Transforming Human Resources Management in the Public Sector

1. Transforming Human Resources Management in the Public Sector Corporate Universities and its Strategic Role in an Organisation

2. Agenda • Movement to a global knowledge society • Definition of a corporate university • Key features • Comparison between a corporate university, the traditional training department and universities • Business case for having a corporate university • Twelve success factors • Competency model • Five important concepts to consider • The future • The SARB College

3. Heard of these before….? • Motorola University • Disney Institute • Federal Express Quality University • SARB College • Oracle University • Dell University • FORDSTAR (Ford Motor Company) • Old Mutual Academy • Rand Merchant Bank Academy • SARS Academy

4. Disney InstituteOrlando, USA

5. Movement towards a global knowledge society • Information and competence become the driving forces of social and economic development • Become a learning organisation to be able to learn quicker than the rate of change • Get in front of the skills gap – understand your organisation’s strategic direction, identify core competencies to reach it, determine the skills gaps, fill the gaps, measure results and communicate it ….

6. Definition of a corporate university A strategic learning/teaching entity in an organisation, which aims to establish, enhance and renew and organisation's core competencies, allowing the organisation to respond successfully to changing business challenges - Prof Theo Veldsman – University of Johannesburg

7. Key features of a corporate university • Focusing pro-actively on real time business needs • Learning is merged with the business • More broadly & strategically focused than the traditional training function • Facilitates organisational wide change • Blended learning solutions often used • Governing Council or Board • Strategic alliances with traditional universities

8. Comparison between a corporate university, traditional training and universities

9. Business case for setting up a corporate university Life-long learning which aims to build, renew and sustain amongst all stakeholders the five “Cs” crucial for sustainable business success: Context: What is the business of the organisation & where is it heading? Citizenship: What does the organisation stand for & believe in? Competencies: What are the core competencies required to create & deliver value to stakeholders? Collaboration: How do we work together? Commitment: How do we demonstrate being the employer of choice of employees of choice?

10. Twelve success factors for a corporate university 1. Clarify role and strategy - Bring change - New strategies - Sustain successful culture 2. Always have a champion - To support and communicate your strategy 3. Establish proper governance - Governing council or board

11. Twelve success factors for a corporate university continued 4. Align with business needs - Identify core competencies of your organisation 5. Address performance improvement - Focus on the end result 6. Pursue a variety of learning-transfer strategies - Blended learning including e-learning platforms 7. Develop partnerships with key executives - Involve them in the learning/teaching 8. Stay relevant to your customer - “Just in time,” “just enough” and “just for me”

12. Twelve success factors for a corporate university continued 9. Manage as a business - Operate within budget - Manage vendor and customer relationships 10. Demonstrate value - Use qualitative & quantitative date 11. Involve subject matter experts in the learning cycle - Active role (facilitators, curriculum design etc.) 12. Market your corporate university

13. Focus areas to consider for your corporate university Strategic competencies required for policy formulation (focusing on current & future business) Operational competencies required for work outputs (occupational groups or job families) Industry-type competencies (e.g. banking, finance, government, human resources) Academic competencies (e.g. university type competencies – degrees, etc.)

14. Five important concepts to consider 1. Learning is perceived to be a process in the organisation - Intertwined with every other business process - Learning and development can take place anywhere any time - Could be virtual or largely so - Technology and e-learning could be considered

15. Five important concepts to consider - continued 2. Strategy and or a good strategic foundation - Understand the compelling reason for change (e.g. staff retention) - It must be deliberate and planned - Clear purpose and solid foundation of what you want to achieve - Learning is seen as a business process and business practice - It should be difficult to determine where the corporate university starts and stops because it is fully integrated with your company’s business cycle

16. Five important concepts to consider - continued 3. Must be results driven -Understand the expectations of your senior leadership - Solid approach to evaluation and a system/ formula to show how it adds value - Use both quantitative and qualitative data to ensure a robust approach to evaluation of learning

17. Five important concepts to consider - continued 4. Continuity involved in learning - It is important to develop an individual through his or her tenure in your organisation so that it is a continuous process - As long as the people are employed in your organisation they should be kept employable and helped to keep up with the pace of change

18. Five important concepts to consider - continued 5. Availability of learning for the entire work force - Don’t focus on one segment of the population in your organisation (e.g. just for the leadership/executives) - It should support talent management and succession planning, especially given the fact that the loyalty to the company is not what it used to be! - The initial or primary target must be the employed population and when the corporate university is really good it can be extended to the rest of the value chain, i.e. other organisations in the public sector

19. The future of corporate universities • Increased demand for learning “leadership” inside organisations • The Chief Learning Officer (CLO) position is becoming a chief level position in organisations • An increase in the use of technology in learning (e.g. I-Pods for “mobile learning”) • Learning management systems to do solid tracking of learning • Use of competency models - It gives a much tighter framework if learning is based on a competency model connected to the business itself

20. The future of corporate universities - continued • To be “strategic” you must be able to demonstrate (measure) how you add value to the organisation • “Run training as a business” replaced by “running training for the business” • Involve senior leadership in the learning process • Develop innovative partnerships with institutions of higher learning (e.g. universities & business schools)

21. Partnerships with institutions of higher learning Specific Subject matter experts/ consultants Corporate university Common focus area Content Traditional university Blended learning solutions General Access Physical Virtual

22. South African Reserve Bank College

23. South African Reserve Bank College • Department of the Reserve Bank (not part of the Human Resources Department) • Full-time facilitators & administrative staff (11) • Guest facilitators (Head Office, universities and expert consultants) • Curriculum design committees • Governing Council (Board) • Manage the Cadet Graduate Programme • Formal alliances with UNISA and the Institute of Bankers in SA

24. Contact details: Website: www./reservebank.co.za (go to SARB College link) E-mail: Wim.Brits@resbank.co.za Office: +27 12 548-8000/01/02 Fax: +27 12 548-1045

25. Change …