Standard Bank Centre for AgriBusiness
Development and Leadership
TALENT
DEVELOPMENT:
A MAJOR DRIVER
IN GROWTH
AND
DEVELOPMENT IN
AGRIBUSINESS
Johan van Rooyen
TALENT - THE TOPIC OF THE DAY
“PEOPLE ARE TRAINED TODAY FOR
CAREERS THAT DOES NOT EXIST
YET” (JR)
• SA ACADAMY OF SCIENCE STUDY
• TEAM AFRICA PROJECT
• PMA ACADEMY/ CAREERS FAIRS
HOT TOPIC OF THE DAY: TALENT TO
DRIVE THE CHALLENGE TO “FEED THE
WORLD”
THE TOPIC OF THE DAY
THE TOPIC OF THE DAY
“PEOPLE ARE TRAINED TODAY FOR
CAREERS THAT DOES NOT EXIST
YET” (JR)
• SA ACADAMY OF SCIENCE STUDY
• TEAM AFRICA PROJECT
• PMA ACADEMY/ CAREERS FAIRS
HOT TOPIC OF THE DAY: TALENT TO
DRIVE THE CHALLENGE TO “FEED THE
WORLD”
1. THE STANDARD BANK
CENTRE FOR
AGRIBUSINESS DEVELOPMENT
AND
LEADERSHIP at SU
Agricultural Transformation:
* A major challenge for
South Africa and Africa :
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Land reform
Commercialization
Sustainable rural development
Jobs
Food security
* Agribusiness – the key
(WB, AU, OECD, FAO, NDP…)
ACTIVATING THE AGRIBUSINESS LINK :
Stellenbosch University, the Standard Bank of South Africa:
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“meeting of minds” lead to the establishment of the
“Standard Bank Centre for Agribusiness Development
& Leadership” in 2010;
jointly funded by The Standard Bank and Stellenbosch
University.
Supported by AgBiz, PwC
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Flag ship project of the US Hope Project
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The Standard Bank funding was extended in 2013
until 2016.
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THANK YOU STANDARD BANK!!!
THANK YOU STANDARD BANK!
IN PRACTICAL TERMS - FROM THIS
TO THIS :
The Standard Bank Centre for
Agribusiness Development & Leadership
* a “FLAGSHIP INITIATIVE” of STELLENBOSCH UNIVERSITY:
The Centre is positioned as a high profile initiative, manifesting the
University’s intention to be a trustworthy and innovative knowledge partner in
today’s agricultural development future and transformation challenges.
• Mission of the Centre:
“Foster sustainable agribusiness transformation through
the generation and transfer of knowledge and the
development of capacity directed at leadership and
mentorship”
CORE FOCUS AND CLIENTS:
•Development agencies to manage, mentor
and
guide new farmers and agbusinesses to be:
- settled productively on farming land under the land
reform programme; and to be
- successfully integrated in to the agri-value chain
* Agribusiness executives responsible for
development initiatives and agri-mentors/coaches
* Agri-Leaders - current and future- to influence
matters related to agri-transformation and
development
Strategic partners
- Standard Bank of SA & Stellenbosch Universityfunding/ strategic direction
- PricewaterhouseCoopers – training support
- The Agribusiness Chamber of South Africa
( 70+ of the major agribusinesses operating in SA)
– case studies, advice
- Government agencies – contracts, advice
- Agri-commodity groupings- grain, fruit, dairy,
wine,… contracts, advice, partnerships
- International agencies and universities.
Centre Programmes
THE ACADEMIC PROGRAMME:
• Post graduate training and research – PhD &
Master( M. AGRIC.) - 33 bursaries since 2010
• Course work and case studies in:
Ag Economics; Ag Business;
Agricultural development project
planning, appraisal and evaluation;
Agricultural and rural policy analysis.
• Scientific articles, books & chapters in books,
reports, papers, etc – already a well established
entity - local & global.
CASE STUDY EXPOSURE!
OUTREACH PROGRAMMES
1. MENTORSHIP/LEADERSHIP DEVELOPMENT:
This programme, implemented in collaboration with PricewaterhouseCoopers,
focuses on:
* accredited short course training in executive leadership & mentorship
development, business counseling & coaching;
* advisory support services for the planning and design of mentorship and
coaching, support with the selection of candidates, and the monitoring and
evaluation of mentorship programmes;
* workshops, laboratories, case studies, round tables, conferences and
seminars to promote an interactive learning environment;
* the maintenance of a data base.
Agri-Mentorship Short Course
Programme
Strategic Leadership,
Business,Ethics
Mentorship/ Coaching
Change Management
Conflict Management,Negotiation,Teamwork Problem-Solving
Enterprise
Development
& Business
Planning
Governance
Relevant Agriculture legislation
Project
Management
Finance for Non
Financial
Managers
Transformation issues and policies
TRAINING PROGRAMME
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Modules:
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1.Strategic Management & Leadership:
Apply leadership concepts in a work context;
Analyse leadership and related theories in a work context
Assist with the organisation and management of extension and development
2.Teams & Teamwork:
Build teams to achieve goals and objectives;
Lead and manage teams;
Apply the theories, principles techniques and tools of group dynamics to
extension in a simple
group setting
3.Mentorship & Coaching:
Provide coaching to personnel within a Contact Centre;
Apply ‘best practice’, mentoring, training and accountability in extension;
4.Change Management:
Apply the principles of Change Management in the workplace;
Facilitate behaviour change and innovation in extension
5.Project Management:
Explain fundamentals of project management1;
Design, implement, integrate and manage extension/development projects and
programmes
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TRAINING PROGRAMME
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6.Problem Solving:
Apply problem solving strategies;
Demonstrate an ability to apply the principles of problem identification, analysis
and decision-making within a work context;
7.Conflict Management & Negotiation Skills:
Design and implement plans to deal with conflict situations ;
8.Time & Stress Management:
Apply efficient time management to the work of a department/division/section;
Demonstrate stress management techniques as a self-help tool
Prioritise time and work for self and team
9.Finance for Non-Financial Managers:
Recognise, measure, classify and record financial and non-financial data;
10.Agribusiness governance:
Apply the principles of corporate governance and ethics ;
Analyse compliance to legal requirements and recommend corrective actions;
Indentify and interpret related legislation and its impact on the team, department
or division and ensure compliance;
11.Enterprise development and Business Planning
2. LEADERSHIP LABORATORY
• IMBIZO programme invite agri-leaders in own right to “think
tank” on HOT TOPICS (14 to date) in AGRICULTURE:
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LAND REFORM ISSUES (3X);
WORK CREATION (2X);
UNITY IN SA AGRICULTURE (3X) - AUFSA;
WATER & AGRICULTURE;
4 YOUTH LEADERSHIP LABS – PROMINENT FACILITATORS;
THE FUTURE OF BLACK COMMERCIAL FARMERS.
SIGNIFICANT INPUTS IN TO NATIONAL
DEVELOPMENT COUNCIL AND NDP – CHAPTER 6
IMBIZO’S to follow:
Land Reform Pilot Project, Food Security, Talent & Training, Rural
Development, the Africa Agriculture Connection, Competitiveness,
Commercial Farming, Support to New/Emerging Farmers
Commercial agric
meeting the Governing party
OUTREACH PROGRAMMES
3. NEW:BUSINESS DEVELOPMENT
SUPPORT SHORT COURSE +
INCUBATOR SUPPORT: US,
Standard Bank and PwC
4. African Leadership Programme
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African Fellowship Trust, Royal Agricultural
University ,UK and SA Agri-business partnerships
21 Master level Africans in SA for
AGBUSINESS PLACEMENTS and over three
years. – future networks
ROYAL AGRIC UNIV UK PARTNERSHIP
ALP - AGBIZ EXPOSURE
2. APPROACH TO TALENT
DEVELOPMENT: CREATING A
LEARNING ENVIRONMENT
AGRIMASS STUDY( ABC/SANTAM/SB):
TOP 10 DRIVERS OF AGBUSINESS
TOP 5 SHAPERs OF FUTURE
AGBUSINESS SYSTEMS
SHAPING THE AGBUSINESS ENVIRONMENT
FUTURE AGBUSINESS STRATEGIES
FUTURE AGBUSINESS STRATEGIES:
FUTURE TALENT NEEDS:
THE AGRIMASS STUDY:
AGRIMASS – 2000 vs. 2012
Top overall ranking of aptitude and
skills sets in two AGRIMASS surveys
(2000 & 2012) are exactly the same:
1. Personal management qualities
2. Communication Skills
3. Business strategy and Economic
Skills
4. Quantitative, and Info Management
5. Technical Skills
6. Employment, Work, and General
Experience
TOP INTERPERSONAL SKILLS
FRESH PRODUCE MARKET AGENTS
(PMA ) ACADEMY STUDY:
Objectives:
• Establishing the available pre- and post-graduate
courses at universities and colleges relating to
horticulture and post-harvest technology;
• Determine the number of jobs to be filled and the
skills and training needed, across the fresh
produce supply chain;
• Document the number of internship and bursaries
currently provided across the fresh produce
supply chain.
Q 1.CRITICAL AND DIFFICULT SKILLS:
Q 2: HOW TO IMPROVE SKILLS BASE:
Q 3: COMBINED SKILLS SETS REQUIRED:
Q 4: VALUE OF OPERATIONAL EXPOSURE?
Q 5: USE OF FINANCIAL SUPPORT:
Q 6: USE OF INTERNSHIPS?
Q 7: INDUSTRIAL PLACEMENTS?
3. TOWARDS THE FUTURE:
• Focus on succession & soft skills requirements:
Interpersonal and communication skills
development – HOW? Short Courses; team work.
• Note future change drivers:
Long term relationships, - new risk management.
Understand consumer behavior.
Information sharing with supply chain/networks.
Multinational/ global food wholesalers/retailers.
Science and Technology.
• Food Business System Shapers
Uncertainty and volatility.
Increasing urbanization.
Trade policy.
Changing technology.
Rising income in emerging/new markets.
3. TOWARDS THE FUTURE:
• Qualifications:
Focus on Science Based first/second degrees, then
combined skill sets
• Practical experience
Discussions with industry and universities
Challenges and constraints
• Internships
Practical experience
Accommodation
Administration
• Combined skill sets
Second degrees & discussions with tertiary education
institutions about changes to existing programs – AGBIZ
training
3. TOWARDS THE FUTURE:
Promote active industry involvement
with academic “SILOS”:
• Make them offers they can not
refuse!
• Directed bursaries/scholarships;
• Internships/industry placements;
• Science based – MBA options;
• Young professional programmes
THANK YOU