EDUCATION & TRAINING IN THE AGRICULTURE-SECTOR: THE NEED FOR LEARNING BY NATIONAL TRAINING INSTITUTE...

EDUCATION & TRAINING IN EDUCATION & TRAINING IN THE AGRICULTURE-SECTOR:THE AGRICULTURE-SECTOR:

THE NEED FOR LEARNINGTHE NEED FOR LEARNING

BY BY NATIONAL TRAINING INSTITUTENATIONAL TRAINING INSTITUTE

16 SEPTEMBER 201016 SEPTEMBER 2010

AGENDAAGENDA

IntroductionIntroduction Training vs. LearningTraining vs. Learning Research ResultsResearch Results How does Learning work? How does Learning work? ChallengesChallenges Conclusion & RecommendationsConclusion & Recommendations

INTRODUCTIONINTRODUCTION

AgriSETA asked us to conduct research on AgriSETA asked us to conduct research on the following the following two (2)two (2) issues: issues:

1.1. The The impactimpact made by made by learnership traininglearnership training over the last five (5) yearsover the last five (5) years

2.2. The The impactimpact made by made by integrated learningintegrated learning (i.e. OD, management development, (i.e. OD, management development, supervisory training and skills development) supervisory training and skills development) over the last thirty (30) yearsover the last thirty (30) years

This assignment of AgriSETA gave us the This assignment of AgriSETA gave us the fantastic opportunity to document the work fantastic opportunity to document the work that we have been doing in the agricultural that we have been doing in the agricultural sector and we are eager to share it with yousector and we are eager to share it with you

INTRODUCTIONINTRODUCTION

NTI established in 1981NTI established in 1981 Work extensively in primary – and secondary Work extensively in primary – and secondary

agriculture sectorsagriculture sectors We utilise the principles, concepts, etc. of We utilise the principles, concepts, etc. of

Best Leadership and Management Practices Best Leadership and Management Practices (Management Sciences)(Management Sciences)

Best Leadership and Management Principles, Best Leadership and Management Principles, concepts, etc. form the foundation of our concepts, etc. form the foundation of our Research (and application)Research (and application)

TRAINING vs. LEARNINGTRAINING vs. LEARNING

We distinguish between training and learning We distinguish between training and learning

TRAININGTRAINING

(i.e. Isolated Training – (i.e. Isolated Training – usually on one level)usually on one level)

LEARNING LEARNING

(i.e. Integrated (i.e. Integrated Learning on all levels)Learning on all levels)

Commodity basedCommodity based Solution drivenSolution driven

Generic in natureGeneric in nature Task & industry specificTask & industry specific

Short term resultsShort term results Long term resultsLong term results

Provider drivenProvider driven Learner/Needs drivenLearner/Needs driven

Etc.Etc. Etc.Etc.

TRAINING vs. LEARNINGTRAINING vs. LEARNING

Trainees participating in isolated Trainees participating in isolated training does not experience growth. training does not experience growth.

In general they become frustrated.In general they become frustrated.

RESEARCH RESULTSRESEARCH RESULTS

Our research findings proof, amongst other, the following:Our research findings proof, amongst other, the following:

A. Isolated Training (Traditional Training):A. Isolated Training (Traditional Training):

• Employers etc. see limited if any improvement in the Employers etc. see limited if any improvement in the performance of people who attend performance of people who attend ‘isolated’‘isolated’ once-off once-off training programmestraining programmes

• Isolated training courses only equip people to perform at Isolated training courses only equip people to perform at a a minimumminimum expected performance level (not more) expected performance level (not more)

• People who participate in ‘isolated’ training programmes People who participate in ‘isolated’ training programmes will not necessarily accept more responsibilitywill not necessarily accept more responsibility

• Money invested in isolated training programmes does Money invested in isolated training programmes does not yield results expected (not yield results expected (poor investmentpoor investment))

RESEARCH RESULTSRESEARCH RESULTS

Our research findings proof, amongst other, the following:Our research findings proof, amongst other, the following:

A. Isolated Training (Traditional Training):A. Isolated Training (Traditional Training):

• Some employers are prepared to do training because Some employers are prepared to do training because it is it is ‘free’‘free’

• These employers do not take training seriously; the These employers do not take training seriously; the free training is mainly abused to boost their free training is mainly abused to boost their BEE BEE scorecardscorecard

• One traditional training course followed by another One traditional training course followed by another does not mean learning is taking placedoes not mean learning is taking place

• Integrated learning is 360° opposite of traditional Integrated learning is 360° opposite of traditional trainingtraining

RESEARCH RESULTSRESEARCH RESULTS(Hard evidence to proof)(Hard evidence to proof)

B. Integrated Learning:B. Integrated Learning:Organisations and people involved in an integrated Learning Organisations and people involved in an integrated Learning

process experience, amongst other, the following:process experience, amongst other, the following:

• Growth in confidence of peopleGrowth in confidence of people• Upward mobility (Three or four levels)Upward mobility (Three or four levels)• Job securityJob security• Sense of self worthSense of self worth• Leadership positions in the communityLeadership positions in the community• Sustainable BEESustainable BEE

PEOPLE




• Dramatic productivity improvementDramatic productivity improvement• Effective utilisation of capacityEffective utilisation of capacity• Ability to meet ever increasing quality Ability to meet ever increasing quality regulations from overseas marketsregulations from overseas markets• Flexibility and ability to adapt to the ever Flexibility and ability to adapt to the ever changing requests of markets & customerschanging requests of markets & customers• Ability to compete successfully on the Ability to compete successfully on the overseas market (cost effectiveness)overseas market (cost effectiveness)

ORGANISATION




• Generating foreign exchangeGenerating foreign exchange• Job creation (cost effective)Job creation (cost effective)• Creating infrastructure in Rural areasCreating infrastructure in Rural areas• Social upliftmentSocial upliftment

OTHER

HOW DOES LEARNING WORK? (a)HOW DOES LEARNING WORK? (a)

Top ManagementTop Management

Senior ManagementSenior Management

Middle Middle ManagementManagement

Line ManagementLine Management

Supervisor LevelSupervisor Level

Team Leader LevelTeam Leader Level

Labour LevelLabour Level

??

??

??

??

??

HOW DOES LEARNING WORK? (b)HOW DOES LEARNING WORK? (b)



Middle ManagementMiddle Management





??

??

??

??

HOW DOES LEARNING WORK? (c)HOW DOES LEARNING WORK? (c)








??

??

??

HOW DOES LEARNING WORK? (d)HOW DOES LEARNING WORK? (d)

A person or level will only grow or improve if the A person or level will only grow or improve if the level or people above him grows or develop level or people above him grows or develop WHY…? HOW…?WHY…? HOW…?

Job outputs need to become progressively more Job outputs need to become progressively more challenging challenging WHY…? HOW…?WHY…? HOW…?

People grow (and add value) if they are challenged People grow (and add value) if they are challenged and are ‘allowed’ to take more ownership and and are ‘allowed’ to take more ownership and responsibility responsibility WHY…? HOW…?WHY…? HOW…?

The organisation only grow or improve if people, The organisation only grow or improve if people, systems and processes develop systems and processes develop WHY…? HOW…?WHY…? HOW…?

Organisation and people grow as a result of Organisation and people grow as a result of Learning – not training only Learning – not training only WHY…? HOW…?WHY…? HOW…?

HOW DOES LEARNING WORK? (e)HOW DOES LEARNING WORK? (e)

People need to acquire the knowledge, skills and People need to acquire the knowledge, skills and confidence to be able to accept more confidence to be able to accept more responsibility and add more value responsibility and add more value

WHY…? HOW…?WHY…? HOW…?

The “way” in which a person or learner is The “way” in which a person or learner is managed (led) will determine how effective the managed (led) will determine how effective the person will become (more than his knowledge or person will become (more than his knowledge or skills) skills)


HOW DOES LEARNING WORK? (f)HOW DOES LEARNING WORK? (f)









Senior Senior ManagementManagement

Middle Middle ManagementManagement





ORGANISATION & PEOPLE GROW

ORGANISATION & PEOPLE ADAPT

HOW DOES LEARNING WORK? (g)HOW DOES LEARNING WORK? (g) Effective learning, i.e.Effective learning, i.e. assisting employees to assisting employees to

perform their job/task more effectively, leads perform their job/task more effectively, leads to, amongst other, the following results:to, amongst other, the following results:

DASHBOARDDASHBOARD

MechanicsMechanics DynamicsDynamics

Higher RevenueHigher Revenue Increased Job SecurityIncreased Job Security

Better ProductivityBetter Productivity Upward MobilityUpward Mobility

Optimum Capacity UtilisationOptimum Capacity Utilisation BEEBEE

Reduced Operating CostsReduced Operating Costs Social UpliftmentSocial Upliftment

Improved Quality ProductImproved Quality Product Higher EarningsHigher Earnings

HOW DOES LEARNING WORK? (h)HOW DOES LEARNING WORK? (h)

The development strategy The development strategy

(process of continuous improvement) has to (process of continuous improvement) has to deal with both the deal with both the

MECHANICS and DYNAMICS of the MECHANICS and DYNAMICS of the organisation, i.e. hard – and software organisation, i.e. hard – and software

(Balanced Scorecard) (Balanced Scorecard)


CHALLENGESCHALLENGES

Service ProvidersService Providers• Limited understanding of how Limited understanding of how both both mechanics mechanics

and dynamics of organisation functionand dynamics of organisation function• Limited understanding of learning organisationsLimited understanding of learning organisations - What it entails and- What it entails and - How to facilitate in or towards it- How to facilitate in or towards it

SETAsSETAs• Funding models encouraging isolated training Funding models encouraging isolated training

rather than learningrather than learning

Free TrainingFree Training• Service providers who Service providers who sell ‘free training’sell ‘free training’

CONCLUSION & RECOMMENDATIONSCONCLUSION & RECOMMENDATIONS

We have hard evidence to support the We have hard evidence to support the following:following:

We need to We need to ‘rethink’‘rethink’ the funding model currently the funding model currently utilised by SETAsutilised by SETAs

(Funds not effectively utilised in (Funds not effectively utilised in mostmost cases) cases)

Fund Fund integrated learningintegrated learning not training courses not training courses

Develop Develop service providers’service providers’ capacity to create and capacity to create and maintain integrated learningmaintain integrated learning

Develop service providers’ understanding of the Develop service providers’ understanding of the mechanicsmechanics and and dynamicsdynamics of an organisation of an organisation

CONCLUSION & RECOMMENDATIONSCONCLUSION & RECOMMENDATIONS

We have hard evidence to support the We have hard evidence to support the following:following:

Support and fund learning processes when and if:Support and fund learning processes when and if:

Organisations also invest an agreed % of own Organisations also invest an agreed % of own funds/budget in learning at funds/budget in learning at middlemiddle and and seniorsenior management levelsmanagement levels

Organisations can proof that learning process is Organisations can proof that learning process is integratedintegrated

Organisations can proof that learning is Organisations can proof that learning is needsneeds based and serve the best interest of based and serve the best interest of all the all the stakeholdersstakeholders

CONTACT DETAILSCONTACT DETAILS

Loudie GroenewaldLoudie [email protected]@ntitraining.co.za

Cell: 083 458 2400Cell: 083 458 2400Tel: 021 930 9031Tel: 021 930 9031Fax: 021 930 9035Fax: 021 930 9035

Nicholaas SingletonNicholaas [email protected]@ntitraining.co.zaCell: 072 770 6950Cell: 072 770 6950Tel: 021 930 9031Tel: 021 930 9031Fax: 021 930 9035Fax: 021 930 9035

EDUCATION & TRAINING IN THE AGRICULTURE-SECTOR: THE NEED FOR LEARNING BY NATIONAL TRAINING INSTITUTE...

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