Just Don’t Go!

South Africa (and Africa – witness both Zimbabwe and Kenya) is seeing an interesting new development where people who are fired or resign (only to claim they never did) just don't go.

They continue to come to work as normal, refuse to vacate their offices, deny the validity of the dismissal/resignation and continue in a dreamworld of denial.

I can speak from experience, because a partner of mine who was managing recklessly in our opinion, did the same when we dismissed her.

Her dismissal was legal, done by the book – and by a lawyer at our expense; but she simply refused to go, carried on working as usual and advised clients etc – whom we had not contacted – that rumours of her demise were premature – causing total confusion.

As a small business this left us with a dilemma – our only  alternative was to follow a legal (costly) process to dispose of the person, so what do you do?

Oh, and the courts would not regard such a matter as urgent, so who knows how long the legal process will take? Something of the dilemma facing both ASA (Athletics South Africa) and Eskom, the South African Electrical Utility, as well as citizens of Zimbabwe and Kenya.

In the case of Athletics South Africa, their Olympic Committee recognition has been withdrawn, the athletes would like the administrators to go because thay are alledgedly corrupt, officials have alledgedly assaulted athletes in the past, they oversaw the Semenya debacle and have generally not acted in the best interests of the people whom they exist to serve – the athletes.

The public have had enough of the clowns in Sport (and Government) who continually embarrass South Africans with the sheer majesty of their incompetence; there seems however to be a minority of politicians in the ruling party who think that ASA (and Eskom) are doing a good job.

In the face of such universal opprobrium, one would think that the disgraced incompetents would be grateful to escape the limelight and go off into the sunset – usually with golden handshakes – but no, they continue as though nothing has happened!

I think there is something severly wrong with the moral fibre of a nation where behaviour like this plays out. It is clear in the public discourse that people don't care what results from their determination to get what they want: illegal threats of murder, public violence, third-world wars (by a government functionary no less); and then they proceed to back their words with action – as in the case of the taxi industry in South Africa and the many incredibly violent strikes we have, where people usually end up getting pushed off moving trains, or set alight, among other things.

How do people end up being so brutalised? Do we put it down to years of being indoctrinated with the revolutionary credo of "the end justifies the means"? That certainly seems to play itself out in South African schools, where as little – or less – teaching gets done in many if not most schools, than was done during the apartheid days. The days of "revolution before education" seems to have spawned an attitude among teachers that they are not required to teach, just to draw and spend their salaries, which they do with relish  – during school hours.

Do we put it down to the effects of colonial rule? If so, how do countries that have been free of their colonial masters for two or more generations justify what they are doing?

Life in Africa is cheap, there is no doubt about that. In South Africa when a thousand or more people were dying a day of AIDS, the government didn't even acknowledge that it is a fatal disease. Contrast that with the United States whose psyche still hasn't recovered from the Twin Towers disaster – something that would not even be statistically relevant in any African country. While it is simply a fact of life that average Americans aren't willing to endanger their lives for what they believe, surely their reaction is the more expected, correct response?

I have to ask, " why is another day in Africa" exactly that?

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Who Evaluates the Evaluator?

A colleague and good friend of mine recently shared this story with me.

 

She is the ETQA Manager of a very large organisation. They had received a programme approval visit from the Services SETA, and upon completion of the visit the evaluator sent her the programme approval report, blank, and in Microsoft Word format with the instructions:

 

“Please complete with the relevant details so that I may submit the report tomorrow morning”

 

Another story I can recount here is of another provider who had a verification visit from the AGRISETA. The owner, who happens to be an external verifier, relates what happened as follows:

“When they arrived I had to tell them what to do…and how to do it.”

 

My Question then is: WHO EVALUATES THE EVALUATOR? WHO VERIFIES THE VERIFIER?

 

And I am not talking about the follow-up action after the meetings, but from an HR perspective – where does selection come in? What training is done? What does the Job Specification of an External Verifier say about previous experience? About embedded knowledge? Why do we as providers receive SETA representatives into our offices that know less about the processes involved than we do? Why are SETA representatives not informed about changes in the industry – for example QCTO implementation?

 

WHO EVALUATES THE EVALUATOR?

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Who moved the goal post?

The last few weeks I have been conducting ‘Monitoring Visits’ for one of the SETA’s. For obvious reasons I will not publish their name. Let’s just say if you plant crops…you fall under them. What I don’t understand, and this would be the reason for the topic is why different SETA’s have different criteria for accreditation – various goal posts. I know they each operate independently under the departments and SAQA….

 

I understand completely if a provider has to operate in a potentially dangerous environment and there are special precautions that need to be taken, but surely there should be standardized criteria in the industry? If I ‘can’t be bothered’ with the problems that one SETA throws my way I can always try an ‘easier’ one? Ok, maybe its not that bad?

 

The specific SETA in question has ‘wonderfull’ criteria laid out for the auditors to evaluate. The problem is that once you arrive you find the provider with barely a QMS, no idea on implementation, clueless about criteria and evidence of implementation and of course no evidence of learning material alignment. BUT they have an accreditation number!?!

 

I operate in the Tourism industry and I have battled to get my accreditation right. THETA is incredibly strict (and rightly so) with accreditation. The reverse side of the spectrum however looks like the specific SETA in question, And not the only one I’m sure, either has wrong provider evaluators or don’t know what it takes themselves?

 

  • One SETA requires a financial management policy, the other does not
  • One SETA requires a WSP from the provider, the other does not
  • One SETA requires that learning materials are developed and submitted for evaluation and approval before any projects are given to that provider – the other, sadly, does not – and gives the provider the materials – learner guides only – with accreditation.

 

With these SETA’s there does not seem to be a proper evaluation procedure in place. Providers are implementing ‘huge’ SETA funded projects with barely a unit standard to support the process

 

Why does the industry not standardise its practice? Why do some providers have to struggle to get somewhere while others have a highway of options with an ‘easy’ SETA? And now to add injury to insult, the DOE has it’s own list of do’s and don’ts which, if you have not seen it, is a Kilimanjaro compared to the SETA processes.

 

With the implementation of the OFO and QCTO I sincerely hope we can look forward to an ‘all inclusive’ process that has a standard framework and criteria for all providers in all industries.

 

What have your experiences been with Accreditation and with which SETA? Smooth sailing or hands in your hair and hair on your teeth?

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The 3 Rules of Project Management

So – Its day one. I’m up earlier than the birds and the creatures of the night are starting to go to bed. I have been dreading this day for more than two weeks.

 

Today is “Project Planning” day.

 

I’ve realized early in my career that planning is the most important part of any project, just as Breakfast is the most important meal of the day. I can go into a day without breakfast, but inevitably by 10AM I am worth about as much as that ‘creature of the night’ going to bed.

 

So I make a nice big pot of coffee and settle into what I know is going to be a long day. As I open the ‘Project Management Tool’ that I developed on Excel, my mind starts racing with all of the items I am going to need to put to paper. The computer makes its usual funny noise and the first emails of the day start pouring in…all 19 MB worth. I put excel on hold and start poking around the endless list of items in my ‘Inbox’. ‘mark as read, delete, flag as important, flag as follow up, diarise in calendar, reply, forward’ – DONE. For now…

 

By now it’s well past 9 O ‘Clock and excel is still waiting for me. Somehow I’m sure it’s laughing at me also, taunting me. Yelling “Naa…na na naaaa na”. If only I had voice recognition software I could tell it where to go stick itself. I’m digressing.

 

Rule # 1 of Project Management: NEVER show excel that you are scared.

 

So eventually I get the days routine straightened out and I’m ready to tackle Excel – it looks worried. It should be. 10 o’clock has come and gone, so has tea time, and I am at last getting some work done. So many items to consider…such a small keyboard.

I have learnt to listen to what Excel wants and to answer. It asks Client name and project name and I enter it. It asks type of project, project value, payment schedule, time frames and contact persons and I respond by feeding its hunger for data. With rather little fuss I complete the ‘project scope and outline’. Next items on the list are ‘Required Resources’, ‘Project Budget’ and the “you’ll never be able to standardize me!!” – PROJECT IMPLEMENTATION PLAN. It’s ominous. It never works out the way you plan. Why not? Because we cannot plan for the ‘Human factor’! That is, the little gripes and grieves of the project staff, specifically the Facilitators and Assessor, and of course the client.

 

Rule # 2 of Project Management: Try to please everyone! Go on, try to. I dare you.

 

So finally I have worked through the most challenging bits and pieces of the planning process. Excel is completely out of breath, and I leave it to recuperate while I have lunch. Once back I attempt to sort our learner placements and worksites, but to no avail. I simply do not have enough information from the client to do this yet. Excel smirks.

 

Last thing to do before 5 o’clock comes is identify the project team, role-players and possible challenges. I send the relevant information to the client and cringe when I type the words ‘First Draft’ in the message body. Excel rolls on the floor laughing.

 

Rule # 3 of Project Management: If it first you don’t succeed – tell excel that you are switching to Microsoft Project.

 

The day comes to a screeching halt when, 10 to 5, I get the email from my client that they are not happy with the time frames, HR resources or Implementation plan. They give a few suggestions on what they would ‘like’ to see happening and how they ‘think’ the project should be implemented.

 

I check my calendar, and mark tomorrow as “Project Planning” day.

 

Excel can hardly contain itself…

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What Business Do I Choose?

In my previous entry and the comments that followed, I defined Entrepreneurship as follows:

“The creation of an enterprise that gives me financial independence and allows me to build up an asset.”

The creation of a nice fat pay packet is the creation of a lifestyle, which is what you do when you work for a boss. So when you think entrepreneurship, you are thinking long-term sustainability and the growth of something that will support you even when you are no longer working  at it  – either by selling it, or by passing it on to your children who pay you a pension, or by handing it over to professional managers.

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What is Entrepreneurship?

Introduction

I have, for some time now, been thinking about entrepreneurship, what it means and what it takes to be an entrepreneur.

In researching what it means and how you identify entrepreneurial ability it becomes apparent that authors who write on the subject approach it in one,  or possibly two ways.

Firstly, as a technical, procedure-based exercise which focuses on how to write a business plan. To me that seemed insufficient, as all the entrepreneurs I have met don’t bother much with business plans. A new business simply changes too rapidly.

I am looking at a couple of books on my bookshelf as I write this, and they all have a step by step approach to writing a business plan as the core of their “How to Start Your Own Business”.

The intricacies of market research, where to site your business, the market segments you are aiming for, whether you are going to have a web site or not, sell services or products, calculating your start-up capital and so on might make for interesting reading, but little else. When you actually start your business what really matters is cash flow, and related to that but not superseding it, what level of sales you can expect.

(more…)

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Welcome to TheNexus Blogs!

Welcome to TheNexus Blogs! Share your skills and experience with TheNexus Community here. If you would like to become one of our editors, contact us on blog@thenexus.co.za.

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