GRH - MDJS

HRM in the Ministry of Youth and
Sport
Presented by :
-LAHYANI Saad Eddine -KHALI Wael
-HIYADI Kawtar
-MOATAMID Oumaima
-HANAF Meryem
-MABCHOUR Amal
-YAALA Hicham
-SOUFI Badr
S7-Group D
supervised by : Mr GASSEMI Karim
Problematic :
Different aspects of the HR function within the

Ministry of Youth & Sport ?
Plan :
Introduction
-Partie I : presentation Of the Ministry of Y&S
-Partie II : organization and roles of HR
-Partie III : administrative management
-Partie IV : analysis of HR Development Process
-Partie V: analysis of HRIS
Conclusion
Presentation of the ministry, its sector of activity and its internal organization
The Ministry of Youth and Sports is a ministry

of the Moroccan government of Mr. Abdelilah
Benkiran. The Ministry is in charge of sports
policy and issues related to youth. It is headed
by Mohammed Ouzzine. The government is
responsible for the conduct of sports policy in
Morocco.

SWOT Analysis of the Sport sector in Morocco:
Strength
1. Commitment and support for more
highest authorities of the State
Internal
2. Substantial financial resources
available to athletes
participants in competitions
international
3. Demographic deposit of a
young population constituting a
significant breeding ground of future champions
Opportunities
Weaknesses
1. Governance and management methods
2. Human resources in sport management
(quantitative and qualitative)
3. Infrastructure (quantitative,
and
spatial distribution)
qualitative
Threats
1) Global market of sporting activity and

strong demand
1) Political influences and intrusion of nonsport
2) 30.09 Law and Professionalization of sport
2) Weak mobilization of the private sector

(investors, sponsors)
External
3) Moroccan specific assets: appropriate

natural environment, patriotism and
enthusiasm of Moroccans for the sport.
3) Governance of the state and federal

authorities.
Missions of The ministry
- Develop social and educational programs that ensure the

organization, supervision and protection of youth, children and
women
- Improve and generalize the associative action of youth and
children to ensure the protection of youth and their integration into
society.
- Develop activities related to regional and international
cooperation in the field of youth and childhood;
- Preparation of studies and research that promote and contribute
to the development of the youth of the child and woman;
- Assist and develop regional policy in the field of youth, children
and women,
Missions of General inspection
to inform the Minister on the operation of services, investigate any

complaint which is entrusted to him and carry on his instructions, all
investigations, inspections and studies.
Missions of delegates:
- They maintain and animate in coordination with representatives of

the authorities and provincial and prefectural governments and
representatives of the public, dealing with the various stakeholders
and operators in the field of Youth and Sports.
- They provide departmental representation at meetings of

provincial and prefectural technical committees.
The Directorate of Youth, Children and Women's Affairs
The division
of the youth
group
- The service of establishments in youth and

rural activities;
- The service of youth associations;
- The service of youth cultural tourism.
The division
of childhood
group
-The service children's holiday camps;

-The service of the child protection;
-Service consultation and guidance
The Division
of Women's
Affairs Group
-Service Advancement of Women;

-Service vocational training for women;
-Service basic educational action.
The Directorate of sport
The division of
the Advancement
of sport Group
-The service of coaching;

-The service of studies, programming and
coordination.
The division of
sports
institutions group
-The service of establishments and sports

equipment;
-Control service facilities and sports halls.
The division of
sports medicine
that group
-Service of sports medicine and doping

control;
-Service of insurance.
Presentation of the company, its sector of activity and its internal organization
Direction of human resources:
Source: MJS:
http://www.mjs.gov.ma/fr/Page-13/direction-des-ressources-humaines
Direction of budget and equipment:
Division of budget and accounting

-The service of budgeting and accounting;
-Service of contracts;
-Service of planning
Division of equipment and materials

-Service of equipment and control of property;
-Service of equipment and car park.
The minister
Mohammed Ouzzine is a Moroccan
politician born January 5, 1969. He is the
current Minister of Youth and Sports in the
Benkirane
government.
Member of the political bureau of the
Popular Movement (MP ), Mr. Ouzzine held
of 2002-2007 , the advisor to the Minister
of Agriculture , Rural Development and
Marine Fisheries .
Mr. Ouzzine was elected in the elections of
November 25, a member of the House of
Representatives in Ifrane constituency.
Elected president of the common Wade
Ifrane
Elected president of a group of rural
communes of the province of Ifrane
2 - Organization and Roles of the Human

Resources function:
2.1 Organization of the Human

Resources function:
According to the head of department of human resources. In everyday life, the

Human Resources function addresses several tasks that could be grouped into 4 main
areas:
Recruitment of employees
The improvement of working conditions
Staff remuneration
The forward management of jobs and skills

Resources function:
2.2-The different missions of the

Human Resources function:
Pursuant to Decree No. 2.02.379 of 12 June 2002 on the functions and organization
of the Ministry of Youth and Sports, the Department of Human Resources is
responsible for:
The
development
and
management of
human
resources.
The
development of
a master plan
for management
planning
functions and
the number of
staff and
departmental
officials.
The
development
and
implementation
of programs and
methods of
training of
managerial staff
and officials.
The organization
of training
sessions for the
benefit of
officials of the
Ministry.
The
management of
social affairs of
officials and
staff of the
department.
Development
and support of
the
development of
modern
Informatics
systems and
their extension.

Resources function:

The development and management of human

resources.
Two dimensions are distinguished to interpret the second component of human
resource development: the horizon of the approach and the level of analysis.
career is understood in
terms of a decision-making
process and a framework to
make best use of existing
human capital.
to reflect in terms of skills

and potential. Focusing the
collective leaders focus
their attention on the jobs
and skills associated.

Resources function:

The development of a master plan for management planning functions and the
number of staff and departmental officials.
The entry and departure of a government
official requires the outset to have a look on
the regulatory framework for the recruitment
of staff, systems or devices recruitment on
initial training theory and practice as well as
tenure and allocation.
The implementation of these management
tools will also reduce delays both in
promotions, tenure and reclassifications after
training, as it is expected to implement an
integrated management that takes into
account both a management administrative
and financial.

Resources function:

The development and implementation of programs and methods of

training of managerial staff and officials.
Defining the
objectives of training
and strategies
means to achieve
them
evaluate the results

Resources function:

The organization of training sessions for the benefit of officials of the

Ministry
The organization of professional development sessions for the benefit of

executives, aims to develop leadership skills at higher levels by offering current
and potential managers a range of development opportunities. Strategy
Management Development has three strategic goals:
1. Provide a
model of
leadership to
executives
2. Form
great
leaders;
3. Create a
culture of
continuous
learning.

Resources function:

The management of social affairs of officials and staff of the department

The management of social affairs is to manage everything related to employment law. The charge of social affairs
is the privileged interlocutor of staff, management and strict application of labor law. Thus, the charge of Social
Affairs is responsible for:
Apply the management policy set by the Human Resources

Ensure compliance with the labor law and social law
Maintaining relationships and negotiate with the social partners
Propose solutions to employees in case of dispute
Make the interface between employees and management

Resources function:
2.3 Description of the strategic

role of HR management:
The HR management of ministry claims resolutely rank agent of

change facing talent management and human resources to support
the expectation of excellence. In fact, the DHR maintains the
necessary changes. He sees himself more as the architect determines
what form should change, but not necessarily as the person making
the change. It must make the process of possible changes are
managing the human aspect.

Resources function:
2.3 Description of the strategic

role of HR management:
The HR function within the ministry has evolved over time. In

beginning, the role of HRD was focused on all what is administrative
in order to ensure compliance with the regulations (social, fiscal,
conventional) and to be charge of implementing the activities of
Payroll Administration staff to manage social statements, time
management and vocational training., then move to the legal Ensure
compliance with Law and social Law of work. Finally, HRD has become
rather marketrice because it applies the basic concepts of marketing
in recruitment. It considers a position as a product on the market.

Resources function:
2.4 Brief description of the

various projects of the Human
Resources department:
-Implementation of a new HR policy:

-implementation of the system of management of jobs, manpower and skills
-245 new hires:
205 to the ministry, 40 ongoing, 24 through sports federations
-1276 advancements grade
-Social work:
-new association of social work of MJS
-pilgrimage colonies for children and family MJS, supplementary
health insurance
-initiation of the study for the establishment of the foundation of
social work
-Computerization of the ministry:

-Establishment of an internal messaging system.

Resources function:
2.5 Analysis of the distinctive

values of the Human Resources
Department
The strategic objectives of HRM policy remain , namely better recruit, manage better, better dialogue and
better pay . Indeed, MDJS fits in the guidelines listed below:
Driving and managing

change comprises:
Professionalizing
HRM comprises:
-The accompanying HR reforms :

Continued convergence projects and
harmonization of HRM.
Organize , facilitate and

mobilize HR
The steering of HRM.
-Better recruit and train better :

Optimizing the organization of
recruitment.
Improving the business

environment
The post-recruitment training.
-Retirement Act:
Rising the retirement age.
Promoting a decisional human

resources information system
will equip the strategic
management of HR.
3 Analysis of Administrative Human Resources Management process:

3.1 Description of the various activities of the Administrative human Resources management:
Principals functions:
Adjustment
of
allowances
family
records
Presentation
of
certificates
of salary.
Monitoring
records
unions
represented
at the
Ministry
Adjustment
records of
workplace
accidents
Validation
Service

Constitution of the personnel file:( Photocopies of diplomas,

Extract birth)
Membership of social organizations:
Registration to
C.N.O.P.S
Declaration of Children
Calculation of contributions
Registration at
C.M.R
FAMILY
ALLOWANCES

Calculation of income tax (IR)

Advantage money
Fringe benefit
Processing Payroll:
Entering payroll data on the software

Payment and held fixed(tax and social security deductions)
Absence /Leave Manag.
reason for the absence (illness, Work Accident, Crash ride, Death..)
The maternity and paternity leave/ Parental leave/Sick leave
The End Records Management Service:
Resignation:
Termination, revocation and abundant job
Retirement
final settlement

3.2) Description and analysis of management activities of trade unions or staff representative:
Unions:
provide individual and collective defense of
the interests of employees, at the Ministry
of youth and sports
Delegates:
role of communication
low participation

3.3 Description of the process of development of the human resources budget:
This type of management is also a way for the central administration and decentralized
services to determine the objectives to be achieved in the coming period.
In order to:
Improve the
quality of services
rendered by the
administration
Facilitate the
devolution of
management
Establish a
balance between
ministerial
responsibility for
the results, on the
one hand, and the
necessary
autonomy to line
managers, on the
other hand
Focus attention
and energies on
the results of the
action through
the control
process to ensure
their
implementation

3.3 Description of the process of development of the human resources budget:
Implementation of budget management within the department is based on the following steps:
1-FRAMING AND
STRATEGIC DIRECTIONS
2-STRATEGIC PLANNING
3-Agreement
4-Eligibility
5-Execution
6- Assessment and
monitoring

3.4) Identification and analysis of control practices of social management:
social control has goals of social control and social performance of the organization:
INFORM
DIAGNOSIS
Require
MANAGE
The dashboard is a reference tool that gives values and indices that describe the
evolution of relevant facts in the decision process.
Workforce
The flow of
personnel
Demographics
Training
labor costs
Absenteeism.

3.5 Proposals and recommendations:
Develop interfaces
(programs) related to
payroll processing that
allow the exchange of
information between
different software and
applications
Prepare to face in the

future growth of labor
by recruiting new
human skills.
Strengthen the process

of social control
management to make
effective and achieve
the performance level
of human resources.
Promoting social
dialogue in order to
give staff freedom of
expression. This allows
fostering
communication within
the group and
information exchange.
4-Analysis of Human Resources development process

Description of the learning
process
Description of the
recruitement process
Description of the evaluation

process
Learning process
The division of learning and

executive development
The section of
learning program
The section of inservice learning

process
Description of the

process
REC (rfrentiel des emplois et des comptences)

The REC approach was launched in 1997 is characterized
by pooling the efforts of several stakeholders and transfer
skills in action. It takes the form of a formal file where you
can found:
Descriptions of each target job: mission and job content in

terms of main activities
The Profile of Commons and specific job skills;
The qualifications required on the basic training and
professional experience.

process
Description of the

process
The learning process schema

The
cooperation
with the
various
training
institutions
Analyze
the
training
needs
Develop
the
training
plan
Evaluate
the
training
plan
The training
achievement

process
Description of the

process
Description of the strategically role of learning
In the MJS, learning is an excellent tool for skills

development and motivation
Fill the
weaknesses
Retain
employees
to ensure maximum performance

and increase skills and improve
employability
offering them the privilege to
receive learning free of charge

process
Description of the

process
Development and operationalization of the learning plan

Summary training Plan 2010-2013 it is divided into 7 topics:
Team
management
Project
management
System
development
Legislation &
cooporation
Office
Internal audit
Secretariat
The training program lasts 67 days with a amount of 600 employees

process
Description of the
Development and operationalization of the

learning plan

process

process
Description of the

process
Learning statistics
Sport
management
Internal
Integration of 480 students

Creation of 3 new orientation in professional
license
Partnership with ISCAE and ENCG-Casablanca
Training budget has increased from 294 000 dhs in

2009 to 1 000 000 dhs recently that mean a rise of
240 %.
The number of beneficiaries represents 90% of all
the ministry employees.

process
Description of the

process
Description of the recruitment process
Contest notice
Elaboration of the
order relating aperture
of the contest
Elaboration of the
contest notice and
publication
processing of requests
for Nominating
Judgment of list
selected to take the
examination,
publication and
convoncation
End of the processing operation of Applications

Actors: authorizing officer

process
Description of the

process
Tests
written tests
Corrections
and ratings
Oral or
practical
tests
Candidates selected
Actors: authorizing officer
jury
deliberation

process
Description of the

process
Assignments
Notification for the
complement of the
file
request of the
medical certificate
and verification of
non registration in
CCD
assignment of
candidates and
notification to the
relevant services
Establishment of the
minutes of the
Decree recruitment
and signature
Assignment and recruitment of the candidate

Actors: authorizing officer / Ministerial
Treasurer

process
Description of the

process
IRFC: the Royal Institute of Executive

Training for Youth and Sports
signing labor contracts with the laureates of IRFC with the aim to initiate a
recruitment process for new CSPI (socio-sport clubs integrated area)
ensure administrative and sports animation of the CSPI
solve the problem of unemployed graduates of IRFC
allowing them to obtain stable jobs appropriate to their education.

process
Description of the

process
Indicators encrypted on recruitment

Achievement 2009 2011
- Establishment of system management of jobs,

staff and skills (GPEEC)
- 245 new hires: 205 at the MJS 45 through
sports federations
- 1276 advancements grade (28% officials MJS)
State of play
Total absence of human resource
management
- A high average age (48 years)
- A lack of adequate job / skill

process
Description of the

process
E- recruitment
01/03/2011: a partnership sealed between
the MJS and and AmalJob.com.
AmalJob.com: the first site 100%
Moroccan Online job
4,000,000 visitors
200,000 CV
1,200 customers
The placement of over 13,000 profiles
The development of an online

recruitment system adapted to the
specificities of MJS

process
Description of the

process
Critical analysis of the current system of recruitment
Insufficient control
needs
Lack of mediumterm recruitment
needs
Recruitment needs are not defined on the

basis of a careful analysis
The lack of predictive analytics jobs and skills

does not allow establishing a medium-term
visibility on the recruitment needs
Lack of integration
few departments provide their young
programs for young Very
recruits an integration program
recruits

process
Description of the

process
Job and Competency Planning

A deficit in human resources and skills, due to A deficit in human resources and skills,
due to retirements and the economic and budgetary constraints limiting the recruitment
process and creation of employment position
The implementation of a system of forward

planning of staff, employment and skills
to develop and classify jobs ministry and establish a system of
workforce planning, jobs and skills
to anticipate strategic changes in business administration, with the
decision support and management of human resources policies

process
Description of the

process
Evaluation Process
Internal communication within the organization
Tool for improvement for both : he person whose performance is evaluated and
for the organization
Rank promotion
Choice: officials and
employees promoted in
grade by the regulatory
requirements for
promotion
By professional contest
(EAP): held annually
usually in the month of
December
Advancement to a
higher step
the regularization of
step increments for
officials and employees
of the Department.

process
Description of the

process

process
Description of the

process
Recommendations
Develop consistent assessment instruments and make a notation
operational evaluation system
Extend the field of progress in the same scale by increasing the
number of steps within the same scale
Link any rank promotion to professional examinations and
competitions and generalize this measure to all administrative
Develop learning programs customized for the promotions needs
under the proposed system
Give the study of the files of appointment to positions of
responsibility to specialized committees for greater transparency
and fairness
Insert control techniques managements and performance
measures
5- Analysis of HRIS
Definition :
A human resource information system is an information
system or manages service that provides a single,
centralized view of the data that a human resource
management group requires for completing human
resource processes.
It is a software or online solution for the data entry, data
tracking, and data information needs of the Human
Resources
5- Analysis of HRIS
Definition of the GIPE
The GIPE is a system that allows all stakeholders in the
process of management, control and remuneration of the
State personnel to apply the same rules of management,
unifying concepts and procedures and adopt the same
communication standards for the exchange of information
based on modern information technology.
5- Analysis of HRIS
Objectives of the GIPE :
The unification of data concepts and procedures for the

management of State personnel;
Standardization of business rules;
Simplification of administrative procedures and circuits in
order to reduce processing time records of employees;
The harmonization and approximation of data exchanged
between partners in order to achieve a same form;
The implementation of this system to all public
administrations.
The
HRIS
in
the
MDJS
Generally the GIPE in the Ministry of Y&S is

established for two reasons:
NORMALIZATION
INFORMATISATION
Processes of exchange between the partners of the

GIPE in the MDJS
The types of information exchanged between

partners
Information on the administrative status :
Identifiers; No., CIN, Nationality, Gender, Name...
Administrative situation Grade Echelon, Index, assignment....
Prior service and service interruptions
Marital Status: Spouse, Children, custody...
Staffing situation and budget items:
The establishment plans (framework law)
The breakdown by entity and grades using a sequential numbering
The historical movements framework law affecting a PB
Current status or position of each PB: busy, vacant, delegate, deleted
reserved....
The historical situations PB: Evolution of the situation of a PB (vacant and
occupied until his removal ...)
The
HRIS
Action performed
The GIPE allowed a better control of

the management of budget items;
The development of collective
treatment acts of Personnel
Management has a speed and a
significant reduction in workload;
in
the
MDJS
The weak point

Data communication is always done
through magnetic media (floppy disks);
The use of paper documents in the file
is in parallel with the computerized
system and that is an obstacle to the
circulation of information;
The diversity of statutes governing the
State personnel and complexity of
administrative procedures do not
facilitate the work of setting aperture
and maintenance GIPE system.
Conclusion
Biblio/Webographie
LA POLITIQUE DE VALORISATION DES RESSOURCES HUMAINES :
UN FACTEUR DE COMPETITIVITE DES P.M.E.
Odile Marie
Documents administratifs accords par la responsable recrutement
au MDJS , Mme ElAlaoui Salsabile
Leconomiste (dition N 3154 du 23/11/2009 )
Page Facebook de lancien ministre Mr Moncif Belkhiyat
{https://www.facebook.com/note.php?note_id=187106647991565&comments}
http://www.mjs.gov.ma/fr/Page-8/attributions
http://refgrh.mmsp.gov.ma/fiche_de_procedure.php?lang=fr&slider=2&IdProcedur
e=11&NumProcessus=2&fi=st
http://www.mjs.gov.ma/fr/Page-13/direction-des-ressources-humaines
http://fr.slideshare.net/MJS_info/prsentation-du-bilan-du-ministre-de-la-jeunesse-etdes-sports-du-maroc-2009-2011

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HRM in the Ministry of Youth and

Different aspects of the HR function within the

The Ministry of Youth and Sports is a ministry

1) Global market of sporting activity and

1) Political influences and intrusion of nonsport

2) 30.09 Law and Professionalization of sport

2) Weak mobilization of the private sector

3) Moroccan specific assets: appropriate

3) Governance of the state and federal

- Develop social and educational programs that ensure the

to inform the Minister on the operation of services, investigate any

- They maintain and animate in coordination with representatives of

- They provide departmental representation at meetings of

- The service of establishments in youth and

-The service children's holiday camps;

-Service Advancement of Women;

-The service of coaching;

-The service of establishments and sports

-Service of sports medicine and doping

Division of budget and accounting

Division of equipment and materials

2 - Organization and Roles of the Human

2.1 Organization of the Human

According to the head of department of human resources. In everyday life, the

2 - Organization and Roles of the Human

2.2-The different missions of the

2 - Organization and Roles of the Human

2.2-The different missions of the

The development and management of human

to reflect in terms of skills

2 - Organization and Roles of the Human

2.2-The different missions of the

2 - Organization and Roles of the Human

2.2-The different missions of the

The development and implementation of programs and methods of

evaluate the results

2 - Organization and Roles of the Human

2.2-The different missions of the

The organization of training sessions for the benefit of officials of the

The organization of professional development sessions for the benefit of

2 - Organization and Roles of the Human

2.2-The different missions of the

The management of social affairs of officials and staff of the department

Apply the management policy set by the Human Resources

Make the interface between employees and management

2 - Organization and Roles of the Human

2.3 Description of the strategic

The HR management of ministry claims resolutely rank agent of

2 - Organization and Roles of the Human

2.3 Description of the strategic

The HR function within the ministry has evolved over time. In

2 - Organization and Roles of the Human

2.4 Brief description of the

-Implementation of a new HR policy:

-Computerization of the ministry:

2 - Organization and Roles of the Human

2.5 Analysis of the distinctive

Driving and managing

-The accompanying HR reforms :

Organize , facilitate and

The steering of HRM.

-Better recruit and train better :