L Neethling

1
Review of training programmes on Human Resource
Management

• L Neethling
• 12 September 2008

2
Presentation structure

• Implementing Academy Reconstitution
• Integrated Academy Learning Framework
• Application of Integrated Academy Learning
  Framework
• Organising Map for HRM Programmes
• Current Status of HRMCF
• Repositioning of HRM in the Public Service

3
Implementing Academy Reconstitution Vision and
Activities

• Three Mantras
• Provision to facilitation
• Competition to collaboration
• Selective coverage to massification
• First Main Stream of Activity
• Executive development programmes for SMS
• Entrant, lower and upper SMS programmes, courses
  and events
• In collaboration with universities and
  counterparts
• Second Main Stream of Activity
• Massified management training for junior and
  middle managers
• Curriculum and Training Frameworks (functional
  and generic) monitoring and evaluation to
  regulate numerous outsource providers
• The Induction Programme for new entrants at all
  levels

4
Implementing Academy Reconstitution The
Complicated Training Landscape
5
Integrated Academy Learning FrameworkPublic
Service competencies in context
5
6
Integrated Academy Learning Framework Rationale

• organising framework indicating on one grid three
  broad competency types (generic, functional and
  sectoral)
• competency clusters (such as managing
  information and knowledge)
• clear and explicit learning pathway for including
  generic, functional and sectoral competencies
• Objectives
• to develop and administer a learning framework
  for curricula, materials design and development
• to integrate learning and development across the
  public service
• to provide clarity and coherence to the matrixes
  of learning focus areas across the different job
  levels in the public service

7
Integrated Academy Learning Framework Scope

• Primarily focus on provision of training on the
  transversal and functional learning areas for the
  public service
• Enables massification of middle, junior and
  senior management learning and development
• Guides needs analysis and development plans
• Sets norms and standards for functional and
  generic curriculum Frameworks

8
Application of Academy Learning Framework HRM
Curriculum Framework (HRMCF)

• DPSA Strategic Framework for Repositioning HRM in
  the public service
• Intervention 1 Building the capacity of human
  resource practitioners
• A Competency framework for HRM
• Training of HR Practitioners and line managers
• HRMCF

9
Application of Academy Learning FrameworkHRM
Curriculum Framework (HRMCF)
9
10
Organising map for HRM ProgrammesALF Functional
competencies
11
Organising map for HRM ProgrammesDeputy
Director-Director HRM
12
Organising map for HRM ProgrammesLine manager on
Deputy-Director level
x
13
Current status of HRMCFTraining needs analysis

• Methodology included reference groups held to
• Determine the overall framework for training
  programmes
• Validate the applicability of the HRM competency
  dictionary as foundation to support and inform
  curriculum and learning content
• Identify clusters, target groups, learner
  profiles, learning themes linked to competencies
  and job functions and learning outcomes

14
Current status of HRMCFLearner profile HR
Specialist Programme

• HR Specialists who have a broad generalist
  understanding of HR Practices
• Includes a management transition from managing to
  managing others
• Have an understanding of HR processes and systems
  as well as policy development
• Have an understanding of organizational strategy,
  as well as HR strategy
• Have a background in HRA, HRD and HRM functions

15
Current status of HRMCFLearner Profile - Generic
HRLM Programmes

• Line managers who are expected to manage others
• Have an understanding of organizational strategy
  and change processes
• Have a sound knowledge of HRA, HRD, and HRM
  functions

16
Current status of HRMCFTraining Frameworks

• Four draft training frameworks have been
  compiled, indicating training focus areas and
  learning outcomes
• HR Consultative workshop of 17 October 2008 to
  consult on above training frameworks
• The research and development of two remaining
  training frameworks - HR Practitioner and HR
  Executive Programmes
• Design and development of HRM Specialist
  Programme and Generic HR Supervisor Programmes

17
Repositioning of HRM in Public ServiceCurrent
situation
Employee Champion
Change Agent
People
People Management Roles
Day to day/Operational
Strategic/Long Term
Strategic Partner
Administrative Expert
Process
Diagram1 depicts the current orientation of the
human resource function in the Public Service.
There is more emphasis and focus on day-to day
operational work and very limited focus on
strategic partner, change agent and employee
champion roles.
17
18
Repositioning of HRM in Public ServiceProposed
Roles of HR Function

• Strategic Business Partner and Change Agent
• Business Strategy Translation
• and Alignment Functionality

HR Repositioning Model

• HR Administrative Expert
• Personnel Administration Functionality

• Talent and Employee Champion
• Table Management Functionality

• HR Information and
• knowledge Generator
• HR Research, Product Development,
• Information and Knowledge
• Management Functionality

18
19
Repositioning of HRM in Public Service HR
Executive Programme

• Target group (Director, Chief Director, DDG)
• Learner profile
• Assumed knowledge to be in place
• HR Competencies linked to job functions
• Proficiency levels
• Training methodology