INTRODUCTION

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 applicant’s 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.