Status: Approved Custodian: Human Resources Directorate Date Approved: 2013-07-17 Decision number: SAQA 14100/13 Implementation date: 2013-07-18 Due for review: 2016-07-16 File number Page 1 of 6
Contents 1. PREAMBLE... 3 2. PURPOSE... 3 3. OWNERSHIP... 3 4. TYPE OF POLICY... 3 5. SCOPE... 3 6. DEFINITION... 4 7. PRINCIPLES... 4 8. POLICY OBJECTIVES... 5 9. MONITORING AND MAINTENANCE... 6 Page 2 of 6
1. PREAMBLE The South African Qualifications Authority (SAQA) must ensure depth of competencies exist, especially in key management, leadership and technical positions where skills are both critical and scarce. Pro-active and deliberate planning must ensure that SAQA can sustain effective continuity where incumbents in such select position/s vacate the post/s. Management shall identify those key positions where the organisation is vulnerable to incumbents vacating those positions, and where there are not sufficient competent possible successors. 2. PURPOSE The purpose of the policy is: 2.1. To enable SAQA to identify and prepare the right people for the right positions at the times when they are needed. 2.2. To reinforce competent performance, ensuring that the SAQA Employment Equity Plan is provided for. 2.3. To ensure continuation of specifically identified management, leadership and technical competencies. 2.4. To manage employee advancement. 3. OWNERSHIP The Human Resources Directorate is the custodian of this policy. 4. TYPE OF POLICY The policy of a strategic nature. 5. SCOPE This policy is applicable to all employees of SAQA. Page 3 of 6
6. DEFINITION Succession planning is an ongoing process of systematically identifying, assessing and developing talent and capacity to ensure continuity in specific positions in the organisation. 7. PRINCIPLES 7.1. Succession planning is owned by line management, driven by top management, and guided and supported by the Human Resources (HR) Directorate. 7.2. The succession plan focuses on long-term strategic and mission-critical organizational requirements. 7.3. Effective succession planning requires the organisation to select candidates with a view to developing their strategic leadership and/or technical job competencies, both current and future. 7.4. Succession planning must be supported by the leadership development and other performance enhancement programmes that are aligned with SAQA s human resource development strategies. 7.5. Mentorship and coaching are important elements of any succession planning process. 7.6. Creating capacity within the organisation is not the sole function of succession planning. Creating competent continuity in identified areas is at the core of the plan. 7.7. Succession planning aims to obviate the premature promotion of people who may not yet be capable of fulfilling the appropriate tasks. 7.8. Being placed on a succession planning programme does not automatically guarantee appointment to the position, but should improve the likelihood of such appointment. 7.9. Succession planning is only one of the instruments SAQA employs in its quest to develop the talents and competencies of its employees. 7.10. A suitable mentor/coach shall be assigned where appropriate to monitor and report on the progress of the plan, in conjunction with the line manager to whom the targeted 7.11. The line manager and the employee shall both be held accountable for performance against the succession plan. Page 4 of 6
8. POLICY OBJECTIVES 8.1. Through this policy, SAQA will: 8.1.1. Plan and shape the progression of employees by aligning individual expectations and preferences for defined development against organisation imperatives and resourcing requirements up to the point of selection and placement. 8.1.2. Identify scarce, critical and specialists posts and develop employees for these posts. 8.1.3. Develop employees internally to address the competitive nature and uniqueness of SAQA s resourcing requirements and build a potential development pool for the future. 8.1.4. Improve and positively impact upon retention, performance and motivation through a recognized and proven programme of succession planning. 8.1.5. Ensure there is a return for the substantial investment to be made in learning and development activity. 8.1.6. Use existing Staffing Policy to enable selection decisions based on fair and objective criteria. 8.2. Principal activities in succession planning will involve the following: 8.2.1. The identification of scarce, critical and specialist posts -: 8.2.1.1. The identification of the scarce, critical and specialist skills forms a fundamental basis for the succession planning policy. 8.2.1.2. It is SAQA s stated intention to create a potential pool of employees with which to built capacity (required competencies) to fill those posts in the short, medium or long term. 8.2.1.3. Continually assess how employees match up against the requirements of scarce, critical and specialist. 8.2.1.4. Create and deliver development plans for employees who are identified as having the potential to fill the scarce, critical and specialist posts. Page 5 of 6
8.2.2. The Vertical Promotion -: 8.2.2.1. This provides the appropriate access to and development for employees expressing an aspiration for promotion into line management role and to ensure that there is suitable talent pool. 8.2.2.2. Provide for a fair and effective process for managing promotion. 8.2.2.3. Ensure that all selection processes are conducted fairly, are equal and do not deny opportunities to targeted talent pool. 8.2.3. The Lateral Development -: 8.2.3.1. This provides for employees who do not have aspirations for promotion into a line management role, continue to have access to developmental opportunities as specialists. 9. MONITORING AND MAINTENANCE The HR Directorate shall monitor, provide guidance to line managers and be responsible for the maintenance of this Policy. Page 6 of 6