Luyanda Finini, executive director of HR at the Eastern Cape Department of Health, believes being part of the public health sector speaks to his deep-rooted commitment to making a tangible difference.
Luyanda Finini, the executive director of HR at the Eastern Cape Department of Health has always had a knack for HR, more so in the public sector where he feels his work is bringing more value to the people of Mzansi.
After qualifying for a diploma in human resources management from Nelson Mandela University, Luyanda ventured straight into the world of internal and external HR consulting roles in industries like mining, construction, and public health.
“After matriculating – or ‘finishing grade 12’ as it’s known today – I applied to Port Elizabeth Technikon, which is now Nelson Mandela University. I started with a national diploma in HR, and that opened the door to my first role as an intern with Nestlé. That internship quickly evolved into a permanent HR consultant role, a position that brought its own challenges because I was quite young to be a consultant,” he notes. “I loved the work, but I could tell I needed more hands-on industry experience.”
To gather more experience, Luyanda took an HR officer position in Johannesburg focused on organisational development, marking the start of an invaluable decade in the private sector. “Johannesburg was transformative. It was where I really developed my craft,” he says.
At this point, he also decided to further his studies, completing a BTech in HR as well as a BCom (Hons) in HR management and services, both from the University of Johannesburg. He also obtained a master’s degree in organisational leadership from the University of KwaZulu-Natal and a postgraduate qualification in organisational development from UNISA. “Education has always been a priority for me and I even have a Train-the-Trainer Diploma from Damelin,” he says. “I see it as my duty to keep learning and to pass that knowledge on.”
Back to his roots
After a decade in private HR based in Johannesburg, Luyanda returned to the Eastern Cape to establish his own HR and management consulting firm. But as COVID-19 began reshaping the landscape, the public sector beckoned. “The advert called for someone with my experience,” he recalls. “I applied just before the pandemic, and here I am today.”
The stark contrasts between HR in the public and private sectors was a great wake-up call for Luyanda. “The dynamics are worlds apart,” he says, “In the private sector, a project could be completed in as little as six weeks. But in the public sector, six weeks often only gets you through initial approvals. With multiple stakeholders and a strong union presence, progress requires patience and extensive consultation. If we don’t conduct meaningful consultations, we’re sent back to square one,” he explains. “It’s about bringing all the voices to the table – primary and secondary stakeholders, union reps. Everyone has to feel heard.”
Resource constraints in public health bring yet another layer of difficulty. “Unlike the private sector, where resources are readily available, public health HR is marked by budget limits and staff shortages,” he notes. “It’s about working with what you’ve got.”
His approach has been to tap into in-house talent. “We develop terms of reference and set up a task team, often bringing in skilled individuals from other departments. We rely on their expertise because we don’t have the luxury of hiring consultants,” he adds. “These individuals are often incredibly qualified – some even hold MBAs – and it’s their dedication that makes these projects possible.”
Highlighting service delivery
At present, Luyanda and his team are hard at work pioneering strategic HR initiatives that drive service delivery and impact lives. “Right now, we’re working on a sustainable service delivery model that fits the unique challenges of our healthcare system,” he says, explaining that this project includes developing a new organisational structure that balances staffing norms to improve healthcare standards across the province.
“It’s about finding that sweet spot where we can actually meet patient needs effectively. This project is huge,” he admits. “It involves representatives from various branches, all levels of management, and organised labour.”
His role is to bring in technical leadership and insight into organisational development. “A major milestone has been the 2024 Service Delivery Model document, which has gone through extensive consultations across the province. We’re now developing the organisational structure, and it’s all centred around staffing norms,” he explains.
The concept of staffing norms – standards that ensure adequate staffing for healthcare services – is critical to this model. “We’re pioneering this exercise in the Eastern Cape with the hope that other provinces will follow. In simple terms, we’re working to make sure we have enough skilled staff to uphold healthcare standards and provide quality care.”
This is no small task, he says, adding that it needs extensive collaboration, patience, and a strategic approach. “We’re looking to present our proposed structures by November 2024, and that’s when the real work begins – getting feedback and driving towards adoption.”
For Luyanda, the challenges in public sector HR are balanced by a deep sense of fulfilment. “There’s something immensely rewarding about public service, especially when you know your work directly impacts healthcare delivery. Yes, there are hurdles – project timelines, resource limitations, complex stakeholder expectations – but knowing we’re helping to shape healthcare outcomes in the Eastern Cape makes it all worthwhile.”
He notes that working in both the private and public sectors really shows what it takes to thrive in his role: adaptability, resilience, and a sharp strategic mindset. “HR isn’t just about meeting organisational goals; it’s about making a real impact on communities. At the end of the day, we’re not just ticking boxes. We’re working to build a healthcare system that truly serves the people of the Eastern Cape,” he concludes.
