SCARCE AND CRITICAL SKILLS IN THE FP&M SECTOR: PRIORITY INTERVENTIONS The chapters on the demand and supply of skills pointed to a spectrum of challenges facing various FP&M industries. Each of these is described in the table below, with one or more possible priority interventions described. Note that the challenges were confirmed in discussions with key stakeholders and experts, and many of the priority interventions were suggested by stakeholders themselves. This list is not comprehensive, and comments are invited from sector stakeholders to add to (or amend) the list. Table : Key Strategic Challenges and Priority Skills Interventions Key Strategic Challenge Priority Skills Intervention 1 The labour market forecasts project The Training Layoff Scheme should be explored as a mechanism to employment loss in most FP&M prevent job loss during the recession. Challenges in accessing this industries. Stakeholders for the most in the past should be explored and resolved. part confirmed this during consultations. 2 The state has adopted a local An informal skills intervention should be provided, training procurement strategy to support industry companies in how to benefit from the local procurement strategy. during the recession. Yet most companies do not know how to access this. 3 Industrial strategies envisage significant FP&M SETA should support targeted management and leadership growth in output and employment across development programs for the industries, aimed at building the the FP&M industries. New management intellectual leadership specifically to turn the industrial strategies skills are required to make this happen. into realities. 4 is at the heart FP&M SETA should explore MoUs with a set of collaborative “Collaborative clustering” of the DTI strategies to achieve industrial clusters and build long-term working relationships to make these growth. These will require new work. The first few years will involve all parties learning together, partnerships between training providers, thus the strategy and partnerships should be developmental, development finance institutions, and involve regular assessments of strengths and weaknesses. business support agencies and possible markets/ retailers. 5 Collaborative clustering is also at the FP&M SETA should explore partnerships with FET colleges, HEIs heart of cooperatives development, and and others to use collaborative clustering as a vehicle for growing SMME support. the cooperatives sector. 6 Employers report that many graduates FP&M SETA should identify the specific mismatches between (from both FETs and HEIs) are not curriculum and workplace requirements, on a basis, as part of a qualifications review strategy. “workplace ready”. Qualifications and programs should be and “fit-for-purpose”,
SCARCE AND CRITICAL SKILLS IN THE FP&M SECTOR: PRIORITY INTERVENTIONS The chapters on the demand and supply of skills pointed to a spectrum of challenges facing various FP&M industries. Each of these is described in the table below, with one or more possible priority interventions described. Note that the challenges were confirmed in discussions with key stakeholders and experts, and many of the priority interventions were suggested by stakeholders themselves. This list is not comprehensive, and comments are invited from sector stakeholders to add to (or amend) the list. Table : Key Strategic Challenges and Priority Skills Interventions Key Strategic Challenge Priority Skills Intervention 1 The labour market forecasts project employment loss in most FP&M industries. Stakeholders for the most part confirmed this during consultations. The Training Layoff Scheme should be explored as a mechanism to prevent job loss during the recession. Challenges in accessing this in the past should be explored and resolved. 2 The state has adopted a local procurement strategy to support industry during the recession. Yet most companies do not know how to access this. An informal skills intervention should be provided, training companies in how to benefit from the local procurement strategy. 3 Industrial strategies envisage significant growth in output and employment across the FP&M industries. New management skills are required to make this happen. FP&M SETA should support targeted management and leadership development programs for the industries, aimed at building the intellectual leadership specifically to turn the industrial strategies into realities. 4 “Collaborative clustering” is at the heart of the DTI strategies to achieve industrial growth. These will require new partnerships between training providers, development finance institutions, business support agencies and possible markets/ retailers. FP&M SETA should explore MoUs with a set of collaborative clusters and build long-term working relationships to make these work. The first few years will involve all parties learning together, thus the strategy and partnerships should be developmental, and involve regular assessments of strengths and weaknesses. 5 Collaborative clustering is also at the heart of cooperatives development, and SMME support. FP&M SETA should explore partnerships with FET colleges, HEIs and others to use collaborative clustering as a vehicle for growing the cooperatives sector. 6 Employers report that many graduates (from both FETs and HEIs) are not “workplace ready”. FP&M SETA should identify the specific mismatches between curriculum and workplace requirements, on a basis, as part of a qualifications review strategy. Qualifications and programs should be “fit-for-purpose”, and
FPM_SECTOR_SCARCE_CRITICAL_SKILLS_NOV_2012.docx