Transcript Document
THE HR CHALLENGE OF CAPACITY BUILDING BY: MR. TREVOR FRANCIS HR MANAGER uMHLATHUZE MUNICIPALITY INTRODUCTION Too often we are seduced by the sex appeal of strategic planning, its excitement and perhaps most enticing of all, its inherent lack of accountability. When this happens we forget that success has little to do with planning and a whole lot more to do with DOING. I KNOW WHAT TO DO………………..BUT I DON’T KNOW IF IT MAKES A DIFFERENCE The brutal truth is that the difference between those companies that are successful and those that aren’t, is their ability to execute... and…execution depends on people… Output - Driven Indecisive Teamwork SCARCE SKILLS IN LOCAL GOVERNMENT Fact or Fiction? THE PROBLEM STATEMENT WORLD COMPETITIVENESS REPORT GLOBAL COMPETITIVENESS REPORT NATIONAL SKILLS STRATEGY IS IT THAT MOST ORGANISATIONS ARE NOT DESIGNED OR MANAGED TO TAKE ADVANTAGE OF THE TALENTS OF THEIR PEOPLE…??? POLITICAL WILL……………………(this is my turf) RATIONAL……………………(what must I do) EMOTIONAL……………………(feelings) HOW HAVE SOME ORGANIZATIONS ACHIEVED EXTRAORDINARY PERFORMANCE WITH PEOPLE WHO ARE NOT VERY DIFFERENT TO THOSE EMPLOYED BY THEIR COMPETITORS PEOPLE ARE NOT YOUR MOST IMPORTANT ASSET…………. THE RIGHT PEOPLE ARE CHALLENGES a) CULTURAL FIT ORGANISATIONAL CULTURE VS INDIVIDUAL CULTURE CLIMATE OF ORG.AND RESISTANCE TO CHANGE CAN IMPEDE PROGRESS. b) ABILITY PUT PEOPLE IN PLACE SO THAT ORG.CAN SUCCEED. c) AFFIRMATVE ACTION KEEPING YOUR EYE ON THE SCOREBOARD…??? d) EQUITY QUALIFICATION…..A HUMAN RIGHTS ISSUE ! Given South Africa’s divisive and prejudiced past,which has created the dire situation where the majority of our people have critical lack of skills and capabilities,the challenge is even greater……..if people are our most sustainable competitive advantage,then how are South African businesses,large and small,going to compete in Global markets…??? The poor development of skills training in SA underpins the lack of competitiveness in the global village. BENCHMARK We cannot look to international benchmarks for answers to our own situation……………we have different challenges and we probably cannot earn above average returns (which we need) by doing what everybody else does. Earning exceptional returns requires being able and willing to do things differently…………… REACTIVE OR PROACTIVE …. We must invest considerable time and effort in upskilling our employees and building the capabilities we require to transform, compete and win………….the obvious and basic fundamental requirement necessary to make this a reality is………….? TRAINING Addressing the imperative to achieve extraordinary results through ordinary people must go broader and deeper than just training…we need to question how we structure our organizations,design management processes and how we craft our strategies... 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 MANPOWER PLAN STOCK Strategic direction i.t.o. KPA’s CEO IDP EE RECRUITMENT WSP MENTORS DPSR 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. Mayor / Council DIDP DCFM CT CS CE CEE DMS DCSH Strategic direction i.t.o. KPI’s and Performance Management Dept & Section s EMPLOYMENT EQUITY SUCCESSION PLAN RETENTION PLAN MP Meetings Monito r New employees Resignations Retirements Terminations Promotions Trai n Maintain & Develop Record Staff movemen t Aud it SKILLS BACKLOG / SKILLS DEVELOPMENT COMPETENCY PROFILES KEY BEHAVIOURS (ATTITUDE) CURRENT NEEDS ANALYSIS IDENTIFY GAPS CAREER PLANS PERSONAL DEVELOPMENT PLANS COACHING AND MENTORING SKILLS MANAGEMENT AND RETENTION OF TALENT (SMART) SKILLS / TALENT EXPERIENCE / KNOWLEDGE GLOBALISATION POTENTIAL FORMAL KNOWLEDGE SPECIALIST KNOWLEDGE CORPORATE PROCESSES PERSONAL TALENTS SUSTAINABLE SMARTER BRUTALLY EFFICIENT FUTURE ORGANISATION SKILLS BACKLOG / SKILLS DEVELOPMENT Competency Profiles Key Behaviour Current Need Analysis Identify Gaps Career Plans Personal Development Plans Coaching and Mentoring SUCCESSION PLANNING SYSTEM Company Strategy Strategy is a driven activity that consist of the goals and objectives of each department and fitting into the vision and mission of the Municipality. Identifying and developing leaders is part of a strategy and is not reserved for a few selected people Performance review Succession Potential assessment planning Performance reviews To ensure long terms Company done on an individual staffing of managerial needs basis. Part of the review and other key positions To coordinate cross must include the determination of the departmental potential of the person movements To monitor the and the preparation of such an individual to ongoing development of address the needs of the managers To ensure state-ofdepartment in particular and the Municipality as a the-art managerial whole development processes To identify possible exits Succession plans Exit plans Talent E Who is going where? management Performance and retirement plans exits Critical, core and scarce skills at all levels identified Individuals with high performance abilities identified Individuals with strong academic roots combined with exceptional personal attributes identified Innovative, creative individuals identified who can open up new landscapes Individuals in designated groups identified who have the potential to develop into new leaders IF YOU DON’T KNOW WHERE YOU’RE GOING, ANY ROAD WILL TAKE YOU THERE… (Alice in Wonderland) CASE STUDY CITY OF uMHLATHUZE TRAINING CENTRE...??? CAPACITY BUILDING INTERVENTION…??? Training and Development of human resources should be the preoccupation of all organizations in South Africa in order to remain globally competitive. Labour Minister, Membathisa Mdladlana, has stated “we need to change attitudes about skills development in this country. The skills development legislation has introduced new organizations, an Incentive funding system and an innovative programme designed to make SA more competitive.” STRATEGIC POSITIONING OF A SUCCESSION PROCESS & TALENT PLANNING PERFORMANCE REVIEW COMPANY STRATEGY POTENTIAL ASSESSMENT SUCCESSION PLANS SUCCESSION PLANNING FRAMEWORK EXIT PLANS COMPANY NEEDS TALENT MANAGEMENT PLANS CE Budget Management Monitor/Control Asst CE Planning Manage Budget Engineer Monitor/Controll B Degree Eng Tech NQF 6 Tech Asst Leadership Superintendent NQF 5 ND Trade Supervisor NQF 2/4 Supervision Team Leader Teamwork NQF 1 GW NQF 0