Training, Learning & Development Philosophy

Hulamin strives to develop skilled and motivated employees through an outcomes-based approach to development that endorses personal growth, individual responsibility and a culture of lifelong learning.

Training and development initiatives draw on the technological, operational and process knowledge that exists within the business, and uses this to guide employees into developing innovative solutions for real business challenges. This further builds organisational learning while maximising the potential of individual employees within the working environment.

Hulamin believes that it is important to continue to develop organisational capabilities for future sustainability, and to contribute to reducing the skills shortage, thus boosting growth within the South African manufacturing context.

Responsibilities

To ensure a consistent approach, the HR executive is given overall responsibility for training and development strategies. Line managers are responsible for leading the training and development efforts within each manufacturing area. They are supported by training and development specialists who report to the HR executive. Engagement at shop floor level takes place through quarterly training committee meetings that include union representatives. Training progress is monitored quarterly at the Hulamin Learning and Development Review, attended by line management and executives.

Approach

The learning programmes are based on a blended approach, which combines class-based programmes with on-the-job training, participation in projects and task teams as well as E-learning.

Hulamin has intensive training programmes in place, including but not limited to the following:

• Mission Directed Works Teams (MDWT);
• Goal Oriented Learning (GOL);
• Learnerships - portability of skills;
• Talent management; and
• Traineeship development programmes.

Performance management remains the key driver in our talent management approach. All staff employees are subject to bi-annual performance reviews. The review process includes feedback from the immediate manager and at least two other colleagues who work closely with the employee. This multiple perspective process provides a broader view of employee capabilities.

Learning programmes:

Performance in 2010
Mission Directed Works Teams (MDWT)

The fundamental principle of the MDWT programme is employee involvement in continuous improvement projects. This is monitored through 48 mini business teams that visually measure performance against agreed goals for quality, speed, cost, safety and people (QSCSP).

In sustaining the programme, teams meet daily to visually review the performance of the previous day and to update performance graphs. Support is provided by:

• Nine cross-functional teams that meet for daily problem solving sessions; and
• Monthly multi-level meetings to improve communication and ensure that the mini business teams' goals are aligned to company goals. Multi-level meeting attendees also receive feedback on company performance which is cascaded to the mini business teams' meetings in their daily meetings.

During the 2010 reporting period, MDWT was rolled out to all operations in Hulamin Extrusions, involving 534 employees. The programme will be introduced to the other business operations during 2011.

Goal Oriented Learning (GOL)

In the Rolled Products operations, learning continues to be driven through Goal Oriented Learning, a programme emphasising learning through an individual's own work experience. Visible elements of the programme
include a series of on-the-job assessments using competency-based learning units. Assessment of competency includes verification of specific tasks by team leaders and summative assessment with integrated assessment.

The focus areas of Goal Oriented Learning in 2010 were to sustain the programme through building capabilities by increasing the number of verifiers and assessors at machine centres. The table following outlines progress to date:

Learnership - portability of skills

The project to align shop floor training with the National Qualification Framework (NQF) started as far back as 1999 with the adoption of the Skills Based System (SBS), a multi-skilling framework. The SBS objective is to create a multi-skilled workforce performing a wider and more flexible set of tasks. This is achieved through providing operators with maintenance skills to enhance their level of machine breakdown reporting and perform first line maintenance related tasks.

During 2010, 87 employees were trained in maintenance related tasks and are now capable of performing at least two jobs at the same level and one job at a higher level.

The second phase of this project started three years ago and includes the identification of qualifications and the development of skills programmes. The benefit to employees is that skills acquired through accredited programmes provide them with nationally recognised skills. The company benefits through having standardised programmes with external competency assessment processes. The programmes create more skilled and flexible employees, which enables the business to be more competitive.

Progress in 2010 includes:

• Business administration learnership focusing on high potential unemployed people living with disabilities. The programme has 11 active candidates. Since its inception two years ago, five students have been permanently employed in the company;
• A second learnership programme, started in 2009, aims at improving the representation of women in the business. The mentorship intervention encouraged women in the organisation to share their experience regarding working in a manufacturing environment. There were 21 women enrolled in the skills development programme in 2009. The programme was designed to develop mentoring and coaching skills, and facilitation of learning transfer in the workplace. In 2010, participants of the programme completed their portfolio of evidence and are currently busy with competency assessments;
• A NQF Level 4 supervisory development programme, which equips supervisors with the necessary supervisory and management skills. Of the 59 candidates enrolled in the programme, 45 have been found competent in the theoretical section of the programme and are currently busy with on-the-job training and projects; and
• Eight employees completed a NQF Level 3 metals and engineering manufacturing processes skills programme.

Additional learnership programmes are being planned for rollout at shop floor level in 2011. These include metal production and engineering skills programmes.

Talent management

At Hulamin, the term "talented people" refers to employees who perform well above expectations and who have the potential to grow into leadership roles such as senior manager positions or specialist roles.

Our talent management programmes comprise psychometric assessment centres, career development workshops, and the development of talent pools into various career pathways as per discipline. This year a series of career development workshops were organised as a follow up to the company-wide competency and potential assessment centres that were implemented last year. The career development workshops comprise professional career advice, and identification of mentors and development strategies to enhance the participants' careers within Hulamin. The process benefitted 48% of the 174 employees who completed the original assessment. The programme will be continued in 2011 for the remaining employees.

Pipeline management programmes

Another critical component of the talent management strategy is the pipeline management. Hulamin's approach is to focus on bursary recipients, apprentices and in-service trainees. These programmes ensure a continuous flow of talent into Hulamin. Over the last three years, six bursary recipients, 23 apprenticeship and 20 in-service trainees were recruited as engineers, technicians and artisans into various areas of the business.

Traineeship development programme

The company also offers a traineeship development programme. Candidates in the programme undergo a structured training programme for two years which exposes them to various sections of the business. Potential programme recruits include newly qualified graduates from our bursary scheme and employees with leadership potential identified through company performance feedback sessions and verified through the competency assessment centre process.

Skills transfer programme

In 2010, eight metallurgist candidates completed a specialist skills transfer programme mentored by one of our international technological partners. The programme comprised courses in basic metallurgy, review of Hulamin strategic technological reports, and regular feedback sessions through tele-conferencing.