The Ministry of Public Administration

The Ministry of Public Administration

RESPONSES TO THE EIGHTEENTH REPORT

OF THE JOINT SELECT COMMITTEE APPOINTED TO INQUIRE INTO

AND REPORT ON

GOVERNMENT MINISTRIES, STATUTORY AUTHORITIES AND STATE

ENTERPRISES (GROUP 2)

Date: March 26, 2015

Table of Contents

1.0. OBJECTIVE 1 3

1.1. RECOMMENDATIONS UNDER OBJECTIVE 1 3

2.0. OBJECTIVE 2 6


3.0. OBJECTIVE 3 6


4.0. OBJECTIVE 4 7


5.0. OBJECTIVE 5 11


Page 2 of 14

FINDINGS AND RECOMMENDATIONS OF THE JOINT SELECT COMMITTEE

1.0. OBJECTIVE 1

To assess the Company's input and performance with regards to the fulfilment of the following strategic goals and

objectives:

a. the filling of vacancies throughout the public service and public enterprises;

b. the application of HR best practices across the public sector;

c. the execution of the Professional Development Programme (PDP);

d. the attainment of the Gold to Diamond (G2D) Vision; and

e. the model of the organizational structure.

1.1. RECOMMENDATIONS UNDER OBJECTIVE 1

a. We recommend that the Company conduct a survey for the purpose of gauging the interest of public sector

entities in utilizing specialized recruitment and selection techniques. This would be a follow up activity

further to the comprehensive review of the Interim Pricing Policy and the Comparative and Cost plus

Analysis Paper which were conducted previously. The results of this survey must be used to determine the

feasibility/efficacy of some of the `products'/services that are presently being offered by the company and

whether changes in the type of services being offered need to be instituted. We further recommend that an

education program be considered explaining the benefits of using specialized recruitment and selection

techniques for hiring staff.

Response:

In December 2014 the Company conducted a targeted Market Survey of a cross section of ministries and

public sector entities. This initiative was derived from the approved Strategic Plan 2014/2017 (see

Appendix 1) and was aimed at identifying clients' needs and how to best address them.

The high level Market Survey results are as follows:

i. 57% of respondents would outsource Executive level recruiting; but would rely on in-house

recruiting for junior and mid-level positions

ii. 90% of respondents use competency based interviewing;

iii. 38% use Psychometric Assessments

iv. 42% use Work Samples

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v. 57% use Skill-based Assessments

vi. The top three (3) training needs required by Respondents are: Supervisory/Managerial Skills,

Strategic Planning and Performance Management.

The results of this survey were used to further enhance and drive other strategic initiatives such as the

overall Marketing and Client Engagement Strategy and the Direct Marketing Strategy and Plan. Revised

GHRS brochures have been produced following this approach to focus on clients' challenges and GHRS'

ability to assist in addressing them.

In terms of educating our clientele on the benefits of using specialized recruiting and selection techniques

for hiring staff, the Company will prepare a power point presentation to cover this area, as it rolls out its

direct marketing plan.

b. Should the Ministerial Committee approve the recommended adjustments in the remuneration regime of the

company, it should act speedily to apply these adjustments, since it is possible that these adjustments may

have the ability to enhance staff morale and the security of tenure of employees who are currently working

with one year contracts.

Response:

i. The Ministerial Committee met on March 13, 2015 to deliberate on the proposal for a review of

compensation for staff at GHRS. At the meeting it was agreed that GHRS needed to submit further

information to the Chief Personnel Officer (CPO) pertaining to the reclassification of the position

of Human Resource Coordinator to Human Resource Professional and also the justification for

reclassifying the position of Marketing Manager to Marketing and Communications Specialist.

This information was subsequently collated and submitted to the Permanent Secretary on March

20, 2015 for forwarding to the CPO.

ii. Upon granting of fmal approval of the revised compensation management package and approval

by the Board of Directors, GHRS will move expeditiously to apply the approved adjustments.

iii. It should be noted that the Board of Directors approved three-year contracts for staff.

c. We recommend that the Company explore other types of psychometric testing and other scientifically

based assessment techniques which can be offered to clients. This may improve its marketability and

increase the demand for the company's services. However the assumption here is that the company would

attain the level of 'product buy in" that would be required to make product expansion feasible.

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Response:

The Company offers the 16PF and WAVE psychometric assessment tools to its clients. Selected members

of the Client Services team have been trained in administering the assessments and interpreting the results.

However, it should be noted that research is currently taking place to explore other psychometric

assessment tools, in an effort to broaden and diversify the offerings.

d. With respect to the Professional Development Programme, we recommend that the Company institute a

more holistic feedback system with a view to effectively gauging the experiences and perceptions of

scholars as they participate in the programme. The system should also seek to track the endeavours

undertaken by the scholars one (1) year after exiting the programme in an attempt to determine what impact

the programme had on their career/employment prospects.

Response:

GHRS captured feedback from the returning scholars at two (2) points in the Professional Development

Programme. At the conclusion of the three (3) day assessment centre the participants were asked to

evaluate the workshop's design, content, assessors, and overall administration. Three (3) months after this

workshop GHRS conducted a feedback session for participants and assessors, at the end of which the

participants were asked to give feedback on the session's facilitators, content and content delivery.

GHRS is currently reviewing this system to gain more comprehensive, relevant feedback, as well as

developing a further feedback survey that will be conducted within six (6) to nine (9) months after the

participants have graduated from the programme. This will serve to assess the programme's impact on the

careers and job performance of the graduates.

e. We recommend that the Company ensure that vacancies in its new 40 Member establishment are filled

expeditiously. Also, a human resource audit should be conducted within the next two years to determine the

adequacy of the Company's staff complement.

Response:

Table 1 below provides details on the filling of staff vacancies at GHRS.

Table 1 - Filling of Staff Vacancies at GHRS

Item Total Total Positions Filled 31 Positions to be filled between March and April 2015 6 Position to be filled by July 2015 1

Sub Total 38 Remaining positions to be filled based on need 2

Grand Total 40

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The recommended human resource audit will be conducted within the next (2) years.

2.0. OBJECTIVE 2

To acquire insight into the procedures that are applied in the contracting and/or outsourcing of services.

Comment:

We note and appreciate the comment by the Joint Select Committee that GHRS has been taken positive steps in

establishing its prequalified listing of supplies/experts. However, it should be noted that the move to establish this

prequalified listing was as a direct result of fmdings of an audit conducted by the Central Audit Committee of the

Ministry of Finance and the Economy. The audit discovered significant weaknesses in the company's procurement

procedures including the use of selective tendering procedures involving selected contractors who did not participate

in a prequalification process. As a consequence, in 2013 the management took urgent steps to establish a

prequalified listing of suppliers to facilitate the selective tendering process. In addition, the management in 2013

developed a database of Human Resource consultants to be utilized as and when required in accordance with its

approved procurement procedures.


Nil

3.0. OBJECTIVE 3

To enquire into the strategic objectives of the newly appointed Board of GHRS.


a. We recommend that the Ministry of Public Administration seek a status update from the Ministry of

Finance and the Economy on its investigation into the allegations made against the former Chairman of the

Board. This update must be incorporated into the Ministry's response to this report.

Response:

The audit investigation was completed and its findings were that it was necessary for the Integrity

Commission to determine whether there was any violation of the Integrity in Public Life Act Chap 22:01.

The Audit Evidence/Report was therefore forwarded to the Integrity Commission for any action deemed

necessary, and the Minister of Public Administration who requested the Audit was so informed.

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b. We recommend that the Company utilize an Implementation Road Map in the execution of its Strategic

Plan. Periodic reviews should also be conducted to ensure that (as far as possible) the company's activities

remain aligned with its Strategic Plan.

Response:

The Company has developed a road map (see Appendix 2) for the implementation of actions for

2014/2015, taken from its Strategic Plan 2014/2017. Progress against the 2014/2015 plan is reported at

monthly meetings of the Human Resource & Business Development Committee and thereafter to the Board

of Directors.

c. We recommend that the necessary sub-committees of the Board of Directors be established to further

enhance the Board's ability to oversee the execution of the Company's strategic objectives. We suggest that

a Marketing and Public Relations Committee be established to inter alia, oversee the implementation of the

Company's Direct Market Plan and to review this plan from time to time and recommend possible

adjustments to same.

Response:

The existing Human Resource & Business Development Committee currently provides oversight for the

human resources management and direct marketing planning of the Company. This committee meets each

month to receive progress updates from the management and also to review and amend the plans, as

required. Additionally, this committee provides updates to the Board of Directors at its monthly meetings.

4.0. OBJECTIVE 4

To understand the major challenges faced by the GHRS and to gain an appreciation of the achievements of the

Company for the period 2010/2013.


a. From the evidence received we determined that in order for GHRS to have a greater presence in the public

sector, other human resource stakeholders must accept and understand the Company's mandate. Further,

there must be information gathering and sharing amongst the various public agencies involved in human

resource management as it pertains to vacancies. In particular, we recommend that a Standing Register of

Vacancies be developed and maintained for the purpose of continuously monitoring and determining the

amount of vacancies that exist in the public service.

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Response:

The recommendation by the JSC for the creation of a Register of Vacancies highlights the need for a

central repository for access to information quickly. The JSC is asked to note that over ten (10) years ago,

the Government of the Republic of Trinidad and Tobago (GoRTT) introduced and implemented the

Integrated Human Resource Information System (IhRIS). The IhRIS has been designed to provide

numerous Human Resource Management reports upon user requests such as Vacancy Reports.

The Human Resource Divisions at Ministries/ Departments are responsible for the IhRIS module

Workforce Administration. Once Workforce Administration is updated and maintained by HR personnel it

can provide several reports inclusive of the requested vacancy report. Currently the Workforce

Administration Module is underutilized. The following are some of the key reasons for the underutilization

of Workforce Administration Module:-

• There are no requirements from Service Commissions Department that the Workforce Administration

module be updated.

• There are also no requirements from Accounting Officers to HR Staff in the line

Ministries/Departments to update Workforce Administration module.

• Realignments of Ministerial Portfolios impact accuracy of data. Currently SCD is three (3)

realignments behind in updating establishments.

It should be noted that IhRIS is presently not being utilized to its fullest potential by the public service.

More importantly, the generation of timely and accurate reports and other relevant information from IhRIS

is dependent on the accurate and timely input of essential data in the respective modules of IhRIS, since

IhRIS can only generate reports based on the data that has been entered and warehoused.

Service Commissions Department (SCD) is the original owner of IhRIS, however due to resource

constraints the Project IhRIS Office was transferred to the Ministry of Finance and the Economy to ensure

the appropriate utilization of the Integrated Global Payroll module (which Treasury Division is responsible

for).

It is suggested that the capabilities of IhRIS must be better communicated to all stakeholders and the

necessary training and/or re-training be scheduled to engage such knowledge, usage and benefits of using

IhRIS. The Service Commissions Department, as the owner of the HR aspects of PeopleSoft should take

the lead to ensure that HR records are updated and accurate. It is also recommended that the updating of

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the Workforce Administration module of IhRIS so that Vacancy Reports are produced, must be

incorporated into the performance standards of HR officers.

In the interim, MPA commenced meeting with the major stakeholders to improve reporting mechanisms in

respect of staffing of the public service. An outcome of the first meeting was agreement that Directors HR

must be sensitized as to the requirement to generate and check Daily Transaction Reports. A focus group is

to be done to assess the barriers/challenges for doing this exercise. The next meeting of the stakeholders

will be held in May 2015 and the issue for doing this exercise of reporting on vacancies in respect of

contract positions will be discussed and an Action Plan prepared.

It is a very labour intensive exercise to require agencies to submit information manually on a monthly basis

to populate an electronic system as simple as excel.

The Ministry of Public Administration would therefore prefer to invest time and resources in fixing the

deficiencies of IhRIS to generate the report requested

b. To complement this Human Resource Management tool, we recommend that a Memorandum of

Understanding be established between the Ministry of Public Administration, the Service Commissions,

GHRS and other entities involved in HRM in the public service for the purpose of clearly outlining the role

to be played by each of the relevant HR agencies. This Register and MoU may be commissioned by the

Strategic Human Resource Management Council.

Response:

A Memorandum of Understanding (MoU), whilst common amongst Heads of State or between

Government and International Organizations, are not widely used in the case of agencies falling under the

same Government structure. This is because a MoU is considered a "gentleman's agreement" or a

"handshake agreement", and does not in itself lend legitimacy to an arrangement, since it is utilized as a

precursor to a full contractual relationship. The MoU serves, in international arrangements, as a broad

agreement to partner with another State or organization in a specific sector or initiative, and generally uses

language to the effect that the parties will use the MoU as the umbrella to further discuss on how the

contractual relationship will be developed.

For this reason, the use of a MoU alone will not contain the details necessary for GHRS' stakeholders to

understand its mandate and service offerings. A MoU may be one activity in the suite of activities

necessary to achieve the objective recommended by the JSC, but it would not in and of itself be sufficient

as a solution.

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We agree that GHRS' mandate and services should be explained to its stakeholders, and that the MoU may

therefore operate as a high-level tool for the ensuing discussion about and development of a comprehensive

framework for Government HR process review which must necessarily follow. We feel that this is most

critical as it will examine all of the Government HR agencies' processes and roles, through collaboration

and discussion amongst these agencies. GHRS' mandate and services would be highlighted in this process

review.

The framework would involve baseline analysis of the problem we are trying to address, and the following

activities:

• Defining the roles of each entity in the HRM process/cycle (from recruitment to performance

management/dismissal);

• Determining which entities are actually responsible for each element of the process and assess

whether the current role/responsibility is based on statute or policy;

• Identify the clients of these agencies

• Developing and communicating a policy statement from these initiatives, which would inform the

rest of the public service about new roles/processes for specific functions.

The Ministry of Public Administration puts forward this approach for consideration as a means of

providing an effective result, consistent with the intent behind the JSC's MoU recommendation, since at the

end of these activities, we would have detailed the role of all Government agencies concerned with the

delivery of HR services. The value-add is that the State would now possess a clear process flow for all

Government HR functions which would highlight in a visual and obvious manner to all its stakeholders,

each agency's (including GHRS) critical role in a process. Such an approach would also cause gaps or

overlapping in HR functions and agencies to become apparent.

c. We recommend that the Board, through the proposed (sub-committee) on Marketing and Public Relations,

monitor the implementation of the Direct Marketing Plan with a view to ensuring that the Company

achieve its goals of an expanded clientele and the generation of sufficient income to cover operational

costs.

Response:

The existing Human Resource & Business Development Committee currently provides oversight of the

human resources and direct marketing activities of the company. This committee meets each month and

receives progress updates from the management and also to review and amend the plans, as required.

Additionally, this committee provides updates to the Board of Directors at its monthly meetings.

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It should be noted that the implementation of the Direct Marketing Plan commenced in January 2014.

Following the development and approval of the Strategic Plan 2014/2017 and the analysis of the Market

Survey conducted in December 2014, the Direct Marketing Plan has been augmented accordingly. This

proactive approach seeks to enhance the awareness of GHRS and its services among its client base, with

the overall goals being:

i. an increase in the number of clients;

ii. an increase in the number of services accessed by clients;

iii. an increase in revenue generated to offset operational costs; and

iv. to facilitate achievement of GHRS' overall mandate of enhancing the human resource

capacity of the Public Sector.

Activities under this plan are focused on:

i. gaining business from new clients;

ii. regaining business from clients who have not utilised GHRS' services in over a year; and

iii. expanding the range of services utilised by existing clients.

Progress of this plan is regularly monitored through inclusion in the VP Human Capital Management's

monthly report to the Chief Executive Officer, and is, in turn, included in the CEO's monthly report to the

Board of Directors.

5.0. OBJECTIVE 5

The nature of the Company's association with the various Service Commissions, State enterprises, Municipal

Corporations, Regional Health Authorities, vis-à-vis the recruiting of staff to service these bodies.


a. We suggest that clients who hire the Company to engage in international or regional recruitment are

encouraged to take into consideration existing market rates and compensation as a means of acquiring a

greater response rate during recruitment exercises.

Response:

The Company will continue to advise clients seeking to engage in regional or international recruitment, that

response rates for such will be positively affected by offering compensation packages in line with existing

market rates.

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b. We recommend that the Company establish client follow-up procedures and mechanisms for the purpose of

gauging the reliability, credibility and validity of the methodologies and techniques that were utilized. The

feedback acquired must be used as a basis for reviewing and modifying the company's range of services.

Response:

GHRS currently employs various feedback mechanisms to evaluate the effectiveness of its tools and

processes. These include:

i. Interview Feedback Questionnaire - This captures feedback from the interview panel on the

methodology and structure employed, as well as the competence of the GHRS representative.

ii. Training Workshop Feedback Questionnaires - This captures feedback from training

workshop participants on the relevance of the workshop, the competence and expertise of the

facilitators, as well as the course content provided.

iii. Project Feedback Questionnaires - These capture feedback from clients at the conclusion of

each project to determine their satisfaction with the methodology, process, efficiency of

GHRS, as well as any areas for improvement.

The Company has commenced an exercise to survey a cross section of clients to gather feedback on the

suitability of person(s) recruited by GHRS.

c. Furthermore, we recommend that in implementing its Direct Marketing Plan that GHRS place priority on

clients who seldom or have never accessed the Company's services such as Municipal Corporations and

RHAs.

Response:

The Direct Marketing Plan is segmented to focus on three (3) categories of clients, namely:

i. new clients or those who have never utilised GHRS;

ii. lapsed clients or those who have not utilised GHRS' services in over a year; and

iii. existing clients where the potential exists to expand the range of services utilised.

Within the first priority segment of new clients, particular emphasis will be paid to directly marketing

GHRS and its services to Municipal Corporations and Regional Health Authorities.

d. We recommend that the Chairman and or CEO of GHRS be granted a "seat" on the Strategic HRM

Council. We strongly believe that the company's presence on this Council will assist with lifting its status

as an integral player in Human Resource Management in the public sector and would also provide the

Page 12 of 14

Company with a direct channel for acquiring essential information regarding the state of human resources

in the public sector.

Response:

GHRS is already as per the Terms of Reference (ToR) for the Strategic HRM Council dated March 2012 "a

contributory member" of the Council. Accordingly, contrary to the aforementioned recommendation,

GHRS already has "a presence" and/or representation on the Council. As a contributory member, GHRS is,

at this time, expected to attend and make submissions/representations, when required by the core Council

membership.

Moreover, the Strategic HRM Council TOR specifies the Council's objectives as:

1. "to achieve cohesion and alignment for HRM and HRM Modernisation through a shared vision,

and the deployment of cross-functional teams at both the leadership and technical levels;

2. to provide the strategic and policy direction for a more coordinated and effective HRM function

ensuring participation and consensus;

3. to guide the HRM . Modernisation programme by prioritising and appropriately sequencing

projects, providing strategies and policy decisions as guided by a defined roadmap;

4. to monitor the HRM function and the Modernisation programme to ensure desired results;

5. to provide accountability and transparency of the HRM function and the HRM Modernisation

programme through timely and frequent reporting."

The above 5.1(d) recommendation does not indicate how GHRS will, either specifically or otherwise,

further or advance the Council's stated mandate. Given the purported mandate of GHRS, particularly its

pursuit of "the application of HR best practices across the public sector," its continuation as a

`contributory member' stills bear merit.

The new procurement' legislation seeks to ensure as far as possible the integrity in the public procurement

system. The legislation thus prescribes for mandatory compliance with the principles of good governance

accountability, transparency and the objectives of ethics, fairness and competition by all involved in such

transactions. In furtherance of the foregoing, an Independent Procurement Regulator Economy is to have

oversight and governance of these measures.

It is assumed that the 5.1(d) recommendation seeks to render GHRS a "core" and not merely a

"contributory member of the Strategic HRM Council. Although not discussed in the ToR, it is recognized

that decision making power for the Council lies with its core membership. Significantly, no other 'core'

' The Public Procurement and Disposal of Public Property Bill, 2014.

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member on SHRM Council has a commercial or potential commercial interest in the

operations/decisions/mandate of the Council. This is not the case with GHRS.

Were the JSC recommendation to be adopted, GHRS and the Council may be perceived as attempting to

thwart the underlying precepts of not only prevailing procurement canons, but also the imminent

procurement legislation. By way of further illustration, GHRS, as a core member, could arguably be

influential in rendering decisions to specifically secure its financial interests and may also be privy to

specific 'insider' information that may be perceived as unfairly skewing procurement processes in favour

of the Company (giving unfair advantage). Caution is levied particularly as the GHRS mandate is to, inter

alia, gauge and thus tap into the market interest of public sector entities (in utilizing specialized recruitment

and selection techniques and delivering capacity building interventions).

■ Notwithstanding, the foregoing, the specific issue of GHRS' membership status and functional parameters

vis-a-vis the SHRM Council will be fully submitted to the SHRM Council. This will allow for the full

ventilation of issues, inclusive of the legal ramifications in the context of the new procurement legislation.

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Documents

The Ministry of Public Administration