The service provider will also define a recruitment plan over a period of 5 years.
Mapping: The municipality of Casablanca wants to have a real strategic vision in terms of HR management in order to have a real and up-to-date map of human resources as well as a projection of resources over the next 5 years taking into account the significant number of expected retirements.
The municipality of Casablanca has issued an open international call for tenders for expertise and support services in the implementation of a human resources management plan. The objective being to define the human resources needs of the municipality in accordance with regulatory requirements and to have a real and up-to-date map of the human resources of the municipality as well as its projection over time taking into account the large number of anticipated retirements. Through this call for tenders, it will be necessary to define a plan for forecast resource management (recruitment, redeployment, training, career management, etc.) and to define tools for budgetary management and management of human resources costs. This aims to apply and implement new management tools capable of meeting multiple administrative expectations, for a modernized and reliable administration. The estimated cost of the services was set at 4.8 million DH. To carry out the different phases of the mission, the service provider will have to interact in particular with all the staff of the municipal services, the 16 districts and others.
The service provider will thus have the mission of establishing a qualitative and quantitative diagnosis of the current human resources policy. This diagnosis will include a demographic analysis of the municipality’s human resources as well as an analysis of the following processes: identification and need for recruitment, performance evaluation and management, training, advancement and remuneration, career management and mobility and internal communication. It will also have to develop a map of existing resources in collaboration with the municipality and the districts (assignment of agents to jobs in the repository) and establish a projection of resources over the next 5 years, taking into consideration retirements. Regarding the human resources forecast management plan, the service provider will define a recruitment plan over a period of 5 years. The service provider will also define a recruitment plan over a period of 5 years.
If necessary, the service provider will define a plan for redeployment of internal resources and early departure. It will establish a projection of the payroll, according to the defined jobs and skills management plan, and will present steering and budgetary management indicators making it possible to monitor and control the evolution of the payroll. Note that a system for evaluating managers will be put in place. In this context, the service provider will define the terms of the evaluation system for civil servants occupying positions of responsibility. Regarding the preparation of the operationalization of the jobs and skills management plan, the service provider must develop an action plan for deployment of the jobs and skills management plan including a schedule, develop a PMO (Project Management Office) system necessary for the operationalization of the project. He will define a change management plan. The service provider’s mission will be carried out over a period of 7 months. The governance of the mission is ensured by a technical committee which monitors project activities and monitors the smooth running of services on a regular basis.
