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Title: Human Resources Portfolio Committee Briefing


1
Human Resources Portfolio Committee Briefing
  • 24 August 2005
  • Room G.26

2
Introduction and Background
  • The Department of Water Affairs and Forestry
    must
  • Firstly maintain its leadership role in the water
    and forest sectors in order to be an effective
    policy maker and regulator in order to achieve
    its public mandate
  • Secondly maintain adequate technical capacity to
    manage the National Water Resources
    Infrastructure (the water equivalent of ESKOM)
  • Thirdly maintain the respect of stakeholders and
    institutions established through relevant water
    and forest legislation by developing and
    retaining a very high level skills and competency
    base, and
  • Fourthly visibly demonstrate a transformed
    Department in respect of skills and
    representivity

3
Introduction and Background
  • The Department should be the employer of choice
    and develop and maintain the status of a
    learning institution
  • The Department faces many constraints with regard
    to technical skill supply attributed to the
    inability of the Public Sector to retain and
    attract scarce skills as well as the general
    shortage of technically skilled human resources
    in South Africa
  • The ability of the Department to achieve its key
    strategic objectives depends heavily on its
    management and technical skills base.
  • Despite these constraints the Department will
    continue to strengthen its resolve to contribute
    to the Governments skills development strategy
    and implementation of the Human Resources
    Strategy

4
Skills scarcity in the SA Labour Market
  • Research has shown the following
  • In 1999, only 11 of South Africans above the age
    of 20 held some form of post-matric
    qualification 12 have received no education at
    all. (Statistics SA).
  • In 2001, 3 million of the 10 million economically
    active labour force were regarded as skilled or
    highly skilled 7 million were semi-skilled
    and unskilled (DOL, 2001).
  • The biggest skills shortage is in the areas of
    technical and artisan skills. As a result,
    technical and professional occupations (e.g.
    nurses, teachers, doctors, engineers, IT workers)
    can command well paid posts in areas of their
    choice. At the more advanced skills levels, the
    problem is even more severe architects, doctors,
    engineers and scientists are very difficult to
    find and retain.
  • (Extract from Feb 2005 DPSA Presentation to
    Portfolio Committee)

5
Skills scarcity in the SA Public Service
  • Both the private and public sectors in SA face
    major problems with regard to the availability of
    skilled human resources.
  • The public service faces particularly serious and
    multi-dimensional skills constraints that cannot
    be addressed by improving skills levels alone.
  • The context in which skills are used exacerbates
    shortages and focusing only on skills and
    technology transfer is a limiting perspective.
  • Lower-skilled workers comprise half of public
    service employment, while semi-skilled workers
    make up 40.
  • Managers and skilled personnel make up just 2
    and 8 respectively.
  • As seen by DPSA, the skill profile is at odds
    with the skills required by a developmental state

6
Business Report Online - 4 December 2003
  • In its survey of June 2003, the SA Association of
    Consulting Engineers noted that 90 of its
    members reported increasing difficulties in
    recruiting good-quality engineering staff. New
    engineering entrants to the job market are at an
    all-time low.
  • Graham Pirie, director of the Association, said
    Since there is already a shortage of young
    engineers, the industry could find itself in a
    crisis and the capacity to develop new
    infrastructure will be severely inhibited. For
    some time the Association has been highlighting
    the fact that there is a shortage of black
    engineers, but the survey has shown that firms
    are now also finding it equally hard to recruit
    white engineers. Promisingly, for the industrys
    efforts to transform, the survey showed that
    across all employment categories, African staff
    (excl. Asians Coloureds) have risen from 22 of
    total staff employed in 2002 to 25 in June
    2003.

7
The main challenges for DWAF
  • Profile of employees with technical/ professional
    scarce skills
  • Scare skills profile/shortages in labour market
  • Organisation of workplace to improve
    organisational culture
  • Improvement of department and work environment to
    encourage employer of choice scenario
  • Need to balance EE policies and AA measures with
    service delivery imperatives and scarce skills
  • Stronger HRD focus on training, bursaries,
    mentoring, internships, learnerships
  • (Extract from Feb 2005 DPSA Presentation to
    Portfolio Committee)

8
Personnel Expenditure vs PSP Expenditure (2004/05)
  • Personnel Expenditure R 1 443 071 000
  • PSP Expenditure R 198 280 000
  • Comparison 13

9
Areas of biggest Skills Shortage
  • Engineering
  • Information Technology
  • Finance
  • Science and
  • General Technical

DWAF Competes with the Private Sector and other
Public Service Departments like
DEAT/DLA/AGRICULTURE/PUBLIC WORKS as well as with
Parastatals for the same skills
10
Pillars of the DWAF HR Strategy
  • Human Resources Planning
  • Recruitment and Selection
  • Retention Management
  • Scarce Occupational Skills Initiative
  • Skills Development and Workplace Skills Plan
    /Skills Audit
  • Bursaries
  • ABET
  • Internship
  • Learnerships
  • Staff Development
  • Mentorship/Coaching
  • Employment Equity
  • Utilisation of Consultants

11
HR Planning
  • Its ObjectivesTo identify critical/scarce skills
    and talent to better meet the departments
    objectives. It engenders proactive and timeous
    recruitment and forecasts the human resources
    needs of the departments against the availability
    in the labour market
  • Addressing the HR needs of Dwaf The plan is
    predicated on the departments strategic plan and
    the current skills , competencies and capacities
    of the current staff. It is also an attempt to
    flush out risk areas and is driven by Affirmative
    Action , Skills Development and the impact of
    HIV/AIDS on sustainable human resources
  • The HR Plan is underpinned by MTEF Budgetary
    provision / Planning of Recruitment / Planning
    for Retention and Planning development and
    deployment
  • Consolidated HR Plan and Review The Departments
    consolidated HR Plan is under review in terms of
    a Manco decision of June 2005 and is due at the
    end of September. The methodology and project
    plan approved by Manco

12
Recruitment and Selection
  • Principles Recruitment is the prime instrument
    for obtaining skills necessary to meet the
    Departments strategic and operational Needs and
    for achieving employment equity goals - As
    compared with Skills Development. The stability
    of the Department largely depends on its human
    resources.
  • Advertising Recruitment and Selection (including
    recruitment outside of RSA e.g Cuban Contract)
  • Headhunting
  • Secondments
  • Internship/Learnership / Bursaries

13
Recruitment (reporting period 2004/05)
Note 634 appointments made
14
Retention Management
  • The Department of Water Affairs and Forestry is
    constantly looking to recruit and cultivate
    talent, not merely when a vacancy exists. This is
    the most effective strategy to attract the best
    available talent
  • At strategic management level the Department
    actively supports the policy to attract and keep
    talent.
  • Remuneration is not necessarily the only way in
    which Dwaf can retain staff, as a short term
    retention strategy it may work until a
    competitor outbid on salary alone.
  • The Department seeks to ensure the existence of
    adequate motivators like career fulfilment and
    development, personal recognition, growth
    opportunities, flexibility, incentives, selective
    secondment, foreign travel

15
Statistics of Retention in DWAF
16
Scarce Skills Allowance - as a Retention
Intervention
  • DWAF has identified a composite of scarce skills
    for submission to DPSA for purpose of scarce
    skills allowance
  • A process to determine whether demand of these
    skills outweigh supply
  • Determining the required advance knowledge ,
    studies And specialisation and years of service
  • A comparative analysis of remuneration packages
    with Private Sector undertaken
  • Note Once approval by DPSA a non pensionable
    SOC allowance will be paid

17
Turnover Rate by Salary Band (reporting period
2004/05)
18
Reasons why staff leave (reporting period 2004/05)
19
Exit Interviews
  • 16 Exit Interviews were conducted 2004 (HO)
  • 5 Resignation were of SOC Engineers
  • Reasons advanced
  • Better remuneration in the Private Sector
  • Better career prospects in private companies
  • Starting of own business
  • No Longer interested in the Public Service

20
DWAF HRD Strategy
21
Skills Development
  • Imperatives of Skills DevelopmentBy developing
    the skills of staff the Department places itself
    in a position to improve its efficacy relative to
    its business objectives
  • Workplace Skills PlanCompiled and submit on an
    annual basis in terms of the Skills Development
    Act and provides a barometer of the composite
    skills in the Department - also a basis of
    overall HR interventions like PMDS / Retention
    Management/Succession Planning etc
  • Skills Audit A dedicated process within the
    Department to obtain credible baseline
    information of the skills profile of employees of
    the department. In comparing the skills profile
    with the basket of skills and competencies
    required by the Department the gap for
    intervention is ascertained. This provides for
    targeted intervention and cost analysis.
  • DWAF Initiatives Sector Collaboration (Setas and
    DOE) / Bursaries /Internship/Learnership/ABET/
    Awareness making through exhibitions (Nasrec)
    /Collaboration with SABC

22
Workplace Skills Plan /Skills Audit
  • Workplace Skills Plan for 1 July 2004 - 30 June
    2005 duly submitted to LGWSETA
  • Current reporting years WSP in progress together
    with a Secondary Skills Audit
  • Note Skills and qualification profile of
    DWAF Staff outlined
  • Skills Audit for SMS due for completion
    end of September

23
Training Needs Identified
24
DWAF Bursary System
  • Its Objectives DWAF Bursaries are aimed at
    addressing the skills backlog and as a vehicle
    for addressing representivity in the Department
    and encourage entry to scarce occupational
    classes.
  • Feeder of Talent External and Internal bursaries
    is a means to acquire relevant scarce
    occupational skills in anticipation of future
    departmental needs and to develop current staff
    in line with their core functions in the
    department
  • Statistical Information At the end of 2004 the
    Department took over 7 study loans (5 males and 2
    Females 1x white 6 x black)/ During 2004 21
    students qualified and were placed in the
    Department 15 Males and 6 Females 16 Blacks and 5
    Whites), 163 internal and 18 external bursaries
    where awarded for the 2005 academic year

25
Adult Basic Education and Training
  • Its Objectives Abet is a transversal
    intervention in government to address levels of
    illiteracy and semi illiteracy. The thrust of the
    Departments intervention is based on accelerated
    development. To develop the potential of
    employees and for optimal utilisation of these
    employees. Also for employees to become part of
    the mainstream socially , economically etc.
  • Feeder of Talent The challenge now is for this
    initiative to go beyond numeracy and literacy and
    to accelerate development for career development
    as a incentive for passing ABET levels
  • Statistical InformationCurrently there are 2359
    learners (1274 males and 1085 females) across
    levels 1 - 4 in the Department.

26
Internships
  • Its Objectives This is a direct response to
    address governments drive against unemployment
    and job creation. It addresses the need for
    graduates to obtain experience tial and work
    training to enhance their ability to enter the
    formal employment market.
  • Feeder of Talent 66 Interns recruited for 2004
    / Currently (2005) there are 16 Interns employed
    in the DWAF system with a target of 100 / 5
    Interns have been able to secure permanent
    appointment ( 3 in DWAF and 2 in the Department
    of Minerals and Energy) Note 2 of the appointees
    in DWAF are black males appointed in Engineering
    related field and one a black female as a
    Forestry Scientist
  • Statistical Information At the end of 2004 DWAF
    had 66 Interns ( 33 Females and 33 Males)
    Functions in Finance/Forestry/HR/Civil
    Design/Mechanical and Electrical
    Engineering/Resources Directed Measures/Resources
    Quality Services/Water Abstraction/Strategic
    Planning/Water Resource Information/Water
    Use/Administration

27
Learnership
  • Its objectives Government initiative under DOL
    to address imbalances of the past in areas of
    skills/competencies/educational
    qualifications.DWAFs learnership programme
    addresses the skills gap of DWAF employees in the
    lower occupational levels in the organisation
  • Feeder of Talent The Departments identified
    learnership programmes in Water Purification
    Process Operations NQF Level 2/Waste Water
    Process Operations NQF Level 2/Water Reticulation
    Services NQF Level 2 (Note NQF Level 2 is equal
    to High School Grade 10)
  • Statistical Information The NCWSTI is at present
    hosting 88 learners from Limpopo/Mpumalanga ( 76
    Males and 12 Females)

28
Employment Equity

29
Steps to address Employment Equity
  • DWAF Employment Equity PlanUndertakings duly
    made to address this situation in the next
    reporting cycle. Recruitment and selection
    targeted - also through headhunting provisions of
    the recruitment and selection process
  • Monitoring and Evaluation ( EECF)Departmental
    wide monitoring exist through the Directorate
    Transformation and the Employment Equity
    Consultative Forum. Unions also represented.
    Gender Focal Point establishment also imminent.
  • Note Historically the jobs offered in the
    Department mostly attracted males e.g. Engineers
    , Geomatics etc.There is a move away from this
    stereotype. The Department encourages women to
    apply. Also its bursaries (internal and external)
    are focused on encouraging women.

30
Employment of Women
31
Steps Undertaken to accelerate Employment of Women
  • Given that only 26 women occupy decision
    making positions
  • Business Unit employment equity plans adjusted to
    address levels women representation in the
    Department
  • Where formal recruitment and selection process
    do not succeed in appointing women , headhunting
    resorted to.

32
Employment of People with Disabilities
33
Steps taken to accelerate the Employment of
People with Disabilities
  • It is evident that most employees with
    disabilities are employed at the lower level of
    the Department
  • A Gap of 1.76 has to be filled by DWAF
  • Accelerated Recruitment
  • Prioritising and preference for disabled
    candidates
  • In-house development of disabled in the employ
  • More vigorous interaction with relevant disabled
    peoples organisations

34
Use of Consultants (1)
  • Appointment of consultants in line functions
    where post exist is not encouraged
  • However , where the labour market cannot supply
    such scarce skills consultant firms are appointed
    or alternatively arrangements are made for the
    secondment of identified staff with the intention
    of skills transfer
  • Where projects require highly specialised skills
    which do not exist in the Department it is then
    expedient to appoint consultants, eg Special
    forensic audits, transaction advisors, specialist
    aquatic scientists, independent opinions such as
    technical reviews and legal opinions.
  • Short term contractual appointment in terms of
    the Public Service Act are also possible. This
    with the proviso that the level approved are
    adequate to attract such short term talent.
    Provision for skills transfer also imperative in
    this instance

35
Use of Consultants (2)
  • The Department will not reach a stage where it no
    longer appoints consultants
  • It would not be cost effective for the Department
    to retain all the skills it may require to
    execute its mandate
  • Given the challenges facing the Department and
    other institutions in the sector in competing
    from the same pool of expertise the Department
    will have to ensure that it retains sufficient
    capacity remain an informed client in terms of
    the management of consultants
  • The Department has also taken steps to review the
    current guidelines/policies for the appointment
    of professional service providers to ensure that
    skills transfer is more effectively managed.

36
Use of Consultants (3)
37
How does the HR Strategy Address the Skills
Shortage
  • Sector Involvement
  • WSP/Skills Audit
  • Specific and Targeted Interventions
  • Short Course/ Accelerated Development
  • Mentoring and Coaching
  • Collaboration with Institutions of Higher
    Learning
  • Secondments and
  • Deployment

38
Employment and Vacancies (reporting period
2004/05)
39
Vacancies by Critical Occupations (1)
40
Vacancies by Critical Occupations (2)
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