- Review of organisational structures, systems, and procedures for the creation of an
enabling environment for the emergence of both transformational and knowledge
leadership. - Introduction of competency-based annual mandatory training for all officers in the
service, including permanent secretaries from 2010. - Development of a new human resource (HR) management policy framework
including professionalization of the human resource management function in the
civil service, development of a new performance management system, and review of
the training policy. - Deployment of e-learning facilities for training.
- Strengthening of the existing public sector training institutions.
- Inauguration of the public service institute as Nigeria‘s premier executive training
institution and policy think-tank support for the government. - Restructuring of the office of the head of the civil service of the federation for the
injection of fresh ideas in the area of HR planning and management. - Service-wide roll out of the integrated payroll and personnel information system
from 2009 to, among others, provide reliable and up to date records for HR planning
and management. - Review of the pool system to ensure job and skills fit, including the creation of
additional desks in selected ministries for the career management of officers in the
professional cadre; - Implementation of the public sector ethics and integrity at work for the development
of ethical competencies in the service. Also through the use of an integrity
demonstration DVD to answer questions of ethics that have arisen in the course of
their duties at work. - Ensuring a value-based service through the development of a shared vision, entitled
‘statement of our commitment and purpose’ based on four core values of
stewardship, trust, engagement, and professionalism.
Human resource audit for training and development in South Africa
South Africa, which is far ahead in terms of human resource management compared to
Sub Saharan countries, has taken some initiatives to develop a model for human re-
source audit for human resource development (Clark 2009). The South African cabinet
took the decision that all public service departments should apply a uniform skills audit
process in an effort to gain an understanding of the nationally integrated processes that
have been decided upon by cabinet and to eliminate duplication and waste of resources
within the public service. This decision emphasised the importance of having a single
uniform and co-coordinated approach to a skills audit system that will be utilised within
the entire public service. To facilitate the process, the government used human resource
(HR Connect model) to implement a sustainable and consistent skills audit process ap-
plicable across national and provincial departments irrespective of size, location or
functions. It is a systems approach for dealing with the process of defining and collect-
ing skills information by utilising a common reference framework of profiling occupa-
tions within a skills audit approach. It maps out employer/organisational skills require-
ments (competencies and outputs) and identifies which skills employees need for the
improved management of the supply/demand equilibrium in real time.