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.
THE HR CHALLENGE OF
MR. TREVOR FRANCIS
Too often we are seduced by the sex appeal of strategic planning, its
excitement and perhaps most enticing of all, its inherent lack of
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
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)
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 PEOPLE ARE
ORGANISATIONAL CULTURE VS INDIVIDUAL CULTURE
CLIMATE OF ORG.AND RESISTANCE TO CHANGE
CAN IMPEDE PROGRESS.
PUT PEOPLE IN PLACE SO THAT ORG.CAN SUCCEED.
c) AFFIRMATVE ACTION
KEEPING YOUR EYE ON THE SCOREBOARD…???
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.
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……………
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………….?
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
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
Strategic direction i.t.o. KPI’s and Performance Management
Dept & Sections
Maintain & Develop
SKILLS MANAGEMENT AND RETENTION OF TALENT (SMART)
BRUTALLY EFFICIENT FUTURE ORGANISATION
SKILLS BACKLOG / SKILLS DEVELOPMENT
Current Need Analysis
Personal Development Plans
Coaching and Mentoring
SUCCESSION PLANNING SYSTEM
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 reviews done on an individual basis. Part of the review must include the determination of the potential of the person and the preparation of such an individual to address the needs of the department in particular and the Municipality as a whole
To ensure long terms staffing of managerial and other key positions
To coordinate cross departmental movements
To monitor the ongoing development of managers
To ensure state-of-the-art managerial development processes
To identify possible exits
Who is going where?
Performance and retirement 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)
CITY OF uMHLATHUZE
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
SUCCESSION PLANNING FRAMEWORK
TALENT MANAGEMENT PLANS
NQF 5 ND
GW NQF 0