Module 8: People and Performance Management

1. Module 8: People and Performance Management Session 1

2. Module 8: In this module: • Legislative Framework • Integrated Human Resource Management • Shared Vision • Strategic HR Planning • Job Analysis • Recruitment and Selection • Strategies for Effective Performance Management • Maximising Human Potential

3. Module 8: Learning Outcomes • Understand the HR legislative framework • Describe Integrated Human Resource Management • Create a shared vision • Set performance goals and measures; • Explain the requirements for HR Planning • Analyse jobs • Conduct recruitment and selection process • Manage orientation and induction of staff • Formulate development plans; • Monitor and evaluate performance. • Interview staff • Analyse weak performance and develop plans to improve

4. Composition of Public Service • Function and structured in terms of national legislation • Loyally execute the lawful policies of the government of the day • Regulated by national legislation • May not allow any favouritism or prejudice

5. Policies and Legislation Concerning Human Resource Management • White Paper on HRM • Human Resource Framework • Public Service Act, 1994 • Employment Equity Act 1998 • Labour Relations Act, 1995 • Occupational Health and Safety Act, 1993 • Basic Conditions of EmploymentAct, 1998 • Training and Development • White Paper on Public Service Training and Education • Skills Development Act, 1998

6. Employment Equity Act, 1998 • Aims to eradicate disparities of the past • promotes the constitutional right of equality and the exercise of true democracy • eliminate unfair discrimination in employment • ensures the implementation of employment equity • aims to achieving a diverse workforce broadly representative of the people of South Africa • promotes economic development and efficiency in the workforce

7. Skills Development Act (1997) • Aims • develop the skills of the South African work force • to increase the levels of investment in education and training • encourage employers to use the work place as an active learning environment, • to encourage workers to participate in learnership and other training programmes • to improve the employment prospects of persons previously disadvantaged • to ensure the quality of education and training in and for the workplace • to assist work seekers to find work • to provide and regulate employment services

8. Acts (summarised) • PSA (1994) – umbrella for PSA, OD, functions, conditions of service • EE Act (1998) – equality, democracy, fairness, equity, representivity, workforce development & efficiency • LRA (1995) – rights, unions, participation, dispute resolution (ILO compliance) • Skills Development Act (1998) - PS training, innovations in line with RDP, GEAR, Transformation, cap. building

9. Testing understanding Discuss... If you were the Head of Department, how could you, in terms of the legislation: Discipline someone who is late every day Provide an employee with extensive leave for training Recommend a new Department to the PSA Justify employing a highly skilled white accountant over a lesser skilled Indian worker

10. Take a break!

11. Previously... • PSA (1994) – umbrella for PSA, OD, functions, conditions of service • EE Act (1998) – equality, democracy, fairness, equity, representivity, workforce development & efficiency • LRA (1995) – rights, unions, participation, dispute resolution (ILO compliance) • Skills Development Act (1998) - PS training, innovations in line with RDP, GEAR, Transformation, cap. building Next...

12. Module 8: In this module: • Legislative Framework • Integrated Human Resource Management • Shared Vision • Strategic HR Planning • Job Analysis • Recruitment and Selection • Strategies for Effective Performance Management • Maximising Human Potential

13. Challenges In HRM • Globalisation • Political Changes • Customer Directed • Participative Governance • Continuous Change • Technology • Retaining Intellectual Capital • Ambiguity • Skilled Workforce What are some of our other challenges?

14. Integrated HRM • Benefitsof human resource approach: • increasing organisational effectiveness • satisfying employees needs • Principles • employees are investments • satisfy both the economic and emotional needs of employees • balance the needs and meet the goals of the organisation and the employee

15. Integrated HRM What does “integrated” actually mean: • To make into a whole by bringing all parts together; unify. • To join with something else; unite. • To make part of a larger unit: integrated the new procedures into the work routine.

16. Integrated HRM HRM is the systematic planning, organising, leading and controlling of interrelated processes affecting and involving all members of an organization. • The processes include • Human resources planning • Job and work design • Staffing • Training and development • Performance appraisal and review • Compensation and reward • Employee protection and representation • Organization improvement

17. Links together; and to Mission & Strategy French, WL

18. Strategy Strategy is not: a response to short-term fluctuations merely numbers projecting the bottom line 3-5 years a rationalisation of what you did last year or what next year’s focus a functional plan a statement of pious intentions a cluster of ideas in the minds of a select few top managers Strategy is: predetermined direction based on short term directions but a statement of the quality and texture of the organisation a statement providing guidance, direction and tone for the organisation’s long-term plans an integration of all functional plans a feasible statement in terms of resource allocation a statement comprising concepts that are disseminated and understood by all managers in all levels of the organisation

19. Strategy: Creating “public value” is as easy as A-B-C... Vision – Mission - Goals Where you Are Where do you want to Be Strategy development Strategy implementation Monitor & Evaluate Resource plans Financial plans Infrastructure plans How to get there (Course to follow) Bryson & Alston

21. Components of HR Strategy • Mission statement or a set of prioritised goals • Proposed organisation structure • A programmes portfolio to outline priorities and policies • A budget to address the issue of resource allocation

22. Testing understanding Discuss... If you were the Head of Department, how could you, in terms of strategic planning: Decide “where you are” Set goals for your Department Then having done these steps, what is next?

23. Module 8: In this module: • Legislative Framework • Integrated Human Resource Management • Shared Vision • Strategic HR Planning • Job Analysis • Recruitment and Selection • Strategies for Effective Performance Management • Maximising Human Potential

24. The shared vision • Purpose is Service Delivery • Trained, motivated, ethical professionals • Your leadership skills provide vision and direction - goals • Performance goals: • Should be realistic and attainable (with stretch!) • Improve the organisation • Involve all • Each goal has an associated action How do we set goals...

25. The shared vision • Vision • Goals • Objectives • Tasks • Timelines • Follow-up Six steps to setting goals: Describe a desired future Identify goals Set milestones to measure progress Develop actions to accomplish your objectives Decide priorities Measure and check progress How do we measure?

26. Performance measures Supervising means... Measuring and checking progress “Keeping a grasp on the situation” Ensuring plans and policies are implemented effectively Managing but not-micro-managing Evaluating and judging Providing feedback Prioritising Following-up

27. Testing understanding Discussion... As a supervisor discuss the practicality of the goal setting-steps What problems are you likely to encounter in setting goals

28. Recap: Strategy: Creating “public value” is as easy as A-B-C... Vision – Mission - Goals Where you Are Where do you want to Be Strategy development Strategy implementation Monitor & Evaluate Resource plans Financial plans Infrastructure plans How to get there (Course to follow) Bryson & Alston

29. Recap • Vision • Goals • Objectives • Tasks • Timelines • Follow-up Six steps to setting goals: Describe a desired future Identify goals Set milestones to measure progress Develop actions to accomplish your objectives Decide priorities Measure and check progress

30. Module 8: In this module: • Legislative Framework • Integrated Human Resource Management • Shared Vision • Strategic HR Planning • Job Analysis • Recruitment and Selection • Strategies for Effective Performance Management • Maximising Human Potential

31. Definition of HR Planning The process of: • Assessing the organization's human resources needs in the light of organizational goals and changing conditions, • Making plans to ensure that a competent, stable work force is employed May even include developing goals, strategies and values for the entire organisation

32. The Importance of Planning • Contributes to the effective handling of change • Provides direction and contributes to a sense of purpose for the department; • Provides a unifying framework against which decisions could be assessed; • Provides increased opportunity for participation by all parties involved • Creates higher levels of predictability • Facilitates control

33. Aspects of Planning • Needs forecasting (defining future demand) • Organisation and job design • Management policies and philosophy • Technology and HR systems • Transformation goals and plans • “Effects of past HR programmes”

34. Factors Influencing HR forecasting Internal age structure of the labour force; turnover rate; productivity; absenteeism; and overtime. External skills available in the labour market; competitors in the labour market; accelerated technology; new work patterns and attitudes; and current remuneration levels.

35. The Human Resource Planning Process • Assess the human resources necessary • number of employees required, • the competencies that they should possess • the capacities in which they will be appointed; • Assess existing human resources by • race, gender and disability as well as by occupational category, • organisational component and grade with reference to their competencies, • training needs and employment capacity; • Plan, taking budget constraints into consideration, for • recruitment, • retention, • deployment and development of human resources • Address the position of employees affected by redundant posts.

36. Strategic Human Resource PlanningComponents of a Strategic HR Plan for the Department • State the core objectives • Describe core and support activities necessary to achieve core objectives • Specifying the functions performed internally and those that will be contracted out • Describe goals to be attained in the medium term • Setting out a programme for attaining goals and targets • Specifying information systems to monitor progress • Comply with all budget requirements

37. Testing understanding Discussion... In your groups, briefly develop a one-page EXECUTIVE SUMMARY of a Strategic HR Plan for the Department of HIV Warfare containing the components of an HR plan

38. Summing up! We set out to... • Understand the HR legislative framework • Describe Integrated Human Resource Management • Create a shared vision • Set performance goals and measures; • Explain the requirements for HR Planning

39. Module 8: People and Performance Management Session 2 – Thursday & Friday There you cover the following:

40. Legislative Framework • Integrated Human Resource Management • Shared Vision • Strategic HR Planning • Job Analysis • Recruitment and Selection • Strategies for Effective Performance Management • Maximising Human Potential