Page 183 - Department of Social Development Annual Report 2021

PART D: HUMAN RESOURCE MANAGEMENT

1: LEGISLATION THAT GOVERN HUMAN RESOURCE

(HR) MANAGEMENT

The Constitution (Chapter 10 (195(1)(h)) compels the Given the fact that Human Capital Management is
Public Service to be governed by democratic values and governed by such a large Regulatory Framework, it is
principles including good human resource management therefore compliance driven to a large extent. However,
practices to maximise human potential. Therefore, Human the field of human resources has shifted from a mere
Capital Management in the Public Service is governed by compliance and administrative driven to more a strategic
a myriad of Legislation, Regulations Bargaining Council business partner, in terms of understanding the
Resolutions and Directives. Key amongst them are, but Department’s core business and advising on HR matters in
not limited to the following: order to ensure that the Department’s mandate is met.

• Public Service Act;
• Public Service Regulations;
• Labour Relations Act;
• Skills Development Act;
• Skills Development and Levies Act;
• Basic Conditions of Employment Act;
• Promotion of Administrative Justice Act;
• Promotion of Access to Information Act;
• DPSA Directives
• PSCBC Resolutions; and
• PHSDSBC Resolutions

2: OVERVIEW OF HUMAN CAPITAL MATTERS IN THE DEPARTMENT

2.1: The status of human capital in the Department

Human Capital Management as a function is well through having a conducive environment. To give effect
established in the Department through the Chief to the above, the Department ensures that all its HCM
Directorate: Human Capital Management within the policies are regularly reviewed to remove any barriers
Branch: Corporate Support Services and comprise of the and keep up with the needs of the employees.
following four Directorates, focussing on: In the year under review, two key developments both in
• Human Resource Development and the Department and worldwide generally determined the
Performance Management key focus areas and the state of human resources. Firstly,
• Labour Relations; the MTSF process provided the Department with an
• Organisational Design and Human Resource opportunity to review/revisit its strategic trajectory. To
Planning; and this end the Department embarked on a process to
• Human Resource Management (HR Administration, “re-invent/ re-imagine” the strategic thrust of the
Recruitment and Selection, Employee Health and Department.
Wellness)
This MTSF process had major implications for the HR
The Chief Directorate has a compliment of 37 officials function of the Department. The organisational structure
responsible for all aspects of Human Capital of the Department had to be aligned to the new
Management (HCM). All HCM Policies are being re-imagined / re-invented strategy to ensure effective
developed though some are being revised in line with the service delivery. Government Technical Advisory Services
recently approved Public Service Regulations, 2016. was enlisted to support the Department in this
Delegations in terms of the Public Service Act, 1994 (as re-alignment exercise.
amended) and Public Service Regulations, 2016, have
been reviewed and approved by the Minister of Social The Covid-19 pandemic was the second area that
Development. HR processes and systems are well required the HR function of the Department to review its
established. modus operandi as it had to respond to the various levels
of lockdowns, regulations issued by the Department of
Human Capital Management is the heartbeat of any Health and Department of Employment and Labour as
organisation and therefore human resource practices well as Department of Public Service and Administration
must ensure that the human capital is optimally utilised, Directives and Circulars.
developed and the morale of the officials is uplifted

DEPARTMENT OF SOCIAL DEVELOPMENT ANNUAL REPORT 2020/21 183

Department of Public Service and Administration. This is Performance appraisals is conducted on an annual basis
in compliance to the Minister of Public Service and and can be regarded as a larger process of linking
Administration (MPSA) performance agreement on the individual performance management and development to
management of discipline in the public service to: organisational performance. The performance assessment
• Finalizes at least 90% of all disciplinary cases tool that is used links to the Key Performance Areas
within the prescribed period of 90 days (case (KPA’s) and indicators as set out in performance
commences when first level supervisor becomes agreements (SMS) and work plans of officials. Mid-term
aware of the transgression); reviews are conducted and annual performance
• Captures all disciplinary cases on PERSAL to moderation committees convene annually to moderate
ensure reliability of the reports received and the performance of all qualifying officials and make
generated from the system; recommendation for performance incentives.
• Submits approved quarterly reports on
disciplinary cases to FOSAD. In order to ensure that all officials’ performance is
• Conducts trend analysis, and; monitored on an ongoing basis, the Department has a
• Implements preventative measures. formal Performance Management and Development
System (PMDS) in place. All staff complied with the
The purpose of the grievance procedure is to advance submission of Performance Agreements (PA) and the
sound labour relations and address grievances in the Annual Performance Assessment (APA) reports.
public service by fulfilling the primary objectives of this Pre-moderation and moderation processes were
procedure which are inter alia to give effect to section concluded for the branches and incentives implemented
196(4) (f) (ii) of the Constitution of the Republic of South before 31 December 2020 (Pay Progression and/or
Africa; to promote speedy, impartial and equitable Performance Bonuses). The Department remained within
handling of grievances at the lowest possible level. The the 0.75% allocation for the awarding of performance
bi-annual reporting is done for compliance purpose to the bonuses.
Public Service Commission that monitors and evaluate
the management of grievances in the public service. The 2.5: Employee Wellness Programmes:
duration for the resolution of grievances is 30 days and
45 days respectively unless parties agree on an extension As part of the role of being a strategic partner and
ensuring a conducive environment for employees, the
2.3: Workforce planning framework and key Department is implementing the four (4) pillars of the
strategies to attract and recruit a skilled and DPSA EHW Strategic Framework that include HIV/AIDS
and TB Management, Wellness Management, Health and
capable workforce: Productivity and SHERQ (Safety, Health, Environment,
Risk and Quality) Management. This is managed by a
Implementation of approved Sector Human Resource Plan: sub-directorate dedicated to health and wellness. With
The Department has finalised its sector strategy to guide regards to HIV/AIDS and TB, there is regular condom
the sectoral mandate. The Sector Human Resources Plan distribution, HIV/AIDS awareness campaigns as well as
was developed and is aligned with the Sector Strategy commemorating international calendar days like Candle
and has served before critical departments governance Light Memorial and World Aids Day.
structures and widely consulted with all Social
Development Provincial Departments. The Sector Human With regards to Health and Productivity Management,
Resources Plan has been approved and will be awareness is created amongst employees by inviting
implemented across Social Development Provincial experts in specific fields to provide information sessions
Departments. and arranging health risk screenings twice a year.
Financial management sessions are conducted annually
2.4: Employee performance management to provide employees with information that can assist in
framework: managing their finances. SHERQ Management is taken
care off through the nomination of safety representatives
Performance management involves planning, review, and the safety committee that meet on a regular basis.
evaluating, recognising and rewarding of performance.
Performance management within the Department of In terms of the last pillar of the strategy, Wellness
Social Development is a structured process and is Management, the two EHW practitioners who are
conducted within an approved framework that includes qualified social workers provide counselling and
adherence to legislative requirements such as the Public debriefing sessions to employees in need. Information
Service Act 1994 (as amended) as well as Part VIII of the sessions are conducted for all employees. Specialised
Public Service Regulations 2001 (as amended). The services are rendered through referrals to specialists at
requirement of Chapter 4 of the SMS handbook as well as the Department’s expense in line with the EHW Policy.
the approved DSD PMDS Policy are also taken into
consideration.