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Leon Pretorius 29 Sep tember 2009
Career Development for HRD Practitioners: Integration of Personal Development Plans w ith
Workplace Skills Plans
Public Sector Trainers’ Forum Breakaway Session
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Overview of PresentationOverview of Presentation
• Strategic Focus of HRM• HR Competency Framework• Career Management and Development • Integration of Training and Development needs of
the Public Service as employer and that of Employees/Practitioners
• Guiding Questions
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Strategic Focus of HRMStrategic Focus of HRM• DPSA introduced a number of interventions to
re-position the human resource management function
• The following are of specific relevance: – Functional model for HRM&D– Competency Framework for HRM&D – Self assessment tool to enable
departments to assess the capability of HR components to strategically assist in the achievement of their strategic and operational goals
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Strategic Focus of HRMStrategic Focus of HRM
• Functional areas for HRM&D – HR Practices and Administration– HR Organisational Strategy and Planning – Employee Health and Wellness– Employee Relations and People
Management – HR Utilisation and Capacity Development
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Human Resource Utilisation and Capacity Development Function
• Purpose: To provide optimal development of departmental human resources
• Functions:– The management and monitoring of the
implementation of Skill s Development Legislation– The management of learnership and internship
programmes– The management of the training and development of
employees– The management and implementation of a
performance management system
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Competency FrameworkCompetency Framework
• The framework is aligned with the functional organisational structure for HR – The framework contains descriptors for
behavioral and functional HR competencies– It guides the review of the HRM training
courses– The framework can be used by departments
to inform the recruitment, development and performance management of HR practitioners
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Competency Framew orkCompetency Framew ork (Continued)
1. Behavioural Competencies
•People Skills•Professional ethics
Professional Conduct
•Self Awareness•Self Management•Social and Cultural Awareness
•Relationship Management
Emotional Competencies
CompetencyCategory
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Competency FrameworkCompetency Framework (Continued)
2. Functional/Technical Human Resource Competencies
•Organisational Architecture
•HR Information Management
•Diversity Management
HR Organisational Strategy
CompetencyCategory
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Competency FrameworkCompetency Framework (Continued)
2. Functional/Technical Human Resource Competencies
•Recruitment and Employee Life Cycle Management
•Compensation Management and Conditions of Service
HR PracticesCompetencyCategory
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Competency FrameworkCompetency Framework (Continued)
2. Functional/Technical Human Resource Competencies
•Human Resource Development
•Performance Management
HR Utilisation and Development
CompetencyCategory
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Competency FrameworkCompetency Framework (Continued)
2. Functional/Technical Human Resource Competencies
•Collective Bargaining•Employee Relations
Labour Relations
•Quality of Work Life Management and Environment Management
•Occupational Health and Safety
Employee Health and Wellness
CompetencyCategory
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Career Management
• Lifelong process whereby the employee matches current and foreseeable career needs and re-evaluates his/her plans accordingly
• For the employer career management entails a process of career planning and succession management
• The aim with career management is mainly to-– Ensure management succession
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Career Management (Continued)
– Provide training and experience to employees with potential
– Guide and encourage individuals with potential towards a successful career with the organisation
• Generally career management programmes provides for:– Career planning– Career pathing– Career development
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Career Planning
• An ongoing process through which individual sets career goals and identifies means to achieve them
• The individual gathers information about him/herself and develops own career goals
• Career planning remains the responsibility of the individual and the employer can provide information that the individual lacks (PDP, supervisor, career paths , remuneration etc.)
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Career Pathing
• Career path is a succession of different jobs through which an employee may move within an organisation
• People move through their careers either upwards through promotion or by enriching their roles to utilise more skills
• Career expectations of employees may differ significantly and therefore career paths should identify realistic options available within an organisation
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Career Pathing (Continued)
• A career path provides guidance on the steps individuals can take as they progress through their career in a job family (scientists, engineers, accountants, etc.)
• Traditional view of defining careers in terms of remuneration, status and upward mobility is being questioned
• Career management policies and procedures generally aim to-– Help employees identify skills required
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Career Pathing (Continued)
– Align and integrate personal aspirations with organisational objectives
– Identify career paths that points in all directions, not only upwards
– Provide employees with the opportunity to develop themselves and their career
– Provide mutual benefits for both the organisation and individual
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Career Pathing (Continued)
• Career paths should:– Represent real progression possibilities– Be responsive to changes in job content ,
priorities and organisational needs– Specify the competencies to perform the
work on each position along the career path
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Career Development
• The formal approach taken by the organisation to ensure that employees with required competencies are available when needed
• All available information on the individual is translated into a form of an individual career development programme and general arrangements for management development, mentoring and training
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Career Management in the PS
• White Paper on HRM: – Employees wil l be primarily responsible for seeking
opportunities for development and promotion• Promotions are achieved by those who can
demonstrate, through open competition, that they are the most suitable candidates
• Departments have a responsibility for career management and should develop career management procedures linked to performance management whilst recognising that:– Employees are responsible f or their own career
advancement
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Career Management in the PS (Continued)
– Employee’s manager or supervisor is responsible for career management by liaising with employee on career aspirations
– Managers should assist employees with training and development opportunities
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Principles Underpinning Career Pathing in PS
• Defining career paths does not detract from the principle of open competition
• Does not imply automatic promotion• Career paths aim to provide information on-
– the occupations that can be pursued– mobility within occupations without
specifically referring to remuneration
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Principles Underpinning Career Pathing in PS (Continued)
• Career paths can only be developed for occupations that link naturally with the work environment of a department
• CORE contains minimum information on career paths
• OSD contains career path for relevant occupation
• The principle of equal pay for work of equal value is embraced
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Principles Underpinning Career Pathing in PS (Continued)
• Grade progression is not necessarily career progression, although it may form part of it
• Upward mobility is generally based on-– Successful application for higher post– Upgrading of a post– Recognition of specialised experience
gained – Grade progression where applicable
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Example of Career PathExample of Career Path
Training Officer
Senior Training Officer
Curriculum Developer Manager: LeadershipTraining Manager HR Training
Senior Manager: ExecutiveTraining
Senior Manager Support Service Training
Manager: Curriculum Development
Head: Training Services
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Example of Career Path (Continued)
• Occupation: Human resource and organizational development professionals
• Job Title: • Salary levels: 8-10 • Job weight range: Description of occupation:• Human resource and organizational development
professionals that develop and implement policies, practices and systems for the Public Service relating to the areas of human resource management and the macro organization of the Public Service.
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Example of Career Path (Continued)
Key responsibilities
• Develop Policies, Systems and Practices• Advise the Minister • Conduct research• Provide advice and assistance to departments
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Example of Career Path (Continued)
Career path • Progression up to supervisory position on level
10• Progression along this path will require a shift away
from being an individual production unit towards providing guidance and assistance to colleagues in finalizing their work. Responsibilit ies and thinking demands will increase. New knowledge will be required and demands in terms of problem solving, responsibility and communicat ion will also increase. As a supervisor it will be expected to plan work of subordinates, oversee quality and manage performance.
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Example of Career Path (Continued)
Competencies associated with higher levels
• Project Management • Problem Solving• Leading diverse groups• Ability to-
– supervise staff– solve problems independently– communicate effectively
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Example of Career Path (Continued)
Career path • Progression to Specialist Production
level/Middle managementProgression along this path will require a shift towards co-ordination of a wider variety of work and providing more guidance and support to lower levels. The main tasks consist of developing policies, systems and practices as well as managing projects and interventions in departments. New knowledge will be required and demands in terms of problem solving, responsibility and communicat ion will also increase as the scope of application will be wider.
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Example of Career Path (Continued)
As a supervisor it will be expected to plan work of subordinates, oversee quality and manage performance. Competencies associated with this occupation• Strategic thinking• Computer literacy• Communication• Developing others• Planning and organizing• Networking and building bonds• Team leadership• Technical competencies in relevant discipline
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Who Is Driving Your Bus?Who Is Driving Your Bus?
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Link with Workplace Skills PlansLink with Workplace Skills Plans
• Main Focus areas of workplace skills plans:
– Classification of occupations linked to salary/grading – Linking employees to the occupations – Identifying specif ic skills development required – Identifying incumbents of the different occupational
categories to receive training – Define quality assurance measures for monitoring and
evaluation purposes
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Guiding QuestionsGuiding Questions• Are we doing enough to assi st employees to understand career
management in the context of the Public Service?
• Is there sufficient alignment between the WSPs and the competency requirements for the different career paths in the workplace?
• Are training and development programmes adequatel y aligned with competency requirements defined for the different career paths?
• Is there sufficient integration between individual development plans, organisational needs and WSPs?
• Do we have valid and consistent data collection methods?
• Do we report consistently?
• Do we analyse the information and use it strategically?
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Thank you/SiyabongaThank you/Siyabonga
