managing capacity building initiatives a critical ... ga lawr… · managing capacity building...
TRANSCRIPT
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Managing Capacity Building Initiatives A critical reflection and lessons for the
future
Presented by
Dr GA LawrenceDirector-General
Western Cape Provincial Administration
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PURPOSE
• To present strategic management
capacity building initiatives for
the public sector.
• To present a critical reflection.
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STRUCTURE OF PRESENTATION
• Context
• Management capacity programmes
• Lessons for South Africa
• A critical reflection
• Conclusion
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CONTEXT OF PUBLIC SECTOR
• Continuous transformation
• High staff turnover
• Funding pressures
• Workplace instability
• Cost centre approach
• Do more with less
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MANAGEMENT CAPACITY PROGRAMMES
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• Pfizer 15 %
• Century 21 14 %
• Ritz-Carlton 10 %
• KLA –Tencor 9 %
• Ohio Savings Bank 8 %
TRAINING AS % OF PAYROLL
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COMPANY HOURS• Orkin 284• Ritz-Carlton 274• Cross Country Trav Corps 200• KLA – Tencor 200• Systemax 200
Top 100 (average) = 65 hours
TOP ANNUAL TRAINING HOURS PER EMPLOYEE
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TOP 100 HIGHLIGHTS
• Top 100 invested more than $6bn HRD
• Avearge 65 hours of training per employee.
• 4,06 % of payroll.
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TOP 100 HIGHLIGHTS
Number of Companies with the following formal Programmes:
• Leadership Development 99• First line Supervisors 93• Mentoring 85• Career Counselling 82• Executive Coaching 82• Succession Planning 79• Job Rotation 63• Job Shadowing 61
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TOP 100 HIGHLIGHTS
Track and tie training to :
• Customer Services 83
• Retention 79
• Production 72
• Quality 72
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TOP 100 HIGHLIGHTS
• Employ a full-time industrial psychologist 36
• HR professionals on senior
executive team 90
• Have a corporate university 75
• Average length of service 7 years
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BEST PRACTICES
• First line Supervisor Development
• Executive coaching
• Mentoring
• Job rotation
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BEST PRACTICES
• Leadership Development
• Succession Planning
• Career Counselling
• Job Shadowing
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LESSONS FOR SOUTH AFRICA
1. Spend allocated money, budget for
training
2. Average hours per employee (40h)
3. Measure training effectiveness
4. Invest more in leadership develop-
ment
5. Employee full-time trainers
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LESSONS FOR SOUTH AFRICA
6. First line supervisors
7. Mentoring and Coaching
8. Career Counselling
9. Succession Planning
10. Job Rotation
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LESSONS FOR SOUTH AFRICA
11. Track training to Skills Development.
12. Employee Assistance Programme (EAP)
13. HRD IT Portal
14. PDP (Personal Development Plans)
15. Special Advancement Programme (PEP)
16. Link : National HRD Strategy.
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CRITICAL REFLECTION
1. Does the WSP reflect the real
needs?
2. Do we spend money budgeted for
training?
3. Do our performance agreement
reflect our commitment to HRD?
4. Do we conduct a ROI (HRD)?
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CRITICAL REFLECTION
5. Is our training and development
linked to the Strategic Plan?
6. Do we build critical competencies?
7. Do the Seta’s function properly?
8. Are we implementing learnership /
mentorships?
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PUTTING IT TOGETHER
PERSONAL DEV PLAN
STRATEGICPLAN
PERFORMANCE AGREEMENT
COMPETENCIES
Strategic HRD Approach
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OUR APPROACH IN THE WESTERN CAPE
• In line Integrated and Cooperative Governance.
• Western Cape: Holistic Governance Approach
• This means:⇒ Integrated Governance⇒ Cooperative Governance⇒ Responsive Governance
⇒ Globally connected Governance
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STRATEGY : iKapa Elihlumayo
Key Building blocks :
⇒Building internal Human Capital
⇒Building internal Social Capital
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STRATEGIC HRD GOALSSTRATEGIC HRD GOALS
Foundations for Learning
Building Human Capital
ImprovingService Delivery
Linking nationalHRD strategies
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SOME SPECIFIC INTERVENTIONSSOME SPECIFIC INTERVENTIONS
Abet Nepad Learnerships Internships
EAP CDW BusinessAnalysis
Leadershipdevelopment
Transformation
Mentoring Induction FinancialGovernance
BathoPele
SocialCapital
FET ICT
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CONCLUSIONCONCLUSION
• HRD Foundation
is solid
• Fast track
delivery
• Focus now on
competencies (critical)
• Address funding for skills development
• Salute the work DPSA/SAMDI in terms of HRD
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Thank you
Dankie
Enkosi
Ngiyabonga
Kealeboga
Thank you
Dankie
Enkosi
Ngiyabonga
Kealeboga