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Merafong Local MunicipalityDraft HRM & HRD Strategy and Implementation Plan Human Resource Management and Human Resources Development Labour Relations Organisation Structure and Performance Management System;There are other areas identified from other documents analysed. The desired state for eachof the current challenges is highlighted in the following table:Table 2: Current Challenges and Ideal StateCURRENT CHALLENGESIDEAL STATEHUMAN RESOURCE MANAGEMENT AND HUMAN RESOURCES DEVELOPMENTMunicipal HRM & HRD strategic planning attempts areconstrained by lack of resources (financial and human)Fully – fledged HRM & HRD Strategic PlanningCommitteeIncomplete set of HRM & HRD PoliciesComplete HRM & HRD Policies Manual accompaniedby SOPs and ProcessesMunicipal HRM & HRD strategic planning processesnot aligned to best practicesPlanning conducted according to DLGH Guideline andbest practiceNo Recruitment and Retention StrategyApprovedRecruitmentmunicipality-wideNo supply and demand forecasting processesApproved supply and demand forecasting processesimplemented across the municipalityStrategyimplementedLABOUR RELATIONSInadequate policies and procedures to manage labourrelationsApproved Labour Relations Policies, SOPs andProcessesORGANISATIONAL STRUCTURENo documented HR business processesApproved business processesPERFORMANCE MANAGEMENTCurrent PMS Policy not sufficiently customised to thelocal government environmentFully customised and relevant PMS PolicyPMS not cascaded to lower levels \ general employeesPMS implemented to lowest level employeesPMS not aligned to the new applicable NationalOutcomes, CoGTA KPAs as well as KPIsAlignment between municipal PMS and NationalOutcomes, CoGTA KPAs as well as KPIsIndividual Development Plans not fully implemented \monitored \ regularly evaluatedFully developed, monitored and evaluated IndividualDevelopment PlansNo evidence of the PM five point rating scale being fullyimplementedPM five point rating scale implementedNeed to ensure alignment between ignment between Individual PM and Organisational11

Merafong Local MunicipalityDraft HRM & HRD Strategy and Implementation PlanCURRENT CHALLENGESIDEAL STATEPerformance ManagementPM12

Merafong Local MunicipalityDraft HRM & HRD Strategy and Implementation Plan7. HRM AND HRD STRATEGY7.1Human Resources Vision“To be recognised as a quality, best practice and professional service provider by ourcustomer”7.2Human Resources Mission“To creatively address our Human Resources challenges by finding cost effective,sustainable and efficient solutions to be able to provide services to our customers in aprofessional manner”7.3Human Resources Strategic DirectionThe following HR Strategic Framework illustrates an integrated HR Management Approach.Integration is critical to enhance performance of the human resources value chain. Researchshows that without integrating HR activities with other busines processes and objectives oroutcomes, the effort invested will tend to degenerate or not be fully realised. Integration liesin understanding how all the pieces of the strategy all fit together to meet the municipality’sHR requirements.To address the above-mentioned challenges and to arrive at the ideal states, themunicipality has to ensure that the overall human resources strategy is linked to the overallmunicipal objectives as per the provided guideline.The following diagram gives asummarised illustration of the Human Resources Strategic Framework which gives structureon how to efficiently and effectively deliver human resources services to the municipality.13

Merafong Local MunicipalityDraft HRM & HRD Strategy and Implementation PlanFigure 1: HR Strategic Framework1Municipality’s StrategicObjectives(IDP)PLANSDBIPsLine Functions HR RequirementsHR Strategic Objectives and PlansRecruitmentand Retention2 AQUIRE mentTalentManagementPerformanceMan. &DevelopmentEmployeeHealth andWell-Being3ENGAGE, DEPLOY, RETAIN AND DEVELOPRETAINConduct ExitInterviews4TERMINATEThe table below articulates the HR strategic objectives in support of the strategic humanresources management and development within the municipality. The table further gives adetailed break-down in a manner that covers the entire human capital value chain:Table 3: High Level HR Strategic Objectives aligned to the municipality’s IDPHR STRATEGIC GOALSHR STRATEGIC OBJECTIVESExpand human resources efforts into a comprehensive programmethat includes human resources planning, collaboration with linemanagement and accountability for human resources operations.Annual alignment of the organisational structure to the newlyreviewed IDP and SDBIPs.HR Strategic Goal 1:Strategic AlignmentImplement a workforce planning processes, techniques and tools toproactively identify the human resources required to meet IDPobjectivesRevamp the HR service delivery model and business processes forthe municipality and introduce the Strategic Partnership ServiceModelProactively engage customers in the analysis of their workforce14

Merafong Local MunicipalityHR STRATEGIC GOALSDraft HRM & HRD Strategy and Implementation PlanHR STRATEGIC OBJECTIVESmanagement issues and identify strategies to address concernsEffectively identify, attract and retain the best talent to help themunicipality meet its IDP objectivesDevelop and deploy an integrated workforce plan which will enablethe municipality to hire and retain the right talent, at the right time,HR Strategic Goal 2:Effective Human Resourcein the right placeIdentify scarce and critical skillsPlanningPartner with Institutes of Higher Learning to provide customisedlearning programmes to develop skills requirements specific andcritical to the municipalityDevelop standardised job profiles for all positions to be used as abasis for recruitment and career pathingConduct climate survey to understand current challenges aroundorganisational culture, and use results to design the future/ idealorganisational culturePrepare and implement transition process that provide for continuityin the municipality’s operationsEstablish a sound knowledge management and knowledge transferHR Strategic Goal 3:programme for all key positionsOrganisational DevelopmentDevelop a Change Management and Communication Strategy toaddress culture challenges and ensure effective transition of themunicipalityConduct a formal review of municipality’s orientation process anddevelop and implement a plan to streamline and improve employeeorientation and on-boarding.Conduct exit surveys \ interviews to identify reasons for attrition and15

Merafong Local MunicipalityHR STRATEGIC GOALSDraft HRM & HRD Strategy and Implementation PlanHR STRATEGIC OBJECTIVESuse the information to enhance or improve employee experience ofthe municipalityConduct an annual training needs assessment to ensure training isdesigned to improve organisational and individual performance.Develop a leadership succession plan, including a leadership gapHR Strategic Goal 4: Buildanalysisand Sustain a Capable,Diverse, Well-Trained,Establish a leadership development programme for all supervisors,Workforce and Enhancemanagers and executives to invest in the continuous developmentRetention Through Learningof leadership.and ProfessionalDevelopment OpportunitiesProvide coaching and consultative support to management onleadership development and people management issuesIdentify employees who need ABET up-skilling and implementrelevant actionsDevelop employee performance management systemHR Strategic Goal 5:Inculcate A ResultsOriented High PerformanceCultureRoll-out of employee Performance Management to enforceresponsibility and accountability by line managers and employeesto enhance organisational, team and individual performance.Develop Individual Development Plans for all employees andtranslate into Work Place Skills Plan for training interventions toaddress skills gaps.Develop Remuneration Strategy to address all aspects ofHR Strategic Goal 6:remunerationRecognise & RewardPerformanceEstablish a Recognition and Reward Programme with both financialand non-financial incentives16

Merafong Local MunicipalityHR STRATEGIC GOALSDraft HRM & HRD Strategy and Implementation PlanHR STRATEGIC OBJECTIVESConduct a review of HR Policies, SOPs and Processes as andwhen required, ensuring alignment to legislative requirements andbest practiceHR Strategic Goal 7: SoundCapacitate line management \supervisors through coaching andEmployee Relations &continuous training on grievances and disciplinary matters so thatHuman Resourcesthese are used as corrective and not punitive measuresGovernanceEstablish Employee Forums to educate and up-skill employees onlabour related mattersDevelop an effective Workplace Diversity, Transformation and OHSProgrammeHR Strategic Goal 8:Comprehensive EmployeeDevelop Employee Wellness Strategy and PlanWellness Programme17

Merafong Local MunicipalityDraft HRM & HRD Strategy and Implementation Plan8. NEW HR STRETEGIC PARTNERSHIP MODELOne of the weaknesses of the current human resources unit is that it is transactional,administrative and reactive in nature. In order to be a credible partner in the process ofservice delivery in the future, HR will need to focus less on the ‘what’ it is doing and more on‘what is being delivered.’ This will require HR to adopt a less inward focus on what ishappening within HR, and more of an outward focus to understanding what is worryingservice delivery line managers and helping leaders in the municipality to reach their goals. Inessence HR must realise and make the connection between what it does, and how this hasmeaningful strategic and delivery enhancement impact for the municipality.In repositioning itself as a strategic partner to the municipality, the Human Resource unitneeds to adopt a service model which will improve the service level of its performance. Thediagram below illustrates how HR should transform from an administrative function to astrategic business partner. As the diagram below indicates, the achievement of this increasein relevance requires a shift from a primary administrative focus, to one that is more strategicand consultative.Figure 2: New HR Strategic Partnership 20%Old paradigmOld ParadigmConsultativeValue addingservice & tentialfuturestatePotentialfuturestateIncreasing RelevanceThis new HR Strategic Partnership Model challenges the current adminsitrative roles andensure that administration is just but one of the functions of HR services.promises to execute the HR mandate by means of the following roles:18The model

Merafong Local MunicipalityDraft HRM & HRD Strategy and Implementation PlanTable 4: HR RoleBusiness Partner RolePurpose:ActivitiesTo strategically map and drive HRpractices in line with municipality’sobjectives Drive the development and implementation of HRM &HRD StrategyManage key HR StakeholdersAnalyse trends and submit reports on HR information toall stakeholdersManage and develop subordinatesCoordinate HR functional issues in line with businessunit requirementsKeep abreast of best practice within the sectorAdvise Executive Management on HR risks that affectservice delivery and propose mitigation actionsAdministrator RolePurpose:ActivitiesTo provide HR administrative supportto the Municipality HR administrationMaintain Human Resources Information SystemProvide general support in coordinating key HRinitiativesCoordinate and administer HR queriesProvide ‘walk-in support’ for relevant HR servicesSpecialist RolePurpose:To provide high level support andadvise to line management nal issuesTo ensure delivery on HR objectivesthrough the attraction, retention andmaintenance of competent employeesActivities Execution ofprogrammes Resource business units with the required employees Ensure compliance and foster sound HR legislation andcorporate governance Design and implement training plans to developorganisational skills levelstheHR objectivesthroughvariousChange Catalyst RolePurpose:To provide high level support andadvise to line management nal issuesActivities Manage transformation within the municipality Develop a communication plan to actively raise thelevel of awareness in the executive team in respect ofstrategic HR issues and opportunities Drive development of a culture and value system whichbest supports the municipal vision and objectives Establish formal change management programme andpractices Develop change management capability at all levels ofthe municipality and embed changes in work practicesand culture19

Merafong Local MunicipalityDraft HRM & HRD Strategy and Implementation Plan Facilitate the development and implementation ofimprovement initiatives to enhance the municipality’sstrategic delivery capability Analyseindividualrequirements Support and coach line functions during change projects Support strategic initiatives and make sure they happen Mediate over issues that arise during change initiatives Act as a catalyst and driver of change20andmunicipalcompetency

Merafong Local MunicipalityDraft HRM & HRD Strategy and Implementation Plan9. IMPLEMENTATION PLANThe Implementation Plan contains only those interventions that have been prioritised and budgeted for in the current annual budget. Progressagainst the plan and the performance indicators will need to be monitored. The impact and effectiveness of each of the interventions must bemeasured and if necessary corrective action taken and interventions made to direct HR activities towards their objectives. The followingmonitoring and evaluation mechanisms will be utilised to measure effective implementation of the HRM&HRD strategy roll-out plan: Monthly management reporting; Labour forums; Employment Equity Forum; Skill Development Committee; Annual Reporting;21

Merafong Local MunicipalityDraft HRM & HRD Strategy and Implementation PlanKPI \Outcomes \Measures(how willsuccess bemeasured)KPA \ Planned lePersonEvidenceManager: HCHRM & HRDStrategy andImplementationPlan submittedto Director:CSSResourcesM & E Date ofsubmissionof progressreportHR Strategic Goal 1: Strategic AlignmentExpand human resources efforts into acomprehensive programme thatincludes human resources planning,collaboration with line management andaccountability for human resourcesoperations.Documentedevidence of aHRM & HRDStrategy andImplementationPlan thatincludes goalsand strategiesAnnual alignment of the organisationalstructure to the newly reviewed IDP andSDBIPs.DocumentedOrganisationalStructurealigned to theIDPNone2014 Structure30 June201701 July201601 March201601 July2017Manager: HCOrganisationalStructurealigned to theIDP submittedto Director:CSSLineManagementHuman agementReportsFinanceImplement a workforce planningprocesses, techniques and tools toproactively identify the humanresources required to meet IDPobjectivesDocumentedevidence of aworkforce planNone30 June201730 June2016Manager: HCDocumentedworkforce plansubmitted toDirector: amp the HR service delivery modeland business processes for themunicipality and introduce the StrategicPartnership Service ModelProactively engage customers in theKey humanresourcesservicesmanagedthroughService 30 June20172230 June2016Manager: HCLine ManagersService LevelAgreements(SLA’s)approved byLine ManagersLineManagementHCMonthly

Merafong Local MunicipalityKPA \ Planned Activitiesanalysis of their workforce managementissues and identify strategies toaddress concernsDraft HRM & HRD Strategy and Implementation PlanKPI \Outcomes \Measures(how willsuccess blePersonEvidenceResourcesM & E Date ofsubmissionof progressreport(SLA’s)HR Strategic Goal 2: Effective Human Resource PlanningEffectively identify, attract and retainthe best talent to help the municipalitymeet its IDP objectivesDevelop standardised job profiles for allpositions to be used as a basis forrecruitment and career pathingDocumentedRecruitment &RetentionStrategy,Policy,Processes ob ProfilesExisting JobProfiles30 June201730 March2015Manager: HCLine Managers30 June201430 June2014Manager: HC30 July201730 June2015Manager: HCService LevelAgreements(SLA’s)approved byLine ManagersTalentManagementStrategysubmitted toDirector: CSSJob Profilessubmitted toDirector: nceDevelop and deploy an integratedworkforce plan which will enable themunicipality to hire and retain the righttalent, at the right time, in the

we need to update our Human Resource Management and Human Resource Development Strategy and Implementation Plan every year to keep it relevant. The Human Resource Management and Human Resource Development Strategy and Implementation Plan outline the intentions of the Municipality in relation to how it should manage its human capital.