the banking sector 2005 / 2006 skills audit – the process, results and possible debate

The Banking Sector 2005 / 2006 Skills Audit – The Process, Results and Possible Debate

Presentation outline:

Introduction Objectives

Presentation PTC Group

Graham Turner

PTC Group HRD Background Interbank Anti Money Laundering Project Investors in People People Management Skills Audit


Introduction

Objectives Presentation

2005 / 2006 Skills Audit

The objectives of the audit and participants

The inputs and process utilised

The results obtained and conclusions

What lies ahead in skills development


Introduction

Objectives

Presentation Skills Audit

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

Presentation outline: Introduction

objectives


The Inputs and Process

The Inputs Job Profiles – per job title; per job familyCompetency Menu

The Process Self-administered questionnaire Electronic distribution

Number of respondents: 79 613 Es invited – 29% responded

Presentation outline: Introduction

Objectives


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.


introduction

Objectives



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.


introduction

Objectives



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.


introduction

Objectives



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.


introduction

Objectives



More of the same?

Sector Employer of Choice

Transformation

Good people management practice

Millions spent annually on training

Good business management practice


introduction

Objectives



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


introduction

Objectives



HR Development Strategies through to Strategic HR Development

CoherentT & D

strategy

Coherent trainingstrategy

SHRDPiecemeal

Approach to HRD


introduction

Objectives



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.


introduction

Objectives



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.


introduction

Objectives




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.


introduction

Objectives




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.


introduction

Objectives




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.


introduction

Objectives



Why Strategic HRD?

It’s about competitive advantage!

the banking sector 2005 / 2006 skills audit – the process, results and possible debate

Documents