APRIL 2020 ISSUE 07
HAPPY FREEDOM DAY, W&RSETA
27 APRIL 2020
IN THIS ISSUE... MESSAGE FROM THE CHAIRPERSON OF THE BOARD Page 3
VALUE OF THE WEEK Page 4
SOCIAL MEDIA FANS Page 4
2020/21 ANNUAL PERFORMANCE PLAN Page 5
ORGANISATIONAL RESTRUCTURING
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EDITORIAL TEAM Martha Editor-in-chief Rhulani Editor
MESSAGE FROM THE EDITOR
Desmond Production coordinator Connie Support team member
HELLO... Today, we are on day 29 of the national lockdown. We have already completed the 21 days and we have now started with the extended 2 weeks of lockdown. We are all reminded to adhere to Government regulations and procedures of the lockdown to help stabilise the coronavirus pandemic. Just like what the CEO said before the lockdown that it is business as usual. It is becoming normal to work from home and only go out to get essentials. During the lockdown there were a lot of developments in the organisation such as exceeding the 2019/20 performance targets, the appointment of the Board and the implementation of the new structure with some of the appointments finalised. As the Marketing Communication department, we want to keep you abreast with any developments so that you don’t miss out on anything during this time. In this issue we bring you the first address from our new Chairperson of the Board and the performance targets which we have committed to achieve for this financial year.
~ Rhulani, Editor
THIS WEEK’S CHALLENGE
LET’S CONNECT
As part of staying connected during a period where it is easy to feel alone and disengaged from colleagues, this week we challenge you to connect with a colleague. Take 5 minutes to pick up the phone and call ONE colleague you have not spoken to since the lockdown. Don’t ask them about work, but how they are doing. Let us know how making and receiving the call made you feel.
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PLAY YOUR PART TO STOP THE SPREAD
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Keep a safe social distance
Wash and/or sanitise your hands often
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TAKE CARE OF YOURSELVES AND BE SAFE!
MESSAGE FROM THE CHAIRPERSON OF THE BOARD Following the appointment that was effective from 1 April 2020, the new Board had its first meeting on 16 April 2020 and the Chairperson has written his first communication to staff. Click here for the letter.
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OUR VALUE OF THE WEEK
LIVING OUR VALUES TO TAKE US FROM GOOD TO GREAT Particularly in times like these, we need to prioritise our organisational values that will make us accountable to ourselves and each other for our individual contribution to the success (or otherwise) of our organisation. Our value of the week –
Accountability is one of the core attributes needed to take us from good to great. This is what we need to do as individuals and a team to demonstrate this value: • We take responsibility for decisions, actions, and results at both organisation and employee levels • We take ownership of our endeavours • We are committed to a client-centric work ethic
OUR SOCIAL MEDIA FANS OF THE WEEK Thank you to Unathi (Regional Coordinator, EC), Lefa (Procurement Officer) and Chris for being active on our Facebook page. We like you, too
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Unathi Lefa
Chris
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2020/2021 – 2024/2025 STRATEGIC PLAN AND 2020/2021 ANNUAL PERFORMANCE PLAN It is that time of the year again when we share our APP targets as we start a new financial year. This new financial year is particularly important as this is the start of a new era under the National Skills Development Plan which has replaced the NSDS that we have been operating from for the past 20 years. Our mandate of skills development remains, and has been extended, to ensure that SETAs contribute to the country’s challenges such as unemployment. Some of the new initiatives include working closely with community education and training colleges; infrastructure support for TVET colleges; implementation of candidacy programmes in line with professional bodies; and facilitating entrepreneurship development and support as well as Information Communication Technology (ICT) Interventions for 4IR sector readiness. Our Strategic Plan, as well as of other SETAs, were tabled to Parliament and approved on 19 March 2020 and confirmation thereof was received from DHET on 16 April 2020. Congratulations to the SPU department, under Bridgette’s leadership, for leading the process of producing a quality Strategic Plan. Here are the targets that we committed to achieve. PROGRAMME PROGRAMME PROGRAMME PROGRAMME
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– Administration - Skills Planning & Research – Delivery Unit (Regions, Rural Dev, SME Support, Career Guidance and Bursaries & Placements) - Quality Assurance
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PROGRAMME 1 – ADMINISTRATION (Finance, IT, Strategic Planning and Marketing & Communication) • 97% accuracy on quarterly reports • 90% of implementation of approved structure • 80% reduction of manual processes • Implement Programmes aligned to the SSP, SP and APP • Participate in 15 stakeholder sessions and related events
PROGRAMME 3 – DELIVERY UNIT (Regions, Rural Dev, SME Support, Career Guidance and Bursaries & Placements) • Support 20 Co- operatives and 100 NGOs to participate in mainstream economy • 300 employed learners on RPL • 6000 small, 1400 medium and 100% large companies receive grants • Placement for 1200 graduates (TVETC and HETI) • 3500 learnership NQF levels 2 – 5 programmes • Bursaries for 1250 employed students on qualifications at NQF levels 5 – 8 • Capacitation workshops for 1500 informal traders • 200 apprenticeships for employed and unemployed learners • 1200 internships for TVETC and HETI students • 100 members from NGOs registered on unit standards • Artisan learnerships for 200 employed and unemployed learners • 2000 bursaries for unemployed students • 2000 learners assisted to participate in skills development initiatives • 10 MBA/Masters/PhD bursaries for employed students • Implement projects to benefit 2400 registered, levypaying small companies • 100 number of people trained annually on Entrepreneurship Development Programmes • Unemployed learnerships for 4000 young people (500 from rural areas) • Develop and support an integrated career guidance and development strategy
PROGRAMME 2 - SKILLS PLANNING & RESEARCH • Establish relationships with 4 international research institutions • Updated SSP • Conduct 4 research and 2 impact assessment studies • Research interventions responding to strategic partnerships with national and international Institutions.
PROGRAMME 4 - QUALITY ASSURANCE • Recognise 3 TVET Colleges as SOEs to deliver NCV retail subjects • Form partnership with at least 2 higher education institutions offering retail qualifications • TVETs supported to become assessment centres for Retail occupational Programmes • Capacitate 20 TVETC lecturers to deliver NCV retail subjects
THE TARGETS THAT WE COMMITTED TO ACHIEVE.
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STREAMLINING OUR ORGANISATIONAL STRUCTURE TO MOVE US FROM GOOD TO GREAT HOW? Phased implementation approach The restructuring will follow a hybrid approach in the following order of priority: • Senior Management; • Fill vacant manager positions as movements occur • Confirming the plug and play positions at Management level; • Finance, HR, SCM; • Senior Project Specialists; • Project Specialists; and • As the structure is implemented, gaps will be filled on an ongoing basis
People
ADVERTISING OF POSITIONS • Requirements for positions are in line with the role accountabilities. These include the requirement of a minimum 10 years’ experience for positions from executive level upwards. The SETA will accommodate employees within the parameters and clear guidelines for this process. • All positions that have changed by more than 30% will be advertised for all to apply including those who are currently performing similar work. No promotions will be implemented because advertised positions are regarded as new positions. • In instances where the SETA does not currently have a specific skill, the position will be advertised both internally and externally. • Positions will be advertised for 5 days in order to expedite the appointments to ensure that we continue with the work of the SETA and to reduce uncertainty among staff. • Where there are employees who have not been placed on any available positions, the SETA Management commits to ensure that all employees are placed in suitable roles that are aligned to their skills through a consultation process.
JOB MATCHING HAPPEN (PLUG AND PLAY) PROCESS There will be a matching exercise between the role or functions of the current substantive post and those in the reorganised structure. If the job matches with 70% or more, it means there is no fundamental change. Employees assimilated into a new role on the basis of a 70% or higher match are not subject to the normal probation procedure in their new role. The employee will be consulted to ensure complete role clarity and understanding.
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WHAT IF YOU ARE NOT PLACED ON ANY POSITION IN THE NEW STRUCTURE? You will be reskilled/upskilled and placed in a different position, through a consultation process, to ensure that your role contributes to the success of the W&RSETA’s achievement of its strategic objectives. This transfer process will be implemented when all positions have been filled.
RECOURSE FOR GRIEVANCES The W&RSETA will shortlist and subsequently appoint staff based on their suitability in line with specifications for the position. Appeals where an employee is dissatisfied with a decision that results in them not being placed for a particular position they have applied for, will follow the normal W&RSETA grievance procedure.
IS IT POSSIBLE FOR A MANAGER TO REPORT TO A FORMER SUBORDINATE THROUGH THE RESTRUCTURING? The possibility exists in an event where a junior employee meets the minimum requirements an advertised position. To maintain order in the organisation, positions will be advertised to the current level and only one level below. The relevant experience of the candidates will also be considered.
HOW WILL THE SETA ADDRESS THE VACUUM THAT WILL BE LEFT WHEN INTERNS LEAVE THE ORGANISATION? The organisation plans to place all employees first without having to bring in more from outside. After the placements have been completed, the HR department will implement a formal project to recruit interns based on specific requests from Regions/Business Units and the needs of the Organisation.
NO JOB LOSSES GUARANTEED *FOR PERMANENT EMPLOYEES
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