Exploratory Discussion on Learning and Development

Parliamentary Portfolio Committee on Science and Technology

and CSIR Innovation Leadership and Learning

Academy (CiLLA)8th March 2005Mr Awie Vlok

Purpose todayTo brief the Portfolio Committee on the suite of Human Resource Development (HRD) programmes:To share how Human Resource

Development (HRD) is tackled within the CSIR as institution in the National System of Innovation

To use the above as springboard for Members to consider group- and personal development interests

Proposed processCSIR overview

Mandate Beyond 60 HRD planning

CiLLA overview Purpose, goals and indicators Portfolio of learning events

Committee HRD requirements and possibilities

CSIR Activities• The R&D core of the CSIR is focused

on knowledge generation and knowledge application

• Strategic research, contract R&D outcomes are delivered into both economic and social spheres

Celebrating 6 decades of science excellence in 2005, the CSIR is undergoing organisational transformation, focusing on a strengthened intellectual core, to ensure the ability to meet South Africa’s science and technology needs into the future.

Into the future

CSIR differentiation• Core of relevant science excellence• Multi-disciplinary and complex research• Innovation stimulation• Knowledge/Technology transfer• Future-focused• “Honest broker”• Iconic brand and reputation as national

asset

Current research areas in the national interest

• Water, Environment, Forestry• Materials and Manufacturing• Food, Bio/Chemicals• The Built Environment• Defense (Safety and security)• Mining

Strategic Research Facilities

• National Laser Centre• National Metrology Laboratory• CSIR Satellite Applications Centre• Information Society Technologies Centre• Sports Technology Centre• Crime Prevention Centre• Open Source Centre

SA player in international science &

research• Nerve Centre for Global Research Alliance

(GRA) comprising nine world-leading science organisations

• African regional focal point for World Association of Industrial and Technological Research Organizations (WAITRO)

• Working in 24 African countries• Alliances and working relationships with

leading multinational corporations

From Science Council Act-why we exist-

“The objects of the CSIR are, through directed and particularly MULTI-DISCIPLINARY RESEARCH and

technological INNOVATION, to foster, in the NATIONAL INTEREST and in fields

which in its opinion should receive preference, INDUSTRIAL AND SCIENTIFIC DEVELOPMENT, either by itself or IN CO-

OPERATION with principals from the private or public SECTORS, and thereby to contribute to the IMPROVEMENT OF THE QUALITY OF LIFE of the people of

the Republic…”

Sec 4: CSIR Functions, Powers & Duties(1) The functions of the CSIR shall be to achieve its objects with the

means at its disposal, and for the purposes of achieving those objects the CSIR may-

(a) undertake research in connection with-– the better utilization of the resources of the Republic, and the

improvement of the productive capacity of its population;– standardization in industry and commerce;

(b) utilize the technological expertise in its possession or make it available to any person;

(c) foster the training of its manpower;(d) publish information concerning its objects and functions, and

establish facilities for the collection and dissemination of information in connection with research;

(f) co-operate with State departments, societies, institutions and other persons that are nationally or internationally involved in research.

SA Competitiveness Position /60 Strengths areas (WCR.IMD 2004)

Low cost of industrial electricity 1

Investment in telecoms 1Low cost of living in cities 7Social responsibility 7Health, safety & environmental 8Management of Public Finance 10Management of shareholders value 11

Corporate governance 14

Banking and financial services 16

Quality road & air transportation 17

SA Competitiveness Position /60Problem areas (WCR.IMD 2004)

Unemployment in labour force 60Skilled labour availability/relevance 60HIV/Aids Infections/life expectancy 59Brain drain 58Adult illiteracy 57Labour regulations (restrictive) 56Lack of competent senior managers 54Alcohol & drug abuse 52Falling exports 51

Doctoral

Masters

Bachelors/Honours

Diploma

Non-degreeQualifications of CSIR staff

8%15%

25%15%

37%

Doctoral

Masters

Bachelors/Honours

Diploma

Non-degree

Doctoral

Masters

Bachelors/Honours

Diploma

Non-degree

8%15%

25%15%

37%

CSIR Annual Plan 2005/06Building and transforming

human capital

Strengthening the science and technology base

Performing relevant knowledge generating

research and technology transfer

Contributing to national

programme of development and fulfilling

mandate

Building and transforming

human capital

Strengthening the science and technology base

Performing relevant knowledge generating

research and technology transfer

Contributing to national

programme of development and fulfilling

mandate

‘Shaping the organisation that will serve South Africa’s science and technology needs beyond the CSIR’s 60th

birthday”

HRD Planning HRD in top three priorities for

2005/06 New Executive appointment CSIR Board approved HRD

investment priorities

HRD Review in Progress Pipeline management Transformation and diversity management Bursars, interns, access, secondments placement Induction Training and career development planning Technical HRD(formal studies; qualification outcomes) Special training interventions/opportunities

non-routine/high need for customisation some bursary programmes, in-service training,

internships, learnerships, post-doctoral exchanges/programmes, sabbaticals and possible “job-sharing” with other institutions

HRD Learning outcomes design and sourcing Knowledge dissemination and transfer

Learnership Example

-CiLLA role in CSIR

-Learning portfolio

-Operating principles

-KRAs -Customers feedback

-Way forward

CSIR Innovation Leadership & Learning Academy (CiLLA)

CiLLA Purpose & GoalsTo create and manage customised platforms for learning and knowledge sharing in support of CSIR Strategy so that people remain equipped with the knowledge, attitudes and skills for success in the CSIRGoals:

• Provide needs/strategy based quality learning solutions in a relevant and comprehensive portfolio

• Ensure strategic fit of knowledge and learning practices with CSIR mandate and ethos

• Lead the effort to build CSIR capacity for superior research and innovation

• Facilitate identification and elimination of barriers to human potential development

• Network with value adding players, internally and externally

Summary Indicators 2004/05

• Eight evolving learning events clusters (regular short courses and on-demand packages) spanning the Research &Innovation value chain

• Above 80% ratings for relevance, quality and presenter profiles.

• Of all Work Flow transactions for short courses in the above clusters, 96% were channelled to CiLLA

• Growth above 20% per year for the past four years• Supported by all Operating Units & Corporate• Delegates representative of CSIR Hay levels• Delegates profile supports CSIR transformation

objectives ito gender and race• Over 50 associates

Operating Principles Virtual organisation around core team Evolving curriculum in support of

strategic objectives Promotion of alignment, common

language and best practices across the CSIR

Integrated holistic development approach

ESPRIT values Economies of scale

Basket of Measures

Relevant, evolving curriculum Quality learning; Event ratings Reach; Operating Units Key Result Areas (KRA’s) and

projects Financial targets

Learning Portfolio ClustersManagement &

leadership Science & Techno-logy Excellence

Strategic Management Of Innovation

Personal develop-ment & efficiency

ProjectManagement

Marketing & Busi-ness Development

FinancialManagement

MentorshipExcellence

Technical Domain Expertise and Skills

CiLLA Evaluations 01/04/2003 - Present

Attendance History per BU as at 31/03/04

050

100150200250300350400450500550600650700750800850

1999

/00

2000

/01

2001

/02

2002

/03

2003

/04

Transportek

Miningtek

M&Mtek

Internal Services

iComtek

Environmentek

Defencetek

Corporate

Boutek

Bio/Chemtek

KRAs and IndicatorsKRA Measures1.Learning & Development(70%)

Comprehensive Portfolio Quality events CSIR reach Impact of learning Financial

2.KnowledgeManagement-Debriefing (10%)

Debriefings produced Debriefing server Debriefing promotion

3.External Profiling (5%)

CSIR in Business educ CSIR likes

4.House-keeping (15%)

SAQA Associates/contractors

0

100

200

300

400

500

600

700

800

900

1000

1999/00 2000/01 2001/02 2002/03 2003/04 2004/05FC

CiLLA Attendance: Courses

CiLLA Attendance HistoryBU Percentages

0%

20%

40%

60%

80%

100%

1999/00 2000/01 2001/02 2002/03 2003/04

Transportek

Miningtek

M&Mtek

Internal Services

iComtek

Environmentek

Defencetek

Corporate

Boutek

Bio/Chemtek

CiLLA Attendance 2003/04:HAY

0

200

400

600

800

1000

1200

1 51 101 151 201 251 301 351 401 451 501 551 601 651 701 751 801 851 901

Attendees

Hay

leve

ls

Series1

4%10%

43%

43% ColouredAsianBlackWhite

CiLLA Attendance 2004/Ytd Race

43%

57%MaleFemale

CiLLA Attendance 2004/05

Owned by senior leadership Alignment with CSIR strategy Value adding learning solutions Adequate resourcing Niche focus Learner satisfaction & performance Quality & satisfaction of presenters Service quality Quality stakeholder relationships

Critical Success Factors

Learning Design Principles CSIR ethos Knowledge worker relevance Learning content on par with

external providers Exclusive participation, allowing

for confidential deliberation Experiential adult learning Sharing practices & knowledge in

quality learning space Web supplemented learning Learning to learn and unlearn

CiLLA Core ProcessPerformance gap

Strategic

Customer request

Need Event design

Business model

Conventional D

evelopment

1.Identify presenter(s)2.Course description3.Distribute to reviewers4.Consolidate review feedback5.Set preliminary dates6.Write detail material7.Distribute to reviewers8.Consolidate review feedback9.Finalise dates10.Revise detail material11.Edit and lay-out final draft12.Approve final draft13.Package/print presentation14. Pilot with selected group15.Refine material16.Alternative presenters

Fast trackDevelopment

Seminar withRepresentative

group

Outsourcepackaging

Replication package for main stream

Review

Innovation requirement

Knowledge Fusion workshops

Global Research Alliance Transportation Digital Futures Champions Indigenous Knowledge- Health

First SA International Workshop on Sensor Web Enablement –

Satellite Applications Centre

Technology

Know-ledge

Known/Tacit

Known/Explicit

Knowable

Unknown

Base Key Pacing

Paradigm barriers

CSIR = Knowledge & Technology

Knowledge application

Knowledge creation

CiLLA Plan 2005/061. CSIR HRD: Provide relevant training and development

portfolio to the CSIR to equip staff with the knowledge, attitudes and skills to fulfil their roles in the context of the CSIR Mandate and B60

2. Strengthening the S&T base by establishing young researchers development programme

3. Expand the mentorship programme to include S&T excellence

4. Knowledge creation and application: Support the innovation value chain of the CSIR through capturing, dissemination and access mechanisms

5. Organisational transformation: Contribute to the successful deployment of projects and task teams across the CSIR functional portfolio

In conclusion HRD a key priority for CSIR, 2005/06

and beyond 90%+ of CiLLA current capacity

devoted to internal audience in value add roles as determined by internal stakeholders

External requests/opportunities growing and CiLLA future role being investigated by Beyond 60

Next: Your group and personal learning and development