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“Good Practices”. Joe Stephens 16 February 2010. Three Level Company Training Structure. Background. CHAIRMAN. Strategic T & D Committee. Upward & Downward Feedback & Guidance. CHAIRMAN. Divisional Training Steering Committee. CHAIRMAN. Departmental Training
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“Good Practices” Joe Stephens 16 February 2010
Three Level Company Training Structure Background CHAIRMAN Strategic T & D Committee Upward & Downward Feedback & Guidance CHAIRMAN Divisional Training Steering Committee CHAIRMAN Departmental Training Sub-Committee
Three Level CompanyTraining Structure in Operation • Tsb Sugar RSA Ltd is a Sugar Milling Company situated in the eastern part of the Mpumalanga Province. Cane husbandry also forms a substantial part of the Company operations. Over many years Tsb has placed a high emphasis on People development. • The way in which the Organization has planned, implemented, monitored and evaluated its skills development interventions is by utilizing an integrated Performance Management System, which is sponsored from the highest level of authority down to the lowest Supervisory levels in the Company. • The emphasis on People Training and Development originated on MD level from where he represents the highest managerial level in the organization and then this emphasis cascaded down to the lower levels in the hierarchy. ( See Strategic T&D Committee, Divisional Steering Committee and Departmental Training Sub-Committee here below) • The Company SDF plays a significant role in terms of the various Training initiatives on all Company levels , monitors the Training processes on all the said levels and also provides constant vertically up- and downward feedback regarding progress on various Training projects and new directions to be taken up. • Trade Union participation is accommodated on the Departmental levels where Employee representatives are participating in Training discussions and decisions.
Dept Training Plan : W.S.P Person 1 Dept Training Schedule Job 1 Skills GAP Competence 1 Skills Required - - - - Competencies required 1. 4. 2. 5. 3. 6. Description - - - - J F M A M J J A S O N D a a SKILLS a a Evaluate x x 1 2 3 4 5 6 7 8 Person 1 x x a a x x a x a x Person 1 Person 2 Job 2 Skills GAP x x x x x x a a Person 2 Competence 2 Skills Required - - - - Competencies required 1. 4. 2. 5. 3. 6. - - - - Description Person 3 Evaluate Person 4 Job 3 Person 2 Skills GAP Competence 1 Skills Required - - - - a Competencies required 1. 4. 2. 5. 3. 6. Description - - - - • Determine Competency % • Filling the Gaps x Evaluate x Unit Standards x Training Budget Skills GAP Competence 2 Skills Required - - - - x - - - - a Evaluate Job 4... x x Training/ Development Process Competence 6 Assessment Process Review skills gaps Record evaluation & Judgement Feedback to Assessed, SETA + Training Department (A.T.R.) (Jobs discussion) Evaluation & Judgement Portfolios RPL
The Training Process • The Planning, Implementation, Monitoring and Evaluation of all the Training & Development interventions originates at employee level where his/her Competencies are evaluated against the required competencies listed in his/her Job Description. (See top left of Diagram above and follow description in a clock wise direction) . • The “Gaps” are then captured in a “Workplace Skills plan”, which is a life document and which serves as a Performance Management tool to the Line Manager. These “Gaps” are also listed on the WSP which gets sent off to the AgriSETA. • The training “Gaps” are then scheduled to be addressed during training sessions and if any Unit Standards are available for the required training , it will be retrieved from the Web in order to be used during Training. • The Training/Development intervention requires funding as indicated here above. • The “heart” of the process is Evaluation/Assessment, after which certain judgments have to be made. The assessments are recorded and communicated to the individual . • The “training done” are then captured in a “Annual training report ”, which is a controlling instrument to the Line Manager. This “training done” is also listed on the ATR which gets sent off to the AgriSETA. • The circled arrow indicates that the process is constantly repeated in order to ensure that the “Skills Gap” is closed at some point in time.
The ROBOT • The ROBOT approach is the Skills Development “good practice” within our Production Plants which contributes to our Success. • The example which is used refers to the evaluation of Production Supervisors in our Sugar Manufacturing Plants. • The levels of competencies are determined by means of a “Four point scale, weighed dimensional evaluation form”, (See diagram above) which is designed to cover Plant Control-, Management of Shift personnel- and also Safety dimensions. • The detail of each dimension is evaluated per person, quantified and then displayed on the ROBOT diagram. All outcomes of the various dimensions are added together which places the employee in either the “green band” (Fully competent) , “yellow band” (still a few learning areas) or the “red band” which is an indication of many developmental areas still to be covered. • The ROBOT diagram gives a Line Manager a quick overview of the real competency levels of employees in various jobs, whether it is critical or not. The ROBOT diagram triggers training interventions throughout all Company Divisions
