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RECRUITMENT AND RETENTION STRATEGY

RECRUITMENT AND RETENTION STRATEGY. Portfolio Committee Presented by: CDC Corporate Services Date: 24 June 2008. BACKGROUND ON RECRUITMENT IN THE DCS COMPLICATING FACTORS AND CHALLENGES PRINCIPLES OF THE RECRUITMENT AND RETENTION STRATEGY INTERVENTIONS FOR STRATEGY IMPLEMENTATION

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RECRUITMENT AND RETENTION STRATEGY

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  1. RECRUITMENT AND RETENTION STRATEGY Portfolio Committee Presented by: CDC Corporate Services Date: 24 June 2008

  2. BACKGROUND ON RECRUITMENT IN THE DCS COMPLICATING FACTORS AND CHALLENGES PRINCIPLES OF THE RECRUITMENT AND RETENTION STRATEGY INTERVENTIONS FOR STRATEGY IMPLEMENTATION PROVIDE INFORMATION ON THE ESTABLISHMENT GROWTH AND BUDGET IMPLICATIONS PURPOSE OF PRESENTATION

  3. The Department’s establishment experienced a positive growth of 21,9% in the financed establishment from 2005 to date. This relates mainly to the creation of posts for the implementation of the 7 day establishment (8311) and for the implementation of the White Paper. See illustration in the graphs below BACKGROUND

  4. Establishment Growth: DCS: 1 Apr 2005 to 31 May 2008

  5. Current statistical breakdown per occupational class as at: 31 May 2008

  6. Shortage of scarce skills in the Country Non competitive remuneration packages Emigration of professionals to private sector within the country and abroad Poaching by other Departments / Private Sector COMPLICATING FACTORS AND CHALLENGES

  7. Lack of growth opportunities Impact of HIV/AIDS Spouse relocations Stressful work environment Unpredictable and dangerous working conditions Changing working environment COMPLICATING FACTORS AND CHALLENGES cont..

  8. Department of Correctional Services developed a Recruitment and Retention Strategy to mitigate these challenges Objectives of the Strategy are to: - Provide a framework for recruitment and retention of employees with specific emphasis on scarce skills - Address concerns that impact negatively on service delivery - Create an organisational culture that would attract & retain employees - Ensure development and growth of employees through a comprehensive training framework RECRUITMENT AND RETENTION STRATEGY

  9. Effective human resource provisioning Induction Granting of a higher salary to recruit employees with required competencies Analysing staff mobility and turnover trends KEY PRINCIPLES OF THE STRATEGY

  10. Rewarding excellence Provision of enhanced service benefits Maintaining sound employee relations Effective/proactive management of service terminations and using termination trends to inform recruitment Monitoring, evaluation and reporting on all human resources processes which affect recruitment and retention. KEY PRINCIPLES OF THE STRATEGY cont…

  11. Training/Career development Provision of growth opportunities Provision of support mechanisms Competitive remuneration system Addressing the organizational culture Improving employee wellness Provision of scarce skills and rural allowance KEY PRINCIPLES OF THE STRATEGY cont…

  12. Various actions and strategies were embarked upon in implementing the strategy, such as: Head Hunting Counter offers Awarding Bursaries to scarce skills Upgrading Salaries Participation in the development and implementation of occupation specific dispensation for various professions RECRUITMENT AND RETENTION STRATEGY IMPLEMENTATION

  13. RECRUITMENT AND RETENTION STRATEGY IMPLEMENTATION cont… • In the area of scarce skills the Department advertises vacant posts on a regular basis and has also implemented head hunting in respect of Nurses, Pharmacists, Medical Practitioners and Psychologists. • Medical Practitioner salaries were upgraded to the top notch of Salary Level 12 which led to the filling of 12 posts out of 15 financed posts successfully.

  14. RECRUITMENT AND RETENTION STRATEGY IMPLEMENTATION cont… • The Commissioner has approved the translation of all Professional Nurses to the occupational stream of Primary Health Care. This approval offers a higher compensation package which will ensure a more effective retention strategy for this critical occupation.

  15. RECRUITMENT AND RETENTION STRATEGY IMPLEMENTATION cont.. • The Department is currently in process of filling 213 entry level positions for Nurses in line with the new OSD for Nurses and this impact will be experienced from 1 July 2008. • The vacant posts on entry level for the Custodian and Support Occupational Class have also been advertised during December 2007 and a total of 1700 new employees are scheduled for appointment before 1 July 2008.

  16. RECRUITMENT AND RETENTION STRATEGY IMPLEMENTATION cont… • The Department implemented a higher level (Level 7) for intern Psychologists. The salary level of Pharmacists have been upgraded to salary level 8 in order to attract qualified Pharmacists. • Scarce skills and rural allowances are also paid to the Health Professionals with the exception of the Nurses as an attraction and retention strategy. • The creation of Centres of Expertise is being pursued- first for Psychologists

  17. HEAD HUNTING STATISTICS1 April 2007 – 31 May 2008

  18. APPROVED COUNTER OFFERS1 April 2007 TO 31 May 2008

  19. BURSARIES AWARDED

  20. Compensation of employees’ expenditure increased from R5,107,422 in 2005/6 to R5,618,917 in 2006/7 – an increase of R511,495. The reason for this increase was the growth in the filled post establishment from 36,385 as at 31 March 2006 to 40,795 as at 31 March 2007 – a growth of 4410. This growth was mainly in the Custodian Personnel occupation which grew from 33,981 to 37,244 as a result of the entry level recruitment for the 7 Day Establishment. There was also increased recruitment for other occupational classifications for the implementation of the White Paper REASONS FOR THE R 500 MILLION INCREASE IN COMPENSATION OF EMPLOYEES EXPENDITURE

  21. The attraction and retention of scarce skills professionals is not only a Correctional Services challenge, but also experienced across the broad public service. It is envisaged that the implementation of Occupational Specific Dispensation for the different Occupational Classes will standardise compensation in the public service and curb poaching and job hopping. Above all, the Department of Correctional Services still needs to put in double the effort in order to change the working environment and the image of the Department to that of a professional correctional service. CONCLUSION

  22. THANK YOU Renewing our Pledge: A National Partnership to Correct, Rehabilitate and Reintegrate Offenders for a safer and secure South Africa

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