Page 33 - DPSA_SDR Vol12 no1 A4.indd

KNOWLEDGE MANAGEMENT CASE STUDY

Public Service HRD Strategic Framework

Integrated Talent Development & Management (HR Planning, Recruitment Policy = HRD Strategy)

Role Quota allocation based
Responsibility on the vacancy rate of
the relevant
Decision on the Career Planning, occupations
Talent Development & Recruitment (Demand directed)
Top Management
strategy options

e.g. 80% of the
HRM (Recruitments) Open recruitment department’s vacancy
rate in the relevant
Career progression & talent
management plan: maintaining
HRM (Planning & constancy in the supply of skills by
Recruitment) & HRD grooming and promoting talent e.g. not exceeding 10%
internally of the relevant

Promoting developmental programmes
Human Resource including learnerships, internships, e.g. not exceeding 10%
Development & HRM traineeships & graduate recruitments of the department’s
(Planning Recruitments) programmes vacancy rate

Figure 1: Career planning, talent development and recruitment
strategy options model

Ideally a graduate recruitment scheme should form part of The organisation’s top management plays a critical role in the
an integrated talent development management programme career progression and talent management plan as well as
5
directly linked to the overall organisational human resource recruitment strategy options that would facilitate recruiting
management and development strategy and plan. graduates into the organisation. The graph in figure 1 above
depicts a possible career progression, talent development
and recruitment strategy options for consideration by
departments. 

5 DPSA (2007) Public Service Human Resource Development Strategic Framework (PS-HRDSF)
Volume 12 No. 1 of 2018 | SERVICE DELIVERY REVIEW 31