6 • Continued from previous page a) Human Resources are an organisation’s source of competitive advantage and are therefore to be considered human capital. All public sector employees are valued as key to optimum organisational performance balanced against their own career-pathing for personal and professional development. b) HR Plans are linked to the organisation’s Strategic Plans; therefore there is alignment between the organisation’s goals and initiatives, and HR goals in order to make best use of the human capital. a) Employee skills are viewed as talents, and managing this skills set in order to create optimal performance is deemed talent management. a) The focus is on employees at all levels of the Public Sector, including its strategic leadership in both the technical, administrative and political directorates, for example, the Permanent Secretaries and the Honourable Ministers with responsibility for the ministerial portfolios. a) Optimum use of employees’ talents – knowledge, skills, aptitudes and attitude – is shared responsibility of both the specialist HR officers (who function in the HR Departments and Units), and the front line supervisors, corporate or supervisory, who are the ‘front line’ transacting with the rank and file workers to produce and deliver services as laid out in the various Corporate Plans. a) The HR Plan highlights the importance of ‘line of sight’ monitoring and evaluation of the HR results against the agreed standards of performance and in light of the resources consistently available for the purpose. M & E enable performance tracking to be evidence-based and cost benefit anchored. The Seven HR Building Blocks for a Resilient Organisation CARICAD’s Charter framework for Caribbean Public Services embodies the tenets of resilient organisations. The pillars and core principles promote good governance, service standards, accountability, better information processing, continuous capacity and competence enhancement, engaging in proactive analyses and modernization of legislative. In recognition of the fact that any Resilience building can only occur in the context of a solid foundation and enabling environment, the base of the 7 Block Model highlights the six pillars of our Charter framework, namely, Governance, Accountability, Standards, Openness, Capacity and Legislation. CARICAD recognises the critical role that strategic HRM plays in relation to the quality of work and productivity in public sector organisations, and using this capacity as a force for resilience. The Seven HR Building Blocks Model has been designed to espouse a mindset that integrates HR practices, processes, and systems; utilising effective ways of planning, attracting, developing and retaining talent as well as managing performance for results. • Continues on next page
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