The Banking Sector 2005 / 2006 Skills Audit The Process, Results and Possible Debate
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1 The Banking Sector 2005 / 2006 The Process, Results and Possible Debate
2 Introduction PTC Group Graham Turner PTC Group HRD Background Interbank Anti Money Laundering Project Investors in People People Management
3 Introduction 2005 / 2006 The objectives of the audit and participants The inputs and process utilised The results obtained and conclusions What lies ahead in skills development
4 Introduction The Audit Objectives and Participants The audit objectives: Validate the 2002 Andersen Wholesale and Retail Banking Research Project. Conduct research into skills availability and distribution in the banking sector, and to clarify what skills need to be developed in order to build competitive skills across the sector. Participants: BANKSETA, Absa, FirstRand, CitiGroup, SA Reserve Bank, Nedbank
5 Introduction objectives The Inputs and Process The Inputs Job Profiles per job title; per job family Competency Menu The Process Self-administered questionnaire Electronic distribution Number of respondents: Es invited 29% responded
6 Introduction The Results and Conclusions The findings of the Andersen Project were found to be valid in respect of the process used and the skills sets identified. The respondent population surveyed is statistically acceptable at the level of validation of the competencies surveyed. Within the job families surveyed, the respondent sample sizes are too small to report on with confidence.
7 The Results and Conclusions Development solutions for most competencies assessed are available within or through the participating banks. The survey process adopted is able to provide a picture of skills development requirements across the sector. The competency menu is potentially a valuable tool for creating a common language of competencies required in banking.
8 The Results and Conclusions Job profiles and their importance in respect of effective HR management should receive serious review. Hints as to where skills shortages may be prevalent are present in the results. Effectiveness of marketing of training and development opportunities within banks should be investigated.
9 The Results and Conclusions Evaluation of training and development will increase confidence in the extent to which these T & D offerings are increasing requisite competence in the sector. Larger sample sizes in future surveys will present clear pictures on the availability of competence and distribution.
10 What lies ahead in skills development More of the same? Sector Employer of Choice Transformation Good people management practice Millions spent annually on training Good business management practice
11 What lies ahead in skills development Strategic HRD vs HRD Strategies What is SHRD? it entails the search for, and intention to implement a coherent set of subsidiary strategies in accordance with a set of guiding principles that will contribute to an overall organisational grand design or sense of direction. Walton J
12 What lies ahead in skills development HR Development Strategies through to Strategic HR Development Piecemeal Approach to HRD Coherent training strategy Coherent T & D strategy SHRD
13 What lies ahead in skills development SHRD - What s Involved? It s about ensuring that the organisation s HRD process is producing individuals and teams who are equipped with the skills, knowledge and attitude required for effective achievement of the organisation s business goals.
14 What lies ahead in skills development SHRD - What s required? Presence of an overall organisation vision emphasising learning. Making the HRD function more strategic. Mapping perceptions of HRD and its contribution to strategy.
15 What lies ahead in skills development SHRD - What s required? Executives must treat learning as a deliberate business process. It s about systematic and conscious attention to the learning process. It requires attention as to what barriers exist in the organisation impacting on learning.
16 What lies ahead in skills development SHRD - What s required? Responsibility for HRD at all levels must be clarified. Policies and practices which collectively serve to ensure that learning is embedded in the fabric of the organisation to the benefit of all stakeholders.
17 What lies ahead in skills development SHRD - What s required? Effective stewardship it needs to be driven by accomplished high-status career professionals. it is about a partnership between HRD professionals and line managers at every level in the organisation. it is about HRD professionals emerging from more traditional training and development roles to one of contributing to the alignment of HRD practices to the organisation s strategic intent.
18 What lies ahead in skills development Why Strategic HRD? It s about competitive advantage!
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