2005_thehrchallenge
TRANSCRIPT
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THE HR CHALLENGE OFHE HR CHALLENGE OFCAPACITY BUILDINGAPACITY BUILDING
BY:BY:
MR. TREVOR FRANCISMR. TREVOR FRANCIS
HR MANAGERHR MANAGER
uMHLATHUZE MUNICIPALITYuMHLATHUZE MUNICIPALITY
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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
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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
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Fact or Fiction?Fact or Fiction?
SCARCE SKILLS IN LOCAL GOVERNMENTSCARCE SKILLS IN LOCAL GOVERNMENT
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THE PROBLEM STATEMENTTHE PROBLEM STATEMENT
WORLD COMPETITIVENESS REPORT GLOBAL COMPETITIVENESS REPORT
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NATIONAL SKILLS STRATEGYNATIONAL SKILLS STRATEGY
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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)
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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
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PEOPLE ARE NOT YOUR MOST IMPORTANT ASSET.PEOPLE ARE NOT YOUR MOST IMPORTANT ASSET.
THE PEOPLE ARETHE PEOPLE ARERIGHTRIGHT
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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.
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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.
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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 .
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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.?
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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
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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
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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
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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
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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
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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)
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CASE STUDYCASE STUDY
CITY OF uMHLATHUZECITY OF uMHLATHUZE
TRAINING CENTRE...???TRAINING CENTRE...???
CAPACITY BUILDING INTERVENTION???CAPACITY BUILDING INTERVENTION???
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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.
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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
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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