Continued from previous page These RAFs are considered critical for informing and influencing PSOs about the need for widespread HRM transformation in the public service as they navigate through a VUCA (Volatile, Uncertain, Complex and Ambiguous) environment and plan ahead amid these constantly changing conditions. In that regard, the effects of COVID-19 on staffing in organisations cannot be overlooked. Workforce demands, jobs, working conditions, workforce skills, flexible work arrangements such as remote work, telecommuting and workplace health and safety, among others, merit serious consideration and require adaptation in ways that build value for all stakeholders. The paper in general urges PSOs to move to action, to rethink their HRM strategies beyond the traditional models and to use technology as a key partner to ensure that HRM is responsive and adds value to organisational results. The point being emphasised is that HRM can no longer be predominantly a compliance function and therefore PSOs must reset the HR compass to remain relevant and strategically agile. More pointedly, in order to be successful, PSOs must be adaptive and iterative. PSOs cannot continue with the same set of organisational barriers such as limited planning, reluctance to share information, cultural attitudes, lack of trust, reluctance for flexibility, lack of coordination and collaboration, archaic systems and inefficient workplace processes, ineffective workplace technology, poorly designed structures and jobs, poor working environments, among others. Different ways of doing things are vital for survival. This means adopting and stretching not only strategies and practices, but also mindsets. This means that PSOs must envision, think outside the box, adapt and implement transformation activities as part of a sustained process of improving service delivery to citizens, within the limitations of resources. This approach to, and mindset of change will enable PSOs to build new capabilities and continuously adapt to evolving contexts and priorities. At this juncture, the major human resource challenge in the public service appears to be the ability to create a strategic HRM approach and to implement it in a way that supports the alignment with government’s priorities while managing and supporting employees amid the uncertainly generated by this pandemic. The Umbrella Model therefore essentially represents a critical HRM strategy to achieve performance, productivity, and effective work practices in the public service. Well-defined HRM strategies are essential in this era where organisations are required to re-identify themselves more toward an adaptive system of work. It will be necessary to create healthier working environments, re-direct the focus from a reliance on ‘business as usual’ to a more values-based and human resource-oriented system, that focuses on re-organising services and functions to meet the needs of all stakeholders. This article presents a bridge to planning and implementing HRM strategies to address the eight RAF’s of the Reframing HRM model. In that regard, a Rapid Assessment Tool is provided on the next page to assist persons involved in HRM and OD to first pause to consider where their organisations are with regard HRM effectiveness, and to begin contemplating where they need to be. Reframing HRM Rapid Assessment Tool: The following activity is intended to help you stop before you start. Before you begin to develop your HR Strategy, consider your organisation’s present HR situation by asking questions like: With the future in mind, what is our current capability? What are our strengths and weaknesses? Are there legislative requirements we need to consider? What are we doing well now, that we need to do more of in the future? Where do the risks lie? What HR issues may prevent us from getting to the future? What current systems will support or hinder our progress? Will we require organisational changes post COVID-19? Do business processes, systems and technology need to be updated or modified? What are they? Do senior managers have the right capabilities to support the future strategies? Do staff at all levels have the right capabilities? Continues on next page 5
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