FEATURES
audit when drawing up a training programme
for a company in the form of a human resource
development (HRD) audit.
“There are so many things that need to be
verified before, during, and after a training
intervention. Allow me to list a few ‘checkboxes’
one should follow:
• Credentials of the specific training provider
selected for the training intervention should be
verified:
ӹ ӹ Is the training provider accredited for the
specific training programme?
ӹ ӹ Does the provider have relevant accredited
facilitators / assessors / moderators for the
training?
• Learning material should be verified:
ӹ ӹ Is the learning pack aligned with SAQA
standards, machine or product standards, and
client operation standards?
• The site where the training is conducted:
ӹ ӹ Does it have site approval, as this is a mandatory
requirement?
“Currently in South Africa there aren’t any
statistics that give an indication on ROI (return on
investment) or ROE (return on equity) for skills
development or training,” says Farmer.
Answering the question of how important
supervision is to a surface mine and why so many
section 54s are issued for this weakness, Farmer
suggests that supervision is one of the single
most important activities, and managers should
endorse supervision as a culture of continuous
development.
“On the question of why so many section 54s
are issued for supervisor training, I believe this
is more a human behavioural factor than a skills
development issue. Employees need to understand
the value of being employed in a safe, productive,
sustainable environment. Employers and employees
should work hand in hand to ensure a zero-harm
working environment. Both employees and
employer should take ownership of the working
environment to ensure a safe and productive
environment at all times. These statements posed
are the exact reasons why theses mine receive
section 54s — because they do not foster the above
conditions,” says Farmer.
“There are a number of challenges to providing
training to miners. There are economic reasons,
with some mines being reluctant
to invest as the employer says it
is too expensive and they do not
have the available funds for skills
development, as they see production
as their primary role and not skills
development. It can therefore be a
challenge to get the learners into
the classroom when management
wants to rather utilise them in the
operation. On an individual level,
lack of education or literacy is the
most time-consuming factor, as the
surface mining company is required
to employee local community
people, thereby limiting the client
in its selection of the best suitable
candidate for the job,” says Farmer.
“Most mine owners only
invest the minimum as per the
requirements of their social
development plan. Production
first and skills development last,
with career development being
minimal. Nonetheless, while some
mine owners/mine managers are
as aforementioned, we do find
some mine owners/mine managers
that foster a culture of continuous
development. These owners and
managers always get the desired
results from their employees, as
the employees feel that someone is
investing in their future. These mines
also have minimal downtime and
an increase in their safe productive
working environment,” suggests
Farmer.
Why train?
In today’s world, developments in
plant and machinery are available
to all and consequently represent
no competitive advantage. Aspasa’s
view is that where advantage can
be gained, is in the company’s
workforce. Those surface mines that
continue to return a profit will be
those that systematically select and
develop their personnel.
“Training is no longer just about
courses bolstering up weak members
in an organisation, with the attitude
of ‘who can we spare for the course
next week?’ A company needs to
select people for training on the basis
that training will make their good
personnel better.”
“Trainees en route to
management positions not only
spend time on the shop floor but
also experience first-hand the
expectations and frustrations of
first-line supervision.”
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QUARRY SA | MAY/JUNE 2019_25