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MEETING OF THE EPCM AND SMS STEERING COMMITTEESWITH NATIONAL DEPARTMENTS
AND PROVINCIAL ADMINISTRATIONS
11 and 12 June 2009
• Background• Review Process• SMS Assessment Battery• Why competency assessments?• New Service providers• Developments at the dpsa• Reporting Format• Discussion
OVERVIEW
The shift from pure managerial competencies to include also leadership competencies has been enforced by the global leadership trends and the demands for visionary and innovative leadership from public servants who can drive major strategic initiatives and position the country to win in a highly-changing environment. It is therefore expected from public service managers to rise to the leadership challenge perhaps more than it would be expected from private sector leaders.
BACKGROUND
•Competencies are not the tasks of the job they are what enable people to do the tasks and they can be measured.•Skills, knowledge and personal attributes which enable the person to do the job.•Underlying characteristics which enable someone to perform a job better in more situations, more often, with better results.•Those factors that distinguish the best from the rest in a given role.•Deep seated or easily observed qualities of people (motivation, traits, etc)
BACKGROUND
The review of 2001 competency framework was developed using the following steps:
•This review was used to identify areas of change in management since the establishment of the SMS initiative in 2001 and how they describe SMS members and their roles.
•This led to streamlining the competencies and collapsing them into 5 core competencies which each have three dimensions and 5 process competencies. It was felt that the process competencies cut across and form an essential part of the core competencies.
REVIEW PROCESS
• The MMS and the SMS Competency Frameworks have been merged, therefore there are now clearly defined behavioural indicators for 6 performer levels . ( chapter 3 of new Leadership and Management competency framework)
• New batteries for each performer level grouping have been developed. (ASD&DD); (D&CD); (DDG&DG). The validation study will inform the final exercises.
• There are 4 proficiency levels that underpin the difference between non and effective performance within a performer level.
• Within each function, dimensions of competence have been identified that would eventually become the units or modules of training for each competency.
REVIEW PROCESS cont.
• The framework now clearly describes leadership and managerial competencies to ensure that SMS members have a balance of both in their profile.
• The Cognitive Process Profile (CPP) has been added to the suite of competency assessment battery to also bring a balance between the leadership and cognitive processes.
• To yield a better outlook of the candidate, the assessment centre is made up of the following for development:– Assessment Exercises– CPP – OPP (Development)– COPAS (Recruitment)
• It is intended that this suite will be subject to incremental changes using feedback collected from new and existing users of the competency framework and battery.
• The LMC, is part of the LDMS framework under the pillar Development Assessment Centre.
REVIEW PROCESS cont.
• The objectives of the revised competency framework are to:
• Streamline the management competencies and provide the users with a thorough understanding of the leadership function and identify the skills and attributes needed to be a successful leader.
• Understand the issues and challenges of anticipating, analysing, managing and implementing change processes.
• Understand the issues and challenges of enhancing performance at the individual, team and organisationlevels.
• Understand how to develop new policies and to plan and lead the implementation of these within the organization.
• Review the essential skill sets leaders require to foster positive cooperation and coordination in their organization.
REVIEW PROCESS cont.
The SMS battery consist of a simulation of the following exercises and instruments:
• Programme and Project Exercise– takes the form of a project to be managed through a problem statement.
• Planning exercise– takes the form of a strategic analysis of an organisation considering service delivery innovation.
• Reporting and Role Play Exercise – Also measures managerial skills at a strategic level.
• OPP – personality inventory measuring 9 different personality dimensions.
• CPP - The CPP is a computerized assessment instrument which measures thinking processes and styles – linking these to everyday cognitive functioning(This instrument is proposed for inclusion in the refined battery)
• COPAS – Written Numerical cognitive measure that determines potential at current level and determines needs at next work level
SMS ASSESSMENT BATTERY
Assessment Exercises
CPP Development
OPP
COPASRecruitmentCognition
NEW ASSESSMENT PROCESS
Personality
Generic Leadership& Managerialcompetencies
Cognition
CONSULTATION REDRESS
STRATEGIC PLANNING,GOVERNANCE& MANAGEMENT FRAMEWORKS
LEADERSHIP AND MANAGEMENT COMPETENCIES AND THE DIMENSIONS TO BE MEASURED FOR HIGH PERFORMANCE AND ENHANCED SERVICE DELIVERY
LEADING PEOPLE, STRATEGY & TASK EXECUTION MGT
ANNUAL PERFORMANCEREPORTING
STRATEGIC CAPABILITY AND
LEADERSHIP
EHW AND DIVERSITY MANAGEMENT
EMPLOYEE RELATIONSMANAGEMENT
PROJECT/PROGRAMME PERFORMANCEREPORTING
PROJECT/PROGRAMMEEXECUTION
PROJECT/PROJECTPLANNING
CHANGE RESULTS, IMPACTMONITORING & EVALUATION
FINANCIALPLANNING &PFMA, MTEF, MTSF
CORE COMPETENCIES
PROVIDING INFORMATION
OPENNES
AND TRANSPARENCY
VALUE FOR MONEY
SETTING SERVICE STANDAR
DS
CORE PRINCIPLES (8 BATHO PELE PRINCIPLES)
LEGISLATIVE FRAMEWORK AS A FOUNDATION
A VISION FOR SMSA highly competent, dedicated, responsive and
productive leadership cadre of the Public Service
FINANCIALBUDGETING & EXECUTION
CHANGE VISION,CHANGE PLANNING & STRATEGY
PROCESS IMPROVEMENTORG DESIGNSPOLICY CHANGE &EXECUTION
FINANCIALREPORTING(In-Year MonitoringAG Report)
HR PLANNING; MANAGEMENT & DEVELOPMENT
ENSURING
COURTESYINCREASING ACCESS
SERVICE DELIVERY INNOVATION
COMMUNICATION
KNOWLEDGE MANAGEMENT
PROBLEM SOLVING & ANALYSIS
PEOPLE MANAGEMENT
AND EMPOWERMENT
PROJECT & PROGRAMME MANAGEMENT
FINANCIAL MANAGEMENT
CHANGE MANAGEMENT
TECHNICAL AND PROFESSIONAL
SKILLS
BUSINESS PROCESS DELIVERY LOOPS
SUBJECT MATTER SPECIALISATION
BEST PRACTICE
CORE COMPETENCIES
• The framework portrays the skills a manager requires for job success.
• The dimensions portrays the (training) modules within a competency.
• The 5 core SMS competencies with 3 specific dimensions against which each core competency is measured. (WHAT)
• There are 5 transversal/process competencies including the Batho Pele Principles demonstrates . (HOW)
WHY COMPETENCY ASSESSMENTS?•Competence is one of the hot topics regarding human resources in todays industry and is fast becoming an adequate predictor of performance and training and development. • It aids the recruitment process, the development aspect of an individual and it helps provide scientific evidence to inform development in relation to performance management. •Burn and Payment (2000:3) state that assessments are perfect tools for engaging people quickly and for beginning the performance improvement process.•Cooper (2000:8) indicates that competency should play a role as the employee moves through the organization in a cyclical fashion from position to position. •This links to the new concept of the leadership pipeline as derived from Drotter et al. (2001) where specific levels of management plays specific roles in the organization. •In the same respect the level of skill and competence is expected to be expanded from level to level.•There are various competency based HR applications.
RECRUITMENT
SELECTION
DEVELOPMENT
TRAINING
PERFORMANCE MANAGEMENT
PROMOTION
Development and Training•Competency assessments aid in identifying skills gaps in organizations and this realizes a scientific approach to determining the skill level of the organization by assessment of it’s individuals. Competency assessments aid both training and development and create an informative platform for organizations.
WHY COMPETENCY ASSESSMENTS CONT..
Performance Management•Competencies can inform performance processes and reviews as it enables an organization to establish levels of performance, identify needs for performance improvement and identify development potential for succession.•It should however be noted that performance management measures both results and what is required to improve results. While competencies are assumed to drive performance, they are not an equivalent or substitute for performance.
WHY COMPETENCY ASSESSMENTS CONT…
•
COMMONALITIES BETWEEN THE PMDS AND COMPETENCY ASSESSMENT
Provides information regarding training and development through PDP
Provides information regarding training and development through PDP.
Assesses Batho Pele Principles
Assesses Batho Pele Principles
Assesses CMCsAssesses CMCs
PMDSCompetency Assessments
• 1 day process (COPAS included -Recruitment)
• 2 day process (includes CPP-Development)
• Identify developmental gaps for recruitment and development.
• Proficiency levels with clearly defined behavioural indicators at 6 performer levels.
• Site visits have been initiated to ensure standards of venues where assessments are conducted by Service Providers are of a high quality.
COMPETENCY ASSESSMENT PROCESS
1. Deloitte and Touche2. Jobvest3. Landelahni4. Leadtrain5. Mogoma Research and Development6. Moruo-Bathong Investments7. Seabi Consulting8. Triple M9. Work Dynamics
NEW SERVICE PROVIDERS
•The validation study•Submitting of results to Cabinet•Amendments to the protocol document
DEVELOPMENTS AT THE DPSA