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