guide on the practice of career management in the … makhubela a.pdf9 career management process by...
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13 August 2010
GUIDE ON THE PRACTICE OF CAREER MANAGEMENT IN THE
PUBLIC SERVICE
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Overview Overview BackgroundPurpose of the guideCurrent policy and legal framework
The White Paper on HRM in the PSPublic Service Regulations, 2001Ministerial directives and determinationsWhite Paper on AA in the PS
What is career managementRoles and responsibilities of various role playersCareer management: The link with other HR practicesCareer management: A practical perspective
BackgroundPrior to 1 July 1999, a close employment system existed whereby measures regulating the appointment and promotion to higher posts and/ or salary levels were prescribed centrally and contained in the personnel administration standards “PAS”Work levels, academic qualifications, years of experience and merit ratings were prescribedPAS provided for rank/ leg promotions which enabled progression to higher grades without competition and whilst occupying the same postPAS was replaced by the code of remuneration “CORE”and occupational classification system “OCS” in 1999 to assist departments in designing jobs and/ or career pathsThe implication was that employees must demonstrate increased levels of competencies, good performance and more complex responsibilities to progress to a higher grade
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Purpose of the Guide
Provide practical guidance on the implementation of career managementSensitize employees, supervisors and managers on their roles and responsibilities pertaining to career management
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Current policy and legal frameworkThe White Paper on HRM in the PS
Departments should provide employees with relevant information to manage their careersEmployees are primarily responsible for seeking opportunities for development and progression in line with their career aspirationsProgression to higher posts are achieved by those who can demonstrate suitability through open competition with others
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Current policy and legal frameworkPublic Service Regulations, 2001
JDs, Job titles & COREsDepartments should establish JDs & titles that indicate the main objectives of the post, inherent requirements of the job & requirements for progression to higher graded posts in accordance with relevant career pathsThe MPSA determines the CORE & OCS to assist departments to design a job/ career path
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Current policy and legal frameworkAppointments & progressionEAs to determine inherent requirements of the job Requirements in the CORE serves as a guideEAs may fill vacant posts without complying with regulations VII C 2.3 & C 2.4 (relating to advertising) if the department:
• can absorb into a post an employee who was appointed under an AA programme & if she/he meets the requirements of the post
• plans to fill the post as part of a programme of laterally rotating or transferring employees to enhance organisational effectiveness Progression to higher graded posts is subject to open competition
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Current policy and legal framework
The determinations in PSCBC Resolution 1 of 2007 brought about the introduction of Occupation Specific Dispensations (OSDs) which provides for: Career pathing based on competencies, experience & performanceCentrally determined grading structures & broad job profilesGrade progression opportunities without competing for posts
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Career ManagementProcess by which the career aspirations of the employee are reconciled with the operational objectives of the departmentFor the employer CM is a tool to address organisational needs, through planning for succession and career development programmes For the employee CM is a lifelong process whereby the employee matches current and foreseeable career needs with opportunities offered by the employer and re-evaluates his/her plans accordinglyGenerally CM consist of the following 3 main elements:
Career planningCareer pathingCareer development
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Roles and Responsibilities of various role players
Successful CM requires a partnership between employees and managers within the context of the organisationEmployee (primary owner)Assessing their skills, interests & development needsActing on their career goals & action plansTaking responsibility for developing & maintaining their competenciesUnderstanding the nature of the organisation
Roles and responsibilities of various role players
Manager/ SupervisorSupport the employee’s development plansHolding career discussions with employeesAssisting employees in formulating realistic career goals linked to organisational goalsCreating opportunities for exposure within the organisationProviding performance feedbackMotivating employees to enhance their competencies
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Roles and responsibilities of various role players
HR ComponentEnsure that CM policy is availableDevelop & maintain departments’ career paths Facilitate implementation of career development programmesAdvise line mangers on career development matters Facilitate formal career development discussions or counseling and workshops
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Career management: The link with other HR practices
HR planningAn HR plan aims to capture the “people element” of what a
department need to achieve in the medium to long term, ensuring that:It has the right people in place;It has the right mix of skills;Employees display the right attitudes and behaviours; and Employees are developed in the right way.
Information collected should not only relate to data concerning numbers, age, and locations, but also an analysis of individuals and skills.
Career management: The link with other HR practices
Recruitment planningFor non-SMS posts, departments have a choice to limit recruitment from either departmental staff only or from employees within and outside the PSFor SMS posts, departments are compelled to recruit nationwideRecruitment from departmental staff is a key support mechanism for CM, affording employees opportunities to progress
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Career management: The link with other HR practices
Training and developmentDevelopment efforts should be focused & prioritized in
accordance with performance requirements & outcomes; & relevant career pathsIDPs
• A joint responsibility between manager & employee• Should be linked to current job competencies, PM
outcomes, career goals & department’s operational requirementsLeadership pipelines
• Develop leaders throughout the course of their careers, with support provided for key job transitions to, e.g, junior, middle & senior leaders
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Career management: The link with other HR practices
Performance management
Departments have to analyse progression of employees in relation to performance assessmentsThe manager can also assist the employee to manage his or her career through the performance feedback process.Employees can develop, in conjunction with their supervisors an IDP & career plan to help them focus their efforts on areas that need the most development
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Career management: The link with other HR practices
Retention managementEmployees leave the organisation for a number of reasons & lack of career pathing & development opportunities is one of themEmployees need to be made aware of the opportunities that exist for career growth These growth opportunities might not always mean upward mobility
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Career management: The link with other HR practices
Diversity managementEmployees (from designated groups) appointed under an AA programme can be absorbed into a vacant post (even at a higher level) without advertising, on condition that he/she meets the post requirements CM practices must be linked to the overall transformation agenda of government
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Career management: A practical perspective
Career PlanningFrom an employees’ perspective CP is based on the employees’ professional aspirations & competence, available career paths & organisational requirementsCP from an employers’ perspective often means planning for successionGiven the open competition system of the PS, planning for succession has much to do with capacitating employees to enable them to compete for higher posts and/ or introducing targeted/focused development interventions
Career management: A practical perspective
Career pathing and progressionIn terms of the current framework, progression along the career path is subject to the principle of open competition, except for OSDs which provides for grade progressionCareer paths should:
• Represent real progression possibilities, whether lateral (job enrichment) or upward which may include technical specialization instead of supervisory & managerial responsibility
• Be responsive to changes in job content, work priorities & organisational needs
• Specify requisite competencies required to perform work on each position along the path.
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Career management: A practical perspective
Occupational differentiation and broad bands
HR Connect supports the concept of occupational differentiation & broad bands for career progression. It defines more predictable & realistic career paths for different occupations without limiting progression opportunities to only managerial positions, the so-called dual career path. While employees would not be guaranteed automatic promotion, there are occupational profiles that accurately describe the competence requirements of each job & thus reflects the job outputs & its associated competencies required to perform a specific job.
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Career management: A practical perspective
Grade progression:Is the upward progression from a lower to a higher grade (salary level) where the employee has acquired & demonstrated the requisite competencies to perform the job. It may form part of career progression as it is based on increased competencies & changes in job content. With the implementation of the OSDs, government has provided for dual career paths within an occupationOSDs also provides for accelerated grade progression
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Career management: A practical perspective
The CORE and Occupational Classification System: Lays the foundation for the categorisation of job families, which allows departments to define the different work levels in accordance with their unique work organisation arrangements.Provides guidance in respect of defining job content, the desirable competencies for the job, desirable characteristics for employment & progression within the occupational category. Different departments may structure work differently & career path opportunities for similar non-OSD occupations may vary from department to department.
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Career management: A practical perspective
Horizontal & vertical mobility between COREs are further enhanced by the fact that some occupational classes have been provided for in more than one CORE. Career path possibilities are also provided between different COREs, between different occupational groups in the same CORE & within major occupational groups in the same CORE. Provision is therefore made for employees to move or progress to another occupational group.
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Career management: A practical perspective
Career development:CD implies opportunities for growth & enhanced skills, which will open up possibilities for progression. It implies more of a role for the employee and its about individuals taking responsibility for developing & progressing in their careers with support from the organisation. The employer’s role is to provide initiatives/ programmes to develop employee’s careers, e.g,
• Career development workshops• Career discussions • Career information/resource centres• Self assessments• Mentoring & coaching
