CONDITIONS OF SERVICE COURSE OFFERED BY GGSU PRESENTED BY A RAMA 57703627 MIN OF ENVIROMENT & F K YARROO 5754 6786

1. CONDITIONS OF SERVICE • COURSE OFFERED BY GGSU • PRESENTED BY • A RAMA • 57703627 • MIN OF ENVIROMENT • & • F K YARROO • 5754 6786 • MIN OF HEALTH & QUALITY OF LIFE

2. EVOLUTION OF HR Concept • Commodity • Factor Of Production • Goodwill • Paternalistic • Humanitarian • Human Resource • Emerging Concepts: • HRD & Strategic • HR- Audit • HR- the economic value

3. “There is no magic in the success of companies. The secret of their success is simply the way they treat their employees” • Akio Morita • (founder of Sony Corporation)

4. CONDITIONS OF SERVICE • DEFINITION: • the terms and conditions governing employment of people in the Public Service • contract of employment • employeeprovides his services • employer provides compensation

5. HISTORY • British Administration-Establishment Secretary • GOE (GOS & GOF) • Independence • Maritianisation Of The Service • Development & Economic Independence • Need To improve the service (modern, dynamic and ambitious public service) • Quality public Officers • Responsive Conditions of Service • GOE- replaced by PMM (1992) • HRMM (2010)

6. INSTRUMENTS REGULATING CONDITIONS • Constitution • PSC Regulations • Official Secrets Act • Pensions Act • Workmen’s Act • Employment Relations Act • Employment Rights Act • Public Officers Protection Act • Public Officers Welfare Act • The widow’s and Children’s Pension Act • Civil Service Family Protection Scheme Board Act • The Occupational Safety and Health Act • HRMM • PRB Reports • Circulars • Public Bodies Appeal Tribunal Act

7. LEAVE

8. LEAVE (cont) GENERAL • Leave is generally a privilege • Defined as an approved period of absence of an employee (PRB) • It intends to give a break from duty and to provide for recreational, recuperation and other purposes • Leave is approved subject to the exigencies of the service • Exceptions • Granted to officers holding substantive appointment or having served for at least 12 months continuous service

9. LEAVES (Cont) TYPES OF LEAVES • ANNUAL LEAVE (not holding substantive appointment) • CASUAL LEAVE (for brief absences) • VACATION LEAVE (longer break from duty for physical & mental resourcing. On & Off; Over & above- procedures; leave prior to ret-EOAC) • STUDY LEAVE WITH PAY – for in service training or open scholarship considered as such – priority fields of study (HRMM for conditions) • LEAVE WITHOUT PAY (different purposes: for higher studies; for privatepurposes; to take consultancy; to run a business; to take up employment; overseas posting; to accompany spouse; for emigration purposes; for female officers’ subsequent confinements after 3rd one; for sickness (abroad etc); adoption

10. LEAVES (Cont) TYPES OF LEAVES (cont) • SICK LEAVE (N/E– Subst & Non Subst+ Part Timers; Bank; Unutilised; Sickness abroad; Advance; Refund; Medical Board; Retirement on Med Ground; Retirement in the interest of the public service; Resignation & Demise) • MATERNITY LEAVE • SPECIAL LEAVE(eg birth to >2 children / sportsmen/ artists) • PATERNITY /PARENTAL ( child birth / demise of wife ) • ADOPTION LEAVE (adoption of child – varying from 1 to 12 wks) • INJURY LEAVE (Non-Substantive holders = 15 + 180 against MC from Police Medical Officer or Govt Med Off)

11. LEAVE (cont) Absence without permission or reasonable excuse & Failure to resume duty in time = absence without authorisation = To be dealt with i a w Regulations (reg 42 / 43)

12. PASSAGE BENEFITS

13. PASSAGE BENEFITS HISTORY British administrators-to pay visits to their families Unions fought for extension to Mauritians. Passage Assistanceup to 31.12.73 Passage Credits - 1.1.74 to 30.6.77 Air Mileage Credits -1.7.77 to 31.7.87 Passage Benefits as from 1.8.87

14. PASSAGES ELIGIBILITY As from 1 January 2013: • Be on PPE (confirmed) • drawing a min basic salary of Rs 24425 PM OR • reckoning at least eight years’ service (LOS- from DJS and paid from public funds irrespective of the capacity in which employed. • Minimum – Rs 11 000 to be able to use RATE • 5% of gross salary annually OR

15. PASSAGE BENEFITS NON ELIGIBILITY PERIOD FOR PB: vacation leave; vacation leave taken as casual leave; sick leave in excess of 21 working days in any calendar year; accumulated sick leave taken prior to retirement; leave without pay; injury leave; maternity leave/adoption leave/parental leave; study leave with or without pay; interdiction; and probationary period

16. PASSAGES USES • For travel purposes (self / immediate family members/ mother / father) • To meet the costs of other expenses in connection with their travel • For medical treatment for (self / immediate family members - overseas) • To meet fees i c w SC and HSC examinations for wards (even if the balance standing to one’s credit is < Rs 11,000 ) • Inland Hotels & Recreational resorts • Travels cancelled shall, immediately, be notified in writing to Sup Officer & the Accountant-General. • At time of retirement the monetary value of all passage benefits standing to one’s credit is payable • On the death of an officer, the monetary value of all accumulated passage benefits shall be paid to the heirs. • Cash at the rate of 90 % for private purposes

17. HUMAN RESOURCES PLANNING

18. HUMAN RESOURCE PLANNING WHAT IS IT? Its all aboutplanning to achieve optimum use of an organization's most valuable asset - its human resources. Its objective is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses WHY HRP? Today, human resource managers do not have the luxury of operating and performing in a stable, predictable environment as political, social and economic changes are affecting all organizations and their human resource management activities

19. HUMAN RESOURCE PLANNING IN THE PUBLIC SERVICE CHARACTERISTICS: Mostly incremental in practice but programme based and focus on outcome rather than input Cumbersome procedures (too much papers) Lack of expertise and objectivity. Still not very clear to many actors Submissions should be in conformity with 3-yr strategic plan & 10-yr Economic and Social transformation Plan (ESTP) Not easy in view of no of grades, hierarchy & availability of skills, knowledge and attitudes (especially for large Ministries) Need to justify at the level of several instances Subject to approval of MCSA & funding from MOFED

20. HUMAN RESOURCE PLANNING IN THE PUBLIC SERVICE (cont) PROCEDURES (EXISTING ORGANISATION/ DEPARTMENT): MOFEDissues circular setting ceiling MCSAissues circular inviting submissions regarding HR proposals HR proposals relate to: Filling of funded vacancies Funding of unfunded vacancies Additional posts &New posts Restyling of posts & Abolition of posts NEW ORGANISATION / DEPARTMENT? Mission/ Vision/ Objectives (purpose & source / origin) Activities/ Duties/ Tasks (job description) Competencies/ skills / Qualifications (person specification) Quantity

21. HUMAN RESOURCE PLANNING IN THE PUBLIC SERVICE (cont) • ACTIVITIES (PBB) • CONSULTATIONS • TALLYING STAFFLIST WITH CISD LIST • ASCERTAINING FUNDED & UNFUNDED VACANCIES • DECIDING ON PROPOSALS MADE DURING CONSULTATIONS • DISCUSSIONS WITH FINANCE SECTION • DISCUSSIONS WITH SUPERVISING OFFICER • FINALISING PROPOSALS AND SUBMISSION TO MCSAR & MOFED • PARTICIPATING IN BUDGET COMMITTEES (MCSA & MOFED) • PREPARATIONS FOR COMMITTEE OF SUPPLY • BRIEF FOR THE MINISTER AFTER S O HAS VETTED

22. SHEME OF SERVICE

23. SCHEME OF SERVICE • GUIDELINES: • MINISTRY DEPARTMENT • TITLE OF THE POST- as per CEO • SALARY- as per CEO • EFFECTIVE DATE: as from date of prescription • QUALIFICATIONS: Qualifications, experience and personal skills and abilities. Min Qual +Add Qual +Prof & Technical Qual etc • DUTIES: main duties – should reflect tasks to meet organisational goals and objectives. Should be updated regularly • GENERAL OBSERVATIONS- • Role and responsibilities • Age Limit(ex: for trainees and Students) • Training (ex: for trainees and Students) • ICT / Driving License /Physical measurement • In cases of Restructure- should include an organisation chart

24. PROCEDURES FOR PRESCRIPTION OF SOS • RO seeks agreement of theMinister • RO consults Staff Association and the Federation of Unions for their views and comments on the draft proposed Scheme of Service (15 day’s delay is given) • Concurrently, an advance copy is submitted to MCSA and PRB is also consulted (with copy to MCSA) on salary grading in cases of new posts or amendments having bearing on salary • RO considers and submits to MCSA, within 5 days as from the deadline set, the views and comments of the Staff side. Further consultations, if needed, is done by the MCSA • MCSA forwards the proposed SOS, within 5 days as from the date of the finalisation of the draft SOS , to the appropriate Service Commission for consideration and agreement. • Upon Commission’s agreement, the SOS is prescribed in its official form by the MCSA without delay

25. APPOITMENT AND PROMOTION

26. APPOINTMENT AND PROMOTION • MEANINGS: • confermentof an office of emolument in the public service • grant of permanent and pensionable terms (may be transfer also – PPE) • engagement in a public office of a person on contract terms • permanent transfer to an office in the public service (reg 25) • transfer of an officer serving in one public office to another office (approved service) – reg 25 (2) • appointment of a public officer to act PSC Should maintain a high standard of efficiency while making appointment & promotions– reg 14 (1)

27. POWERS OF THE SERVICE COMMISSIONS • Under the Constitution, the power to: • Appoint persons to hold an office in the Public Service; • To appoint in an acting capacity in any office in the Public Service; • To confirm in an appointment; • To exercise disciplinary control ; and • To remove such person from service, • is vested in the appropriate Service Commissions

28. TYPES OF APPOINTMENT • Casual Appointment • Temporary Appointment • Acting Appointment • Appointment on Probation (substantive) • Supernumerary Appointment (additional) • Contract Appointment • Concurrent Appointment (simultaneous) • Permanent Appointment (PPE / confirmation) • Capacity building (unavailable grades fixed contract –procurement system) • Service to Mauritius(MOFED- competencies not available inside. They have knowledge but lack experience) • Work placement (from National empowerment foundation)

29. AGE LIMIT FOR APPOINTMENT • 40 YEARS • MANUAL GRADES- 48 YEARS • CRITERIA USED FOR APPOINTMENT (reg 14) • QUALIFICATIONS: (As per the Scheme of service) • EXPERIENCE: Determined by the Officer’s length of service and Knowledge and practically having performed the duties  • MERIT: Assessed on the basis of the PAF, Ad-Hoc and Special Reports /report on fitness for promotion) • SENIORITY : (as per PSC Regulations as mended)

30. ACTING APPOINTMENT

31. ACTING APPOINTMENT(reg 22) RO seeks approval from the appropriate Service Commission or • RO approves under delegated powers (PSC Circular 2011) ELIGIBILITY PERIOD • a continuous period of seven days(inc sat, sun & PH) • Supervising officers & workmen’s group even 1 day QUANTUM OF ACTING ALLOWANCE PAYABLE The difference between salary drawn and the initial or flat salary of higher post or Three increments worth at the incremental point reached If not fully qualified – allowance is paid at the rate of 80 %

32. PERFORMANCE MANAGEMENT SYSTEM

33. Performance Management System (PMS) WHAT IS PMS? • A Tool to manage performance WHY PMS? • Criticisms against the public service • Expectations- Efficient & Effective civil service • Government Vision • Inadequacy & inappropriateness of CR WHAT CAN BE MEASURED CAN BE MANAGED

34. PERFORMANCE MANAGEMENT SYSTEM(cont) • PURPOSE • To enhance performance at all levels (focus on main) • To establish clear links between OD- Quality services delivery and Employee Development • To promote a sense of ownership & motivation with a view to inspire delivery of quality performance (committed people) • To translate corporate goals into individual, team, departmental and divisional goals

35. PERFORMANCE MANAGEMENT SYSTEM(cont) • OUTCOMES • Alignment of goals (Organisation-Dept-Individuals) • Priority areas- judicious allocation of resources • Opportunity to improve processes & systems • Goal congruence ( common sense of direction for all) • Support leadership- team building & motivation • Facilitate change management initiatives • Recognition of talents & release of potential • Effective service delivery satisfaction of customers

36. PERFORMANCE MANAGEMENT SYSTEM(cont) • The Performance Management Process (4 Stages) • Planning work and Performance Agreement • Preparing work plan and setting targets(Setting performance expectations • Signing of Performance Agreement after discussion. • Monitoring and Feedback • Continually Monitoring and documenting performance • On-going communication and feedback • Identifying performance gaps and Initiating remedial actions/PIP). • Developing Capacity to perform

37. PERFORMANCE MANAGEMENT SYSTEM(cont) The Performance Management Process (cont) Mid term Appraisal • Discussing and recording progress made on PA • Identifying shortcomings and agreeing on remedial actions/PIP • Recognising achievements, where appropriate Final Appraisal • Assessing own performance – self assessment • Conducting formal meeting & appraisal • Rating [>3.2 - <2] (Excellent / Good / Fair / Unsatisfactory) REWARDING GOOD PERFORMANCEAND TACKLING POORPERFORMANCE

38. PERFORMANCE MANAGEMENT SYSTEM(cont) BENEFITS To Appraisee • Organisationgoals are made clear to him • He knows what are expected of him.  • He knows what he needs to do to meet the standards   • He can discuss with the appraiser any pertinent issue(s) pertaining to performance in his job.  • He can identify opportunities for self-development.

39. PERFORMANCE MANAGEMENT SYSTEM(cont) • BENEFITS • To Appraiser • Closer working relationships based on mutual understanding, trust and respect can be built  • Problem areas can be identified more easily and remedial action can be initiated accordingly.  • Free flow of information can be enhanced and collective decision-making can be promoted by spending quality time with appraisee.

40. PERFORMANCE MANAGEMENT SYSTEM(cont) BENEFITS Organisation • Align Corporate, individualand team objectives • Helps focus on key areas of activities (KRAs) • Creates common bond of ownership among employees

41. CONFIDENTIAL REPORT • A Responsible Officer shall ensure completion of Confidential Reports on each and every officer working in his Ministry/Department and drawing salary in a scale the minimum of which is not less than Rs 7,000 monthly. • Any rating below 3 - a shortcoming • Communicate in writing to the officer. • Reporting Officer submits his or her comments • The officer submits his representations. • Representations are justified or not, they are attached to the C R with the comments of the Reporting Officer

42. INCREMENT AND INCREMENTAL CREDIT

43. INCREMENT /INCREMENTAL CREDIT INCREMENT • Salary scales and flat salaries • Movement from initial to top salary point is incremental • It is a method for rewarding those who have demonstrated adequate yearly progress and whose work and conduct have been satisfactory • Increment not a Right - It has to be earned • Incremental Date is 1st January • 1ST Increment is payable on confirmation • Exception: Workmen’s group 1st January even not confirmed • Increment on Resumption of Duty from LWOP / STUDY LWOP

44. INCREMENT /INCREMENTAL CREDIT(cont) INCREMENTAL CREDIT • Incremental Credit for Experience (outside service) • Incremental Credit for Additional Qualifications • Incremental Credit for Temporary Service (in the service) • Increment For Long Service • Increment beyond top

45. ALLOWANCES

46. ALLOWANCES • Acting/ Responsibility • Overtime • Travelling • Lecture n exams • Uniforms • On call and in attendance • Funeral Grant(substantive / 1 yr’s continuous service) – Rs 10 000 to nearest relative having borne funeral expenses

47. ALLOWANCES • Meal (cyclone & unexpected retention for >3hrs- Rs 125) • Out of pocket (short official visits- Rs 160/day) • Subsistence (missions & training-allowance approved by FS) • Disturbance (to work in Rod-25% & outer islands-50%) • Inducement (professionals -50% instead of 25%) • Rent (prison/police /forest/doctors)

48. ALLOWANCES • Special Duty and Extra Duty Allowance: (to work unusually long hours for completion of assignments / reports by set time frame) Not eligible for overtime Put in min of 25 excess hours monthly Approval of SO required 3 increments worth • Travelling Allowance (various types) • Car Allowance(in lieu of Duty Free) • Foreign Service Allowance • Entertainment Allowance • Warm Clothing Allowance • Excess Air Baggage Allowance(pg 119 EOAC) • Ad hoc allowance

49. ALLOWANCES (cont) OVERTIME • No overtime allowance to - • (a) trainees, students and apprentices; • (b) members of a Disciplined Force; and • (c) officers drawing salary of Rs 39,275 or more monthly. Officers drawing Rs 39,275 to 52775: 80% of OT rate for • :Urgent tasks or • for completionof work that cannot be postponed

50. OVERTIME RATE: 6 am -11pm: 1.5*hourly rate 11 pm – 6 am: 2* hourly rate Sun/ PH/ cyclones: 2* hourly rate HOURLY RATE: Workmen’s : annual salary (AN SAL F Y) FY/52*40 Other categories: AN SAL F Y/52*33.75