Slide1 l.jpg
This presentation is the property of its rightful owner.
Sponsored Links
1 / 23

THE HR CHALLENGE OF CAPACITY BUILDING PowerPoint PPT Presentation


  • 160 Views
  • Updated On :
  • Presentation posted in: General

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.

Related searches for THE HR CHALLENGE OF CAPACITY BUILDING

Download Presentation

THE HR CHALLENGE OF CAPACITY BUILDING

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Slide1 l.jpg

THE HR CHALLENGE OF

CAPACITY BUILDING

BY:

MR. TREVOR FRANCIS

HR MANAGER

uMHLATHUZE MUNICIPALITY


Slide2 l.jpg

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


Slide3 l.jpg

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


Slide4 l.jpg

SCARCE SKILLS IN LOCAL GOVERNMENT

Fact or Fiction?


Slide5 l.jpg

THE PROBLEM STATEMENT

WORLD COMPETITIVENESS REPORT

GLOBAL COMPETITIVENESS REPORT


Slide6 l.jpg

NATIONAL SKILLS STRATEGY


Slide7 l.jpg

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)


Slide8 l.jpg

HOW HAVE SOME ORGANIZATIONS

ACHIEVED EXTRAORDINARY PERFORMANCE

WITH PEOPLE WHO ARE NOT VERY DIFFERENT

TO THOSE EMPLOYED BY THEIR COMPETITORS


Slide9 l.jpg

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

RIGHT

THE PEOPLE ARE


Slide10 l.jpg

CHALLENGES

  • 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 !


Slide11 l.jpg

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.


Slide12 l.jpg

REACTIVE

OR

PROACTIVE ….

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……………


Slide13 l.jpg

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………….?


Slide14 l.jpg

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...


Slide15 l.jpg

DPSR

DIDP

DCFM

CT

CS

CE

CEE

DMS

DCSH

STOCK

QUAL

COMP

AMB

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

  • Strategic direction i.t.o. KPA’s

  • IDP

  • EE

  • RECRUITMENT

  • WSP

  • MENTORS

CEO

Mayor / Council

Strategic direction i.t.o. KPI’s and Performance Management

Dept & Sections

MP Meetings

Maintain & Develop

Audit

Train

  • SKILLS BACKLOG / SKILLS DEVELOPMENT

  • COMPETENCY PROFILES

  • KEY BEHAVIOURS (ATTITUDE)

  • CURRENT NEEDS ANALYSIS

  • IDENTIFY GAPS

  • CAREER PLANS

  • PERSONAL DEVELOPMENT PLANS

  • COACHING AND MENTORING

Record

Monitor

  • EMPLOYMENT EQUITY

  • SUCCESSION PLAN

  • RETENTION PLAN

New employees

Resignations

Retirements

Terminations

Promotions

Staff movement


Slide16 l.jpg

SKILLS MANAGEMENT AND RETENTION OF TALENT (SMART)

  • SKILLS / TALENT

  • GLOBALISATION POTENTIAL

  • FORMAL KNOWLEDGE

  • EXPERIENCE / KNOWLEDGE

  • SPECIALIST KNOWLEDGE

  • CORPORATE PROCESSES

  • PERSONAL TALENTS

SUSTAINABLE

SMARTER

BRUTALLY EFFICIENT FUTURE ORGANISATION


Slide17 l.jpg

SKILLS BACKLOG / SKILLS DEVELOPMENT

Competency Profiles

Key Behaviour

Current Need Analysis

Identify Gaps

Career Plans

Personal Development Plans

Coaching and Mentoring


Slide18 l.jpg

SUCCESSION PLANNING SYSTEM

Company Strategy

Performance review

Potential assessment

Company needs

Succession

planning

Succession plans

EExit plans

Talent

management plans

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


Slide19 l.jpg

IF YOU DON’T KNOW WHERE YOU’RE GOING, ANY ROAD WILL TAKE YOU THERE…

(Alice in Wonderland)


Slide20 l.jpg

CASE STUDY

CITY OF uMHLATHUZE

TRAINING CENTRE...???

CAPACITY BUILDING INTERVENTION…???


Slide21 l.jpg

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.”


Slide22 l.jpg

STRATEGIC POSITIONING OF A SUCCESSION PROCESS

&

TALENT PLANNING

PERFORMANCE REVIEW

SUCCESSION PLANS

COMPANY STRATEGY

SUCCESSION PLANNING FRAMEWORK

POTENTIAL ASSESSMENT

EXIT PLANS

COMPANY NEEDS

TALENT MANAGEMENT PLANS


Slide23 l.jpg

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


  • Login