Human Resources Management Policy - SPARC Nigeria · Enugu State Human Resource Management Policy 2 ... The Oji River Power Station ... Efficient and effective public service that

ENUGU STATE GOVERNMENT

Human Resources Management Policy

August 2013

Enugu State Human Resource Management Policy

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Contents

Acronyms and Abbreviations ..................................................................................................... 3

Foreword .................................................................................................................................... 4

Acknowledgement ..................................................................................................................... 5

Section 1: Introduction .............................................................................................................. 6

Background and Context ........................................................................................................ 6

Section 2: Profile of Enugu State ............................................................................................... 7

Situation analysis of Human Resource profile of Enugu State .............................................. 7

Vision ...................................................................................................................................... 8

Mission statement ................................................................................................................. 8

Core values ............................................................................................................................. 8

Policy thrusts .......................................................................................................................... 8

Section 3: Policy areas ............................................................................................................. 10

Recruitment and Appointment ............................................................................................ 10

Training and Orientation ...................................................................................................... 11

Transfers and Re-deployment ............................................................................................. 12

Appraisal and Promotion ..................................................................................................... 13

Learning and Personal development ................................................................................... 14

Discipline .............................................................................................................................. 15

Gender and Social Inclusion ................................................................................................. 16

Authentication and validation procedures of the HRM Policy ................................................ 17

Appendix 1: List of participants at the validation of HRM policy document ........................... 18


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Acronyms and Abbreviations

APER Annual Performance Evaluation Report CSC Civil Service Commission ExCo Executive Council HoS Head of Service HR Human Resources HRM Human Resources Management ICT Information and Communications Technology LGAs Local Government Areas MDAs Ministries, Departments and Agencies OHoS Office of Head of Service


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Foreword Enugu State Government recognizes its workers as its biggest asset and is committed to adopting the best human resources management policies and practices necessary for improving service delivery to its people. We are, therefore, building a Public Service that is well organised and whose staff have the right attitude, skills and motivation to deliver the State’s vision, one of which is: “A State where women and children are given a pride of place in socio-cultural development”.

In keeping with the global trend of entrenching Public Service that is efficient, effective, responsive and accountable, we have found it necessary to establish a new professional Human Resource Management model necessary for managing the employees better, achieving stronger leadership, and building and raising their capability for optimum performance. By making the Public Service work better we can make a difference to the citizens we serve.

This Human Resource Management Policy underscores our commitment to professionalise the State Public Service and move it to the next level. This Policy is meant to create strategic links between organisation’s vision and the day-to-day employees’ operations. The Policy applies to all Enugu State Government permanent active officers and those on probation in pensionable posts.

In implementing this Policy, the Office of the Head of Service will work with the Civil Service Commission to provide important shared Human Resources services across the Public Service to Ministries, Departments and Agencies. The Office of Head of Service will also work with new professional Human Resource officers to perform a number of key duties such as the following:

Ownership, enforcement and monitoring of this Human Resource Management Policy;

Approval in principle of Human Resource decisions to enhance ownership of decision making by individual Ministries, Departments and Agencies;

Delivery of specialised guidance, consultancy and advisory support to Human Resource Management professionals who will be expected to perform additional and customised Human Resource Management activities/projects within their individual Ministries, Departments and Agencies.

I urge all Public Servants to embrace these changes for the interest of the Service and the public we are committed to serve.

(SIGNED)

Head of Service


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Acknowledgement The preparation of this Human Resources Management Policy document received useful inputs from a wide range of sources, to which it would be pertinent to acknowledge briefly. First, the Office of Head of Service is particularly grateful to the State Partnership for Accountability, Responsiveness and Capability Programme for supporting the development of this policy document among other numerous programmes that it is supporting in the State. We thank them for accepting to support the next steps of this Human Resource Management Policy such as developing strategic implementation action plan, and dissemination of this policy document.

We are equally grateful to the Programme’s consultant that facilitated the preparation and validation of the document. We will not forget the painstaking and facilitating role played by the Permanent Secretary, Establishment, Pensions and Training Bureau and other staff of the Office of Head of Service towards the development of this document. The same goes to all the Permanent Secretaries, whose name appear in the appendix, for sparing time out of their busy schedule to make inputs during design and validation of this policy document.

We deeply appreciate the Governor, His Excellency, Barr. Sullivan Iheanacho Chime for creating the administrative ambience and liberty for the reforms that is on-going in the Public Service including the developing of this document. We trust that God will continue to guide and help him in all his endeavours.

Finally, we want to sincerely acknowledge God Almighty for health, wisdom and resources to carry out this assignment.


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Section 1: Introduction

Background and Context The Public Service of Enugu State has evolved overtime with several attempts at reforms. These reforms in recent times have moved from mild to more intense in line with government’s need to keep up with the developmental needs of the citizenry. Two key factors account for the heightened need to restructure the Public Service to meet the ever-changing needs of the public. First, is the shift in thrust of governance, which is moving away from party-based politics to performance-based politics. Consequently, the legitimacy of the successive administrations of the State derives from how much of the ‘democracy dividends’ delivered to the people.

Second, is the ever-cosmopolitan nature of the State which plays home to widely travelled and exposed Igbos from all over Nigeria and in diaspora. The seed of this ambience started right from the colonial period that made the State one of its administrative hubs in Nigeria. Ever since, the State has been growing with highly enlightened populace that desires and demands services that equates with the global standards and best practices. Fortuitously, these changes are happening at a time when the government of the State led by His Excellency, the Governor, Sullivan Iheanacho Chime is determined to meet and surpass the service delivery needs of the people.

All these can only be met by an updated and reformed Public Service. Incidentally, public service quality and its ability to implement policy and deliver services to the people depend largely on the quality of the human resources therein. As a result, effective management of human resource of the public service is critical to realising the goals of the public service and by extension, the goals of the Government of Enugu State.

It is against this background that this Human Resources Management Policy document finds its relevance. It is not expected to duplicate the contents of Public Service Rules, which are robust and well documented, but to give guide to its use and implementation.


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Section 2: Profile of Enugu State Enugu State is located in the South East geopolitical zone of Nigeria. The State is administratively divided into 17 Local Government Areas (LGAs). The population was approximately 3.3million with a growth rate of 3% in 20061.The population profile showed a large, relatively young population, with approximately 60% of the people aged 15 or below. The population density is about 360 persons per square kilometer and is more than three times the mean national population density of 96 persons per square kilometer. About 59% of the population in Enugu State lives in the rural areas.

Enugu State derives its name from the capital city, Enugu. The word 'Enugwu' from where Enugu was coined from simply means 'the top of the hill'. The State is built around three main hills of Awgu, Udi and Nsukka. The region gradually changes from tropical rain forest to open woodland to a savannah ecosystem. The area has the largest coal deposits in Nigeria, hence the state's nickname, 'Coal City State'. The Oji River Power Station, which used to supply electricity to all of Eastern Nigeria, is a mere 20 minute drive from the coal mines. It is the exploitation of this resource that gave the State its economic and administrative significance during and shortly after colonial administration. Besides coal, the State has other mineral deposits such as limestone, iron ore, crude oil, natural gas and bauxite.

In the rural areas of the State, the main economic activities are farming and petty trading. In the cities the economic main stay are white collar jobs of which Public Service and paid employment are predominant. The peaceful disposition of the State coupled with the fine geographic scenery, showcases it as a state with huge tourism potential.

Situation analysis of Human Resource profile of Enugu State There is no doubt that Enugu State is blessed with preponderance of highly educated stock of human resources. The forbears of the City were predominantly civil servants in the then Railway and Coal Corporation which gave the succeeding generation a heritage of education and early exposure to public service. As Enugu City grew in significance as the capital of the then Eastern Region, East-Central, Anambra and currently, Enugu State, so did the production of enlightened and dedicated human resources fit for public service. This growth garnered momentum in the last few years following the insecurity of lives and property in the northern states of Nigeria forcing most families of eastern extraction to relocate their families to Enugu. This gave education and human resources development of the State a serious push and boost. Public and private educational institutions flourished with ready market for its diverse and numerous educational programmes. It is estimated that no fewer than 25,000 graduates of tertiary institutions are produced in the State annually.

The human resources profile of the public sector in the State was adversely affected following the diversification of the Nigerian economy away from coal to oil and the emergence of the industrial sector. This shift in the structure of the economy saw the fortunes of civil servants trailing far below workers in other sectors of the economy in terms of remuneration and conditions of service. The effect was the osmosis of good brains away from public service to other sectors such as banking, telecommunications, oil and gas, just to stop at these few. With the exit of old and experienced hands through retirement, the

1 National Population Commission (2006)


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public service, at some point, was seen as a dumping ground for those who could not get jobs elsewhere. Strict adherence to work standards, discipline and industry gave way to truancy, indiscipline and corruption.

The current public service reform in the State with respect to Human Resource Management (HRM) is targeted at restoring the good old days of the public service. Payment of salaries and other conditions of service have improved and are still being improved. Training and re-training of public servants are being restored and improved upon. This human resources policy document is part of the overall effort at ensuring that the public service is reformed to deliver service to the citizenry. The key strategic areas where policy attention will be focused are:

Recruitment and appointment;

Training and orientation;

Appraisal and promotion;

Transfers and re-deployment;

Discipline;

Learning and personal development;

Gender and social inclusion in work places.

Vision Efficient and effective public service that will be a role model to the public service in sub - saharan Africa.

Mission statement To provide accountable leadership and direction to the public service of Enugu State by maintaining efficient knowledge-based public service geared towards excellent service delivery.

Core values Honesty.

Integrity.

Transparency.

Accountability.

Excellence.

Empathy.

Impartiality.

Policy thrusts The thrusts of this HRM Policy are listed as follows:

To ensure the attraction and retention of the right quality and number of personnel for the realisation of the goals and objectives of the public service for effective service delivery.

Orientating and building the capacity of Enugu State workforce, to deliver quality service to the people and meet the challenges of 21st century public service.


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To put in place a systematic and harmonised transfer and redeployment of public employees aimed at putting round pegs in round holes as well as building well-rounded employees.

To design an appraisal system that ensures proper motivation of staff and whose report is used for promotion, capacity assessment, training and development purposes.

To ensure broad-based, up-to-date and holistic personal and career development of public servants for optimum performance in service delivery.

To facilitate the implementation of the prescriptions of the public service rules in the area of discipline and to enthrone a disciplined and productive workforce.

To keep up with global best practices in making the world a place for all, with an all-inclusive policy catering for diverse group of persons in the work place.


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Section 3: Policy areas

Recruitment and Appointment Context

The public service of Enugu State has well laid out and documented procedures for recruitment and appointment. However, appointments into the public service over the years have not fully been based on needs as indicated by the user Ministries, Departments and Agencies (MDAs). This scenario inextricably leaves the public service with an accumulation of over-bloated, underutilised and not properly placed staff. This policy thrusts enunciated below are expected to streamline and ensure adherence to the procedures for recruitment and appointment.

Policy Thrust

This policy intends to ensure the attraction and retention of the right quality and number of personnel for the realisation of the goals and objectives of the public service for effective service delivery. Policy Strategies

Vacancies for public offices should be based on need requests from user MDAs as contained in the establishment plan and duly budgeted for.

In every batch of recruitment in the public service, at least 70% should be strictly based on merit while a maximum of 30% should cater for other considerations.

Workforce planning should take place at least once every five years to update the establishment plan and to shape and guide recruitments and appointments.

All officers being recruited into the public service on grade level 7 and above must be tested and certified to be computer literate at entry.

Expected Outcome The expectation of this policy document is that the public service will be populated by qualified, skilful and experienced staff for effective service delivery.


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Training and Orientation Context

Presently, training in the public service of Enugu state is performed in a haphazard manner devoid of any carefully guided norm. Practice shows that it is not preceded by training needs analysis nor any pre-determined curricular. As a result of this, while some staff attend trainings regularly, others stay as long as 10 years without any form of training. New entrants are recruited and posted without proper orientation. All these impact negatively on the capacity of the workforce. The policy guidelines hereunder seeks to streamline the training and orientation activities in the public service of Enugu State. Policy Thrusts

Orientating and building the capacity of Enugu State workforce, to deliver quality service to the people and meet the challenges of 21st century public service. Policy Strategies

New staff recruits must undergo mandatory one month orientation before deployment.

Training needs assessment should be conducted biennially to provide guidance to training programmes, curricula and selection of appropriate personnel for training.

Evidence of at least an attendance to a training programme over a period of three years should be a pre-requisite for consideration for promotion.

Officers due for promotion to grade level 14 must undergo a training on guidance and counselling/mentoring to be conducted by the Staff Development Centre or any other recognised training institute for that purpose before or on assumption of that office.

Avenues for training and upgrading the skills of public servants currently in service to take up specialised vacancies would have been exhausted before hiring from outside.

Expected Outcome

Strict adherence to these policy thrusts is expected to create a public service scenario captured in the State’s vision 4:2020 where Enugu State is expected to have a knowledge-based workforce.


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Transfers and Re-deployment Context

Transfers and redeployments in the public service are currently performed without clear guidance and pattern. They are equally not anchored on the report of workforce planning or any baseline study. The implication is that while some employees stay in one place with repeated experience for a very lengthy period of time, others move to a new place every other year with hardly enough time to come to terms with the rhythm in any particular job. Further, absence of policy guidance lends the exercise to undue interference. This policy document is therefore, needful to ensure uniform practice on transfers and redeployments across the entire public service.

Policy Thrust

This policy seeks to put in place a systematic and harmonised transfer and redeployment of public employees aimed at putting round pegs in round holes as well as building well rounded employees. Policy Strategies

Deployment to a public office shall be for a minimum period of two years and a maximum period of three years.

Exception to the above policy stipulation can be entertained in a situation where it is deemed expedient to the public interest and with the express permission of only the Head of Service (HoS).

Periodic overall review of staff deployments in the entire public service shall be sequel to the report of workforce planning as conducted by the Office of the Head of Service (OHoS) every five years.

Inter-state transfers are allowed to the extent that it aligns with the Civil Service Commissions’ (CSC) guidelines.

Staff on transfers should move with the content of their file to the new posts while copies of correspondence should be sent to the parent ministry.

Officers leaving a post either on transfer or on retirement should ensure proper handover and full briefing to the officer taking over, both orally and in writing;

Public servants due to retire are expected to have immediate subordinates as understudy for a minimum period of at least six months.

Expected Outcome

To build a civil service populated by a well-rounded workforce capable of adapting to changing work trends and opportunities.


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Appraisal and Promotion Context

The current public service has a documented system of appraisal called Annual Performance Evaluation Report (APER). However, this appraisal system is used mainly for promotion purpose only. The appraisal forms are not filled annually as stipulated by the civil service rules. The forms are filled by officers only when they are due for promotion which is every two, three or four years depending on cadre. Worse still, employees on terminal grade levels do not even fill the forms at all. This policy guideline is therefore, aimed at ensuring holistic and uniform appraisal and promotion of public service employees.

Policy Thrust

This policy seeks to design an appraisal system that ensures proper motivation of staff and whose report is used for promotion, capacity assessment and for training and development purposes.

Policy Strategies

Appraisals should be conducted bi-annually with annual cumulative scores for periodic assessment purposes.

Each staff must be assessed in his/her place of deployment.

The cumulative assessment score shall feed into training needs analysis of employees and shall be the primary determinant of the kind of training and/or deployment the employee receives.

Periodic pecuniary and non-pecuniary incentives shall be given to at least three deserving workers in each MDA selected through competitive methods as a means of encouraging staff toward peak performance.

Employees who fail to complete appraisal forms at the appropriate period shall forfeit annual financial increment and subsequently, promotion and training opportunities when they are due.

Employees who score below 50% in more than three appraisal sessions shall be subjected to comprehensive assessment for redeployment, transfer and in extreme cases, for premature retirement.

Expected Outcome Expectation is that this policy initiative will motivate workers to put in their best at work. It will offer the administration a veritable instrument for determining appropriate incentives and mechanism to determine training and development needs of staff.


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Learning and Personal development Context

Presently, learning and personal development in the public service is at best at the lowest ebb and at worst non-existent. Trainings are perfunctorily done focusing mainly on specific skills without paying attention to the overall personal development of staff and needs of the Service. Specialised study leaves and learning acquisition are restricted to the health sector and some Information and Communications Technology (ICT) related courses leaving personnel from other sectors to trail far behind in the acquisition of modern skills and competencies. All these impact negatively on the services rendered by most of the public servants. This policy guideline is to broaden the horizon of staff development reaching various areas of employees’ life and across sectors of the public service.

Policy Thrust

This policy initiative is aimed at ensuring broad-based, up-to-date and holistic personal and career development of public servants for optimum performance in service delivery.

Policy Strategies

There shall be properly trained human resource (HR) officers deployed in all the MDAs to handle issues pertaining to the learning, welfare and development of staff. These officers are to be supervised by the Director of Administration and Supplies.

All employees of the public service whose positions are confirmed are entitled to study leave with pay regardless of the MDA provided it is within identified need of the service and in conformity to the extant civil service rules.

Employees who are holding supervisory positions are expected to mentor at least two persons in his/her current office.

Employees aspiring to hold higher managerial positions in the public service are expected to have gone round the key sections of the department to which the officer is aspiring to manage.

Expected Outcome It is expected that this policy will provide equal opportunity and holistic development of staff for effective and sustainable service delivery.


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Discipline Context

The disciplinary disposition of public servants has over the years taken a downward spiral. Tendencies such as tardiness, truancy, dereliction of duty and several other acts of misconduct are pervasive with adverse impact on service delivery. There is extensive coverage of discipline in the current public service rules, thus, this policy is to guide the effective application and enforcement of these rules and enthrone discipline among public servants. The purpose of this policy on disciplinary matters is not primarily to act as a means of imposing sanctions but rather as an incentive for improvement by discussion, advice and positive action. Policy Thrust

This policy will facilitate the implementation of the prescriptions of the public service rules in the area of discipline and will serve to enthrone a disciplined and productive workforce.

Policy Strategies

Reports of disciplinary committees and queries if any, in the personal file of staff, should be part of the considerations for assessment/promotion by the appraising officer.

Disciplinary cases and petitions should receive disposal action within a period of 12 months from the time the case was initiated. Only the HoS can, in extreme cases, grant an extension.

For cases of misconduct, the supervising officer may set agreed review periods for the officer at which he is expected to improve on his conduct, failing which further disciplinary procedure will commence.

Expected Outcome

This policy is expected to restore among public servants the virtues of discipline, ethical conduct and productivity.


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Gender and Social Inclusion Context The public service over the years evolved with minimal attention to any vulnerable group or gender. Consequently, traditional stereotypes informally find their way into shaping work practices. This policy becomes necessary to guide and mainstream gender and social inclusion consideration in public service and guard against discrimination of any kind.

Policy Thrust

This policy initiative is to keep up with the global best practices in making the world a place for all, with all inclusive policy catering for diverse group of persons in the work place.

Policy Strategies

In line with Federal Act, the State shall give at least 2% of its employment to the physically challenged. Staff with disability who have demonstrated exceptional brilliance shall be given scholarship. This shall be on the basis of affirmative action where the physically challenged compete among themselves for the scholarship.

Not only must superior officers take action to eliminate sex discrimination and harassment, but MDAs must also demonstrate that they treat women and men fairly in decision making, policies and the provision of services.

Health status of a person should not be a basis for discrimination or consideration for any benefit in the work place.

Office infrastructure provision and allocation should be done with due recourse and cognisance to the physically challenged and the aged.

There shall be in every MDA a focal person for gender and social inclusion.

Expected Outcome

It is expected that this policy would leave behind a public service that is plural in characteristic and caters for the diverse needs of its eclectic workforce.


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Authentication and validation procedures of the HRM Policy Having subjected this policy document to stakeholder review, below are other vital processes that are required to validate this HRM Policy document for it to be an operating working document:

The HRM Policy document should be forwarded to the State Executive Council (ExCo) for approval;

Thereafter, it will be published and widely circulated;

This document should be subjected to review every five years.


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Appendix 1: List of participants at the validation of HRM

policy document

S/N Name Designation MDA

1 Chidi Ezema Head of Service Office of Head of Service

2 Christopher Eze Permanent Secretary Deputy Governor’s office

3 Dr. Moses Otiji Permanent Secretary Ministry of Health

4 Gerald Nnaji Permanent Secretary Ministry of Local Government

5 Agbo Emmanuel Permanent Secretary Office of Head of Service (PSD)

6 Pius O.Nnam Permanent Secretary Enugu State Universal Basic Education Board

7 Onuchukwu E.C Permanent Secretary Office of Head of Service (General Administration)

8 Sylvia Onwubuemeli Permanent Secretary Office of Head of Service (Establishments)

9 Enejere Innocent Permanent Secretary Ministry of Science and Technology

10 J.E Omeh Permanent Secretary Ministry of Youths and Sports

11 Ayogu Patrick Permanent Secretary Ministry of Agriculture

12 Oluka Chinyere Permanent Secretary Local Government Service Commission

13 S.E Ikeh Permanent Secretary Civil Service Commission

14 John I Agu (Jp) Permanent Secretary Office of Secretary to State Government (ECA)

15 Okorie E.A Permanent Secretary Ministry of Labour

16 Gbanite Angela Permanent Secretary Ministry of Gender and Social Development

17 Engr. B.N Ede Permanent Secretary Ministry of Rural Development

18 Barr. Peter Odo Permanent Secretary Ministry of Culture and Tourism

19 Wilson Njoku Permanent Secretary Due Process

20 K.C Ugwu Permanent Secretary Ministry of Budget and Planning

21 Magnus Nwangwu Permanent Secretary Ministry of Finance

22 Egbo Roseline Permanent Secretary Enugu Capital Territory Development Agency

23 Ella Umeasor Deputy Director Office of Head of Service (Establishments)

24 Chukwudi Owube Public Relations Officer Office of Head of Service

25 Okoro Harriet Assistant Chief Administration Officer

Office of Head of Service

26 Sam Onov Onyia State Programme Manager SPARC

27 Dr.Vincent Onodugo Consultant SPARC

28 Ucheoma Egwuatu Technical Coordination Manager

SPARC

29 Ugwu Kelechi Senior Technical Officer SPARC

Documents

Human Resources Management Policy - SPARC Nigeria · Enugu State Human Resource Management Policy 2 ... The Oji River Power Station ... Efficient and effective public service that