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MQA SKILLS AUDIT COLLOQUIUM

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Title: MQA SKILLS AUDIT COLLOQUIUM


1
MQA SKILLS AUDIT COLLOQUIUM
HR PLANNING AND SKILLS AUDITS REFLECTIONS ON
IMPLEMENTATION IN THE PUBLIC SERVICE GEEVA PILLAY
2
  • If you dont know where you are going, any
    road will take you there. Where there is no
    purpose or plan it is like a ship without a sail
    or destination.

  • Munroe

3
Conceptual Model of Human Resources in the Public
Service for Improved Service Delivery
4
EVERY ORGANISATION NEEDS
  • the right people, WITH THE RIGHT SKILLS, at the
    right place at the right time, all the time.

5
  • To better see the future, we need to first
    understand the present and our assumptions about
    it.

6
KEY ASSUMPTION
  • The basis of the foregoing is premised on the
    assumption that we all know what we want and
    need.
  • That all Organisations use the same framework for
    skills audits as a point of departure.
  • That the point of departure for WSPs, ATRs and
    TNAs are based on clear and consistent
    understanding of occupational profiles, job
    descriptions, post profiles etc.

7
SOME CONSEQUENCES OF NO OR POOR AUDIT PROCESSES
  • 1. Worker dont know what they are supposed to be
    doing.
  • 2. They dont know how they are supposed to be
    doing it.
  • 3. They dont know how well they are doing it.
  • 4. They have not received any direction.
  • 5. They have a poor relationship with the
    supervisor.
  • Employers have limited decision making
    opportunities in terms of the available data
    quality
  • Limited real time value and iterative

8
What we did.. and What happened.
  • Resolution 7 of 2002
  • Policy and supportive guides produced to
    capacitate HR Management Development
  • Focus Strategic and Operational Plans
  • Human Resource Strategies
  • Determination of Organisational Structures
  • Compilation and review of job descriptions
  • Performance Evaluation
  • Implementation by Departments remains problematic

9
Mandate of HR Connect Project
  • In October 2004 President Mbeki asked Ministers
    whether the South African developmental state,
    was capacitated, organised and resourced to
    deliver on governments socio-economic
    objectives.
  • The GA Cluster, headed by the dpsa, has since
    then been conducting sectoral capacity
    assessments aimed at identifying skills shortages
    and making recommendations to strengthen
    capacity.
  • In January 2005 the Cabinet Lekgotla required of
    FOSAD to prepare a document reporting on the
    capacity of the organs of state to deliver on the
    policies already developed. The dplg was tasked
    to investigate the ability of the developmental
    local government to deliver on the developed
    policies while the Department of Public Service
    and Administration were to determine the capacity
    in the remainder of government.

10
Mandate of HR Connect (2)
  • At the same time the re-certificated PSETA
    required an Integrated Management Information
    System (MIS) that would assist it in accurate
    decision making, and thereby allow it to
    effectively facilitate skills development in the
    public sector.
  • Customization and pilot of the PSETA MIS, to meet
    its legislative requirements provided the
    opportunity for DPSA HRD component to be able to
    report on the skills base in each department with
    a view to understanding the skill levels, in
    relation to the required posts, occupations and
    job profiles in terms of the Organizing Framework
    of Occupations (OFO) developed by DoL.
  • The HRMIS was seen as the first step towards
    ensuring that there was accurate and consistent
    information, from which the DPSA, PSETA and
    departments could analyse, evaluate, report,
    forecast, model and plan in advance for skills
    needs within their own areas, for government and
    the public sector in general.

11
Major Challenges
  • Three major challenges since Resolution 7 (2002)
  • Establishing effective management information
    systems.
  • Inadequate resources to implement the HRD
    strategy.
  • Understaffing of HRD components
  • HR CONNECT introduced to
  • Build Capacity in Departments
  • Devise and implement process for HR Management
    and Development

12
WE THOUGHT
  • we needed a fancy bell and whistles system
  • It was easy to collect the information required
    to populate system
  • Defining the information requirements was simple
    qualifications, experience, knowledge, skills,
    attitudes, attributes, competencies
  • Everyone would be just as excited as us.BECAUSE
    WE KNEW EVERYTHING

13
What we found
  • In nearly every instance skills audits are
  • Outsourced
  • reliant on service provider dependency models
  • Driven by service provider methodologies
  • Based on diverse and inconsistent criteria and
    parameters
  • Static and rarely have real-time relevance
  • Configured in terms of pre-designed COTS database
    design and functionality
  • Based on insular and silo assumptions of posts,
    job profiles, qualifications, experience and
    competencies with almost no thought to the Macro
    perspective of the State or inter provincial,
    inter departmental and inter spherical movement
    of human capital.

14
The Problem
  • As a whole differentiated audit methodologies and
    systems present a number of problems
  • Silo functioning, functional duplication and
    technological proliferation impacts negatively on
    the cost-effective spending of public funds
  • Difficulties in the implementation of uniform
    norms and standards across specification
    criteria, methodologies, systems and operations
  • Poor inherent methodological and systems
    interoperability and data non-aggregatability
    seriously compromises operational integrity and
    the generation of management information
  • Diverse capabilities ranging from inadequate to
    functional of multiple systems each on its
    independent evolutionary path.

15
Preliminary HR Connect Implementation Experiences
  • Multiple HR Models No common approach to HR
    service delivery across / within the locations.
    Level of decentralization increases cost,
    complexity, and risk
  • Data Management Data definitions are not
    consistent, and data entry/management is diffused
    leading to errors and a lack of integrity
  • Compliance/Reporting Process and data issues
    limit compliance and reporting for key policies
    and procedures. It is difficult from both a
    business and technology perspective to obtain
    accurate reports across the system.
  • Service Quality Service quality is inconsistent,
    redundant, costly and complex.
  • Scalability Some locations are better prepared
    for adopting standard services than others
  • Event Driven rather than establishment of
    embedded and sustainable processes

16
REASONS WHY SKILLS AUDITS DONT YIELD EXPECTED
RESULTS
They are too ambitious
Unprepared for the negative.
Inflexible
Failure to Prioritise
They seldom if ever seek interoperability
17
Revisit our assumptions and what we knew about
Skills Audits
18
Recommendations
  • Introduce well defined job profiles that inform
    performance assessment and related development
    plans advertisements for new appointments and
    career paths.
  • Normalise job profiles with similar occupations
    in the Public Service.
  • Quality assure HR assessment delivered by service
    providers and relate findings to personal
    profiles to inform development plans.
  • Standardise and e- enable all compulsory HR
    reporting on normalised data to ensure report
    validity and limit impact of report generation on
    productivity.

18
19
How HR Connect is it different?
  • HR Connect is a
  • Systems approach to dealing with the process of
    collecting skills information by
  • utilising a common reference framework for
    skills audits which
  • map out employer/organisational skills
    requirements and employee skills sets for
    improved management of the supply/demand
    equilibrium in real time
  • The first time Government departments have worked
    together on a cross-government skills agenda
  • Significant move towards a Government demand-led
    approach
  • Strong framework for delivery in which the
    Government and its agencies work together
  • Determination underpinned by political and legal
    mandates to deliver on a demanding change agenda.

20
Overview of HR Connect
  • Requirements to manage Human Capital Development
  • A layered approach as opposed to a Big Bang
    approach
  • Competence Profiles of People and Posts
  • Ability to
  • Compare two Profiles same reference language
  • Refer to Standardised (National/International)
    Framework
  • Manage Process that addresses the difference
  • High priority on skills transfer and self
    sustainability
  • Buy-in from all stakeholders to ensure continuous
    participation

21
Overview of HR Connect Project
22
Cabinet Lekgotla Decision 2007
  • In January 2007 the Cabinet Lekgotla took a
    decision that all public service departments
    should apply a uniform skills audit process in an
    effort to build an understanding of the national
    integrated processes that have been decided upon
    by Cabinet and to eliminate duplication and
    wastage of resources within the public service.
  • This decision emphasised the importance of having
    a single uniform and co-ordinated approach to a
    skills audit system which will be utilised within
    the entire public service.
  • The content of this Cabinet decision is
  • that there is consultation with the dpsa and
    dplg by those departments who are conducting
    their own skills audit and who are setting-up
    human resource information systems and
  • the improvement of co-ordination and
    methodologies employed by other departments in
    skills databases and audits to establish a
    minimum baseline data field and to ensure
    interoperability and consistent data.

23
Value of HR CONNECT
Rationale for Senior Management Support
Sustainable Process Central System real-time
management information
Shortened delivery loop Capacitate Personnel
Personal Profiles and Personal Development Plans
OrganizationStructures
Post Profiles
24
Background HR Connect
Department Structures must be correct on PERSAL
Job Title and profiles must refer to output of
Posts
Each post must have a clear indication of outputs
and outcomes
Employee profile must relate to post competence
requirements
25
Difference Job and Post
26
Project Outline and Deliverables
  • Organisation StructureMacro Structure Correct
  • Parent - Child Relationships
  • Financial Responsibility Codes addressed later
  • Refine Titles
  • Titles Resemble outcome
  • Define
  • Unique Jobs
  • Generic Jobs
  • Post ID Correct
  • Correct Job Title
  • Person in Post
  • Structure Aligned
  • Sustainable Process System
  • PERSAL Operators
  • OD Practitioners
  • HR Practitioners
  • SupervisorsSuper-Users
  • Data Capturers
  • Survey Forms
  • Print Forms
  • Distribute
  • Individual Response
  • Supervisor Interview
  • Capture Data
  • Data Capturers

27
HR CONNECT 1 Process, 1 System, Multiple
Perspectives
  • Workplace skills plans
  • Personal development Plans
  • Organisational structure
  • Post profiles
  • Job profiles
  • Employee profiles

Aggregate of Depts. Sectoral Perspective Skills
Planning Learnerships ETQA DoL SAQA
PSETA MIS
C
HRCONNECT
28
(No Transcript)
29
CONCLUSION
The significant problems in life cannot be solved
from the same mode of thinking that created
them
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