DPSA PresentationVacancy rates in Public Servicea critical微分电位溶出法presentationvacancy率在公共服务的关键.pptVIP

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DPSA PresentationVacancy rates in Public Servicea critical微分电位溶出法presentationvacancy率在公共服务的关键.ppt

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DPSA PresentationVacancy rates in Public Servicea critical微分电位溶出法presentationvacancy率在公共服务的关键

Vacancy rates in the Public Service:a critical analysisStanding Committee on Public Accounts24 October 2007 Presentation outline Decentralised regulatory framework Vacancy rates according to PERSAL Analysis of the data Key contributing factors Information on PERSAL Organisational structures HR management capacity in departments Skills attraction and retention Corrective measures Concluding remarks Public Service Act and Regulations Public Service has a decentralised regulatory framework Responsibility for – The management of human resources; Personnel administration; Organisational structures; etc vests with departments (specifically Executing Authorities and their delegates) Vacancy rate in the Public Service Vacancy trends: national departments Vacancy trends: occupations Vacancy rates in selected departments Putative and actual vacancy rates Departments spent on average 98% of their personnel budgets in 2006/07 The turnover rate is 11,5% (managers and professionals) and 7,7% (rest) Benchmark proposed by the PSC: a vacancy should be filled within 9 months Vacancy rate should be approx. 12% Nominal vacancy rate is 24% (336,024 vacant and 1,073,403 filled) Time taken to fill a post Management of organisational structures 17 month average must be seen in context – often there is no intention of filling a post once is becomes vacant Departments often restructure and create new posts but do not abolish posts which will no longer be used These ‘vacant’ posts are therefore unfunded as funds have been diverted to other posts In practice these posts are dormant, existing only on PERSAL Most departments rely on systems (Excel) outside PERSAL for management information HR management capacity in departments Capacity to administer PERSAL Administrators are not able to keep up with the continuous changes in the organisational structures Conflict between administration function required by PERSAL and the management value-added function required by the Regulations PERSAL