Download FINANCIAL MANAGEMENT

DRAFT LEADERSHIP DEVELOPMENT
MANAGEMENT STRATEGIC
FRAMEWORK
FOR SMS FOR THE PUBLIC SERVICE
(CONSULTATION DOCUMENT)
MPUMALANGA SMS CONFERENCE
27 MARCH 2007
Objective of the Presentation
To provide an overview of the
process and design of the Draft
Leadership Development
Management Strategic (LDMS)
Framework for SMS members in
the Public Service
Outline of Presentation
– Overview of the Review process.
–
Overview of the LDM Strategic Framework.
–
Overview of an Annual Implementation Plan.
Background to the LDMS Framework
Between 2000-2006, the MPSA commissioned research studies done
by DPSA and OPSC into the management level of the public service
which identified leadership and performance deficiencies at senior
management levels and in particular identified the following amongst
others:
•
•
•
•
•
•
•
•
•
A High turn-over of managers and professionals.
A huge concentration of managers located at national
level.
Training & development initiatives inadequate.
Performance not at expected levels.
A competency based employment framework;
Greater inter-departmental mobility;
Focused and improved training and development
programmes is needed;
High standard of professional conduct is needed; and
A sustainable pool for future managers is needed.
Objectives of SMS Review 2000-2006
The objectives of the SMS reviews were to assess the efficiency and
effectiveness of our systems in order to identify the blockages to
service delivery especially caused by leadership and performance
deficiencies among SMS members.
•
The May 2000 Baskin report which resulted in the establishment of the
Senior Management Service (SMS), of which the objective was to
replenish the leadership cadre of the public service.
•
The 2005 SMS review, focused on the impact of the SMS initiative and
interventions that were introduces on service delivery improvement
and quality of management.
•
The 2006 Personnel Expenditure Review identified leadership
deficiencies and the piecemeal approach to performance
management, training and development, streamlining remuneration
and retention strategies.
Objective of SMS Review 2000-2006 cont.
•
The PSC Report 2002 which focused on the Management of Senior
Manager’s Performance Agreements. The PSC report identified a
definite need for an effective system to manage and monitor the
performance of Senior Managers within the context of a public service
in transformation.
•
These reports mainly identified problem areas in performance
management and leadership development which has resulted in the
development of the draft Leadership Development Management
Strategic Framework (LDMS).
•
The draft LDMS Framework for the Senior Management Service
therefore creates a shift in focus to deal with organizational
performance holistically, by linking performance appraisal with the
achievement of predetermined institutional objectives.
•
The LDMS Framework is a strategic government intervention
attempting to address the leadership deficiencies and skills gaps and
the problems that were identified in the reports, through development
and capacity building initiatives.
1
LDMS FRAMEWORK
Purpose of the LDMS Framework
•
Promote, support and implement the National Skills Development
Agenda and the HRD Strategy.
•
Ensuring a steady supply of “Home Grown” leadership and
management skills and their absorption and retention into the public
service organisations.
•
To establish the leadership pipeline in the Public Service with
targeted training programmes and to predict and identify leaders of
tomorrow through a systematic process.
•
Enable an adequate level of human capital performance in Public
Sector organizations that ensures effective service delivery in
meeting development imperatives.
•
Develop a focused implementation plan which includes external
strategic control points.
Measure the efficacy of the strategy annually.
•
A VISION FOR HRD
A dedicated, responsive and productive Public Service
BUILDING HUMAN CAPITAL FOR HIGH PERFORMANCE AND ENHANCED SERVICE DELIVERY
Fostering HEI & FETC
Partnerships
Mobilization of management
support
Utilization of the strategic
role of SETAs
E-Learning for the Public
Service
Career Planning & Talent
Management
Values, Ethics & Professional
Code of Practice
A National Public Service
Academy
Managing Employee Health &
Wellness
Promoting HR Learning
Networks
Promoting Learnerships,
Internships & Traineeships
Ensuring adequacy of Physical
& Human resources & facilities
Managing Effectiveness of
Communication
A more strategic role for
professional bodies
Promoting appropriate Org.
Structure for HRD
Leadership Management
Development Strategies
Performance Management &
Development Systems
Integrated ABET framework
Knowledge & Information
Management
Managing HRD Policy &
Planning Frameworks &
Guidelines
Strengthening Systems for
Workplace Learning
HR Planning - Supply &
Demand Management
Strengthening & aligning
governance roles in HRD
ORGANIZATIONAL
SUPPORT INITIATIVES
GOVERNANCE
INITIATIVES
CAPACITY BUILDING
INITIATIVES
1
2
Responsiveness to Millennium
Development Goals
Promoting integrated &
inter-sectoral approaches to
developmental priorities
Capacity building to promote
success of Industrial &
Economic Plans
Fostering Effective Monitoring,
Evaluation & Impact Analysis
Awareness promotion of
growth & development
initiatives
Integrating NEPAD, AU,
Regional & Global
Programmes
ASGISA, JIPSA, EPWP,
PGDP, IDPs
ECONOMIC GROWTH &
DEVELOPMENT
INITIATIVES
4
3
10 CORE PRINCIPLES INFORMING IMPLEMENTATIONOF HRD STRATEGY
LEGISLATIVE FRAMEWORK AS A FOUNDATION
Continuity
through all
spheres of
government
Promoting the
agenda of
development
Building
learning
communities &
organizations
Responding to
sectoral
differences
Maintaining a
performance
focus
Recognizing
contextual
differences
Flexibility and
adaptability
Cohesiveness
& Integration
Responding
to needs of
designated
groups
(women &
disabilities
Focus on all
Performa
levels of
employment
4 KEY PILLARS FOR HIGH PERFORMANCE IN THE PUBLIC SERVICE THROUGH HRD
THE LEGAL & POLICY FRAMEWORK GOVERNING LDMS FRAMEWORK
IN THE PUBLIC SERVICE
LEGAL FRAMEWORK FOR HRD IN THE PUBLIC SERVICE
Skills
Development Act
Relevant SETAs
& PSETA
Skills
Development
Levies Act
SAQA Act
PS Act;
PFMA &
Regulations
Employment
Equity Act
Labour
Relations
Act
STRATEGIC FRAMEWORK FOR LMDS IN THE PUBLIC SERVICE
White Paper on
PS Education
and Training
White paper
on HR MNGT
in the PS
National
Skills Dev
Strategy 2
HR Dev
Strategy for
South Africa
HR Dev
strategy for
Public Service
Millennium
Development
Goals
CONCEPTUAL BASE FOR TRANSFORMING THE PUBLIC SECTOR
Batho Pele
White Paper
White paper on
Transforming the Public
Service
White Paper on a New
Employment Policy for the
Public Service
ECONOMIC AND SOCIAL POLICY FRAMEWORK AND PROGRAMMES
Presidential
Pronouncements and
Budget Speech
IDPs
Medium Term
Strategy
Framework
National Spatial
Development Strategies
PROGRAMMES: ASGISA, JIPSA, EPWP
DEVELOPMENT IMPERATIVES
Poverty Alleviation
Reducing Crime and Violence
Unemployment
Managing HIV and AIDS
Backlogs in Service Delivery – Housing, Water, Schools Electricity
Four Pillars of the LDMSF
1. Organisational Performance
Management (OPM)
2. Management of Career Incidents (MACI)
3. Development Assessment Centre (DAC)
4. Training and Development Management
(TDM)
A
VISION FOR SMS
A Highly Competent, Dedicated, Responsive and Productive
Leadership Cadre of the Public Service
MISSION: BUILDING SENIOR LEADERSHIP CAPITAL FOR HIGH PERFORMANCE AND ENHANCED SERVICE DELIVERY
ECONOMIC GROWTH AND DEVELOPMENT INITIATIVES
GOVERNANCE INITIATIVES
ORGANIZATIONAL SUPPORT AND COHERENCE
Strategic Control Points
and Compliance mgt
Financial and Programme
Performance &
compliance mgt
Governance and Mgt
Structures and
Performance
ORGANISATIONAL
PERFORMANCE
MANAGEMENT
CAPACITY BUILDING INITIATIVES
Conduct Management
Talent Mgt, leadership
pipelines/
nominations for APs
Retention
Professional services
Management
Vacancy Management
MANAGEMENT &
ADMINISTRATION OF
Pillar
2
CAREERPillar
INCIDENTS
4
Competency
Framework
Assessment Policy
DEVELOPMENT
ASSESSMENT
CENTRE
Technical/Profession
al skills development
programmes
Organisational
Leadership Dev
programmes
Individual leader
development
programmes
TRAINING AND
DEVELOPMENT
MANAGEMENT
Pillar 1
FOSTERING EFFECTIVE MONITORING, EVALUATION AND IMPACT ANALYSIS
Focus on SMS
and MMS
Performa Levels
of Employment
Responding to
Needs of
Designated Groups
esp. women and
people with
disabilities
Cohesivene
ss &
Integration
Flexibility
&
Adaptabili
ty
Recognizin
g
Contextual
Differences
Maintaining
a
Performanc
e Focus
Respondin
g to
Sectoral
differences
Building
Learning
Communiti
es & Org.
10 CORE PRINCIPLES INFORMING IMPLEMENTATION OF SMS STRATEGY
LEGISLATIVE FRAMEWORK AS A FOUNDATION
Pillar 4
Promoting
Agenda of
Developm
ent
Continuity
through all
Levels of
Governmen
t
CORE ELEMENTS OF THE LEADERSHIP
VALUE CHAIN
“Manage the Organisation and Lead Change”
Organisational
Performance
Management
(OPM)
Strategic Planning
Frameworks
Organisational
Management Systems
Financial Performance
Programme Performance
Employee Performance
(PMDS)
PILLAR 1
Management
of Career
Incidents
(MACI)
Vacancy management:
(Recruitment and Selection
Policy)
Conduct Management
(Incapacity code
Disclosure Framework)
Retention Management
(Promotion, deployment,
Secondment, exit)
Developmen
t
Assessment
Centre
(DAC)
Competency Framework
& Assessment Policy;
(Audit Centre Profiling;
Performer & Proficiency
levels)
Talent Search &
Leadership pipelines
(Nomination management;
PDP Design)
Professional Counselling
PILLAR 3
PILLAR 2
Training
and
Developm
ent
Managem
ent
(TDM)
Individual Leader
Development
programmes
(JMDP; MMDP; SMDP;
EMDP)
Induction, Orientation
Coaching, Mentoring)
Organisation Leadership
Dev Progs
Critical Mission
Khaedu Dev Programme
Technical Skills Dev
13
Programme
PILLAR 4
Purpose of the Pillar 1: OPM
• To adopt a holistic approach to performance
management linking it to strategic planning
and capacity building in order to respond to
varying needs and requirements of the SMS
employees to undertake their responsibilities
• To strengthen strategic performance
planning frameworks and support structures
and systems in public organisations in order
to create a sound foundation for performance
and service delivery.
ELEMENTS OF ORGANIZATIONAL PERFORMANCE
Governance &
Management
Financial
performance
Programme
performance
Employee
performance
Period
A
Organisational
planning
frameworks and
processes
Strategic
Financial
Medium term Strategic Plan
MTEF Budget
Annual
Annual budget
B
Governance and management
structures and processes
C
Employee performance
management & appraisal systems;
M&E tools & external strategic
control points
Operational Plan
Workplans
MANAGEMENT
Portfolio Com
Minexco
Clusters
Exco
Manco
STRUCTURES
Org. structure
Corporate culture
Management
styles
Org. processes
MANAGEMENT SYSTEMS
HoD Evaluation (PSC)
SMS PMDS (DPSA)
Levels 1 to 12 (Own)
7
Quarterly reviews and Annual Reporting
EXTERNAL ENVIRONMENT
INPUTS
Parliament
President/PM
Portf Com.
Clusters
FOSAD
National
Planning
Framework
Presidency
FOSAD
National
Treasury/
Provincial
Treasury
FOSAD
Annual
Performance
Reports,
Quarterly
Reports
Outputs
Resources
Physical
OUTPUTS
Governance &
Management
Programme
Performance
Financial
Performance
Employee
Performance
Outcomes
Impact
Human
Financial
Governance &
Mgt Systems &
Structures
Strategic
Planning &
Processes
Financial
Planning &
Processes
Strategic
Control
Points
S
O
C
I
E
T
Y
Service Delivery
Mandates
Constitution
MPSA: PS Act
MINEXCO;
MANCO;
ORGANOGRAM.
STRATEGIC &
OPERATIONAL
PLAN, APP (prov)
MTEF & ANNUAL
BUDGET,
BUDGET COM.
MF: PFMA
ORGANISATIONAL ENVIRONMENT & PLATFORMS
PMDS [HOD, SMS
PMDS, & NONSMS]
Performance
Dept Specific
Batho Pele, Organizational Culture & Management Styles
Feedback
loop
Monitoring & Evaluation of compliance & progress
C
I
T
I
Z
E
N
S
Year 0
Five -year
Strategic & Performance Plan
Annual
Performance Plan
of Year 0
Update of Strategic
& Performance
Plan for Year +2
Three-year
Medium Term
Expenditure Framework
Annual Review
& Oversight
Processes of
Year 0
Annual Budget
of Year 0
Performance
Agreements
of Year 0
Monthly
Financial Reports
of Year 0
Annual Report
and annual
financial statements
of Year 0
Quarterly
Performance
Reports
of Year 0
Year 1
Third Quarter
Financial and
Performance
Reports
of Year 0
Update of
Strategic &
Performance Plan
for Year +1
Purpose of the Pillar 2: MACI
• To ensure that the Career Incidents of SMS
are effectively administered and
management in order to promote efficiency
and effectiveness.
• To ensure that HR practices for SMS
members is in compliance with and
promotes government’s agenda.
Retention
mechanism
Delegations
of power
Exit MGT
Recruitment &
Selection
Job Profiling
MACI
Deployment
Transfers
Secondment
Termination of
employment
Grievance
procedures
Incapacity
Code &
procedures
& Code of
conduct
Extension of
Term of Office
Purpose of the Pillar 3: DAC
• To provide a Leadership and Management
Competency and Development frameworks
which are aligned with the roles and
responsibilities of SMS members in the Public
Service.
• To provide a process to conduct skills and
competency audits using an approved
competency battery.
• To guide in the provisioning of professional
counseling, mentoring and coaching services
to SMS members.
ELEMENTS OF COMPETENCY
BASED MANAGEMENT
Recruitment,
selection &
placement
Perf.
contract
Career
Exit
Devel & Comp.Manag
Orient; Ind; Succession Reward & Management
Ment; coach planning incentives
SkillsDev.
Performance Management
Personal Development Plan (PDP)
Learning and Development
Career and Development
Employee Relations
Result Management
Contribution Management
Competency Management
Compliance Management
6
A VISION FOR SMS
A highly competent, dedicated, responsive and productive
leadership cadre of the Public Service
CORE COMPETENCIES AND THE DIMENSIONS TO BE MEASURED FOR HIGH PERFORMANCE AND ENHANCED
SERVICE DELIVERY
COMMUNICATION
KNOWLEDGE MANAGEMENT
SERVICE DELIVERY INNOVATION
PROBLEM SOLVING & ANALYSIS
ANNUAL
PERFORMANCE
REPORTING
LEADING PEOPLE,
STRATEGY AND TASK
EXECUTION MGT
STRATEGIC PLANNING,
GOVERNANCE
& MANAGEMENT
FRAMEWORKS
STRATEGIC
CAPABILITY AND
LEADERSHIP
EMPLOYEE
RELATIONS
MANAGEMENT
PROJECT/
PROGRAMME
PERFORMANCE
REPORTING
EHW AND
DIVERSITY
MANAGEMENT
PROJECT/
PROGRAMME
EXECUTION
HR PLANNING;
MANAGEMENT &
DEVELOPMENT
PEOPLE
MANAGEMENT
AND
EMPOWERMENT
FINANCIAL
REPORTING
(In-Year Monitoring
AG Report)
CHANGE RESULTS, IMPACT
MONITORING & EVALUATION
BUSINESS PROCESS
DELIVERY LOOPS
FINANCIAL
BUDGETING &
EXECUTION
PROCESS IMPROVEMENT
ORG DESIGNS
POLICY CHANGE &
EXECUTION
SUBJECT
MATTER
SPECIALISATION
PROJECT/
PROJECT
PLANNING
FINANCIAL
PLANNING &
PFMA,
MTEF, MTSF
CHANGE VISION,
CHANGE PLANNING
& STRATEGY
BEST PRACTICE
PROJECT &
PROGRAMME
MANAGEMENT
FINANCIAL
MANAGEMENT
CHANGE
MANAGEMENT
TECHNICAL AND
PROFESSIONAL
SKILLS
CORE COMPETENCIES
CONSULTATION REDRESS
PROVIDING
INFORMATION
OPENNES
AND
TRANSPARENCY
VALUE
FOR
MONEY
SETTING
SERVICE
STANDARDS
CORE PRINCIPLES (8 BATHO PELE PRINCIPLES)
LEGISLATIVE FRAMEWORK AS A FOUNDATION
ENSURING
COURTESY
INCREASING
ACCESS
CORE COMPETENCY: STRATEGIC CAPABILITY AND LEADERSHIP
Lead
knowledge and
learning
Lead political &
cultural context
thru Batho Pele
Principles
Strategic
Capability &
Leadership
Lead with
accurate
problem solve
Analysis
DIMENSIONS
LEADING PEOPLE,
STRATEGY AND TASK
EXECUTION MANAGEMENT
Lead Service
delivery
innovation
Lead with clear
comun
strategies
STRATEGIC PLANNING, GOVERNANCE &
MANAGEMENT FRAMEWORK
Strategic Capability &
Leadership
ANNUAL PERFORMANCE
REPORTING
CORE COMPETENCY: PROJECT AND PROGRAMME MANAGEMENT
Leads and
manages project
knowledge and
learning
Lead projects &
programmes
applying Batho
Pele Principles
PROJECT &
PROGRAMME
MANAGEMENT
Lead with
accurate problem
solving and
analysis
DIMENSIONS
PROGRAMME AND
PROJECT
PERFORMANCE: M&E
Leads and
implements
Service delivery
innovation
Leads with clear
communication
strategies
PROJECT/PROGRAMME PLANNING
Project & Programme MGT
PROGRAMME AND
PROJECT
EXECUTION
CORE COMPETENCY: FINANCIAL MANAGEMENT
Lead the financial
knowledge and
learning
Mainstream &
implement Batho
Pele principles
FINANCIAL
MANAGEMENT
Lead finances
with clear
communication
strategies
Problem solving
and analysis in
the financial area
DIMENSIONS
Lead service
delivery
innovation
FINANCIAL PLANNING AND PERFORMANCE
FINANCIAL BUDGETING AND
EXECUTION
Financial Management
FINANCIAL PLANNING AND
PERFORMANCE
CORE COMPETENCY: CHANGE MANAGEMENT
Lead knowledge
and learning in
change mgt
Mainstream &
implement Batho
Pele Principles
Service delivery
innovation
CHANGE
MANAGEMENT
problem
solving and
analysis
DIMENSIONS
CHANGE RESULTS/ IMPACT
MONITORING AND
EVALUATION
Change
communication
strategies
CHANGE VISION, CHANGE
PLANNING AND STRATEGY
Change Management
ORGANISATIONAL DESIGN,
STRUCTURAL CHANGES
AND CHANGE MGT
CORE COMPETENCY: PEOPLE MANAGEMENT AND EMPOWERMENT
Knowledge
management ,
learning, development
of self & others
Mainstream and
implement Batho
Pele Principles
Service delivery
innovation
PEOPLE
MANAGEMENT AND
EMPOWERMENT
Problem solving
and analysis in
people skills
DIMENSIONS
HR PLANNING, HR
MANAGEMENT & HR
DEVELOPMENT
People skills and
Communication
strategies
EMPLOYEE HEALTH & WELLNESS AND
DIVERSITY MAGEMENT
People mgt & empowerment
EMPLOYEE RELATIONS
MANAGEMENT
Purpose of the Pillar 4: TDM
•
To provide a focus for the alignment of the content of
training programmes designed for SMS members with
the approved core competencies in the Public Service.
•
To provide strategies for the utilisation of the skills
levy funding set aside for training and development
programmes.
•
To provide strategies for ensuring a continuous
pipeline for productive and contributing Public
Servants at all the management feeder levels targeting
especially the Previously Disadvantaged Individuals
(PDIs) such as Women and People with Disabilities.
A VISION FOR SMS
A highly competent, dedicated, responsive and productive
leadership cadre of the Public Service
PUBLIC RELEVANT TRAINING AND DEVELOPMENT PROGRAMMES
CAPACITY DEVELOPMENT INITIATIVES
ORGANIZATIONAL SUPPORT INITIATIVES
GOVERNANCE INITIATIVES
ECONOMIC GROWTH AND DEVELOMENT
LONG TERM
EXCHANGE/SABBATICALS
RESEARCH
NOMINATION MANAGEMENT AND
CRITICAL-MISSION DEPLOYMENTS
LEADERSHIP PIPELINE
Succession Planning & Management
MEDIUM TERM
(JMDP;MMDP;SMDP;EMDP)
SHORT TERM
Induction;(Orientation-Khaedu 1,2,3)
Mentoring, Coaching;
Critical Mission Deployment
INDIVIDUAL LEADER
DEVELOPMENT
PROGRAMMES
QUALIFICATION REQUIREMENTS
AND
COMPETENCY MANAGEMENT
ORGANISATIONAL
LEADERSHIP DEVELOPMENT
PROGRAMMES
EFFECTIVE TECHNICAL/
PROFESSIONAL
COMPETENCY MODELS
STRATEGIC PARTNESHIPS
WITH PSETA; SAMDI; HEIs &
PROVINCIAL ACADEMIES
ASGI-SA AND JIPSA
PROGRAMMES
TECHNICAL& PROFESSIONAL
SKILLS DEVELOPMENT
PROGRAMMES
10 CORE PRINCIPLES
LEGISLATIVE FRAMEWORK AS A FOUNDATION
Continuity
through all
spheres of
government
Promoting the
agenda of
development
Building
learning
communities &
organizations
Responding to
sectoral
differences
Maintaining a
performance
focus
Recognizing
contextual
differences
Flexibility and
adaptability
Cohesiven
ess &
Integration
Responding to
needs of
designated
groups
(women &
disabled)
Focus on
SMS and
MMS
Performa
levels
TRAINING AND DEVELOPMENT FOR PERFORMANCE IMPROVEMENT
PROCESS FLOW FOR
COMPETENCY
ASSESSMENTS
PROCESSBASED
FLOW
FOR CA
RECRUIT&SELECTION POLICY
DEVELOPED&IMPLEMENTED
Short, Medium; Long Term
training interventions identif.
Training and development
interventions implemented
Short, Medium, Long Term
training completed
Redeployed/ transferred
Re-assessment done
Report Perf. improvement
and Development
Decision/Develop/Exit
Promoted
THE PROFICIENCY LEVELS
DESCRIPTOR
INDICATOR
TRAINING NEEDS
1.
Not achieved
No ability displayed with
regard to the task at hand
Beginner - basic training
program to address gap
2.
Partially achieved
A minimum display of
working knowledge
An intermediate – training
intervention to address
gaps
3.
Achieved
4.
Exceeded
Expectation
fulfilled task requirement
Achieved beyond the
required performer level.
Competent –
recommended for an
advanced training
programme for the level
Advanced –training in
preparation for the next
performer level.
PDP RECOMMENDATION
• Achieved all 5 competencies - 0 or Long Term incentive
training programme and ready for promotion. - Can be
considered to be a coach.
• Achieved 4 competencies - short, medium term of 1
competency and long term incentive training programme and
ready for promotion. Can be a coach.
• Achieved 3 competencies- short to medium term training
programmes to address the gap, can be considered for
promotion provided that s/he is attached to a coach.
• Achieved 1 and 2 competencies- An intensive short and
medium term training programme cannot be considered for
promotion.
(Where gaps have been identified no consideration for
promotion before completion of the PDP).
PERFORMER LEVEL
Junior Management
Service (JMS)
Middle Management
Service (MMS)
Senior
Management
Service (SMS)
Executive
Management
Service (EMS)
Managing Self
Managing
others
Managing a function
Managing a corporate
Assistant Director
Deputy Director
Self
and
Directors
Directors
and
Chief
Deputy
Director-General
and Director-General
SHORT TERM DEVELOPMENT PROGRAMMES ASSOCIATED WITH PERFORMER LEVELS
Induction
Orientation
Khaedu 1
and
Induction
Orientation
and
Khaedu 2
Khaedu 3
Induction and Orientation
Induction and Orientation
MEDIUM TERM DEVELOPMENT PROGRAMMES ASSOCIATED WITH PERFORMER LEVELS
Mentoring
Mentoring
Coaching
Coaching
Junior Management
Development
Programme (JMDP)
Middle Management
Development
Programme (MMDP)
Senior
Management
Development Programme
(SMDP)
Executive
Development
(EMDP)
Management
Programme
LONG TERM DEVELOPMENT PROGRAMMES ASSOCIATED WITH PERFORMER LEVELS
Technical
programmes
Research work
Technical
programmes
Research work
Exchange programmes
Research work
Exchange programmes
Research work
Sabatticals
LEADERSHIP PIPELINE
ASD (LEVELS 9/10)
Junior management
service
(JMS) - managing self
PIPELINE
LEADERSHIP
Short term prog
Medium term prog
Long term prog
DD (LEVELS 11/12)
Middle management service
(MMS) – Managing self and
others
Short term prog
Medium term prog
Long term prog
D &CD (LEVELS 13/14)
Induction/ orientation/mentoring/ Khaedu 1
MMDP
Technical prog / research work
Senior Management Service
(SMS) –
Managing a function
Short term prog
Medium term prog
Long term prog
DDG & DG (LEVELS 15/16)
Induction/ orientation/mentoring
JMDP
Technical prog / research work
Induction/ orientation/coaching/ Khaedu 2
SMDP
Exchange prog / research work
Executive management service
(EMS) – Managing the
corporation
Short term prog
Medium term prog
Long term prog
Induction/ orientation/coaching/ Khaedu 3
EMDP
Sabbaticals/Exchange prog/research work
Accelerated
Dev.Moving
from 4th to
6th and
skipping 5th
Accelerate
Dev. Moving
from 2nd to
4th and
skipping 3rd
6th Managing
an enterprise
Accelerated
Dev. Moving
from 3rd to
5th and
skipping 4th
5th
Managing a
group of
functions
3rd
Managing Self
and Others
4th
Managing
managers/
functions
2nd
Managing
Others
1st Self
Managemen
t
Accelerated
Dev. Moving
from 1st to
3rd and
skipping
2nd
MANAGERIAL
100%
TECHNICAL
100%
PROFESSIONAL
100%
OTHER IN
T/P:M
6
Ch ief Ex ecut ive
Manager ( DG)
Head
Tech n ical
Serv ices ( DG)
Head
Pr of essional
Serv ices ( DG)
50/50
5
Ex ecut ive
Manager ( DDG)
Ex ecut ive
Tech n ician
( DDG)
Ex ecut ive
Pr of essional ( DDG)
60/40
4
Senior Man ager
( Ch ief Direct or)
Senior
Tech n ician
( Ch ief
Direct or )
Senior Pr of essional
( Ch ief Direct or)
65/35
3
Manager
( Direct or)
Tech n ician
( Direct or)
Ch ief
Pr of essional
( Direct or)
70/30
2
Mid dle
Manager
( Deput y
Direct or )
Specialist
Tech n ician
( Deput y
Direct or )
Specialist
Pr of essional
( Deput y Direct or )
1
Jun ior Manager
Jun ior
Jun ior
80/20
STAGES IN ASSESSMENT/DEVELOPMENT
CENTRE DESIGN
Define Organisational objectives
Gain Commitment
Review/ Validate Existing Procedures
Job Analysis
Define Competencies
Select Excercises
Design Programme
Develop Exercises
Train Assessors
Run Pilot
Implement Programme
Review & Validate
PERFORMANCE
SUCCESS PROFILE
100%
WORK
EXPERIENCE
30%
COMPETENCIES
30%
10%
WHAT I HAVE
DONE
PERSONAL
ATTRIBUTES
WHAT I KNOW
KNOWLEDGE
30%
ACADEMIC
QUALIFICATIONS
WHAT I AM
CAPABLE OF
WHO I AM
STRUCTURE FOR FACILITATING IMPLEMENTATION OF THE SMS
LDMS FRAMEWORK – PILLARS & DRIVERS
PILLAR 1
PILLAR 2
IMPROVE
ORGANISATIONAL
& INDIVIDUAL
PERFORMANCE
EFFECTIVELY
MANAGE
CAREER
INCIDENTS OF
SMS MEMBERS
• NATIONAL
INSTITUTIONAL
• FRAMEWORKS
MACRO LEVEL
GOVERNANCE
• POLICY
DEVELOPMENT
• IMPLEMENTATION
GUIDELINES.
• CONTINOUS M & E
• POLICY
DEVELOPMENT
• IMPLEMENTATION
GUIDELINES.
• CONTINOUS M & E
• PROVINCIAL
INSTITUTIONAL
FRAMEWORKS
• MESO LEVEL
GOVERNANCE
• PROVINCIAL
COORDINATION
• PROGRAMME
IMPLEMENTATION
• PROVINCE SPECIFIC
IMPACT ASSESSMENT
• PROVINCIAL
COORDINATION
• PROGRAMME
IMPLEMENTATION
• PROVINCE SPECIFIC
IMPACT ASSESSMENT
• DEPTS
INSTITUTIONAL • IMPLEMENTATION OF
• IMPLEMENTATION OF
FRAMEWORKS &POLICIES & GUIDELINES POLICIES & GUIDELINES
• PROCESSES
• EFFECTIVE REPORTING • EFFECTIVE REPORTING
MICRO LEVEL
MECHANISMS
MECHANISMS
GOVERNANCE
OPM
MACI
PILLAR 3
MAXIMISE
DEVELOPMENT
THROUGH
DEVELOPMENT
ASSESSMENT
CENTRES
• POLICY
DEVELOPMENT
• IMPLEMENTATION
GUIDELINES.
• CONTINOUS M & E
PILLAR 4
DEVELOP &
SUSTAIN LEADERS
IN THE
PUBLIC SERVICE
• POLICY
DEVELOPMENT
• IMPLEMENTATION
GUIDELINES.
• CONTINOUS M & E
• PROVINCIAL
COORDINATION
• PROGRAMME
IMPLEMENTATION
• PROVINCE SPECIFIC
IMPACT ASSESSMENT
• PROVINCIAL
COORDINATION
• PROGRAMME
IMPLEMENTATION
• PROVINCE SPECIFIC
IMPACT ASSESSMENT
• IMPLEMENTATION OF
POLICIES & GUIDELINES
• EFFECTIVE REPORTING
MECHANISMS
• IMPLEMENTATION OF
POLICIES & GUIDELINES
• EFFECTIVE REPORTING
MECHANISMS
LDC
TDM
Implementing a Strategic Framework for LDM for SMS
Step 1:
Conduct Stakeholder
Review
Step 2:
Design Conceptual
Framework
Legal and Political Mandate
Step 3:
Design Strategic
Framework
Step 10:
Annual Performance
Review Report
on SMS
Step 4:
Design Guidelines to
Implement Step by
Step
Step 9:
Annual
SMS Consultative
Conference
Step 5:
Annual
Performance Plans
Step 8:
SMS
Steering Committee
Step 6:
Monitoring and
Evaluation Tools
Step 7:
Quarterly
Reviews
HRM is NOT a matrix function it is
a critical support function along
with finance
HR
Line Manager
Finance
42
Consultation Document &
Questionnaire found @
www.dpsa.gov.za
send to [email protected]
Discussion
&
Questions