Digital HR in SA

Talent: Acquisition, Development, Management

10th June 2016

Be there or be square!

For 40 years, Status has delivered great talent to our clients by connecting them with the right people, while ensuring our candidates have access to the right careers at employers-of-choice. In this way, Status supports the growth of local communities and the nation’s broader economy, by supporting SA’s talent. At Status, we know that talent matters! Talent matters to our clients, in the finding of the right person for their culture and skills need. Talent matters to our candidates, in the discovery of the right career to express their innate talents, skills and passion. Talent matters, as does specialist expertise in knowing where to find it and how to assess for it. In order to deliver the right person and the right career to you, we ensure that we focus on being specialists in our chosen five interrelated specialist divisions: BPO & Contact-Centres and Financial Services. In these sectors, we have specialist teams of recruiters and managers focused on talent acquisition solutions only for their dedicated client account within their specialist sector. Our reputation for delivering quality results through uncompromising ethical practice has been made sustainable by 40 years of constant innovation and adaptation to the ever changing trends of best practice in talent acquisition and human capital. Our dedication to developing world class recruitment and staffing-management solutions for our clients, as well as a great career-development services for our candidates, is as true today as it has been since 1975.

What we do• Permanent recruitment, including executive search and bulk project recruitment;• Temporary & Contract staff provision, including TES labour legislation indemnity product

and services;• Workforce management & IR;• Skills development & learnerships;• Disability recruitment, learnerships and workforce management solutions;• Advert & CV response handling;• Career awareness event management;• Business intelligence research for talent acquisition, labour market and labour law trends

and practices;• Talent acquisition process and best practice consulting.

Our clients & Track RecordOur clients include a range of top corporate brands, large and small, across our industries of specialisation, including amongst others: Sanlam, Santam, MMI, PSG, RCS, TFG, Capfin, Wonga.com, Capita SA, Teleperformance, Serco SA, Two Oceans Marathon, Media24, HomeChoice Group, Virgin Active, King James Group, WFS, WNS & EXL.Our specialist project recruitment team have built a successful track record for high quality delivery at volume, both for domestic and international campaigns.Our specialist recruiters and executive search teams have an extensive track record sourcing and assessing the best hard-to-find candidates in specialist support staff, supervisors, management, and the executive in the labour market. Our specialist Projects recruitment team have built a successful track record for high quality delivery at volume, both for domestic and international campaigns, including placing over 100 customer-service agents servicing the UK candidates at one international BPO employer.

Then get in touch with us. You can contact:

Jeff Johnston: jeff@statusstaffing.com | Office 021 421 1917 | Mobile 083 270 6779Adele Kock : adelle@statusstaffing.com | Office 021 421 1917 | Mobile 084 558 8090

WelcomeTo the Blueprint 3.0 HR & Ops Exec Forum

This quarterly industry initiative aims to bring some knowledge-sharing and networking sunshine to you and your colleagues, by providing you with the best of both worlds. First, by providing you with unique access to specialist thought-leaders who offer world-class business intelligence and insights applicable in a local corporate context. Second, by providing you with access to your industry peers. We design these networking events to speak to your hearts and minds in the hope that it: adds value to you as a professional and results in more knowledge-sharing and collaboration in Cape Town, both for you and your industry peers.

We’d like to say a BIG ‘Thank You’ to Mazars for hosting today’s event: for so generously providing the venue, the catering and for their hospitality making everyone attending the forum feel so welcome. Their generosity and support is as real as it gets. We’d also like to thank all of today’s guest-speakers and all the participants in our Panel-Discussion, including from: Let’s Sell Lobster, HomeChoice, Direct Axis, Ooba, Mazars, & Productivity Pitstop. And thank you to all today’s event advertisers and sponsors, including Status and Productivity Pitstop.

Today, the forum is focusing on human capital trends and challenges in the digital space. In today’s world, digital technology sometimes feels like a renegade trend that is disrupting all areas of our lives and our work, even HR. However, just as the world isn’t ‘flat’ (the reality of geography and socio-economics have something to say about that!), nor is the way that the digital revolution is being experienced equal for all regions and organisations. It’s in this context, that today’s theme is: ‘Digital HR in SA’. We hope that all HR and Ops professionals attending today’s event come away from the forum with a moment of clarity about these fast changing trends. At each of our three Forum events in 2016, we’ll be addressing this theme (Digital HR in SA) and looking at an aspect of Talent (Talent: Acquisition, Development, Management) in each.

We’ll also be running our HR & Ops Exec Workshops – roundtable knowledge-sharing events, for a max’ 10-20 senior HRMs and HR Executives to meet and discuss talent and HR challenges in depth. There’ll be three of these workshops in 2016.

The next HR & Ops Exec Forum event is on Thursday 18th August 2016 (09.00-12.30), at Sanlam’s offices in Bellville, Cape Town.

The next HR & Ops Exec Workshop roundtable event is on Thursday 14th July 2016 (10.00-12.30), at the W&R SETA’s offices in Century City, Cape Town.

But, for now, lean back and enjoy the guest-speaker presentations and industry panel-discussion, after which we hope you lean forward to join in the Q&A session.

And, remember, when you get an opportunity during the presentations and networking, please tweet about it and share your thoughts on Twitter at:

#HROpsForum

Event AGENDA

Digital HR in SA - session-3: Talent Acquisition, Development & Management.

08:30 Coffee & Networking

09:00 Welcome & Introductions

09:15 Mazars - Welcome & Thoughts on event topic 09:20 1st Presentation - Clelland Kruger, Global: HRM, Let’s Sell Lobster: Talent Management In Volatile & Uncertain Times – What I Learned At Havard Business School’s Talent Management Programme.

09:55 Q&A - open floor

10:10 Coffee & Networking

10:45 Industry HRM Panel Discussion, Chaired by Gerrit Cloete, on: What does the learner and employee of the future look like? And how will this change corporate HR and L&D teams?

11:25 Q&A - open floor

11:40 2nd Presentation: - Dermot Grazebrook, Blueprint 3.0 on: 8 Laws For Navigating Multimedia Talent Acquisition In The World Of The New Normal.

12:10 Q&A - open floor

12:20 Closing Remarks & Thanks

12:30 Forum Closes

ATTENDEES

Achievements Awards Group Ron Schiff Business Analyst & Consultant

AmazonTheresa Cook Snr L&D Specialist-CS

ARA GroupGary BennetCEO

Blueprint 3.0Dermot GrazebrookConsultant

CapfinChanelle SheldonTalent Acquisition Specialist

Michelle MyburghTalent Acquisition Manager

Capita SALiesl JacobsHead: Recruitment

Capitec BankChantel BacchusLearning Facilitator

Chantel WilksLearning Facilitator

Reuben ScheepersTeam Leader: Learning Design

Nicola DaviesManager: Blended Learning

Craig WaltersTeam Leader: Learning Design

City of Cape TownAnne KoenHead: Affirmative Action & Disability Management

Collinson GroupJvan BartlettHRC

DEDT, WCGCaylin RoubainPA: Director

Rahima LoghdeyDirector

DHETGerda VenterDCES

Direct AxisJennifer DuttonHead: Capacity

Leigh-Anne SwartzL&D

EXL ServicesTiara PathonHRM

Ashleigh PageHRI

HomechoiceLouise McBride Group L&D Manager

Gillian ManojlovicGroup HRM

Elmori BesterGroup HRD

IMCOSANicola Van RensburgHead: Consulting, WC iPDMCleone JordanManager

Johnson & JohnsonIvy MzinyathiHR

Colin SamuelsHRM: Commercial

Gwen ValentineHRA

Let’s sell lobsterClelland Kruger Consultant

MazarsAndrea FoucheNational N&D Manager

MerchantsAyesha FisherTraining Manager

Wendy SkeaOperations Training Manager

Lerrina PungavanamOperations Training Manager

Rita GovenderTraining Manager

Metropolitan HealthSonya Van WykManager: Recruitment Centre

Roshan JacobsSnr HRC: Recruitment

Noyise NotikiSnr HRC: Recruitment

Metropolitan Retail Christopher SealeHRBP (Operations)

Tania AprilHRBP (Operations)

MFin (Shoprite Group)Johan BesterHRM

Julius JeppeOperations Manager

Nimble GroupTami Flinn HRM

Carol MpanjukelwaHRO

OobaDominique dHotman CSO (Chief Strategy Officer)

Linda Roos Head: HR

People SolutionsNatalie HurlingNational Business Development Manager

Pragma WorldClaire ForbesInstructional Designer

Productivity PitstopGerrit CloeteMD

QueensparkLynne PetersenL&D Officer

Juanita DixonHRM

SA-CommercialRenee KeebleMD

Mogamad GierdienOps Director

Gadijah DolanHRM

Sanclare FinancialMajdah MathewsHead: HR

SanlamRaeesa KhanHRBP

Carmen WingroveRecruitment Manager

Spur GroupSamkelo BlomHR Executive: Transformation

StatusJames ThomsonMD

Jeff JohnsonManager: BD & CRM

TakealotRuth Manning-DoetzTalent Acquisition Manager

Deraldo HullTalent Coordinator

Tenacity (Pepkor Group)Miche Bridget SmithTraining Manager

Chantel SmithRQT Specialist: Recruitment, Quality, Training

TFGNazreen JattiemDepartment Manager: Learning & Change

Nici JonesLearning Facilitator: Infotec

Alicia FillisHRM: Operations (Infotec)

Paul ClayfordHead: HR (TFG Infotec)

Karina BagleyHRM

Gabiba SolomonSnr HRC

Riki ViljoenSnr HRM: Financial Services

Lana JacksonTraining Manager: Financial Services

TMF Corporate ServicesAngie DoidgeOperations Manager

Tygerberg HospitalAyesha NoordienOccupational Therapist

Virgin Active SAThato MatlalaTraining Manager: Contact-Centre

Willem Conradie & Ass’Willem ConradieMD

Wilson Learning CentreAlexia CoxSenior Performance Consultant

WNS SAJudy RobinsonGM: L&D

Aleeshah NujjooHR: Deputy Manager

Gazelee AlexanderHR: Assistant Manager

Kelly MillerHR: Lead Associate

Tina KleynHead: Recruitment SA

WongaRenay Van KrattenburgHR: Generalist

WoolworthsLynn PienaarHRBP

Ellen MokwenaHRM

Whita TonyiswaSnr HRBP

Blueprint 3.0 was born out of a moment of clarity and a renegade belief: that smart, talented and hardworking young professionals can put a ‘dent in the universe’ by solving any business and socio-economic challenge we set our sights on and apply our minds to. We like chasing a BHAG and we want to leave a mark they can’t erase on the world for the better.

We do this by ensuring that we apply a disciplined focus on the quality of everything that we do. We’re about delivering the best of both worlds to our clients and their stakeholders in a way that is as real as it gets and brings little bit more sunshine to their business.

At Blueprint 3.0, we believe that we need to add value to others and demand high standards of ourselves in everything that we do. In order to live by these values, we always ask of ourselves: ‘What do you bring to the table?’ & ‘I never ask for nothing I don’t demand of myself’. We believe in being able to add value to those we work with and put in the hard work needed to do so.

We live by these values whether it’s in applying our team’s smarts to solving any of our clients’ 99 problems as elegantly as possible or identifying top talent to work as part of our team.

The head of Blueprint 3.0 is Dermot Grazebrook.

We specialize in three core disciplines:

• Branding and Marketing, including: PR, the lean production of multimedia content, and the management of digital platforms and their community engagement, and event management (corporate thought leader industry events or labour market career awareness events)

• Strategy & Industry Analysis

• Research & Surveys

We apply our core disciplines to assisting our clients and their stakeholders in the following:

• We help suppliers and NPOs, particularly those engaged in the human capital supply-chain, in their B2B business development directed at corporate decision-makers in order to grow awareness of their brand – ultimately, to grow their share of the market and their revenue base. We do this by positioning their brand as thought leaders in the market by articulating their expertise and services in a message that is engaging to their target audience

• We help corporate & SME employers to position their brand as an Employer-of-Choice to the broad labour market in SA, as well as integrating their online and offline marketing activities to support their brand in achieving this aim

• We develop strategy and provide market analysis for corporates, B2B suppliers, NPOs and industry (and public) bodies, especially in either B2B business development or in human capital solutions (at organisational or industry levels)

• We help professionals develop their professional Brand-Me, align their CPD activity and build their industry network in a way that continually keeps them moving along their chosen career-path and up the career-ladder

In the human capital space, we have a particular passion and focus on talent: talent acquisition, talent development, and talent management.

Like what you hear? Want to find out more? (Enjoy great design?)

Then check out our website: www.blueprint3.co.za

Just want to have a chat (that’s okay, we like talking)? Why not pick up the phone, drop us an email, poke us on social media – it’s all good!

Contact Dermot Grazebrook at:

0766139645 or dermot.grazebrook@blueprint3.co.za

SPEAKER PROFILE

Clelland Kruger

Global: HRM, Let’s sell Lobster

Clelland has over 20 years of specialist human capital, leadership development and talent management experience in a variety of corporates and industries. Also, she has extensive expertise as an Executive & Life Skills Coach and is registered with COMENSA, as well as having established her own consultancy (Optimising Potential), which specialised in Coaching and Leadership Development.

She is a specialist at establishing company culture and creating high levels of staff engagement. As the HR Director of a start-up Telecoms brand, earlier in her career, Clelland was responsible for setting up all their People interventions from scratch. Within 4 years, this company won the Deloitte Best Company To Work For Sector award.

Until 2016, Clelland was Head: L&D at Virgin Active, where she was instrumental in putting together the full learning and development strategy, as well as being was responsible for designing all career paths, learning material and creating and implementing the talent management strategy. She designed one of the programmes at Virgin Active in partnership with Harvard Business Publishing and it so well viewed by Harvard that they invited her to Harvard University in Boston, MA, USA.

With a natural ability to connect and inspire others, Clelland relates easily to people from all walks of life and all levels of experience. She is a confident and vibrant leader who holds a strong belief that each one of us has untapped potential which is lying in wait to be discovered.

When she isn’t lighting the fires within people, you will probably find Clelland enjoying the outdoors with her Dalmatian at her side; in her favourite garden chair reading a good book; or behind the lens of her camera capturing life’s moments.

Recently, Clelland joined Let’s Sell Lobster, part of the Lobster Ink group, as their Global: HRM and is based in their Cape Town offices.

Dermot Grazebrook

Consultant, Blueprint 3.0

Dermot has 15 years experience working with international South African corporate brands in the UK and in South Africa (SA). For the last 10 years he’s been based in Cape Town (CT), while working nationally across SA.

Dermot’s professional experience includes work as the HRM for an international BPO contact-centre, in the UK and in SA; as a Regional Branch Manager and as the National Business Development & Brand Manager for three national recruitment and staffing provider brands; and as a Business Development Consultant for a leading International Management Consultancy’s Human Performance Division; and for an SA-based youth employment NPO.

Currently, in addition to assisting clients with B2B business development, branding and marketing, and talent acquisition projects, he’s working with the disability sector (and local corporates) in tackling the systemic supply-side challenges preventing greater corporate employment of people with disabilities in SA.

At a Provincial and industry-level, Dermot has served as a Director on the Board of BPESA Western Cape, the BPO & Contact-Centre industry body, for whom he was Head: Human Capital Portfolio and for whom he drafted the current Provincial Industry Skills Development Strategy.

As well as BPESA Western Cape, Dermot assisted the Western Cape Premier’s Skills Forum (PSF) with their Provincial career awareness initiatives. Also, for the PSF, he drafted the PSF’s Provincial Multi-Sector Career Awareness Strategy.

Dermot is the head of Blueprint 3.0 where he specialises and consults in:

• Brand & marketing for: employers-of-choice to the local labour market.• Career-pathing, networking, brand & marketing for: industry professionals building their Brand-Me and

career success.• BD, brand & marketing for: thought leader B2B service providers to the corporate market.• Strategy, surveys and research.• We have a passion for human capital, particularly for Talent: attraction, acquisition, development, and

management.

SPEAKER PROFILE

HR Matters Interview: e-Learning & Gamification trends with Jannie Malan (IQ Business)

As part of our mission and expertise, BluePrint 3.0 create unique video content of local Cape Town and South African industry thought-leaders and decision-makers - discussing human capital, management trends and, more generally, their experiences working for leading brands.

A few weeks ago, Jannie Malan (IQ Business’ Media & e-Learning Manager) sat down with Dermot Graze-brook (Blueprint 3.0) to chat about the trends and developments occurring in the e-learning and gamifica-tion space. Here’s some bits of their chat from the full video interview:

Dermot: Let’s start at the beginning with an easy one. What’s the difference between e-learning and gamification?

Jannie: Hmm. That’s not so easy to answer. Even the definition of e-learning is problematic. E-Learning has become a lot of things. But basically, e-learning is any way that you are learning digitally. It’s a form of learning that is enabled by an electronic medium. You could argue that going onto Google and doing a search (googling) is a form of e-learning, because you’re using technology to find information that you needed to close a specific knowledge-gap that you have. As a result, e-learning has become such a widely used term that it’s difficult to pin it down definitively. Gamification, on the other hand, in essence is taking elements that we find in popular games and making them applicable to non-gaming situations. For exam-ple, a learner might be learning about compliance but you might present it to them in the form of a game, where they need to perform specific actions to achieve a specific goal which are linked to specific learning outcomes. The learning will then take place by way of playing that game.

Dermot: There seems to be lots of different forms and levels of gamification and what it consists of. What’s your advice on how companies can get started with developing gamified solutions in their own L&D programmes? And even if they don’t develop a full-on game, how they can apply the principles of gamifica-tion to their L&D programmes?

Jannie: Often, due to the necessity of limited budget and tight timelines, most companies don’t want to develop a full-on game for most of their training programmes. Developing a properly immersive game takes a long period of time (and a lot of resources) to do well - not everyone realizes just how much time and resources is actually required. So, it’s important to start with a creating a culture of gamified learning within your organization. And, also, to look for and identify opportunities for quick-wins in your current L&D programmes. For some examples of this approach:

• You can implement a ‘collections-strategy’ into your e-learning programmes and modules – this is where learners can ‘collect’ rewards/points/badges/etc for completing learning units and modules.• You can start to leverage social media, by using it in a gamified way. You can create portals where peo ple contribute, get reward and recognised for their contribution and they start developing a visible profile around their learning and contributions. It can be something like a scoreboard game model in a central virtual space in your organization – who’s on top, etc. People like that sort of visibility and recognition.

Dermot: You mention that developing an immersive game can be time and resource intensive (and quite complex to do). If this is the case, given that most organizations are fast moving and ever changing environments, in what sorts of scenarios is true gamification going to be possible for it to be worth them developing their own game? Will business ever be able to adopt full gamification and apply it in their orga-nizations given the cost of time and resources needed?

jannie: There are two things that are likely to happen. First, it’s going to become ever easy to apply gamified solutions. We’re already seeing that some of the authoring-tools are already starting think in that kind of direction, by making it easier to build these in as an instructional designer. However, there’s always going to be a difference between base gamified solutions and epic gamified solutions. Second, eventually, it’s going to get to a point where business ends up assessing the benefit for them in applying gamification and where they want to put their money. Because if it’s contributing to something they really want to affect and they really want to change in their business model, then they might be best placed to put their money into to doing something that’s really on a big scale. And, of course, if they can put a business case and ROI against that need, then it starts become easier to make those sorts of decisions.

Dermot: What work has IQ Business done in the e-learning and gamification space?

jannie: Let me give you one example that we did for a leading financial institution, in particular for their customer care contact-centre. What we did there was to bring in a gamification element of super heroes, where the various skills-sets that they had to adopt as customer contact-centre agents were embodied in var-ious super hero avatars. So, as they went through the learning, which was a blended initiative with facilitat-ed e-learning, they had to complete various challenges to gain a particular super hero’s power. At the end of the day, they could become a customer contact-centre super hero and embody all the various powers that these super heroes had. We found it to be a great success. Even with a basic form of gamification, like this, it allowed enough engagement on the learner’s side to have a good storyline and for them to follow the entire course through. We found that they really wanted to achieve getting all the powers that they could.

For Jannie’s full video interview, go to: https://www.youtube.com/watch?v=NLcg4XP9NHQ

To watch other awesome Blueprint 3.0 HR videos, take a peek at: https://www.youtube.com/channel/UCXs2545o4175PPOjZfaV2ag?spfreload=1

(To find out more, then contact us directly at: dermot.grazebrook@blueprint3.co.za or 076 613 9645)

Panel PROFILEs

Gerrit Cloete Panel Chairperson

MD & Consultant

After teaching science and maths at Paul Roos in Stellenbosch, then doing project management at Somchem, Gerrit started his business in 1991. Since then, he has met with and facilitated the work of Stephen Covey (author of 7 Habits of Highly Effective People), David Allen (author of Getting Things Done) and others. He is a hardworking, lazy person: namely, he works very hard at finding new and innovative ways of getting the right things done with as little effort as possible! And when he finds something that helps achieve this, he shares it with as many people as possible. Through his business, Productivity Pit Stop, he works with teams in leading corporate brands, SME companies and entrepreneurs, with individual professionals, and anyone who wants to be more productive and effective in their life.

Andrea FouchePanel Participant

National L&D Manager

Andrea, is a trained industrial psychologist with an educational background in man-agement, psychology, and organisational psychology. After starting out her career at Sotheby’s International Realtys SA The Learning Institute, she continued her career progression at CTP Book Printers as a Department Manager, before joining Mazars as their Industrial & Organisational Psychologist over five and a half years ago. After many successful years with Mazars, she’s currently the National L&D Manager for Mazars in SA.

Elmori BesterPanel Participant

Service Operations & HR Director

Elmori has extensive human capital experi-ence and expertise at a management and executive level both locally and interna-tionally, across the BPO and retail sectors at top South African and multinational corporate brands. These include Mind-pearl where she was the HR Manager, Fusion Outsourcing Services (now known as WNS SA) where she was the HR Executive, and her current role at HomeChoice as the Human Resource Director. She has also previously held the title of Service Operations Director at HomeChoice, giving her indepth knowledge of business and human resource environments. During her time at Fusion Outsourcing Services, she and her team won numerous industry (BPESA) awards for organisational human capital best practice and innovation in the BPO and contact-centre sector.

Panel PROFILEs

Linda Roos Panel Participant

Head: HR

Linda Roos currently serves as Head: Human Resources for the ooba Group of companies. Prior to joining ooba, Linda headed Organisational Development, Human Resources and Social Investment for the Petousis Hotel Group and served as Chairman of the group’s social investment initiative, Our Kids of The Cape. During her tenure in the hospitality industry, Linda also served as Chairman for the Western Cape Hospitality Industry HR Forum - a closed network comprising of HR professionals in tourism and hospitality in the Western Cape. In addition to hospitality, Linda has also worked in the advertising, marketing, financial services and office automation industries. Most recently, Linda served as a director of the South African Organisational Development Network’s board as custodian of the Communications portfolio. Presently, she chairs the board of the Lansdowne-based youth organisation

– Salesian Life Choices.

Jennifer DuttonPanel Participant

Head: Organisational Development

Jennifer is a seasoned HR professional and business consultant with over 20 years’ experience in learning and development, talent acquisition, culture and employee engagement. She has been at Direct Axis for seven years. In her current role, as Head of Organisational Development, she is responsible for maintaining the group’s culture, internal corporate social initiatives, internal communication, talent, L&D, and leadership. Jennifer’s most recent focus has been a project exploring and assessing talent management technology solutions for the organisation, which includes: employee engagement and development for Direct Axis’ 1,700 employees, as well as organ-isational communication systems. Jennifer is a qualified coach, and prior to joining Direct Axis, she owned her own consultancy focused on L&D, leadership and team development.

Clelland KrugerPanel Participant

Global HRM

Clelland has over 20 years of specialist hu-man capital, leadership development and talent management experience in a variety of corporates and industries. She is a spe-cialist at establishing company culture and creating high levels of staff engagement. Recently, Clelland joined Let’s Sell Lobsters, part of the Lobster Ink group, as their Global: HRM and is based in their Cape Town offices. Before that, she was Head: L&D at Virgin Active. Outside of work, you will probably find Clelland

enjoying the outdoors with her Dalmatian at her side.

HR Matters Interview: Developing Organisational Skills-Pipelines through Academies & FETS with Zurika Nabbi (Brandhouse)

As part of our mission and expertise, BluePrint 3.0 creates unique video content of local Cape Town and South African industry thought-leaders and decision-makers - discussing human capital, management trends and, more generally, their experiences working for leading local and international brands.

A few weeks ago, Zurika Nabbi (Brandhouse’s Talent Lead) sat down with Dermot Grazebrook (Blueprint 3.0) to chat about her experiences building sustainable scarce skills-pipelines models with private acade-mies, FETs and by partnering with your SETA:

Dermot: Today, we thought we’d chat a bit about academies. They’re an important part of the L&D landscape and a lot of organizations are thinking about setting them up. A lot of people aren’t sure if they should do them or, if they do, where they should start – whether to build an in-house academy or to partner with an FET? So, Zurika, perhaps you can give us some background and context on what an academy is and what the different options are for companies thinking going this route? Especially, why a company might choose an academy model versus partnering with an FET?

Zurika: An academy is when you register yourself as a further education and training institute. And your registration is not just with the SETA, although it will be to deliver a qualification that is under the scope of the SETA, but you also have to be accredited with the Department of Higher Education. This is because you’ll be subscribing to the quality standard of a university of technology and, in some cases, that similar to a university. Whereas, to just be accredited as a SETA service provider means that you are compliant with skills development legislation only, which is aligned to the SAQA accreditation authority; but in this case the accreditation is not as rigorous as if you were registered with the Department of Higher Education.

So, here’s the thing ...

When it comes to choosing between an in-house academy model versus partnering with an FET, the out-sourced option would be a matter of finding a public or private funded FET, like the College of Cape Town or Northlink College, which are all registered public private FETs. An outsourced strategy will be to find a private or publically registered FET that delivers courses that will either be accredited to the SETA that you belong to or you would specifically ask that FET to get extension-of-scope to deliver it. So, a lot of the time, an FET like the College of Cape Town will say that we offer a leadership development course. Or, like CPUT (who are now registered as an FET) will say that they offer a course on emotional intelligence. And that course will be registered as a qualification that is endorsed by the SETA; for example, it’ll be registered as a qualification with the Services SETA. But, now if you are Clicks or you are TFG, you’ll be registered in the W&R SETA, not the Services SETA. In these cases, partnering externally will mean that you’d go to the FET and, normally, those big FETs easily can get extension-of-scope to deliver it for you. And, when partnering with an FET, you get the benefit of the discretionary grants. So that would be your outsourced strategy.

Your insourced strategy will be twofold and a lot of companies have started with one part of it. I’ll use an example of my time at Pioneer Foods. When we started at Pioneer Foods, we belonged to the Food & Beverage SETA. And Tiger Brands, Premium Foods, Clover, Nestle and Pioneer Foods were the biggest branded stakeholders that participated in this particular SETA and sector. The SETA then said that these big guys all do plant baking and that they all have got a full qualification for that. And, at the time that they developed the full qualification for plant baking the SETA had no public FETs to deliver it, which resulted in the situation that there was this full qualification for plant baking but a learner couldn’t go to university or a college to obtain it because at that time those institutions were only registered with the Department of Higher Education and therefore didn’t deliver learnerships and voca-tional qualifications like plant baking.

As an employer back then, the option you had, which is still an option today, is to say I can register as a private FET. This is where the concept of the private FET/academy originally started. (Things only began to change in SA in the early 2000’s.) It was in this context that Pioneer Foods and other key industry players took the decision to deliver these full vocational qualifications themselves, in the absence of any other insti-tution for it. Initially, they had to assess what they needed to do in order to be able to deliver this qualifica-tion. One of the first things you have to do is become an accredited service provider with the SETA. And, for full qualification, you must show that you can deliver:

• Theoretically, with subject-matter experts;• Practical assessment of learning, because a learnership is very much based on workplace experience;• A quality management system that will comply with the standards of higher education;• And then you become accredited.

So for bigger companies, this is where the decision lies when considering setting up an in-house academy:

• What skills are critical to your operations? ‘Tick’, if yes.• Is there both scale/volume and a long-term need for these critical skills? Is there a wider market for this ‘product’? ‘Tick’, if yes.• Does you operations mean that these skills/qualifications will be developed by the nature of your busi ness? ‘Tick’, if yes.• Are there other accredited institutuons that train for these skills (to the quality needed)?• Is it more cost effective to partner or do it yourselves? Can we run it as part of our L&D department? ‘Tick’, if yes. Then maybe this is the right option for your company.• (And as soon as you register an academy, you become a tax-rebate business. As a result, it can have a direct and positive impact on bottom-line profit for the company, by claiming up to R30-40,000.00 back for every learner who completes a full learnership.)

For Zurika’s full video interview, go to: https://www.youtube.com/watch?v=XY516P_WG3Y

To watch other awesome Blueprint 3.0 HR videos, take a peek at: https://www.youtube.com/channel/UCXs2545o4175PPOjZfaV2ag?spfreload=1

(To find out more, then contact us directly at: dermot.grazebrook@blueprint3.co.za or 076 613 9645)

Our YouTube Channel: The Industry Thought Leaders Showcase

As part of the mission and expertise of BluePrint 3.0, we create unique video content of local Cape Town and South African industry thought-leaders and decision-makers - discussing human capital, management trends and, more generally, their experiences working for leading brands.

Mostly, the videos will be on human capital matters, with a focus on talent: talent acquisition, talent devel-opment, talent management. But some will be broader in scope.

Already, on our channel, you can see videos of Zurika Nabbi talk about her experiences on setting up private in-house FETs and how to work effectively with the SETAs, Andy Searle share the formula for calcu-lating ROI for a training programme, Ricardo Curtis talk about his approach to Ops management in a BPO operation, and Jannie Malan share insights into the latest trends in e-learning and gamification.

For all the awesome video content on our YouTube channel we’re proud to say, “I made it”. And, we hope that in these video interviews and discussions that you’ll find a moment of clarity for all the 99 problems that you face in local industry. This is our little way of bringing a moment of sunshine into your working-day. (You can thank us later.)

To watch our awesome videos, take a peek at: https://www.youtube.com/channel/UCXs2545o4175PPO-jZfaV2ag?spfreload=1

(To find out more, then contact us directly at: dermot.grazebrook@blueprint3.co.za or 076 613 9645)

NOTES NOTES

NOTES NOTES

That’s all, folks!