Date: 11/09/2005
Source: Gauteng Provincial Government
Title: Shilowa: National Public Service Trainers' Forum Conference
Address by Gauteng Premier Mbhazima Shilowa at the HRD 9th National Public Service Trainers' Forum Conference, Emperors Palace, Johannesburg
Members of the Executive Council Members of the Gauteng Legislature
Heads of Departments
Honourable Mayors
International Guests
Distinguished guests
Ladies and Gentlemen
On behalf of the Gauteng Provincial Government I welcome you to this year's annual National Public Service Trainers' Forum (PSTF) Conference.
Your meeting here today at a time when government is renewing its focus, amongst other things, on improving the capacity and the organisation of the state is timely. Your deliberations on ways and means of how the Public Service can contribute to our stated goals of halving poverty and the country’s unemployment by 2014 are welcome.
A nation's performance is usually measured, inter alia, through its Human Development Index as well as a committed professional public service. You, as Human Resources Development practitioners are also the front-line drivers of the National Skills Development Strategy, through which our government has promised the South African nation a 'better life for all'.
A motivated and easy to adapt workforce will be a determining factor in the performance of the country in the global economy. This can be achieved by empowering members of the PSTF, as you have committed in your mission to unite your efforts and energy to make an impactful contribution towards the development of a dedicated, productive and people centred public service.
There is growing impatience on the part of the general public towards poor service delivery. Most government services are not accessible, there is a lack of information on government services and government institutions are not friendly, despite the Batho Pele concepts of government. The above notwithstanding, we are making strides to overcome these challenges in a number of interventions.
The management cadre of the Public Service remains alarmingly small - 0,4% of the entire Public Service compared with the very broad base of production-level, skilled workers. To aggravate this even further, the distribution of senior managers is skewed towards the national and provincial departments. Every effort must be made to retrain people with identified scarce skills in the Public Service.
There are a number of challenges facing the public service. But I will highlight those that need attention more urgently. For instance, many members of the Public Service are not able to utilise the available computer technology yet most senior managers in the Public Service need line managers who are fully computer literate and familiar with software that creates and maintains efficient systems. Hence the concerted drive to train public service managers in computer literacy and how to be able to efficiently handle and manipulate large amounts of complex data. This is happening, but it is a slow process. This in itself will hold back service delivery in the short to medium term, if it is not given a priority.
Another major challenge of managers is their inability to appreciate the link between human resource development, systems of performance appraisal and review that actually lead to performance improvement, accountability and increased productivity amongst public servants.
In the area of resource allocation, managers face the task of creating financial tradeoffs between various identified priorities, strategies and tactics. Until recently the dilemma was whether a human resource development programme is more or less important than an allocation for new capital equipment.
Poor career planning and little or no integration of career plans with life goals in the Public Service have resulted in job hopping. This creates its own set of problems in a number of ways. Further the persistent fragmented and uncoordinated approach to training and education across the Public Service, also results in the lack of accountability and absence of resources to ensure that public servants are empowered to take on the challenges they face.
There is also a lack of a strategic, needs-based, outcomes-based and competency-based approach to PSTE, which is directly related to the developmental needs of the Public Service as our policy documents.
The ill informed and inappropriate nature of the training and education that is provided by many in-service and external providers as well as the continuous changing of priorities in HRD deliverables sometimes help compounds the problem.
One of the legacies of apartheid policies is that both in numbers and capacity, most of the existing public service institutions that previously served disadvantaged areas are seriously under capacitated. These institutions are, consequently, not currently in a position to deliver services at the standard required by government and the public.
Thus, government, through the department of Public Service and Administration, has resolved to redress the problem by initiating comprehensive capacity building programmes for staff at all levels in the Public Service.
For instance learnerships programmes and schemes which are undertaken in conjunction with the state and professional bodies, cover a wide range of para-professional occupations.
The majority of these schemes require no more than a basic matriculation for qualification and will be targeted principally at young school-leavers, although unemployed graduates could also utilise them.
These programmes will subdivide professional training into a number of steps or stages with meaningful exit points signifying competence up to a specified level. In the teaching profession, for example, learnerships for teaching aides at a basic and an intermediate level will be designed, this will also be true for the medical professions such as nursing aides and counselling aides. For government departments, management development programmes must be linked to their business objectives, identified skills and knowledge gaps. These ought to also focus on providing future management needs according to the Public Service priorities.
The Public Service recognises human resource development as an investment and as such in the last financial year, Gauteng trained 25 153 employees in 23 courses. We aim to train a further 35 000 by June next year. As we all know, the competency, effectiveness and perceptions of the Public Service are significantly influenced by the learning experiences of its employees.
If the HR function in the public service wants to be a true partner in the improvement of service delivery, HR people should shed the image of being paper pushers and move away from working in silos. The HR function in the public service must be repositioned to fulfil its major four roles - that of being a strategic partner, administrative expert, employee champion and change agent.
It is thus imperative that the HR management system is rejuvenated so that line managers can be empowered to make decisions that impact on the people with confidence and are in a position to manage performance.
The implementation of an integrated human resource management system in government will ensure that employees in the public service are developed to meet their performance demands, fulfil their career aspiration, their physiological and psychological needs.
Learning is to be aligned with the needs of individuals, departments and the Public Service as a whole. It will guide personal development to ensure competence for current as well as future positions. When integrated with the NQF, the integrated human resource management system will ensure that employees are recognised for the competencies they have demonstrated in the workplace, through portable and nationally recognised qualifications.
The Department of Public Service and Administration will facilitate the establishment of effective and efficient IT infrastructure, enabling public service institutions to communicate effectively with their beneficiaries and other stakeholders. The targets set out in the NSDS will determine the resource allocations that the National Skills Authority will recommend to the Minister of Labour and they will guide the work and priorities of the SETAs.
In the Exco Lekgotla which was held last week, as Gauteng we resolved that the provincial HRD strategy will contribute to the achievement of the province's strategic priorities as well as developing skills required to grow and sustain the economy to address our socio-economic challenges.
Further, the GPG HRD strategy is situated in the context of life long learning and in critical stages in the life cycle of human development. This includes the transition to school, the transition from school and first time entry into the labour market and traversing the labour market throughout working life. Emphasis will be on placed on early childhood development, full implementation of Grade R, ABET and further FET.
In South Africa as a whole, HRD ought to be professionalised and this can be achieved through improving and expanding the skills and knowledge, timelines in response, total quality management in the after service care and by practicing ethical behaviour.
The Presidential Strategic Leadership Development Programme, which was informed by needs analysis conducted amongst Directors General throughout the country will help us to create a public service that has an effective service delivery mechanism, premised on strong and selfless public servants. The design and structure of the Presidential Strategic Leadership Development Programme is to improve the participant's capacity to be able to:
* recognise and relate macro issues to the Public Service
* take account of local and global trends and to integrate these into strategic planning
* translate strategy into action
* act corporately
* embody and uphold public service values and ethics
* manage resources effectively to achieve the priorities of government
* create a shared vision among all employees of a learning organisation
* place human development interventions at the centre of objective departmental performance and to
* examine work practices and identify processes required for focused productive performance.
One of the crucial problems confronting the Public Service Human Resource Management is the recruitment and retention of scarce skills. This problem is also common in municipalities and state owned enterprises. Of course, the problem is not unique to the public sector. The private sector is also grappling with the migration of scarce skills.
This problem, skills migration and brain drain in the Public Sector may be best understood if first looked at as a national problem affecting the South African economy. We are all aware of the number of people who have left our shores to seek employment - taking with them much needed skills. This remains a concern. That is why we need to develop a country HRD strategy focusing on scares skills.
I hope that your deliberations will add to our quest to ensure a professional, productive and skilled work force.
Once more welcome to Gauteng. I wish you a productive conference.
Thank you.
Issued by: Office of the Premier, Gauteng Provincial Government
11 September 2005
Source: Gauteng Provincial Government
Title: Shilowa: National Public Service Trainers' Forum Conference
Address by Gauteng Premier Mbhazima Shilowa at the HRD 9th National Public Service Trainers' Forum Conference, Emperors Palace, Johannesburg
Members of the Executive Council Members of the Gauteng Legislature
Heads of Departments
Honourable Mayors
International Guests
Distinguished guests
Ladies and Gentlemen
On behalf of the Gauteng Provincial Government I welcome you to this year's annual National Public Service Trainers' Forum (PSTF) Conference.
Your meeting here today at a time when government is renewing its focus, amongst other things, on improving the capacity and the organisation of the state is timely. Your deliberations on ways and means of how the Public Service can contribute to our stated goals of halving poverty and the country’s unemployment by 2014 are welcome.
A nation's performance is usually measured, inter alia, through its Human Development Index as well as a committed professional public service. You, as Human Resources Development practitioners are also the front-line drivers of the National Skills Development Strategy, through which our government has promised the South African nation a 'better life for all'.
A motivated and easy to adapt workforce will be a determining factor in the performance of the country in the global economy. This can be achieved by empowering members of the PSTF, as you have committed in your mission to unite your efforts and energy to make an impactful contribution towards the development of a dedicated, productive and people centred public service.
There is growing impatience on the part of the general public towards poor service delivery. Most government services are not accessible, there is a lack of information on government services and government institutions are not friendly, despite the Batho Pele concepts of government. The above notwithstanding, we are making strides to overcome these challenges in a number of interventions.
The management cadre of the Public Service remains alarmingly small - 0,4% of the entire Public Service compared with the very broad base of production-level, skilled workers. To aggravate this even further, the distribution of senior managers is skewed towards the national and provincial departments. Every effort must be made to retrain people with identified scarce skills in the Public Service.
There are a number of challenges facing the public service. But I will highlight those that need attention more urgently. For instance, many members of the Public Service are not able to utilise the available computer technology yet most senior managers in the Public Service need line managers who are fully computer literate and familiar with software that creates and maintains efficient systems. Hence the concerted drive to train public service managers in computer literacy and how to be able to efficiently handle and manipulate large amounts of complex data. This is happening, but it is a slow process. This in itself will hold back service delivery in the short to medium term, if it is not given a priority.
Another major challenge of managers is their inability to appreciate the link between human resource development, systems of performance appraisal and review that actually lead to performance improvement, accountability and increased productivity amongst public servants.
In the area of resource allocation, managers face the task of creating financial tradeoffs between various identified priorities, strategies and tactics. Until recently the dilemma was whether a human resource development programme is more or less important than an allocation for new capital equipment.
Poor career planning and little or no integration of career plans with life goals in the Public Service have resulted in job hopping. This creates its own set of problems in a number of ways. Further the persistent fragmented and uncoordinated approach to training and education across the Public Service, also results in the lack of accountability and absence of resources to ensure that public servants are empowered to take on the challenges they face.
There is also a lack of a strategic, needs-based, outcomes-based and competency-based approach to PSTE, which is directly related to the developmental needs of the Public Service as our policy documents.
The ill informed and inappropriate nature of the training and education that is provided by many in-service and external providers as well as the continuous changing of priorities in HRD deliverables sometimes help compounds the problem.
One of the legacies of apartheid policies is that both in numbers and capacity, most of the existing public service institutions that previously served disadvantaged areas are seriously under capacitated. These institutions are, consequently, not currently in a position to deliver services at the standard required by government and the public.
Thus, government, through the department of Public Service and Administration, has resolved to redress the problem by initiating comprehensive capacity building programmes for staff at all levels in the Public Service.
For instance learnerships programmes and schemes which are undertaken in conjunction with the state and professional bodies, cover a wide range of para-professional occupations.
The majority of these schemes require no more than a basic matriculation for qualification and will be targeted principally at young school-leavers, although unemployed graduates could also utilise them.
These programmes will subdivide professional training into a number of steps or stages with meaningful exit points signifying competence up to a specified level. In the teaching profession, for example, learnerships for teaching aides at a basic and an intermediate level will be designed, this will also be true for the medical professions such as nursing aides and counselling aides. For government departments, management development programmes must be linked to their business objectives, identified skills and knowledge gaps. These ought to also focus on providing future management needs according to the Public Service priorities.
The Public Service recognises human resource development as an investment and as such in the last financial year, Gauteng trained 25 153 employees in 23 courses. We aim to train a further 35 000 by June next year. As we all know, the competency, effectiveness and perceptions of the Public Service are significantly influenced by the learning experiences of its employees.
If the HR function in the public service wants to be a true partner in the improvement of service delivery, HR people should shed the image of being paper pushers and move away from working in silos. The HR function in the public service must be repositioned to fulfil its major four roles - that of being a strategic partner, administrative expert, employee champion and change agent.
It is thus imperative that the HR management system is rejuvenated so that line managers can be empowered to make decisions that impact on the people with confidence and are in a position to manage performance.
The implementation of an integrated human resource management system in government will ensure that employees in the public service are developed to meet their performance demands, fulfil their career aspiration, their physiological and psychological needs.
Learning is to be aligned with the needs of individuals, departments and the Public Service as a whole. It will guide personal development to ensure competence for current as well as future positions. When integrated with the NQF, the integrated human resource management system will ensure that employees are recognised for the competencies they have demonstrated in the workplace, through portable and nationally recognised qualifications.
The Department of Public Service and Administration will facilitate the establishment of effective and efficient IT infrastructure, enabling public service institutions to communicate effectively with their beneficiaries and other stakeholders. The targets set out in the NSDS will determine the resource allocations that the National Skills Authority will recommend to the Minister of Labour and they will guide the work and priorities of the SETAs.
In the Exco Lekgotla which was held last week, as Gauteng we resolved that the provincial HRD strategy will contribute to the achievement of the province's strategic priorities as well as developing skills required to grow and sustain the economy to address our socio-economic challenges.
Further, the GPG HRD strategy is situated in the context of life long learning and in critical stages in the life cycle of human development. This includes the transition to school, the transition from school and first time entry into the labour market and traversing the labour market throughout working life. Emphasis will be on placed on early childhood development, full implementation of Grade R, ABET and further FET.
In South Africa as a whole, HRD ought to be professionalised and this can be achieved through improving and expanding the skills and knowledge, timelines in response, total quality management in the after service care and by practicing ethical behaviour.
The Presidential Strategic Leadership Development Programme, which was informed by needs analysis conducted amongst Directors General throughout the country will help us to create a public service that has an effective service delivery mechanism, premised on strong and selfless public servants. The design and structure of the Presidential Strategic Leadership Development Programme is to improve the participant's capacity to be able to:
* recognise and relate macro issues to the Public Service
* take account of local and global trends and to integrate these into strategic planning
* translate strategy into action
* act corporately
* embody and uphold public service values and ethics
* manage resources effectively to achieve the priorities of government
* create a shared vision among all employees of a learning organisation
* place human development interventions at the centre of objective departmental performance and to
* examine work practices and identify processes required for focused productive performance.
One of the crucial problems confronting the Public Service Human Resource Management is the recruitment and retention of scarce skills. This problem is also common in municipalities and state owned enterprises. Of course, the problem is not unique to the public sector. The private sector is also grappling with the migration of scarce skills.
This problem, skills migration and brain drain in the Public Sector may be best understood if first looked at as a national problem affecting the South African economy. We are all aware of the number of people who have left our shores to seek employment - taking with them much needed skills. This remains a concern. That is why we need to develop a country HRD strategy focusing on scares skills.
I hope that your deliberations will add to our quest to ensure a professional, productive and skilled work force.
Once more welcome to Gauteng. I wish you a productive conference.
Thank you.
Issued by: Office of the Premier, Gauteng Provincial Government
11 September 2005
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