THE HR CHALLENGE OF

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THE HR CHALLENGE OF CAPACITY BUILDING
BY MR. TREVOR FRANCIS HR MANAGER uMHLATHUZE
MUNICIPALITY
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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 DONT KNOW IF IT
MAKES A DIFFERENCE
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The brutal truth is that the difference between
those companies that are successful and those
that arent, is their ability to
execute... andexecution depends on people
Output - Driven
Indecisive
Teamwork
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SCARCE SKILLS IN LOCAL GOVERNMENT
Fact or Fiction?
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THE PROBLEM STATEMENT
WORLD COMPETITIVENESS REPORT
GLOBAL COMPETITIVENESS REPORT
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NATIONAL SKILLS STRATEGY
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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)
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HOW HAVE SOME ORGANIZATIONS ACHIEVED
EXTRAORDINARY PERFORMANCE WITH PEOPLE WHO ARE
NOT VERY DIFFERENT TO THOSE EMPLOYED BY THEIR
COMPETITORS
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PEOPLE ARE NOT YOUR MOST IMPORTANT ASSET.
RIGHT
THE PEOPLE ARE
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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 !
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Given South Africas 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.
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BENCHMARK
We cannot look to international benchmarks for
answers to our own situationwe 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
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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.?
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TRAINING
Addressing the imperative to achieve
extraordinary results through ordinary people
must go broader and deeper than just trainingwe
need to question how we structure our
organizations,design management processes and
how we craft our strategies...
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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
CEO

• Strategic direction i.t.o. KPAs
• IDP
• EE
• RECRUITMENT
• WSP
• MENTORS

Mayor / Council
Strategic direction i.t.o. KPIs and Performance
Management
Dept Sections
MP Meetings
Maintain Develop
Audit

• SKILLS BACKLOG / SKILLS DEVELOPMENT
• COMPETENCY PROFILES
• KEY BEHAVIOURS (ATTITUDE)
• CURRENT NEEDS ANALYSIS
• IDENTIFY GAPS
• CAREER PLANS
• PERSONAL DEVELOPMENT PLANS
• COACHING AND MENTORING

Train
Record
Monitor

• EMPLOYMENT EQUITY
• SUCCESSION PLAN
• RETENTION PLAN

New employees Resignations Retirements Termination
s Promotions
Staff movement
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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
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SKILLS BACKLOG / SKILLS DEVELOPMENT
Competency Profiles
Key Behaviour
Current Need Analysis
Identify Gaps
Career Plans
Personal Development Plans
Coaching and Mentoring
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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
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IF YOU DONT KNOW WHERE YOURE
GOING, ANY ROAD WILL TAKE YOU THERE (Alice
in Wonderland)


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CASE STUDY
CITY OF uMHLATHUZE
TRAINING CENTRE...???
CAPACITY BUILDING INTERVENTION???
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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.
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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
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CE
Budget
Management
Monitor/Control
Planning
Asst CE
Manage
Budget
Monitor/Controll
Engineer
B Degree
NQF 6
Eng Tech
Leadership
Tech Asst
NQF 5 ND
Superintendent
Trade
NQF 2/4
Supervisor
Supervision
Teamwork
Team Leader
NQF 1
GW NQF 0