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HUMAN RESOURCES MANAGEMENT AND

DEVELOPMENT CONFERENCE5-6 MARCH 2013

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THE HRM&D MODEL

The core of the HR strategy hinges on the underlying appreciation of how the different elements of HR fit together to create meaning and value for any organisation. This is the framework for delivery, as it sets out the key themes and focus areas and develop the requirements for each functional area.

Information Systems & Technology

(HRIMS)HR Assurance and

Wellness

People Management

Competence & Benchmarking

Stra

teg

ic H

R

Pla

nn

ing

an

d

Job

Evalu

atio

n

Sou

rcin

g a

nd

P

lacin

g

Cap

acity

B

uild

ing

Perfo

rman

ce

Man

ag

em

en

t

Rem

un

era

tion

an

d R

ew

ard

Exit

Man

ag

em

en

tEE Relationship Management (Incl. LR & Collective

Bargaining)

Management of Critical Positions & High PerformersHuman Resources Administration, Disclosure and Reporting

Organisational Culture Development and EffectivenessSTRATEGY

People Management

Value Proposition

Vision

Mission

Values

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THE OPERATING MODEL

Element Activity or Output of Value chain component

Diagnosis Strategic positioning of the element by identifying the problem statement

Solution Design Define and develop the needed improvement initiatives within the municipality.

Implementation Oversee the implementation of agreed project/activity/intervention

Implementation Management (Inc.

M&E)Ensure systems and procedures are in place to monitor and evaluate on implementation

Continuous Support /

Aftercare SupportPost implementation reporting to ensure that intervention is upheld and sustained

Resources

The type of resource that is required:Advisory Services (internal specialist or source specialist )Specialist/ Tactical level staff (That can be deployed on a short to medium term basis to fill in capacity gaps or implement initiatives)Capacity Building Support:

Training & Development FacilitationDevelop generic blueprint and guidelinesFacilitate learning networks , knowledge sharing , inter-municipal learning or study groups (Local or international)Mentoring & Coaching

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PRODUCTS AND SERVICES WE

PROVIDE

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STRATEGIC HR PLANNING & JOB EVALUATION

ElementDiagnosi

sSolution Design

Implementation

Implementation Management

(Inc. M&E)

Continuous

Support / Aftercare Support

Product /Service

Type

Resources Type

People forecasting

Y Y Y Y YAdvisory Services Handbook

Job Evaluation Y Y Y Y Y AdvisoryGuidelines/ Specialists

Workforce planning

Y Y Y YAdvisory Services

Budgeting Y Y Y

Advisory Services

Specialist/ Hands on

Succession planning

Y Y Y Y Y

Advisory Services

Specialist/ Hands on

Review and design of organisational design

Y Y Y Y

Advisory Services

Specialists /Hands on

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SOURCING AND PLACING

Element DiagnosisSolution Design

Implementation

Implementation Management

(Inc. M&E)

Continuous Support / Aftercare Support

Product /Service

Type

Resources Type

Building strategic partnerships for talent and skills

Y Y YAdvisory Services

Attracting people through innovative attraction strategies

Y Y Y YAdvisory Services

Recruiting and selecting suitable people

Y Y Y YSpecialist/ Hands on

Inducting and socialising people into the municipality

Y YSpecialists/ Hands on

Redeploying people

Y Y Y YSpecialists /Hands on

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PERFORMANCE MANAGEMENT

Element DiagnosisSolution Design

ImplementationImplementation

Management (Inc. M&E)

Continuous Support / Aftercare Support

Product /Service

Type

Resources Type

Confirmation of process and standards

Y YSpecialist/Hands

on

Setting performance standards

Y Y Y Y

Advisory Services

Specialists/ Hands on

Measuring and evaluating performance

Y YSpec ialist/ Hands on

Gap analysisY Y Y Y

Specialist/ Hands on

Developing performance management skills training to line management

Y Y Y

Specialists Hands on

Capacity building support

Communication and co-ordination of the performance management process

Y YSpecialists/ Hands on

Making the link to remuneration. Y Y Y

Specialists /Hands on

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Services we provide

Element DiagnosisSolution Design

Implementation

Implementation

Management (Inc. M&E)

Continuous Support / Aftercare Support

Product /Service

TypeResources Type

Competency profiling and assessment

Y Y Y Y YAdvisory Services

Specialist/Hands on

PDP’s Y Y Y YAdvisory Services

Specialist/Hands on

Career development Y Y Y Specialist/Hands on

Skills development Y Y Y Y YAdvisory Services

Specialist/Hands on

Leadership and management development

Y Y Y Y YAdvisory Services

Specialist/Hands on

Key talent development

Y Y Y YAdvisory Services

Specialist/Hands on

Development of a learning organisation, including knowledge management activities

Y Y Y Y Specialist/Hands on

Impact assessment Y Y Y Specialist/Hands on

CAPACITY BUILDING

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REMUNERATION AND REWARD

Element DiagnosisSolution Design

Implementation

Implementation Management

(Inc. M&E)

Continuous Support / Aftercare Support

Product /Service

TypeResources

Type

Market analysisY

Advisory Services

Co-ordination and development of policy

Y Y Y Y YAdvisory Services

Procedures and agreements

Y Y Y YAdvisory Services

Design, implementation

Y Y Y Y YSpecialists /Hands on

Monitoring and maintaining of the reward system

Y YSpecialists /Hands on

Executive remuneration and incentives

Y YSpecialists /Hands on

Payroll administration

YSpecialists /Hands on

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Services we provide

Element DiagnosisSolution Design

Implementation

Implementation Management

(Inc. M&E)

Continuous Support / Aftercare Support

Product /Service

TypeResources

Type

Culture transformation and change management Y Y Y Y Y

Advisory Services

/SpecialistsCapacity Building Support

The development of individuals and teams with a systems view Y Y Y Y Y

Advisory Services

Specialists /Hands on Capacity Building Support

Continuous assessment of organisational effectiveness through work studies and redesign to ensure maximum efficiency, productivity and job satisfaction

Y Y Y Y Y

Advisory Services

Specialists /Hands on

ORGANISATIONAL CULTURE DEVELOPMENT AND

EFFECTIVENESS

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Services we provideElement Diagnosis

Solution Design

Implementation

Implementation Management

(Inc. M&E)

Continuous Support / Aftercare Support

Product /Service

TypeResources

Type

Managing relationships with unions and other labour forums

Y Y

Advisory Services

Specialists /Hands on

Management of disciplinary and grievances

Y Y Y YSpecialists /Hands on

DisputesY Y

Specialists /Hands on

ConsultationsY Y Y Y

Specialists /Hands on

Collective bargaining

Y Y Y Y Y

Advisory Services

Specialists /Hands on

Conflict management

Y Y Y Y Y

Advisory Services

Specialists /Hands on

EMPLOYEE RELATIONSHIP MANAGEMENT AND COLLECTIVE

BARGAINING

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Services we provideElement

Diagnosis

Solution Design

Implementation

Implementation Management

(Inc. M&E)

Continuous Support / Aftercare Support

Product /Service

TypeResources

Type

Management of HR policies and procedures relating to engagement, salary and benefits, employee data management, training and development tracking, performance management recording and terminations and e-disclosure

Y YSpecialist

/Hands on

Reporting to top management, shareholders, government and statutory reporting

Y YSpecialist

/Hands on

HUMAN RESOURCES ADMINISTRATION AND REPORTING

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Services we provideElement

Diagnosis

Solution Design

Implementation

Implementation Management

(Inc. M&E)

Continuous

Support / Aftercare Support

Product /Service

TypeResources

Type

Setting of HR policies and procedures

Y Y Y Y YAdvisory Services

Employee wellness including HIV / AIDS and EAP Y Y Y Y Y

Advisory ServicesSpecialist /Hands on Capacity Building Support

Diversity planning

Y Y Y Y Y

Advisory ServicesSpecialist /Hands on

Social plan development

Y Y Y Y Y

Advisory ServicesSpecialist /Hands on

HR ASSURANCE AND WELLNESS

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Services we provideElement Diagnosis

Solution Design

Implementation

Implementation Management (Inc. M&E)

Continuous Support / Aftercare Support

Product /Service

TypeResources

Type

Internal suite of hardware, applications, databases and other software components that together support all planning scheduling, tracking and execution of tasks in the human resources processes

Y Y Y YSpecialists /Hands on

INFORMATION SYSTEMS AND TECHNOLOGY

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KNOWLEDGE MANAGEMENT MODEL

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•

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KNOWLEDGE SHARINGMETHODS

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• Facilitated meetings and Consultations, Committee meetings

• Training workshops and seminars;

• After action review (AAR);

• Knowledge Fairs/Exhibition;

• Annual General Meetings/ Congress;

• Learning from colleagues and peers; Peer assist involves bringing together a group of peers to get feedback on a problem, project, or activity

• Mentoring takes place when a municipality that is performing well or has good practices supports another municipality. Mentoring can also be at an individual level for knowledge and skills transfer through a process by which a more experienced person (usually a senior staff member) works closely with a less experienced one.

• Field visits or exchanges can be a useful way for local governments to look at what others have done and decide which of the practices can be adapted in their municipality

• Tapping into regional or international technical assistance Organizations

• Communities of Practice (COP): MID should develop a COP within and outside the sector and with regional and international sister organizations that could serve as a resource to member municipalities on topics of importance to the municipal environment HRM&D profession.

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 KNOWLEDGE IMPLEMENTATION

OR APPLICATION

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• ACTION TO BE TAKEN DELIVERABLE

1. Knowledge Warehouse The purpose is to provide a secure, repository where content, and full text indices to knowledge can be stored. A knowledge warehouse also provides the infrastructure for users to easily contribute knowledge. This provides a central location for the myriad forms of knowledge for MID that currently reside only in isolated silos. (eg. toolkit, policies, handbook, conference resolution etc)

1. Editorial content management. (pertaining to HRM value chain)

Add, change categorization ofInformation, remove outdated information. Gathering and editing knowledge.Ensure that information is accurate, useful, and categorized so that it is easy to find

1. Twinning/Matching Link municipalities that stand to benefit, so that they can support each other. (Municipalities will identify individuals to represent them. It isimportant that these municipal representatives are competent in theareas being addressed and are able to commit the necessary amountof time.)

1. A transitional meeting should be conducted when the time comes to implement the knowledge sharing and peer learning proposal.

Introductions, Presentation of the history of the study, accomplishments, pitfalls, and expected results, entering into an agreement/mou. • Discussion of the implementation phase. Identify overall objectives and a few short term goals to work on throughout the period. • What are the ground rules, role players, resource provision etc.

1. Reporting Communicating results/progress of the cooperation, report recommendations and/or otherOutcomes,

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THANK YOU.