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The Banking Sector 2005 / 2006 Skills Audit – The Process, Results and Possible Debate. Presentation outline: Introduction Objectives Presentation. PTC Group Graham Turner. PTC Group HRD Background Interbank Anti Money Laundering Project Investors in People People Management

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Presentation Transcript
slide2

Presentation outline:

  • Introduction
  • Objectives
  • Presentation

PTC Group

Graham Turner

  • PTC Group
  • HRD Background
  • Interbank Anti Money Laundering Project
  • Investors in People
  • People Management
  • Skills Audit
slide3

Presentation outline:

  • Introduction
  • Objectives
  • Presentation

2005 / 2006 Skills Audit

  • The objectives of the audit and participants
  • The inputs and process utilised
  • The results obtained and conclusions
  • What lies ahead in skills development
slide4

Presentation outline:

  • Introduction
  • Objectives
  • Presentation

Skills Audit

The Audit Objectives and Participants

  • The audit objectives:
    • Validate the 2002 Andersen Wholesale and Retail

Banking Research Project.

    • Conduct research into skills availability

and distribution in the banking sector, and to clarify

what skills need to be developed in order to build

competitive skills across the sector.

  • Participants:
    • BANKSETA, Absa, FirstRand, CitiGroup,
    • SA Reserve Bank, Nedbank
slide5

Presentation outline:

  • Introduction
  • objectives
  • Presentation

Skills Audit

The Inputs and Process

  • The Inputs
    • Job Profiles – per job title; per job family
    • Competency Menu
  • The Process
    • Self-administered questionnaire
    • Electronic distribution
  • Number of respondents:
    • 79 613 Es invited – 29% responded
slide6

Presentation outline:

  • Introduction
  • Objectives
  • Presentation

Skills Audit

The Results and Conclusions

  • The findings of the Andersen Project were found to

be valid in respect of the process used and the skills

sets identified.

  • The respondent population surveyed is statistically

acceptable at the level of validation of the competencies

surveyed.

  • Within the job families surveyed, the respondent sample

sizes are too small to report on with confidence.

slide7

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

The Results and Conclusions

  • Development solutions for most competencies assessed

are available within or through the participating banks.

  • The survey process adopted is able to provide a picture

of skills development requirements across the sector.

  • The competency menu is potentially a valuable tool

for creating a common language of competencies

required in banking.

slide8

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

The Results and Conclusions

  • Job profiles and their importance in respect of effective

HR management should receive serious review.

  • Hints as to where skills shortages may be prevalent are

present in the results.

  • Effectiveness of marketing of training and development
  • opportunities within banks should be investigated.
slide9

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

The Results and Conclusions

  • Evaluation of training and development will increase

confidence in the extent to which these T & D offerings

are increasing requisite competence in the sector.

  • Larger sample sizes in future surveys will present clear
  • pictures on the availability of competence and distribution.
slide10

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

What lies ahead in skills development

  • More of the same?
    • Sector Employer of Choice
    • Transformation
    • Good people management practice
    • Millions spent annually on training
    • Good business management practice
slide11

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

What lies ahead in skills development

  • Strategic HRD vs HRD Strategies
  • What is SHRD?
    • “…it entails the search for, and intention to implement

a coherent set of subsidiary strategies in accordance

with a set of guiding principles that will contribute

to an overall organisational ‘grand design’ or sense

of direction.”

Walton J

slide12

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

What lies ahead in skills development

  • HR Development Strategies through to

Strategic HR Development

Piecemeal

Approach to

HRD

Coherent

training

strategy

Coherent

T & D

strategy

SHRD

slide13

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

What lies ahead in skills development

  • SHRD - What’s Involved?
    • It’s about ensuring that the organisation’s HRD

process is producing individuals and teams

who are equipped with the skills, knowledge and

attitude required for effective achievement of the

organisation’s business goals.

slide14

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

What lies ahead in skills development

  • SHRD - What’s required?
    • Presence of an overall organisation vision emphasising

learning.

    • Making the HRD function more strategic.
    • Mapping perceptions of HRD and its contribution

to strategy.

slide15

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

What lies ahead in skills development

  • SHRD - What’s required?
    • Executives must treat learning as a deliberate

business process.

    • It’s about systematic and conscious attention

to the learning process.

    • It requires attention as to what barriers exist in

the organisation impacting on learning.

slide16

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

What lies ahead in skills development

  • SHRD - What’s required?
    • Responsibility for HRD at all levels must be clarified.
    • Policies and practices which collectively serve to

ensure that learning is embedded in the fabric of the

organisation to the benefit of all stakeholders.

slide17

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

What lies ahead in skills development

  • SHRD - What’s required?
    • Effective stewardship – it needs to be driven by

accomplished high-status career professionals.

    • it is about a partnership between HRD professionals

and line managers at every level in the organisation.

    • it is about HRD professionals emerging from more

traditional training and development roles to one of

contributing to the alignment of HRD practices to the

organisation’s strategic intent.

slide18

Presentation outline:

  • introduction
  • Objectives
  • Presentation

Skills Audit

What lies ahead in skills development

  • Why Strategic HRD?

It’s about competitive advantage!