CAREER SUCCESSION/ RETENTION PLANNING POLICY

Transcription

1 CAREER SUCCESSION/ RETENTION PLANNING POLICY 1. PREAMBLE Given the ever changing face of employment and specifically the impact of Employment Equity and affirmative action measures on the local labour market, it is important that the Municipality manages its staffing strategy. It is important that the Municipality takes steps to ensure the retention/ replacement of staff in general and in particular those candidates that show potential, are in key positions, have scarce skills, or who are from historically Disadvantaged groups (Blacks, women and the disabled). Succession Planning is a process of identifying and developing people with the potential to fill key business leadership positions Merafong City Local Municipality. 2.1 PURPOSE OF THE POLICY To create an ongoing supply and retention of well trained, broadly experienced, well-motivated employees who are ready to step into key positions as needed To integrate desirable candidates (especially individuals from historically Disadvantaged groups) into the Municipality with positive goals established for them individually, but also for the Municipality To enable a flow of these candidates through various departments with the view of educating them into the culture and processes of the Municipality To align the future staffing needs of the Municipality with the availability of appropriate resources within the Municipality To establish positive goals for key personnel, this will keep them in the Municipality To define employee career path, which will help the Municipality to train and retain a pool of suitably qualified employees To establish a retention strategy that will deal with the promotion of staff based on their readiness or their level of skills and knowledge acquired. 2.2 SCOPE OF APPLICABILITY This policy applies to all employees who are appointed in terms of the South African Local Government Bargaining Council: 1

2 2.3 LEGISLATIVE FRAMEWORK The legislative framework that informs the development and implementation of this policy is all relevant labour legislation with specific reference to the following:- Constitution of RSA, Act no Labour Relations Act, no 66, 1995 Employment Equity Act, 1998 Basic Conditions of Employment Act, of 1997 Skills Development Act Municipal Systems Act Municipal Structures Act South African Local Government Bargaining Council 2.4 DEFINITION OF TERMS Career Path Employee Flexible line of progression through which an employee moves During employment with Merafong City Local Municipality Means any person employed by MCLM Forecast A tool that will assist Merafong City in identifying individual Promotability employees with exceptional high potential to perform Incentive Succession Retention A means of motivation for employee to perform better or Identifying and developing individual employees to succeed To Senior positions in the Municipality Ability to keep employees within Merafong City Local Municipality 3. PRINCIPLES The Merafong City Local Municipality commits itself to: 3.1 Using the recruitment policy which is consistent with the purpose of this policy. 3.2 Encouraging managers to allow the release of potential subordinates to other departments for multi skills in other functions. 2

3 3.3 Assisting supervisors to cope with any mentoring skills they may require in affording candidates the necessary exposure. 3.4 Keeping the job specific experience up-to-date as well as: Community work experience and achievements; Performance appraisal results; Special areas of expertise; Anything else that may benefit the Municipality. 3.5 Using staff performance management policy which reinforces the purpose of this policy. 3.6 Using the staff development policy as means to achieve desired results of the career/succession plan. 3.7 Allowing candidates into different departments or sections for training and experience before they are needed. 4. METHOD OR STRATEGY Succession Planning as a dynamic process shall include some of the following elements: 4.1 Assigning employees with the necessary potential and attributes to: Preparing short term work plans Temporary tasks in other sections; Transfer into other departments; A mentor under a mentorship program; Careful training exposure of various types (college, in-house seminars, night school, bridging courses etc). 4.2 Ensuring that Job Descriptions are updated and clearly cover the specifications for the job. 4.3 Determining of the key positions in the Municipality. 4.4 Drafting of a replacement plan for each position. 3

4 4.5 Calling for expression of interests by potential/prospective candidates and follow the process of: Identification of candidate/s by Management Establishing aspirations of individuals by consulting and interviewing them. 4.6 The process has to be on an annual basis, tools to deal with the process are attached. 5. PROCEDURE The procedure assumes that the overall responsibility for making the Succession Planning a success lies with the Human Capital and Executive Directors. 5.1 Stage 1 - Identification of key positions The Manager: Human Capital shall be required to engage the Executive Directors in identifying key positions within the respective departments. These positions would normally be from middle management positions and higher as well as specialist positions The Manager Human Capital shall ensure that the titles used are proper and correspond to those formally adopted by the Merafong City Local Municipality. 5.2 Stage 2 - Job Descriptions and Identification of specifications The Human Capital shall be required to ensure that the job description of the position is current and up-to-date and that specifications are on file. (These would be similar to those required when embarking on recruitment/ advertising). These details will be gleaned from a structured interview with the incumbent and verified by his/her supervisor. 5.3 Stage 3 - Replacement Plan for each position The Sectional Manager shall be required to identify candidates by consulting Executive Director. Considering the background required as well as the skills needed for the job, careful consideration should be given to possible candidates Using the Manager s Career Planning Review much information would be gathered which would assist in identifying appropriate candidates. 4

5 5.3.3 The Manager Human Capital has likewise the obligation to assess the employees needs by interviewing them at periodically intervals. This would give one some understanding as to whether the expectations, background, skills and qualifications would fit the needs of the position being considered and whether indeed the employee would be interested in pursuing higher office, embarking on possible training and development initiatives and other associated activities. 5.4 Stage 4 - Forecast promotability The Manager Human Capital together with an all inclusive Selection Committee shall then be required to: Confirm or reject candidates based on their suitability and taking into consideration the objectives of the process Finalise a list of immediately qualified and potentially qualified staff Evaluate the key positions that do not have identified replacements; and Prepare action plans. 5.5 Stage 5 - Evaluate training/development/experiential needs The HC Section together with the supervisor who would oversee the process or directly supervise the candidate are required to develop a suitable format for training taking into account possible budgetary constraints The process is to be reviewed on an annual basis in November. 6. RETENTION INCENTIVES The undermention incentives shall apply only on critical and scarce skills positions as per Local Government Sector Skills Plan. No right to the retention incentives shall accrue. 6.1 Counter offer for external recruited candidates to be determined by the Municipal manager and shall be approved by Council 6.2 Leave incentives 6.3 Performance Bonuses, in line with the Council Performance Management and Development Policy 6.4 Study Assistance, will be based on the Council priority skills linked to the IDP 6.5 Training 5

6 7. POLICY REVIEW This policy will be reviewed after three years and revised as necessary 8. BUDGET AND RESOURCES The financial and resource implication/s related to the implementation of this policy should be qualified and quantified. 9. NON -COMPLIANCE Non compliance of any of the stipulations contained in the Policy will be viewed as misconduct and will be dealt with in terms of Merafong City Local Municipality s Disciplinary Code. 10. DISPUTE RESOLUTION AUTHORITY 10.1 Any dispute arising from this policy will be dealt with in line with the South African Local Bargaining Council. Consulted: LLF : Date: 27 February 2013 SAMWU :... IMATU :... AMM Recommendation: Date: Council Approval: Date: 20 March 2013 EXECUTIVE MAYOR:... 6