MINISTRY OF SOCIAL DEVELOPMENT

HUMAN RESOURCES

MANAGEMENT STRATEGY

2015-2017

This Strategic Plan was made possible with support from the American people delivered through

USAID. The contents are the responsibility of HRAA project and do not necessarily reflect the opinion

of USAID or the US Government.

ii

© 2014 by Human Resources Alliance for Africa (HRAA). All rights reserved The Human Resources Alliance for Africa (HRAA) project is a regional five-year (2011-2016) human capacity development effort funded by USAID through a Strategic Objective Agreement (SOAG) award. HRAA is led by the East, Central and Southern Africa Health Community (ECSA-HC). Please visit http://www.ecsahc.org/programmes/human-resources-alliance-for-africa-project-hraa/ to learn more

iii

Preface

In 2012, the Government of Lesotho decided to approach national social

development issues under a new stand-alone Ministry of Social Development

(MOSD) and that called for the new Ministry to consider operational structures

and mechanisms in order achieve the new mandate; among many, improvement

of HR practices that will create conducive workplace for all employees of the

Ministry, was through development of this HR strategic plan.

This Human resource strategy evolved from challenges that have always faced

the social development sector by analysing the successes and failures especially

in the past year (2012-2013) after the establishment of a new Ministry, where

there is a shift from the social welfare to the social development context, and

also upgrading the function into fully functional new Ministry.

This strategic plan is based on feedbacks, insights and consultation meetings

with the Ministry leadership, districts based employees, staff, stakeholders and

HR team members. Several initiatives in this HR strategic Plan, 2014/15-2016/17

are focused on creating a HR function that is more holistic to all HR functions of

MOSD and as well as department based where every manager resumes HR

management roles.

This strategy covers five strategic priority areas: HR development,

Communication and engagement, HR repositioning in MOSD, Establishment of

MOSD HR systems and Retention of Motivated Human Resource for Social

Development (HRSD).

I therefore call for collaborative efforts during the three year implementation of

this Plan.

I also wish to thank our development partners who supported us during the

development of this Plan.

____________________

Mrs. Limakatso Chisepo

Principal Secretary of Social Development

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Acknowledgements

The Ministry of Social Development (MOSD) wishes to thank and acknowledge

the support of the entire Ministry of Social Development management and our

respective stakeholders for their contributions and support during the

development of this strategic Plan.

Special thanks are extended to the Human Resources Alliance Africa (HRAA)

Country Team, Ms. Sheillah Matinhure and Mrs. Mapule Maema for their enduring

technical support and engagements that shaped this strategic planning process.

The MOSD also wishes to thank Mr. Retsélisitsoe Mohale, the Human Resource

consultant who facilitated this process to its successful completion. Further

recognition is given to Mr. Gideon Bulwani, UNICEF consultant whose valuable

input ensured internal consistence of this Strategic Plan with other Organisational

Development initiatives of MOSD.

Gratitude is also given to the American people through USAID and PEPFAR for

supporting this Strategic Plan under the grant assistance agreement between the

United States of America and the East, Central and Southern Africa Health

Community (ECSAHC), award number 690-0020

Ministry of Social Development

Kingdom of Lesotho

Maseru, 100

October, 2014

Table of Contents

PREFACE .............................................................................................................................................. III

ACKNOWLEDGEMENTS .................................................................................................................... IV

ACRONYMS ......................................................................................................................................... VI

EXECUTIVE SUMMARY ...................................................................................................................... 1

1.0 INTRODUCTION .................................................................................................................... 2

1.1 PARADIGM SHIFT ........................................................................................................................... 2 1.2 OBJECTIVES OF THE STRATEGY: ................................................................................................................. 3 1.3. THE PROCESS AND STRUCTURE OF THE DOCUMENT ......................................................................... 4

2.0. CONTEXTUAL ANALYSIS .......................................................................................................... 5

2. 1. THE HRM TRENDS ANALYSIS: ........................................................................................................ 5 2. 2. PROBLEM ANALYSIS: ......................................................................................................................... 7

3.0. THE NEW HR DIRECTION: ....................................................................................................... 9

3.1. VISION, MISSION AND CHERISHED VALUES: ......................................................................................... 10 3.1.1. Vision Statement ....................................................................................................................... 10 3.1.2. Mission Statement .................................................................................................................... 10 3.1.3. Cherished Values ....................................................................................................................... 10

3.2. STRATEGIC FOCUS: ......................................................................................................................... 12

4.0. STRATEGIC OBJECTIVES / OUTCOMES: ............................................................................................ 12

4.1. STRATEGY ONE: DEVELOP HUMAN RESOURCE OF MOSD ......................................................................... 12 4.2. STRATEGY TWO: COMMUNICATION AND ENGAGEMENT ............................................................................. 13 4.3. STRATEGY THREE: REPOSITION HR FUNCTION IN MOSD ........................................................................... 14 4.4. STRATEGY FOUR: ENHANCE MPS HR SYSTEMS IN MOSD. .................................................................. 14 4.5. STRATEGY FIVE: RETAIN MOTIVATED HRSD ............................................................................................ 15

5.0. IMPLEMENTATION ARRANGEMENTS: ............................................................................................. 15

5.1. ROLES AND FUNCTIONS OF KEY STAKEHOLDERS: ........................................................................................... 15 5.2. KEY SUCCESS FACTORS: ........................................................................................................................... 16

IMPLEMENTATION MATRIX ................................................................................................................... 17

MONITORING AND EVALUATION MATRIX ................................................................................ 22

STRATEGY MAP (QUICK REFERENCE) ........................................................................................ 27

REFERENCES ...................................................................................................................................... 29

APPENDIX A: LIST OF STAKEHOLDERS PRESENT IN THE STRATEGIC PLANNING

WORKSHOP........................................................................................................................................ 31

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Acronyms

ASWs Auxiliary Social Workers

GoL Government of Lesotho

HEIs Higher Education Institutions

HR Human Resources

HRAA Human Resources Alliance for Africa

HRM Human Resources Management

HRSD Human Resource for Social Development

LENSWA Lesotho National Social Workers Association

MOLGC Ministry of Local Government and Chieftainship

MOSD Ministry of Social Development

NHTC National Health Training College

NPM New Public Management

NSDP National Strategic Development Plan

NUL National University of Lesotho

SADC Southern Africa Development Community

SD Social Development

SHRM Strategic Human Resource Management

1

EXECUTIVE SUMMARY

This HR Strategic Plan is one of the initiatives of MOSD in dealing with its “people”

who are the core carriers of the proposed new paradigm shift from pure social

welfare to a more comprehensive social development. This strategic plan places the

human resource management function as an integral management activity where

the HR department remains the coordination office for HR function best practices of

the Ministry. The Plan also creates an exodus from traditional public service

management practices to contemporary human capital management that is working

towards achieving the MOSD overall strategy based on leading, facilitating and

collaborating in delivery of social interventions to vulnerable groups in Lesotho based

on the MPS1 legal frameworks and guidelines.

This Plan is based on five strategic areas: Development of Human Resource,

Improvement of Communication and Engagement, Reposition of Human Resource

Function, Establishment of HR systems and Retain Motivated HRSD2. The Plan is

also based on assisting the Ministry in embracing the change that is inevitable, using

this plan as the implementation tool for the public service regulations and also a

guide on how to deal with diverse human resource in the Ministry.

1 Ministry of Public Service

2 Human Resource for Social Development

2

1.0 INTRODUCTION

The Department of Social Welfare (DSW) was first established in 1976 as part of the

then Ministry of Health and Social Welfare. Between 1976 and 1993, the Department

was moved from one Ministry to another not less than six times. During this period,

the department delivered curative welfare services to the public. In Early 2000,

Government of Lesotho (GoL) contemplated shifting from a welfare type of approach

to a more human development approach. In the 2005-2010 strategic plan, the

Ministry of Health and Social Welfare (MOHSW) then started refocusing itself

towards social development approach.

In 2012 the GoL resolved to endorse social development approach to addressing the

needs of the chronically poor, economically vulnerable and the socially marginalised.

Consequently, a new stand alone Ministry of Social Development was established

mandated to lead and facilitate delivery of social development services and

coordinate the implementation of the policy on social development.

1.1 Paradigm shift3

The creation of the MOSD marked a change in Government policy from purely

welfare based assistance to a social development as an approach to sustainable

human development, influenced by a human rights-based principle of social equity

and inclusion. This calls for a shift in the mind-sets of both target groups as well as

service providers. The paradigm shift from an approach that perpetuates

dependency to self-actualisation that helps beneficiaries to leap out of poverty by

focusing on the root causes of social problems. This transition also calls for a more

proactive and responsive approach to the management of human resources as a

strategic resource.

3 Extracted from the Ministry of Social development strategy paper

3

1.2 Objectives of the strategy:

This HR strategic Plan is an articulation of how MOSD intends to respond to

established public service human resource management and development policies

and practices. It is a strategy aimed at improving functionality of HR function in

MOSD within the public service legal framework aimed at embracing new HR norms

and practices. The emphasis is on the management of human resource as a

strategic resource which is the responsibility of executives, line managers and

supervisors. It also articulates how MOSD will respond to its human resource current

and future needs by putting in place mechanisms to determine future human

resource requirements in terms of numbers, skills development, motivation and

retention through effective operationalisation of the public service management

policies, structures and plans.

This strategy has been influenced by the Dave Ulrich4 model that guides MOSD on

how to play its HR function in line with current trends. Dave Ulrich suggests four HR

areas of competences as follows:

1. HR as a strategic partner: This suggests to executives and line managers to

ensure that the organizational strategies are transformed into actual activities

beyond board room and ensuring that all HR functions are aligned to the main

organizational strategic direction.

2. HR expert in administration: suggesting that HR functions are run efficiently,

reducing costs with quality assurance.

3. HR champion who stands in for the employees: suggesting that the HR

management roles are run representing peoples interests; ensuring

employees’ involvement aimed at increasing their contribution and

commitment to the organization.

4. A change agent: this suggests that in the continuous transformation process

and culture change, HR function should play its role to prepare and support

employees during such change period.

4 Dave Ulrich is professor, Ross School of Business, University of Michigan, US

4

The emphasis is on developing human resources for social development. Therefore,

the strategy takes into account the interests of social workers and all those involved

directly or indirectly in the Ministry. This notion proposes a new definition that

acknowledges that social workers are the key human resource for the Social

development, but there are other professions who add value to the quality of the

services chain of this important service who are human resources in the Ministry.

There is need to re-define the context of Human Resource for Social Development

(HRSD) that refers to the workforce in the Ministry to form the HRSD, and that

attracts strong strategic and cultural implications on the HR strategies to initiate

other professions into practices and principles of social development, hence HRSD.

1.3. The Process and structure of the document

The process of developing this plan followed a consultative approach where the

senior management of the Ministry assembled to adopt the methodological approach

on how to go about the process. The management briefing was later followed by a

one day meeting with the HR department which agreed on amongst other things,

developed a list of stakeholders who would constitute key informants. The

stakeholder mapping was followed by an all stakeholders’ one week consultation

meeting that conducted environmental scanning for the HR function, set vision,

mission, values and goals for the HR function in the Ministry as well as identifying

the implementation plan for new strategy.

The plan is arranged in five parts or sections. The first section outlines the

background and the introduction to the strategic journey and direction of MOSD and

shifts that the sector went through. It makes reference to the strategic process that

was followed to develop this document. Section two makes reference to contextual

problems facing MOSD as reflected in different documents, consultations and

stakeholder’s feedback and also appreciate a model that was adopted to guide the

new direction of HR sector in MOSD. Section three declares the MOSD HR

department new direction and strategic intention in terms of the vision, mission and

cherished values to improve HR activities in the Ministry.

5

Section four outlines strategic areas that the Ministry intends to focus on in the next

three years of the implementation of this plan, thus strategic areas, goals and clear

strategic activities that will be followed to achieve the set goals. Fifth section makes

reference to implementation considerations such as the roles that should be played

by respective stakeholders and key implementation success factors. Lastly, the

document has an implementation plan, M&E plan and Strategy map.

2.0. CONTEXTUAL ANALYSIS

2. 1. The HRM trends analysis:

The term HRM is a strategic and coherent approach to the management of people

that entered the management vocabulary as a replacement for “personnel

management” (Armstrong 2000). Although HRM is regarded to have many

similarities to personnel management, as just “old wine in new bottles”, the main

defining characteristic of HRM is considered to be its strategic focus (Guest 1989;

Legged 2005), which is more people focused.

Generally, the rationale for strategic HRM thinking is about integrating management

of people in the overall institutional strategy and also by applying particular sets of

HR policies and practices on how employees will be managed more effectively to

improve the performance of the entire organisation. Until in the past three decades,

HR management has gone from reactive to proactive in nature where HR managers

started seeking talent for their organizations and started managing people’s skills

more effectively.

The use of strategic HRM in the public service is related to changes in the

administrative systems on a larger scale, as the MPS5 had had a number of

transformations in effort to bring about quality HR practices in the public service.

5 Ministry of Public Service

6

It could be argued that associating these two tends to underestimate the role of

personnel due to emergence of HRM as a specific label in the public service

coincided with the rise of New Public Management (NPM) in the 1980s. NPM has

been characterised by the decentralisation of public-service management,

emphasising administrative efficiency and flexibility.

Ulrich et al (2001) rationalize the place and importance of HR strategy in service

oriented government ministries like MOSD in key four areas. First, those services

are delivered by people and the quality of service is hard to divorce from the people,

and eventually the whole Ministry. Secondly, if services are of low quality there is

always low customer (public) dissatisfaction, thirdly, level of competences and skills

of HR are vested in the government ministry, and lastly effective HR management

systems translates into core service delivery among all other ministries.

The classical HR practices have shifted from personnel management to the

contemporary approach of human capital management that places the human data

collection and talent management on the daily management roles of the supervisors

and management, leaving the HR department with coordination and facilitation of

good HR practices in the ministry. HR function is integrated in the whole total-quality

human resource management score-card that re-defines the HRSD welfare, hence all

managers are accountable in ensuring good human resource practices and activities.

The scholarly analysis of the HR strategic plans circles around the use of different

approaches to ensuring that the people function, and that the systems of an

organisation are focused on the way people do their jobs towards ensuring the

overall organisational strategic success. In relation to issues discussed on MOSD HR

function, it is evident that the MOSD HR function is lacking behind the new trends in

terms of HR practices.

In this strategic plan, the Public service legal frameworks and initiatives form a

strong basis for the Ministry to come up with individual operational HR initiatives that

7

would increase motivation, capacity building and enhance performance (p19-MPS,

2014).

2. 2. Problem analysis:

Problems facing the human resources in the public sector are vested around the

systemic challenges relating to public service human resource traditional practices

that are not service oriented , but rather than based on clerical HR functions of

HR departments of respective ministries.

Upon literature reviews and identified interviewees, following strategic gaps were

identified: the HR function as the people management of the Ministry is faced with

the challenge of ensuring that the HR function and position are clearly understood

by both line managers, senior managers and the MPS. The Ministry’s HR function is

still perceived as the HR department role where line managers HR roles are

expected to be carried out by the HR department.

The new HR strategic plan has put in place strategies on how to position the HR

function in the Ministry to assist in the change management and continuous

innovation; embracing the new paradigm shift across the whole Ministry by all

stakeholders and also ensuring that, the Ministry recognises and appreciates the

critical role played by HR function in the new MOSD strategic direction. It is also

noted that there are shortages of Social welfare professionals in the grassroots

pointing the need for strategic staffing options to compliment the current public

sector staffing challenges.

Another challenge facing MOSD is the training. The main local supply of the core

professions (social workers) for the Ministry in the country is done by NHTC6 and

NUL7 with some advanced and/or supplementary levels being trained in some

institutions in the neighbouring countries. These institutions, design their curriculum

6 National Health Training College

7 National University of Lesotho

8

with little if any inputs from MOSD on the needs on the ground. Again upon

establishment of the new Ministry with other professional specialised fields, , such as

elderly care, child protection and community development who were not part of the

department of social welfare before, increased need for specialists in these areas.

Therefore, this calls for training and development strategies by MOSD and MPS

respectively to address this challenge. On training again, it has also been noted

through interviews that there is need to raise employee’s capacity through pre

service modes, in-service modes and continuous professional development (CPDs).

The National decentralization policy and public service framework also poses a

challenge to MOSD with regard to relationships between MOSD and MOLGC8 in the

management of social development services and of social workers in the districts

and community levels.

MPS9 also poses a problem in approving the organisational structure to support the

new mandate of the Ministry. The organisational structure remains a challenge in

execution of a new mandate and as well as the new Ministry’s strategic plan.

Another challenge is the lack of necessary skills for line managers and supervisors on

nurturing and developing employees’ talent. That ranges from lack of mentoring to

employees development. Another challenge is the management of different

professional cadres in the Ministry. This becomes a challenge in terms of ensuring

that social development services quality chain is maintained by all professions under

this Ministry. The new approach is needed in the management of all human

resources in the Ministry to ensure quality service across by all professionals, hence

there need for the culture of Human Resource for Social Development (HRSD)

inculcation that shall embrace all employees other than focusing on social workers

welfare only.

8 Ministry of Local Government and Chieftainship

9 Ministry of Public Service

9

Another Ministry’s challenge is that of ineffective internal communication in the

Ministry. This encompasses interdepartmental communication, employees and

managers’ engagement, teammates and other members in the Ministry.

The analysis further identified issues circling around political environment; while

there is strong political will for effective running of MOSD activities as a new

Ministry, on the other hand there is some negative influence resulting in mismatch

between the job and the job holder compromising the efficient running of HR issues.

The HR function of MOSD has been identified to be weak in the new Ministry where

MOSD has failed to embrace or respond to positive frameworks from the MPS such

as the Performance management system (PMS) that is intended to uphold the

culture of performance management of employee’s improvement on service delivery.

The new strategy addresses these HR strategic shifts: shift from SW to SD,

personnel management to human capital management and from a department to

full Ministry fledged aligned to national public service practices and guidelines.

3.0. THE NEW HR DIRECTION:

The new HR strategic Plan suggests a new direction that shall position the HR

function in the MOSD as a strategic partner to the Ministry. This is done by giving

support to the new paradigm shift by improving administrative systems of the HR

function at all administrative levels to embrace the new direction, and also to re-

orientate the HR function of the Ministry from personnel management which was

HR department role to line managers’ role.

There is also a need to HR function to lead the change process through “the people”

as a change agent role. Lastly, this plan positions the HR function so that it is seen

as the employees’ champion where people issues are put at the centre of daily

management operations. This framework is calling for strategies that are inclined to

outputs that relate directly with the Macro-level MOSD strategic plans.

10

The strategy puts emphasis on the need to engage strategies that put the Ministry’s

employees at the centre in all its HR function in cognisance of reducing possible

vulnerabilities that may face the employees, either posted by poor public service

practices in the Ministry or by Ministry of local government requirements. , This can

be done through partnerships with all other stakeholder to built HR function

culture that champion the humane activities and interests across.

3.1. Vision, Mission and Cherished Values:

The New human resource strategic plan for MOSD declares commitment in

partnering and supporting the Ministry to achieve its strategic plan through its

people by creating a new vision, mission and values that will guide the activities of

the HR through the implementation of this plan, such are:

3.1.1. Vision Statement

Human Resources committed to excellence in service delivery

3.1.2. Mission Statement

To develop, motivate and retain a diverse workforce to achieve the

mandate of the Ministry of Social Development.

3.1.3. Cherished Values

Trust

In dealing with its people, the Ministry is committed to approaches enshrined in the

basic principles of trust, where both employees and the management agree to and

committed to mutual trust.

Empathy

In dealing with our employees there is need to take into account each individual

situation.

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Non-discrimination

The HR function should be administered without discrimination to all employees

through policies, practices and systems equally.

Equity and Fairness

In carrying out the HR function, considerable attention should be made on fairness

and impartiality towards all concerned, based on the principles of justice by giving

equal advantage, consideration, or latitude to all employees.

Respect (Mutual)

There is need for all efforts to be made in ensuring that two way respect is

psychosocially and intellectually respected.

Transparency

To create an open culture that will help all parties to openly declare their activities

to mobilize their support to each other’s genuine initiatives.

Competency (service oriented)

In carrying out the HR Function, emphasis will be put on the expertise of all people

in the Ministry and the quality of service delivered across.

Innovation

This Calls for the Ministry management and employees to proactively and creatively

embrace the realities of change and consider new alternatives to service delivery

across the Ministry.

Tolerance

In dealing with both of our employees and customers, accepting other people’s

weaknesses and extending supportive hand to others is important.

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Integrity (personal and professional)

Personal and professional interaction with emphasis on upholding high social and

professional principles and conduct to ensure full collaboration of all parties involved.

Confidentiality

Interactions should be done with improved confidentiality levels where all parties

feel that their privacy, rights, integrity and human dignity are secured.

3.2. Strategic Focus:

These goals are the key strategic interventions that are aimed at establishing an

HR function which is key strategic alliance to the Ministry within MPS frameworks to

deliver quality services.

In the three year period (2014/15-2016/17), the MOSD Human resource is

committed to following strategic areas:

a) Develop Human Resource of MOSD

b) Improve Communication and engagement.

c) Reposition Human resource Function in MOSD

d) Enhance MPS HR systems in MOSD

e) Retain Motivated HRSD10

4.0. STRATEGIC OBJECTIVES / OUTCOMES:

4.1. Strategy one: Develop Human Resource of MOSD

4.1.1. Objective:

To improve HRSD development systems by 2017

10

Human Resource for Social Development

13

Operational strategies

a) Develop objective based induction manual for MOSD employees.

b) Develop training plan for MOSD employees.

c) Develop internal career planning in support of career development.

d) Established talent management guidelines.

4.1.2. Objective:

To partner with stakeholders for HR development

Operational strategies

a) Form partnerships with HEIs on needs driven HR development and

training.

b) Forge partnerships with research institutes on HRSD best practices.

c) Establish linkages relating to HR issues (e.g. increasing capacity in terms

of numbers, volunteer organizations, NGO).

d) Identify training institutes to train employees.

4.2. Strategy two: Communication and engagement

4.2.1. Objective:

To improve communication systems by 2016

Operational strategies

a) Develop communication strategy

b) Train management on one-on-one communication techniques.

c) Conduct regular supervisory visits to departments/sections/ districts to

disseminate policies, strategies and change embracing support.

14

4.3. Strategy three: Reposition HR function in MOSD

4.3.1. Objective:

To raise employees’ capacity for quality service delivery

Operational Strategies

a) Hold annual staff assemblies to motivate and revive the culture of quality

SD service delivery.

b) Capacitate management and supervisors on HR role of managers.

c) Hold employee motivation retreats on (change management, creativity,

Ethics and Initiation into SD).

d) Lobby for Ministry of the Public Service decentralization of critical success

factors to MOSD (e.g. Shorten deployment cycle).

e) Develop performance contracts guidelines aligned to MOSD strategic plan.

f) Develop deployment and placement policy.

4.4. Strategy four: Enhance MPS HR systems in MOSD.

4.4.1. Objective:

Improved implementation of MPS efficient HR system by 2015

Operational Strategies

a) Conduct induction programmes linked to the objectives and performance

indicators of the Ministry.

b) Develop Performance Management Systems approaches to enhance

performance management culture.

c) Reinforce the HR Information management System linked to MPS.

15

4.5. Strategy five: Retain motivated HRSD

4.5.1. Objective:

Maintained Low turnover rates, motivate and attract quality personnel by 2017.

Operational Strategies

a) Develop motivation and retention strategy11

5.0. IMPLEMENTATION ARRANGEMENTS:

5.1. Roles and functions of Key stakeholders:

The new strategic intension that is envisaged by the MOSD, call for number of key

stakeholders to engage with each other in ensuring effective implementation

through total migration from traditional HR practices to contemporary HR practices.

The executive management of the Ministry and line managers need to integrate the

implications and requirements of this plan in their annual plans and budgets; they

should draw monitoring structures for the effective implementation of this plan. The

executives need also to commit to continuous review and evaluation of the progress

in achieving objectives in this plan.

There are also other partner institutions where social workers are deployed who may

need to revise their operational systems to enhance and integrate this new paradigm

shift in dealing with SD Human resources. HEIs12 also have a role to play by

collaborating with the Ministry to forge strategic partnerships and linkages that

support upliftment of this new sector: Social development.

The MPS also need to support MOSD on the implementation of this HR strategic plan

by guiding the policy direction and ensuring legal frameworks are observed.

11

Retention and motivation strategy developed by 2014 12

Higher Education institutions

16

5.2. Key success factors:

For the successful implementation of this plan, following are key success factors:

a) Culture change: The new HR strategic direction is going to challenge some

status quos that have been maintained in the public service that may not be

easy to maintain in the new HR strategic direction. This ranges from culture

change, mindset and engagements of efforts in the whole Ministry’s HR

services and practices.

b) Resource allocation: The new HR direction is calling for new initiatives in

making MOSD a Ministry of choice for quality and motivated professionals,

and that calls for adequate resource allocation to support some initiatives

suggested in this plan.

c) Leadership and management role: The new HR strategic direction calls for

renewed leadership and management role suggesting that managers should

accommodate people talent management, motivation and support services.

d) Structural adjustments: The new HR direction proposes a highly supportive

manager and employee relationships in terms of engagement, performance

management and mentoring. This strategic direction, calls for smaller work

spans that will enable timely feedback from supervisors and mentors.

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Implementation Matrix

Strategy : Develop Human Resource of MOSD

objective : To improve HRSD development systems by 2017

Operational activities 2014 2015 2016 2017 indicator Responsible

office

Estimated

Cost

1.1.1. Develop objective based induction manual

for MOSD employees.

DHR &

Managers

1.1.2. Develop training plan for MOSD employees.

DHR &

Managers

1.1.3. Develop internal system to suport career

development

DHR &

Managers

Objective : To partner with stakeholders for the HR development.

Operational activities 2014 2015 2016 2017 indicator Responsible

office

Estimated

Cost

1.2.1. Form partnerships with HEIs on needs

driven HR development and training.

DHR

18

1.2.2. Forge partnerships with research institutes

on HRSD best practices.

DHR

1.2.3. Establish The linkages relating to HR issues

(e.g. increasing capacity in terms of numbers,

volunteer organizations, NGOs)

PS

Strategy : Improve Communication and engagement.

1.3. Objective : To Improve communication systems by 2016

Operational activities 2014 2015 2016 2017 indicator Responsible

office

Estimated

Cost

1.3.1. Develop communication strategy DHR

1.3.2. Develop use of IT in communication

guidelines.

DHR

1.3.3. Train management on one and one

communication techniques.

DHR

19

1.3.4. Conduct quarterly supervisory visits to

departments/sections/ districts to disseminate

policies, strategies and change embracing support

DHR

Strategy : Reposition HR function in MOSD

1.4. Objective : To Raise employees capacity for quality service quality.

Operational activities 2014 2015 2016 2017 indicator Responsible

office

Estimated

Cost

1.4.1 Hold annual staff assemblies to motivate and

revive the culture quality SD service delivery.

Management

& DHR

1.4.2. Capacitate management on HR roles of

managers

1.4.3. Hold employee motivation retreats on change

management, creativity, Ethics and

Initiation into SD

Management

& DHR

20

1.4.4. Lobby for Ministry of the Public Service

decentralization of critical success

factors to MOSD (e, g. deployment

cycle).

DHR & PS

Strategy : Enhance MPS HR systems in MOSD.

1.5. Objective : Improved implementation of MPS efficient HR system by 2015.

Operational activities 2014 2015 2016 2017 indicator Responsible

office

Estimated

Cost

1.5.1. Develop performance contracts guidelines

aligned to MOSD strategic plan.

DHR

1.5.2. Develop deployment and placement policy.

DHR &

Management

1.5.3. Develop Performance Management

Systems approaches to enhance performance

management culture

DHR

21

1.5.4. Reinforce the HR Information System linked

to MPS

DHR

Retain motivated HRSD

1.5. Objective : Maintain Low turnover rates, Motivate and attract quality staff 2017

Operational activities 2014 2015 2016 2017 indicator Responsible

office

Estimated

Cost

1.6.1.Develop motivation and retention strategy13

DHR

13

Retention and motivation strategy developed by 2014

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Monitoring and Evaluation Matrix Outcome indicators Data Source Frequency

A. Develop Human Resource of MOSD

A1. To improve HRSD development systems 2017

Develop objective based

induction manual for MOSD

employees

Induction manual developed. HR – Quarterly reports Quarterly

Develop training Plan for MOSD

employees

Developed training Plan HR reports Quarterly

Develop internal system

planning system on Career

planning

Department career plans compiled.

Design Career plan for employees

HR & Line Managers Quarterly

A2. To partner with stakeholders for the HR development.

Form partnerships with HEIs on

needs driven HR for Pre-service

and in-service training

No. of partnerships formed with HEIs

Identify training gaps on employees

Consult with HEIs during curriculum

planning

DPS/PS/ DHR Annually

Forge partnerships with

research institutes on HRSD

No of partnerships with institutions to

assist with research output in HRSD

DHR

23

best practices

List of Research reports on HRSD

Establish The linkages relating

to HR issues (e.g. increasing

capacity in terms of numbers,

volunteer organizations, NGO,

CBO

No. of partnerships with institutions

No. of volunteers recruited.

No. of exchange employees with other

organisations.

DHR/DPS Annually

B. Improve Communication and engagement.

B1. Improve communication systems by 2016

Develop communication

strategy.

Communication strategy developed

Communication strategy disseminated

Communication strategy implemented

DHR Annually

Develop use of IT in

communication guidelines

IT communications guidelines developed DHR / IT section Quarterly

Train management on one and

one communication techniques

No. of Managers trained on one and one

communication techniques

Heads of sections/HRM Quarterly

24

Conduct quarterly supervisory

visits to departments/sections/

districts to disseminate policies,

strategies and change

embracing support

No. of supervisory dissemination visits. DHR Quarterly

C. Reposition HR function in MOSD

C.1Transformed HR function into a strategic Partner to MOSD by 2017

Hold annual staff assemblies to

motivate and revive the culture

quality SD service delivery.

No. Staff assemblies held Managers Biannually

Capacitate management on HR

roles of managers

No. Managers trained DHR Annually

Hold employee motivation

retreats on change

management, creativity, Ethics

and Initiation into SD

No. of Retreats held Heads of sections/

Managers

Annually

25

Lobby for Ministry of the Public

Service decentralization of

critical success factors to MOSD

(e, g. deployment cycle).

Memos relating to rationale for

decentralization.

PS Annually

D. Enhance MPS HR systems in MOSD

D1 Improved implementation of MPS efficient HR system by 2015

Develop Performance contracts

guidelines aligned to MOSD

strategic plan.

Developed Performance contracts

guidelines development.

Implemented PM contracts.

DHR Quarterly

Develop Deployment and

placement policy

Progress on the deployment and

placement policy.

DHR Quarterly

Develop Performance

Management Systems

approaches to enhance

PMS developed.

DHR Annually

26

performance management

culture

Reinforce the HR Information

System linked to MPS.

HR systems linked to MPS main system

developed.

DHR Annually

E. Retain motivated HRSD

E1.Maintain Low turnover rates, Motivate and attract quality staff by 2017

6.1. Develop motivation and

retention strategy.

Motivation and retention strategy

developed.

DHR Quarterly

27

Strategy Map (Quick reference)

Ministry of Social Development- Government of Lesotho

Ministry of Social Development Human Resource strategic Plan 2014- 2017 strategy Map

Strategic Area Objectives Activities

Developed MOSD Human Resource

Talent management guidelines established and implemented by 2017

Develop objective based induction manual for MOSD employees.

Develop train Plan for MOSD employees.

Develop internal Career planning in support of career development.

Human resource development partnerships formed by 2015

Form Partnerships with HEIs on needs driven HR development and training.

Lobby MPS to decentralize training and development to MOSD.

Forge partnerships with research institutes on HRSD best practices.

Establish linkages relating to HR issues (e.g. Volunteer organizations, NGOs).

Improve Communication and engagement.

Improve communication systems by 2016

Develop communication strategy.

Develop use of IT in communication guidelines.

Train management on one and one communication techniques.

28

Conduct Quarterly supervisory visits to departments/sections/ districts to disseminate policies, strategies and change embracing support

Reposition Human Resource Function in MOSD

Transform the HR function into a strategic partner to MOSD by 2017

Hold annual staff assemblies to motivate and revive the culture quality SD service delivery. Hold employee motivation retreats on (change management, creativity, Ethics and Initiation into SD.

Lobby for Ministry of the Public Service decentralization of critical success factor to MOSD (e. g. deployment cycle).

Develop performance contracts guidelines aligned to MOSD strategic plan.

Develop deployment and placement policy.

Establish MOSD HR Systems

Establish Effective and efficient HR system by 2015

Conduct induction programmes linked to the objectives and performance indicators of the Ministry.

Develop Performance Management Systems approaches to enhance performance management culture.

Reinforce the HR Information System linked to MPS.

Retain Motivated HRSD

Maintain Low turnover rates, Motivate and attract quality staff by 2017 Develop motivation and retention strategy.

29

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31

Appendix A: List of Stakeholders present in the Strategic planning workshop

Name Institution

Balone Mokete MOSD

B. Mokete MOSD

Benedict Ramakau MOSD

Bernice Manamolela MOSD

Boetile Nchee MOSD

Gideon Bulwani MOSD Consultant

Horoto Horoto MOSD

Itumeleng Mosala MOSD

J.Dhemba NUL

Jane Khethang MOSD

Keleli Thabane DHR-MOSD

Kethang Jane MOSD

Lefelisa Setloboko Juvenile Training Centre

Lehlohonolo Molisane LANFOD

Lekhooa Rajake MOSD

Liako Chopho MOSD

Likenkeng Khubetsoana MOSD

Maeaea Mokhethi MOSD

Mahlapane Makakole -Bodiba MOSD

Manaleli Thekiso MOSD

Mapule Maema HRAA

Masealimo Marumo-Tjotjela MOSD

Matebello Marite MOSD

Mathabo Pama MOSD

Mohale Retselisitsoe HR Consultant

Mokhesi Tseliso MOSD

Mokhoabo Molisana MOSD

Moqali Lebitsa LENSWA

32

Nkeletseng Kanetsi LENSWA

Ntaba Manoeli MOSD

Nteboheleng Kele Itjareng Rehabilitation centre

Phomolo Mohotlane MOSD

Qenase Makhetha MOSD

Rethabile Marumo MPS

Retselisitsoe Thoahlane MOSD

Retselisitsoe Tsuinyane MOSD

Shale Takalimane LSC- CHL

Sheillah Matinhure HRAA

Sr. Augustina Thokoa St Angela Home

Ted Msipa HR Consultant

W.Molisana LNFOD