ETHEKWINI MUNICIPALITY TALENT MANAGEMENT LEARNING EXCHANGE ETHEKWINI DRAFT TALENT MANAGEMENT POLICY 14 JUNE 2017

Transcription

1 By 2030 ethekwini will be Africa s most caring and liveable city ETHEKWINI MUNICIPALITY TALENT MANAGEMENT LEARNING EXCHANGE ETHEKWINI DRAFT TALENT MANAGEMENT POLICY 14 JUNE 2017 By: Ashlesha Singh

2 OVERVIEW Definition of Talent Management Policy Framework Benefits of Talent Management Value Add to Talent Management Processes Monitoring and Evaluation

3 DEFINITION OF TALENT MANAGEMENT Talent Management is the proactive design and implementation of an integrated talent driven organisational strategy directed to attracting, developing, engaging and retaining talent requirements as outlined in the workforce plan in order to ensure organisational sustainability and competitiveness

4 POLICY FRAMEWORK Purpose: To provide the strategic framework for the management of talent within ethekwini Municipality in order to ensure the right people with the right skills are in the right roles at the right time to deliver the ethekwini 2030 vision of ethekwini being Africa s most caring and liveable City as well as the IDP. Scope: All employees, management, MCPs and scarce skill posts. Excludes Section 56 and 57 employees Legislative framework: -The Employment Equity Act, 1998 (Act No 55 of 1998) as amended; -The Skills Development Act, 1998 (Act No 97 of 1998); -The Municipal Systems Act, 2000 (Act No 32 of 2000); -COGTA Regulations-Competency Frameworks for local government occupational streams -The Health Profession s Council of South Africa s List of Tests classified as Psychological Tests -The Health Profession s Council of South Africa s (HPCSA) Ethical Rules of Professional Conduct for Practitioners registered under the Health Professions Act (Act 56 of 1974)

5 BENEFITS OF TALENT MANAGEMENT Improved Service Delivery Reduction of costs (recruitment costs, re-training, relocation costs and lost productivity) Higher morale resulting in an engaged workforce working in a high performance culture Motivated employees following a progressive career path in line with aspirations and organisational objectives Fairness and consistency through scientific measurement, development and monitoring of talent Higher retention rate of talent

6 BUILDING THE WORKFORCE PLAN Organisational Capability Required organisational structures, systems, policies processes and infrastructure People Capability Talent available internally and sourcing of external talent where required- Competency Profiling COGTA Competency Framework for local government occupational streams Backbone of Talent Management to inform and integrate all HR processes

7 INTEGRATION OF TM WITH HR PROCESSES Employment Equity targets Social Media platforms Job Adverts Psychological Assessments Work sample tests Competency based interviewing EVP Recruitment & Selection Performance Management; Employee Wellness Compensation Management TALENT MANAGEMENT & COMPETENCY PROFILING KPAs Identification of HIPOS, key performers and underperformers Employee Engagement Job descriptions Progression Circulars Reward and Remuneration Strategic, focused career growth oppurtunities in line with organisation scorecard Oppurtunities for skills development Career Pathing; Training and Development Succession Planning Talent pools of potential successors and levels of readiness Talent Module on ResourceLink- Addressing all aspects of the employee lifecycle, not just at a single point in time

8 BUILDING A WORKFORCE PLAN- (A)PERFORMANCE BY DESIGN STRATEGY Revisit our City Manager s and Strategic Committees scorecard and how it aligns with ethekwini s vision, mission, values and strategic objectives Identify desired performance and what these standards are aligned to (required competencies). Identify current gaps in meeting strategic objectives. CHANGE MGMT Engage relevant stakeholders on and input towards competency profiling, levels and descriptors, KPI Index for posts, performance contracting, appropriate performance management behavioural indicators, moderation training for moderators, review of performance reward schemes, enabling technology and monitoring and evaluation mechanisms- Focus on competency profiling for mission critical, scarce skill and leadership positions first APPROVAL OF POLICY & WORKSHOP Revise Performance Management Policy in light of what has been agreed upon and submit to Policy Committee and EXCO for further amendment and approval. Once approved, TM & HR to workshop and communicate the revised Policy to staff and host relevant PM training sessions and moderator training COMPETENCY PROFILING Working Group to pilot competency profiling for Units (TM, EMA, R&OD, ODCM, GRADING and LINE). Identify successes, challenges and the way forward. Modify implementation strategy for continuous improvement. Create competency libraries and rollout to the rest of the Municipality.

9 (B) MANAGE BENEFITS & REWARDS Leadership of ethekwini Municipality to decide on the applicability and adoption of Total Rewards Strategy. Benchmark short term, long term and non-financial incentives plan to differentiate it and improve it. Remuneration benchmarking- Define market, jobs and compensable factors. Benchmark report to include details such as cash compensation, benefits summary, similar profiles, and attributes affecting pay. Rewards Optimisation Survey-Employee perceived high and low values placed on reward offerings, perks, new programs to offer distinctive value and enhance brand strength, knowledge about benefits Currently, retention rate high but attraction rate low. Possibly due to poor morale within organization. Benchmark A&R strategies- Investigate Quality of Life rewards strategy for employees within the City of Cape Town

10 TALENT ACQUISITION: TALENT ATTRACTION Employee Value Proposition- Values, Organisational Culture and Ethics questionnaire with ODCM Research-Benchmarked VOCE in public and private sector. Seek to obtain employee and management current VOCE perceptions and priorities quantitatively (survey) and qualitatively (Focus groups). Analyse data on current perceptions and priorities. Design- Develop a credible EVP that showcases ethekwini s strengths Implement- Introduce and promote EVP and identify improvement opportunities Measurement- Implement consistent tracking mechanisms to measure impact of EVP improvements Strategic Recruitment- strategic alliances with universities, technikons, schools, to offer learnerships and bursaries, LinkedIn, Facebook, Twitter showcasing ethekwini EVP and advertising posts

11 TALENT ACQUISITION: TALENT ATTRACTION AND RECRUITMENT Strategic Recruitmentstrategic alliances with universities, technikons, schools, to offer learnerships and bursaries, LinkedIn, Facebook, Twitter showcasing ethekwini EVP and advertising posts Psychometric Assessments and work sample tests (competency based) Competency based interviews Identify ROI from onboarding process

12 TALENT DEVELOPMENT Development needs and ILPs identified via performance appraisals and psychological assessments (performance and potential-ability, aspiration, motivation, engagement, EQ, leadership competencies). Individual Learning Plan addresses performance development for current job and career development in ready for succession Utilise creative learning and development oppurtunities for differentiated talent EMA to assign courses from WSP and source courses externally in initial stages of competency profiling. Assign when needed Creation of competency based career paths in line with organisational strategy.

13 TALENT DEVELOPMENT HR ASSESSMENT AND DEVELOPMENT 1. Scope: HR Service Offerings HR Approach to service delivery Competencies of the HR Team (SABPP HR Competency Model) 2. Structure: Participants rate how HR is performing on these attributes and rate their relative importance 3. Stakeholders: Leaders and HR to identify areas where priorities are misaligned Enables identification of highest priority oppurtunities to improve HR performance where it matters most to organisational success Funding of professional registrations with SABPP to improve HR professionalism and credibility as a business partner with Line HRBP Masterclasses- Elevating talent management in HR practice

14 TALENT DEVELOPMENT 360 Degree Assessment (Supervisors, peers, direct reports and other colleagues) Leadership Transition Accelerator (Measures and obtains objective stakeholder feedback on the new leader s function, performance, potential, strategy and culture LEADERSHIP ASSESSMENT AND DEVELOPMENT Business & Financial Acumen; Analytics and Decision-making; Creating & Conceptualising; Persuasive Leadership & Communication; Strategic Stakeholder Management; Organising & Executing; Adapting and Coping; Delivering Results; Team Development; Functional Performance-Operations and Team Understanding; Team Potential- Competencies and Engagement; Current Strategies- Clarity, Correctness & Achievability; Organisational Culture Identifies HIPOs, pinpoints leadership gaps, improves leadership programmes, plan successions Assists new leaders in identifying what they are doing well vs what they can push to later in their tenure; make better decisions based on ojective feedback; earn stakeholder trust

15 TALENT RETENTION Meaning of Work Stay-In Interviews Recognition and care TALENT ENGAGEMENT Stress Management Autonomy and Patience Flexibility

16 MONITORING AND EVALUATION Line Transform organisational culture to embrace Talent Management as a way of life Ensure implementation of Talent Management Policy and Processes Talent Management Subject Matter Experts on Talent Management Educate Line and HR on Talent Management HR Effective business partners with Line, providing guidance, highlighting benefits and success of Talent Management Ensure objectivity and fairness in TM process whilst monitoring and reporting on TM activities

17 By 2030 ethekwini will be Africa s most caring and liveable city THANK YOU!