Barry Streek
Price Waterhouse Coopers has compiled a scathing report on labour relations in Parliament, painting a picture of an institution wracked by inefficiency and tension.
The report says that instead of collaboration between the different divisions in Parliament, “there is at best an ad hoc application of human resources development funds that often create an impression of uncoordinated staff development”. It describes aspects of Parliament’s human resources practices as “unclear and dysfunctional”.
The draft confidential report, a copy of which has been obtained by the Mail & Guardian, has been circulated among officials and unions in Parliament but has not yet been sent to the chief whips of political parties.
Labour relations practices in Parliament have been a source of unhappiness for some time among its 800 officials, who are employed directly by Parliament rather than the government, and has led to a number of resignations, including the manager of human resources, Ernie Thorn, at the end of last year and the manager of public relations, Tariq Mellet, a former member of Umkhonto weSizwe, at the end of June.
The report says the staff turnover rate creates dysfunctional working relationships and skews career paths.
“New appointees spend relatively short periods in their positions, before either moving on or exiting the organisation. This state of affairs makes relationship building difficult and career development impossible.”
Price Waterhouse says the absence of a clear promotions policy has also “created a great deal of uncertainty regarding the value of employees within the system.
The draft report says that while human resources is widely regarded as the responsibility of the management – a seven- member board – “there are areas of uncertainty as to whom is responsible for this function.
“Management and staff at lower levels of the organisation are not informed as to the strategic priorities of the parliamentary service and therefore do not work in a co-ordinated manner to realise the objectives. In addition, important information and decisions are not disseminated throughout the organisation timeously.”
It says a management forum was established in 1995, and this had created expectations, but they had not yet been met.
In sharp contrast to the draft Price Waterhouse Coopers report, the official report on Parliament tabled early this year says the management board “adopted an integrated human resources development plan” in 1999.
“The purpose of the plan is to propose a process to ensure effective management of Parliament’s human resources.
The key elements of the plan include job evaluation, performance management, skills audit, training and development, succession planning, promotions policy and employment equity.
“The major focus of the plan is on performance management and performance equity,” said the report, which was submitted by the secretary to Parliament, Sindiso Mfenyane.