Page 133 - DSD ANNUAL REPORT 2022-2

PART D: HUMAN RESOURCE MANAGEMENT

1 LEGISLATION THAT GOVERN HUMAN RESOURCE (HR)
MANAGEMENT

The Constitution (Chapter 10 (195(1)(h)) compels the Public Service Given the fact that human resource management is governed by
to be governed by democratic values and principles including such a large regulatory framework, it is therefore compliance-
good human resource management practices to maximise human driven to a large extent. However, the field of human resources
potential. Human Capital Management in the Public Service has shifted from a mere compliance and administrative driven to
is governed by a myriad of Legislation, Regulations, Bargaining more of a strategic business partner, in terms of understanding the
Council Resolutions and Directives. Key amongst them are, but not Department’s core business and advising on HR matters in order to
limited to the following: ensure that the Department’s mandate is met.

• Public Service Act; With the advent of COVID19, Human Resource Management
• Public Service Regulations; practices had to be aligned with the applicable regulations and
• Labour Relations Act; adapting ways of work to ensure service delivery and maintain
• Skills Development Act; efficiencies and effectiveness. Some of the work adaptions included
• Skills development and levies Act; virtual meetings, virtual training and development and more use of
• Basic Conditions of Employment Act; information technology tools.
• Promotion of Administrative Justice Act;
• Promotion of Access to Information Act;
• DPSA Directives
• PSCBC Resolutions; and
• PHSDSBC Resolutions

2 OVERVIEW OF HUMAN CAPITAL MATTERS IN THE
DEPARTMENT

2.1: The value of human capital in the Department:
The primary purpose of any HR unit is to ensure that the The Department continued to work under the COVID-19 conditions
organisation has the requisite capacity to deliver on its mandate, and has adjusted from time-to-time in line with the Disaster
the environment is conducive for productivity, that systems and Management Regulations. The Unit continued to advise the
processes are in place to achieve the above. Department on measures to be implemented to comply with
the various adjusted levels of COVID-19. The updates were done
HR as a function is well established in the Department through the through the monthly management meetings of the Department.
Chief Directorate: Human Capital Management within the Branch: Some of the key areas were; advising the Department on remote
Corporate Support Services and comprise of the following four (4) working models, management of performance and implementation
Directorates, focussing on: of measures that would ensure a safe work environment.

• Human Resource Development and Performance Management; Key to the management of the COVID-19 in the workplace was
• Labour Relations; the roll-out of the vaccination drive for the Social Development
• Organisational Design and Human Resource Planning; and Portfolio. Approximately thirty seven thousand (37 000) employees
• Human Resource Management (HR Administration, Recruitment from the Social Development and NPO sector were vaccinated in a
and Selection and Employee Health and Wellness) space of a week.

The Chief Directorate has a compliment of thirty-nine (39) posts 2.2: HCM priorities for the year under
responsible for all aspects of Human Capital Management (HCM), review and the impact of these priorities:
with thirty-seven (37) of the posts filled and two (2) vacant. All HCM a) Develop a draft Sector Strategy for Employment of Social
Policies have being developed while some are being revised to be Service Professionals
in line with current trends, practices and legislative changes. HR A critical priority during the period under review was the
processes and systems are well established and are reviewed on development of the Sector Strategy for the Employment of Social
an ongoing basis to be in line with best practices. Human Capital Service Professionals, which in the main seeks to ensure that there
Management is the heartbeat of any organisation and therefore are adequate Social Service Professionals to address the increasing
human resource practices must ensure that the human capital social ills of the country. It further seeks to give effect to amongst
is optimally utilised, developed and the morale of the officials is others, the requirements by the National Development Plan Vision
uplifted through a conducive environment. 2030, and a Cabinet resolution that Social Development is not the
sole department responsible for the employment of Social Service
To give effect to the above, the Department ensures that all its HCM Professionals and that government departments should establish
policies are regularly reviewed to remove any barriers and keep up an all-inclusive task team to lead the process of employment of
with the needs of the employees. social service professionals in public service departments.

DEPARTMENT OF SOCIAL DEVELOPMENT ANNUAL REPORT 2021/22 133