PRESENTATION TO THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION Report on the causes and effects of mobility amongst senior management service and professional staff in the public service Venue: Parliament; Date: 1 June 2005 - PowerPoint PPT Presentation

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PRESENTATION TO THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION Report on the causes and effects of mobility amongst senior management service and professional staff in the public service Venue: Parliament; Date: 1 June 2005

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... information was also drawn from the Personnel and Salary Administration System ... Clear roles and responsibilities are critical. ... – PowerPoint PPT presentation

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Title: PRESENTATION TO THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION Report on the causes and effects of mobility amongst senior management service and professional staff in the public service Venue: Parliament; Date: 1 June 2005


1
PRESENTATION TO THE PORTFOLIO COMMITTEE ON
PUBLIC SERVICE AND ADMINISTRATION Report on the
causes and effects of mobility amongst senior
management service and professional staff in the
public serviceVenue Parliament Date 1 June
2005
2
INTRODUCTION
  • The report highlights the extent of mobility in
    the Senior Management Service (SMS) and
    professional staff at SMS level in the Public
    Service.
  • Key challenges the Public Service faces around
    the recruitment and retention of SMS members are
    discussed.
  • Recommendations are made to adequately deal with
    these challenges.

3
BACKGROUND METHODOLOGY
  • Scope of the investigation
  • The investigation focused on the mobility of SMS
    members and professional staff at SMS level
    during the period 1998 to 2002.
  • All forms of mobility were considered, namely
    vertical and lateral mobility (e.g. promotion and
    transfer) within the Public Service and
    termination of service (e.g. resignation,
    retirement and death).

4
BACKGROUND METHODOLOGY (CONTINUED)
  • Methodology
  • A survey was conducted by means of a
    questionnaire distributed within the Public
    Service and to a selected number of private
    companies.
  • Statistical information was also drawn from the
    Personnel and Salary Administration System
    (PERSAL) and Vulindhlela and analyzed.

5
BACKGROUND METHODOLOGY (CONTINUED)
  • Focus group discussions were held with
    representatives of the target group in national
    departments and in three provinces to allow the
    audience to share their personal experiences
    within the Public Service.

6
INTERNATIONAL AND PRIVATE SECTOR PERSPECTIVE
  • A desk study of experiences of international
    Public Services and the private sector around the
    subject of mobility and retention revealed the
    following
  • A number of barriers to attracting talent were
    identified.
  • Turnover was among the most persistent problems
    confronting employers.

7
INTERNATIONAL AND PRIVATE SECTOR PERSPECTIVE
(CONTINUED)
  • Standardised retention strategies that are
    aligned to strategic policies need to be
    developed. In private sector organisations,
    recruitment and retention are strategically
    linked to support corporate objectives.
  • Competitive compensation and benefits systems
    will contribute to ensure retention of quality
    and skilled workers.
  • Rewards and recognition systems for ideas and
    innovation could provide tremendous benefits in
    terms of retaining skilled workers.

8
INTERNATIONAL AND PRIVATE SECTOR PERSPECTIVE
(CONTINUED)
  • Pay for performance has been widely regarded as
    the most effective retention tool.
  • Creation of a stimulating and challenging
    environment that fosters professional growth and
    personal development is important.
  • Clear roles and responsibilities are critical.
    Hiring practices should ensure the applicants
    fit with the job and organisational culture.

9
FINDINGS
  • At the time of the investigation there was
    greater internal mobility (vertical and lateral)
    of SMS managers and professionals than external
    mobility (termination of service).
  • A significant level of internal and external
    mobility of managers exist at national level
    (68) in comparison to the provincial level
    (13). However, higher mobility was noticed
    amongst professionals at provincial level (49)
    compared to 4 at national level.

10
FINDINGS (CONTINUED)
  • Better and higher positions were cited as the
    main contributors to mobility in the Public
    Service.
  • Limited development of retention strategies and
    policies indicated that the significance of
    retention tools and strategies for addressing
    mobility have not been fully realized.

11
FINDINGS (CONTINUED)
  • The SMS dispensation is regarded as a successful
    retention tool, however it could be improved
    around career pathing, sabbaticals and
    recognition of specialized and scarce skills.
  • Stimulation of the work environment in terms of
    job security, career pathing, receptiveness to
    innovation and promoting open organisational
    culture could attract the brightest and best
    employees.

12
FINDINGS (CONTINUED)
  • Deployment bears useful benefits around knowledge
    sharing, improved service delivery and promoting
    multi-skilling, but can also disrupt service
    delivery, career pathing and potential stability.
  • There is inadequate monitoring and management of
    information in the area of mobility

13
RECOMMENDATIONS
  • A common understanding of mobility needs to be
    developed.
  • Better information management of mobility will
    assist in sufficiently analysing mobility
    patterns and support effective decision-making.
  • Specific and targeted retention strategies to be
    developed in order to prevent loss of skills and
    experience within vulnerable groups.

14
RECOMMENDATIONS (CONTINUED)
  • Review of SMS necessary to allow for more
    flexibility and improved staff retention through
    a focus on career pathing for SMS and
    professionals.

15
CONCLUSION
  • The study has provided valuable information and
    guidance in dealing with the subject of mobility
    and most specifically on developing recruitment
    and retention strategies for SMS members and
    professionals at that level.
  • A need also arose to investigate the extent of
    mobility of staff below SMS, particularly amongst
    professionals. This would be done with a view to
    analyse the impact of mobility on service
    delivery.
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