Human Resource Management Department

 

DEPARTMENT

CORE FUNCTION

FUNCTIONS

Human Resource Management

 

 

 

 

Effective HRM system managed in accordance with the Civil Service Administrative Policies, Rules and Procedures, and supportive of managers and supervisors in the talent life-cycle from entry to exit, ensuring HRM decisions are based on merit and supportive of the Ministry Mandate

 

  • HR strategies aligned with Ministry strategies and plans as well as compliant with the Civil Service Commission (CSC) requirements, including the Civil Service Administrative Policies, Rules and Procedures, 2018
  • Strategic HRM Plan developed and implemented, with support from annual HR plan development and implementation
  • Reporting of information as needed for management decision-making, including progress against goals and targets
  • Good practice HRM applied in cooperation with CSC, integrating the sub-functions of HRM to deliver merit-based decisions, efficient processes, and quality services
  • Ministry authority in HRM processes as defined by the CSC is managed as required, and cooperatively, efficiently and with good communications with staff
  • Good practice systems for improvement in employee performance, development, productivity, and accountability
  • Civil Aviation and Airport Authority management supported with guidelines, advice and training on CSC policies and procedures, and internal process support such as flowcharts
  • HRM function supportive of managers and supervisors in attracting, selecting, appointing, engaging, developing, and rewarding good quality employees, and facilitating their finishing employment when needed
  • HRM decisions are based on merit, Civil Aviation and Airport Authority need, and principles such as confidentiality regarding private matters for staff, and transparent processes as proof of compliance
  • Progressive career structures and reward systems for employees to enhance employee motivation and retention in the Civil Service
  • Continuous reforms and improvements including timely changes to organizational structures, creation of new functions and abolishing of redundant functions, and recommending appropriate staffing requirements that are consistent with the Mandate and budget
  • Operational performance management and staff appraisal system, with individual goals aligned with NDP and Civil Aviation and Airport Authority plans
  • Employees prepared for assignments by establishing and conducting orientation and training programs
  • Functioning human resource information system, with backup of data and use of both paper and electronic records
  • Quality team processes and decision-making systems
  • Preparation and implementation of capacity development for all staff based on needs assessment and in-line with the CSC guidelines and requirements
 

HR Strategy and Planning

Modern system of strategy management in which the HRM leadership contributes to Ministry strategy and Mandate, plans and budgets the staff establishment and development, and supports Civil Aviation and Airport Authority reforms in quality management that strengthensCivil Aviation and Airport Authority services

  • Consultation model that serves high level HRM strategy development, and results in an approved HR Strategic Plan in support of the Civil Aviation and Airport Authority Strategic plan
  • Strategic HRM Plan developed and implemented, with support from annual HR plan development and implementation
  • Reporting of information as needed for management decision-making, including progress against goals and targets
  • Plans are publicized, understood, supported by management, implemented, monitored, reported, and progressively updated
  • Research for and advocacy of needed staff establishment and capacity development needs is persuasively made internally and externally
  • Civil Aviation and Airport Authority management team understands, publicly supports, and progresses the HRM agenda as outlined in Plan documents
  • HRM reports and information are timely, responsive, accurate, useful, and relevant
  • HRM reform and innovation is managed in cooperation with the CSC and other MDAs, with benefit gained from collective and individual institutional organization development

 

Staff Performance Management

Modern system of staff performance management practiced jointly by Supervisors and staff, complying with the Civil Service Administrative Policies, Rules and Procedures, with individual and organizational plans aligned, and performance discussions based on evidence, openness, regular feedback, and improvement

  • Full compliance with the policy and procedures for the Performance Management and Appraisal Cycle as documented in Chapter 3 of the Civil Service Administrative Policies, Rules and Procedures manual
  • Regular steps undertaken in support of the Performance Management and Appraisal Cycle, with good internal communications, support, and responsiveness
  • Capacity of supervisors developed for their full compliance with the Performance Management and Appraisal Cycle, including developing skills in listening, giving feedback, engaging constructively, basing decisions on evidence, and coaching for performance improvement
  • Secure and confidential system of record-keeping for performance management processes and forms, and regular reporting of participation in the process
  • Assessment of training needs based on determinations agreed in the performance management process, with training only supported if it complies with the individual performance development plan detailed as needed Competencies (documented in Staff Performance Planning Form, Mid Term Review form, and Staff

 

 

  • Performance Appraisal Form)
  • Ministry procedures in support of implementing the Performance Management and Appraisal Cycle are provided in a flowchart, with individual responsibilities and action dates
  • Civil Aviation and Airport Authority overlay steps as needed to the Performance Management and Appraisal Cycle, for example in supervisor training in the process, women staff able to nominate a female colleague to accompany her in Supervisor meetings, technical knowledge or standards unique to the MDA, etc

 

 

 

Learning and Competency Development

Modern system for human resource development directed at staff gaining needed competencies and improving work performance

  • Human Resource Development Plan developed annually within budget for Civil Aviation and Airport Authority and specifying needed competency development, collectively and individually
  • Human Resource Development Plan implemented, monitored, and reported, with measurement of indicators that measure benefits to individuals, their work, the department, and their changed behaviours in the workplace
  • Assessment of training needs based on determinations agreed in the performance management process, with training only supported if it complies with the individual performance development plan
  • Skills training conducted in-house for staff, using group methods or individual coaching
  • Mentoring program implemented by supervisors in support of staff career guidance and motivation, through one-on-one meetings, role modelling, suggesting contacts, and identifying resources
  • Support to developing a system of competency based development

 

 

 

 

 

 

 

 

 

 

HR Operations and Information

Modern functioning of HRM systems and processes, with Civil Aviation and Airport Authority operations aligned with required Civil Service Administrative Policies, Rules and Procedures, and designed at Civil Aviation and Airport Authority level to be clear, efficient, transparent, fair, and accountable

  • Civil Aviation and Airport Authority HRM operations and procedures are fully compliant and meeting good practice requirements
  • Functioning human resource information system, with backup of data and use of both paper and electronic records, and reporting capability to support management decision-making
  • Staff involved in selection and promotion of individuals are well trained and capable
  • Jobs are defined by clear and succinct job descriptions, developed through job analysis and alignment with relevant organizational plans
  • Job classifications are allocated to a job description on the basis of the job, not the incumbent, and in accordance with applicable processes and grade descriptors
  • Participation with system-wide initiatives (eg pay and grading), technological developments (eg HRIS), and planned reforms (eg gender equity)
  • Staff information reports provided for supervisors and staff in line with standard rules for transparency and confidentiality
  • Records of staff maintained and updated regularly, ensuring accuracy, security, and confidentiality, and provided to management as appropriate
  • Records of HRM processes maintained and updated regularly, ensuring accuracy, security, and confidentiality
  • Procedures are mapped to ensure efficiency, speed, and compliance, and are implemented to ensure that delays are minimized (eg start recruitment as soon as incumbent advises of planned resignation), decisions are quality (participants trained in process), and accountable (e.g. record of decisions and reasons)

 

 

Director Human Resources Department

 

Full Name :-       Abdikariim Mohamed Beihi

Job Title    :-       Director of HRM Department

Phone        :-        00252-63 4420041

Email         :-