posts in the HR component: total post establishment 1:44 1:26

Average turn around time to complete a job evaluation 2,2 months 1,9 months

Average turn around time to fill vacancies 5,2 months 6,6 months

Annual turnover rate of staff 10,46% 9,31%

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CURRENT EMERGING TRENDS (cont)

PROVINCIAL DEPARTMENTS

NATIONAL DEPARTMENTS

Ratio-posts filled through the appointment of non employees:

posts filled through the transfer or appointment of serving employees

1:6 1:3

% employees who received performance awards (cash

bonuses)29% 49,51%

% of employees whose remuneration exceeds the salary

scale attached to their posts10,39%

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CURRENT TRENDS: IDENTIFIED CHALLENGES

• Total of 69 challenges identified by 27 departments

– Change management/agent role: 24,6%

– Recruitment/staff retention: 14,5%

– Strategic partner role: 13%

– Employee champion role: 13%

– OD/HR Planning: 8,7%

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CURRENT TRENDS: ENVISAGED INTERVENTIONS

• Design an HR turnaround plan iro all areas in Parts A and B

• Change management– Intensify change management as a practice (surveys, etc)– Create a change management unit– Monitor change issues

• Recruitment/staff retention– Clearly identify scarce skills– Strengthen link with HR planning– Develop targeted recruitment/retention policies

• Strategic partner role– Improve HR participation at strategic level– Establish a consultative forum at SMS level– Departmental strategic plan to include HR interventions

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CURRENT TRENDS: ENVISAGED INTERVENTIONS(cont)

• OD/HR planning– Create a dedicated HRP team– Improve clarity of the HR plan ito of interventions– Review and improve job descriptions– Strengthen M & E

• HRD– Improve monitoring/impact assessment of training – Improve induction

• Labour relations– Strengthen the component– Improve grievance handling

• HRM capacity in general– Review/change the structure of the HR component

THANK YOUTHANK YOUFloors@dpsa.gov.zaFloors@dpsa.gov.za