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Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
Important Questions For The Future Of Skills Development1
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Important Questions For The Future Of Skills Development1

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  • 1. The Integrated Role of the Skills Development Facilitator Gill Connellan
  • 2. Important questions for the future of skills development transformation <ul><li>Is skills development facilitation making progress (and) in the right direction? </li></ul><ul><li>Where has skills development not made progress and why? </li></ul><ul><li>How does skills development vary around the world? </li></ul><ul><li>How can we position ourselves for </li></ul><ul><li>success into 2010? </li></ul>
  • 3. 2000: The functions of a skills development facilitator are to - <ul><li>Assist the employer and employees to develop a workplace skills plan </li></ul><ul><li>Submit the workplace skills plan to the relevant SETA; </li></ul><ul><li>Advise the employer on the implementation of the workplace skills plan; </li></ul><ul><li>Assist the employer to draft an annual training report on the implementation of the workplace skills plan </li></ul><ul><li>Advise the employer on the quality assurance requirements set by the SETA; </li></ul><ul><li>Act as a contact person between the employer and the sector SETA; and serve as a resource with regard to all aspects of skills development. </li></ul>
  • 4. 2000: The functions of a skills development facilitator are to - <ul><li>Assist the employer and employees to develop a workplace skills plan </li></ul><ul><li>Submit the workplace skills plan to the relevant SETA; </li></ul><ul><li>Advise the employer on the implementation of the workplace skills plan; </li></ul><ul><li>Assist the employer to draft an annual training report on the implementation of the workplace skills plan </li></ul><ul><li>Advise the employer on the quality assurance requirements set by the SETA; </li></ul><ul><li>Act as a contact person between the employer and the sector SETA; and serve as a resource with regard to all aspects of skills development. </li></ul>
  • 5. 2004 - 2005: Focus on quality <ul><li>Requires appropriate level of strategic and intellectual input </li></ul><ul><li>Social transformation goals serve to assist and not inhibit the ability of the organisation to remain viable and sustainable </li></ul><ul><li>Appropriate integration of social transformation goals and strategic business objectives </li></ul><ul><li>The skills development facilitation function was </li></ul><ul><li>identified as a mechanism to </li></ul><ul><li>ensure this happens. </li></ul>
  • 6. 2004 - 2005: Focus on quality <ul><li>Few skills development facilitators are participating at a high enough level to be able to give relevant inputs to the board </li></ul><ul><li>Most skills development facilitators ill-equipped or capacitated to completely understand the strategic nature of their role </li></ul><ul><li>The reality of broad-based skills development facilitation needs a high level and range of competence. </li></ul>
  • 7. 2006 - 2007: Focus on Scarce and Critical Skills <ul><li>Introduction of the Broad Based Black Economic Empowerment Codes of Good Practice </li></ul><ul><li>JIPSA and ASGISA initiatives launched with high level publicity </li></ul><ul><li>Launch of the Organising Framework for Occupations </li></ul><ul><li>Skills Development Facilitators identified as the people to </li></ul><ul><li>assist with implementation of all </li></ul><ul><li>these initiatives!!! </li></ul>
  • 8. Focus on transforming the role <ul><li>Skills development facilitation is a strategic business </li></ul><ul><li>activity !!! </li></ul><ul><li>Early transactional focus </li></ul><ul><li>Enabling compliance </li></ul><ul><li>Improving service delivery </li></ul><ul><li>Enhancing technical process </li></ul><ul><li>Current Focus </li></ul><ul><li>Meeting operational expectations </li></ul><ul><li>Getting “house” in order for strategic focus </li></ul><ul><li>Developing occupational profile </li></ul><ul><li>Future Tacit Focus </li></ul><ul><li>Serving as a business partner to leadership </li></ul><ul><li>Identify ways to manage talent </li></ul><ul><li>Implement a human capital strategy </li></ul>
  • 9. Focus of skills development facilitation is shifting… its all about talent now. <ul><li>Global strategies and </li></ul><ul><li>initiatives </li></ul><ul><li>Human capital strategy as a principle function will jump from 40% - 64% within the next three years. </li></ul><ul><li>Operational excellence as a principal function drops from 46% to 32% </li></ul>32% 46% Operational excellence 38% 42% Change management 40% 35% Organisation development 52% 49% Leadership development 55% 49% Talent management 64% 40% Human Capital Strategy 2 – 3 yrs Now Principal HR function (ranked by future priority)
  • 10. Top Human Capital Challenges 2 3 2 Retaining key talent 3 2 2 3 1 3 3 Building leadership capability 3 3 1 1 3 2 Driving cultural & behavioural change 3 1 2 2 1 1 Acquiring key talent South Africa North America Latin America Europe Australia & NZ Asia Global Top Human Capital Challenges
  • 11. Top Human Capital Challenges 7 2 3 2 Retaining key talent 17 3 2 2 3 1 3 3 Building leadership capability 13 3 3 1 1 3 2 Driving cultural & behavioural change 10 3 1 2 2 1 1 Acquiring key talent Total S. Africa North America Latin America Europe Aus. & NZ Asia Global Top Human Capital Challenges
  • 12. <ul><li>Increasing workforce productivity </li></ul><ul><li>Headcount constraints </li></ul><ul><li>Resourcing/managing different demographics </li></ul><ul><li>Reducing overall human capital costs </li></ul><ul><li>Coping with an aging workforce </li></ul><ul><li>Workforce planning </li></ul><ul><li>Succession planning </li></ul><ul><li>Increasing managers people-management capabilities </li></ul>Top Human Capital Challenges
  • 13. <ul><li>Increasing ROI on training spend </li></ul><ul><li>Measuring how human capital contributes to business performance </li></ul><ul><li>Managing human capital during and after acquisition/merger </li></ul><ul><li>Lack of consensus on organisations strategic direction </li></ul><ul><li>Implementing people changes due to operational requirements </li></ul>Top Human Capital Challenges
  • 14. W hat’s not changing? <ul><li>Delivering on skills development facilitation </li></ul>Current% Desired% Delivering skills development services 29% 25% Transacting/Record keeping 27% 14% Strategic Partnering 15% 27%
  • 15. What’s not changing? <ul><li>Delivering on skills development facilitation </li></ul>Current% Desired% Designing programmes or systems 15% 22% Compliance/Auditing 14% 12%
  • 16. <ul><li>Interpersonal skills </li></ul><ul><li>Team skills </li></ul><ul><li>Record keeping/ data maintenance </li></ul><ul><li>Functional HR experience </li></ul><ul><li>Customer Service </li></ul><ul><li>Client relationship management </li></ul><ul><li>Knowledge of legislation/compliance </li></ul><ul><li>Counseling </li></ul><ul><li>Consulting/negotiation skills </li></ul><ul><li>Technology knowledge </li></ul><ul><li>Supplier management </li></ul>What’s not changing? Strongest skills currently
  • 17. <ul><li>Financial skills </li></ul><ul><li>Business strategy skills </li></ul><ul><li>Organisational assessment/organisational design </li></ul><ul><li>Cross-functional expertise </li></ul><ul><li>Cost analysis and measurement </li></ul><ul><li>Cultural change/transformation skills </li></ul><ul><li>Change management </li></ul><ul><li>Project management </li></ul><ul><li>IS data analysis and management </li></ul><ul><li>Process management and improvement </li></ul><ul><li>Business understanding </li></ul><ul><li>Coaching/facilitation </li></ul><ul><li>Conflict management </li></ul>What’s not changing? Weakest skills currently
  • 18. What is driving these changes? <ul><li>Globalisation of business </li></ul><ul><li>Human capital strategies are becoming top of mind </li></ul><ul><li>Talent is even more critical to business success </li></ul><ul><ul><li>“ Attraction, retention, motivation” </li></ul></ul><ul><li>Demographic shifts and virtual office </li></ul><ul><ul><li>Aging workforce </li></ul></ul><ul><ul><li>HIV/Aids and dread disease </li></ul></ul><ul><ul><li>Skills shortages in many countries and regions </li></ul></ul><ul><ul><li>Generational issues; there are often up to four generations in the workforce </li></ul></ul>
  • 19. The future? <ul><li>Comprehensive plans to address skills facilitator competency deficits </li></ul><ul><ul><li>Create barriers to entry for staff who lack the appropriate skills sets for the future </li></ul></ul><ul><li>Stop “talking” strategy, but “walking” transactions </li></ul><ul><li>Skills development facilitators must not neglect the metrics to document and demonstrate value </li></ul><ul><li>Skills development facilitators need to ensure that an articulated human capital strategy is delivered with appropriate structure, process and technology </li></ul>
  • 20. <ul><li>Contact us at - (021) 685 0451 </li></ul><ul><li>[email_address] </li></ul><ul><li>or </li></ul><ul><li>[email_address] </li></ul>Questions

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