ANNUAL HRD IMPLEMENTATION PLAN -1-

ANNUAL HRD IMPLEMENTATION PLAN TEMPLATE

NAME OF DEPARTMENT: _________________________________________

PROVINCE : ___________________________

STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR ONE 2010 – 2011

Strategic Objective 1: To adopt a wide set of options for capacity building

in order to respond to the varying needs and requirements of the Public Q1 Q2 Q3 Q4
Service and build the capacity of employees to undertake their
responsibilities
• Each department has a Human
1.1 To enhance the design, Resource Development Plan which 1.1.1 Guidelines developed for managing
management and integration of has been fully implemented and evaluating HRD in the workplace
capacity development • Each department has a framework
interventions in the workplace to of courses, experiential learning and
include enhancing the quality and capacity development requirements 1.1.2 Training provided in managing HRD
workplace relevance of training for each level of staff in the workplace for HRD practitioners
materials. • The PDPs from PMDS are fully and for line managers
used as a basis for programme
planning
• The competency framework for 1.1.3 A handbook and guidelines
SMS is used as the basis for developed for pre and post training
recruitment, capacity development interventions
and performance assessment
• All managers use a common
framework and process for
managing HRD interventions

• All departments implementing ABET

1.2 To use ABET in providing 1.2.1 Prepare an ABET strategy

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR ONE 2010 – 2011

Strategic Objective 1: To adopt a wide set of options for capacity building

in order to respond to the varying needs and requirements of the Public Q1 Q2 Q3 Q4
Service and build the capacity of employees to undertake their
responsibilities
educational opportunities for all learnerships
employees. • Public Service ABET learners have
made progress in their careers 1.2.3 Assesses annually the workplace
• All ABET courses in the Public and learning progress of its ABET
Service are designed on the basis of candidates
workplace relevance
• All levels of employees are able to
participate in ABET programmes 1.2.4 Each ABET learner has a PDP as
a roadmap for advancement

1.2.5 ABET learnerships are initiated and

are successful

1.2.6 Programmes are scheduled so that

all workers can accrue benefit from ABET
programmes

• LDM Strategic Framework

1.3 To promote leadership and institutionalized 1.3.6 Preparation of Line Managers for
management development • Competency frameworks utilized by management of their HRD responsibilities
programmes in general, with specific all departments for the SMS staff
reference to the HRD competence of • Skills and competencies audit
SMS and special focus on the needs centres established giving access to
and requirements of women and all SMS
persons with disabilities. • Developmental support centres
established in each province
• SMS in the Public Service have
undertaken competency

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR ONE 2010 – 2011

Strategic Objective 1: To adopt a wide set of options for capacity building

in order to respond to the varying needs and requirements of the Public Q1 Q2 Q3 Q4
Service and build the capacity of employees to undertake their
responsibilities
assessment
• SMS in the Public Service have
been assisted in developmental
support centres
• All line managers in the Public
Service have undertaken training on
the management of their HRD
responsibilities
• Targets in respect to women and
persons with disabilities in
management positions are met.

• Bursaries are offered to pre-service

1.4 Promoting learnerships, trainee interns who have potential in scarce 1.4.1 Provide training for mentors in
ships and Internships in the Public skills areas order to maximize support for and
Service • A significant increase in the number throughput of learners in workplace
of learnerships, internships and learning
traineeships undertaken in each
department
• A significant increase in the number 1.4.2 Establish systems for evaluating
of learners who successfully the impact of such workplace learning.
complete learning programmes with
Public Service workplace
attachments 1.4.3 Track the number of learners in this
• Greater efficiency and effectiveness regard who subsequently take up
in the management of learning employment in the Public Service.
programmes with workplace
attachments.
• A significant number of interns and 1.4.4 Create linkages with FETs and HEIs
learners are employed by the which will give students a conduit to
Departments enter the Public Service for experience

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR ONE 2010 – 2011

Strategic Objective 1: To adopt a wide set of options for capacity building

in order to respond to the varying needs and requirements of the Public Q1 Q2 Q3 Q4
Service and build the capacity of employees to undertake their
responsibilities
and training.

1.4.5 Train mentors and supervisors to

manage the environment of workplace
learning to the benefit of learners, interns
and trainees.

1.4.6 Create a database of intern and

learnership applicants who have
submitted applications on the required
forms

• Public Servants are members of

1.5 To use more productively the professional bodies 1.5.8 Public officials are registered with
educational capacity and role of • A professional body and councils professional bodies
professional bodies and councils in established for Public Servants
terms of capacity building and • MOUs are in place with Public
formulation of standards for Service relevant professional bodies
educational programming. • PALAMA and Provincial Public
Service Academies have MOUs with
relevant professional bodies

1.7 To promote e-learning in the • Employees in all Departments have 1.7.3 E-learning workplace operational
Public Service to be applied in access to e-learning framework established
increasing accessibility to HRD • Departments have policies to
govern the use of E-learning

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR ONE 2010 – 2011

Strategic Objective 1: To adopt a wide set of options for capacity building

in order to respond to the varying needs and requirements of the Public Q1 Q2 Q3 Q4
Service and build the capacity of employees to undertake their
responsibilities
1.7.5 E-learning fully incorporated into
PMDS

1.7.6 Department has participants on

formal E-learning programmes

1.8 To foster collaborative • MOUs aligned with HEIs and FETs 1.8.2 Financing policy developed
partnerships with HEIs and FETs • Funding mechanisms in place using
in order to enhance the quality, skills development funding from 1.8.3 Financing framework negotiated
standard and relevance of Public respective SETAs
Sector training • All departments have established 1.8.4 Programme management policy
partnerships and guidelines prepared

1.8.8 Partnership MOUs signed between

HEIs, FETs and Department where
required

1.8.9 Departmental officials participating

in a nationally recognised set of courses
for the Public Service

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR TWO 2010 – 2011

Strategic Objective 2: To strengthen support structures and systems

in public organizations in creating a sound foundation for HRD Q1 Q2 Q3 Q4
practice.
• Each department has an adequate
2.1 To promote effective Human strategy for managing the supply of 2.1.1 Skills supply alternatives are
Resource Planning in terms of supply its scarce and critical skills identified for each sector or occupational
of Human Resources to the Public • Departments in the respective class in the Department
Service sectors have no gaps in terms of
scarce and critical skills
• Departments in respective sectors
together with the relevant SETA 2.1.3 Guidelines are put in place for
have collaboratively produced a managing the supply of skills internally.
strategy on maintaining the supply
pipeline for relevant skills in the
Sector
• Each department has relevant
MOUs in place to manage the skill
supply pipeline
• Working collaboratively with the
National and Provincial Education
Departments , departments use
schools and HEIs as the key
sources in building a viable supply
pipeline
• HR plans and HRD strategies reflect
measures for managing the supply
of skills

2.2 To promote effective Human • Training needs assessment is 2.2.1 Studies are conducted on skills
resource Planning in terms of demand conducted on a continual basis demand for the Department
for skills and training in Public Sector • Skills audits are conducted by each
organizations

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR TWO 2010 – 2011

Strategic Objective 2: To strengthen support structures and systems

in public organizations in creating a sound foundation for HRD Q1 Q2 Q3 Q4
practice.
department as a basis for planning
HRD 2.2.2 Department prepares a table and
• Each department has succession report on current and projected demand
plans for key posts for skills
• Studies are conducted to determine
the skills needs of each sector
• National departments prepare 2.3 Department reports annually on its
reports on the demand for skills in capacity to meet the demands for
their respective sectors critical skills
• HR plans and HRD strategies reflect
measures for meeting skills
demands 2.2.4 Each component of the department
maintains, on a routine basis, the training
needs of its employees

2.2.5 Skills demand considerations are

addressed in the HR plan, in the WSP and
in HRD Strategy documents

2.2.6 A handbook for skills demand

assessment and management is
developed and the respective SETA
assists departments in managing skills
demand in line with sector skills plans.

• • • •
2.3 To promote Systems for • All departments have a skills 2.3.1 Management policies for retention
managing the skills supply pipeline retention and scarce skills plan – and scarce skills developed
and for retention and scarce skills

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR TWO 2010 – 2011

Strategic Objective 2: To strengthen support structures and systems

in public organizations in creating a sound foundation for HRD Q1 Q2 Q3 Q4
practice.
management in order to sustain even as part of an HRD Strategy.
capacity in the Public Service • All departments in the respective 2.3.3 Annual reports are prepared by
sectors are fully capacitated with the each department on the retention and
relevant scarce skills management of scarce skills
• All departments have agreements
and processes in place to manage
the supply of skills
• There is a higher retention rate in 2.3.4 Agreements and systems
departments in the leadership cadre developed to manage the supply of skills
and in areas of scarce skills

2.4 To promote the establishment of • All departments use HRMIS in 2.4.1 HRMIS is established in department
systems and processes for the managing data on HRD with components that are adequate for
acquisition and management of • All departments have undertaken planning and reporting in HRD
knowledge and information in support efforts to groom and manage a
of HRD in the Public Sector learning culture
• All departments have knowledge 2.4.3 Training is provided on the use of
management plans and strategies HRMIS in the preparation of annual
• More evidence is available that the training reports
workplace is a dynamic learning
environment for employees
• HRD strategies and reports reflect
their efforts and achievements in
respect to knowledge management

2.5 To strengthen structures, systems • All departments effectively apply 2.5.1 Support is provided to units in
and processes for performance PMDS departments in the application and use of
management and development in the • All employees in Government have PMDS
public Service PDPs aligned with organizational
priorities

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR TWO 2010 – 2011

Strategic Objective 2: To strengthen support structures and systems

in public organizations in creating a sound foundation for HRD Q1 Q2 Q3 Q4
practice.
• The PDPs of employees are 2.5.2 Support is provided to units in
achieved each year departments in the assessment and
• All employees have performance reporting of service delivery performance
contracts based on the strategic
objectives of the respective
department 2.5.3 Criteria established for the service
delivery performance of each SMS in the
respective departments and these are
reflected as measurable objectives in
annual performance plans and
operational plans of directorates.

2.6 To ensure adequate availability • All HRD practitioners have viable 2.6.1 Policies and guidelines developed
and use of physical, financial and job descriptions with performance on the use of skills levy funds by
human resources and facilities standards and indicators Departments aligned to the PS Policy
• Skills development funds are fully
used for training purposes
• Training in the departments is 2.6.2 Annual reports are prepared by
consistent with strategic priorities departments on the use of skills levy
and scarce skills requirements funding
• All departments have HR plans and
HRD strategies
• Policies and structures are in place 2.6.3 Support is given to units in
to monitor expenditures in training departments on HR planning and the
and measure the impact of training strategic use of HRD to enhance
performance

2.7 To groom and foster in-house • Each employee has a long term 2.7.1 Guidelines on career management
capacity through effective career PDP and career plan of employees are in place in a department
planning and talent management in

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR TWO 2010 – 2011

Strategic Objective 2: To strengthen support structures and systems

in public organizations in creating a sound foundation for HRD Q1 Q2 Q3 Q4
practice.
Departments of Government • Each department has a facility for
career counselling and support 2.7.2 Handbooks and operational
• Each department has a process to documents are in place for career
manage succession planning planning and management
• Departments have accelerated
leadership programmes
• Career planning is used as one of
the measures for the retention of 2.7.3 Managers are trained in career
talent planning and management of their staff
• Low turnover of SMS staff

2.8 To effectively mobilise the support • Strategic plans of departments 2.8.1 Mobilize managers through HRDS
of all managers in the strategic document the HRD implications of communication strategy
application of HRD strategic priorities
• Departmental vision crafting for
HRD is used in all departments as a
vehicle to mobilise managers 2.8.2 Plan and deliver workshops and
• Percentage of middle and SMS support on HRD for meeting strategic
Managers do HRD module priorities
• All SMS managers have effective
HR systems and processes in their
respective components 2.8.3 Ensure the strategic location of
HRD units so that HRDS is implemented

2.8.5 SMS have HR strategies for their

components and are successful in
implementing these.

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR TWO 2010 – 2011

Strategic Objective 2: To strengthen support structures and systems

in public organizations in creating a sound foundation for HRD Q1 Q2 Q3 Q4
practice.

2.9 To effectively manage employee • Policies are in place and 2.9.2 Facilities are put in place for
health and wellness implemented to seek the interest of employee support
those infected and affected by HIV
and AIDS
• All Departments have policies
regarding violence and abusive
behaviour in the workplace 2.9.3 Policies, structures and business
• All Departments meet requirements processes are put in place to link HRD
for occupational health and safety of with the counselling and support
employees facilities at the workplace
• All employees have facilities
available for counselling and for
personal and professional support 2.9.4 Counselling and support facilities
at the workplace are linked to
competency assessment centres and to
PMDS processes

2.10 To support Public Sector • All departments have HRD functions

departments in adopting appropriate that are effectively located 2.10.2 Executive managers attend
structures and processes for realising • Strategic role of HRD is enhanced workshops on the structure, location and
an effective and efficient HRD • Increase in the contribution of HRD use of HRD
to the desired performance
outcomes of the organization

2.10.3 Communication strategy

undertaken on the structure and strategic
role of HRD in public organizations

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR TWO 2010 – 2011

Strategic Objective 2: To strengthen support structures and systems

in public organizations in creating a sound foundation for HRD Q1 Q2 Q3 Q4
practice.
2.11 To ensure that policies, plans • HRD strategies reflect awareness of • • • •
and strategic documents on HRD are strategic priorities of departments 2.11.1 Guidelines developed on the plan
appropriately integrated with and and growth and development integration for HRD
aligned to other relevant plans, priorities of provinces
priorities and strategies of • All departments play a role in
Government addressing the strategic priorities of 2.11.2 Training initiatives are undertaken
the nation and their provinces in on plan for integration for HRD
areas of core responsibilities and in
areas where they have capacity and
strategic location 2.11.3 An internal monitoring structure
is established to assess the degree to
which plans and strategies have been
aligned with the broader agenda of
Government

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR THREE 2010 – 2011

Strategic Objective 3: To ensure that HRD in the public Sector is

effectively governed in order to promote effective implementation of the Q1 Q2 Q3 Q4
strategy

3.3 To ensure that the provisions of • All public officials are aware of the 3.3.1 Develop departmental
the HRD Strategic Framework are HRD strategy communication strategy
HRD Strategy is properly • All relevant stakeholders have
communicated at all levels contributed to the realization of the
HRD strategy 3.3.2 Define communication
• The stature and priority of HRD in responsibilities at all levels in the
departments have increased department
• HRD practitioners take an active
role in communicating and
advocating the HRD strategy 3.3.3 Run workshops and advocacy
sessions on strategy

3.3.4 Assess the impact of the

communication strategy on the
implementation of the HRD strategy

3.5 To foster and promote HR • Increased collaboration between

learning networks in creating a culture professionals in the field in providing 3.5.1 Establish departmental HRM
of learning in the profession support to colleagues who need structures so as to ensure the breakdown
assistance. of the silo effect of all HRM related work
• The participation of a national cadre
of coaches and mentors who
undertake the responsibility to 3.5.3 Making materials for professional
guide, nurture and support HRD development more available and
practitioners accessible at the workplace
• The availability of updated reference
materials on which information and
assistance can be sought on 3.5.4 Creating opportunities, systems

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR THREE 2010 – 2011

Strategic Objective 3: To ensure that HRD in the public Sector is

effectively governed in order to promote effective implementation of the Q1 Q2 Q3 Q4
strategy
various topics. and processes for greater sharing of
• The increased application of knowledge and information and greater
technology in the operation of HRD collaboration in confronting challenges
learning networks and solving problems which arise in
• Each department has established HRD.
an initiative (or unit) for facilitating
the operation of learning networks

3.6 Strengthening and aligning • The roles of SETAs, PALAMA ,

governance roles in HRD DPSA, DoL, DPLG and DoE are 3.6.1 Identifying and analyzing the legal
clearly understood by all mandates which govern the activities of
departments and HRD practitioners each department. Note policy provisions,
• Gaps, duplications and overlaps note gaps and overlaps.
between governance agencies are
minimized so as to avoid confusion
and under performance
• Inter-governmental roles, including
the roles of different spheres of
government are properly
documented, understood,
communicated and executed.
• The establishment of a National
Steering Committee on HRD in the
Public Service

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR FOUR 2010 – 2011

Strategic Objective 4: To ensure that plans, strategies and activities

integrate, promote and respond to the economic growth and development Q1 Q2 Q3 Q4
priorities of Government
• All employees in departments are • • •
4.1 To promote full awareness of aware of Government priority 4.1.1 Departmental workshop on HRD
Governmental priorities and their programmes and actively contribute implications of Government priority
implications for HRD practice in each to them programmes
sector of the Public Sector • All departments accommodate
Government priority programmes in
their strategic plans and business
priorities
• All departments actively engage in
training personnel to respond to
Government priority programmes
• Annual assessments reveal an
increase in awareness and activities
to address Government priority
programmes in an integrated
manner

4.2 To build capacity among HRD • HRD strategy developed to address 4.2.1 Departmental HRD strategy
practitioners to enable them to all priority growth and development documents prepared for each priority
promote and be responsive to the programmes of Government programme relating to Department
developmental priorities of • Each sector of Government fully
Government capacitated to contribute to
Government priority programmes 4.2.2 All relevant personnel are fully
capacitated to implement Government
priority programmes

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STRATEGIC OBJECTIVE AND PERFORMANCE INDICATORS ACTIVITIES (OTHER ACTIVITES MAY BE TIMELINES
RATIONALE ADDED) Annual HRD Implementation Plan
PILLAR FOUR 2010 – 2011

Strategic Objective 4: To ensure that plans, strategies and activities

integrate, promote and respond to the economic growth and development Q1 Q2 Q3 Q4
priorities of Government
4.4 To establish structures and • Managers in all departments are
processes to apply capacity aware of priorities related to 4.4.2 The assessment of strategic plans
development interventions to foster NEPAD, AU, SADC and global to determine the extent to which some of
the integration of NEPAD, AU and priorities are relevant to their areas the critical regional priorities are
global programmes and initiatives in of core business addressed through HRD interventions.
Public Service delivery to benefit the • These priorities are reflected in
economic sector plans and other strategic documents
• Capacity development initiatives are
undertaken to prepare employees to
understand and address these
priorities

OFFICIAL STAMP
SIGNED OFF: _____________________
(HOD OR DELEGATED OFFICIAL)

DATE: ___________________________

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