1. Gizelle Mc Intyre Institute of People Development
Best practice on: Workplace Skills Planning (WSPs) and Annual Training Reports
Gizelle Mc Intyre
Institute of People Development

2. Agenda
Day theme: Best practice on: Workplace Skills Planning (WSPs) and Annual Training Reports
08:45 – 12:30: Workplace Skills Planning (WSPs)
Workplace skills plans (WSP) document skills needs in an organization and describe the range of skills development interventions that an organization will use to address these needs.
• Setting up a Training Committee
• Making the case for workplace skills planning
Midmorning Tea/Coffee
WSPs cont’
• Workplace Skills Plans (WSPs)
• Sector Skills Plans (SSPs)
• The Environmental Sector Skills Plan (ESSP)
• The National Skills Development Strategy III (NSDS III)
12:30 – 13:30: Networking Lunch
13:30 – 16:00: Annual Training Reports
• Submission Scenarios
• T Number Allocation
• Capturing the WSP-ATR Data
• WSP Sheet
Afternoon Tea/Coffee
• Pivotal Programmes Reporting and Planning
• Submission process
1610 Closing Remarks By Chairperson

3. Introduction Skills Development is not as expensive as you may think.
The Skills Development Act aims to develop the skills of the South African workforce thereby improving the quality of life for workers and giving them more prospects of work. It also aims to improve productivity in the workplace, the competitiveness of employers and to promote development.
The Skills Development Levies collected by the SETA are channeled towards skills development. This levy can be claimed back by an employer if they submit their WSP, ATR and Pivotal training report and achieve the goals set out. Companies should also have a skills development committee whose responsibilities include monitoring the implementation of the WSP.
The WSP plays a significant role in the execution of education, training and development initiative in the organization. An employer needs to establish a WSP, which is a strategic document that details how the employer will address the needs for development and training in the workplace. The employer needs to consult with representatives from all occupational levels in the workplace in order to understand what skills are required by each person. This should be in line with the core and critical skills identified by the SETA.

4. Introduction
The ATR is accurate documentation of all the training that has taken place in the reporting period in the organisation. Ie the ATR is the past information and the WSP is the future planned training.
When skills development is structured in the best way and core and critical skills are identified implementation becomes sustainable and ends up saving you money. Learnerships are a key strategy to achieving your goals as well as to take advantage of the tax allowances and employee tax incentives which reduces your overall cost.
What are the benefits of submitting your WSP and ATR reports?
The WSP and ATR submission allows companies to receive points for BEE purposes. If you don’t submit you get zero BEE points.
In terms of the revised regulations, 50% of the levy paid can be returned to an employer in the form of a mandatory grant upon submission and approval of the WSP, ATR and Pivotal training report to the SETA and 10% in the form of a discretionary grant.
Discretionary grants are paid to registered employers who have expressed an interest in obtaining financial assistance from the SETA with the intention of pursuing relevant skills development projects.
The SETA will use this data to better equip the company as well as provide further development and support to its stakeholders.

5. Workplace Skills Planning (WSPs)
Workplace skills plans (WSP) document skills needs in an organization and describe the range of skills development interventions that an organization will use to address these needs.
Setting up a Training Committee
Making the case for workplace skills planning

7. Training Committee Composition of the Training Committee
The Training Committee must comprise three constituent parties, namely the employer representatives, the employee representatives and the union representatives (where applicable). The Skills Development Facilitator (SDF) remains a critical member of the Training Committee at all times. The number of employee and employer representatives may be equal; however, the employer representatives must not be more than the employee representatives. At least one employee representative must represent one of the Major OFO codes presented in the below, unless there are no employees in the major OFO category.
Managers
Professionals
Technicians and Associate Professionals
Clerical Support Workers
Service and Sales Workers
Skilled Agricultural, Forestry, Fishery, Craft and Related Trades Workers
Plant and Machine Operators and Assemblers
Elementary Occupations
The employee representative must be an employee of the organisation who is nominated or elected by the employees, and must not be in a management position. The employee representative’s responsibility is to discuss the skills development matters with employees within the organisation, and present employee skills development requirements and aspirations to the Training Committee for discussion and/or implementation. It is important to note that a though the SDF is a critical member of the Training Committee, he/she cannot be nominated as the employee or employer representative. The SDF must play a coordination and advisory role and remain objective at all times.

8. Training Committee Responsibilities
It should be noted that it is at the discretion of the Training Committee to place some of these responsibilities partially or wholly on the SDF.
The Training Committee must:
Ensure that the organisation has a Training Policy and that it is in line with the regulations as laid down by the Skills Development Act.
Ensure that the development and implementation of the Workplace Skills Plan is aligned to the strategic Mission and Vision of the organisation.
Keep the envisaged training and development of employees in the organisation abreast with the long-term transformation objectives of the organisation.
Ensure that the Workplace Skills Plan is aligned to the Employment Equity Plan and Business Plan of the organisation.

9. Training Committee Responsibilities
For the benefit of the organisation, take cognisance of BBBEE requirements.
Establish training priorities for the organisation based on its short and long term needs.
Align training to the MICT Sector Skills Plan, learnerships, career pathways, accredited national qualifications, etc.
Communicate the completed Workplace Skills Plan to other employees in the organisation.
Monitor the implementation of the Workplace Skills Plan.
Periodically revise the Workplace Skills Plan.
Implement the development of employees in the organisation and the strategies of the organisation fairly and equally.
Acquire/identify the required resources to evaluate the training programs in the organisation.
Evaluate the skills development needs of the employees and organisation and continually evaluate the implementation of identified needs.

10. Training Committee Responsibilities
Develop and implement external and internal skills development strategies.
Monitor the progress of the skills development of the organisation.
Monitor the implementation of the WSP.
Develop and implement correctional actions where required.
Ensure that the skills needs of the organisation are identified.
Ensure that all staff has been classified according to the Organising Framework for Occupations.
If required, ensure that that there is a skills performance system in the organisation.
If and where required, ensure that there is an individual development pathway for all employees, as well as the skills requirement and learning pathway.
Where applicable, ensure that a portfolio of evidence has been developed for all employees that receive training in the organisation.
Ensure that at least all of the Mandatory Grant is spent on skills development.

11. Selling Training
ROI
Road show with your managers
WII fm

13. 1100-1115 Midmorning Tea/Coffee

14. Workplace Skills Planning
Annexure 2
Simple process
1. Compile an employee profile list
2. Compile a job title list (Use the OFO codes)
3. Compile a list of skills and training courses
4. Identify which skills or training courses are required for each job title
5. Assign required training courses to each employee
6. Compile a list of all past training records
7. Check and confirm training achievements
8. Identify any skills gaps and present a Skills Gap Analysis
9. Maintenance of Employee Skills Development by means of PDP discussions
The Skills Gap Analysis identifies where possible skills gap are, i.e. who needs training in accordance with their job title.

18. 12:30 – 13:30: Networking Lunch

19. Annual Training Reports
Submission Scenarios
Capturing the WSP-ATR Data
WSP Sheet

20. 1500-1510 Afternoon Tea/Coffee

21. THE SKILLS DEVELOPMENT LEVY (SDL) BREAKDOWN
For entities that have an annual payroll of R or more are required to pay 1% of their annual payroll as SDL via the EMP201.

22. Pivotal Programmes Reporting and Planning
PIVOTAL (Professional, Vocational, Technical and Academic Learning) is any formal training that leads to a learner achieving a full or part qualification, such as a certificate, diploma, Degree, etc.
This training is reported in the same way as the normal training, but just marked as PIVOTAL in the WSP/ATR submission.

23. Contact Me
Gizelle Mc Intyre