UNLOCKING THE HUMAN POTENTIAL FOR PUBLIC SECTOR PERFORMANCE UN WORLD PUBLIC SECTOR REPORT2005

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UNLOCKING THE HUMAN POTENTIAL FOR PUBLIC
SECTORPERFORMANCE(UN WORLD PUBLIC SECTOR
REPORT2005)

• IPMA-HR INTERNATIONAL SYMPOSIUM ON PUBLIC
  PERSONNEL MANAGEMENT
• BARCELONA SPAIN, MAY 2006
• Dr Norman Maharaj
• Commissioner
• Public Service Commission
• Republic of South Africa

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• Governments and intergovernmental organisations
  have structured our social world so that half of
  humankind still live in severe poverty. These
  global poor sufferdue to inadequate nutrition
  and lack of access to health care, safe drinking
  water and clean sewerage systems. Each year some
  18 million of them, including 10m children under
  5, die from preventable or treatable medical
  conditions- accounting for one third of all human
  deathsThis greatest moral outrage of our time
  will continue until citizens reflect on its
  causes and firmly place the human rights of the
  global poor on the ...agenda - Professor Thomas
  Pogge, Australian National University (Global
  Health Report 2006)

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Therefore UNLOCKING THE HUMAN POTENTIAL FOR
PUBLIC SECTORPERFORMANCE

• the conquest of poverty, the goal of full
  employment and the fostering of a stable, safe
  and just society as the overriding objectives of
  (development) policy and interventions
• (SA HD report of 2003)

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• Goal 1 Eradicate extreme poverty and hunger.
• Target 1 halve the population whose income is
  less than 1 a day (1990-2015)
• Target 2 halve the proportion of people who
  suffer from hunger

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UN GENERAL ASSEMBLY RESOLUTION 50/225

• Efficiency and effectiveness
• Participatory and people-centred
• Transparency
• Development of human resources
• Representivity
• Developmental

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CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA
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Values and principles of public administration

• The PSC must promote the following constitutional
  values and principles of public administration
• A high standard of professional ethics.
• Efficient, economic and effective use of
  resources.
• A development-orientated public administration.
• Services must be provided impartially, fairly,
  equitably and without bias.
• People's needs must be responded to, and the
  public must be encouraged to participate in
  policy-making.
• Public administration must be accountable.
• Transparency must be fostered by providing the
  public with timely, accessible and accurate
  information.
• The cultivation of good human-resource management
  and career-development practices.
• A representative public administration with
  employment and personnel management practices
  based on ability, objectivity, fairness, and the
  need to redress the imbalances of the past.

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Governance and HRM reform

• Good Governance critical for the achievement of
  development objectives and good HRM practices
  integral to its attainment
• A combination of all elements adminstrative,profe
  ssional and responsive for better outcomes and
  impact
• HRM reform incremental and evolutionary
• Political commitment enabling policy and
  legislation (regulatory framework)
• Stakeholder support-consultation and negotiation
• Management framework-performance and compensation
  management, integrated planning, work
  organisation, development and training

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Merit appointment The best person for the job

• Employment equity, fairness and transparency
• Recruitment and selection toolkit
• Advertising
• Screening
• Short-listing
• Selection
• Appointment
• Probation

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Performance management Supporting and developing
staff

• An organisational culture of being result
  oriented
• Performance management and development system
  (PMDS) throughout the system
• Fair and transparent with administrative justice
  embedded in evaluation and appraisal

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Leadership Walking the talk

• Recognition of the Senior Management Services
  (SMS)
• Performance agreements for SMS including
  HoDs-core competencies and indicators
• Performance evaluation framework
• Organisational assessment framework
• Financial disclosure and code of conduct and
  managing conflict of interest

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HRM at the crossroads Challengesand
opportunities

• HIV/AIDS workplace policy
• Skills and capacity development
• Migration-recruitment and retention strategies
• Labour relations and management of grievances

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