Managing Talent through Career PathingOrganisational Development Directorate

12-14June 2017

Content

• The Paradigms

• The Problem

• Questions that need asked at Sector Level

• Questions that shaped the Talent Management Study at CoJ

• The Fundamental Principles in designing the Career Pathing Product

• The Contribution to the Learning Exchange

• Conclusion

•

2

Paradigms in the City

• Only management and leadership career path exists

• People thrown into management positions too quickly - a compromise in junior staff development

• The Parkinson Syndrome

• Down-grading of job post qualification, experience and authority – yet high salary paid

• Career Chance rather than career calling and career Choice

• Entering middle level post straight from tertiary institution

• Allergy to affiliate with professional bodies

• Wrong recruitment conducted – training quick fix

• Lack of talent leadership – talent viewed as a threat, don’t know the output

• Converting a subject-matter expect to be a manage a unit

• Job descriptions done outside job analysis

• Low resignation rate (why – PMS)

• Organisational structures inflexible to embrace multi-career pathing system

• Bending of Job Evaluation process – to increase salary

• Inflexible policies to attract ne w generation talent (The Generational Gap)

• Poor influence to the Education sector to supply designated local government professionals 3

The Problem

• All these paradigms at play – exist because of a

lack in effective policies for career pathing and

career development designed to develop and

retain skills/talent.

4

Questions at Sector Level

• How are going to build a pool of skilled, competent and

talented servants to drive service delivery – when you

and I are about to exit?

• Why are we having a lack in career pathing (protean,

boundryless) and career development (organisational

and Individual)

5

The Questions that Shaped

the Talent Management Study

• What is the turnover rate – resignation?

• Does the City have talent?

• If so, where is it?

• What is this talent doing?

• Is Talent alone enough? Not an end in its own self

• Can talent equate to performance? – Poor Performer – could be a mismatch

• Can one enter the service as a talent specialist and retire a specialist? Every

body is a manager – who is doing the job then? This is encouraged by the

poor organisational design Example Trauma Nurse

6

Fundamental Principles

• ‘Managing talent’ means getting staff to be ready just in time to execute new projects,

tasks and roles. These employees must have strong skills and deep knowledge not just of

the work itself, but of how to make things happen and create value.

• The concept Talent - associated with celebrated excellence.

• The Key finding the right match between talent and the job role. Accenture Case PMS

• The Philosophy – Potential and Readiness

• Talent Management is a tip of an iceberg, acknowledging that there are basics that need

to be put in place to lay a solid foundation (human capital infrastructure),

7

8

HRM INFRASTRUCTURE OR ARCHITECTURE

The Contribution to the Learning

Exchange – Career Pathing

9

The Contribution to the Learning

Exchange – Career Pathing

10

The Contribution to the Learning

Exchange – Career Pathing

11

The Contribution to the Learning

Exchange – Career Pathing

The Contribution to the Learning Exchange

– Career Pathing

• Identifying 45 Job Families or occupation groups

• A proposed multi-career pathing system coined as QESEP

– (Qualification, Exposure, Skills, Experience and Performance)

• The Eagle Model

• Progression Defined by QESEP through notch system

• The Eagle Analogy

• High Level Plan

12

The Contribution to the Learning Exchange

– Career Pathing

• 45 Job Families or occupation groups

13

(Risk), Business planning and performance Information and Communication Technology

Administration Infrastructure Development

Administration & Logistics Intergovernmental & Stakeholder Relations, Communication & Governance

Community Development (Libraries) Intergovernmental & Stakeholder Relations

Community Development Legal

Customer services Logistics

Development Planning Management support

Economic Development Marketing, Communications and Tourism

Employee Relations Manager

Environmental Management Project and Programme Management

Executive Management/ Institutional Administration & Leadership Public Safety

Financial Management Research & Development / Knowledge Management

Governance Senior Management

Governance & Compliance Service Delivery Management

Governance & Protocol Stakeholder Management

Governance and Compliance (Risk) Urban Management

Health Legal (Contracts)

Health (Environmental Management) Health & Safety

Health (Nursing/Primary Health) Economic Development/ Financial Management

Health (Primary Health) Communication

HR SAP Administration Arts and culture, Administration

Human Resource Management Arts and culture

Human Settlements

The Contribution to the Learning Exchange

• The core in the design of QESEP was based on the three (3) key determiners defined in

detail for ultimate notch progression:

EXPOSURE

EXPERIENCE

PERFORMANCE

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The Contribution to the Learning Exchange

15

16

Max

Entry

Market

Job Family Career Progression R

ead

iness

Market Competent

Potential OD Practitioner

Qualification : 1 year Certificate in OD/HR or related with no experience

Can manage multiple projects

QESEP Definition Notch 1 :

QESEP Definition Notch 2

QESEP Definition Notch 3

QESEP Definition Notch 4:

Qualification: Minimum 4 year degree in Industrial psychology, Psychology or HR Management

Registration with the Relevant Professional Body

Experience: 3 years

Skills : Proficiency in MS Office Suite, Facilitation, Project Management, Communication (Presentation & Report Writing) critical,

Competency Determine appropriate processes, Process skills include the ability to redesign an organization's processes in ways that

contribute to quantifiable improvements. In addition, OD practitioners must be able to explain the results of their assessments and

recommendations; Present the theoretical foundations of change ;Conduct a mini-assessment

Exposure: : An understanding of the Local Government Legislation and Policies on organisational design and development, SCM

processes, EE, Project management environment

QESEP 5

QESEP 6

QESEP 7

QESEP Definition Notch 8

Qualification: Completed 1st year towards completing an Honours Degree

Registration with the Relevant Professional Body

Must have Completed All Exposure Modules of this level

Experience: 5 – 7 Years Experience

Skills : Demonstrated ability to effectively deliver integrated work products in collaboration with other stakeholders. Demonstrated proficiency in at

least 3 of the following: leadership and management development, coaching, psychometric assessment, talent management, project management

and/or change management.

Competencies: Convey qualifications in a credible manner, Match skills with potential client profile Be known to those needing you; Build trusting

relationships; Contract psychologically for collaboration.

Exposure: Fully understand Local Government Legislation and Policies, SCM processes, Understanding Political dynamics and playfield for good

stakeholder management

Can manage a project

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The Contribution to the Learning ExchangeE

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The Contribution to the Learning Exchange

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Map career path and salary progression of every job in the 48 job families

Entry to mid point is the Development and Exposure Phase – once reaching the mid point they are

expected to be at their competency peak. Example Street Boxer vs Professional Boxer

Mid to Max point is a Differentiation and talent Grooming Phase (over and above skills and competency) –

choosing specialisation area after exploring all relevant areas. Employees are compensated for innovation

and creativity (Identify high performers i.e. A Class Talent players)

o For developing a succession pool – an employee can start performing duties of the next level

whilst in the current position until vacancy opportunities arise.

o At this level an employee is compensated for personal development efforts that are aligned to the

City’s Growth and Developmental Goals.

o This Talks to PMS- what is 4 – and 5 scoring – this is paying exceptional performance – is being

innovative in delivering service better cost-effectively (this is where separation of boys from

Men).There salary % increase should support the initiative – at (entry to mid) developmental would be

lower than Grooming (mid to max)

The Contribution to the Learning Exchange

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QESEP identifies and defines Jobs of every job family and maps their relevant career path and

progression.

Progression in terms of QESEP– provides detailed definitions of what is required for exceptional

performance in a given job or role.

o Example – if an individual improves and progress only in term of Qualification and experience – will

only progress in terms of CPI based salary progression but will not have mobility in the band. Career

progression with full QESEP requirements means improving the minimum acceptable levels.

QESEP – performance should be used to pick top performers that perform beyond the set standards

where a score of 3 is rewarded for value add whilst 4 and 5 should be for innovation and creativity

Talent identification.

An employee start performing functions of the next level in the current job role.

Clear Job descriptions or Success Career Profiles that justify minimum service delivery standards.

The City to have Assessment Centres to span the entire talent life cycle from entry to retirement and

placement to promotion through continuous assessment.

In Conclusion

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Talent can be destroyed if the exposure is too quick and the experience is too little; taking a

young inexperienced boxer and putting them against an experienced hardened boxer is not a

good idea. Talent needs to be identified, nurtured, experience needs to be built up through

increased exposure. However, "Is talent alone not enough?” There are people in the municipality

who are brilliant in what they do with very limited qualifications and unpolished skills. These

individuals will claim that they have arrived purely based on talent. They are the street fighters

however; if a street fighter is placed in boxing ring with an experienced boxer they will probably

lose the fight quickly.

Performers are taken up into a system and perform within that arrangement (the boxing ring – in

the right career path). Talent is not necessarily in the system but could be a frustrated individual

somewhere in the organisation. QESEP now provides the path which brings the employee into the

system. QESEP sets the standards and rewards for development.

The principle is that talent management is about managing talent that adds value. A person, who

has the talent but does not align QESEP with the talent, it is not value-add for the City.

• The output of QESEP is a detailed definition of what is required for exceptional performance in a given job role – to separate talent from Competency and skill.