2005_TheHRChallenge

8/3/2019 2005_TheHRChallenge

1/23

THE HR CHALLENGE OFHE HR CHALLENGE OFCAPACITY BUILDINGAPACITY BUILDING

BY:BY:

MR. TREVOR FRANCISMR. TREVOR FRANCIS

HR MANAGERHR MANAGER

uMHLATHUZE MUNICIPALITYuMHLATHUZE MUNICIPALITY


2/23

Too often we are seduced by theToo often we are seduced by the sex appealsex appeal of strategic planning, itsof strategic planning, its

excitement and perhaps most enticing of all, its inherent lack ofexcitement and perhaps most enticing of all, its inherent lack of

accountability.accountability.

When this happensWhen this happens

we forget that success has little to do with planning and a whole lotwe forget that success has little to do with planning and a whole lot

more to do withmore to do with DOINGDOING..

INTRODUCTIONINTRODUCTION

I KNOW WHAT TO DO..BUT I DONT KNOW IF IT MAKES A DIFFERENCE


3/23

The brutal truth is that the difference between those companies thatThe brutal truth is that the difference between those companies that

are successful and those that arent, is their ability to execute...are successful and those that arent, is their ability to execute...

andandexecution depends on peopleexecution dep

ends on people

Indecisive

Teamwork

Output - Driven


4/23

Fact or Fiction?Fact or Fiction?

SCARCE SKILLS IN LOCAL GOVERNMENTSCARCE SKILLS IN LOCAL GOVERNMENT


5/23

THE PROBLEM STATEMENTTHE PROBLEM STATEMENT

WORLD COMPETITIVENESS REPORT GLOBAL COMPETITIVENESS REPORT


6/23

NATIONAL SKILLS STRATEGYNATIONAL SKILLS STRATEGY


7/23

IS IT THAT MOST ORGANISATIONSIS IT THAT MOST ORGANISATIONS

ARE NOT DESIGNED OR MANAGEDARE NOT DESIGNED OR MANAGED

TO TAKE ADVANTAGE OF THETO TAKE ADVANTAGE OF THE

TALENTS OF THEIR PEOPLE???TALENTS OF THEIR PEOPLE???

POLITICAL WILL(this is my turf)

RATIONAL(what must I do)

EMOTIONAL(feelings)


8/23

HOW HAVE SOME ORGANIZATIONSHOW HAVE SOME ORGANIZATIONS

ACHIEVED EXTRAORDINARY PERFORMANCEACHIEVED EXTRAORDINARY PERFORMANCE

WITH PEOPLE WHO ARE NOT VERY DIFFERENTWITH PEOPLE WHO ARE NOT VERY DIFFERENT

TO THOSE EMPLOYED BY THEIR COMPETITORSTO THOSE EMPLOYED BY THEIR COMPETITORS


9/23

PEOPLE ARE NOT YOUR MOST IMPORTANT ASSET.PEOPLE ARE NOT YOUR MOST IMPORTANT ASSET.

THE PEOPLE ARETHE PEOPLE ARERIGHTRIGHT


10/23

CHALLENGESCHALLENGES

a)a) CULTURAL FITCULTURAL FIT

b) ABILITYb) ABILITY

c) AFFIRMATVE ACTIONc) AFFIRMATVE ACTION

d) EQUITYd) EQUITY

PUT PEOPLE IN PLACE SO THAT ORG.CAN SUCCEED.

KEEPING YOUR EYE ON THE SCOREBOARD???

QUALIFICATION..A HUMAN RIGHTS ISSUE !

ORGANISATIONAL CULTURE VS INDIVIDUAL CULTURE

CLIMATE OF ORG.AND RESISTANCE TO CHANGE

CAN IMPEDE PROGRESS.


11/23

Given South Africas divisive and prejudiced past,which has createdGiven South Africas divisive and prejudiced past,which has created

the dire situation where the majority of our people have criticalthe dire situation where the majority of our people have critical

lack of skills and capabilities,the challenge is even greater..iflack of skills and capabilities,the challenge is even greater..if

people are our most sustainable competitive advantage,then howpeople are our most sustainable competitive advantage,then how

are South African businesses,large and small,going to competeare South African businesses,large and small,going to compete

in Global markets???in Global markets???

The poor development of skills training in SA underpinsthe lack of competitiveness in the global village.


12/23

We cannot look to international benchmarks for answers to our ownWe cannot look to international benchmarks for answers to our own

situationwe have different challenges and we probably cannotsituationwe have different challenges and we probably cannot

earn above average returns (which we need) by doing what everybodyearn above average returns (which we need) by doing what everybody

else does. Earning exceptional returns requires being able and willingelse does. Earning exceptional returns requires being able and willing

to do things differentlyto do things differently

BENCHMARKBENCHMARK

REACTIVEREACTIVE

OROR

PROACTIVE .PROACTIVE .


13/23

We must invest considerable time and effort in upskilling ourWe must invest considerable time and effort in upskilling our

employees and building the capabilities we require to transform,employees and building the capabilities we require to transform,

compete and win.the obvious and basic fundamentalcompete and win.the obvious and basic fundamental

requirement necessary to make this a reality is.?requirement necessary to make this a reality is.?


14/23

Addressing the imperative to achieveAddressing the imperative to achieve

extraordinary results through ordinaryextraordinary results through ordinary

people must go broader and deeper than justpeople must go broader and deeper than just

trainingwe need to question how wetrainingwe need to question how we

structure our organizations,designstructure our organizations,design

managementmanagement

processes and how we craft our strategies...processes and how we craft our strategies...

TRAININGTRAINING


15/23

MISSION: To provide learning

programmes, relevant training interventions

and development initiatives in an attempt to

cascade skills to all disciplines, down to the

lowest levels, in a sustainable manner, to

improve the quality of life in the City of

uMhlathuze

VISION: The City of Umhlathuze, in

aspiring to become a metropolitan city,

seeks to develop the skills of our

employees and residents/citizens, in our

endeavour to offer excellent services in a

sustainable manner.

MANPOWER

PLAN

CEOStrategic direction i.t.o.KPAs

IDPEERECRUITMENTWSPMENTORS

STOCKSTOCK

SKILLS BACKLOG /SKILLS BACKLOG /SKILLS DEVELOPMENTSKILLS DEVELOPMENT

COMPETENCY PROFILESCOMPETENCY PROFILES KEY BEHAVIOURS (ATTITUDE)KEY BEHAVIOURS (ATTITUDE) CURRENT NEEDS ANALYSISCURRENT NEEDS ANALYSIS IDENTIFY GAPSIDENTIFY GAPS CAREER PLANSCAREER PLANS PERSONAL DEVELOPMENTPERSONAL DEVELOPMENT

PLANSPLANS COACHING AND MENTORINGCOACHING AND MENTORING

EMPLOYMENT EQUITYEMPLOYMENT EQUITY SUCCESSION PLAN

RETENTION PLAN

Dept &Dept &

SectioSectio

nsns

MPMP

MeetingMeeting

ss

AudiAudi

tt

Record

Staff

movement

TrainMonit

or

New employeesResignationsRetirements

Terminations

Promotions

Maintain &Maintain &

DevelopDevelop

Strategic direction i.t.o. KPIs and Performance ManagementStrategic direction i.t.o. KPIs and Performance Management

Mayor /Mayor /

CouncilCouncil

DPSRDPSR DIDPDIDP DCFMDCFM CTCT CSCS CE CEECEE DMSDMS DCSHDCSH


16/23

SKILLS / TALENT

GLOBALISATION POTENTIAL FORMAL KNOWLEDGE

EXPERIENCE / KNOWLEDGE

SPECIALIST KNOWLEDGE CORPORATE PROCESSES PERSONAL TALENTS

SKILLS MANAGEMENT AND RETENTION OF TALENT(SMART)

SUSTAINABLESMARTER

BRUTALLY EFFICIENT FUTURE

ORGANISATION


17/23

SKILLS BACKLOG / SKILLS DEVELOPMENTSKILLS BACKLOG / SKILLS DEVELOPMENT

Key BehaviourKey Behaviour

Current Need AnalysisCurrent Need Analysis

Identify GapsIdentify Gaps

Career PlansCareer Plans

Personal DevelopmentPersonal Development

PlansPlans

Coaching and MentoringCoaching and Mentoring

CompetencyCompetency

ProfilesProfiles


18/23

SUCCESSION PLANNING SYSTEMSUCCESSION PLANNING SYSTEM

Company StrategyCompany Strategy

Performance reviewPerformance review

Potential assessmentPotential assessment

Company needsCompany needs

SuccessionSuccession

planningplanning

Succession plansSuccession plans

EEExit plansExit plans

TalentTalentmanagement plansmanagement plans

Strategy is aStrategy is a

driven activitydriven activity

that consist ofthat consist of

the goals andthe goals and

objectives ofobjectives ofeach departmenteach department

and fitting intoand fitting into

the vision andthe vision and

mission of themission of the

Municipality.Municipality.

Identifying andIdentifying and

developingdeveloping

leaders is part ofleaders is part of

a strategy and isa strategy and is

not reserved fornot reserved for

a few selecteda few selected

peoplepeople

Performance reviewsPerformance reviews

done on an individualdone on an individual

basis. Part of the reviewbasis. Part of the review

must include themust include the

determination of thedetermination of thepotential of the personpotential of the person

and the preparation ofand the preparation of

such an individual tosuch an individual to

address the needs of theaddress the needs of the

department in particulardepartment in particular

and the Municipality as aand the Municipality as a

wholewhole

To ensure long termsTo ensure long terms

staffing of managerialstaffing of managerial

and other key positionsand other key positions

To coordinate crossTo coordinate cross

departmentaldepartmentalmovementsmovements

To monitor theTo monitor the

ongoing development ofongoing development of

managersmanagers

To ensure state-of-To ensure state-of-

the-art managerialthe-art managerial

development processesdevelopment processes

To identify possibleTo identify possible

exitsexits

Who is going where?Who is going where?

Performance and retirementPerformance and retirement

exitsexits

Critical, core and scarce skillsCritical, core and scarce skills

at all levels identifiedat all levels identifiedIndividuals with highIndividuals with high

performance abilitiesperformance abilities

identifiedidentified

Individuals with strongIndividuals with strong

academic roots combinedacademic roots combined

with exceptional personalwith exceptional personal

attributes identifiedattributes identified

Innovative, creativeInnovative, creative

individuals identified who canindividuals identified who can

open up new landscapesopen up new landscapes

Individuals in designatedIndividuals in designated

groups identified who havegroups identified who have

the potential to develop intothe potential to develop into

new leadersnew leaders


19/23

IF YOU DONT KNOW WHEREIF YOU DONT KNOW WHERE

YOURE GOING, ANY ROADYOURE GOING, ANY ROAD

WILL TAKE YOU THEREWILL TAKE YOU THERE

(Alice in Wonderland(Alice in Wonderland)


20/23

CASE STUDYCASE STUDY

CITY OF uMHLATHUZECITY OF uMHLATHUZE

TRAINING CENTRE...???TRAINING CENTRE...???

CAPACITY BUILDING INTERVENTION???CAPACITY BUILDING INTERVENTION???


21/23

Training and Development of human resources should be theTraining and Development of human resources should be the

preoccupation of all organizations in South Africa in order to remainpreoccupation of all organizations in South Africa in order to remain

globally competitive. Labour Minister, Membathisa Mdladlana, hasglobally competitive. Labour Minister, Membathisa Mdladlana, has

stated we need to change attitudes about skills development in thisstated we need to change attitudes about skills development in this

country. The skills development legislation has introduced newcountry. The skills development legislation has introduced new

organizations, an Incentive funding system and an innovativeorganizations, an Incentive funding system and an innovative

programme designed to make SA more competitive.programme designed to make SA more competitive.


22/23

COMPANYSTRATEGY

PERFORMANCEREVIEW

POTENTIALASSESSMENT

COMPANYNEEDS

SUCCESSIONPLANNING

FRAMEWORK

SUCCESSIONPLANS

EXITPLANS

TALENTMANAGEMENT

PLANS

STRATEGIC POSITIONING OF A SUCCESSION PROCESSSTRATEGIC POSITIONING OF A SUCCESSION PROCESS

&&

TALENT PLANNINGTALENT PLANNING

CECE


23/23

BudgetBudget

ManagementManagement

Monitor/ControlMonitor/Control

PlanningPlanning

ManageManage

BudgetBudget

Monitor/ControllMonitor/Controll

B DegreeB Degree

NQF 6NQF 6

LeadershipLeadership

NQF 5 NDNQF 5 ND

TradeTrade

NQF 2/4NQF 2/4

SupervisionSupervision

TeamworkTeamwork

NQF 1NQF 1

CECE

GW NQF 0GW NQF 0

Team LeaderTeam Leader

SupervisorSupervisor

SuperintendentSuperintendent

Tech AsstTech Asst

EngineerEngineer

Asst CEAsst CE

Eng TechEng Tech

Documents

2005_TheHRChallenge