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Jun
23

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The Human Capital and Public Safety Department is headed by Dr. Cainos Chingombe.

The Human Capital activities are anchored on the following Human Capital Strategy:

Vision

To attain excellence in human capital services by year 2017.

Mission

To achieve excellence in the sourcing and deployment of skills, ensuring a harmonious industrial relations climate, attractive and sustainable remuneration, continuous staff development, welfare and safe working environment.

Core Values

The Core Values indicate what we hold dear and are the platform from which we derive effectiveness. Our core values as a department drives our strategic priorities and focus and are as given below:

  • Commitment
  • Professionalism
  • Integrity
  • Loyalty
  • Teamwork
  • Innovation
  • Dependability

The Strategic Priorities/Focus

The Department crafted some key strategic priorities for the next 5 years which are:-

  • To lead a Council wide approach to the support, reward, development and management of staff so that consistent levels of high performance are the norm.
  • To build institutional capacity to achieve successful change in the short and long term, providing support for and building the leadership capabilities of managers.
  • To establish and maintain effective relations with staff, individually and collectively and with their recognized Trade Unions to achieve high levels of employee engagement.
  • To develop an environment that fosters employee well-being, respect for diversity and difference and in which there is no tolerance of unfair discrimination.
  • To develop a manpower plan, in terms of size, composition and competence, integrated with financial and service planning, that underpins Council’s strategic aims.
  • To develop and deliver Human Capital Management Information Systems, policies, procedures and provide a cost effective structure which actively supports increased levels of devolution of Human Capital responsibilities to user departments.
  • To develop a customer focused role for Human Capital staff who become recognized and respected for the value they add to the work of Departments and the support through partnership they provide to managers.

Key Enablers/Success Factors

  • Have a viable and equipped training centre by December 2014.
  • Synergies with educational and professional institutions.
  • Creation of a Skills database.
  • Introduction of an electronic register.
  • Embrace principles of performance management in a fair and transparent manner.
  • Functional staff offices that have requisite staff.
  • An efficient and effective HRMIS responsive to staff needs.
  • Availability of well stocked and affordable canteen facilities to cater for employee welfare.
  • Availability of an efficient grievance handling and employee relations system.
  • Compliance with legislative and statutory requirements.
  • Have a properly graded structure by December 2012.
  • A robust human capital accounting system by December 2012.
  • An optimal balance between tools and human capital.
  • A succession planning system in place.
  • Sound recruitment and promotion policies.