Senior Talent Management for Vision 2030: Policy Considerations and Frameworks

16 October 2017 16 October 2017 Policy Policy Considerations Considerations for Harnessing for Harnessing Senior Talent Senior Talent to achieve to achieve Vision 2030 Vision 2030 PUBLIC SECTOR TRAINERS FORUM

Public Service Act, 1994 as amended Public Service Regulations, 2016 Senior Management Service Handbook, 2003 Directives The Executive Protocol on the employment of Heads of Department and Deputy Directors General nationally. Guidelines/Frameworks 2

Acquisition Performance Management Retention TALENT MANAGEMENT Development Engagement Succession/ Career Management Deployment Motivate and reward 3

4 Senior Management Service Recruitment and selection of senior managers Competency requirements Terms and conditions of service Training needs as well as performance assessments career management Retention

5 National Development Plan Vision 2030 The National Development Plan (NDP) 2030, identifies skills deficit amongst employees as one of the challenges that result in uneven performance at local, provincial and national government. In an attempt to address the above identified challenge, the NDP recommended critical interventions to build a professional public service. The NDP further identified a need to strengthen recruitment practices and requirements at Senior Management levels in order to ensure that quality individuals are appointed. In response to the above recommendation, the DPSA developed a Directive on compulsory capacity development, mandatory training days and minimum entry requirements for senior managers.

6 Directive The Directive on compulsory capacity development, mandatory training days and minimum entry requirements for SMS was developed to deal mainly with the following specific areas that are critical to talent management : Recruitment/ acquisition of talent Development of the acquired talent

7 Purpose and scope The Directive as a long term skills development strategy aims to: create a uniform mandatory model for the development of senior managers in the Public Service; ensure standardisation in all departments in respect to training; professionalise the SMS in the Public Service through targeted job specific training; improve the quality of leadership in the Public Service by regularising the quality of individuals who enter the SMS through the introduction of stricter entry requirements; improve the skills profile of SMS in the Public Service by advocating for continuous professional development in both generic and technical skills; and enforce mechanisms like competency based assessments in order to inform personal development. The Directive is applicable to all members Senior Management Service and potential candidates.

8 Other instruments Directive on the implementation of competency assessments for senior managers Performance and Development Management System for SMS Guideline on mentoring and peer support mechanisms for senior managers

PUBLIC SERVICE ENVIRONMENT External environment s talent implications TALENT MANAGEMENT MODEL Strategic priorities Performance Management Career Management Selection Development Cultural priorities Succession/Retention Management Service Delivery Motivate/ Engage/ Reward 9

10 Thank You