When Human Resources Management?

Dec 06, 2019 Letters

DEAR EDITOR,

Normally one would expect the leadership role to be undertaken by the Administration, particularly in the matter of employment – considering the vast and varying levels of ‘personnel’ extended geographically across the country.
One is therefore intrigued by the probability of the Guyana Public Service being most singular in perpetuating the position and practice of ‘Personnel Officering’ – in determined irrelevance to comparable positions in Human Resources Management apparently unnoticeable in (semi-autonomous) Public Sector entities.
So that in discourse with increasing numbers of immigrant organisations there may well be need for a translator to relate the role and authority of the ‘Personnel Officer’ to that of the listener’s ‘Human Resources Manager’.
According to the Annual Budget approved in the National Assembly, our Public Service has a single Human Resources Manager, that is in the Ministry of Education. The position is complemented by Principal Personnel Officer and Senior Personnel Officer.
With respect to the latter positions it is important to note the job hierarchy, as shown in the 2019 Budget.
Administrative
GS11 Principal Personnel Officer
GS9 Senior Personnel Officer
GS6 Personnel Officer II
Other Technical & Craft Skilled
GS5 Personnel Officer I

As can be readily seen the promotion structure is quite suspect.
The gap between Grades 6 and 9 raises questions about qualification and competence evaluation. The same, if not more concern, applies to the gap between Grades 9 and 11. Meanwhile, the question must be asked of the differentiation (if any) in the job descriptions of Human Resources Manager and the Principal Personnel Officer in the Ministry of Education, and indeed in any other Ministry.
The following Table shows the disposition of Personnel Officers across 12 Ministries; 8 of 10 Regions (Regions 8 and 9 are excepted); and
a) Public and Police Service Commission (a constitutional contradiction)
b) Teaching Service Commission

Administrative
GS11 Principal Personnel Officer – 12
Human Resources Manager – 1
GS9 Senior Personnel Officer – 19
GS6 Personnel Officer II – 10
Other Technical & Craft Skilled
GS5 Personnel Officer I – 8

Unfortunately space would not allow a detailed display of the position assignments to the various agencies. However, the following sample shows palpable gaps in the job hierarchy.
Ministries Grades Positions
Finance Grade 9 Senior Personnel Officer
Grade 5 Personnel Officer I
Public Infrastructure Grade 11 Principal Personnel Officer
Grade 9 Senior Personnel Officer
Grade 5 Personnel Officer I

Social Protection
The same construct as in Public Infrastructure

But, what is the point of bringing this organisational constipation to attention for the umpteenth time! When is the Public Service going to step retroactively into the 20th century of Human Resource Management?
The tabular presentation above sadly indicates the indifference paid to the fundamental concept and functions of recognising and treating employees as human beings, pay increases notwithstanding.
We have already entered an environment that is both informed and misinformed by the widest range of technology which, unfortunately, does not communicate with the individual client or customer.
It is difficult to understand therefore the ambivalence in reconstructing the role of ‘Personnel’ into the more fundamental philosophy of Human Resources Management, that at least would prepare what is now Personnel Officer II to adequately fill the next senior position. After all, it is they whose daily performance reflects the real competence and credibility of the Administration.
In the meantime, why has this collective never attempted to find in this technological environment an appropriate retitling of the position of Typist/Clerk, who would not have seen a ‘typewriter’?
The urgency for a proactive Human Resource Management construct in the Public Service must be addressed with explicit will.
E. B. John