Department of Higher Education and Training Post-School ... Planning Management... · Post-School Education and Training Central Application Service Enterprise Architecture Chapter

Department of Higher Education and TrainingPost-School Education and Training

Central Application ServiceEnterprise Architecture

Chapter 6 – Human Resource ManagementModel

February 2016

Post-School Education and TrainingCentral Application Service

Enterprise ArchitectureChapter 6 – Human Resource Management Model

February 2016


Deliverable Number: 4.6Human Resource Management Model

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Contents

1 Terms of Reference .......................................................................................................................1

2 Scope of Work ...............................................................................................................................1

3 Human Resource Management Model ..........................................................................................2

3.1 Operating Model and Service Model .................................................................................2

3.2 Functional Model ...............................................................................................................3

3.3 Human Resource Strategy ................................................................................................3

3.4 Human Resource Management Model..............................................................................4

4 Workload Assessment ...................................................................................................................5

5 Proposed Organisation Structure ..................................................................................................6

5.1 Organisation Structure Overview ......................................................................................6

5.2 Executive Structure ...........................................................................................................7

5.3 Operations .........................................................................................................................8

5.4 Finance Function ...............................................................................................................9

5.5 Human Resource Function................................................................................................9

5.6 Supply Chain Management .............................................................................................10

5.7 Information Technology and Business Intelligence.........................................................10

5.8 Marketing and Outreach ..................................................................................................11

5.9 Planning and Monitoring and Evaluation.........................................................................11

5.10 Consolidated Organisation Structure ..............................................................................12

5.11 Job Profiles ......................................................................................................................12

5.12 Core Responsibilities – Executives .................................................................................13

5.13 Core Responsibilities – Management..............................................................................13

5.14 Core Responsibilities – Operations Staff.........................................................................14

5.15 Core Responsibilities – Support Functions .....................................................................15

6 Human Resource Practices .........................................................................................................16

7 Conclusion ...................................................................................................................................16

APPENDICES ........................................................................................................................................17



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A – Consolidated Organisation Structure...............................................................................................18

B – Human Resource Job Profiles .........................................................................................................19

C – Key Human Resource Management Practices ...............................................................................20



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1 Terms of Reference

This human resource management model has been prepared by Learning Strategies aspart of the assistance to the Department of Higher Education and Training for thedevelopment of an Enterprise Architecture as phase one for a National Post-SchoolEducation and Training (PSET) Central Applications Services (CAS).

The chapter completes step 4.4 of the Project Plan and presents deliverable 4.6 as per theTerms of Reference and forms chapter 6 of the consolidated CAS Enterprise Architecture.

The purpose of this chapter is to present a human resource management model as part ofthe overall design of the Enterprise Architecture for the Central Applications Service. Thehuman resource management model presents a human resource management approach,organisation structure, job profiles and proposed human resource practices forimplementation following the establishment of the CAS.

It should be noted that this human resource management model will form the basis for acomprehensive human resource management function for the CAS. Effectively, thischapter presents a blueprint for the future human resource function to be established andactioned by human resource practitioners appointed to that function once the CAS isestablished.

2 Scope of Work

The human resource management model should comprise at least the followingcomponents as specified in the Terms of Reference:

Conduct a workload assessment;

Design a Human Resource Management (HRM) model;

Design all other support functions required by the CAS:

o Operations;

o Finance;

o Human Resources;

o Supply Chain Management;

o Information Technology and Business Intelligence;

o Marketing and Outreach; and

o Planning and Monitoring & Evaluation

Design post descriptions, job profiles and minimum requirements for each post(maximum 20); and

Recommend a credible staff recruitment, retention and development practice toensure appropriate induction, continued learning, talent management andsuccession planning amongst others.



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3 Human Resource Management Model

3.1 Operating Model and Service Model

Human resource management takes place within the context of the entire organisation andis hence fundamentally based on the founding business strategy and service model for theentity. The CAS is to be established as a service entity providing services to bothapplicants and institutions as well as other service departments and stakeholder includingvarious government departments. It will fulfil a range of services within the comprehensivevalue chain which has been defined in the service model as set out below:

This value chain sets out the key service functions of the Central Applications Service.These functions have been utilised to formulate a high level service model for the CAS asfollows:

Policy &Legislation

AcademicProgrammeDefinition

Outreach&

Training

ApplicationHandling

NSFASFunding

Integration

Interfacewith

Institutions

ClearingHouse &

ApplicationClosing

ReportingMonitoring

&Evaluation

Application Handling

Receive &Process

Application

Receive &Match

ApplicationFee

Receive &Process

SupportingDocs

Receive &Process

Change ofMind

Interface with Institutions

Send Data toInstitutions

Receive Datafrom

Institutions

OnlineApplications

Portal

Two-way Communication with ApplicantsCDS/NCAPintegration

Note: This Operating Model was approved as part of theService Model, and has been amended to position NSFASFunding Integration before Interface with Institutions toalign with proposed application flows



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The service model clearly indicates the range of services and activities undertaken withinthe CAS but more importantly the extensive number of stakeholders and service partnerswho will receive benefits and services from the CAS in addition to the core customer of theCAS being the applicants themselves.

The above value chain and service model will be formulated into a comprehensivebusiness strategy for the CAS which must form the starting point and basis for any humanresource management model. The business strategy of the CAS will focus on its role as aservice provider to the applicants and service partners. The service model also presentsthe options for functions to be established as internal functions with certain functions suchas outreach and potentially components of the information technology arena beingprovided by specialist service providers to the CAS entity.

The human resource management model therefore needs to cater for these requirementsand options.

3.2 Functional Model

The service model can be further broken down into a functional model as set out below:

The functional model is described in detail in deliverable 4.4 which describes the standardoperating procedures for the CAS. The functional model has been used as the key input informulating the proposed organisational structure.

3.3 Human Resource Strategy

The human resource strategy will therefore be based on the following:

Ensure the capability to define the human resource and capacity requirements forthe functions to be delivered by the CAS and to forecast these requirements withinthe change in scope of functions including transition from hard copy applicationsto online applications.

Establish a capable and functional human resource and management capability toensure the appropriate human resources are attracted, retained and developed tomeet the functional requirements of the CAS.



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To manage an efficient HR function including all administration functions related toHR including, but not limited to, performance management and assessment,remuneration, payroll administration, leave management and terminations.

To support the organisation through the efficient acquisition of appropriateresources including the induction and on-boarding processes at the outset, andsupporting the operations with appropriate ongoing training and development asrequired.

3.4 Human Resource Management Model

The strategy set out above which is fundamentally linked to the corporate strategy of theCAS can then be translated into a functional human resource management model whichwill ensure that all necessary human resource activities are undertaken throughout thehuman resource management lifecycle from HR panning through attracting and engaging,through retention, remuneration and management and include development andperformance management. The human resource model can be summarised as follows:

The core components of the HR model are as follows:

3.4.1 HR Planning

This function mainly focuses on planning the capacity and capabilities required includingthe development of a workforce plan and the necessary talent management processes tomanage the movement of talent through various roles into target areas.

The workforce plan must be based on comprehensive studies of the individual jobs andfunctions. This job analysis enables the development of effective job profiles (jobdescriptions and specifications) and the definition of the inputs to the performancemanagement processes.

3.4.2 Attract

This function involves the entire process of attracting appropriate human resource into theorganization including the recruitment processes, selection and placement of these



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resources into the organization. The attraction process is completed through effectiveinduction and initial training of these resources to fulfil their proposed functions.

3.4.3 Retain

The retain function focuses on reward and recognition ensuring that the remunerationstructures and other required mechanisms are appropriate to retain the resources in theirroles. The entire process of career management which links to the earlier talentmanagement function should aim to present individuals with career paths which willsupport retaining them for the benefit of the organization.

3.4.4 Develop

The develop function in HR supports the training and ongoing development of resourcesboth from a functional and soft skills perspective. Development is also fundamentallylinked to the performance management and assessment which includes the formulation ofdevelopment plans to support individuals to meet their current role objectives and functionsand also to develop their capabilities for future roles as presented in the workforce planwhich would account for promotions and succession planning.

4 Workload Assessment

In order to develop a human resource plan including an organization structure and financialbudget for the organization, it is critical to determine the human resources required by theorganization according to the work which is to be performed.

The service model has defined the functions to be performed. The enterprise architectureteam has also had the opportunity to engage with the KZN central applications office wherea workload model has been developed and this information was shared with the CAS team.It should be noted, however, that this workload model only covered a number of core areascurrently undertaken by the KZN CAO including document management, paymentchecking, login payments, data capture and electronic communications. Workloadassessment has not been performed for certain of the other areas as well as in particular,the new roles and functions which will be required as the application processes migratetowards online applications which need to be validated rather than captured and checked.

The workload model provided by the KZN CAO also presented the resources required forthe range of applications expected by the CAO. The CAS, once established, is expected tomanage applications which will increase from the number currently handled by the CAO ofapproximately 100 000 progressively towards handling some 500 000 or 600 000applications. Accordingly, this change in numbers is orders of magnitude larger, whichmay mean that certain of the workload assessments may be substantially different. Toadjust for this, efficiency factors have been developed into the workload model to projectthe effect of adding a further 100 000 applications to the current CAO level of 100 000applications.

The processing efficiency factor which applies to data capturing, scan agents and otheroffice agents has been set at 90%, meaning that for each additional 100 000 applications, itis expected that the resources required for this function will increase by 90%, not 100%.

In the case of the call center, further efficiencies are expected and the call center efficiencyfactor has been set at 85%. It should be noted that the call center efficiency applies to callcenter agents and communications agents in a comprehensive contact center dealing withtelephone calls, emails and potentially other correspondence.

The detailed outcome of the workload assessment is presented in the key assumptionsand staff costs pages in the cost estimations for CAS report (chapter 10). It is not



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considered appropriate to repeat these workload estimations in this report rather toreference the human resource structure to this report in term of the final projected staffnumbers in each role and function as defined by the various assumptions and set out onthe staff cost page of that report. The focus of this human resource management model isto present an appropriate structure for the organization including the different roles andjobs with their respective descriptions and functions.

The table below, however, contains a summary of the projected staff numbers for thebaseline implementation scenario in chapter 10, resulting in a business as usual staffcomplement of 196 in Financial Year 2022/2023:

Financial Year 2016/2017

2017/2018

2018/2019

2019/2020

2020/2021

2021/2022

2022/2023

Executive Structure - 1 4 6 6 6 6

Operations - 1 4 21 34 56 71

Call Centre - - - 13 21 36 45

Human Resources - - 1 3 3 4 4

Finance - 1 2 5 5 7 7

Supply Chain - - 1 2 2 2 2

IT & Business Intelligence - 2 5 5 6 10 12

Marketing & Outreach - - 2 12 24 36 42

Admin Support - 1 2 5 5 6 7

Total FTEs - 6 21 72 106 163 196

5 Proposed Organisation Structure

The organisation structure has been presented at an overview level and then broken downinto the various functional areas including an executive structure, operations, finance, HR,supply chain, IT, marketing and outreach and planning, monitoring and evaluation. Eachareas is dealt with separately below:

5.1 Organisation Structure Overview

The proposed organisation structure is expected to comprise a CEO who would reportdirectly to the board together with five executive mangers each responsible for one of thefive key functional areas of the organisation. The high level organisation structure with thefive functional areas of operations, finance (including HR ad supply chain), informationtechnology, marketing and outreach and panning and M&E is as follows:



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The high level organisation structure in turn presents the primary functional areas coveredin each function without providing the individual job or roles in each of these areas. Thedetailed organisation structure will provide the individual roles as set out below.

The organisation structure also presents the overall functional requirements withoutdefining whether particular functions may be delivered through internal resources orpotentially procured from appropriate service providers. This is particularly relevant in thearea of information technology and marketing and outreach where it is likely that certainfunctions and services will be procured from service provider entities. Nevertheless it isassumed at this point that internal audit will be provided as a service provided by anexternal service provider.

5.2 Executive Structure

The executive management team is expected to comprise the Chief Executive Officer,together with the five key individuals reporting directly to the CEO. Within this executivemanagement team it is likely that an Exco would consist of the three C-Suite functionsbeing the Chief Executive Officer, Chief Operations Officer and Chief Financial Officer.The Management Committee would then comprise these three positions together with theIT Executive, Marketing and Outreach Executive and Planning and M&E Executive.

The executive structure can therefore be presented as follows:

CEO

Chief OperationsOfficer

ApplicationHandlingManager

Call CentreManager

CommunicationsManager

Referrals /Clearing House

Manager

Chief FinancialOfficer

FinanceManager

HR Manager

SCM Manager

IT Exec

CAS SystemsAdministrator

IT SupportTechnician

CAS BI Analyst System TrainingLead

Marketing &Outreach Exec

StakeholderRelationsManager

OutreachManager

Planning andM&E Exec

PlanningSpecialist

M&E Specialist

Board

Key Assumptions:1. Internal Audit is provided as a service by an external service provider2. IT system is developed and supported by an external vendor and supported and hosted by a 3rd party vendor3. The Organisation Structure represents roles that will be filled or combined based on job requirements4. Likely additional admin roles such as receptionist, secretary, cleaning and driver have not been defined here



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The service and functions of the CAS will likely be heavily dependent on informationtechnology. The nature of this technology in respect of either internally or externallydeveloped and either internally or externally hosted will depend on the scale and nature ofthe IT function. There is a potential for the IT Executive to join the C-Suite as a CIO,particularly in the case if significant internal resources, development and management ofthe IT function being required within the CAS structure.

5.3 Operations

Operations are at the heart of the CAS and deal with all of the functions whereby the CASwill engage with applicants and the submission of application information to institutions.

The operations function will be headed by a Chief Operations Officer (COO) who will reportdirectly to the CEO.

The operations function will comprise an applications handling function together with acontact centre and a referrals (clearing house) function.

The applications handling function is a factory based process efficiency area whereapplications received will be captured, checked, scanned, validated and submitted toinstitutions for the selection processes.

The contact centre will be the entire scope of engagement directly with applicants thoughand inbound and outbound call centre as well as dealing with all other communicationssuch as emails and potentially correspondence. The traditional concepts of a call centreand communications function are recommended to be consolidated into a comprehensivecontact centre.

The proposed structure of the operations function is as follows:



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5.4 Finance Function

The finance function is the first of the support functions. The head of the finance functionwill be the Finance Manager who will report to the Chief Financial Officer. The ChiefFinancial Officer will be responsible for finance, HR and supply chain and will report to theCEO. The finance function should include financial accounting and payroll administration.The finance function should comprise of at least the following roles:

5.5 Human Resource Function

The human resource function will be headed by the HR manager who will report to theChief Financial Officer. The HR manager will have two functional areas reporting to them,namely Organisational Development and HR Administration. Note that the HRAdministration includes all administrative aspects but does not include payrolladministration with forms part of the finance function in accordance with the separation ofduties.

The Organisation Development function includes the HR planning and developmentfunctions of the human resource model, and deals with all aspects of organisational design,job design and performance management.



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5.6 Supply Chain Management

Supply chain management is responsible for all procurement and contract managementand will be headed by a Supply Chain Manager who reports to the Chief Financial Officer.The two primary functional areas are procurement and contracts management. TheSupply Chain Manager would be responsible for the procurement strategy aspects and beinvolved in all core negotiations for contracts and significant procurements.

The supply chain function will comprise of at least the following:

5.7 Information Technology and Business Intelligence

The IT function which will include the business technology will be headed by the ITExecutive. As indicated above, depending on the scope of IT functions undertakeninternally, it is possible that this role could be upgraded to a Chief Information Officer role.In the currently proposed structure the IT Executive would have four functional areasreporting to them including systems administration, IT support, business intelligence andtraining.

The IT functional structure will include at least the following functional areas:



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5.8 Marketing and Outreach

The marketing and outreach is headed by an executive responsible for this area reportingto the Chief Executive Officer. The two functions are primarily focused as follows:

Stakeholder Relations – this function involves maintaining effective relationshipswith all core stakeholders including institutions and government departments andother agencies which are effectively service partners of the organisation. This willrequire relationship agents to be responsible for the engagement with theseentities on an ongoing basis.

The Outreach area is effectively focused at the applicants. Outreach will beresponsible for engaging with applicants through schools, career fairs and othermechanisms aimed at ensuring applicants are fully informed regarding theapplication process and the mechanisms available to them to gain necessaryinformation they require for their applications.

In both cases, the stakeholder relations function, and the outreach function will have atraining component. Stakeholder relations will be involved in training users at theinstitutions in order to effectively engage with the CAS. The outreach function will trainteachers and career advice officers regarding interfacing with the CAS so that they in turncan pass this training and knowledge on to individual applicants.

The marketing and outreach function can be presented as follows:

It is highly likely that the CAS will utilise service providers for a number of these roles.Managing a distributed network of outreach agents and even relationship agents may becomplicated and difficult. In particular, managing distributed teams of outreach agents ineach province would require on the ground management in each area, rather, it isexpected that this function will be provided by local service providers who know the areaand can undertake the outreach functions against specified protocols for these activities.Accordingly, these positions have been presented as potential outsourced positions. Theethical aspects of outsourcing including ensuring that service providers are adequatelytrained and remunerated for their work will need to be considered in the contractingprocess.

5.9 Planning and Monitoring and Evaluation

The final function is the planning and M&E function which is headed by an executiveresponsible for this area reporting to the Chief Executive Officer. The planning aspect isprimarily focused on planning for policy implementation. Planning should also includeengaging with changes in the market place and trends so as to inform the futuredevelopment of systems and processes for the organisation itself.



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The monitoring and evaluation function is aimed at ensuring the CAS meets its objectivesand targets. This will be a specialist function utilising the processes specified in the M&Ereport (deliverable 4.9 of the enterprise architecture project). The M&E function willengage directly with the business intelligence function forming part of the IT area.

This function can be represented as follows:

5.10 Consolidated Organisation Structure

A consolidated organisation structure has been prepared which differentiates the variousroles into executive and management roles and identifies the different starting positionsand according to level of specialisation and the potential for services to be provided fromthird party providers. This consolidated organisation structure is attached as Appendix A.

5.11 Job Profiles

To support the organisation structure set up above, individual job profiles (job descriptionsand requirements) had been prepared for all 39 positions in this structure. These include:

Executives 6 positions

Management 9 positions

Other staff 24 positions

This is 19 more than the envisaged 20 per the original project proposal.

The job profiles have been prepared as summary profiles setting out in each case thefollowing:

Job Description - including title, division within the CAS and the expectedlocation.

Reporting Relationships and Grade Levels – in each case the position hasbeen defined in terms of to whom it will report as well as defining the positions’peers and subordinates. The grade levels for each of these levels have beendefined.

Core Responsibilities – setting out the primary responsibilities of the position.

Key Performance Areas – the main key performance areas and the percentageallocation of time expected for the role have been defined.

Core Skills and Competencies

Qualifications and Professional Experience Requirements

The job profiles should be seen as summary profiles which will be expanded on during thedetailed design phase. A summary of the core responsibilities for a selection of keypositions has been set out below and separated between executives, management,operating staff, and support functions.



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The job profiles are presented in a separate document headed Post Descriptions andProfiles Appendix and form an appendix to this deliverable number 4.6.

5.12 Core Responsibilities – Executives

The table below presents a summary of the core responsibilities of executives:

# Position Core Responsibilities

EXECUTIVES: All Executives participate as a member of the executiveleadership team in determining the company’s strategy,plans and budgets and provide advice, information andguidance to the Board

1 Chief ExecutiveOfficer

Strategically position the organisation to achieve itsmission

Ensuring the realisation of the defined and agreedstrategic objectives of the organisation

2 Chief OperationsOfficer

Ensuring that operational targets delegated from thestrategic plan are realised

Support the CEO in the achievement of the strategicmandate and mission of the organisation

3 Chief FinancialOfficer

Accomplish the organisation’s strategic financialobjectives by developing, monitoring and evaluatingplans and results, and enforcing controls

4 IT Executive Planning, managing and implementing ICT strategy andproviding solutions for the organisation

5 Marketing andOutreach Executive

Devise Marketing and Outreach Strategy and oversee theimplementation of the Marketing and Outreach Plan

6 Planning andMonitoring &EvaluationExecutive

Develop annual strategic and operational plans andmonitor performance against plan

Develop a monitoring framework and report againstpredetermined objectives and delivery agreements foroutcomes

5.13 Core Responsibilities – Management

The table below presents the core responsibilities for management positions:


MANAGEMENT: Management positions are members of the managementteam and typically have key functional areas reporting tothem. In certain cases, management positions will reportdirectly to the Chief Executive Officer, while in othercases these management positions will report toexecutives or other senior managers.

The primary responsibility of management is toimplement the company’s strategies and plans within thebudget and guidance provided by executive and theboard.

1 ApplicationsHandling Manager

Plan and monitor the activities of the applicationshandling team



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Ensure that applications handling operational targets aremet

2 Call CentreManager

Manage and lead the call centre staff to ensure that theCall Centre delivers class-leading and quality orientedcustomer service to applicants and other stakeholders

3 CommunicationsManager

Development of a Communications Plan and Strategy Supervise and coordinates the work of the

communications team Responsible for the coordinating and managing the

development and production of communication materials

4 Referrals / ClearingHouse Manager

Plan and monitor the activities of the referrals / clearinghouse function

Ensure that referrals / clearing house operational targetsare met

5 Finance Manager Manage and lead the finance department staff (includingpayroll)

Ensure that all financial and accounting aspects are inline with requirements

General financial support to the Executive

6 Human ResourcesManager

Manage and lead the HR department staff Ensure that the human capital requirements of the

organisation are met

7 Supply ChainManager

Manage and lead the supply chain department staff Ensure that the procurement requirements of the

organisation are met Manage supplier contracts

8 StakeholderRelations Manager

Manage and monitor the deliver of the RelationshipAgents

Negotiate Relationship Agency contracts

9 Outreach Manager Manage and monitor the deliver of the Outreach Agents Negotiate Outreach Agency contracts

5.14 Core Responsibilities – Operations Staff

The table below presents the core responsibilities for operational staff positions:


COREOPERATIONSSTAFF:

The responsibilities of core operational staff are to carryout the operational activities aimed at providing theapplication service to applicants and service partners.Operation staff will be performance managed against theactual delivery of the services to applicants and servicepartners.

1 Call Centre Receive incoming and make outgoing calls followingpredefined scripts

2 Office Agent Deal with walk-in enquiries and processing assistancefrom applicants and prospective applicants



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Receive hard copy documentation from walk-inapplicants

3 Scan Agent Scan paper applications and other documents andstatus change requests for upload and update ofapplicant data on the CAS database

Upload scanned data files to the CAS database

4 Data CaptureAgent

Processing of paper application forms and status changerequests received from applicants

Upload supporting documents and proof of payment ontothe CAS database

5 Validation Agent Review applications to ensure that it is complete andready for release to institutions

Release applicants to institutions Reconcile proof of payment from applicants Follow-up on outstanding and incomplete information

6 CommunicationsAgent

Draft and distribute communications material according tothe Communications Plan

Facilitate development and production of communicationsmaterials

7 Referrals / ClearingHouse Agent

Producing and analysing of clearing house reports Execute and communicate clearing house activities

5.15 Core Responsibilities – Support Functions

The core responsibilities of the support function positions are as follows:


CORE SUPPORTFUNCTIONS:

The core responsibilities of the support functions are tosupport the core operations and management andexecutive in fulfilling their functions to implement thestrategy of the organization. The success of supportfunctions is measured indirectly in their ability to supportthe core operations and management to fulfil these roles.

1 CAS SystemsAdministrator

Add, reset and de-activate user access restrictions Maintain Data Selection Lists and Conversion Tables as

well as System Operational Parameters Upload and extract of data files and lists

2 FinancialAccountant

Facilitate budgeting process Maintain the Accounts Payable records and payments Interface sub-ledgers and produce Financial Reports and

Management Information Oversee GL, FA, AR and Cashbook functions

3 Accountant GL andFA

Prepare and process GL Journals Maintain Fixed Asset Register and perform asset

verification counts Perform tasks delegated by Financial Accountant



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4 AR and CashbookClerk

Record and reconcile receipts Follow-up on outstanding debtors Maintain and reconcile Cashbook

5 Senior ClerkPayroll

Maintain Payroll System Generate payroll and payroll taxes file Generate and submit bank FTE files for salaries and

payroll taxes

6 HR Administrator Maintain HR records Communicate payment information with Senior Payroll

Clerk Administer staff recruitment, retentions, review and

development activities

7 ProcurementOfficer

Facilitate contracts and quotations Procure and receipt goods and services Issue and safeguard stock items

8 M&E Specialist Support the M&E Executive in monitoring and reportingactivities

Lead the improvement of information managementsystems

6 Human Resource Practices

Two key HR practices require further detail in specifying the human resource managementmodel. These are HR Planning and Talent Management.

A more detailed description of the practices has been prepared as a separate documenthead Key HRM Practices Appendix. This document presents the proposed approach andpractices required for the HR planning process as well as an outline of the proposed talentmanagement strategy dealing with attraction, development and retention of humanresources.

This document is attached as a separate appendix and forms part of deliverable 4.6.

7 Conclusion

This Human Resource Management Model report presents the outline of a humanresource management approach for the proposed CAS entity as well as a description ofthe organisational structure and job profiles expected to be required by the CAS.

This chapter is intended to be a support tool in the establishment of a formal HR functionfor the CAS. It is not intended to provide all the necessary supporting processes anddocumentation but merely as a guide to the establishment of a fully functional humanresource management function.



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APPENDICES



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CEO

Chief OperationsOfficer

ApplicationHandling Manager

Office Agents Scan & File Agents

Data CaptureAgents Validation Agents

Call CentreManager

Call Centre Agents

Communicationsmanager

CommunicationAgents

Referrals /Clearing House

Manager

Referrals / CHAgents

Chief FinancialOfficer

Finance Manager

Senior ClerkPayroll

FinancialAccountant

Accountant GL &FA

AR & CashbookClerk

HR Manager

OD Specialist

HR Administrator

SCM Manager

Contracts Officer

ProcurementOfficer

IT Exec

CAS SystemsAdministrator

IT SupportTechnician

CAS BI Analyst System TrainingLead

System Trainer

Marketing &Outreach Exec

StakeholderRelations Manager

RelationshipAgents

Outreach Manager

Outreach Agents

Planning and M&EExec

Planning Specialist

M&E Specialist

Legend

Exco

Manco

Management

Specialists

Staff

Consolidated

Outsourced

Admin Support Staff positions tobe filled as required:•Secretary•Receptionist•Driver•Refreshments/Kitchen staff

A – Consolidated Organisation Structure



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B – Human Resource Job Profiles

The Human Resource Job Profiles is a stand-alone document and is appended at the endof this chapter.



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C – Key Human Resource Management Practices

The Key Human Resource Management Practices is a stand-alone document and isappended at the end of this chapter.



Human Resource Job Profiles(Appendix B to Chapter 6 – Human Resource

Management Model)

February 2016


Enterprise ArchitectureAppendix B - HR Job Profiles

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Contents


2 Chief Executive Officer ..................................................................................................................2

3 Chief Operations Officer ................................................................................................................3

4 Chief Financial Officer....................................................................................................................4

5 Information Technology Executive.................................................................................................5

6 Marketing and Outreach Executive................................................................................................6

7 Planning and M&E Executive ........................................................................................................7

8 Applications Handling Manager .....................................................................................................8

9 Call Centre Manager......................................................................................................................9

10 Communications Manager...........................................................................................................10

11 Referrals / Clearing House Manager ...........................................................................................11

12 Finance Manager .........................................................................................................................12

13 Stakeholder Relations Manager ..................................................................................................13

14 Outreach Manager .......................................................................................................................14

15 Human Resources Manager........................................................................................................15

16 Supply Chain Management Manager ..........................................................................................16

17 Office Agent .................................................................................................................................17

18 Scan & File Agent ........................................................................................................................18

19 Data Capture Agent .....................................................................................................................19

20 Validation Agent...........................................................................................................................20

21 Call Centre Agent.........................................................................................................................21

22 Communications Agent................................................................................................................22

23 Referrals / Clearing House Agent ................................................................................................23

24 Senior Clerk Payroll .....................................................................................................................24

25 Financial Accountant....................................................................................................................25

26 Accountant General Ledger & Fixed Assets................................................................................26

27 Accounts Receivable & Cashbook Clerk .....................................................................................27



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28 Human Resources Administrator.................................................................................................28

29 Procurement Officer.....................................................................................................................29

30 System Training Lead..................................................................................................................30

31 System Trainer.............................................................................................................................31

32 Relationship Agent.......................................................................................................................32

33 Outreach Agent............................................................................................................................33

34 CAS Systems Administrator ........................................................................................................34

35 IT Support Technician..................................................................................................................35

36 M&E Specialist / BI Analyst .........................................................................................................36

37 Secretary......................................................................................................................................37

38 Receptionist .................................................................................................................................38

39 Driver............................................................................................................................................39

40 Refreshments & Kitchen Staff......................................................................................................40



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B.1


This set of Job Descriptions & Profiles contains the summary job profiles and minimumrequirements for the 39 positions identified for the organisation during the Business andOperating Model phase of the CAS Enterprise Architecture project. This is 19 more thanthe envisaged 20 per the original project proposal.

The document presents a sub-set of deliverable 4.6 as per the Terms of Reference and isan appendix to chapter 6 of the consolidated CAS Enterprise Architecture.

This consist of six executive positions, nine managerial positions and twenty four staffpositions.

These summary Job Descriptions & Profiles need to be reviewed and expanded during thedetailed design phase of the CAS. The Job Descriptions & Profiles should then serve as abaseline for line managers to finalise when appointed.

The Job Descriptions & Profiles contains for each position details regarding:

Job position and reporting relationships

Core responsibilities

Key performance areas / major job functions (limited to a maximum of eight)

Core skills and competency requirements

Qualifications and professional experience required



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B.2

2 Chief Executive Officer

JOB TITLE: Chief Executive Officer

Employer: Central Applications Service

Division: EXCO

Location: CAS Head Office

REPORTING RELATIONSHIPS:

No of Persons:GradeLevel:

Superior: Board of Directors

This position: Chief Executive Officer 1 15

Peers: None

Subordinates:Chief Operations Officer; Chief Financial Officer; IT Executive;Marketing and Outreach Executive; Planning and M&E Executive 5 14; 13; 12

A. Core Responsibilities

Participate as a member of the executive leadership team in determining the company’s strategy, plans and budgets andprovide advice, information and guidance to the BoardStrategically position the organisation to achieve its missionEnsuring the realisation of the defined and agreed strategic objectives of the organisation

B. Key Performance Areas / Major Job Functions:

% of Time

1. Strategic business direction and planning 20%

2. Enhance stakeholder relations and networks on behalf of the CAS 15%

3. Enhance public and media relations 10%

4. Optimise business management and performance processes 15%

5 Ensure financial sustainability and good corporate governance 10%

6. Optimise operational capacity and attract, develop, motivate and retain employees 10%

7. Ensure compliance in terms of the Public Finance Management Act 10%

8. Ensuring efficiency and economy of operations and avoidance of wasteful expenditure 10%

C. Core Skills and Competencies:

Excellent leadership skills

Strong communication skills

Analytical and strategic thinking

Industry knowledge

Strong business knowledge

D. Qualifications & Professional Experience Required:

First degree in finance, business administration or equivalentPost-graduate qualification in Business Management with MBA, MBL, or M Com as an added advantage

10 years’ experience in executive managerial position

3 years’ experience at EXCO level



February 2016

B.3

3 Chief Operations Officer

JOB TITLE: Chief Operations Officer


Division: EXCO




Superior: Chief Executive Officer 1 15

This position: Chief Operations Officer 1 14

Peers: Chief Financial Officer 1 14

Subordinates:Applications Handling Manager; Call Centre Manager;Communications Manager; Referrals/Clearing House Manager 4 10; 9


Participate as a member of the executive leadership team in determining the company’s strategy, plans and budgets andprovide advice, information and guidance to the BoardEnsuring that operational targets delegated from the strategic plan are realizedSupport the CEO in the achievement of the strategic mandate and mission of the organisation


% of Time

1. Meeting of strategic operational targets 20%

2. Optimise operational capacity and attract, develop, motivate and retain employees 15%

3. Ensure effective and efficient applications handling operations 20%

4. Develop and monitor operational and performance plans 15%

5 Manage stakeholder relations and networks 5%

6. Well-managed Call Centre and communications 10%

7. Ensure effective communications strategy 5%

8. Participate in strategy formulation 10%


Excellent leadership skills



Industry knowledge

Strong business knowledge


Relevant master’s degree, or relevant business degree and registered with professional body

8+ years’ experience in executive managerial position

2 years’ experience at EXCO level

IT knowledge is an advantage



February 2016

B.4

4 Chief Financial Officer

JOB TITLE: Chief Financial Officer


Division: EXCO





This position Chief Financial Officer 1 14

Peers: Chief Operations Officer 1 14

Subordinates: Finance Manager; HR Manager; SCM Manager 3 11; 10


Accomplish the organisation’s strategic financial objectives by developing, monitoring and evaluating plans and results, andenforcing controlsParticipate as a member of the executive leadership team in determining the company’s strategy, plans and budgets andprovide advice, information and guidance to the Board


% of Time

1. Manage business and operational risk 15%

2. Assist CEO with compliance in terms of the Public Finance Management Act 15%

3. Ensure adequate control over the assets acquired, managed or controlled by the CAS 10%

4. Ensure that liabilities incurred on behalf of the CAS are properly authorised 10%

5. Ensure efficiency and economy of operations and avoidance of waste and extravagance 10%

6. Ensure that the financial system adheres to general accepted accounting practices and procedures 15%


8. Produce monthly and annual financial statements adhering to accounting policies 15%




Professional knowledge

Good leadership

Good understanding of the Higher Education Industry


Chartered Accountant (registered with professional body)/equivalent qualification

8+ years’ experience in senior managerial position preferably in a similar role

2 years’ experience at EXCO level or 5 years’ as financial manager

IT knowledge is an advantage



February 2016

B.5

5 Information Technology Executive

JOB TITLE: Information Technology Executive


Division: MANCO





This position: IT Executive 1 13

Peers: Marketing and Outreach Executive; Planning and M&E Executive 2 12

Subordinates:CAS Systems Administrator; IT Support Technician; CAS BISpecialist; Systems Training Lead 4 10 - 6


Participate as a member of the executive leadership team in determining the company’s strategy, plans and budgets andprovide advice, information and guidance to the BoardPlanning, managing and implementing ICT strategy and providing technology solutions for the organisation


% of Time


2. Take responsibility for the CAS’s network, hardware and software 15%

3. Monitor the helpdesk function 5%

4. Control all ICT assets 10%

5 Manage ICT contractual agreements 15%

6. Provide ICT support to the organisation 10%

7. Manage ICT service providers 20%

8. Manage technology interfaces with stakeholders 15%


Strong leadership skills

Good communication skills


Broad range of information technology knowledge


Relevant degree and registered with professional body


8 years’ experience in an IT function



February 2016

B.6

6 Marketing and Outreach Executive

JOB TITLE: Marketing and Outreach Executive


Division: MANCO





This position: Marketing and Outreach Executive 1 12

Peers: IT Executive; Planning and M&E Executive 2 13; 12

Subordinates: Stakeholder Relations Manager; Outreach Manager 2 10


Participate as a member of the executive leadership team in determining the company’s strategy, plans and budgets andprovide advice, information and guidance to the BoardDevise Marketing and Outreach Strategy and oversee the implementation of the Marketing and Outreach Plan


% of Time

1. Liaise with and build relationships with stakeholders 15%

2. Provide leadership with the development of marketing and outreach strategies and plans and monitoradherence

20%


4. Manage marketing and outreach budget 10%

5 Build and maintain contacts with the media 10%

6. Write and distribute press releases 10%

7. Organise and attend events and exhibitions 10%

8. Carry out market research and surveys to assess demand, brand positioning and awareness 15%





Broad range of marketing knowledge

Broad knowledge of the Higher Education Industry


Relevant degree and registered with professional body


8 years’ experience in a marketing function



February 2016

B.7

7 Planning and M&E Executive

JOB TITLE: Planning and M&E Executive


Division: MANCO





This position: Planning and M&E Executive 1 12

Peers: Marketing and Outreach Executive; IT Executive 2 13; 12

Subordinates: M&E Specialist Vacant


Devise Marketing and Outreach Strategy and oversee the implementation of the Marketing and Outreach PlanDevelop annual strategic and operational plans and monitor performance against planDevelop a monitoring framework and report against predetermined objectives and delivery agreements for outcomes


% of Time


2. Develop and continuously review performance indicators 20%

3. Oversee the provision and managing of performance information 15%

4. Publish performance information 10%

5 Support line managers with monitoring and evaluation activities 10%

6. Manage and coach the M&E team 5%

7. Lead M&E system and process development initiatives 15%

8.Analyse changes and patterns in KPI indicator data and performance reports in order to makerecommendations 15%





Broad range of monitoring and evaluation knowledge



Bachelor’s degree in Administration, Information Management, Project Management or Finance and registered withprofessional body


8 years’ experience in a M&E role



February 2016

B.8

8 Applications Handling Manager

JOB TITLE: Applications Handling Manager


Division: Operations




Superior: Chief Operations Officer 1 14

This position: Applications Handling Manager 1 10

Peers:Call Centre Manager; Communications Manager;Referrals/Clearing House Manager 3 10; 9

Subordinates:Office Agents; Scan & File Agents; Data Capture Agents;Validation Agents

A Core Responsibilities

Plan and monitor the activities of the applications handling teamEnsure that applications handling operational targets are met


% of Time

1. Develop and maintain applications handling policies and procedures 10%

2. Monitor and distribute workload according to demand 15%

3. Supervise and review application handling activities 15%

4. Maintain and report on application handling volumes and efficiencies 15%

5 Identify training needs within the operations team 10%

6. Provide guidance to agents when required 10%

7. Identify and implement application handling improvement opportunities 15%

8. Manage and coach operations agents 10%







Relevant degree

3 years’ experience in managerial position

6 years’ experience in an applications or admissions function in a Higher Education institution



February 2016

B.9

9 Call Centre Manager

JOB TITLE: Call Centre Manager


Division: Contact Centre





This position: Call Centre Manager 1 9

Peers:Communications Manager; Referrals/Clearing House Manager;Applications Handling Manager 3 10; 9

Subordinates: Call Centre Agents


Manage and lead the call centre staff to ensure that the Call Centre delivers class-leading and quality-oriented customerservice to applicants and other stakeholders


% of Time

1. Manage and coach Call Centre staff 15%

2. Ensure that customer needs are met and exceeded 15%

3. Define and measure Call Centre targets 15%

4. Directly handle escalated customer queries and complaints 10%

5 Analyse call trends and drive a continuous improvement philosophy in the Call Centre 10%

6. Find ways of getting team morale to a high standard 10%

7. Be sympathetic and understanding of the day-to-day stress levels of the agents 10%

8. Manage Call Centre resources to meet fluctuating demands 15%





Broad range of call centre technology knowledge



Relevant degree


8 years’ experience in a call centre function



February 2016

B.10

10 Communications Manager

JOB TITLE: Communications Manager







This position: Communications Manager 1 10

Peers:Referrals/Clearing House Manager; Applications HandlingManager; Call Centre Manager 3 10; 9

Subordinates: Communications Agents 4


Development of a Communications Plan and StrategySupervises and coordinates the work of the communications teamResponsible for coordinating and managing the development and production of communication materials


% of Time

1. Develop and measure communications plans and targets 25%

2. Manage and coach communications staff 25%

3. Coordinate and manage the development and production of communications materials 25%

4. Perform quality control reviews on all official outgoing communications 25%







Relevant degree


8 years’ experience in a marketing or communications function



February 2016

B.11

11 Referrals / Clearing House Manager

JOB TITLE: Referrals / Clearing House Manager


Division: Referrals / Clearing House





This position: Referrals / Clearing House Manager 1 10

Peers:Communications Manager; Applications Handling Manager; CallCentre Manager 3 10; 9

Subordinates: Referrals/Clearing House Agents 5


Plan and monitor the activities of the referrals / clearing house functionEnsure that referrals / clearing house operational targets are met


% of Time

1. Develop and maintain referral and clearing policies and procedures 15%

2. Develop and monitor a referral and clearing calendar/schedule 10%

3. Supervise and review referral and clearing activities 15%

4. Maintain and report on referral and clearing activities 10%

5Communicate referral and clearing house activities outcomes to Call Centre for distribution toapplicants and institutions 10%

6. Review the loading of referral and clearing house activities outcomes onto the CAS system 15%

7. Identify and implement referral and clearing improvement opportunities 10%

8. Manage and coach Referrals/Clearing House Agents 15%







Relevant degree


6 years’ experience in an applications or admissions function in a higher education institution



February 2016

B.12

12 Finance Manager

JOB TITLE: Finance Manager


Division: Finance




Superior: Chief Financial Officer 1 14

This position: Finance Manager 1 11

Peers: HR Manager; SCM Manager 2 10

Subordinates: Senior Clerk Payroll; Financial Accountant 10 - 8


Manage and lead the finance department staff (including payroll)Ensure that all financial and accounting aspects are in line with requirementsGeneral financial support to the Executive


% of Time

1. Manage and coach finance staff 15%

2. Produce financial reports as required 15%

3. Enforce internal controls 15%

4. Coordinate the budgeting process 10%

5 Ensure that money payable to the CAS is collected 10%

6. Ensure that liabilities incurred on behalf of the CAS are properly authorised 10%

7. Ensure effective control over company assets 10%

8. Maintain financial control of the payroll 15%





Broad range of financial management knowledge



Relevant degree


6 years’ experience as a financial accountant



February 2016

B.13

13 Stakeholder Relations Manager

JOB TITLE: Stakeholder Relations Manager


Division: Marketing and Outreach




Superior: Marketing and Outreach Executive 1 12

This position: Stakeholder Relations Manager 10

Peers: Outreach Manager 10

Subordinates: Relationship Agents 7


Manage and monitor the delivery of the Relationship AgentsNegotiate Relationship Agency contracts when applicable


% of Time

1. Develop and maintain stakeholder relationships 20%

2. Develop and implement stakeholder engagement strategies 20%

3. Manage stakeholder satisfaction research projects 15%

4. Manage stakeholder forums, meetings, and special events 20%

5Coordinate stakeholder contact through the implementation of a stakeholder contact managementsystem 15%

6. Develop and implement stakeholder engagement strategies 10%


Good leadership skills


Good interpersonal skills



Relevant degree





February 2016

B.14

14 Outreach Manager

JOB TITLE: Outreach Manager






Superior: Marketing and Outreach Executive 1 12

This position: Outreach Manager 10

Peers: Stakeholder Relations Manager 10

Subordinates: Outreach Agents 7


Manage and monitor the delivery of the Outreach AgentsNegotiate Outreach Agency contracts when applicable


% of Time

1. Develop and implement an annual outreach strategy and plan 10%

2. Monitor adherence to the outreach strategy and plan 20%

3. Liaise with institutions to schedule outreach activities 10%

4. Manage the development of outreach materials 10%

5 Organise, attend and participate in special events and promotions for the CAS 20%

6. Establish and maintain effective relationships with institutions involved in outreach activities 10%

7. Maintain outreach statistics and identify improvement opportunities 10%

8. Manage and coach the outreach team 10%







Relevant degree





February 2016

B.15

15 Human Resources Manager

JOB TITLE: Human Resources Manager


Division: Human Resources





This position: HR Manager 1 10

Peers: Finance Manager; SCM Manager 2 11; 10

Subordinates: HR Administrator 7


Manage and lead the HR department staffEnsure that the human capital requirements of the organisation are met


% of Time

1. Develop and implement HR policies 15%

2. Coordinate human resources activities such as employment, compensation, labour relations, trainingand development

25%

3. Oversee the analysis, maintenance and communication of employment records required by law 10%

4. Recruit, interview, test and select employees to fill vacant positions 10%

5 Plan and conduct new employee orientation 10%

6. Advise management on appropriate resolution of employee relations issues 10%

7. Prepare and manage human resource operations budget 10%

8. Represent the organisation at personnel related hearings and investigations 10%





In-depth understanding of HR practices


Bachelor’s degree, registered with professional body


6 years’ experience as a HR practitioner



February 2016

B.16

16 Supply Chain Management Manager

JOB TITLE: Supply Chain Management Manager


Division: Supply Chain Management





This position: SCM Manager 1 10

Peers: Finance Manager; HR Manager 2 11; 10

Subordinates: Procurement Officer 8


Manage and lead the supply chain department staffEnsure that the procurement requirements of the organisation are metManage supplier contracts


% of Time

1.Ensure that Supply Chain management is in line with legislation and general accepted practices andprocedures 10%

2. Negotiate prices and terms with suppliers 20%

3. Negotiate and manage supplier contracts 20%

4. Monitor supplier performance to assess ability to meet quality and delivery requirements 10%

5 Maintain supplier database 10%

6. Facilitate tender evaluation sessions 10%

7. Monitor and manage supply demands 10%

8. Manage and coach supply chain staff 10%





In depth understanding of procurement practices


Relevant degree


6 years’ experience in a SCM function



February 2016

B.17

17 Office Agent

JOB TITLE: Office Agent






Superior: Applications Handling Manager 1 10

This position: Office Agent 5 & 4

Peers: Scan & File Agents; Data Capture Agents; Validation Agents 5 & 4

Subordinates: Junior Office Agents 4


Deal with walk-in enquiries and processing assistance for applicants and prospective applicantsReceive hard copy documentation from walk-in applicants


% of Time

1. Provide career and study guidance face-to-face 15%

2. Receive and distribute hard copy study applications 15%

3. Receive and distribute hard copy support documents 10%

4. Provide status updates to walk-in enquiring applicants 10%

5 Process application status change for walk-in applicants 15%

6. Print and post system-generated documents (by Call Agent) to applicant 10%

7. Handle sundry walk-in enquiries 15%

8. Serve as team leader when nominated 10%


Good teamwork skills


Attention to detail

Basic understanding of the Higher Education Industry


Grade 12

3 years’ experience as a junior office agent to become team leader



February 2016

B.18

18 Scan & File Agent

JOB TITLE: Scan & File Agent







This position: Scan & File Agent 5 & 4

Peers: Office Agents; Data Capture Agents; Validation Agents 5 & 4

Subordinates: Junior Scan & File Agents 4


Scan paper applications and other documents, and status change requests for upload and update of applicant data on the CASdatabaseFile hard copy documentsUpload scanned data files to the CAS database


% of Time

1. Scan paper-based application form using technology available 25%

2. File paper-based applications according to policy 20%

3. Upload of files and update of CAS database with application data 10%

4. Scan application status change documentation 20%

5 File status change documentation according to policy 10%

6. Upload of files and update of CAS database with status change data 10%

7. Act as team leader when nominated 5%




Attention to detail



Grade 12

3 years’ experience as a junior agent to become team leader



February 2016

B.19

19 Data Capture Agent

JOB TITLE: Data Capture Agent







This position: Data Capture Agent 5 & 4

Peers: Office Agents; Scan & File Agents; Validation Agents 5 & 4

Subordinates: Junior Data Capture Agents 4


Processing of paper application forms and status change requests received from applicantsUpload supporting documents and proof of payment onto the CAS database


% of Time

1. Capture paper-based study applications 25%

2. File paper-based applications according to policy 15%

3. Upload supporting document images onto the CAS database 15%

4. Upload proof of payment if proof is requested by CAS Office 5%

5 Capture need for student housing on behalf of applicant 5%

6. Capture application status change requests 20%

7. File status change documentation according to policy 10%





Attention to detail



Grade 12




February 2016

B.20

20 Validation Agent

JOB TITLE: Validation Agent







This position: Validation Agent 5 & 4

Peers: Office Agents; Scan & File Agents; Data Capture Agents 5 & 4

Subordinates: Junior Validation Agents 4


Review applications to ensure that it is complete and ready for release to institutionsRelease applicants to institutionsReconcile proof of payment from applicantsFollow-up on outstanding and incomplete information


% of Time

1. Validate study applications to confirm completeness and readiness for release to institutions 30%

2. Reconcile proof of payment from applicant (when proof is requested) 5%

3. Release study application to institutions 15%

4. Follow-up on validation of incomplete study applications 15%

5 Follow-up on unpaid fees 10%

6. Follow-up on non-actioned applicants of institution 10%

7. Accept carry-over for closed application cycle 10%





Attention to detail



Grade 12




February 2016

B.21

21 Call Centre Agent

JOB TITLE: Call Centre Agent






Superior: Call Centre Manager 1 9

This position: Call Centre Agent 5 & 4

Peers: Communications Agents 4

Subordinates: Junior Call Centre Agents 4

. Core Responsibilities

Receive incoming and make outgoing calls following predefined scripts


% of Time

1. Create new applicant on the CAS system on behalf of an applicant 15%

2. Provide career guidance telephonically 15%

3. Send a paper application form on request 5%

4. Fill in study application on behalf of applicants 20%

5 Provide status updates to enquiring applicants 15%

6. Process application status change on behalf of applicants 15%

7. Process a carry-over to a next application cycle on behalf of an applicant 10%





Attention to detail



Grade 12




February 2016

B.22

22 Communications Agent

JOB TITLE: Communications Agent






Superior: Communications Manager 1 10

This position: Communications Agent 4

Peers: Call Centre Agents 4

Subordinates: Junior Communications Agents


Distribute communications under instructions of the Communications ManagerProvide support in the development and production of communications materials


% of Time

1. Distribute communications following the communications plan 40%

2. Meet and exceed communication targets 20%

3. Provide first line support in the development of communications materials 20%

4.Liaise with service providers and perform first line quality checks on communication materialsproduced 20%




Attention to detail



Grade 12

Post grade 12 qualification will be an advantage



February 2016

B.23

23 Referrals / Clearing House Agent

JOB TITLE: Referrals / Clearing House Agent


Division: Referrals / Clearing House




Superior: Referrals / Clearing House Manager 1 10

This position: Referrals / Clearing House Agent 5

Peers: None

Subordinates: Junior Referrals / Clearing House Agents


Perform referral and clearing house activities under the supervision of the Referrals / Clearing House Manager


% of Time

1. Perform allocated referral and clearing house tasks 40%

2. Meet and exceed performance targets 20%

3. Process referral / clearing house transactions on the CAS system 20%

4.Produce reports and identify referral and clearing house actions for recommendation to the ClearingHouse Manager 20%




Attention to detail



Relevant degree

3 years’ experience at a Higher Education Institution in a applications or registration role



February 2016

B.24

24 Senior Clerk Payroll

JOB TITLE: Senior Clerk Payroll


Division: Finance




Superior: Finance Manager 1 11

This position: Senior Clerk Payroll 1 8

Peers: None

Subordinates: None


Take full responsibility for the on time and accurate production of the CAS payrollEnsure that staff are remunerated on predefined payment dates


% of Time

1. Receive and update payroll information on the payroll system 25%

2. Produce and submit payroll changes for approval 25%

3. Produce payroll and bank payment files for approval – Correct and on time 20%

4. Reconcile payroll control accounts 20%

5 Advise staff members on basic PAYE implications 10%


Close attention to detail


Organised, professional and motivated

Proven ability to work without close supervision


Relevant degree or diploma

1 years’ experience in a payroll supervisor role

3 years’ experience in a payroll office



February 2016

B.25

25 Financial Accountant

JOB TITLE: Financial Accountant


Division: Finance




Superior: Finance Manager 1 11

This position: Financial Accountant 1 10

Peers: None

Subordinates: Accountant GL & FA; AR & Cashbook Clerk 9 & 8


Take full responsibility for the accounting function of the organisation from financial data capturing to the production of financialaccounts


% of Time

1. Prepares monthly, quarterly and annual financial statements 30%

2. Analyse and investigate trends and variances 20%

3. Supports the Finance Manager in supplying financial advice to management 10%

4. Prepares special reports on request 10%

5 Supervise the GL, FA, AR, AP and Cashbook functions of the CAS 10%

6. Review and approve transactions prepared by finance team members 10%

7. Enforce internal controls 10%





Deadline orientated


Relevant degree

3 years’ experience in a supervisor position

6 years’ experience as an accountant



February 2016

B.26

26 Accountant General Ledger & Fixed Assets

JOB TITLE: Accountant General Ledger & Fixed Assets


Division: Finance




Superior: Financial Accountant 1 10

This position: Accountant GL & FA 9

Peers: None

Subordinates: None


Responsible for the accurate maintenance of the General Ledger and Fixed Assets Register of the organisation


% of Time

1. Prepare and process approved General Ledger Journals 15%

2. Prepare and process approved Fixed Asset Register transactions 15%

3. Perform allocated General Ledger reconciliations 20%

4. Perform ongoing fixed asset verification counts 10%

5 Produce and analyse reports on request 10%

6. Ensure that period end deadlines are met 10%

7. Provide support during the budgeting process 10%

8. Ensure that budgets are correctly loaded on the General Ledger 10%



Teamwork orientated


Deadline orientated


Relevant degree or post grade 12 qualification

3 years’ experience as an accountant



February 2016

B.27

27 Accounts Receivable & Cashbook Clerk

JOB TITLE: AR & Cashbook Clerk


Division: Finance




Superior: Financial Accountant 1 10

This position: AR & Cashbook Clerk 8

Peers: None

Subordinates: None


Responsible for the accurate maintenance of the Cashbook of the organisation through ensuring the collection of receivablesand the on time payment of payables


% of Time

1. Prepare and process approved receipt and payment transactions 30%

2. Reconcile the AP Register to supplier statements as per finance policy 10%

3. Reconcile AP and AR Registers to the General Ledger 15%

4. Reconcile all bank accounts on a monthly basis and submit for approval 10%

5 Produce and analyse AP and AR reports on request 10%

6. Ensure that period end deadlines are met 10%

7. Provide cash flow reports on request 10%

8. Ensure that that signatories to the bank accounts are maintained 5%



Teamwork orientated


Deadline orientated



3 years’ experience in a similar position



February 2016

B.28

28 Human Resources Administrator

JOB TITLE: Human Resources Administrator


Division: Human Resources




Superior: Human Resources Manager 1 10

This position: HR Administrator 7

Peers: None

Subordinates: None


Provide support to the Human Resources Manager in all human resource related mattersBe available to staff as a first point of contact for all human resource related queries


% of Time

1. Administer all HR related documentation, such and contracts of employment, etc. 25%

2. Ensure that the HR system is up to date, accurate and complies with legislation 25%

3. Assist in the recruitment process 15%

4. Support the HR Manager in all HR Planning and Talent Management processes 15%

5 Liaise with recruitment agencies and job applicants and set up interview sessions 10%

6. Support the employees by providing employment and HR matter advise 10%




Good understanding of HR practices


Relevant post grade 12 qualification

3 years’ experience in a HR department



February 2016

B.29

29 Procurement Officer

JOB TITLE: Procurement Officer


Division: Supply Chain Management




Superior: SCM Manager 1 10

This position: Procurement Officer 1 8

Peers: None

Subordinates: None


The Procurement Officer is responsible for the timely procurement and delivery of products required by the variousdepartments within the organisation.


% of Time

1. Coordinate and enforce the procurement policies and procedures of the organisation 10%

2. Participates in the selection of suppliers based on predefined criteria 10%

3. Conducts comparative analysis and reviews on supplier prices and performance 10%

4. Review purchase requisitions and report anomalies 15%

5 Maintain procurement statistics and analyse procurement reports 15%

6. Manages the receipt of procured items 15%

7. Approve and submits final invoices to the finance department 15%

8. Support the SCM Manager in all procurement matters 10%





Good understanding of procurement practices



3 years’ experience in a supply chain department



February 2016

B.30

30 System Training Lead

JOB TITLE: System Training Lead


Division: Information Technology




Superior: IT Executive 1 13

This position: System Training Lead 1 8

Peers: None

Subordinates: System Trainers 6


Manage the system training activities and implement all scheduled training courses for all users of the CAS system


% of Time

1. Develop annual training budgets and plans 15%

2. Coordinate the development of training material and training courses 20%

3. Quality review training material 15%

4. Supervise trainers and training sessions 15%

5 Evaluate and coach trainers 15%

6.Review training programme and training material on an ongoing basis to ensure continuousimprovement 10%

7. Liaise with users and stakeholders to assess quality and relevance of training interventions 10%





Strong information technology knowledge


Relevant degree

3 years’ experience in leading a training team

6 years’ experience in a system testing or training role



February 2016

B.31

31 System Trainer

JOB TITLE: System Trainer






Superior: System Training Lead 1 8

This position: System Trainer 6

Peers: None

Subordinates: None


Conduct system training activities and training courses for users of the CAS system


% of Time

1. Keep knowledge of the CAS system on a high standard at all times 15%

2. Assist with the development of training material and training courses 15%

Conduct training session 60%

3. Conduct quality feedback session following all training interventions 5%

4. Interview trainees to assess quality and relevance of training interventions 5%




Strong information technology knowledge



3 years’ experience in conducting system training sessions



February 2016

B.32

32 Relationship Agent

JOB TITLE: Relationship Agent



Location: CAS Head Office or Regional Office



Superior: Stakeholder Relations Manager 10

This position: Relationship Agent 7

Peers: Outreach Agents 7

Subordinates: None


Perform relationship building activities in accordance with the relationship plan under the supervision of the StakeholderRelations Manager


% of Time

1. Perform tasks allocated in the stakeholder engagement strategy and plan 70%

2. Meet and exceed relationship building targets 10%

3. Identify and report relationship issues to the Stakeholder Relations Manager 10%

4. Identify opportunities to enhance stakeholder relations improvement initiatives 10%








3 years’ experience in a marketing or relationship management role



February 2016

B.33

33 Outreach Agent

JOB TITLE: Outreach Agent



Location: CAS Head Office or Regional Office



Superior: Outreach Manager 10

This position: Outreach Agent 7

Peers: Relationship Agents 7

Subordinates: None


Perform outreach activities in accordance with the outreach plan under the supervision of the Outreach Manager


% of Time

1. Perform tasks allocated in the outreach strategy and plan 70%%

2. Meet and exceed outreach targets 10%

3. Identify and report relationship issues to the Outreach Manager 10%

4. Identify opportunities to enhance outreach initiatives 10%








3 years’ experience in a marketing or relationship management role



February 2016

B.34

34 CAS Systems Administrator

JOB TITLE: CAS Systems Administrator







This position: CAS Systems Administrator 10

Peers: None

Subordinates: None


Administer the access and roles of users of the CAS SystemManage the integration with institutional systemsSupport the production and analysis of reports to manage the integrity of the CAS system data


% of Time

1. Add, reset, de-activate and change CAS User access 20%

2. Setup and change institution details on the CAS database 10%

3. Maintain predefined data selection lists and data conversion tables 15%

4. Set system operational parameters 10%

5 Match and load grade 12 results 10%

6. Re-assess grade 12 marks 10%

7. Search and extract data from audit trail logs 15%

8. Bulk search for and replace data errors 10%





In depth knowledge of the CAS system and technology


Relevant degree

3 years’ experience in a similar role

6 years’ experience in a similar IT environment



February 2016

B.35

35 IT Support Technician

JOB TITLE: Information Technology Support Technician







This position: IT Support Technician 7

Peers: None

Subordinates: None


Monitor and maintain the computer systems and networks of the organisationInstall and configure computer systems, diagnose hardware and software faults and solve technical and applications problems


% of Time

1. Monitor and maintain computer systems and networks 20%

2. Troubleshoot system and network problems and diagnose and solve hardware or software faults 15%

3. Install and configure systems and applications 15%

4. Set-up user accounts and profiles and deal with password issues 10%

5 Test and evaluate new technology 10%

6. Support the roll-out of new applications 15%

7. Support users with all technical and system related matters 15%





Broad knowledge of information technology






February 2016

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36 M&E Specialist / BI Analyst

JOB TITLE: M&E Specialist / BI Analyst







This position: M&E Specialist / BI Analyst 9

Peers: None

Subordinates: None


Produce financial and market intelligence reports from source dataAnalyse data patterns and trends in order to produce monitoring and evaluation intelligence


% of Time

1.Analyse data and produce in report format that enables interpretation for the purpose of monitoring andevaluation activities 25%

2. Maintain or update business intelligence tools, databases and systems 25%

3. Ensure timely flow of business intelligence information to users 20%

4. Document specifications for business intelligence reports 15%

5Create or review technical design documentation to ensure the accurate development of reportingsolutions 15%





Broad knowledge of information technology


Relevant degree

2 years’ experience in a M&E Specialist / BI Analyst role




February 2016

B.37

37 Secretary

JOB TITLE: Secretary


Division: Support Staff




Superior: To be determined

This position: Secretary 4

Peers: None

Subordinates: Receptionist; Driver; Refreshment and Kitchen 3 -1


Support allocated management and staff by undertaking a variety of administrative and supporting roles


% of Time

1. Word processing and report writing 15%

2. Dealing with telephone and email enquiries 15%

3. Scheduling and attending meetings, creating agendas and taking minutes 15%

4. Keeping diaries and arranging appointments 10%

5 Organising travel for staff 10%

6. Creating and maintaining filing systems 10%

7. Manage workload of other admin staff members 15%

8. Manage office cleaning contractors 10%




Ability to work without supervision and take initiative



Secretarial qualification

3 years’ experience as a secretary at executive level

6 years’ experience as a secretary



February 2016

B.38

38 Receptionist

JOB TITLE: Receptionist






Superior: Secretary 4

This position: Receptionist 3

Peers: None

Subordinates: None


Responsible for access control to the CAS buildingResponsible for answering the switchboard and transfer calls and take messages when required


% of Time

1. Maintain access register to the building 25%

2. Answer switchboard in a professional manner and transfer calls or take massages when required 25%

3. Ensure that messages are delivered to recipients 10%

4. Notify staff of visitors 10%

5 Welcome visitors in a professional manner 10%

6. Provide sundry administrative support as and when required 10%

7. Provide refreshment and kitchen support as required 10%






Grade 12 or higher

3 years’ experience as receptionist



February 2016

B.39

39 Driver

JOB TITLE: Driver







This position: Driver 2

Peers: None

Subordinates: None


Deliver and collect documents and parcels with a motor vehicle


% of Time

1. Deliver and collect documents and parcels under instruction 90%







Grade 12

3 years’ experience as driver with a organisation of similar size

Valid driver’s licence



February 2016

B.40

40 Refreshments & Kitchen Staff

JOB TITLE: Refreshments and Kitchen







This position: Refreshments and Kitchen 1

Peers: None

Subordinates: None


Provide management and guests with refreshmentsClean dishes and keep kitchen tidy


% of Time

1. Provide refreshment according to company policy 60%

2. Clean dishes and keep kitchen tidy 30%







Grade 10 or higher

3 years’ experience in similar role



Key Human Resource Management Practices(Appendix C to Chapter 6 – Human Resource

Management Model)

February 2016


Enterprise ArchitectureAppendix C - Key HRM Practices

February 2016

C.i

Contents


2 HR Planning...................................................................................................................................1

3 Talent Management Strategy ........................................................................................................3

3.1 Attraction Strategy .............................................................................................................3

3.2 Development Strategy.......................................................................................................3

3.3 Retention Strategy.............................................................................................................4

4 Common Challenges in Talent Management ................................................................................5

5 Conclusion .....................................................................................................................................6



February 2016

C.1


This Human Resource Management Strategy that contains the key Human Resource (HR)Management Practices has been prepared by Learning Strategies as part of the assistanceto the Department of Higher Education and Training for the development of an EnterpriseArchitecture as phase one for a National Post-School Education and Training (PSET)Central Applications Services (CAS).

The document presents a sub-set of deliverable 4.6 as per the Terms of Reference and isappendix C to chapter 6 of the consolidated CAS Enterprise Architecture.

The purpose of this document is to present the Human Resource Management Strategywhich intends to present an effective and efficient mechanism for effectively and efficientlymanaging CAS’ workforce.

It is expected that this strategy which is intended as an implementation support strategy willbe expanded on and developed further once CAS has been established.

2 HR Planning

The purpose of an HR plan is to ensure that the entity has the right skills, at the aptquantity, time and cost which are able to deliver on the strategic objectives of theorganisation. When conducting HR planning, HR must ensure that it is aligned with theemployment equity targets and the talent management strategy.

HR together with line managers need to forecast workforce demand, assess currentworkforce and develop action plans to bridge gaps. The HR plan therefore has thefollowing steps:

Forecast – entails understanding the business strategic objectives, assessing theimpact on the various departments/units and identifying which structures,systems, processes and skills are required to meet the objectives and the periodfor which the skills are required.

Job Design - it should be standard practice that all posts should have graded jobdescriptions. Job descriptions form the basis of the competency profiles,performance management templates and background to which the workforce isanalysed and ensures that there is integration among the respective HumanResource Management (HRM) tools. HR must also review existing posts and jobdescriptions on an ongoing basis to ensure that they are relevant to theincumbent’s current activities and remain relevant to the business objectives.

Workforce Analysis – entails assessing the demographic profile (i.e. age, raceand gender – analyse attrition, employment equity profile and age profile) andcompetencies of the current workforce against the required skills and numerictargets. Workforce analysis assists in identifying whether the organisation has therequired skills internally or whether the skills should be procured externally.Succession and Development Plans must be developed based on the results ofthe workforce analysis. The workforce analysis should give both the overallbusiness perspective and individual departmental impacts. (Note: Workforceanalysis can be done using Human Resource Information Management Systems).



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Example of Workforce Analysis Template:

Department Position Grade Empl.No Name Age Gender Race Qualifications

Yrs.ofExp.

TimeinCur.Post

Transition Plan – is an action plan on how to bridge the identified skills gap.When developing a transition plan, HR (together with respective line managers)should consider CAS’ talent management strategy. The talent managementstrategy should include development, succession and retention strategies,promotion policies, recruitment policies and employment equity targets. Thetransition plan might include upskilling current employees or acquiring the skillsexternally.

HR Planning Process

The CAS Human Resources Strategy is mapped out in the figure below.

Understand CASBusinessStrategy

Cascade intoDepartmental

Objectives

Forecast Skillsand/or quantity

Required

Job Design(develop JD &

grade post)

WorkforceAnalysis

DevelopTransition Plan Implement

Monitor &Evaluate

Implementation



February 2016

C.3

HR planning should be conducted on an annual basis, immediately after CAS’ annualstrategic objectives have been identified. Subsequently, the Development Plan andSuccession Plan should be developed.

3 Talent Management Strategy

Talent management is aimed at attracting, developing and retaining employees whohave critical skills or show the potential to drive high-performance in the organisation andassist CAS to effectively and efficiently deliver on its services. The employees may be atdifferent levels in the organisation, i.e. from entry to executives.

3.1 Attraction Strategy

In order to attract the desired talent, organisations should position themselves to have thedesired employer brand in the market, that is, be perceived as the employer of choice.Characteristics of an employer of choice include:

Highly engaged staff

Adequate talent pool

Career advancement opportunities

Reward and recognition

Conducive organisational culture

High professional ethics

o High staff morale

o Structured, yet flexible systems

o Leadership accountability and transparency

Leadership engagement

Job aligned with business strategy

o Employees have global view of the business

o Understand their role in realising the organisation’s business objectives

Competitive remuneration packages

The HR function will take responsibility to, on an ongoing basis, evaluate the organisationto ensure that the above mentioned characteristics are present in the organisation. Thiswill be done by involving key staff. The findings will be documented and reported on aspart on the annual performance evaluation of the HR function staff.

3.2 Development Strategy

Employee development is an investment which the organisation makes and therefore it isimportant that the Development Strategy is aligned with the Retention Strategy andSuccession Plan.

Development initiatives should therefore be mainly focused on skills critical to theorganisation’s development as a proactive mechanism of creating a talent pool.Development can take place through various mechanisms such as formal education,mentoring, coaching, job rotation, job shadowing, etc.



February 2016

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Employee development is effectively managed through performance management. WhileCAS may opt to conduct performance appraisals twice a year, we recommend thatappraisals be done quarterly as follows:

Targets for the following year are set at the end of quarter 4 of the previousfinancial year.

In quarter one, the line manager assess progress and instils support measureswhere required. No incentives at this stage.

By quarter two the employee is expected to be halfway to the target. Incentivesare given to above average performers and support measures for those whorequire such.

Quarter three is similar to quarter one however at this stage the employee isexpected to have achieved a third of the target.

The final evaluation for the financial year takes place in quarter four. Againincentives are awarded to those who have achieved the targets. The linemanager also notifies the employee of new targets for the following year.

To ensure a fair system, targets and incentives should be known by all stakeholders at theoutset. Having said that, the executives usually retain the discretion to reward exceptionalperformers.

It is important that the key performance areas set out in the performance management toolare the same as those stated in the job description. In the event that there are differences,HR and the line manager should update the job description and inform the employeeaccordingly. (It is recommended that if the job description has changed by more than 25%,it should be sent for grading, unless if the company policy states otherwise). Thediscrepancy in the two documents is often perceived as unfairness by the employer andleads to the employee being disgruntled. If this is not addressed speedily it is likely toresult in demotivation and low morale.

In order for the performance management system to be fair same jobs should have thesame key performance areas and targets all employees should be acquainted with thesystem.

3.3 Retention Strategy

Similar to the Development Strategy, the Retention Strategy is aimed at retaining thoseskills critical to the organisation’s development. An effective retention strategy includes thefollowing:

Competitive remuneration – salary scales should be developed within thecompany budget yet also be market competitive. Therefore salary benchmarkingshould be undertaken annually to ensure that the CAS remuneration packagesremain competitive.

The Department of Public Service and Administration has developedremuneration scales for the public sector. These scales, Occupational SpecialDispensations, also cater for critical and scarce skills.

It is noted that the Board of a public entity has the discretion to decide on theremuneration, however it is recommended that CAS as a public entity adopt theDPSA salary scales which is fairly compatible.

Recognition and reward – the recognition and reward system should beintegrated in the performance management system because key performanceareas and targets are set in the performance management template and therefore



February 2016

C.5

minimum standards are known, making the system transparent and easier for allto identify any action that goes “beyond the normal call of duty”.

The recognition of high performing employees boosts morale and drives desiredbehaviour. The rewards need not be monetary. Employees can get awards, daysoff, vouchers, etc. The line manager has the discretion to recognise and rewardhis/her subordinates. Again what is important is that the system be applied fairly.

Career management – all posts should have career paths and these should beidentified in the job descriptions. This enables the employee to identify the growthprospects from the onset and empowers them to take charge of their own growth.The career management of an employee should be in line with the post they arecurrently occupying unless the incumbent expresses the intent to change careers.All development initiatives and career management of an employee should alsobe in line with the career path of the post they are currently occupying and theemployee’s career aspirations. Employee career management is a sharedresponsibility between the employee, line manager and HR. Career managementis also integrated in the performance management system and conducted duringthe performance appraisals.

4 Common Challenges in Talent Management

The tables below contain some of the common challenges that are present in the talentmanagement process.

Skills Shortage

• How do we compete• Where do we sourcethe skills required

Business StrategyAlignment

• What is the short,medium and longterm strategy

• How does it shapethe talent strategy

Succession Planning

• Turnover (andrecruitmentturnaround time)

• Attrition• Gap analysis and

training &development plan

• Does our talentmanagementsystem provide allusers with real-time, consistentand accurate data

Attraction andSelection

• Do we recruit to fillpositions or forpotential as well

• Do we recruit for skillsor (high) potential aswell



February 2016

C.6

HR needs to answer these questions on an ongoing basis as part of the HR planning andtalent management processes.

5 Conclusion

The main purpose of all the strategies listed above is to effectively manage CAS’workforce. The key factor is that all strategies (planning, attraction, development andretention) talk to each other. In that way employees receive the same message on what isexpected of them and how they go about executing their tasks effectively in order toachieve the business objectives. To achieve this HR needs to be strategic in developingand implementing integrated human resource management systems.

It is important to emphasise that human resource management processes are driven byHR however implemented by line managers. Thus, HR must ensure that line managersfully understand the various HRM tools, benefits and risks to the business if non-compliantso that line managers can effectively manage their teams.

One of the organisation’s biggest assets is its workforce. It is therefore a businessimperative that, like other assets, the people are managed effectively and most efficiently.Thus, to enable HR to operate strategically, HR should be high on the agenda of theorganisation’s leadership, i.e, EXCO.

Organisational Culture

• How do we ensure that ourdiversity efforts go beyondheadcount targets totransform the culture of thebusiness

• What is organizationalculture

• What is our company imageto potential employees

• How do we improve ourculture and image to attracthigh quality employees

• Leadership engagement• Ethics

Retention and Engagement

• Do our job scopes ensure jobsatisfaction

• Are our performancemanagement approachesmutually supportive

• Is there careerdevelopment/advancement inthe organisation

• What is our employeeengagement rate and how dowe improve it

Reward and Recognition

• How do we compare with themarket

• What benefits do we offer, yetremain affordable to theorganisation

(Source: Talent in Emerging Markets by Steve Bluen (2013))

Documents

Department of Higher Education and Training Post-School ... Planning Management... · Post-School Education and Training Central Application Service Enterprise Architecture Chapter