KOUKAMMA MUNICIPALITY
POLICY
ON
TRAINING AND DEVELOPMENT
TABLE OF CONTENT
1. Introduction ………………………...... 1
2. Purpose of the Policy……...... 1
3. Training and Development Strategy………………………………………2
4. Training Committee…………………………………………………………4
5. Functions of Training Committee………………………………………….5
6. Succession Planning……………………………………………………….5
7. Induction…………………………………………………………………….7
8. In – ServiceTraining………………………………………………………..7
9. Study Assistance……………………………………………………………8
10. Roles and Responsibilities …………………………………………….....11
11. Study Leave………………………………………………………………...11
12. External Bursaries…………………………………………………………12
13. Schedule of Post Qualifications…………………………………………..15
14. Application of Policy……………………………………………………….15
TRAINING AND DEVELOPMENT POLICY
1. INTRODUCTION
The Municipality is committed to the structured and systematic training and development of all its employees on an ongoing basis to enable them to acquire skills, knowledge and suitable qualifications in order to develop their potential and enable them to perform their duties diligently, effectively and efficiently.
2. PURPOSE OF THE POLICY
2.1 Ensure continuity of suitably trained staff in key posts for the future
2.2. To ensure that someone is always available to fulfill any particular job in the municipal service, even in the event of illness, resignation or death. More than one staff member in a specific department should always be able to do any particular job.
2.3. To comply with the legal requirements of the Employment Equity Act which requires the appointment and promotion of suitably qualified people from previously disadvantaged groups, to ensure proportional representation in all occupational categories and levels.
2.4. To ensure that training programs are undertaken in an orderly way and that staff do not simply attend training courses without a purpose. In this way training initiatives can be properly focused.
2.5. To develop career paths for individual staff members to assist them in their careers, making them more enthusiastic about their jobs and therefore making them more productive. In this way, the individual skills may be utilized to achieve the goals of both the department as well as the organisation.
2.6. To assist the employee in meeting his/her performance goals. Individual goals must be aligned with the goals of the overall department and the organisation, including the Council’s Integrated Development Plan (IDP) and budget. Succession planning and career planning must, furthermore, be aligned with
all other human resources activities such as selection, training, performance management etc.
2.7. To establish a highly motivated work force which could lead to a decrease in staff turnover.
3. TRAINING AND DEVELOPMENT STRATEGY
3.1 The training and development strategy of the Municipality must ensure that there is always a linkage between the training needs identified in the skills audit undertaken in respect of staff of the Municipality and the capacity enhancement needs of such staff as identified in the Integrated Development Plan of the Municipality.
Training will be provided on the following priority basis:
3.1.1 The development of a leader group, as identified by the Director Corporate Services after consultation with Heads of Departments, to ensure optimal utilization of the management ability of this group. Conceptual, strategic and tactical skills will, in particular, be developed in this group.
3.1.2 The development of a skilled labour force, which will include specialized skills.
3.1.3 The development of semi-skilled labour force.
3.1.4 All training and development initiatives shall be properly planned, programmed and recorded and the results reviewed to determine how training methods can improve and how maximum benefit can be obtained from resources devoted to training and development. Inter alia, this includes a systematic and cost effective training and development approach, consisting of externally developed and presented, as well as in-house training and development programs.
3.1.5 In respect of all training and development activities the following shall apply:
3.1.5.1 A structured approach to determine training and development needs; cost – effective procurement and/or development of training courses or programs based on needs and evaluated in terms of criteria laid down from time to time
3.1.5.2 Attendance and/or presentation of training programs according to a training- planning schedule;
3.1.5.3 The evaluation of training in terms of trainee reaction, learning, practical application and results achieved;
3.1.5.4 Annual reporting on training interventions
3.1.5 The department of Corporate Services shall provide advice and assistance on training activities, and it will be responsible for administrative and operative co-ordination of the training process and programs.
3.1.6 Departmental training schedule based on the assessment of individual and Council training needs will be drawn up annually to take full account of the human resources needs of various departments and shall include budgetary provision.
3.1.7 Training and development shall commence with the initial appointment of the new employees and continue as long as the employee is employed in the Council. Existing employees shall be drawn into the training process in accordance with priorities established by way of a structured analysis of training needs.
3.1.8 All training must be work- related and the results evaluated against pre-determined objectives. These results are to be expressed in cost benefits
3.1.9 Workplace Skills Plan to be submitted to the Local Government Sector Education and Training Authorities (LGSETA).
4. TRAINING COMMITTEE
4.1 With regards to capacity building, the training committee must be established and shall assist with co-ordination and ensuring an integrated approach to effective and goal orientated training and development interventions in the council. The committee shall also foster equal access to training and development opportunities to staff and Councilors.
4.2. The Training Committee will comprise of one Councilor, one Head of Department or official appointed by him / her, one representative from SAMWU and IMATU.
4.3 The Chairperson of the Corporate Standing Committee of the Council will be the Chairperson of the Committee. In his/her absence, the Director of Corporate Services Department shall act as a chairperson of the committee and may delegate those powers when the need arises.
4.4 The Skills Development Facilitator will be the Secretary of the Training Committee.
4.5 Meetings of the Committee will be held on monthly basis unless otherwise decided by all representative persons or bodies represented thereon.
5. FUNCTIONS OF TRAINING COMMITTEE
The functions of the Committee will be as follows:-
5.1 The consideration of requests for training from employees of the Council submitted to the Committee through the relevant Head of Department who shall be obliged to make a recommendation on such request;
5.2 With due regard to the Workplace Skills Plan, the formulation of recommendations to the Standing Committee of Finance and Administration of the Council on the formal training requests referred to in subparagraph [a];
5.3 The assessment and monitoring of the training needs of Councillors, employees and Committee members.
5.4 An assessment and evaluation of the effectiveness of training courses provided by or arranged by the Council or any other body.
5.5 Making recommendations on allocation of training funds;
5.6 The ongoing assessment and evaluation of the Workplace Skills and Employment Equity Plan of the Council;
5.7 The formulation, assessment and evaluation of a Training and Development Policy for the Municipality.
5.8 Acting as a contact between the Department of Corporate Services, other departments and Councilors in matters relating to skills development activities
6. SUCCESSION PLANNING
The procedure assumes that the overall responsibility for making the succession planning a success lies with the Director Corporate Services and Heads of Departments.
6.1 Stage 1 – Identification of key positions
6.1.1 The Director Corporate Services shall be required to engage the Heads of Departments in identifying key positions within the respective departments. These positions would normally select middle management positions and higher as well as specialist positions.
6.1.2 The Director Corporate Services shall ensure that the titles used are proper and correspond to those formally adopted by the Municipality.
6.2 Stage 2 – Job Descriptions and Identification of specifications
6.2.1 The Corporate Services Department shall be required to ensure that the job descriptions of the positions are current and up-to-date and that specifications are on file. (These would be similar to those required when embarking on recruitment / advertising). These details will be gleaned from a structured interview with incumbent and verified by his / her supervisor.
6.3. Stage 3 – Replacement Plan for each position
6.3.1 The Director Corporate Services shall be required to identify candidates by consulting Heads of Department. Considering the background required as well as the skills needed for the job, careful consideration should be given to possible candidates.
6.3.2 Using the Manager’s Career Planning Review much information would be gathered which would assist in identifying appropriate candidates.
6.3.3 The Director Corporate Services has likewise the obligation to assess the employee’s needs by interviewing them at periodical intervals. This would give one some understanding as to whether the expectations, background, skills and qualifications would fit the needs of the position being considered and whether indeed the employee would be interested in pursuing higher office, embarking on possible training and development initiatives and other associated activities.
6.4 Stage 4 – Forecast promotability
6.4.1 The Director Corporate Services together with an all inclusive Selection Committee shall then be required to:
6.4.1.1 Confirm or reject candidates based on their suitability and taking into consideration the objectives of the process
6.4.1.2 Finalize a list of immediately qualified and potentially qualified staff.
6.4.1.3 Evaluate the key positions that do not have identified replacements; and
6.4.1.4 Prepare action plans.
6.4.1.5 The Selection Committee shall draw a matrix of promotability as well as the direction of promotion. The use of sectoral organization charts will likewise serve as graphic examples in finalizing promotable people against organizational requirements
6.5 Stage 5 – Evaluate training/development/experiential needs
6.5.1 The Director Corporate Services together with the supervisor who would oversee the process or directly supervise the candidate are required to develop a suitable format for training taking into account possible budgetary constraints.
6.5.2 The process is to be reviewed on an annual basis in November.
7. INDUCTION
7.1 Every new employee, regardless of function or department/section in which he or she is to be employed, shall receive systematic induction training which will enable such employee to become fully oriented and operational in his/her respective job in the shortest possible time. Every new employee will receive induction about the Municipality from the Department of Corporate Services, Department / Sectional Head or delegated senior person, and his/ her supervisor within 1 (one) month starting from the day he or she assumes duties.
8. IN-SERVICE TRAINING
8.1 The objective of in-service training is to impart skills, knowledge and to modify attitude of an employee or officer in the workplace in order to improve his/her competency.
8.2 A staff member, being trained at his / her workplace, shall not be entitled to compensation in respect of traveling and / or subsistence costs.
8.3 A staff member, who received training at a place other than that of his / her workplace, will be entitled to traveling and subsistence costs in accordance with the tariffs and conditions applicable, provided that should it be more advantageous to the Municipality for the staff Member to travel between his / her place of residence and the training venue daily, arrangements will be made accordingly.
8.4 If a staff member of the Municipality attends external courses, workshops or seminars that are not presented by a Municipality and not in the municipal premises, the prevailing traveling and subsistence tariffs as applicable to the individual concerned shall be paid in accordance with the standard procedure in this regard
8.5 If the Municipality arranges training and development activities that are exclusively intended for Council employees, any traveling and subsistence costs that might result from that shall be settled directly by the Municipality
8.6 Attendance of all courses, workshops and seminars shall be recommended by the Departmental Head, Director Corporate Services and approved by the Municipal Manager or a delegated person.
8.7 The Council may, from time to time, require that an employee be subjected to training of short duration in a particular field of study in order to acquire specific skills. If such training is conducted by an institution other than the Municipality the following conditions shall apply:
8.7.1 The Municipality must undertake to pay for all costs incurred for registration, books or modules, tuition fees and accommodation.
8.7.2 Clause (1) above shall apply provided the following conditions are met:
8.7.2.1 The duration of the course does not exceed 1 (one) month;
8.7.2.2 It is a result of a skills audit and / or Performance Management System;
8.7.2.3 The Manager of Department concurs that the course would be to the advantage or benefit to the Municipality and the employee concerned;
8.7.2.4 The training is relevant to the employees day-to-day functions;
8.7.2.5 The employee is not registered for other formal studies of a similar or extended duration
9. STUDY SUPPORT
9.1 The Municipality will provide study assistance to an employee to enable such employee to obtain a formal qualification suitable for use in his or her scope of employment, subject to the following conditions:
9.1.1 Funds for study assistance being provided on the budget of the Council;
9.1.2 The course in respect of which assistance is required being recommended by training and development community for Council’s approval.
9.1.3 The aforesaid course being of a nature and having a content which will benefit the employee in his chosen career in the municipal service;
9.1.4 The course in respect of which assistance is required being offered by a recognized or acceptable educational institution acceptable to the Council;
9.1.5 All applications for study support reaching the Human Resources Manager by not later than 30 February / March of the year preceding the commencement of studies in order to enable the Council to make funds available on its budget for such assistance in the following financial year;
9.1.6 An agreement being entered into between the Council and the relevant employee containing, inter alia, the following conditions:
9.1.6.1 The Council undertaking to pay the reasonable cost of books and tuition fees direct to the educational institution providing the training course or supplying the applicant with books, subject to the applicant producing proof of registration with such institution and invoices in respect of the cost of books.