1. TALENT ACQUISITION IN MUNICIPALITIES
Mr Luckie Sihlangu

2. PRESENTATION OUTLINE Definitions Policy Framework
Gains of Talent Management
Challenges
Recruitment & Selection Techniques
Risk Mitigation
Competency Assessment
Capability & Skills Auditing

3. DEFINITIONS
Talent refers to “a natural ability to be good at something, especially without being taught or being good in a particular activity”
Talent Acquisition is “ the ongoing strategy to find specialist, leaders or future executives for the organisation, it tends to focus on long-term human resource planning and finding appropriate candidates for position that require a very specific skillset” this is done through talent management

4. DEFINITIONS CONT..
Talent Management refers to “a proactive design and implementation of an integrated talent driven organisational strategy directed to attracting, developing, engaging and retaining talent requirements as outlined in the workforce plan in order to ensure organisational sustainability and competitiveness”

5. POLICY FRAMEWORK The Constitution of RSA of 1996
The Employment Equity Act, 1998 (Act No 55 of 1998) as amended
The Municipal Systems Act, 2000 (Act No 32 of 2000)
The Skills Development Act, 1998 (Act No 97 of 1998)

6. POLICY FRAMEWORK CONT..
COGTA Regulations-Competency Frameworks for local government occupational streams
The Health Profession’s Council of South Africa’s List of Tests classified as Psychological Tests
The Health Profession’s Council of South Africa’s (HPCSA) Ethical Rules of Professional Conduct for Practitioners registered under the Health Professions Act (Act 56 of 1974)

7. GAINS OF TALENT MANAGEMENT
Improved Service Delivery
Reduction of costs (recruitment costs, re-training, relocation costs and lost productivity)
Motivated employees following a progressive career path in line with aspirations and organisational objectives

8. GAINS OF TALENT MANAGEMENT CONT..
Higher morale resulting in an engaged workforce working in a high performance culture
Fairness and consistency through scientific measurement, development and monitoring of talent
Higher retention rate of talent in terms of institutional memory ( i.e. Permanently appointing of Group and Divisional Heads) and attracting better skills

9. CHALLENGES Insufficient pipeline of future leaders
A lack of depth of internal candidates for critical roles especially technical skills
Difficulties in recruiting top talent
Salary expectations of candidates with critical skills become too high
Appointment & Retention of People with Disabilities
Insufficient budget for managing and developing talent
Skills and capabilities required by the organisations in the near future are not developed

10. CHALLENGES CONT..
A lack of compelling development case and opportunities for top talent
Inability to engage, motivate nurture critical talent
Talent Reviews & Performance management for compliance purpose than as business case
Some Group/Divisional Heads appointed on fixed term not reporting to the City Manager
Upper limits and different benefits for section 56 and non sec 56 earning more or less than the other at same level

11. RECRUITMENT & SELECTION TECHNIQUES
Shortlist of qualifying candidates
Assessment of candidates against job related criteria
Selection
Recruiting of applicants with relevant skill & experience for the job.
Use of valid & reliable methods of selection and relevant selection tools

12. RECRUITMENT & SELECTION TECHNIQUES CONT..
Competency-based selections to ensure managers to receive information needed
To make informed hiring decisions
Screening process be done in cases of volume recruitment to eliminate unsuitable candidates
Shortlisting to be done against job criteria after screening

13. RISK MITIGATION Structured Interviews (to avoid unintentional bias)
Competency-based selection & prescribed testing tools (guarantee & ensure valid / reliable testing)
EE / Labour during selection – observe (to avoid discrimination therefore ensuring equal opportunity)
Some positions to be ring-fenced for PWD
Create enabling environment, reasonable accommodation and defy myths about PWD
Record keeping during interviews(evidence for possible future employment claims, protect personnel information)
Permanent appointment of GH/DH attract better skills

14. COMPETENCY ASSESSMENT
Concept
To identify knowledge, skill and abilities that may influence a person job in relation to specified performance standards
Identifies existing competencies and skills gap of prospective applicants

15. COMPETENCY ASSESSMENT CONT..
Concept
The Local Government: Regulations on Appointment and Condition of Employment of Senior Managers dated 17 January 2014 provides that:
Any person appointed as a Senior Manager in terms of the regulation must have the competencies as set out in the regulation.
A person appointed as Senior Manager in terms of the regulation must comply with the minimum requirements for higher education qualification, work experience and knowledge as set out in the regulation.

16. COMPETENCY ASSESSMENT CONT..
The Competency framework consist of two competencies which are:
1) Core Competencies – these are competencies that cut across all levels of work in a municipality and enhance contextual leadership that guarantees service delivery impact.
Included are - moral competency, planning and organizing, analysis and innovation, knowledge and information management, communication and results and quality focus

17. COMPETENCY ASSESSMENT CONT..
2) Leading Competencies – these a re competencies that are required to develop clear institutional strategy, initiate, drive and implement programs to achieve long term sustainable and measureable service delivery performance results.
Included are: strategic direction & leadership, people management, program & project management, financial management, change management, governance and leadership.

18. COMPETENCY ASSESSMENT CONT..
In the CoT methods of assessment include:
The use of assessment centers for senior management positions to ensure high level reliability and validity of candidates (eg. Lindelani)
In-house assessment processes for technical posts for absorbing students (e.g apprenticeships)
Assessments done through the assistance of SALGA although response time very slow
Assessment done by registered psychometrics together with Tshwane Leadership and Management Academy (TLMA)

19. CAPABILITY & SKILL AUDITING
Skills audits and competency assessments are of no value unless the results inform action – individual assessments which lead to organizational results should:
Guide and inform employment practice
Guide recruitment
Guide organizational development and structure
Guide the development of organizational culture
Guide training and training practice within the organization
Basis for skills planning within an organisation

20. CAPABILITY & SKILL AUDITING CONT..
Along with performance management can be used to create learning culture within an organisation
Guides learning and behavior change
Guides improved performance
Guides career development
Assesses individual knowledge, skills and abilities – not just experience, qualifications and education
Used to target training to ensure that it connects with improved performance and employee engagement

21. CAPABILITY & SKILL AUDITING CONT..
Within the CoT skills audit information was gathered using self-assessment diagnostic tools for individuals to complete, in conjunction with scientific assessment tools in order to reduce any bias within the first assessment tool. The information gathered was recorded on the GAPSKILL tool developed by COGTA.
The gathering of skills audit information is conducted in four phases:
Phase 1 Questionnaire - ( ; total No. of Employees was , completed = 76.4%)
Phase 2 Assessment – (2015 – to-date total No of Employees: , completed = 8.3%)
Phase 3 Verification of qualification (ongoing)
Phase 4 – Implementation (work in progress)

22. THANK YOU!!!