Skills Development

Skills Development
Why do we need Skills & Development?  

Training is a valuable tool whether it is institution-based or on-the-job. The positive spin-offs of further training and skills development impact all areas and interests of a business with considerable long term benefits.  Therefore, using the avenues made available by the Skills Development Act, companies are able to facilitate sustainable training and skills development practices that benefit industry on a national level.  Learn More about McClure HR Consultants 


What do I need to do?

The training ambassador in the company, such as the Training Manager or Skills Development Facilitator, must continuously gauge and assess the skills needs of the company, and whether these needs correspond with those identified in the Sector Skills Plan. Skills audits help ensure that training is targeted and addresses a specific need, rather than training employees for training’s sake. The company skills strategy should then directly address skills shortages that impact the business objective.

  • Appoint a Training Committee to ensure that the development and execution of the company’s skills strategy is a collective effort. Where employers have more than 50 employees, a Training Committee is a must.
  • Training providers and types of training interventions must be evaluated and measured against company needs. Although using accredited training providers is not compulsory in all circumstances, all training providers have to adhere to stringent guidelines and work according to recognised industry standards.
  • Records must be kept up to date and should be complete. This includes updating and ensuring that the following are complete: the employment profile, training invoices, attendance registers, proof of expenditure and any other training related documentation, such as learnership agreements.
  • Link training and development to other HR activities to ensure development of human resources does not only operate as an isolated occurrence.
  • Liaise with the particular SETA to remain up to date on developments and to maximise return on investment.
What Skills should every manager have?

Listed below are some of basic skills that make good managers. Beyond technical, business, financial and administrative skills, these are the primary skills that enable managers to manage others and with experience and conscious effort to develop these skills, produce great managers.

1. Communication

Managers are able to communicate effectively on many levels including communicating with their team, co-managers, superiors and external parties. They know what they are communicating and how to convey a clear message and make sure that the intended message is understood correctly.

Listening is a crucial skill as manager; it is not just about telling but gathering information that enables you to make well-informed decisions.

2. Problem-Solving

As a manager, the problems may seem never-ending and solving it means being able to identify problems in the first place, gathering information about the cause and searching for alternatives and solutions. A good manager does not only mean being able to identify a problem, but presenting his/her superior with a solution.

3. Delegating

A manager needs to pay attention to dividing the work to be done in manageable chunks to the right people. This requires a clear understanding of the strengths and weaknesses of the individuals in your team.

4. Interpersonal skills and team building

Managers are responsible for their team to meet deadlines and accomplish goals which brings together a whole set of skills which fundamentally rests on the ability to interact with all the role players in a managers network in such manner that yields results.

A good manager is able to communicate the goals, listen to individual contributions, pose problems as challenges, motivate and direct staff while ensuring the company strategy is clear to his team. They foster good relationships by being able to empathise, relate and involve staff in decision-making and problem-solving while maintaining a professional composure.

Understanding team dynamics, individual abilities and providing opportunities for team members to develop their skills enables a manager to create, build and maintain a department or team that works together as a cohesive unit.

5. Time Management and Focus 

Managers need to deal with a variety of situations, tasks, problems and responsibilities on a daily basis and being a good manager of others means being able to manage oneself as well. It means learning to prioritize, organize and addressing important and urgent matters with sufficient focus both in terms of your teams operations and your own daily tasks as an employee.

As with any skill, these skills need to be taught, learned and practiced. Some people will master a particular skill better and quicker than others; however the key is that the necessary time and attention is given to the development of a manager from both the company and individuals side to ensure that the word Manager implies more than just a title.

What type of grants are Available?

Mandatory grants are equal to 20% of the skills development levy paid by the employer where a Skills Development Facilitator completed an Annual Training Report and a Workplace Skills Plans, and submitted them on time. The ATR details the training that has taken place, and the WSP details training that is planned for the coming reporting period.

PIVOTAL grants (professional, vocational, technical and academic learning programmes) are training programmes that culminate in qualifications or partial qualifications recognized by the National Qualifications Framework (NQF).

These training programmes address priority, scarce and critical skills identified in the SETA Sector Skills Plan. SETAs allocate a portion of the total percentage of discretionary grants towards PIVOTAL programmes to address critical and scarce skills within sectors. Companies have to submit a PIVOTAL training plan in order to qualify for the grant.

Discretionary grants are awarded by the SETA where training planned by the company aligns with the Sector Skills Plan. In order to receive discretionary funding, companies must apply for discretionary grants following SETA specific guidelines.


Basic Guide to Registering for Skills Development