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HRM in the Ministry of Youth and Sport
Presented by : -LAHYANI Saad Eddine -KHALI Wael-HIYADI Kawtar -MOATAMID Oumaima-HANAF Meryem -MABCHOUR Amal-YAALA Hicham -SOUFI Badr S7-Group D
supervised by : Mr GASSEMI Karim
• Different aspects of the HR function within the Ministry of Youth & Sport ?
Problematic :
Plan :
• Introduction-Partie I : presentation Of the Ministry of Y&S-Partie II : organization and roles of HR-Partie III : administrative management -Partie IV : analysis of HR Development Process-Partie V: analysis of HRIS • Conclusion
• The Ministry of Youth and Sports is a ministry of the Moroccan government of Mr. Abdelilah Benkiran. The Ministry is in charge of sports policy and issues related to youth. It is headed by Mohammed Ouzzine. The government is responsible for the conduct of sports policy in Morocco.
Presentation of the ministry, its sector of activity and its internal organization
SWOT Analysis of the Sport sector in Morocco:
Strength Weaknesses
Internal
1. Commitment and support for morehighest authorities of the State
2. Substantial financial resourcesavailable to athletesparticipants in competitionsinternational
3. Demographic deposit of ayoung population constituting asignificant breeding ground of future champions
1. Governance and management methods 2. Human resources in sport management (quantitative and qualitative) 3. Infrastructure (quantitative, qualitative and spatial distribution)
Opportunities Threats
External
1) Global market of sporting activity and strong demand
2) 30.09 Law and Professionalization of sport
3) Moroccan specific assets: appropriate natural environment, patriotism and enthusiasm of Moroccans for the sport.
1) Political influences and intrusion of non-sport
2) Weak mobilization of the private sector (investors, sponsors)
3) Governance of the state and federal authorities.
Presentation of the ministry, its sector of activity and its internal organization
Missions of The ministry
- Develop social and educational programs that ensure the organization, supervision and protection of youth, children and women
- Improve and generalize the associative action of youth and children to ensure the protection of youth and their integration into society.
- Develop activities related to regional and international cooperation in the field of youth and childhood;
- Preparation of studies and research that promote and contribute to the development of the youth of the child and woman;
- Assist and develop regional policy in the field of youth, children and women,
Presentation of the ministry, its sector of activity and its internal organization
Missions of General inspection
to inform the Minister on the operation of services, investigate any complaint which is entrusted to him and carry on his instructions, all investigations, inspections and studies.
Missions of delegates:
- They maintain and animate in coordination with representatives of the authorities and provincial and prefectural governments and representatives of the public, dealing with the various stakeholders and operators in the field of Youth and Sports.
- They provide departmental representation at meetings of provincial and prefectural technical committees.
Presentation of the ministry, its sector of activity and its internal organization
The Directorate of Youth, Children and Women's Affairs
• - The service of establishments in youth and rural activities;
• - The service of youth associations;• - The service of youth cultural tourism.
The division of the youth
group
• -The service children's holiday camps;• -The service of the child protection;• -Service consultation and guidance
The division of childhood
group
• -Service Advancement of Women;• -Service vocational training for women;• -Service basic educational action.
The Division of Women's
Affairs Group
Presentation of the ministry, its sector of activity and its internal organization
The Directorate of sport
• -The service of coaching;• -The service of studies, programming and
coordination.
The division of the
Advancement of sport Group
• -The service of establishments and sports equipment;
• -Control service facilities and sports halls.
The division of sports
institutions group
• -Service of sports medicine and doping control;
• -Service of insurance.
The division of sports medicine
that group
Presentation of the ministry, its sector of activity and its internal organization
Presentation of the company, its sector of activity and its internal organization
• Direction of human resources:
Source: MJS:http://www.mjs.gov.ma/fr/Page-13/direction-des-ressources-humaines
Presentation of the company, its sector of activity and its internal organization
• Direction of budget and equipment:
Division of budget and accounting• -The service of budgeting and accounting;• -Service of contracts;• -Service of planning
Division of equipment and materials• -Service of equipment and control of property;• -Service of equipment and car park.
Presentation of the company, its sector of activity and its internal organization
The minister
Mohammed Ouzzine is a Moroccan politician born January 5, 1969. He is the current Minister of Youth and Sports in the Benkirane government.
Member of the political bureau of the Popular Movement (MP ), Mr. Ouzzine held of 2002-2007 , the advisor to the Minister of Agriculture , Rural Development and Marine Fisheries .
Mr. Ouzzine was elected in the elections of November 25, a member of the House of Representatives in Ifrane constituency.
Elected president of the common Wade Ifrane
Elected president of a group of rural communes of the province of Ifrane
2.1 Organization of the Human Resources function:
2 - Organization and Roles of the Human Resources function:
According to the head of department of human resources. In everyday life, the Human Resources function addresses several tasks that could be grouped into 4 main
areas:
Recruitment of employees
Staff remuneration
The forward management of jobs and skills
The improvement of working conditions
The development
and management of
human resources.
The development of
a master plan for management
planning functions and the number of
staff and departmental
officials.
The development
and implementation of programs and
methods of training of
managerial staff and officials.
The organization of training
sessions for the benefit of
officials of the Ministry.
The management of social affairs of
officials and staff of the
department.
Development and support of
the development of
modern Informatics systems and
their extension.
2.2-The different missions of the Human Resources function:
2 - Organization and Roles of the Human Resources function:
Pursuant to Decree No. 2.02.379 of 12 June 2002 on the functions and organization of the Ministry of Youth and Sports, the Department of Human Resources is responsible for:
career is understood in terms of a decision-making process and a framework to
make best use of existing human capital.
to reflect in terms of skills and potential. Focusing the
collective leaders focus their attention on the jobs
and skills associated.
2.2-The different missions of the Human Resources function:
2 - Organization and Roles of the Human Resources function:
Two dimensions are distinguished to interpret the second component of human resource development: the horizon of the approach and the level of analysis.
The development and management of human resources.
The development of a master plan for management planning functions and the number of staff and departmental officials.
The entry and departure of a government
official requires the outset to have a look on the regulatory framework for the recruitment
of staff, systems or devices recruitment on initial training theory and practice as well as
tenure and allocation.The implementation of these management
tools will also reduce delays both in promotions, tenure and reclassifications after
training, as it is expected to implement an integrated management that takes into
account both a management administrative and financial.
2.2-The different missions of the Human Resources function:
2 - Organization and Roles of the Human Resources function:
Defining the objectives of training
and strategies
means to achieve them
evaluate the results
2.2-The different missions of the Human Resources function:
2 - Organization and Roles of the Human Resources function:
The development and implementation of programs and methods of training of managerial staff and officials.
2.2-The different missions of the Human Resources function:
2 - Organization and Roles of the Human Resources function:
The organization of training sessions for the benefit of officials of the Ministry
The organization of professional development sessions for the benefit of executives, aims to develop leadership skills at higher levels by offering current
and potential managers a range of development opportunities. Strategy Management Development has three strategic goals:
1. Provide a model of
leadership to executives
2. Form great
leaders;
3. Create a culture of
continuous learning.
2.2-The different missions of the Human Resources function:
2 - Organization and Roles of the Human Resources function:
The management of social affairs of officials and staff of the department
• Apply the management policy set by the Human Resources
• Ensure compliance with the labor law and social law
• Maintaining relationships and negotiate with the social partners
• Propose solutions to employees in case of dispute
• Make the interface between employees and management
The management of social affairs is to manage everything related to employment law. The charge of social affairs is the privileged interlocutor of staff, management and strict application of labor law. Thus, the charge of Social Affairs is responsible for:
2.3 Description of the strategic role of HR management:2 - Organization and Roles of the Human
Resources function:
The HR management of ministry claims resolutely rank agent of change facing talent management and human resources to support
the expectation of excellence. In fact, the DHR maintains the necessary changes. He sees himself more as the architect determines what form should change, but not necessarily as the person making
the change. It must make the process of possible changes are managing the human aspect.
2.3 Description of the strategic role of HR management:2 - Organization and Roles of the Human
Resources function:
The HR function within the ministry has evolved over time. In beginning, the role of HRD was focused on all what is administrative
in order to ensure compliance with the regulations (social, fiscal, conventional) and to be charge of implementing the activities of Payroll Administration staff to manage social statements, time
management and vocational training., then move to the legal Ensure compliance with Law and social Law of work. Finally, HRD has become rather marketrice because it applies the basic concepts of marketing
in recruitment. It considers a position as a product on the market.
2.4 Brief description of the various projects of the Human Resources department:
2 - Organization and Roles of the Human Resources function:
-Implementation of a new HR policy: -implementation of the system of management of jobs, manpower and skills -245 new hires: 205 to the ministry, 40 ongoing, 24 through sports federations -1276 advancements grade
-Social work: -new association of social work of MJS
-pilgrimage colonies for children and family MJS, supplementary health insurance -initiation of the study for the establishment of the foundation of social work
-Computerization of the ministry:
-Establishment of an internal messaging system.
2.5 Analysis of the distinctive values of the Human Resources Department
2 - Organization and Roles of the Human Resources function:
Driving and managing change comprises:
-The accompanying HR reforms : Continued convergence projects and harmonization of HRM.The steering of HRM.
-Better recruit and train better :Optimizing the organization of recruitment.The post-recruitment training.
-Retirement Act:Rising the retirement age.
Professionalizing HRM comprises:
Organize , facilitate and mobilize HR
Improving the business environment
Promoting a decisional human resources information system
will equip the strategic management of HR.
The strategic objectives of HRM policy remain , namely better recruit, manage better, better dialogue and better pay . Indeed, MDJS fits in the guidelines listed below:
3 – Analysis of Administrative Human Resources Management process:3.1 Description of the various activities of the Administrative human Resources management:
Principals functions:Adjustment
of allowances
family records
Adjustment records of workplace accidents
Validation Service
Monitoring records unions
represented at the
Ministry
Presentation of
certificates of salary.
3 – Analysis of Administrative Human Resources Management process:3.1 Description of the various activities of the Administrative human Resources management:
Constitution of the personnel file:( Photocopies of diplomas, Extract birth…)
Membership of social organizations:
Declaration of Children Calculation of contributions FAMILY
ALLOWANCES
Registration at C.M.R
Registration to C.N.O.P.S
3 – Analysis of Administrative Human Resources Management process:3.1 Description of the various activities of the Administrative human Resources management:
• Advantage money• Fringe benefit
Calculation of income tax (IR)
• Entering payroll data on the software• Payment and held fixed(tax and social security deductions)
Processing Payroll:
• reason for the absence (illness, Work Accident, Crash ride, Death..)• The maternity and paternity leave/ Parental leave/Sick leave
Absence /Leave Manag.
• Resignation:• Termination, revocation and abundant job• Retirement• final settlement
The End Records Management Service:
3 – Analysis of Administrative Human Resources Management process: 3.2) Description and analysis of management activities of trade unions or staff representative:
Unions:• provide individual and collective defense of
the interests of employees, at the Ministry
of youth and sports.
Delegates:• role of communication
low participation
3 – Analysis of Administrative Human Resources Management process: 3.3 Description of the process of development of the human resources budget:
• This type of management is also a way for the central administration and decentralized services to determine the objectives to be achieved in the coming period.
Improve the quality of
services rendered by the
administration
Facilitate the devolution of management
Establish a balance between
ministerial responsibility for
the results, on the one hand,
and the necessary
autonomy to line managers, on the
other hand
Focus attention and energies on
the results of the action through
the control process to ensure
their implementation
In order to:
3 – Analysis of Administrative Human Resources Management process: 3.3 Description of the process of development of the human resources budget:
• Implementation of budget management within the department is based on the following steps:
1-FRAMING AND STRATEGIC DIRECTIONS
3-Agreement
5-Execution
2-STRATEGIC PLANNING
4-Eligibility
6- Assessment and monitoring
3 – Analysis of Administrative Human Resources Management process: 3.4) Identification and analysis of control practices of social management:
• social control has goals of social control and social performance of the organization:
INFORM DIAGNOSIS Require MANAGE
The dashboard is a reference tool that gives values and indices that describe the evolution of relevant facts in the decision process.
Workforce The flow of personnel labor costs
Demographics Training Absenteeism.
3 – Analysis of Administrative Human Resources Management process: 3.5 Proposals and recommendations:
Develop interfaces (programs) related to
payroll processing that allow the exchange of
information between different software and applications
Prepare to face in the future growth of
labor by recruiting new human skills.
Strengthen the process of social
control management to make effective and
achieve the performance level of
human resources.
Promoting social dialogue in order to give staff freedom of
expression. This allows fostering communication
within the group and information exchange.
The division of learning and executive development
The section of learning program
The section of in-service learning
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Learning process
The REC approach was launched in 1997 is characterized by pooling the efforts of several stakeholders and transfer skills in action. It takes the form of a formal file where you can found:
Descriptions of each target job: mission and job content in terms of main activities
The Profile of Commons and specific job skills; The qualifications required on the basic training and
professional experience.
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
REC (référentiel des emplois et des compétences)
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
The learning process schema
Analyze the
training needs
Develop the
training plan
The cooperation
with the various training
institutions
The training achievement
Evaluate the
training plan
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
In the MJS, learning is an excellent tool for skills development and motivation
Fill the weaknesses
• to ensure maximum performance and increase skills and improve employability
Retain employees
• offering them the privilege to receive learning free of charge
Description of the strategically role of learning
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Development and operationalization of the learning plan
Summary training Plan 2010-2013 it is divided into 7 topics:
Team management
Office
Legislation & cooporation
Internal audit
System development
Project management
Secretariat
The training program lasts 67 days with a amount of 600 employees
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Development and operationalization of the learning plan
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Learning statistics
• Integration of 480 students• Creation of 3 new orientation in professional
license• Partnership with ISCAE and ENCG-Casablanca
Sport managemen
t
• Training budget has increased from 294 000 dhs in 2009 to 1 000 000 dhs recently that mean a rise of 240 %.
• The number of beneficiaries represents 90% of all the ministry employees.
Internal
Description of the recruitment process
Contest noticeElaboration of the
order relating aperture of the contest
Elaboration of the contest notice and
publication
processing of requests for Nominating
Judgment of list selected to take the
examination, publication and convoncation
End of the processing operation of ApplicationsActors: authorizing officer
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Tests
written tests Corrections and ratings
Oral or practical
tests
jury deliberation
Description of the recruitment process
Candidates selectedActors: authorizing officer
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
AssignmentsNotification for the complement of the
file
request of the medical certificate and verification of non registration in
CCD
assignment of candidates and
notification to the relevant services
Establishment of the minutes of the
Decree recruitment and signature
Description of the recruitment process
Assignment and recruitment of the candidateActors: authorizing officer / Ministerial
Treasurer
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
IRFC: the Royal Institute of Executive Training for Youth and Sports
signing labor contracts with the laureates of IRFC with the aim to initiate a recruitment process for new CSPI (socio-sport clubs integrated area) ensure administrative and sports animation of the CSPI solve the problem of unemployed graduates of IRFC allowing them to obtain stable jobs appropriate to their education.
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Indicators encrypted on recruitment
Achievement 2009 – 2011- Establishment of system management of jobs, staff and skills (GPEEC)- 245 new hires: 205 at the MJS 45 through sports federations- 1276 advancements grade (28% officials MJS)
State of playTotal absence of human resource management- A high average age (48 years)- A lack of adequate job / skill
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
E- recruitment
01/03/2011: a partnership sealed between the MJS and and AmalJob.com.
AmalJob.com: the first site 100% Moroccan Online job
– 4,000,000 visitors – 200,000 CV– 1,200 customers– The placement of over 13,000 profiles
The development of an online recruitment system adapted to the specificities of MJS
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Critical analysis of the current system of recruitment
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
• Recruitment needs are not defined on the basis of a careful analysis
Insufficient control needs
• The lack of predictive analytics jobs and skills does not allow establishing a medium-term visibility on the recruitment needs
Lack of medium-term recruitment
needs
• Very few departments provide their young recruits an integration program
Lack of integration programs for young
recruits
to develop and classify jobs ministry and establish a system of workforce planning, jobs and skills
to anticipate strategic changes in business administration, with the decision support and management of human resources policies
Job and Competency Planning
A deficit in human resources and skills, due to A deficit in human resources and skills, due to retirements and the economic and budgetary constraints limiting the recruitment
process and creation of employment position
The implementation of a system of forward planning of staff, employment and skills
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Evaluation Process
Rank promotion
Choice: officials and employees promoted in grade by the regulatory
requirements for promotion
By professional contest (EAP): held annually
usually in the month of December
Advancement to a higher step
the regularization of step increments for
officials and employees of the Department.
• Internal communication within the organization• Tool for improvement for both : he person whose performance is evaluated and
for the organization
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Recommendations
Description of the learning process
Description of the recruitement process
Description of the evaluation process
4-Analysis of Human Resources development process
Develop consistent assessment instruments and make a notation operational evaluation system
Extend the field of progress in the same scale by increasing the number of steps within the same scale
Link any rank promotion to professional examinations and competitions and generalize this measure to all administrative
Develop learning programs customized for the promotions needs under the proposed system
Give the study of the files of appointment to positions of responsibility to specialized committees for greater transparency and fairness
Insert control techniques managements and performance measures
5- Analysis of HRIS
Definition :
• A human resource information system is an information system or manages service that provides a single, centralized view of the data that a human resource management group requires for completing human
resource processes.
• It is a software or online solution for the data entry, data tracking, and data information needs of the Human
Resources
The GIPE is a system that allows all stakeholders in the process of management, control and remuneration of the State personnel to apply the same rules of management,
unifying concepts and procedures and adopt the same communication standards for the exchange of information
based on modern information technology.
Definition of the GIPE
5- Analysis of HRIS
Objectives of the GIPE :
The unification of data concepts and procedures for the management of State personnel;
Standardization of business rules; Simplification of administrative procedures and circuits in
order to reduce processing time records of employees; The harmonization and approximation of data exchanged
between partners in order to achieve a “same form”; The implementation of this system to all public
administrations.
5- Analysis of HRIS
Generally the GIPE in the Ministry of Y&S is established for two reasons:
NORMALIZATION INFORMATISATION
The HRIS in the MDJS
Processes of exchange between the partners of the GIPE in the MDJS
The types of information exchanged between partners
Information on the administrative status :Identifiers; No., CIN, Nationality, Gender, Name...Administrative situation Grade Echelon, Index, assignment....Prior service and service interruptionsMarital Status: Spouse, Children, custody...
Staffing situation and budget items:The establishment plans (framework law)The breakdown by entity and grades using a sequential numbering The historical movements’ framework law affecting a PBCurrent status or position of each PB: busy, vacant, delegate, deleted reserved....
The historical situations PB: Evolution of the situation of a PB (vacant and occupied until his removal ...)
Action performed The weak point
•The GIPE allowed a better control of the management of budget items;•The development of collective treatment acts of Personnel Management has a speed and a significant reduction in workload;
•Data communication is always done through magnetic media (floppy disks);•The use of paper documents in the file is in parallel with the computerized system and that is an obstacle to the circulation of information;•The diversity of statutes governing the State personnel and complexity of administrative procedures do not facilitate the work of setting aperture and maintenance GIPE system.
The HRIS in the MDJS
Conclusion
Biblio/Webographie• LA POLITIQUE DE VALORISATION DES RESSOURCES HUMAINES :
UN FACTEUR DE COMPETITIVITE DES P.M.E. Odile Marie
• Documents administratifs accordés par la responsable recrutement au MDJS , Mme ElAlaoui Salsabile
• Leconomiste (Édition N° 3154 du 23/11/2009 )• Page Facebook de l’ancien ministre Mr Moncif Belkhiyat {https://
www.facebook.com/note.php?note_id=187106647991565&comments}
• http://www.mjs.gov.ma/fr/Page-8/attributions
• http://refgrh.mmsp.gov.ma/fiche_de_procedure.php?lang=fr&slider=2&IdProcedure=11&NumProcessus=2&fi=st
• http://www.mjs.gov.ma/fr/Page-13/direction-des-ressources-humaines
• http://fr.slideshare.net/MJS_info/prsentation-du-bilan-du-ministre-de-la-jeunesse-et-des-sports-du-maroc-2009-2011