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Our
annual Work Plan details our vision, objectives,
and targets for the year ahead. The following are
our primary objects for 2007. Some initiatives are
ongoing and are in response to previous needs and
priorities identified in the Public Service while
others are driven by our goal “to provide
effective human resources leadership and support
to build a world-class Public Service”.
To read the detailed Work Plan,
please download
the complete document here.
JOB EVALUATION AND SALARIES
REVIEW
This project, which has been in progress since 2002,
has now reached its completion stages with the Final
Report waiting to be reviewed by Executive Council.
This project has implications for changes in the
Grade and Salary Structures for both the Established
and Non-Established Workforce. Approval by Executive
Council will result in full implementation by 1
July 2005.
REVISION OF ALLOWANCES
Equally important in salary administration is the
need to have certain allowances, which are specific
to certain posts. These allowances vary and may
include car, telephone, housing etc. After implementation
of the Job Evaluation and Salaries Review, the Central
Allowances Committee, headed by the Director of
Human Resources, will meet to review allowances.
Completion by November 2005.
COMPLETION OF GENERAL
ORDERS AND PSC REGULATIONS
These two very critical documents which guide the
human resources management within the Public Service
have been thoroughly reviewed and is currently out
for consultation. They have been reviewed and benchmarked
against best practices regionally and internationally.
Following the consultation phase that will conclude
at the end of March, sessions will be held with
the Public Service to explain the overall content
and context of the new regulations. Completion by
December 2005. |
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DEVOLUTIONARY PROCESS OF HUMAN RESOURCES FUNCTIONS
At present the Human Resources Department implements
recruitment, selection and placement of all established
employees in the Public Service. In a direct response
to the need for Ministries to have more responsibility
concerning the management of their human resources,
the devolution of human resources functions is an
approach which will allow Ministries and Departments
to recruit, select, and place employees up to a
specific level within the Public Service. The foundation
of any successful devolutionary process must be
a strong team to manage the processes and procedures
involved. With Human Resources Managers within each
Ministry we are now poised to devolve recruitment
and selection responsibilities. Implementation timeframe
from June to December 2005.
FINANCIAL PLANNING FOR THE PUBLIC SERVICE
Human Resources Professionals cannot see employees
as “just persons to fill a seat to do a job”.
Instead our direct focus and one of our innate professional
responsibilities must be to look at the total wellness
of employees. Therefore, from the first day on the
job, to the day that they leave the organisation,
we must be concerned about employees’ total
well being. This belief authenticates the imperative
need for our Employee Relations Unit and the Employee
Assistance Programme.
Financial Planning for the Public Service is a collaborative
initiative between the Employee Relations Unit,
Benefits Unit and the Training Division to provide
information, tools and strategies to assist employees
in effectively managing their finances for today
and the future. Although preparing the entire Public
Service in the area of Financial Management is a
priority, our approach is to begin with employees
who are eligible for retirement within the next
5-10 years. The overall life after retirement will
be discussed through a series of workshops, awareness
in the areas of financial planning, financial management,
community services, community programmes. Timeframe
for delivery from June to December 2005.
EMPLOYEE
RELATIONS/EMPLOYEE ASSISTANCE PROGRAMME
Having a specific Unit geared towards the development
and wellness of employees is a facet that many leading
organisations throughout the world fail to implement.
The BVI Government sets the pace in the region and
within international arenas by having such a Unit.
With the launching of the EAP Supervisory Guide
in 2004, the work will continue through training
initiatives and public awareness campaigns to ensure
that managers are embracing the idea that an employee’s
total wellness can only add to their ability to
perform effectively. The year ahead will also see
further outreach to the sister islands along with
direct communication through the “Emphasis”
newsletter.
REVISION OF PERFORMANCE
MANAGEMENT PROGRAMME
While we are overly proud that there is a Performance
Management Programme institutionalised within the
Public Service, enhancement changes must be made.
Included in the review and development of competency
standards within the public service, is also the
review of our performance management programme.
This review is underway where we should expect changes
in the overall rating scheme, competencies to be
assessed, and the approach towards training and
development. Completion of review by June 2005.
Training through December with full implementation
by January 2006.
COMPETENCY STANDARDS
OF EXCELLENCE
There should be no mystery or secret regarding how
a Public Servant can progress from one level to
the next within the service. However, it must be
apparently clear what knowledge, skills, attributes
and training it takes to become a head of department
for example. The development of Competency Standards
of Excellence will clearly show what it takes in
terms of knowledge, skills, attributes and training
to be competent for a specific job. This competency
checklist will be used in the Performance Management
Programme and will give managers and employees a
documented list of the needed competencies for each
group of jobs within the Public Service. Completion
of standards by June 2005. Training through to December
with full implementation by January 2006.
STRATEGIC SUCCESSION PLANNING
How an organisation plans for attrition is imperative
to the success of its operation. How an organisation
ensures the development of its workforce is imperative
to the success of its operation. How an organisation
plans in the event of retirement of key officers
is imperative to the success of its operation. How
an organisation prepares to develop a workforce
that is responsive, efficient, and productive is
imperative to the success of its operation. How
an organisation lays a path for the success of each
employee is imperative to the success of its operation.
Succession Planning is the imperative vehicle to
ensure a successful operation. Each Ministry will
have the opportunity to prepare in a deliberate,
systematic way for key positions to be filled in
the event that officers have to leave the service
or department. Implementation from March 2005 to
December 2005.
CONTINUED TRAINING
& DEVELOPMENT:
Using Flexible and Experiential Learning
The availability of training and development for
all Public Servants continues as a priority for
the Training Division. In addition, the belief that
different methods of training and development must
be explored to ensure that theory is applied and
that traditional learning methods are challenged
remains a priority. The year 2004 saw the completion
of the Executive Diploma Management Programme in
Human Resources where the human resources management
capacity within the Public Service using flexible
and experimental methods was implemented. The Training
Division will continue to develop similar programmes
as not all Public Servants can benefit from a formal
overseas scholarship and likewise, not all Public
Servants can take up an overseas scholarship because
of commitments in the Territory. Therefore this
approach toward training and development is mutually
beneficial for the individual and the Public Service.
DEVELOPMENT OF MANAGERS
The recent PSDP Survey specifically highlighted
many areas of concerns in the area of Management
with the Public Service. The ability to manage,
although requiring many innate instincts is within
itself a discipline that must be understood, learned,
practiced, and applied. The launch of the Diploma
in Management using the experiential learning approach
is a step in the direction of ensuring that managers
are equipped to manage. The development of management
competencies within the Performance Management Programme,
development initiatives and programmes as described
in the Competency Management framework will become
institutionalised within the Public Service. A second
cohort of management training will be launched by
November 2005.
IN-SERVICE JOB ROTATION
In previous years the Public Service had, as a part
of its capacity, an Administrative Pool. This pool
of qualified professionals provided various administrative
supports to departments or Units. This year we will
attempt to revive a similar programme through the
introduction of a Job-Rotation Programme where officers
throughout the service at equal ranks, will be invited
to experience job enrichment activities by utilising
their knowledge, skills and attributes within another
department. This attempt at ensuring a competent
workforce will be introduced by August 2005.
HR QUEST- BVI
HR QUEST- BVI is a strategic recruitment effort
to ensure that the Public Service is filled with
qualified and competent employees. The immediate
and direct focus of this important programme at
this time has been the recruitment of BVIslanders
from abroad. Since this approach has been launched
in 2004 we have successfully hired 8 BVIslanders
from abroad within the Public Service. This programme
continues with targeted approaches to the various
BVI organisations within the U.S. Virgin Islands
and the United States. The initiative continues
throughout the year but also focuses on reaching
out to schools and local organisations.
HR-“TALK”
These series of interactive sessions are geared
to keep the Public Service informed about current
human resources issues. They will take the format
of open discussions on a specific topic or can be
driven by issues raised by participants. The overall
intent is to ensure that the work of the Human Resources
Department and the Training Division is shared,
with an opportunity for consultation with the Public
Service. |
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