Skills Audit Report Presentation to the Communications Portfolio Committee

1. Skills Audit Report Presentation to the Communications Portfolio Committee By Human Capital Services 4 February 2014

2. Content • Background and Context • Methodology and Approach • High Level Findings and Recommendations – Skills Audit • High Level Findings and Recommendations – Qualification Authentication • High Level Findings and Recommendations – Executive and Senior Management Competency based Assessments • High Level Recommendations and Way Forward • Questions

3. Background and Context 1

4. Background and Context The South African Broadcasting Corporation (SABC) undertook a Skills Audit project which aims to ensure that the entity is effectively and efficiently aligned in terms of skills and competencies and organisational change. PwC in partnership with Vutivi and LTS was appointed via tender number 7911. This project commenced in April 2013 and was completed in July 2013. The envisaged outcomes of Skills Assessment Project were the following: •List of critical and scarce skills for the SABC and workforce segment; • Development of personal development plans (PDPs); • Organisational training plan to address the skills gaps identified for digitisation and current needs; • Skills and competency assessment report for the entire organisation; and • Qualifications verification report based on current records database.

5. Background and Context (Cont..) Structure of the Report • Project Challenges • The primary challenge experienced during the Workforce Study and Skills Assessment 2013 project centred on access and integrity of information: • • Poor quality and lack of information available in personnel files • • Lack of job specifications and associated tasks not standardised • • Core business processes not mapped • • Reluctance of executive and senior managers to honour scheduled assessment appointments • • Lack of and inaccurate job profiles • The initial intention in relation to the skills audit was that the scope of the project would cover 180 degree assessment with individuals plus their respective managers’ assessments. The challenge of inaccurate or no job profiles meant that the project team had to validate technical competencies across 444 job families with respective line managers. Given the time constraints, the scope in relation to the skills audit was then limited to 90 degree assessments. • The consortium, however, has analysed the outcomes of the self-assessments and have made deductions in relation to the skills requirements of all participating individuals and conclusions do not detract from the quality and depth and breadth of skills findings.

6. Methodology and Approach 2

7. Workstream Snapshot of our Methodology and Approach Qualification Authentication As part of the project it was required to authenticate at least a Senior Certificate and one other relevant qualification for all SABC permanent employees to ensure that SABC permanent employees meet the minimum requirements. Determining the authenticity of a qualification is a vital step in the assessment of the individual’s profile pertaining not only to competency but it also provides insight into the candidate’s integrity. Methodology The methodology for this Skills Audit was designed and tailored specifically for the SABC environment. Our approach aimed to achieve an organisation wide view, within a limited timeframe and build on recent work addressing the SABC’s skills requirements in the broadcasting industry. In order to provide an organisation wide view required that the SABC be first defined and the definition applied is one which covers the SABC and broadcasting industry segments and identifies the functions which are carried out in the industry. Four parallel streams of work were undertaken to provide a preliminary view of the SABC skills requirements and gaps as well as the critical skills segments that exist within the organisation. Background and Context (Cont..) 2. Executive and Senior Management Competency and Integrity Assessment The assessment process was designed to assess the demands placed on SABC Executives and Senior Management in strategic leadership roles within the organisation. Our approach included thoroughly researched competencies and competency models, which has resulted in the development of a comprehensive competency dictionary. Competencies are defined according to their applicability at different organisational levels. The assessment batteries used are registered as Psychological tests with the Health Professions Council of South Africa, and in all instances South African norm groups were used when generating the assessment results.

8. As part of the SABC’s journey to migrate from analogue to digital, a skills audit was initiated to: • Identify and verify organisational skills requirements; • Identify employee skills levels; and • Pinpoint the skills gaps in an effort to address them through various integrated skills development initiatives/interventions. • In order to achieve the above, the following three-phased approach was followed: Data Collection, Data Capturing and Data Analysis. 3. Skills Audit Workstream Snapshot of our Methodology and Approach Background and Context (Cont..)

9. High Level Findings:Skills Audit 3

10. High Level Findings: Skills Audit • Future Requirements High Level Findings 1 • Digitisation will increase the technical content of the SABC’s processes, products and services and as a result, the demand for the following technical skills will increase: • Expert metadata skills • Broadcast/IP network skills • Re-versioning and repurposing skills • Digital broadcast architecture and digital equipment skills • Digital signal distribution skills • Ingest skills • Post-production of news content Increase in the demand for technical skills 2 • Skills will be required to perform the following using digital equipment and technology: • Convert content from analogue to digital • Compression technologies and skills • Playback content in digital format • Distribute audio and visual content in digital format to the transmitter station(s) Demand for skills to operate and maintain digital equipment and technology 3 • Digital software will require re-skilling and up-skilling in the following areas: • Ingest digital files into the SABC archive system • Manage digital content • Advanced coding techniques • Advanced modulation techniques Demand for digital software skills 4 Digitisation will have a significant impact on the SABC’s archive system and the ability to archive and retrieve digital content. This will revolutionise the workflows of the SABC. However, since the requirements for the digital archive system have not been established yet, the exact impact cannot be determined at this stage. Demand for digital archivist skills

11. High Level Findings: Skills Audit (continue) • Future Requirements High Level Findings 5 The SABC will initially require a hybrid of analogue and digital skills while it gradually phases out analogue content. This will demand multi-skilling – individuals will have to understand both analogue and digital platforms and their impact on content development and workflow. Requirements for multi-skilling 6 • The following have been selected as the most scarce and critical skills: • Communication skills • Time management • Strategic thinking • Broadcast engineering • Budgeting skills • Creative writing and scripting skills • Business management • In comparison, the most scarce and critical skills across all subsectors of MICT include sales skills, technical skills, IT and software skills, oral and written communication, customer handling skills, team working skills, problem solving skills, planning and organising skills, and strategic management skills. Scarce and critical skills need to be addressed through a combination of skills programmes and short courses 7 • The following list represents the top twelve scarce occupations in the broadcasting industry in the next two to three years: • Author and writer • Radio and television journalists • Director • Camera operator • Continuity person • Sound technician • Radio station operator • Accountant and financial manager • Broadcast transmitter operator • Film and video editor • Graphic designer • Programme and project manager Strategies such as bursaries, learnerships and especially internships are needed to attract and retain individuals in scarce and critical occupations

12. High Level Findings: Skills Audit (continue) Skills gaps and priorities A skills gap – in the context of this study – is defined as the difference between an employee’s actual level of proficiency and the level of proficiency required in the job, based on benchmarking. The following pending decisions will impact on the skills gaps and priorities in the SABC: • While it is envisaged that the SABC will be launching additional channels, the skills required will be determined by whether the new channels will be prepared/packaged in-house, or whether this function will be outsourced. If the new channels are outsourced, then the jobs and skills will be with the independent sector. The information in this section is based on the assumption that at least two channels – a News and Sport Channel – will be packaged in-house by the SABC. • The SABC’s requirements of the digital archive system will determine how workflows and skills will be impacted. At this stage, these requirements have not been finalised. The stages of content production that will be impacted most by digital broadcasting are Post-production and Distribution.

13. High Level Findings: Skills Audit (continue) The following table shows how the SABC’s skills levels in Post-production, Distribution and Digital Equipment compare to the MICT benchmark • Majority of Post-production and Distribution employees are at an advanced and expert level of proficiency; and • Majority of Digital Equipment employees are at a competent and advanced level of proficiency. • Compared to the MICT benchmark: • A higher percentage of employees are at a basic and expert level of proficiency; and • A lower percentage of employees are at an advanced level of proficiency.

14. High Level Findings: Skills Audit (continue) The following graph indicates the skills gaps in Post-production, Distribution and Digital Equipment • Compared to the MICT benchmark, the following skills gaps are present: • Metadata skills • Broadcast/IP network skills • Re-versioning and repurposing skills

15. High Level Findings: Skills Audit (continue) The following table presents a summary of development needs/priorities in Post-production, Distribution and Digital Equipment • The technical skills gaps and priorities as outlined in the skills audit results can be addressed by any of the following types of interventions: • Increased training activity; • Increase in trainee programmes; • More performance reviews and feedback; • A mentorship programme; • A change in work practices; • Better job-matching or deployment; • Better utilisation of skills; and • Increase in recruitment practices. The breadth and depth of the SABC’s re-skilling and up-skilling will be determined by the scale of its digital transformation, e.g. its has not yet been decided whether new channels will be prepared/packaged in-house. We recommend the 70-20-10 principle for skilling of employees – 70% of resources invested in on-the-job training, 20% in coaching/ mentoring and 10% in classroom training.

16. High High Low Low High Level Findings: Skills Audit

17. High High High High Low Low Low Low High Level Findings: Skills Audit

18. High Level Findings:Qualification Authentication 4

19. High Level Findings: Qualification Authentication The following summary table provides a concise and high level overview of the findings identified during the authentication process of qualifications for all permanent SABC employees.

20. Comply Comply Comply Comply Comply Comply Comply Comply Non-Compliance Non-Compliance Non-Compliance Non-Compliance Non-Compliance Non-Compliance Non-Compliance Non-Compliance High Level Findings: Qualification Authentication

21. Comply Comply Comply Comply Comply Comply Non-Compliance Non-Compliance Non-Compliance Non-Compliance Non-Compliance Non-Compliance High Level Findings: Qualification Authentication

22. High Level Findings:Executive and Senior Management Competency Based Assessments 5

23. High Level Findings: Executive and Senior Management Competency Based Assessments High Level Findings Executive and Senior Management Competency and Integrity Assessments: The following summary graph provides a concise and high level overview of the findings extracted from the respective results of the Competency and Integrity assessments. The assessment process was designed to assess the demands placed on the SABC’s Executives and Senior Management in strategic leadership roles within the organisation. The results is alarming and indicate that the SABC’s Executive and Senior Management do not meet the minimum competency requirements.

24. High Level Findings: Executive and Senior Management Competency Based Assessments (cont..)

26. High Level Recommendations and Way Forward 6

27. High level recommended way forward LONG TERM (18 -36 MONTHS) SABC JOURNEY MAP MEDIUM TERM (6 – 18 MONTHS) SHORT TERM (1 – 6 MONTHS) • Defining what is core • And non core implications of co-sourcing and out-sourcing. • Align Strategy to mandate • Tactical Strategy to support DTT ramp up. • Leadership alignment to strategy, high-performing culture and new ways of working. • Balancing public broadcasting with revenue generation • On the job coaching for Leadership to improve Leadership competency levels. Strategy & Leadership • Implement Ideal Macro Structure • Develop implementation plan for approved organisational structure. • Implement Interim Macro Structure • Discuss , agree and approve organisation design principles. • Workshop the Ideal and Interim Macro Structure and approve. • Training on processes • Performance mngt system,. • All SABC employees to align to the “one-SABC-brand” with in depth understanding of the SABC sub Cultures Implement effected reward and recognition schemes to foster skills transfer within SABC Structure • Standardise, simplify, map, RACI and strengthen internal controls for high value adding processes. • Manage non-performance • Implement workforce accountability towards process and SABC values • Workshop and agree process priority areas • Standardise, simplify, map, RACI and strengthen internal controls for pressure points. • Define KPI’s to processes and link to performance management system. • Establish a SABC Academy for the broadcasting industry to build a talent pipeline. Process • Moving from Strategy to execution • Define and embed SABC values to sustain a high performing culture. • Implement consequence management for not living the SABC values. • Define the SABC talent management strategy and link to dual career pathing Talent 114 Culture and Values

28. THANK YOU