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Investing in our people

Training and development is part of the group’s responsibility towards its employees and the law.

The Skills Development Act in South Africa compels all employers to pay 1% of their monthly pay as part of salary taxation. This is distributed to industry-specific Sector Education and Training Authorities (SETAs), which are controlled by the government, recognised unions and employers.

KAP has set a target of 2% of payroll as a budget to spend on training and development; however, some divisions are exceeding this directive based on critical skills requirements.

In addition, the annual B-BBEE assessments by an external rating agency, accredited by government, also assist in our focus on training of previously disadvantaged employees, and those unemployed, in order for divisions, and the group, to achieve the adequate ratings required by customers.

As part of the process, middle to senior management receive training and development reviews as part of the group’s generic approach to improving the general standard of our supervision and leadership competencies.

Skills development activities focus on the following three areas:

Basic skills development

The manufacturing division employees are, in general, exposed to in-house training while specialised skills training is provided by external institutions.

Supervisory and leadership training

Supervisory and leadership training is done in partnership with tertiary institutions (technical institutions and universities) or by other accredited learning providers, to cover the demand for our high standards of supervision.

Students are exposed to functional and management competency requirements, and the competency analysis is based on generic and individual specific development requirements derived from workplace observations and individual performance assessments.

Succession candidates earmarked for higher level positions form part of an annual KAP Management Development Programme, which is facilitated by the University of Stellenbosch Business School; and a Supervisory Development Programme being facilitated by the Nelson Mandela University.

Middle and senior management

Based on the employment equity appointment requirements for middle to senior management, the group has introduced coaching interventions by identified in-house mentors to prepare the current talent pool for future appointments. The group’s recruitment policy and strategy has therefore been adjusted to supplement its needs in this regard, with divisions sponsoring their own earmarked employees with bursaries. Based on a high turnover of graduate bursars, the focus has shifted to graduates (with degree/diploma) with some years of experience.

STRATEGIC DRIVERS:

Market leadership

Training and development

IMPLEMENTATION:

Talent management enhances ability to do business.

BENEFIT:

DEVELOPING OUR EMPLOYEES
= SAFEGUARDING OUR BUSINESS

RESULT:

Access to and retention of skills and actively managing talent enhances our ability to provide products and services at competitive prices, while maintaining value and quality.

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