Enhancing capacity & skills development
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There has been, and will still be, much talk about skills and capacity development in business and government. In this talk some trends are explored and some ideas shared about how to make an impact with our workforce.
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Enhancing capacity & skills development
- 1. 05 May 2005 © GRCC, 2005 1 Enhancing Capacity andEnhancing Capacity and Skills DevelopmentSkills Development - all aboard!? André Knipe HRD Manager
- 2. 05 May 2005 © GRCC, 2005 2 The journey ♦ Where are we? ♦ What are the trends? ♦ Where do we want to go? ♦ How do we get there? ♦ What can we expect?
- 3. 05 May 2005 © GRCC, 2005 3 Where are we? ♦ A NSDS that seems to be working ♦ No of government departments submitting WSPs increased from 52% to 70% in 2003/4 ♦ Growth in training expenditure in the Public Sector ♦ Relatively high training rates – 16.5% of staff in national departments, 24.3% in provincial departments, 12%- 28% at local government level ♦ Training opportunities to an estimated 40% of lower level public servants ♦ E-learning has increased from 17% to 23% in 2003/4 ♦ Investigation into establishing a culture of skills development in the Public Service
- 4. 05 May 2005 © GRCC, 2005 4 What are the trends? ♦ Global trends – Dot-com bust & 9/11 – Continued lay-offs and cut-backs – Cost effectiveness & improved service delivery – NSDS requires everyone to train – ‘Don’t let other people’s negative perception of the job market affect your positive outlook’
- 5. 05 May 2005 © GRCC, 2005 5 Where do we want to go? ♦ Improvements in the equity targets ♦ 70% of workers achieving a level 1 qualification ♦ A minimum of 80,000 people under the age of 30 in learnerships ♦ Higher quality of training and development to achieve improved performance and service delivery ♦ Better alignment between training and development initiatives and strategic objectives
- 6. 05 May 2005 © GRCC, 2005 6 How do we get there? Constitution & SDA Develop the people NSDS E.g. a secure supply of skills E.g. implementation of learnerships Vision & mission Strategic Focus Areas Projects Programmes Strategies
- 7. 05 May 2005 © GRCC, 2005 7 What can we expect? ♦ Along the way – Promotion of equity – Protection of vulnerable workers ♦ When we arrive: – Increased funding of education – Increased focus on job creation – The introduction of a National Roving Inspectorate Unit – An Award System
- 8. 05 May 2005 © GRCC, 2005 8 Summary ♦ Where are we? – Satisfactory delivery on skills development ♦ What are the trends? – Increased focus on skills development and ROI ♦ Where do we want to go? – An integrated, competent and dynamic workforce ♦ How do we get there? – NSDS ♦ What can we expect? – Higher input - and improved output(?)
- 9. 05 May 2005 © GRCC, 2005 9 Thank you! Sound (OLE2)
- 10. 05 May 2005 © GRCC, 2005 9 Thank you! Sound (OLE2)
Hinweis der Redaktion
- Good day Ladies & Gentlemen, Merrill Lynch said in 2000 that “A half century ago a man could learn how to drive a tractor and have a job skill that would remain useful for 40 years; today a person learns a software program and has that skill current for maybe 18 months.” I believe that one of the key aspects of successful intergovernmental relations is to successfully enhance skills of government employees. This would lead to improved skills and competencies resulting in improved capacity to deliver services. It would be a waste of time and tax payers’ money to talk about the importance of intergovernmental relations, or the creation of effective, integrated government, or even the promotion of intergovernmental relations by legislation, without emphasising the importance of skills development and capacity building to achieve this. However, it is not simply a matter of getting on the (gravy) train and rolling out capacity building and skills development interventions to public sector employees. No – it is imperative that we figure out where we are and where we should go with this. The purpose of my paper therefore is to highlight a couple of basic points that should assist delegates to determine where we are, where we need to go, and how we can get there.
- The paper will focus on five (5) main points that should enable us to plot out this intended journey. They are: Where are we? What are the trends? Where do we want to go? How do we get there? What can we expect?
- Sometimes one gets the distinct feeling that we have our heads in the clouds. Which is not necessarily a bad thing. However, it could prevent us from seeing where we find ourselves because those clouds may be very high, but they may also be low. So, I looked at a the NSDS Implementation Report 2004 and related documents and found – in broad strokes – the following: A NSDS that seems to be working The number of government departments submitting WSPs increased from 52% to 70% in 2003/4 Growth in training expenditure in the Public Sector Relatively high training rates – 16.5% of staff in national departments, 24.3% in provincial departments, 12%-28% at local government level Training opportunities to an estimated 40% of lower level public servants E-learning has increased from 17% to 23% in 2003/4, which is a positive indicator in the context of a shift to more IT intensive work in the Public Service Investigation into establishing a culture of skills development in the Public Service These trends are an indication of what we have achieved in terms of skills development over the last year or two, however, there are some major challenges as well. These include: Critical skills needs are not adequately addressed in the areas of financial management, computer skills, project management, HR management, customer care, communication and ABET. Low exposure of management to key skills Slow progress on the implementation of learnerships Insufficient expertise in the collection of skills development information Low attention to quality assurance of training Low proportion of training staff to government workers. The significance of these challenges is that even though we have come a long way, we will have to continue the good work – and improve it! – to ensure that we achieve a good standard of skills across the Public Service. Which in turn would enable public servants to move much more freely between tiers and organs of government.
- In addition to the challenges facing the Public Service in terms of skills development there are a number of global trends I believe we should consider when determining what is happening around us in terms of training and development. These include: The dot-com bust and the 9/11 attacks have sent many overseas companies and governments into survival mode in terms of training and development. However, we have seen a steady and positive trend in the implementation of skills development legislation in the Public Service in this country. Many companies and government departments – overseas and locally – have continued to lay off employees and cut back on costs. Smart organisations emphasise cost effectiveness and improved service delivery. This has been emphasised again and again by various speakers at many different forums over the last two to three years. The NSDS requires everyone to train and contribute to the SDF, which have seen a 15% growth in business for training providers. But for those would-be passengers on the perceived gravy train – the quality assurance aspects of this training are receiving increasing attention, as indicated earlier. ‘Don’t let other people’s negative perception of the job market affect your positive outlook.’ There is still work out there – provided you are multi-skilled. And this is one of the key factors for public servants today. Being multi-skilled would allow you freedom to move within the Public Service. Something that we desperately need if we want to talk about successful intergovernmental relations. Other trends include an increased awareness of performance on the job, the need for measuring results in customer service, business processes, and learning and growth.
- One of the biggest buzz words in the industry currently is ROI. And it is all part of aligning human resources and training with strategic objectives. In a annual study undertaken by the ASTD it was found that only 9% of organisations in SA measure the financial ROI of training programmes. The implication of this is that we spend millions on skills development without ensuring that the recipients of that skills development training walk away from the interventions more competent than before. Ensuring ROI in skills development will enable us to deliver superior service to our constituencies, and therefore perform at higher standards. I say this because I believe that with the correct measurement of the skills and competencies acquired for the money spent, we can force training providers to up their standards of delivery as well. This should result in a positive cycle of continuous improvement in terms of skills development in this country. Having a clear vision of where we want to go in/with the SA Public Service is essential to the success of government in this country. The vision and intentions mapped out in various legislation provides us with such a clear vision, but it is our responsibility to figure out how we can get there.
- The mission of the National HRD Strategy is to maximise the potential of the people of South Africa through the acquisition of knowledge and skills, to work productively and competitively in order to achieve a rising quality of life for all, and to set in place an operational plan, together with the necessary institutional arrangements, to achieve this. In addition to this, the NSDS seeks to achieve a solid basic foundation, a secure supply of skills, an articulated demand for skills, and a vibrant research and innovation sector which supports industrial and employment growth opportunities. Since its launch in 2001 the NSDS’ aim was to reverse the country’s low skills levels and high unemployment by giving people knowledge, skills and democratic values – and more importantly, opportunities to apply them. I believe we will get to our destination – in terms of skills development – by linking every training and development intervention to the strategic objectives of the Government and every institution. By doing this we will not only ensure ROI but actively develop our people and afford them opportunities to interact and move horizontally as well as laterally in the Public Service.
- We want to see a fully integrated and coordinated Public Service in SA. By following the proposed strategy in getting there, I believe it is within our grasp. The Labour Minister said the enhancement of skills development will dominate the government’s job creation and poverty alleviation agenda over the next five (5) years. The promotion of equity and the protection of vulnerable workers as an integral part of the Government’s commitment aimed at improving ordinary people’s lives, were further emphasised during this year’s budget speech. Whilst much has been achieved over the last couple of years in terms of training and development in this country, there is clearly room for improvement. So, we need to see further and increased spending on education and training, whilst at the same time more jobs should be created. During the Growth and Development Summit held between government, organised business and labour, undertakings to achieve this were given by all role players. The increased focus on job creation in the Public Service has a slightly different angle in that the implementation of the National Productivity Institute Social Plan already led to the saving of many jobs. We can further expect to see a National Roving Inspectorate Unit in an effort to strengthen monitoring and enforcement of the legislation, and an Award System that would ensure substantive compliance and assist the Department of Labour in identifying employers who comply with the legislation will also be introduced. In addition to all of this, we can expect a highly skilled and competent public labour force which would thrive on service delivery challenges across tiers and organs of state.
- To summarise then: We have achieved satisfactory delivery on skills development which meets the targets as set by the NSDS. In other words, we are at the station. The trend is generally an increased focus on skills development through the heightened use of IT, but also an increased focus on return on investment in training. Globalisation requires multi-skilling which in turn requires concerted effort to capacitate the SA Public Service with the necessary skills and competencies to freely move horizontally and laterally. Even though this is the general trend, it does not automatically mean we have to follow it – or does it? The fact that everyone on this station gets on a particular train is not a good indicator? Well, I suggest that in order for us to have an integrated, competent and dynamic labour force we will need to follow the global trend. We know where this train is going… And one way of making sure we get to the same destination as the rest of the world is to get on it too! The NSDS is a work of art that provides us with a clear strategy to achieve our dreams – our vision for the people of this country. Unfortunately the destination station will not be all glitter. No, there may be delays along the way, and certainly very hard work by all on board to ensure we arrive. Some will get on the train believing it is a gravy train, and we will have to drop those off at the next station on this journey (or even mid-journey!). However, if you are just a little bit positive about this great country and its people, I am sure you will agree with me that the destination will have far more advantages. So, pack you bags. Plan your journey carefully. Follow the trend. And you will find a land where every person have the skills and competencies necessary to perform superbly. Thank you! (this train is leaving the station)