a case study on the application of the national hr standards at a rural municipality
TRANSCRIPT
A CASE STUDY ON THE APPLICATION OF THE
NATIONAL HR STANDARDS AT A RURAL
MUNICIPALITY:
USING MENTORING TO ACCELERATE EFFECTIVE IMPLEMENTATION
31st IMPSA ANNUAL CONFERENCE
Shirley Gumenge & Marius Meyer
21 October 2015
@SABPP1
Great to be back at IMPSA, it all started
last year in Durban and today we share
our case study with you in Cape Town.
A G E N D A
• Introduction – background to project
• National HR Standards Model
• About Ingquza Hill
• HR Standards Mentoring at Ingquza Hill
• Improvements implemented
• Lessons learned
• Conclusion
A tripartite relationship
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM
TalentManagement
HR RiskManagement
HR ARCHITECTURE
I
HR VALUE & DELIVERY PLATFORM
Work-force
planning
Learning&
Deve-lopment
Perfor-manceMana-
gement
Reward &
Recogni-tion
Em-ployee
wellness
Employ-mentRela-tions
Organi-sationDeve-
lopment
HR Service Delivery
HR Technology(HRIS)
Prepare
Imple-ment
Review ImproveHR MEASUREMENTHR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E S© SABPP HR MANAGEMENT SYSTEM STANDARD MODEL
STRATEGIC OBJECTIVES
SALGA Blueprint
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM 4.5
TalentManagement
4.1
HR RiskManagement
4.1
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE & DELIVERY PLATFORM
Work-force
Planning 4.4
Learning5.8
Perfor-mance
5.0
Reward4.3
Well-ness 5.2
ERM5.7
OD4.7
HR Service Delivery
5.9
HR Technology(HRIS) 5.1
Prepare
Imple-ment
Review ImproveMEASURING HR SUCCESS 4.2HR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E SSELF RATINGS – OVERALL AVERAGE
295 companies
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM 6.1
TalentManagement
4.3
HR RiskManagement
6.8
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE & DELIVERY PLATFORM
Work-force
Planning 6.3
Learning6.2
Perfor-mance
6.1
Reward6.9
Well-ness 5.9
ERM6.5
OD5.6
HR Service Delivery
5.4
HR Technology(HRIS) 5.1
Prepare
Imple-ment
Review ImproveMEASURING HR SUCCESS 4.3HR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E SAUDITED RATINGS – OVERALL AVERAGE
9 companies
Municipality interest
Market comments
“This is the best human resource project
undertaken so far. It will set the national
labour standards for companies.”
Thomas Ncongwane
What changed since last year
• More organisations involved in National HR
Standards.
• First group of companies audited against HR
Standards, including a municipality.
• Auditor-General trained on HR Standards.
• Several engagements with SALGA, Gauteng
COGTA and some municipalities.
• South Africa confirmed as world leader in HR
Standards.
• Minister of Justice approved SABPP registered
HR professionals as Commissioners of Oaths.
Thank you!
Advocate Michael Masutha, Minister of Justice & Correctional Services
Case study
About IHLM
• Rural municipality in Eastern Cape (near
Port St Johns)
• In OR Tambo District
• 31 wards, 2 towns (Lusikisiki & Flagstaff)
• 278 411 people in municipal area
• 286 employees
• 16 HR staff members
Where is Lusikisiki?
Rural municipality near Imbotyi Riverside in Eastern Cape
Lusikisiki municipality building
Flagstaff municipality building
Background to case study
• The mentoring programme was offered by SABPP
CEO Marius Meyer during 2014 IMPSA
Conference in Durban.
• Criteria: First person to reach him on email was
the winner - Shirley Gumenge from IHLM.
• IHLM is first municipality in Eastern Cape to
benefit from SABPP National HR Standards
implementation.
• Conduct self-assessment of IHLM HR practices
against National HR Standards at no cost to
municipality.
IHLM Vision & Mission
VISION
A developmental, economically viable and responsive
municipality where communities enjoy equitable access to
services in an environmentally sustainable manner.
MISSION
To facilitate sustainable development by promoting
development and ensuring service delivery in a just and
equitable manner focusing on infrastructural and social
services through a skilled, accountable and responsive
administration and council that prioritises community needs
and good governance.
Core Values of IHLM
• Act equitably and prudently so as to ensure
value for money
• Treat all members of public with respect
• Ensure mutual integrity in institution
• Perform duties with utmost honesty
• Be punctual in attending issues that affect
the public
IDP Priorities
1. Basic Service Delivery
2. Municipal Institutional Development
3. Local Economic Development
4. Municipal Financial Viability & Management
5. Good Governance & public participation
6. Social services
Municipality goals
• Eradication of poverty
• Equitable opportunities for service delivery
• Implementation of plan for coastal development
• Council to apply vigilance of robust approach in dealing
with misconduct of councillors
• Improve/support integrated economic development
initiatives
• Enhance competitiveness of local municipality
• Improve/facilitate engagement of local businesses and
general public in planning processes
• Create ongoing forum for engagement
• Stimulate local economic development
Ingquza Hill HR Structure
Director: Corporate Services
HR Manager
HR Admin Officer
HRD OfficerLabour
Relations Officer
EAP OfficerJob
Evaluation Officer
Health & Safety Officer
2X Personnel
Clerk
Training Assistant
Recording Clerk
HR Strategy focus areas
• Recruitment & selection – Attract suitably qualified
employees
• Capacity-building – Workplace skills plan
• Labour relations – Implement fair labour practices
• EAP – Wellness events
• Health & safety – Establish & maintain functional
safety structures
• Performance management system –
Measurement and reward
• Quarterly and annual targets
Mentoring phases at IHLM
Phase 1: Mentoring briefing meeting (21 Apr)
Phase 2: Professional registration (May - Jul)
Phase 3: HR Standards Strategy session
(31 Aug – 1 Sep)
Phase 4: Strategy implementation/alignment
(Sep - Oct)
Principles of HR Standards
Mentoring Project• Alignment of IHLM HR work to IDP & SDBIP
of municipality
• Using SALGA HR value chain model and
SABPP National HR Standards as the frame
of reference
• HR Professionalisation at the centre of the
project
• Skills transfer from SABPP to IHLM
• IHLM HR team taking responsibility for
successful application of HR Standards
HR team members engage with HR Standards Shirley Gumenge registered as HR professional
IHLM expectations/needs of
HR Standards workshop• Gain understanding of the HR Standards;
• “Feel it”- embrace the profession of HR and
the notion of professionalism;
• Make an impact on employer and
employees;
• Take HR practices to new heights – raising
the bar;
• Leadership to be involved & support the
implementation of the HR standards.
Professionalisation of HR
HR team of Ingquza Hill registered as HR Professionals with
SABPP in accordance with NQF Act – professionalism in
action
HR Standards Workshop
• 2 day workshop facilitated by Marius Meyer from SABPP.
• Attended by Mr Mphako (Director), HR Admin Officer (the beneficiary
of the mentoring programme), HRD, OD, EAP, Labour Relations,
Health & Safety sections - interns and trainees of these sections also
formed part of the workshop so as to empower them on the journey
towards HR professionalisation.
• Emphasis was on HR strategy whereby the National HR Standards are
used to guide the HR service delivery initiative to achieve the notion of
good governance.
• HR regarded as the heartbeat of every organisation, thus capacitating
its staff is key.
• HRD strategies are developed and implemented to improve individual
skills of all employees which in turn drives better service delivery.
HR Standards Workshop –
key priorities• Talent management, health & safety of the
workforce, a well run OD system for efficient job
profiling for effective reward & recognition and the
livelihood of our institution.
• Performance management was highlighted as one
key component for the purpose of reward and
recognition.
• Workshop reminded HR of the key objective of
IHLM focusing on the provisioning of basic
services to our communities.
HR Standards Workshop –
more priorities
• The right skills and the right people at the right time when following
recruitment & selection processes was highlighted as a cornerstone for
every organisation to fulfil its mandate.
• Employee wellness beyond the workplace to build a healthy workforce.
• Continued employee skills development & its monitoring & evaluation
is a key factor to ensure succession planning & skills retention.
• Reduction of grievances & disciplinary actions must be the result.
• HR needs to constantly look for better ways/strategies to make sure
HR professionalism is maintained throughout the organisation –
improve our strategy and operations.
Benefits of programme
• Develop and improve HR professionalism on HR
practices and strategy;
• Contribute to improve on audit outcomes from
unqualified to clean audit opinion;
• Building capacity to improve on rendering of basic
services through qualified dedicated and high
morale skilled and committed personnel;
• Aligning HR strategy with IHLM overall strategy;
• National HR standards used as a
thermometer/barometer to measure our
performance on a continuous basis.
What Line expects from HR
• Speed up recruitment process
• Charge employees
• Inform employees about rights & responsibilities
• Transparent about duties
• Support line when dealing with absenteeism
• Conduct policy workshops
• Provide payroll with correct info on payroll inputs
• Speedy processing of overtime claims
• Clarify resettlement policy
• Monetary recognition for work done
What HR expects from line• Full support when implementing HR policies and
programmes
• Release employees when there is a programme
• Attend to performance management of staff
• Only seek technical support & advice & guidance
from HR
• Monitor work attendance & deal with absenteeism
• Show appreciation when it is due
• Take corrective measures immediately
• Attend to skills gaps
• Look after wellness of employees, advise & refer
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM
4
TalentManagement
2
HR RiskManagement
9
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE & DELIVERY PLATFORM
Work-force
Planning 4
Learning & Deve-lopment
7
Perfor-mance
2
Reward5
Well-ness
8
ERM7
OD4
HR Service Delivery
7
HR Technology(HRIS) 7
Prepare
Imple-ment
Review ImproveMEASURING HR SUCCESS 3HR Audit: Standards & Metrics
H R
C O
M P
E T E N C
I E SINGQUZA SELF-ASSESSMENT
HR Stakeholder Analysis
INTERNAL
• Employees
• Unions
• Management
• Councillors
• Committees
• Communications
• Internal audit
• Safety, wellness & sport
EXTERNAL
• SETAs – LGSETA
• Government departments – DoL, Cogta
• Provident/pension funds
• Medical aids
• Service providers
• Banks
• Magistrates & attorneys
Wors Analysis at IHLM
WEAKNESSES
• Inadequate communication
• Lack tracking intervention,
i.e. evaluation
• Processes & procedures
• Onboarding
OPPORTUNITIES• Talent focus
• Career development
• Collaboration – SETAs
• Review approach &
improvement of policies
• Retention strategies
• Available HR systems
•
RISKS
• Safety risks
• Space
• Retaining staff
• Non-compliance
• Application of policies
STRENGTHS
• Qualified determined HR
• Good HR Technology
• Senior Management
supportive
• Effective wellness
programmes
HR Risks at IHLM
HR RISK RISK IMPACT RISK ACTIONS
Safety accidents Safety training
Losing skills Retention policyTalent management
HIV/AIDSWorld AIDS Day eventAwareness programmes
Employee theftWorkshops – awareness of policies & code of conduct
M
H
L
M
Actions & Improvements to be
implemented• SHRM - Review HR plan action gaps
• Talent Management – Impact evaluation
• HR Risks – Cascade to all
• Workforce plan – Allowances
• L&D – monitoring & evaluation/follow-up
• Performance management – integrate
• Reward & recognition – proper strategy
• ERM – Amendments to practices
• OD – communication culture
• HR Service Delivery – Professionalism
• HR Technology – Compliance monitoring
• HR Measurement – Full utilisation/integrated approach
Lessons Learned• Municipalities need good leadership & HR to achieve IDP objectives.
• The National HR Standards is the national HR best practices for good
HR functions – municipalities should align.
• Mentoring can accelerate the adoption of HR best practices.
• HR professionalism is key to HR success – align to SABPP
professional registration levels, competency model and join as member
of IMPSA for networking and updates.
• We need clear HR policy directives to guide municipal officials to
comply with legislation.
• We must make our municipalities employers of choice – proud to work.
• Need qualified, capable & highly skilled HR professionals to realise the
vision of our municipalities.
• Need dedicated & committed, performance-based HR professionals to
rebuild confidence of line managers, politicians & other stakeholders.
• We require robust discussions as to who should lead our
municipalities’ HR departments – character & qualifications & skills.
Conclusion
The National HR Standards have formed the
foundation for improving HR at Ingquza Hill Local
Municipality. The mentoring relationship between
SABPP and IHLM was positioned to accelerate the
application of the HR Standards at a rural
municipality. Thank you to IMPSA & SABPP, IHLM
leadership, politicians and management for
professionalising HR aligned to the National HR
Standards. IHLM is proud to lead the Eastern Cape
on this exciting journey and we invite other
municipalities to apply the HR Standards.
Thank you!
Any questions?
Shirley Gumenge
www.ihlm.gov.za
Marius Meyer
www.sabpp.co.za