CIPC Annual Report V1

1. Introduction

• Training and development - The CIPC Work Skills Plan addresses all the needs for development of the CIPC’s staff. This is supplemented by the newly-developed personal development plans for employees. 1.3 Employee Performance Management Framework 97% of the performance reviews have been completed and we take pride that the approved CIPC Employee Performance Management Policy is in full swing. 1.4 Employee wellness Employee wellness is intrinsic to the employee value proposition in terms of optimising wellness within the CIPC. In line with the global trends, the CIPC is shifting towards a holistic preventative approach to wellness. This encompasses the provision of support and guidance to healthy employees, as well as the traditional health and wellness provided by organisation. The Employee Wellness Unit was preoccupied with the Covid-19 pandemic in order for the CIPC’s employees to be informed and safe. This comprehensive wellness programme is an integral part of the overall strategy and it incorporates multiple new capabilities, including: • Confidential counselling services provided to staff. • Health and wellness interventions provided. -- Financial life skills interventions hosted quarterly. -- Wellness days implemented quarterly. • Occupational Health Clinic and advisory services provided through the dtic (including HIV programmes, disease prevention, chronic disease management, etc.). • Work – Life balance programmes implemented, e.g. School Holiday Programme. • Support for employees under medical treatment, e.g. recommendations for alternative placements (based on doctor’s reports); support of hospitalised staff, and so on. • Facilitation of sport and recreation activities. 1.5 Policy development Consultation with organised labour on other human capital policies is going well and there is a commitment that all other policies will be signed-off.

1.1 Overview of HR matters in a public entity

A service provider was appointed to conduct an organisational design project as envisaged by the CIPC’s management. This initiative was interrupted by the Covid-19 pandemic, as the CIPC had to comply with government regulations on the lockdown restrictions implemented in the country. The service provider could not interact with the CIPC’s staff to run with the project as planned, the agreed contract period of six months expired while the country was still in the national lockdown period. A new procurement processes has ensued to appoint a service provider as advised by National Treasury. Management and organised labour have agreed on a process to fill critical positions through a consultative process when the need arises. Automation of certain functions within the CIPC brought a number of challenges to the extent that some employees are temporarily seconded to other divisions to ensure that they are gainfully utilised. At the end of the period under review (2020/21), the CIPC’s vacancy rate was at 28.0%. Key human capital policies were approved and implemented during this financial year. 1.2 Set HR priorities for the year under review, and the impact of these priorities Organisational design project that will deliver new operating model, job descriptions and job evaluations. • Recruitment and selection – the Recruitment Unit has been capacitated to efficiently recruit the identified critical vacant positions within the set periods by the organisation. Vacant strategic positions have been filled in order to deal with challenges that CIPC faces. A workforce planning framework in in place, and key strategies to attract and recruit a skilled and capable workforce. • Targeted recruitment to fill strategic positions that will not be affected by the organisational design process. • Organisational culture, values and ethics - the organisation still strives to establish a culture that encompasses the CIPC’s values and encourages teamwork and collaboration. Management remains committed to the management of the change and to create a new culture that enables efficient service for excellent customer experience. The following are HR priorities: •

COMPANIES AND INTELLECTUAL PROPERTY COMMISSION I Annual Report 2020/21

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