Exploratory Discussion on Learning and Development

1
Exploratory Discussion on Learning and
Development

• Parliamentary Portfolio Committee on Science and
  Technology
• and
• CSIR Innovation Leadership and Learning Academy
  (CiLLA)
• 8th March 2005
• Mr Awie Vlok

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Purpose today

• To 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

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Proposed process

• CSIR overview
• Mandate
• Beyond 60
• HRD planning
• CiLLA overview
• Purpose, goals and indicators
• Portfolio of learning events
• Committee HRD requirements and possibilities

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CSIR Activities

• The RD core of the CSIR is focused on knowledge
  generation and knowledge application
• Strategic research, contract RD outcomes are
  delivered into both economic and social spheres

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Into the future
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 Africas science and technology needs into
the future.
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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

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Current research areas in the national interest

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

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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

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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

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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

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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.

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SA Competitiveness Position /60 Strengths areas
(WCR.IMD 2004)
Low cost of industrial electricity 1
Investment in telecoms 1
Low cost of living in cities 7
Social responsibility 7
Health, safety environmental 8
Management of Public Finance 10
Management of shareholders value 11
Corporate governance 14
Banking and financial services 16
Quality road air transportation 17
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SA Competitiveness Position /60Problem areas
(WCR.IMD 2004)
Unemployment in labour force 60
Skilled labour availability/relevance 60
HIV/Aids Infections/life expectancy 59
Brain drain 58
Adult illiteracy 57
Labour regulations (restrictive) 56
Lack of competent senior managers 54
Alcohol drug abuse 52
Falling exports 51
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8
15
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25
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Doctoral
Doctoral
Masters
Masters
Bachelors/
Honours
Bachelors/
Honours
Diploma
Diploma
Non
-
degree
Non
-
degree
Qualifications of CSIR staff
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CSIR Annual Plan 2005/06
Shaping the organisation that will serve South
Africas science and technology needs beyond the
CSIRs 60th birthday
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HRD Planning

• HRD in top three priorities for 2005/06
• New Executive appointment
• CSIR Board approved HRD investment priorities

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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

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Learnership Example
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CSIR Innovation Leadership Learning Academy
(CiLLA)
-CiLLA role in CSIR -Learning portfolio
-Operating principles -KRAs
-Customers feedback -Way forward

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CiLLA Purpose Goals

• To 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 CSIR
• Goals
• 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

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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

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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

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Basket of Measures

• Relevant, evolving curriculum
• Quality learning Event ratings
• Reach Operating Units
• Key Result Areas (KRAs) and projects
• Financial targets

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Learning Portfolio Clusters
Management leadership
Science Techno- logy Excellence
Strategic Management Of Innovation
Personal develop- ment efficiency
Project Management
Marketing Busi- ness Development
Financial Management
Mentorship Excellence
Technical Domain Expertise and Skills
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CiLLA Evaluations 01/04/2003 - Present
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(No Transcript)
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KRAs and Indicators
KRA Measures
1.Learning Development (70) Comprehensive Portfolio Quality events CSIR reach Impact of learning Financial
2.Knowledge Management-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
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CiLLA Attendance Courses
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(No Transcript)
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(No Transcript)
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CiLLA Attendance 2004/Ytd Race
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CiLLA Attendance 2004/05
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Critical Success Factors

• 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

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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

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CiLLA Core Process
Conventional Development 1.Identify presenter(s)
Conventional Development 2.Course description
Conventional Development 3.Distribute to reviewers
Conventional Development 4.Consolidate review feedback
Conventional Development 5.Set preliminary dates
Conventional Development 6.Write detail material
Conventional Development 7.Distribute to reviewers
Conventional Development 8.Consolidate review feedback
Conventional Development 9.Finalise dates
Conventional Development 10.Revise detail material
Conventional Development 11.Edit and lay-out final draft
Conventional Development 12.Approve final draft
Conventional Development 13.Package/print presentation
Conventional Development 14. Pilot with selected group
Conventional Development 15.Refine material
Conventional Development 16.Alternative presenters
Performance gap
Strategic
Need
Event design
Customer request
Business model
Innovation requirement
Fast track Development
Seminar with Representative group
Outsource packaging
Replication package for main stream
Review
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Knowledge Fusion workshops

• Global Research Alliance
• Transportation
• Digital Futures
• Champions
• Indigenous Knowledge- Health
• First SA International Workshop on Sensor Web
  Enablement Satellite Applications Centre

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CSIR Knowledge Technology
Unknown
Knowledge creation
Knowable
Know- ledge
Paradigm barriers
Known/ Tacit
Knowledge application
Known/ Explicit
Base
Key
Pacing
Technology
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CiLLA Plan 2005/06

1. 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 ST base by establishing young
   researchers development programme
3. Expand the mentorship programme to include ST
   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

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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

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Thank you
Next Your group and personal learning and
development