Skills Audit Report
Presentation to the Communications Portfolio Committee
By Human Capital Services
4 February 2014
Content
1.
2.
3.
4.
Background and Context
Methodology and Approach
High Level Findings and Recommendations – Skills Audit
High Level Findings and Recommendations – Qualification
Authentication
5. High Level Findings and Recommendations – Executive and
Senior Management Competency based Assessments
6. High Level Recommendations and Way Forward
7. Questions
PwC/Vutivi and LTS
2
Background and Context
PwC
3
Background and Context
The South African Broadcasting Corporation (SABC)
undertook a Skills Audit project which aims to ensure that
the entity is effectively and efficiently aligned in terms of
skills and competencies and organisational change. PwC
in partnership with Vutivi and LTS was appointed via
tender number 7911. This project commenced in April
2013 and was completed in July 2013.
The envisaged outcomes of Skills Assessment Project
were the following:
•
•
•
•
•
List of critical and scarce skills for the SABC and
workforce segment;
Development of personal development plans
(PDPs);
Organisational training plan to address the skills
gaps identified for digitisation and current
needs;
Skills and competency assessment report for the
entire organisation; and
Qualifications verification report based on
current records database.
PwC/Vutivi and LTS
4
Background and Context (Cont..)
•
•
•
•
•
•
•
•
•
Project Challenges
The primary challenge experienced during the Workforce Study
and Skills Assessment 2013 project centred on access and
integrity of information:
• Poor quality and lack of information available in personnel files
• Lack of job specifications and associated tasks not standardised
• Core business processes not mapped
• Reluctance of executive and senior managers to honour
scheduled assessment appointments
• Lack of and inaccurate job profiles
The initial intention in relation to the skills audit was that the
scope of the project would cover 180 degree assessment with
individuals plus their respective managers’ assessments. The
challenge of inaccurate or no job profiles meant that the project
team had to validate technical competencies across 444 job
families with respective line managers. Given the time
constraints, the scope in relation to the skills audit was then
limited to 90 degree assessments.
The consortium, however, has analysed the outcomes of the selfassessments and have made deductions in relation to the skills
requirements of all participating individuals and conclusions do
not detract from the quality and depth and breadth of skills
findings.
PwC/Vutivi and LTS
Structure of the Report
Executive Summary
•The Executive Summary provides background, context and
the key objectives of the project.
Chapter 1
•Approach and Methodology.
Chapter 2
•Detailed Findings: Qualification Authentication.
Chapter 3
•Detailed Findings: Executive and Senior Management
Competency and Integrity Assessments.
Chapter 4
•Detailed Findings: Skills Audit.
Concluding Remarks and Way Forward
5
Methodology and Approach
PwC
6
Methodology
Background and Context (Cont..)
The methodology for this Skills Audit was designed and tailored specifically for the SABC environment.
Our approach aimed to achieve an organisation wide view, within a limited timeframe and build on recent work addressing the SABC’s skills
requirements in the broadcasting industry. In order to provide an organisation wide view required that the SABC be first defined and the
definition applied is one which covers the SABC and broadcasting industry segments and identifies the functions which are carried out in the
industry.
Four parallel streams of work were undertaken to provide a preliminary view of the SABC skills requirements and gaps as well as the critical skills
segments that exist within the organisation.
Workstream
1. Qualification
Authentication
Snapshot of our Methodology and Approach
As part of the project it was required to authenticate at least a Senior Certificate and one other
relevant qualification for all SABC permanent employees to ensure that SABC permanent employees
meet the minimum requirements.
Determining the authenticity of a qualification is a vital step in the assessment of the individual’s
profile pertaining not only to competency but it also provides insight into the candidate’s integrity.
2. Executive and Senior
Management Competency
and Integrity Assessment
PwC/Vutivi and LTS
The assessment process was designed to assess the demands placed on SABC Executives and Senior
Management in strategic leadership roles within the organisation.
Our approach included thoroughly researched competencies and competency models, which has
resulted in the development of a comprehensive competency dictionary. Competencies are defined
according to their applicability at different organisational levels. The assessment batteries used are
registered as Psychological tests with the Health Professions Council of South Africa, and in all
instances South African norm groups were used when generating the assessment results.
7
Background and Context (Cont..)
Workstream
3. Skills Audit
Snapshot of our Methodology and Approach
As part of the SABC’s journey to migrate from analogue to digital, a skills audit was initiated to:



Identify and verify organisational skills requirements;
Identify employee skills levels; and
Pinpoint the skills gaps in an effort to address them through various integrated skills
development initiatives/interventions.
In order to achieve the above, the following three-phased approach was followed: Data Collection,
Data Capturing and Data Analysis.
PwC/Vutivi and LTS
8
High Level Findings:
Skills Audit
PwC
9
High Level Findings: Skills Audit
Future Requirements
1
High Level Findings
Increase in the demand for technical
skills
Digitisation will increase the technical content of the SABC’s processes, products and
services and as a result, the demand for the following technical skills will increase:

Expert metadata skills

Broadcast/IP network skills

Re-versioning and repurposing skills

Digital broadcast architecture and digital equipment skills

Digital signal distribution skills

Ingest skills

Post-production of news content
Demand for skills to operate and
maintain digital equipment and
technology
Skills will be required to perform the following using digital equipment and
technology:

Convert content from analogue to digital

Compression technologies and skills

Playback content in digital format

Distribute audio and visual content in digital format to the transmitter station(s)
Demand for digital software skills
Digital software will require re-skilling and up-skilling in the following areas:

Ingest digital files into the SABC archive system

Manage digital content

Advanced coding techniques

Advanced modulation techniques
Demand for digital archivist skills
Digitisation will have a significant impact on the SABC’s archive system and the ability
to archive and retrieve digital content. This will revolutionise the workflows of the
SABC. However, since the requirements for the digital archive system have not been
established yet, the exact impact cannot be determined at this stage.
2
3
4
PwC/Vutivi and LTS
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High Level Findings: Skills Audit (continue)
Future Requirements
5
High Level Findings
Requirements for multi-skilling
The SABC will initially require a hybrid of analogue and digital skills while it gradually
phases out analogue content. This will demand multi-skilling – individuals will have to
understand both analogue and digital platforms and their impact on content
development and workflow.
Scarce and critical skills need to be
addressed through a combination of
skills programmes and short courses
The following have been selected as the most scarce and critical skills:

Communication skills

Time management

Strategic thinking

Broadcast engineering

Budgeting skills

Creative writing and scripting skills

Business management
In comparison, the most scarce and critical skills across all subsectors of MICT include
sales skills, technical skills, IT and software skills, oral and written communication,
customer handling skills, team working skills, problem solving skills, planning and
organising skills, and strategic management skills.
Strategies such as bursaries,
learnerships and especially
internships are needed to attract and
retain individuals in scarce and
critical occupations
The following list represents the top twelve scarce occupations in the broadcasting
industry in the next two to three years:

Author and writer

Radio and television journalists

Director

Camera operator

Continuity person

Sound technician

Radio station operator

Accountant and financial manager

Broadcast transmitter operator

Film and video editor

Graphic designer

Programme and project manager
6
7
PwC/Vutivi and LTS
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High Level Findings: Skills Audit (continue)
Skills gaps and priorities
A skills gap – in the context of this study – is defined as the difference between an employee’s actual level of proficiency and the
level of proficiency required in the job, based on benchmarking.
The following pending decisions will impact on the skills gaps and priorities in the SABC:
• While it is envisaged that the SABC will be launching additional channels, the skills required will be determined by whether the
new channels will be prepared/packaged in-house, or whether this function will be outsourced. If the new channels are
outsourced, then the jobs and skills will be with the independent sector. The information in this section is based on the assumption
that at least two channels – a News and Sport Channel – will be packaged in-house by the SABC.
• The SABC’s requirements of the digital archive system will determine how workflows and skills will be impacted. At this stage,
these requirements have not been finalised.
The stages of content production that will be impacted most by digital broadcasting are Post-production and Distribution.
PwC/Vutivi and LTS
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High Level Findings: Skills Audit (continue)
The following table shows how the SABC’s skills levels in Post-production, Distribution and Digital Equipment
compare to the MICT benchmark
Basic Level
Competent Level
Advanced Level
Expert Level
Post-production
10%
18%
36%
37%
Distribution
8%
21%
37%
34%
Digital Equipment
11%
40%
35%
14%
MICT Benchmark
1%
28%
57%
14%
• Majority of Post-production and Distribution employees are at an advanced and expert level of proficiency; and
• Majority of Digital Equipment employees are at a competent and advanced level of proficiency.
Compared to the MICT benchmark:
• A higher percentage of employees are at a basic and expert level of proficiency; and
• A lower percentage of employees are at an advanced level of proficiency.
PwC/Vutivi and LTS
13
High Level Findings: Skills Audit (continue)
The following graph indicates the skills gaps in Post-production, Distribution and Digital Equipment
Compared to the MICT benchmark, the following skills gaps are present:
• Metadata skills
• Broadcast/IP network skills
• Re-versioning and repurposing skills
PwC/Vutivi and LTS
14
High Level Findings: Skills Audit (continue)
The following table presents a summary of development needs/priorities in Post-production, Distribution and Digital
Equipment
The technical skills gaps and priorities as outlined in the skills audit results can be addressed by any of the following types of interventions:
• Increased training activity;
The breadth and depth of the SABC’s re-skilling and up-skilling will
• Increase in trainee programmes;
be determined by the scale of its digital transformation, e.g. its has
• More performance reviews and feedback;
not yet been decided whether new channels will be prepared/packaged
• A mentorship programme;
in-house.
• A change in work practices;
We recommend the 70-20-10 principle for skilling of employees –
• Better job-matching or deployment;
70% of resources invested in on-the-job training, 20% in coaching/
• Better utilisation of skills; and
mentoring and 10% in classroom training.
• Increase in recruitment practices.
PwC/Vutivi and LTS
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High Level Findings: Skills Audit
Finding
Findings of gap analysis
Recommendation
(Meeting minimum skill requirements)
1
The following scarce and critical skills should be addressed
through a combination of skills programmes and short courses:
•
Communication;
•
Time management;
•
Strategic thinking;
•
Budgeting;
•
Creative writing and scripting; and
•
Business management.
The most scarce and critical skills are ‘soft skills’, e.g.
communication, time management and strategic
thinking. Data from the skills audit indicate that
participants have generally rated their level of
proficiency against these skills – the behavioural
competencies – as high, i.e. advanced to expert.
2
The following list represents the top twelve scarce
occupations in the broadcasting industry in the next two
to three years:
•
Author and writer
•
Radio and television journalists
•
Director
•
Camera operator
•
Continuity person
•
Sound technician
•
Radio station operator
•
Financial accountant and manager
•
Broadcast transmitter operator
•
Film and video editor
•
Graphic designer
•
Programme and project manager
PwC/Vutivi and LTS
High
Low
The SABC should implement strategies such as bursaries,
learnerships and especially internships to attract and retain
individuals in the scarce occupations.
16
High Level Findings: Skills Audit
3
4
The SABC will initially require a hybrid of analogue and digital
skills while the SABC gradually phases out analogue content. This
will demand multi-skilling – individuals who will have to
understand both analogue and digital platforms and their impact
on content development and workflow.
Digitisation will have a significant impact on the SABC’s archive
system and the ability to archive and retrieve digital content. The
requirements for the digital archive system have however not been
established yet and therefore, the exact impact cannot be
determined at this stage.
5
Work flows and processes must enable employees to combine their
expertise in their own area with some degree of skilling in other areas and
then applying their specialist expertise across those areas in teams.
Multi-skilling should be encouraged, but not at the expense of reducing the
pool of specialists the SABC has in some disciplines.
High
Low
It is important to finalise the requirements for the SABC’s digital archive
system as soon as possible, to ascertain the exact impact on workflow and
skills needs in this area.
High
Low
Digitisation will require specific equipment, technology and
software, which would impact on skills requirements:
•
•
Digital equipment and technology will be needed to (a)
convert content from analogue to digital, (b) playback
content in digital format, and (c) distribute audio and
visual content in digital format to the transmitter
station(s); and
Digital software will be required to ingest digital content
files into the SABC archive system and to manage digital
content.
High
Low
6
The demand for the following technical skills will increase as a
result of the SABC’s migration to digitisation:
•
Expert metadata skills, so that metadata can be built into
the digital content;
•
Broadcast/IP network skills;
•
Re-versioning and repurposing skills;
•
Digital broadcast architecture and digital equipment skills;
•
Digital signal distribution skills;
•
Ingest skills; and
•
Skills in post-production of digital news content.
PwC/Vutivi and LTS
High
Low
Digital equipment, technology and specialised software will require the reskilling and up-skilling of people in areas such as:
•
Compression technologies/skills;
•
Converting and playback of digital content;
•
Distribution of digital content;
•
Advanced coding techniques; and
•
Advanced modulation techniques.
It is important that individuals understand the digital platforms and
required skills.
The breadth and depth of the SABC’s re-skilling and up-skilling will be
determined by the scale of its digital transformation, e.g. it has not yet been
decided whether new channels will be prepared/packaged in-house.
The technical skills gaps and priorities as outlined in the skills audit results
can be addressed by any of the following types of interventions:
•
Increased training activity;
•
Increase in trainee programmes;
•
More performance reviews and feedback;
•
A mentorship programme;
•
A change in work practices;
•
Better job-matching or deployment;
•
Better utilisation of skills; and
•
Increase in recruitment practices.
We recommend the 70-20-10 principle for skilling of employees –
70% of resources invested in on-the-job training, 20% in coaching/
mentoring and 10% in classroom training.
17
High Level Findings:
Qualification Authentication
PwC
18
High Level Findings: Qualification Authentication
The following summary table provides a concise and high level overview of the findings identified during the
authentication process of qualifications for all permanent SABC employees.
Red
Amber
Green
Incorrect or
irrelevant q
ualifica-tion
on file
1st Qualification
(Senior
Certificate)
0
42
101
1
2nd Qualification
0
40
187
3rd Qualification
0
5
21
0
1st Qualification
(Senior
Certificate)
6
54
155
4
2nd Qualification
1
68
180
3rd Qualification
0
8
2
1st Qualification
(Senior
Certificate)
18
146
721
19
2nd Qualification
2
184
496
0
3rd Qualification
0
3
5
27
550
1868
Level
100
200 & 300
3643
No
personnel
file
No 1st
Qualifica-tion
(Senior
Certificate)
No 2nd
Qualification
(Tertiary)
No 3rd
Qualification
350
270
0
515
393
363
600
124
1509
400
Total
PwC/Vutivi and LTS
1728
2528
24
124
2252
2361
3643
19
High Level Findings: Qualification Authentication
Finding
1
Findings of gap analysis
(Meeting minimum Legislative and Best
Practice Standards)
A total of 1868 (25%) qualifications are authentic.
Comply
2
3
4
5
6
124 (3%) employee personnel files could not be produced by the
Central Hub and there was no audit trail available to track
movement of the file.
242 (6%) Senior Certificates lacked sufficient information or the
copy quality resulted in difficulty to verify with the relevant
institution.
292 (6.2%) Tertiary Qualifications (1st Degree) lacked sufficient
information or the copy quality of the qualification resulted in
difficulty to verify authentication with the relevant institution.
24 (1%) had non related qualification on file. e.g.: finance
administrator had a diploma for beauty and health on file.
2252 (62%) of the employee personnel files had no proof of a
Senior Certificate on file.
PwC/Vutivi and LTS
Comply
Comply
Comply
Comply
Comply
Recommendation
•
Qualification verification should be part of a holistic
recruitment process.
•
The verification of qualifications of all new applicants should be
the norm, and integrated in relevant policies and procedure;
•
Standardisation and alignment of personnel record keeping
practices. Employee relations are governed by a variety of
legislation, including the Basic Conditions of Employment Act
and the Labour Relations Act;
•
The Basic Conditions of Employment Act No. 75 of 1997 states
that various documents relating to employees that should be
kept for future purposes.
•
Concerted efforts required to ensure that standardisation of
personnel record keeping practices is implemented within the
SABC.
•
Concerted efforts required to ensure that standardisation of
personnel record keeping practices is implemented within the
SABC.
•
Concerted efforts required to ensure that standardisation of
personnel record keeping practices is implemented within the
SABC.
•
Concerted efforts to be implemented to ensure that all
employee files are updated with certified copies of the
minimum required qualifications.
NonCompliance
NonCompliance
NonCompliance
NonCompliance
NonCompliance
NonCompliance
20
High Level Findings: Qualification Authentication
7
8
9
2361 (65%) of the employee personnel files had no proof of a
tertiary qualification on file.
24 (1%) fraudulent or non-compliant Senior Certificates and
Grade 10 Certificates.
Comply
Comply
Comply
10
Lack of information, outdated information on personnel files,
incorrectly filed information not aligned to best practice or
legislative requirements for record keeping.
PwC/Vutivi and LTS
Concerted efforts to be implemented to ensure that all
employee files are updated with certified copies of the
tertiary qualifications.
•
The SABC to implement corrective action and commence with
further investigations.
•
The SABC to implement corrective action and commence with
further investigations.
NonCompliance
NonCompliance
3 (0.0008%) fraudulent or non-compliant Tertiary Qualifications.
Comply
•
NonCompliance
NonCompliance
Concerted efforts required to standardise the record keeping
standards for the SABC. This needs to be aligned to legislative
requirements and best practice. The automation of record keeping
should be considered.
Employees’ files should have the following information (extracted
from best practice)
•Job description for the position;
•Job application and/or resume;
•Certified copies of qualifications;
•Offer of employment;
•SARS documentation;
•UIF documentation;
•Receipt or signed acknowledgment of employee handbook;
•Performance evaluations;
•Forms relating to employee benefits;
•Forms providing next of kin and emergency contacts;
•Records of attendance or completion of training programs;
•Warnings and/or other disciplinary actions;
•Employment contract, written agreement, receipt, or
acknowledgment between the employee and the employer;
•Documents relating to the employee's departure from the company.
21
High Level Findings:
Executive and Senior Management Competency
Based Assessments
PwC
22
High Level Findings: Executive and Senior Management Competency Based Assessments
High Level Findings Executive and Senior Management Competency and Integrity Assessments:
The following summary graph provides a concise and high level overview of the findings extracted from the respective results of the Competency and Integrity
assessments.
The assessment process was designed to assess the demands placed on the SABC’s Executives and Senior Management in strategic leadership roles within the
organisation. The results is alarming and indicate that the SABC’s Executive and Senior Management do not meet the minimum competency requirements.
Legend
Description
Does not
11% (7) demonstrated no evidence of the required
competency.
meet
Does not
meet +
Meets -
Meets
Meets +
Exceeds
PwC/Vutivi and LTS
36% (24) The results indicated major developmental needs:
the participants demonstrated very limited aspects of
competence; high risk factors identified which could inhibit
performance.
21% (14) The results indicated significant development
needs: participants demonstrated some aspects of
competence, but not consistently at the level required for an
executive level position; significant risk factors identified
which could inhibit performance.
17% (11) The results indicated minor development needs:
still some aspects which require enhancement for executive
level position, competency not demonstrated at a competent
level consistently across all exercises; minor risk factors
identified which could inhibit consistent performance.
12% (8) The results indicated that participants met the
competency requirements, demonstrates aspects relating to
enhanced requirements in some exercises.
3% (2) The results indicated that these participants
demonstrate significant areas of strength, exceed
competency requirements in all exercises; no risk factors
identified which could inhibit performance.
23
High Level Findings: Executive and Senior Management Competency Based Assessments
(cont..)
Finding
1
2
General findings:
The current SABC leadership landscape demonstrates
the following areas of Strengths:
•
Building strategic relationships;
•
Leading people;
•
Resilience;
•
Emotional intelligence;
•
Accepting responsibility;
•
Communication.
General findings:
The current SABC leadership landscape demonstrates
the following areas of development:
•
Strategic thinking;
•
Problem solving;
•
Financial management/business acumen;
•
Change management.
Findings of gap analysis
* (Exceed/Do not meet the minimum
requirements and standards)
Exceed
Recommendation
•
The strengths as mentioned can be leveraged to
develop accelerated training interventions to address
the developmental areas.
•
Implement a formal mentor and coaching programme
for Executives and Senior Managers;
We recommend that accelerated leadership
development should be one of the priority areas in the
SABC training strategy, with prioritised training
intervention.
Do not Meet
•
Exceed
Do not Meet
3
•
Findings: Cognitions and Managing Work
• 60% of the group did not meet the minimum
requirements for Strategic Thinking at an executive
level;
• 56% of the group were not able to demonstrate
adequate levels in solving problems and making
decisions;
• a further 15% only demonstrated marginal competence
in Strategic Thinking and Problem Solving;
• This suggests that the majority of the group applies a
reactive approach to solving problems (underdeveloped capacity to anticipate potential challenges),
are not likely to consider all possible alternatives (or
identify potential risks) or adequately consider long
term implications of decisions;
• Need to adhere to policies, systems and procedures,
rather than creating them as required in period of
change;
• 35% of the group did not consider the financial
information provided in the case study at all. 22%
looked at the finances, but only at a superficial level;
• 41% did not meet the competency requirements for
Change Management.
PwC/Vutivi and LTS
•
•
Exceed
Do not Meet
•
•
The under-developed cognitive skills of the group
present a challenge – particularly as the SABC enters a
period of significant change. The Senior Managers and
Executives will need to create new systems and
processes to guide decision-making. Executive
development should be one of the priority areas in the
SABC’s training strategy;
Concerted efforts are required for effective and
measurable performance metrics to be implemented
for the Senior Management and Executive Team, to
drive performance;
The culture at present appears to be reactive. The
lower levels of long term and consequential thinking
within the team means that there is insufficient focus
on anticipating possible problems and implementing
measures that will attempt to minimise possible risks.
There needs to be more emphasis on PROACTIVE
decision-making and long term planning, and holding
individuals accountable when this is not done within
their sphere of responsibility;
We recommend that intense, goal directed coaching
should run parallel to the above interventions;
The programme implemented should focus on
developing the following competencies:
•
Financial Management and Business Acumen;
•
Strategic Thinking and Long Term Planning in
a business environment;
•
Problem Solving and Analysis – including risk
identification and proactive decision-making;
•
Change Management;
•
Managing Performance;
•
Achieving results.
24
High Level Recommendations and Way Forward
PwC
26
Strategy & Leadership
High level recommended way forward
•
Structure
•
Align Strategy to mandate
•
Tactical Strategy to support DTT ramp up.
•
•
LONG TERM (18 -36 MONTHS)
MEDIUM TERM (6 – 18
MONTHS)
SHORT TERM (1 – 6 MONTHS)
• Balancing public broadcasting with
revenue generation
• On the job coaching for Leadership to
improve Leadership competency levels.
Leadership alignment to strategy, highperforming culture and new ways of
working.
• Defining what is core
• And non core implications of cosourcing and out-sourcing.
SABC JOURNEY
MAP
• Implement Ideal Macro Structure
Discuss , agree and approve organisation
design principles.
•
Develop implementation plan for
approved organisational structure.
•
Implement Interim Macro
Structure
• Training on processes
• Performance mngt
system,.
Workshop the Ideal and Interim Macro
Structure and approve.
•
Standardise, simplify, map,
RACI and strengthen
internal controls for high
value adding processes.
Implement effected
reward and
recognition
schemes to foster
skills transfer
within SABC
• All SABC employees to
align to the “one-SABCbrand” with in depth
understanding of the
SABC sub Cultures
• Manage non-performance
• Workshop and agree process priority areas
Process
• Standardise, simplify, map, RACI and
strengthen internal controls for pressure
points.
PwC
•
Establish a SABC Academy for the broadcasting
industry to build a talent pipeline.
• Define KPI’s to processes and link to
performance management system.
• Implement workforce
accountability towards process
and SABC values
• Moving from Strategy to execution
•
Define the SABC talent management strategy and
link to dual career pathing
• Define and embed SABC values to sustain a high
performing culture.
• Implement consequence management for not
living the SABC values.
Talent
Culture and Values
114
THANK YOU
PwC
28