The Training and Competency Matrix (Matrix) is a tool for managers to plan resources needed based on competence and for employee development and training. The Matrix is intended to help employees prepare an Individual Development Plan (IDP) by identifying competencies needed and available training opportunities. A competency is the knowledge, skill, or ability needed to perform your position within your function.
Competencies are identified based on ;
The risks for the employee function.
Standard Operating Procedures (SOP)
The equipment used
Although the suggested competencies were given proficiency levels, these levels are only estimates of what might be needed for the position. Employees should consult with their supervisor/employer to determine individual requirements. The Matrix identifies existing trainings and the competencies usually taught in the training. The numeric levels for each training listed in the matrix is the estimated level at which a person would emerge at the end of that training. Since this information is only a guide and training agendas and/or instructors are subject to change, employees should check with the training source to verify the content of the training. This is normally done with Recognition of Prior Learning (RPL) to be accurate.
SKills Development Facilitator
A Skills Development Facilitator (SDF) is responsible for the planning, implementation and reporting of training in an organisation, with SETA related duties.
The Skills Development Facilitator role is crucial in enabling the raising of skills levels within an organisation. When organisations collectively raise their skills levels, it contributes nationally to the overall global competitiveness of the country.
Criteria for appointing Skills Development Facilitators include:
Every employer must appoint an employee or any other person who is formally contracted to the employer as a skills development facilitator.
Employers with less than 50 employees or having a sales turnover less than that specified in Schedule 4 to the Employment Equity Act, 1998 (Act 55 of 1998) may jointly appoint a skills development facilitator.
The employer must submit to the SETA the name and contact details of the person who is to serve as skills development facilitator for the financial year on or before 1 April of each year.
If the skills development facilitator leaves the employer’s service, the employer must forthwith:
Appoint a new skills development facilitator; and
Submit the name and contact details of the new facilitator to the SETA.
What we can do for you:
Ensure that the workplace is compliant in terms of Skills Development Act
Conduct skills audits
Act as the liaison between the SETA and the workplace
Assist the employer and employees to develop a Workplace Skills Plan (WSP)
Submit the workplace skills plan to the relevant SETA
Advise the employer on the implementation of the Workplace Skills Plan
Source accredited training providers to deliver training according to the workplace WSP
Assist the employer to draft an Annual Training Report (ATR) on the implementation of the workplace skills plan
Advise the employer on the quality assurance requirements set by the SETA
Serve as a resource with regards to all aspects of skills development
Accessing Discretionary Grant Funding on behalf of the company
Managing Internships & Learnership
Benefits of Process mapping
As you are already reading about process mapping, we’d guess you know at least a few benefits of doing it. However read this section carefully as it will help you convince others!
Makes understanding and communicating the process much easier among teams, stakeholders or customers
Serves as a useful tool for scenario testing and what-if assessments
Can be used as a marketing tool to prove to your investors or industrial customers that your business processes are reliable
Is a requirement of many types of standards and certification like ISO 9000
Makes process documentation more reader-friendly
Spread awareness of the roles and responsibilities of those who are involved
Helps identify flaws in the process and where improvements should be made
Aids teams brainstorm ideas for improvement or new changes that will help tackle challenges like retaining employees, declining revenue etc.
Helps reduce costs associated with development of products and services
Improve team performance and employee satisfaction
Can be used as learning material to train new employees
Helps measure the efficiency of work processes
Process Mapping assist in defining the different processes in a company or department and the competencies that is required to deliver to the standards that is required. Once the process, procedures, standards and equipment have been defined, an analysis can be done to define the competencies and skills required with the underpinning knowledge.The competency matrix is primarily a tool to help the team as a whole.
Types of Process Maps
Following is a list of different types of process maps along with a brief description and when you can use each. Choose the type of process map that is most suitable for your goal.
A basic flowchart is a simple map visualizing the steps of a process including its inputs and outputs.
WHEN TO USE:
to plan new projects
to model and document a process
to solve problems
to help teams communicate ideas better
To analyze and manage workflows
High-level Process Map
This is also known as a value chain map or a top-down map. It shows the core activities of a process. It doesn’t go into much detail about decision points, rework loop, roles involved etc.
WHEN TO USE:
to design and define business processes
to identify the key steps and key details of a process
Detailed Process Map
A flowchart that shows a drill-down version of a process. This means all the details of the sub-processes are contained in this type of map.
WHEN TO USE:
to give all details (inputs and outputs) related to a process step
to document the decision points within a process
A flowchart that shows the relationships between process steps and the functional units (teams/ departments) responsible for them with swim lanes. It’s also known as a deployment flowchart.
WHEN TO USE:
to identify the key roles responsible for the process and how they relate to each other
to highlight how a process flows across company boundaries
to identify potential process failure, redundancies, delays, rework, excessive inspection etc.
SIPOC shows the key elements of a process such as Suppliers, Inputs, Process, Outputs, and Customers.
WHEN TO USE:
to identify the key elements of a process before doing a detailed map
to define the scope of complex processes
can be used in the Measure phase of the DMAIC methodology (DMAIC is an acronym for Define, Measure, Analyse, Improve, Control. DMAIC is the process improvement methodology of Six Sigma that’s used for improving existing processes.)
Value Stream Map
Value stream maps visualize the flow of material and information that is needed to bring your product to the customer.
WHEN TO USE:
to record measurements of the inputs and outputs of process steps
to identify waste within and between processes
to document, analyze and improve the flow of information and material
to gain insight into decision-making and process flow
to identify where to focus future projects or subprojects
Each step in a process is represented by a shape in a process map. These shapes are also called flowchart shapes.These are the most common shapesused in Process Mapping will be easier to understand. A detailed list of symbols are avalible below.
To represent a step/ activity of a process
To represent a decision that has to be made
To represent the start and end of a process
To represent the connection between two stepsand the direction of flow
To represent data or information that can beread by people
Process Mapping Best Practices
Before identifying the process steps, start with identifying the start and end points of the process. This helps with setting limits
Make your process maps as easy and simple as possible to read and understand by anyone in your company
Keep only the necessary details on your map. Not less or more than needed to identify areas for improvements
Make sure you use the correct process map symbols when drawing to avoid confusion
Include all the key stakeholders when mapping the process to avoid missing out on important information or steps
Process/ Operations Symbols
Predefined Process / Subroutine
To represent a process that is already pre-defined
To represent a process step that is an alternative to the normal process step
To represent a delay or a pause before the process flow continues
To represent automated steps that need to be stopped manually
To represent something that needs to be modified or adjusted in the process before continuing
Branching and Control of Flow Symbols
To represent an inspection point in the process flow
To represent cross-references and links to the process from another process on another page
To represent a step that will merge several steps into one
To represent a process that is divided into parallel paths
To represent the ‘or’ logic
To represent the ‘and’ logic
Input and Output Symbols
To represent inputs to and outputs from the process
To represent multiple documents
To represent data that is displayed to be read on a screen or display
To represent process steps that will be manually performed by a person
File and Information Storage Symbols
To represent stored data
To represent a database
Direct Access Storage
To represent a hard drive
To represent an internal storage device
Data Processing Symbols
To represent a step in which data is organized in a standard way
To represent the sorting of items in a particular order
Please feel free to contact Learning@work for any information about our training programs or consulting service
We provide the complete learning and development process throughout Southren Africa