The HRMO was officially launched by H.E. The President on 7th August, 2008 after approval by Cabinet in Memorandum CP (2006)6. It replaced the Establishment Secretary’s Office which had been in existence since 1961. The mandate remains the same for HRMO but newer responsibilities and challenges have been added on its tasks. The transformation cannot be complete overnight largely because there are several activities and milestones that need to be addressed in the transformation process. The HRMO continues to evolve as it redefines its relationship with traditional partners and new stakeholders in the bid to rebuild a new Civil Service.
Apart from the cabinet Conclusion, the HRMO draws its mandate from a combination of the 1991 Constitution, the Civil Service Codes and the Public Service Commission (PSC) regulations. Sections 151 – 154 of the 1991 Constitution confers powers on the PSC to make appointments (including promotions and transfers), to dismiss and exercise disciplinary control over employees in the public service. The human resource duties exercised by HRMO is mainly derived from “Delegated Directives” of the PSC .
Section 152(10) of the Sierra Leone Constitution provides that: “The PSC may, with prior approval of the President, make regulations by constitutional instrument for the effective and efficient performance of its functions under this constitution or any law, and may, with such prior approval and subject to such conditions as it may think fit, delegate any of its powers under this sections by direction in writing to any of its members or to any public office”.
The structure and functions of HRMO have been fleshed out over time in readiness to assume more responsibilities from the PSC. The transfer of responsibilities is being phased to give time to HRMO to build capacity. Currently, PSC has delegated the management of all human resource matters, with regards to Grades 1 to 5, to HRMO. Additionally, PSC directs HRMO to process administrative paper work for grades beyond grade 5 regarding issuance of appointment letters and salary issues as well as promotions, transfers and re-designation of staff . The management of employee welfare including staff discipline and benefits have been a traditional responsibility of the Establishment Secretary’s Office which was passed on to the new HRMO. The newest challenge for HRMO is the management of Performance of employees. The setting up of a directorate in order to manage this process underpins the evolving nature of HRMO. It should be noted that Performance Management is not a new activity in the Civil Service; It now has a more robust mandate as well as being more organized and structured.
Since the beginning of the year, the Human Resource Management Office (HRMO) has found itself extremely occupied not only with its normal work programmes of managing the critical human resource functions in Sierra Leone’s civil service as delegated by PSC, but also intensely involved in the design and roll -out of new partner-supported civil service reform programmes as directed by State House/ Office of the President.
Vision, MIssion and Values
The new Human Resource Management Office (HRMO) was formally launched by HE the President, Dr. Ernest Bai Koroma on 7th August, 2008 with the following mission, vision and values:
To formulate and advise Government on human resource policies and also manage and develop the workforce of the Sierra Leone Civil Service for efficient and effective service delivery.
The HRMO to be a centre of excellence and expertise in HR management, developing high quality, relevant HR policies, and operating to high ethical standards.
Values: The HRMO upholds the following values and principles, which also represents the overall values and principles of the Sierra Leone Civil Service:
Selflessness: Civil Servants shall take decisions solely in the best interest of the country. They shall not take such decisions in order to gain financial or other material benefits for themselves, their families or their friends, but for the benefit of the people of Sierra Leone.
- Civil Servants shall always be loyal to the Government and shall to the best of their ability, implement Government’s policies and decisions impartially, transparently and diligently at all times and shall not seek to frustrate or impede the implementation of the decisions or actions of the Government;
- Civil Servants shall exhibit a high degree of competence and best practices in the discharge of their duties;
- Civil Servants shall deal with the affairs of the public promptly, efficiently, and without bias, according them empathy and respect;
Transparency and Accountability:
- Civil Servants are personally and institutionally accountable to the Government (employer) and the public (customer) for their decisions, actions and/or inaction, and shall therefore be as open as possible about all the decisions and actions that they take. They shall give reasons for their decisions and restrict access to information only when the wider public interest clearly demands that the information should not be released.
- Civil Servants shall endeavour to optimally use public resources including financial, material and human as well as time in the attainment of organisational objectives, targets or tasks and must ensure that work-related decisions, as far as possible, are transparent and based on sound judgement.
- Civil Servants shall demonstrate strong moral principles, be honest, faithful, dedicated and just in the discharge of their duties and shall not act in a manner that would demean the honour and dignity of the Service. They shall demonstrate at all times personal/professional integrity and shall not place themselves under any financial obligation to individuals or organisations that might influence or compromise their judgment, impartiality or integrity in the performance of their official duties;
- Civil Servants shall discharge their duties within the framework of the law and shall not knowingly follow a directive that is contrary to the law;
- A Civil Servant shall not sexually harass a fellow Civil Servant or a member of the public;
- Civil Servants shall guard against conflict of interest. A Civil Servant whose personal interest conflicts with his/her official duties shall:
- declare his personal interests to his superior and comply with any directives to avoid the conflict; and
- refrain from participating in any deliberations with respect to any matter where his personal interests may conflict with his official duties.
- A Civil Servant who has a duty to give advice shall give honest and impartial advice without fear or favour;
- A Civil Servant shall not knowingly give false or misleading information to members of the public or to any public officer.
- Justice, fairness, equity and impartiality are the prime values of the Civil Service. Therefore, in carrying out public business, Civil Servants shall not display partiality as a result of personal or family ties or of gender, religion, or ethnic background. They shall treat all people fairly, in making appointments, awarding contracts, or recommending individuals for rewards, promotions and other benefits and shall make choices based solely on merit;
- Civil Servants shall not take part in political party activities such as canvassing on behalf of candidates or causes, writing letters to the press on party political matters, accepting any office in any political party organisation and must not be influenced by partisan political considerations to compromise their impartiality and neutrality in the discharge of their official duties. Officers are however entitled to their own views on political matters and if so qualified may vote in elections.
- Civil Servants may not be required to give up or alter their personal views, including their political and religious convictions. However, they are required to ensure that these views and convictions do not in any way adversely affect their integrity, independence and impartiality in the performance of their official duties.
- To attract and retain critical skills in the middle and upper levels of the Civil Service;
- To review organizational structures and job descriptions to meet the strategic objectives of MDAs;
- To validate personnel records and establish an electronic Human Resource Information System (HRMIS);
- To Right-Size the Civil Service to meet its strategic objectives;
- To plan and forecast the Manpower requirements of the Civil Service;
- To train and develop Civil Servants through formal courses, seminars, workshops, coaching and mentoring;
- To introduce and cascade performance management in the Civil Service;
- To design a new salary structure and pay that will attract and retain qualified and skilled personnel.
Functions Functions (By Directorate) Against our mission and core objectives, the functions of the HRMO are carried out through the DG and the respective Directorates: Director General, HRMO
- Responsible to the Head of the civil service and provides overall supervision and co-ordination in the formulation and implementation of human resource policies and programmes for the Sierra Leone Civil Service;
- Responsible for ensuring that CS HR practices comply with GOSL policies, PSC rules and the Civil Service Codes, Regulations and Rules;
- Co-ordinate Civil Service Reform component of the overall Public Sector Reform Agenda.
Corporate Strategy and Administration
- Consolidate overall HR policy
- Develop HRMO strategy and Business Plans
- Develop and manage HR Communications
- Statistics and Research
- HR database
- Registry/Records Management
- Central Typing Services
- Reception and Appointments
Staff Planning & Budgeting
- Work with MDAs to develop staff budget plans
- Conduct Manpower Hearings and liaise with MOFED on HR Budget preparation
- Analyze in-year requests from MDAs for staff changes and approve
- Collect and analyze staffing data to develop succession plans
- Manage grading ratios to maintain budgets and authorize grade changes
- Determine the knowledge, skills mix, competencies, the right numbers and grades of staff required.
- Undertake Management & Functional Reviews
- Review Pay & Grading
- Job Design and Evaluation
- Manpower Reviews
- Efficiency Reviews
- Run Grading Committee
Recruitment & Selection
- Analyze manpower availability in market
- Analyze MDA requirement (in collaboration with SP & B)
- Set up and run recruitment exercises for employees from Grades 1-5
- Allocate staff to MDAs
- Deal with promotions, confirmation, transfers and other staff movements
- Liaise with PSC and MDAs on recruitment and other related matters.
Training & Career Development
- Develop training plans with MDAs
- Calculate training budgets
- Design and manage central training programmes & budgets
- Develop Training of Trainers programmes
- Oversee the management of the CSTC
- Approve education & other external training
- Personal & Career Development Scheme
- HRMO staff training.
- Develop Health & Safety Schemes
- Provide Welfare & Counseling advice
- Manage Conduct & Discipline
- Run Disciplinary Committees
- Manage leave and other absences
- Deal with retirement and other exits
- Deal with death gratuities
- Pensions Scheme management
- Deal with staff disputes & grievances
- Liaise & negotiate with Employee Representation/Union Matters.
- Responsible for cascading the Individual Performance Appraisal System to MDAs;
- Serves as a secretariat for the Individual Performance Appraisal System (IPAS) in the Civil Service;
- Support MDAs to develop and agree on annual individual performance targets linked to their strategic plans, job descriptions, and Ministerial Contracts signed with HE;
- Regularly plan with, continuously monitor and periodically measure and review performance of Civil Servants;
- Design and validate monitoring and evaluation tools and processes;
- Promote standards, quality assurance and build capacity for performance management in the Civil Service;
- Organize, coordinate and execute mid-year and end-of- year evaluation exercises across MDAS; and
- Provide information that will inform decisions relating to promotions, training and deployment in the Civil Service.
HR Strategy The HRMO sees the human being as the most valuable asset in our quest for national development and therefore its overarching strategy stresses on capacitating its human capital as a means of providing its client (the people of Sierra Leone) high quality services in a timely, transparent and cost effective manner. In achieving this, the HRMO has specific strategies that are entrusted to its seven Departments/Directorates consistent with its holistic strategy. These strategies include, but not limited to:
- A set of policies geared towards recruiting competent candidates from the public that would fill junior vacant position from Grade 1 to 5 within the Civil Service. It further promotes, transfers and sanction Junior Officers within the above grades. The Office also collaborates with the PSC in recruiting Senior Officers from Grade 6 to 10 and recommends to the PSC for transfer, promotion and sanctioning Senior Officers from Grade 6 to 10. This is executed by the HRMO through its Directorate of Recruitment, Selection and Staff Promotion.
- The Training and Career Development from all grades of Civil Servants is a strategy crafted by the HRMO, through its Directorate of Staff Training and Career Development to augment Staff skills and competencies within the service.
- Forecast both the demand and supply trends of human capital in the Public Sector and develop human resource plans and budget for the next fiscal year through its Directorate of HR Planning and Budgeting.
- Prepares Job Descriptions, conducts Management and Functional Reviews and Job Evaluations of respective MDAs through its Directorate of Management Services.
- Creates and maintains conducive working environment for all Civil Servants through its Directorate of Staff Welfare and Employee Relations.
- It provides strategic advice to Government on Human Resource Management through its Directorate of Corporate Services.
- In an attempt to create a credible, transparent and accountable workforce within the Civil Service, the HRMO, through its Directorate of Performance Management, would lunch the Performance Management and Contracting in 2013 to facilitate productivity and promotion based on performance of officers.