Operational review( continued)
Strategic and Business Plan
Achievement of the existing Business Plan for the year under review was an ongoing priority for the Tribunal, and we are pleased to report that 70 % of our measurable objectives for the year were met. Of these, 44 % were overachieved. Details are provided in the performance matrix in this report.
Performance target achieved
44 %
Human resources
The Tribunal’ s ability to attain its strategic objectives over the next three years is largely dependent on the organisation being able to effectively manage human resources( HR). The HR strategic objectives for the following three years are as follows:
• To enhance operational and strategic effi ciencies by implementing an optimal organisational structure for the Tribunal;
• To position the Tribunal as a high-performance, well balanced work environment with a sound corporate culture;
• To ensure that the Tribunal effectively leverages employee skills by recruiting, retaining and developing high quality people; and
• To ensure effective and effi cient HR management systems and processes to aid in effective management of people.
A detailed strategy will identify specifi c plans of action in terms of the following HR foci: Structure, culture, skills, systems, and processes.
During the previous fi nancial year, recommendations were made to change the recruitment model employed by the Tribunal. Whereas previously, the model had focused primarily on the use of advertising, the new model involves a more comprehensive process. The implication of this has been an increase in the costs of recruitment in order to meet the requirements of the new model.
Progress was made with the fi lling of vacant positions, with 72 % of the vacant positions being fi lled at year-end. A panel of lawyers was appointed and trained to assist with assessments and analyses of cases during periods of high volume. Another initiative that will help capacity during such periods is the appointment of part-time legal students, following a meeting with the legal departments of several local universities.
During the fi rst quarter, a service provider was appointed to handle the communications function of the Tribunal, as a result of which signifi cant progress has been made in fast-tracking the communications function.
Annual Report 2011 page 50 | national consumer tribunal