Most Read

  • AI and retail: A South African conundrum
    AI and retail: A South African conundrum
    Artificial intelligence (AI) is being successfully deployed in the global retail sector, but it needs to be used carefully in the South African context, taking into account specific market characteristics. By Wendy Tembedza
  • Paula Hulley
    Paula Hulley, IAB SA CEO, steps down
    Haydn Townsend, IAB SA chair has announced that Paula Hulley, IAB SA CEO will not be renewing her contract into 2022.
  • Let’s Talk Digital is hosted by Audrey Naidoo
    Let's Talk Digital podcast launches on Bizcommunity
    This September, Let's Talk Digital, a new multimedia offering launches on Bizcommunity. The bi-weekly podcast, hosted by Audrey Naidoo and produced by Tyran De Beer, features conversations with leading voices in the SA digital marketing and media space.
  • Helen R. McIntee, president of the African Marketing Confederation
    The AMC announces relaunch
    The African Marketing Confederation (AMC) has announced its relaunch, with updated vision and goals. The AMC is a pan-African body of marketing professionals with the aim to bring national marketing bodies and associations of nine countries together.
  • South Africa's proposed Startup Act to be revealed soon
    South Africa's proposed Startup Act to be revealed soon
    On 16 September, startup ecosystem stakeholders will be revealing the latest findings and plans towards the development of a proposed South African Startup Act - a call to the president to unleash the growth and innovation inherent in the country's entrepreneurs and youth. These findings, gathered over the past six months via desktop research, focus groups and research contributed by the World Bank, provide a holistic overview of the problems affecting the ability of startups to establish, grow and scale in South Africa.
  • Source: ©Andriy Popov
    The need to curb money laundering
    The Anti-Money Laundering (AML) market makes up a significant proportion of the global Gross Domestic Product (GDP), but the real issue is that money laundering is used to fund other illicit activities, such as smuggling, bribery, corruption, cybercrime, illegal arms dealing, human trafficking, modern slavery, and more. By Amit Singh
  • Henriëtte Loubser, Netwerk24's editor-in-chief
    Netwerk24 undergoing a metamorphosis
    Netwerk24, the acting digital home of Media24's Afrikaans titles, is moving to a new platform in early October. It will also be launching a brand new app.
  • Net#work BBDO has a 'meltdown'
    Net#work BBDO has a 'meltdown'
    Everything has changed. That is a given. And so when Net#work BBDO moved into their new offices and started unpacking the 27 years of awards haul for the shelves, the leadership team had, well, a meltdown.
  • Source:
    Netflix looks to support Black representation in Film & TV
    On 16 September 2021, Netflix announced a commitment of $400,000 (R5.5m) in the form of a grant and creation of scholarships to extend the support for Black representation in the Film & TV industry to the creative ecosystem in South Africa.
  • EXCLUSIVE: Craig Naicker talks Happy Friday
    EXCLUSIVE: Craig Naicker talks Happy Friday
    CWDi has been rebirthed as Happy Friday by reinventing the agency model - for staff and clients alike. By Evan-Lee Courie
Show more

HR & Management jobs

More...Submit a jobOpen account
Advertise on Bizcommunity

Subscribe to industry newsletters

The learning squabble: Compliance or organisational capability?

Creating value through learning and building organisational capability
Many organisations today are more concerned with the impact of learning on their BEE scorecard than using learning to build organisational capacity.

The learning squabble: Compliance or organisational capability?

The BBBEE scorecard is a real thing and has a huge commercial impact on all companies. According to Angus Young, director at Prime Reason, submitting a workplace skills plan (WSP) or work place skills report (WSR), is a tick box exercise that consumes a huge amount of resources. “It’s all about trying to hit the numbers, not just in volumes of people trained to meet targets, but in terms of financial requirements.”

‘Investment’ into learning is often driven by the financial director looking at the forecast and determining how much should be spent on training.  Enter Excel – everyone scrambles to find the numbers and make sure it’s a fit. Building a WSR is often as unsophisticated as logging employee names against courses, then importing information into a report that’s used to determine the learning plan for the following year.  Worse still this is often used to ‘build’ and submit the WSP for the next year, so an imperfect process is used to create an imperfect plan.

To build an effective learning strategy, one that focuses on building organisational capacity requires an organisation to unpack their short to mid-term strategy and ask themselves, How will our business change to remain competitive and viable, says Young.

“Critical aspects are understanding the impact of the 4th industrial revolution and looking at what skills we need to teach existing employees. Recruiting all these resources is simply not viable and new joiners will most certainly ask what commitments the company has to their future development. It could be argued that this is more relevant and important for smaller businesses than enterprise organisations.

“Organisations need to look for a system or process that helps them to create a coherent training plan that uses a skills gap analysis to unpack exactly what kind of training is needed, by whom, and in which area of the business,” says Young. In the perfect world training requirements should be a natural part of every employee’s development discussion (not to be confused with performance management). Instead of asking the managers what training they want and adding lists to a spreadsheet, identify meaningful skills development and training courses (including internal training) and let employees choose from these. Managers should ensure that the training offered to their teams is relevant and interesting as this will foster deeper engagement across team and company culture.

“By analysing the entire workforce, the organisation can find the skills it needs today, uncover any looming gaps that may impact on performance, and plan ahead for the skills development it will need over the next few years,” says Young. 

A learning philosophy that meets genuine needs and fills important gaps ensures the company is creating a skilled pool of people that can fundamentally impact productivity and the bottom line. Done correctly both organisational capacity and BBBEE skills development mandates can be achieved and sustained.


Platforms impact opportunity

“A robust learning platform can become the repository for intellectual capital within the organisation,” says Young. “By creating a portal that’s easy to access and that includes all the company’s training and compliance mandates, you are giving people the chance to further their knowledge beyond the boundaries of their current roles. Human capital is incredibly important to nurture, and most talent today looks to what training a company offers as part of their decision-making process – if you want the best talent, you need to invest into talent.”

A well-designed learning platform should also include policies, programmes and regulations around occupational health and safety, onboarding, compliance, electronic communications, disciplinary conduct and more. If the system is simple and user-friendly, then it will tick another box for the business, perhaps one of the most important – making sure that compliance and management tools are accessible and efficient so that the business is on a sound legal footing. 

“The impact of a compliant and experience-driven learning platform is massive,” says Young. “If the system is easy to use and relevant, it will deliver a return on its investment time and time again. And yes, the investment can be hefty for an enterprise-grade learning system. But there are ways of building learning platforms slowly and steadily within carefully managed budgets that achieve the same results.”

With the right infrastructure, the organisation can start with only a few training courses and policy documents, slowly building up its library over time and as finances allow. This gives smaller companies room to expand their skills development portfolio without losing out to the bigger companies. 

“We help organisations to gather all their artefacts, training courses and learning done in the past and to create a platform that pulls together all the relevant elements into one central space,” concludes Young. “This can transform engagement and skills development without a heavy cost outlay. You can then add to the platform as required, growing a skills resource that will stand the business in good stead for years,” he concludes.

Angus Young offers insight into all aspects of the human capital lifecycle. Read his views on recruitment, onboarding and the value of analytics

About Prime Reason

Prime Reason helps companies unlock potential – intelligently. We provide you with a blend of market-leading talent acquisition and management expertise with next-generation platforms and toolkits to provide a boutique talent and HR solution that meets changing market needs. Find us on Facebook and LinkedIn.

Prime Reason
Unlock potential, intelligently. We provide you with a blend of market-leading talent acquisition and management expertise with next-generation platforms and toolkits to provide a boutique talent and HR solution that meets changing market needs.
To celebrate Biz's 20th birthday month, get 20% off all rate card products:
Comment

Let's do Biz