SMD

Annual Report 2023/2024

2.4 Employee performance management

The Department’s recruitment plan which was aimed at substantially lowering the vacancy rate to alleviate workload pressures escalated work demands across the Department during the recruitment and selection phase, with Human Resources spearheading efforts to expedite the filling of positions.

The Department sustained improved performance management practices during the reporting period with four recorded cases of non-compliance registered in respect of the submission of performance agreements; and was once more able to successfully conclude all moderations and processing of outcomes during the financial year under review. 2.5 Employee wellness programmes The appointment of Lyra Health (Service Provider) as the counselling and organisational enhancement service provider for the Department has seen employees taking up the utilisation of services offered by service provider in improving the employee’s quality of work life towards creating an environment that facilitates a holistic growth and wellness of the DSBD employees. In the 2023/24 period, all three planned targets were successfully achieved, marking a 100% success rate. Notable accomplishments include a significant 11.8% reduction in the vacancy rate, maintaining female representation in senior management positions above 50%, and increasing the employment of persons with disabilities to 3.7%. Challenges persist in implementing the organisational structure due to cost containment measures and sustained high workloads. Additionally, there are difficulties in enhancing youth representation and addressing compensation levels for specialised areas like Business Analysts and Software Engineering, making recruitment challenging. Turnaround times in the recruitment and selection process are hampered by workload levels, and there are budgetary constraints concerning service providers. Future plans entail the continuation of hybrid working arrangements to tackle office accommodation challenges and provide flexibility for remote, blended, and in-office work. Training priorities will emphasise leadership development and governance. The Department will also focus on business process improvement, organisational functionality assessment, and evaluating the implemented structure. 2.6 Highlight achievements and challenges faced by the Department, as well as future human resource plans or goals

2.3. Workforce planning and key

strategies to attract and recruit a skilled and capable workforce

Key strategies to attract and recruit a skilled and capable workforce included the sourcing service providers to aid in response handling and personnel suitability checks, thus alleviating the workload during the recruitment and selection process. These providers assisted the Department in identifying and sourcing the most qualified candidates for specific positions. A strategy for recruiting persons with disabilities to increase their representation within the Department was implemented. Enhance internal skills and capabilities through focused training and provision of bursaries in line with the Departmental priorities. To prioritise the approval of the Youth Attraction Strategy to aid in the recruitment of young individuals. This strategy will include recruitment through internship development programs and a review of entry requirements for entry-level positions. Additionally, there are difficulties in enhancing youth representation and addressing compensation levels for specialised areas like Business Analysts and Software Engineering, making recruitment challenging. Turnaround times in the recruitment and selection process are hampered by workload levels, and there are budgetary constraints concerning service providers.

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Department of Small Business Development • HUMAN RESOURCE MANAGEMENT • Part D