A people rejuvenation strategy for multicultrualism in the emerging South Africa

Abstract: South Africa as a developing country in an emerging economy is under continuous political, social and economic turbulence and conflict. Since democracy, transformation of society, cities, villages and workplaces towards the redress of past people injustice has been slow. Living conditions are substandard. Workplace equity for the majority of African people and other previously disadvantaged people, such as women, has not happened. The country is plagued with conflict, discontent and continuous protest as a result. National toxicity in recent times is due to poor leadership, mismanagement of public funds, unethical decision making, differences in values and multicultural intolerance. This theoretical, conceptual paper explores this research question: What strategy can leaders and managers implement to redress conflict and simultaneously revive and promote employee relations and talent management in the multicultural, emerging South Africa? The purpose and message of this paper is that leaders and managers can and must rejuvenate the consciousness of people into cooperativeness, collectiveness and compassion towards harmonious individual and team interactions within society and especially within the workplace. This paper presents an introspection and review of African, eastern and western leadership theories and practices on conflict resolution, co-creativeness, multiculturalism, talent management, mentorship and collaborative leadership. The paper proposes a solution for debate on a people rejuvenation strategy for the integration of multiculturalism and globalisation within the localised context of South Africa. The implications for policy makers, leaders and managers in South Africa, Africa and BRICS are that the strategy can be employed to rejuvenate people towards being productive in a joyful, multicultural, cooperative workplac

Managing work integrated learning strengths, opportunities and risks in the emerging South African environment

Abstract: It is critical for the current rapidly changing education, government and business environments that training providers provide practical application to enhance theoretical learning in education, training and development programs. There is a need for effective and efficient work integrated learning (WIL) project leaders who aim to develop future-fit graduate or employee skills and competencies. Empirical research was conducted to identify, confirm and present the strengths, opportunities and risks (weaknesses and threats) in WIL projects in the emerging South African context. The qualitative research method entailed a classical two round Delphi technique and inductive content analysis. The key findings reveal that WIL project strengths include gaining a competitive advantage, forging industry partnerships and creating employment opportunities. Key weaknesses include the lack of a WIL project strategy, having limited skills and a lack of marketing competencies. Key opportunities include enhancing a diverse range of skills, creating new markets and further study with WIL. A key threat is the changing landscape. The theoretical contribution of this study is that it adds to the body of knowledge on WIL projects in South Africa, Africa and other developing economies. The research contribution is the use of the Delphi technique to gain validated consensus on WIL project management criteria. The practical contribution lies in the WIL SWOT matrix that can be utilized by WIL project leaders, managers and administrators to effectively and efficiently evaluate their WIL and other education, training and development projects

A work integrated learning (WIL) partnership model for higher education graduates to gain employment

Abstract: South Africa has embarked on a National Development Plan and Vision for 2030 to promote a triple helix partnership with education, government and industry to reduce the unemployment rate from 27% in 2011 to 6% by 2030. In support of this national imperative the Human Resources Management (HRM) Programme at the University of Johannesburg pioneered a Work Integrated Learning (WIL) Partnership Model to promote the employability of graduates. The WIL model allows students to gain workplace knowledge, skills and experience while industry partners observe the newly emerging talent in the form of future-fit leaders entering the world of work. Research was conducted to elicit the responses of key stakeholders on the proposed implementation of the WIL partnership model. Qualitative focus group sessions were facilitated with industry, academic and student groups to highlight common and profound perspectives on participant support, concerns and questions on the implementation process. Major findings reveal that all three groups of participants supported the implementation of the WIL model. Industry welcomed the model as it provided opportunities for recruitment and meeting national skills imperatives. Academics supported the model as it bridged the theory-practice gap while meeting compliance standards. Students supported the model as they gained workplace exposure and put theory into practice. All three participant groups expressed concerns and raised questions on placement, indemnity, confidentiality, work preparedness, time span, tracking processes and practice-theory alignment

Measurable operational risk in human capital development in the South African service sector

Abstract: The contemporary global business, political, technological and social arena is fraught with challenges, rapid development, continuous change and turbulence, which impact on all employees and the manner in which they are led and managed. Organisations in developed as well as emerging and developing economies, such as South Africa (SA), whether they offer goods or services, are especially affected by radical shifts in operational processes that often impede strategic success. Leaders and managers try to mitigate gaps in performance caused by such turbulence, via change management, organisational development and training and development interventions; however, they have to be extra vigilant of the operational risks that are associated with business operations and human capital development (HCD). Empirical research was conducted to understand and explain the perspectives of South African managers operating in the service sector on the measurable operational risks associated with their investments in HCD initiatives. Qualitative semi-structured interviews were conducted with leaders and managers who were responsible for HCD in selected organisations. Responses were analysed thematically to seek for common patterns and profound narratives. The key finding indicate that the top five risks in HCD are: poor staff retention; lack of learning transfer; misaligned training needs; disengaged trainees; and budget constraints. Risks ranked as high are: staff retention; lack of transfer; competitors; misaligned training; training aversion; limited budget; changing landscape; and training without impact. Further research is recommended to explore whether managers, HCD professionals and training providers measure specific risks, as well compare the operational effectiveness and risks of human capital development

A management framework for training providers to improve skills development in the workplace

South Africa is in a skills revolution, launched by the Department of Labour via the Skills Development Act in 1998 and the Skills Development Levies Act in 1999. The skills revolution challenges workplace training providers through employers who pay a percentage of payroll towards skills levies and want to recover these levies via skills grants; skills legislation that call for employees to be trained annually; and upgrading to provide SAQA/NQF accredited learnerships and skills programmes. Training providers need an internal management framework to enable them to improve workplace skills development. South African Journal of Education Vol.24(1) 2004: 70-7

Transitioning HRM to HSM - Human Self-Management Goes beyond Traditional HR

Traditional HRM consists of people and profit management. In the recent decades, HRM has transitioned into human capital management (HCM), focusing on people, planet and profit management. HCM views employees as assets who should be talent managed and supported to innovatively produce and perform through talent opportunities. HCM and talent management strategies promote multiple intelligences and enable multitalented potential to meet individual, organisational, economic and societal needs. Since 21st century humans seek meaningful employment that purposefully contribute to all sectors of society, businesses need to go beyond HR, innovatively exploring how all employees can be developed, thus transforming their high potential into entrepreneurship ventures. Can organisations transition HRM to HCM providing talent creation opportunities, while strategically aiming towards transforming employees into self-managing talent entrepreneurs? The proposed HRM-HSM Transitioning Model with five key steps and roles for HR, line managers and employees may hold the answer to this question, as explored in this conceptual chapter

Measuring return on investment and risk in training – a business training evaluation model for managers and leaders

Abstract: Organisations face productivity and efficiency challenges brought on by global pressure. To cope with the challenges, they seek to develop and enhance their human capital as a source of sustainable competitive advantage. Evidence suggests that less than 10% of what is learned on training courses is applied effectively to enhance performance and business results. Research purpose: This abstract research critically examined existing training evaluation models to propose a new model. Motivation for the study: Smart investment in scarce and critical skills development by means of training is expected to enhance human capital; however, the challenge lies with the uncertainty in whether the return on these investments are measured and whether training risks are managed. Research design, approach and method: Theoretical, abstract research was conducted to understand existing measurement and evaluation models of training with regard to costs, benefits and risks. Main findings: This conceptual paper resulted in a new business model to measure training return on investment and risks. The proposed model adapted and built on the Kirkpatrick-– Phillips training evaluation model, adding a sixth, risk evaluation step and specifying measurement factors for each step..

Lean practices for efficiency in the South African hospitality sector

Abstract: Lean thinking and practices entail the reduction of waste, time, effort and cost while perfecting the quality of products and services towards improved customer satisfaction. Lean practices are regarded as global business best practice; especially in light of the recent global recession, greening of the planet initiatives and the millennial need for streamlined systems and processes. The purpose of this article is to propose a set of lean tools by exploring the advantages and difficulties of lean implementation in the South African hospitality sector. The motivation for this paper is that there is a gap in the literature with limited conceptual and empirical knowledge on lean practices in South African organisations, especially in the hospitality sector. This conceptual paper presents the intensive literature study undertaken to explore the advantages and challenges of lean thinking, implementation and practice. The implications of this paper are that the hospitality sector in South Africa and Africa may benefit by adopting the lean advantages and eliminating the lean challenges highlighted by this theoretical paper. Furthermore, leaders and managers can practically engage with the identified lean benefits and challenges and adapt it as required by the process and systems in their organisation. This paper adds theoretically and practically. Theoretically, it increases the body of knowledge on lean thinking, lean practices, advantages and challenges as applied in the South African context. The practical contribution is that it creates awareness on lean thinking and practices as hospitality operational managers may immediately be able to reduce waste, increase profit and improve product, performance and people in their line function

Measuring Human Capital Development (HCD) Return on Investment (ROI), Risk, and Knowledge Gaps across selected Occupations in South Africa

of Human Capital Development (HCD) as compared to their overall business performance and profitability. The HCD measurement challenge may be attributed to the knowledge gap on HCD measurement among employees and managers. A quantitative survey (n = 210) measured and compared management and employee knowledge on HCD Return on Investment (ROI), HCD risks, and HCD risk solutions in South Africa. Respondents ranged across occupational categories from various organizations. The findings indicated an awareness of HCD ROI measurement, risk, and risk remedies. However, there were deviations in that knowledge across occupational categories. General managers and entrepreneurs have better knowledge of HCD ROI measurement, risk identification, and risk remedies as compared to other occupations. HR, financial, hospitality, and learning and development professionals showed the lowest mean scores. The current study contributed to measure HCD ROI, risk, and occupational HCD knowledge gaps. The practical implication and contribution of the study was that managers and employees were made aware of the significance of measuring HCD ROI, risk, and remedies across all occupations. Moreover, further research is recommended to expand the research instrument and measure HCD knowledge across occupations in other countries in Africa and across the globe

Industry engagement in work-integrated learning - exploring the benefits, challenges and realities

Abstract: The purpose of the paper is to identify benefits and challenges for businesses serving as hosts for business students involved in work integrated learning (WIL) initiatives. A student and educator perspective on WIL targeting businesses is also identified. A literature review is applied for analyzing work integrated learning in a business perspective. This perspective is supplied with statistical data from a survey of business students and business educators revealing the extent and relevance of connectedness to businesses within curriculum and learning process. Four gaps between business schools and businesses are identified, which should be closed for a successful WIL. These are related to institutional support systems, the student mentor at the business school versus the host firm mentor, the student versus the host firm mentor/business peers, and gaps between curriculum and business cases/tasks. The findings have primarily implications for the business school both on institutional level and on mentor level. It is assumed that WIL has a marginal focus within businesses unless students are directly contributing in solving real business problems. Literature employing a business perspective on WIL is limited, and calls for further empirical research in order to design realistic and relevant WIL assignment in a business context