Employability Skills and Vocational Prospects in South Africa

EMPLOYABILITY SKILLS AND VOCATIONAL PROSPECTS IN SOUTH AFRICA: SUSTAINABLE DEVELOPMENT, CLIMATE CHANGE AND THE GREEN ECONOMY JACK DYER JULY 2018 DURBAN UNIVERSITY OF TECHNOLOGY

OVERVIEW • Finance/ Funding Sources –Education and Skills Development • Choices/ Opportunities • Information Sources • CONNECTIONS • GAINING ACCESS • The Industry • Tenders • Employability Skills • CV’s • INTERVIEWS

Finance/ Funding Sources –Education and Skills Development • NRF • SETA • TETA • SAMSA • Transnet/ private sector • Dept of Transport/ Trade and Industry • Consulting universities –DUT, UKZN etc… • Gal.co.za • eThekwini Maritime Cluster

Information Sources • For events/ conferences/ fairs etc • Ethekwini Maritime Cluster • Durban Chamber of Commerce • The Mercury etc • www.ports.co.za • For careers advice/ employability skills • Prospectus-uk • www.kent.ac.uk –careers advice

The Industry • Green Economy Coalition • National Business Initiative • African Crowd –crowd funding • SA Green Fund • SANBI • CSIR • http://www.greenbusinessguide.co.za/directory/ • BUSA • www.greenafricadirectory.org • https://www.pegasys.co.za • Green Strategic Programme for Gauteng, 2011 • The Eastern Cape Sustainable Energy Strategy, 2012 • Renewable Energy Strategy for the North-West Province, 2012 • Developing a Strategy for a Green Economy in KwaZulu Natal • Limpopo Green Economy Plan, 2013 • Green is Smart – Western Cape • Free State Green Economy Strategy, 2014 • Mpumalanga Draft Green Economy Sector Plan, 2016

The Industry/ Professional Association Contacts • Durban Chamber of Commerce • Adaptation Network • YPARD • CLIVAR • SANCOR • TERRA VIVAE DIRECTORY –GRANTS • FUNDING: Global CLIMATE FUND, SA GREEN FUND, GLOBAL ENVIRONMENT FACILITY, DTI INCENTIVES, DEVELOPMENT BANK OF SOUTHERN AFRICA, LANDBANK, NEDBANK GREEN, Global Climate Funds, African Development Bank, Global Environment Facility, Climate Resilient Infrastructure Facility, BRICS Bank, World Bank, UNEP, UNDP, Public Investment Corporation, and GIZ/aid agencies, NEPAD Climate Change Fund, World Adaptation Fund.

The Industry/ Professional Association Contacts • GOVERNMENT • Durban Municipality • KwaZulu-Natal (KZN) Department of Agricultural and Environmental Affairs • KZN Department of Economic Development and Tourism • KZN Department of Transport. • National Department of Environmental Affairs • National Department of Transport • National Department of Agriculture, Forestry and Fisheries • National Department of Trade and Industry • National Research Foundation • African Climate Development Initiative -UCT

CONNECTIONS • Each Other: Create alumni networks –establish a link of alumni for connections. Few people can get anywhere without connections –they unfortunately seem to matter more in this period • Academic/ Random • Work Experience/ family/ friends • Unions • Professional associations • Trade/ Exhibition Fairs • Funding sources • Politics/ Community • Establish connections with the private sector –especially through flattery –particularly to try and acquire work experience and possible finance opportunities. • ? Social Networking

CONNECTIONS • Utilise social networking –or enable someone else to do so –never fail to use the technology that exists at one’s disposal. In an age where people are obsessively attached to technology and global culture –in order to get the attention of civically indifferent citizens; more and more governments are having to modernise –via electronically publicising their undertaking.

GAINING ACCESS • Prepare CV/ Cover Letter/ Tender/ Funding Request • Research Company/ Current Affairs • Dress/ Appearance • Industry –Connections –locate email, phone, address • Another efficient means in getting results was the principle of direct action. It is surprising just how much valuable and essential information is out there –if one bothers to research it properly… for example; if you want reforms or to implement an idea/ proposal. • Personal touch –Charisma/ Charm • Interviews…. • If there is something you believe in that no one else espouses… you are far more likely to be remembered

GAINING ACCESS • Better to go in person/ professional courier • When emailing a CV –place as text in the email itself –avoid attachments… • Avoid spam main lines –refer to job position etc • Change numbers to words • Professional email address if possible

GAINING ACCESS –From Power from Nothing • A preferred method of contact for this –and for organising in general –should be email –cheaper than phoning/ fax/ paper alternative. It is easier to track people down by email and to continue to plague them with reminders as it costs nothing. It is also simple to register an email for free –that is if you are one of those people who wish to avoid prying eyes from their official email or if one does not get the complimentary yet more prestigious and digitally encrypted university email that most grant to students and whom subsequently retain them for life. • Other seeds of access occur from the most unexpected of prompters –the wise person sees an opportunity –and learns to adapt what one has –to what exists in reality –to exploit current affairs/ events to connect to one’s own interests/ principles/ causes.

GAINING ACCESS –From Power from Nothing • Always establish contacts –one never knows when even a chance acquaintance may come in useful –particularly across the globe; environments; scenarios; positions/ occupations etc. –imperative to take the initiative in acquiring contact details –to retain such links… whether for material advancement; mutual satisfaction; attaining of one’s objectives; publicising one’s cause/ increasing one’s influence etc… Consider this too; when doing people favours… -principle of self advantage/ manipulation. • Use secretaries/ security guards etc... –to gain insider access and privilege... it is all about charming those who have access to the corridors of power and influence –who ultimately determine just how seriously a proposal can be evaluated. • One should never underestimate the potential power at the disposal of subordinate functionaries; aides; secretaries and others –those who influence records/ the agenda/ implement decisions/ schedule appointments/ organise things –or safeguard access to property or influential people.

GAINING ACCESS –From Power from Nothing • Make an impression –it is all about perception and being visible. Obscurity never aids a cause –publicity and standing out/ presentation and appearance all help –unless the undertaking requires being subtle/ subterfuge. Otherwise; never be afraid to stand out and draw maximum attention or publicity. Silence never gets anyone anywhere –when espousing a cause –although it can serve well as a strategy –convincing people that you are listening to them; taking them seriously and the time to formulate responses carefully. It is better to be silent and perceived favourably by others for such (as it often implies tacit consent (although it can be conveniently be construed as a denial –disowning agreement later if necessary); as a pragmatic survival tactic, until one has formulated a response…. • Start today –why delay –given that it takes time for so much to be accomplished –one might as well start –never hesitating to implement reform; change –or any idea/ proposal –especially when it comes to government. Who else can one trust but oneself in order to achieve anything at all –let alone to accomplish it in the direction sought?

TENDERS • Information sources • www.africagateway.info • https://www.l2b.co.za/Tenders/Tender-Africa • https://www.globaltenders.com/global-tenders-africa.php • https://www.sa-tenders.co.za • African Union • World Bank • www.tendersinfo.com/global-south-africa-tenders.php • https://www.onlinetenders.co.za/tenders/africa

CV’s • Personal contact details • Education Details • Personal Development Skills • Employability Skills • Work Experience • References

CV’s • A single, standard font: Times New Roman, Arial, • or something similar . • A readable font size: 12-point preferred, but no • smaller than 10. • Neutral paper colour: white or off-white. • Standard layout: one-inch margins (or larger), left aligned lines, and line spaces between sections. • Bullets make your resume more concise. • Bullets make it easier to scan. • DON’T • use vague qualitative terms such as “large” or • “many,” which leave the reader with questions • about specifics. • DO • use numbers where appropriate to clearly • describe your accomplishments, as in “led a team • of nine sales reps.”

CV’s • DO • stick to a basic, clear format that helps the reader glean information quickly and with minimal effort. • DON’T • puff up your titles to make them sound more impressive. • DO • focus on your responsibilities more than your titles, describing work performed and results achieved. • DO • discuss two or three of your biggest strengths and illustrate them with experience and achievement. • DO • let your achievements speak for themselves by describing them succinctly and objectively. • DO • distinguish the important from the trivial in your background to fit the most relevant and significant elements

CV’s • Write up your experience in brief bullets (preferably • no more than a line). Focus on outcomes, not lists of • skills. Whenever possible, quantify results. • • Avoid the most commonly cited resume pitfalls: • overuse of buzzwords, inflated experience or titles, • factual inaccuracies, overkill, and spelling errors. • 1. Analytical and problem-solving ability • 2. Capacity • 3. Leadership capability or potential • 4. Aspiration, achievement, and a record of results • 5: Skills • 6: Experience

CV’s • Supporting skills or attributes that are frequently cited include: • • Relevant industry or functional experience (very • important for experienced hires) • • Ability to work well on a team • • People skills—the ability to communicate effectively • • Ability to balance multiple responsibilities • • Graduating from a decent school • • Interesting activities • • Background of personal interest or relevance to the reader • What Makes you stand out… • Show your interest/ current affairs and personal awareness • If you have an idea for improving your potential organisation to cite it • -assuming they actually want or do read not reject it • Availability • Flexibility • enthusiasm

CV’s • Personal Characteristics • Analytical ability • Attention to detail • Client focus • Communication skills • Follow-through • Intellectual curiosity • Interpersonal • aptitude • Goal orientation • Motivation • Multitasking ability • Negotiating ability • Persuasiveness • Quantitative skills • Results focus • They want evidence that you are thoughtful about your experience—both successes and failures—and that you demonstrate a capacity to learn and grow.

Employability Skills • Education • -listing qualifications • Work Experience • Languages • Driving • Equipment training etc • Volunteering • Clubs/ Societies/ Organisations –School • IT skills/ other practical • Awards/ Prizes • International

INTERVIEWS • Be persistent but not pesky—two calls in one day • are overkill; two calls in a week are probably fine. • • Be prescriptive in your requests—ask specifically for • what you want, whether it’s to schedule an interview • or have a casual chat on the phone. • Keep the ball in your court—you’ll probably feel • more in control if you can plan the next steps rather than wait by the phone. • • Make yourself easily available—provide a • number where a message can be left at any time.

INTERVIEWS • Leadership Capability • Leadership, or the potential to lead, is at the top of most • firms’ wish lists. Firms always look for individuals who • have risen to leadership positions on a team, in school • organizations, or in companies. • Have you • • Managed people? • • Facilitated meetings? • • Led teams in solving problems? • • Coordinated dealings with outside vendors? • • Held a leadership position in a school organization, • team, or club? • • Been elected to a post by your peers? • • Organized or coordinated significant events? • • Held a position of responsibility at a previous • employer? • If you don’t have a track record as a leader, you • should at least be able to show related accomplishments • and results that will earn respect. And by all means, make sure you also have some stories to tell about being a great team member./ leader

INTERVIEWS • Have you • Brought new customers and revenue into your • company? • Made something more efficient by saving money or • time? • Implemented an innovative idea? • Improved service or responsiveness to customers? • Set a challenging goal and achieved it? • Solved a problem that affected your organization’s ability to succeed? • Have you • Worked in an industry for a long time? • Held various roles within one industry? • Been responsible for analyzing or selling to an industry? • • Held similar functional roles in different industries? • • Ever applied functional knowledge learned in one industry to a similar problem in another? • • Worked extensively in a specific area, such as logistics or manufacturing? • Written a thesis or research paper about a particular industry, business issue, or other topic? • • Followed a particular industry or business topic intensively?

INTERVIEWS • As with any organisation –academia, political; corporate; government; community etc… it pays to flatter –to appear to develop a keen interest –full of conviction and passion –and energy –willing to undertake what has to be done –but not to be a doormat. The way to impress people and to make a difference –is to present initiatives and catapult to the top –to bypass those who hinder you in subordinate positions as an underling/ new recruit –and directly demonstrate that you have ideas and potential –to reform the structure. • To cite from personal experience –it is all about being remembered… charming and charismatic –to those that matter –but trying to avoid alienation of any with potential experience/ capacities –that is why it always helps to establish contacts… -one never knows when thee might come in use. When it came to demonstrating one’s potential –rather than relying on psychometric testing, • Any idea you have –to make the world different –any potential change you wish to attempt –it is possible to find a potential conduit willing to receive it and even to act upon it if valid

INTERVIEWS • One of the hardest things to bear is rejection. If you can possibly tolerate being ignored and not being at the centre of attention; then you are more psychologically conditioned to deal with leadership –which isn’t always about the glories –to quote the platitudes but also about adapting; resolving and responding to potential crises/ obstructions that may potentially occur. • People will react favourably to those –who do not harp on about the hardships and problems of the world they face (nobody likes a whiner –given we all have problems of our own in our existence –we only have a limited degree of sympathy for others for the most part) with support. • An even harder thing –is even to be heard... To make an impact upon those in positions of potential power; influence and authority is a challenge… The prospects of doing so; if not possible oneself –ought to be supported and valued in those of others –who are capable of such, who share (to some extent) your convictions, passions; perceptions/ causes as they themselves can advance these on your behalf.

ADVANCING FORWARD • SO WHICH VOCATION WILL IT BE?

ELEMENTS OF A GOOD BUSINESS PLAN • The standard contents of a business plan includes: • an overview • executive summary • general company description • the opportunity • industry and market • your strategy • the team • a marketing plan • operational plan • financial plan • an appendix/Appendices.

ELEMENTS OF A GOOD BUSINESS PLAN

ELEMENTS OF A GOOD BUSINESS PLAN • The best option is to write the plan yourself as you know your business best. Also, if you are responsible for writing the business plan, you could identify certain challenges and find solutions to them, it will also ensure that you know every single aspect of the business, which is critical when meeting with potential investors. • 7 Steps To Writing A Perfect Business Plan • 1. Research, research, research • “Research and analyse your product, your market and your objective expertise,” “To write the perfect plan, you must know your company, your product, your competition and the market intimately.” • In other words, it’s your responsibility to know everything you can about your business and the industry that you’re entering. Read everything you can about your industry and talk to your audience.

ELEMENTS OF A GOOD BUSINESS PLAN • 2. Determine the purpose of your plan • A business plan, as defined by Entrepreneur, is a “written document describing the nature of the business, the sales and marketing strategy, and the financial background, and containing a projected profit and loss statement.” However, your business plan can serve several different purposes. • As Entrepreneur notes, it’s “also a road map that provides directions so a business can plan its future and helps it avoid bumps in the road.” That’s important to keep in mind if you’re self-funding or bootstrapping your business. But, if you want to attract investors, then your plan will have a different purpose and you’ll have to write your plan that targets them so it will have to be as clear and concise as possible. When you define your plan, make sure you have defined these goals personally as well.

ELEMENTS OF A GOOD BUSINESS PLAN • 3. Create a company profile • Your company profile includes the history of your organisation, what products or services you offer, your target market and audience, your resources, how you’re going to solve a problem, and what makes your business unique. When I crafted my company profile, I put this on our about page. • Company profiles are often found on the company’s official website and are used to attract possible customers and talent. However, your profile can be used to describe your company in your business plan. It’s not only an essential component of your business plan, it’s also one of the first written parts of the plan. • 4. Document all aspects of your business • Investors want to make sure that your business is going to make them money. Because of this expectation, investors want to know everything about your business. To help with this process, document everything from your expenses, cash flow, and industry projections. Also don’t forget seemingly minor details like your location strategy and licensing agreements.

ELEMENTS OF A GOOD BUSINESS PLAN • 5. Have a strategic marketing plan in place • A great business plan will always include a strategic and aggressive marketing plan. This typically includes achieving marketing objectives like; • Introduce new products • Extend or regain market for existing product • Enter new territories for the company • Boost sales in a particular product, market or price range. Where will this business come from? Be specific. • Cross-sell (or bundle) one product with another • Enter into long-term contracts with desirable clients • Raise prices without cutting into sales figures • Refine a product • Have a content marketing strategy • Enhance manufacturing/product delivery

ELEMENTS OF A GOOD BUSINESS PLAN • 6. Make it adaptable based on your audience • “The potential readers of a business plan are a varied bunch, ranging from bankers and venture capitalists to employees,” states Entrepreneur. • “Although this is a diverse group, it is a finite one. And each type of reader does have certain typical interests. If you know these interests up front, you can be sure to take them into account when preparing a plan for that particular audience.” • For example, bankers will be more interested in balance sheets and cash-flow statements, while venture capitalists are looking at the basic business concept and your management team. The manager on your team, however, will be using the plan to “remind themselves of objectives.” • Because of this, make sure that your plan can be modified depending on the audience reading your plan. However, keep these alterations limited from one plan to another. This means when sharing financial projections, keep that data the same across the board.

ELEMENTS OF A GOOD BUSINESS PLAN • 7. Explain why you care • Whether you’re sharing your plan with an investor, customer, or team member, your plan needs to show that you’re passionate, dedicated, and actually care about your business and the plan. • You could discuss the mistakes that you’ve learned, the problems that you’re hoping to solve, listing your values, and what makes you stand out from the competition. • When I started my payments company, I set out to conquer the world. I wanted to change the way payments were made and make it easier for anyone, anywhere in the world to pay anyone with little to no fees. I explained why I wanted to build this. My passion shows through everything I do. • By explaining why you care about your business creates an emotional connection with others so that they’ll support your organisation going forward.

FNB EXAMPLE

ELEMENTS OF A GOOD BUSINESS PLAN The Working Plan A working plan is a tool to be used to operate your business. It has to be long on detail but may be short on presentation. As with a mini-plan, you can probably can afford a somewhat higher degree of candour and informality when preparing a working plan. In a plan you intend to present to a bank loan committee, you might describe a rival as “competing primarily on a price basis.” In a working plan, your comment about the same competitor might be “When is Jones ever going to stop this insane price-cutting?” The What-If Plan When you face unusual circumstances, you need a variant on the working plan. For example, you might want to prepare a contingency plan when you’re seeking bank financing. A contingency plan is a plan based on the worst-case scenario that you can imagine your business surviving—loss of market share, heavy price competition, defection of a key member of your management team. A contingency plan can soothe the fears of a banker or investor by demonstrating that you have indeed considered more than a rosy scenario.

ELEMENTS OF A GOOD BUSINESS PLAN • The important aspects of a business model that should be presented in a consolidated framework include: • The sources of revenue • The major costs involved in generating the revenue • The profitability of the business (revenue less costs) • The investment required to get the business up and running (to get to scale) • The critical success factors and assumptions for making the profit model work • Good business model depend on three qualities, finding high-value customers, offering significant value to customers, and delivering significant margins. • They also avoid three things that can derail a business, namely difficulties in satisfying customers, trouble maintaining market position, and problems generating funding for growth. • The last thing an entrepreneur needs is unwanted expenses, which is why it’s so important to cover all your bases right at the beginning.

RESOURCES FOR ENTREPRENEURSHIP

Employability Skills and Vocational Prospects in South Africa