Dec 2024 – iNtgrty

Describe the system and practices for a learning organisation offering RPL

6th Dec 2024 No Comments

INTGRTY ARTICLES WRITTEN BY OUR LEARNERS

This year we piloted the Advanced Certificate on Occupational Learning: Learning and Development Advisor, on NQF Level 7. Learners had to submit more than 50 practical assignments to be declared ready for the EISA. This gave me the idea to share their products with other learning providers and learners in occupational and vocational learning. So, I asked the learners who achieved a distinction for assignments for permission to publish their submissions as articles on our Intgrty website. Articles are published unanimously for obvious reasons.

Describe the system and practices for a learning organisation offering RPL

1. Pre-entry

• To apply for RPL, the candidate must be over the age of 25. Along with having a minimum of 3 years in the field (this must be relevant to what the candidate wishes to RPL)

• The most vital part of this stage is to let people know exactly what is available and how to go about apply (if the requirements are met)

2. Candidate profiling

• A detailed CV (or other relevant document that outlines the experience of the candidate, that would be relevant to the RPL’ed programme/s.

• This stage includes the candidate developing their profile, based on their experience, and whether they might be successful utilising this route.

3. Initial guidance

• This will be done by the RPL coordinator, with regards to what is applicable evidence, what is outstanding. Aswell as guidance on what the process entails for the candidate.

• As stated by Author J.P. Nel (2010) the coordinator (facilitator) must create realistic expectations: Time saving aspect, flexibility, gathering evidence, support available, workload, procedures and financial implications.

4. Recognising and identifying skills

• Looking at the requirements of the programme to identify which skills the candidate already has with relation to the needs of the programme.

• Focus will be on the learners most relevant experiences and accomplishments. During this stage the facilitator will work closely with the candidate.

5. Relating skills to criteria

• This involves the RPL coordinator checking the identified skills and knowledge of the candidate, and relating it to the criteria stated in the programme design/description.

• This stage will illuminate any gaps in skills, and will be addressed during the top-up learning stage.

6. Gathering evidence

• After relating skills and knowledge to criteria, the candidate and the RPL coordinator will start collecting the evidence of performance (skills/tasks/practical) over the 3-year period of entry requirement experience.

• The facilitator will guide the learner on evidence and the ‘proof’ of said evidence that is required for the candidate to be successful.

7. Documentation of evidence

• All the gathered evidence will be documented in the form of a portfolio, there are many types of documentation of evidence: Self-oriented portfolio, outcome-oriented portfolio etc.

• This portfolio will/might include documents, supervisor letters, pictures, CV’s etc.

8. Assessment

• This stage of assessment includes the assessor making a judgement about the candidate’s portfolio, and whether they have met the requirements for granting credits or certificates.

• The assessor’s judgement will be based on many variables, including Policies and Procedures, quality assurance body (QA body) requirements etc.

9. Top-up learning

• During this stage, gaps that have been previously identified will be addressed and filled.

• This can either be done through means of formal learning or gathering missed evidence of competence against certain criteria.

10. Quality assurance

• During this stage there will be four role players (excluding the candidate), namely: facilitator, assessor, moderator and verifier.

• The role players will work to make sure the RPL assessment/process meets the requirements of the QA-body, the principles of assessment (validity, fairness, reliability etc.) and checking that all the correct and legal routes have been utilised by the learning institute to prove competence.

11. Accreditation

• This will likely be the ‘final’ stage of RPL, as the credits will be granted.

12. Certification

• After accreditation has been awarded, the candidate will be issued with an accredited certificate.

13. Progression and post-assessment guidance.

• The candidate and coordinator can at this stage consider progression routes the candidate has available to them and whether they wish to participate in furthering their qualification/s.

References:

• Nel, J.P., 2010. The concepts and procedures governing the recognition of prior learning. 1st ed. Pretoria: Mentornet Pty (Ltd), pp.50-96.

• University of South Africa (UNISA), 2023. Recognition of Prior Learning (RPL) for module credit. [online] Recognition-of-Prior-Learning-(RPL)/RPL-for-module-credit [Accessed 8 October 2024].

• South African College of Business (SACOB), n.d. Recognition of Prior Learning (RPL). [online] Available at: https://www.sacob.com/recognitionof- prior-learningrpl/#:~: text=All%20recognition%20of%20prior%20learning%20results [Accessed 8 October 2024].

• South African Qualifications Authority (SAQA), 2019. National Policy and Criteria for the Implementation of Recognition of Prior Learning (Amended in March 2019). [pdf] Criteria-for-the-Implementation-of-RPL-Amended-in-March- 019.pdf#:~:text=%E2%80%9CRPL%20candidate%E2%80%9D%20mean s%20the%20person%20seeking [Accessed 8 October 2024].

• University of Johannesburg. (n.d.) Recognition of Prior Learning. Available at: https://www.uj.ac.za/admission-aid/recognition-of-priorlearning/ [Accessed: 9 October 2024].

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Examining the recruitment and selection strategy of the organisation where you are employed

4th Dec 2024 No Comments

INTGRTY ARTICLES WRITTEN BY OUR LEARNERS

Examining the recruitment and selection strategy of the organisation where you are employed

Improving the recruitment and selection strategy in an organisation can lead to better hiring outcomes, higher employee retention and a more engaged workforce. Here are five (5) key ways to enhance these processes:

LEVERAGE DATA AND ANALYTICS FOR PREDICTIVE HIRING

What to Improve – Many organisations rely on traditional, subjective methods for recruitment. By integrating data and analytics, you can make evidence-based decisions and predict candidate success more accurately.
How to Implement – Use predictive analytics tools to assess resumes, test for skills and identify patterns that indicate high-performance traits. These tools can analyse past hiring data, employee performance and attrition rates to help identify what types of candidates are likely to succeed in specific roles.
Impact – Reducing biases in selection, improving the match between candidates and job requirements and enhancing long-term retention through more informed hiring decisions.

ENHANCE EMPLOYER BRANDING AND CANDIDATE EXPERIENCE

What to Improve – In today’s competitive job market, candidates assess the organisation as much as the organisation evaluates them. A poor employer brand or a negative candidate experience can deter top talent.
How to Implement – Strengthen your employer branding by promoting a positive, authentic image of your workplace culture through social media, careers pages and job postings. Focus on providing a seamless candidate experience by ensuring clear communication, offering timely feedback and simplifying the application process (e.g. mobile-friendly application forms, transparent timelines).
Impact – Attracting top-tier candidates, improving acceptance rates and enhancing your reputation in the job market.

ADOPT STRUCTURED INTERVIEW PROCESSES

What to Improve – Unstructured interviews often lead to inconsistent evaluations and biases, which can negatively impact the quality of hires.
How to Implement – Use structured interviews with standardised questions tailored to the job’s competencies and requirements. Develop scoring rubrics to objectively assess each candidate based on their responses. Incorporate a mix of behavioural, situational and technical questions to evaluate soft skills, problem-solving abilities and job-related expertise.
Impact – Ensures fairness, reduces bias, and improves the reliability and accuracy of the candidate selection process, leading to better-quality hires.

UTILISE EMPLOYEE REFERRALS AND INTERNAL TALENT POOLS

What to Improve – Relying solely on external hiring can be time-consuming and extremely costly. Employee referrals and internal talent pools are often underutilised.
How to Implement – Create an incentivised employee referral program that encourages current employees to recommend qualified candidates. Additionally, regularly assess and promote internal talent pools by identifying high-performing employees who are ready for advancement or lateral moves within the organisation.
Impact – Increases the speed of hiring, reduces recruitment costs and boosts employee morale by offering career progression opportunities to current staff.

INCORPORATE AI AND AUTOMATION IN THE RECRUITMENT PROCESS

What to Improve – Recruitment processes can be slow, with manual screening of resumes, scheduling interviews and candidate follow-ups taking up significant resources.
How to Implement – Use AI-driven tools to automate repetitive tasks such as initial resume screening, scheduling interviews and sending automated updates to candidates. AI can also help identify keywords in resumes that match job descriptions, ensuring faster and more accurate shortlisting of candidates.
Impact: Streamlines the recruitment process, reduces the time-to-hire and allows HR teams to focus on more strategic tasks, such as engaging with top candidates and improving recruitment strategies.

Checklist for the analysis of a recruitment and selection strategy

	Criteria	Yes/No	Remarks
1	Are the tertiary qualifications of the applicants checked for relevance and authenticity?	Yes	Verifying the relevance and authenticity of tertiary qualifications is a critical part of the recruitment and selection process for the organisation. By conducting thorough checks, the employer can ensure that candidates possess the educational background necessary for the position and maintain the integrity of their hiring practices. This process helps protect the organisation from potential risks associated with hiring unqualified individuals and contributes to building a competent and capable workforce.
2	Is the relevant work experience of applicant tested?	Yes	Testing relevant work experience helps the employer ensure that candidates not only have the necessary background but also the ability to apply their experience in a way that will drive success in the role. By using interviews, assessments, work simulations and reference checks, the employer can effectively evaluate how well an applicant’s experience aligns with job requirements and overall organisational needs.
3	Are the leadership qualities of the applicants tested?	Yes	The organisation uses a combination of interviews, assessments and reference checks to rigorously test the leadership qualities of candidates. These evaluations help the employer identify whether a candidate possesses key leadership traits such as strategic thinking, emotional intelligence, team management and the ability to inspire and motivate others. By thoroughly assessing these qualities, the organisation can ensure they hire leaders who will effectively guide teams and drive organisational success.
4	Are the emotional qualities of the applicants tested?	Yes	Emotional qualities like emotional intelligence, empathy, resilience and the ability to manage stress are critical to success in many roles, especially those involving leadership, teamwork or customer interaction. The employer will test these qualities through a combination of behavioural interviews and assessments to ensure candidates are emotionally equipped to handle the demands of the job and foster positive working relationships.
5	Is the ability of applicants to work as members of a team tested?	Yes	An applicant’s ability to work as part of a team is thoroughly tested through various methods, including behavioural interviews, group exercises, work simulations and reference checks. The employer will look for candidates who can collaborate effectively, communicate clearly, resolve conflicts and contribute positively to a team environment. By using these assessment tools, the organisation ensures that they hire individuals who can thrive in team-oriented roles and contribute to the success of the group.
6	Are the ethical values of the applicants confirmed?	Yes	Ethical values are often rigorously tested during the hiring process through interviews, assessments, simulations, reference checks and background screenings. These evaluations help the organisation to ensure that they are bringing in individuals who uphold high standards of integrity, transparency, fairness, aligning with both organisational values and broader ethical expectations. By confirming ethical behaviour before hiring, the organisation protects their reputation, maintain a positive culture and avoid potential legal or ethical issues down the line.
7	Is the cultural tolerance of applicants confirmed?	Yes	Cultural tolerance is increasingly recognised as a vital attribute in today’s diverse workplace. The employer assesses these qualities through various methods, including behavioural interviews, assessments and reference checks. By confirming cultural tolerance during the recruitment process, the organisation can ensure they hire candidates who will contribute positively to a diverse and inclusive work environment, ultimately enhancing teamwork, collaboration and organisational culture.
8	Is it confirmed that the applicant does not discriminate against other people of any race, gender, religion, etc?		Confirming that an applicant does not discriminate against others based on race, gender, religion or any other protected characteristics is an essential part of the recruitment process of the organisation. By employing various methods, including behavioural interviews and assessments about diversity values, the employer can evaluate candidates’ commitment to fostering an inclusive and respectful work environment. This process not only helps build a diverse workforce but also enhances the overall organisational culture.
9	Is the applicant’s discipline tested in terms of time and conflict management ability, diligence and motivation to work and progress in the organisation?	Yes	Assessing an applicant’s discipline regarding time and conflict management abilities, diligence and motivation to work and progress within the organisation is a critical aspect of the recruitment process. By employing various methods such as judgment tests, work samples, and reference checks, the employer can gain valuable insights into candidates’ readiness for the role and their potential for growth within the organisation. This comprehensive approach helps ensure that the selected candidates align with the organisation’s values and objectives, ultimately contributing to a positive work environment.
10	Are the applicants oral and written communication skills tested?	Yes	Testing applicants’ oral and written communication skills is a crucial aspect of the recruitment process. By employing various methods, such as writing assessments, presentations and group discussions, the employer can gain valuable insights into candidates’ ability to communicate effectively in different contexts. This comprehensive assessment helps ensure that selected candidates possess the necessary communication skills to succeed in their roles and contribute positively to the organisation.
11	Is the applicant’s ability to think and act visionary tested?	Yes	Testing an applicant’s ability to think and act with a visionary mind-set is a crucial component of the recruitment process for the organisation, especially for roles that involve leadership, strategic planning or innovation. By employing various methods such as situational judgment tests and group discussions, the employer can gain valuable insights into candidates’ visionary thinking abilities. This assessment helps ensure that selected candidates have the potential to contribute strategically to the organisation and inspire others toward a common vision.
12	Are the applicant’s cognitive abilities tested?	Yes	Testing applicants’ cognitive abilities is a common and essential aspect of the recruitment process for the organisation. By employing various methods such as cognitive ability tests, situational judgment tests, work sample tests and analytical reasoning assessments, the employer can gain valuable insights into candidates’ mental capabilities and potential job performance. This comprehensive assessment helps ensure that selected candidates possess the necessary cognitive skills to succeed in their roles and contribute effectively to the organisation.
13	Is the applicant’s computer literacy tested?	Yes	Testing an applicant’s computer literacy is an important aspect of the recruitment process, especially in today’s technology-driven work environment. By employing various methods such as technical assessments, practical exercises and online skill tests, the employer can gain valuable insights into candidates’ proficiency with technology and their ability to perform job-related tasks effectively. This comprehensive assessment helps ensure that selected candidates possess the necessary computer skills to succeed in their roles and contribute positively to the organisation.
14	Does the recruitment and selection strategy indicate the gaps in the applicant’s profile for the job for which the applicant applied?	Yes	An effective recruitment and selection strategy is designed to identify and address gaps in applicants’ profiles relative to the job requirements. By utilising structured assessments, behavioural interviews, reference checks and benchmarking against successful profiles, the organisation can ensure that they select candidates who not only meet the qualifications for the position but also align with the organisation’s overall goals and culture. Identifying these gaps not only aids in the selection process but also informs future talent development initiatives, enhancing overall organisational effectiveness.
15	Can the recruitment and selection strategy show if an applicant is well-suited for a position for which he/she did not apply?	Yes	A thoughtful recruitment and selection strategy not only identifies candidates for specific positions but can also reveal their potential suitability for other roles within the organisation. By utilising comprehensive assessments, engaging in thorough discussions and leveraging technology, the organisation can better understand applicants’ skills, experiences and aspirations. This approach enhances talent management and fosters a more agile workforce, ultimately benefiting both the organisation and its employees.

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Approaching relevant stakeholders to find out which marketing parameters you should use

1st Dec 2024 No Comments

INTGRTY ARTICLES WRITTEN BY OUR LEARNERS

We have the written permission of the learners to publish their work. However, it had to be done anonymously.

Approaching relevant stakeholders to find out which marketing parameters you should use

When approaching relevant stakeholders to identify the most effective marketing parameters for learning and development (L&D), it is important to engage with various internal and external parties who influence or are affected by the L&D programmes. These stakeholders include senior leadership, HR, L&D teams, marketing teams, employees (learners) and external partners.

SENIOR LEADERSHIP

Key Question: What are the strategic goals of the organisation that L&D should align with?

Alignment with Business Strategies: L&D programmes should focus on the skills that are most relevant to the organisation’s future goals. These may include leadership development, digital transformation or innovation.
Return on Investment (ROI): Leadership may emphasise the importance of marketing L&D programmes in a way that showcases the value they bring in terms of productivity, engagement and/or profitability. This means focusing marketing efforts on measurable outcomes.
Targeting Key Talents: Identify high-potential employees and future leaders and develop targeted marketing campaigns to encourage their participation in L&D programmes that enhance key leadership and technical skills.

HR AND TALENT MANAGEMENT TEAMS

Key Question: How can we align L&D marketing with recruitment, retention and career development goals?

Employee Growth and Retention: Market L&D programmes as a crucial part of the company’s career development and talent retention strategies. Show how participating in these programmes leads to promotions, new roles, or enhanced skills.
Tailored Communication: Use personalised marketing tactics to highlight programmes that fit the specific career paths of employees. This could involve segmenting employees by their career level (e.g. entry-level, mid-career, leadership) and targeting them with relevant courses.
Diversity and Inclusion Focus: HR may advise marketing to emphasise inclusivity, ensuring that L&D initiatives cater to employees from diverse backgrounds, supporting diversity and inclusion goals.

L&D TEAM

Key Question: How do we market L&D programmes to maximise engagement and learning outcomes?

Highlight the Learning Experience: Use marketing to promote not just the content, but also the experience. Focus on interactivity, collaboration and how the programme’s delivery (e.g. workshops, online courses, blended learning) enhances engagement.
Use Success Stories: Showcase testimonials and case studies from employees who have benefited from the programmes. Real-life success stories can make marketing messages more relatable and compelling.
Regular Updates and Reminders: Create campaigns that provide on-going engagement with learners, such as regular email updates, social media content and internal newsletters that keep them informed about upcoming programs and new learning opportunities.

MARKETING TEAM

Key Question: What channels and messaging strategies will best engage employees and stakeholders in L&D programmes?

Omni-channel Approach: Use a variety of communication platforms such as email, intranet, social media (internal and external) and mobile notifications to reach employees. Different employees engage through different channels, so a multi-channel approach increases visibility.
Branding and Messaging: Marketing teams might advise developing a strong brand identity for L&D programmes that align with the company’s overall brand. Consistent, engaging, and visually appealing branding can increase participation.
Data-Driven Marketing: Use analytics and employee data to understand what kinds of content resonate most with different employee groups. Segment audiences based on factors like department, career stage, previous participation in training programmes and tailor messaging accordingly.

EMPLOYEES (LEARNERS)

Key Question: What motivates employees to participate in L&D programmes?

Personal Relevance: Employees want to know how the L&D programmes will benefit them directly in their current role or future career. Marketing should focus on how the programme will solve specific problems or help them achieve personal and professional goals.
Convenience and Flexibility: Busy employees often value learning programmes that are flexible and convenient. Highlight flexible scheduling, self-paced learning options or on-demand content in marketing materials.
Engagement and Recognition: Employees may suggest that recognising participants or offering incentives (e.g. certifications, badges and promotions) be incorporated into marketing. Rewards for completion can increase motivation and buy-in.

EXTERNAL PARTNERS (TRAINING PROVIDERS, CONSULTANTS)

Key Question: How can external partners help in marketing and delivering L&D programs?

Leverage Expertise and Reputation: External training providers may advise using their brand and reputation as a selling point to market the L&D programmes. Featuring expert trainers or industry-recognised certifications in the marketing materials can enhance credibility.
Joint Marketing Initiatives: External partners may collaborate on marketing campaigns by providing co-branded content, promotional materials and events (e.g. webinars, workshops) that showcase the quality and expertise they bring to the programme.
Tailored Content for Specific Needs: Providers may offer insights on which programmes to market more aggressively, such as those that align with industry trends (e.g. digital skills, AI, leadership development) and help the organisation stay competitive.

LEARNING AND TECHNOLOGY PROVIDERS

Key Question: What role does technology play in marketing L&D, and how can we use it to our advantage?

Leverage Learning Platforms: Use the learning management system (LMS) or other digital platforms to track learner engagement, progress and feedback. This data can be used to tailor marketing and follow-up campaigns.
Mobile-Friendly Content: Highlight the availability of mobile-friendly learning options, which is critical for busy professionals or those working remotely. Promoting easy access to learning on-the-go can increase participation.
Gamification (the application of typical elements of game playing): Promote features like gamification (badges, leaderboards, competitions) that create an engaging and fun learning experience. Gamification can be used in marketing to draw attention to the interactive elements of the programme.

FEEDBACK FROM PREVIOUS L&D CAMPAIGNS

Advice from Previous Campaign Analysis:

What Worked and What Did not

Analyse previous marketing efforts for L&D programmes to understand which strategies successfully attracted learners. This may include examining click-through rates, attendance rates, survey responses and feedback from past participants.

Iterate and Improve

Use data from these analyses to refine your marketing approach, focusing on the channels and messages that resonated most with the target audience.

KEY MARKETING PARAMETERS BASED ON STAKEHOLDER ADVICE

Target Audience Segmentation: Market different programmes to different employee groups based on career level, department and personal learning goals. Tailor content and messaging accordingly.
Value Proposition: Clearly communicate the benefits of the L&D programmes for career advancement, skills development and personal growth.
Channels and Platforms: Use a mix of internal communications (email, intranet), social media and mobile platforms to promote L&D programmes.
Personalisation: Customise messages based on employees’ past engagement, learning preferences and career aspirations.
Branding and Design: Ensure that the L&D programme has strong visual branding and aligns with the company’s overall identity to make the marketing materials professional and engaging.
Incentives and Recognition: Use rewards like certifications, career advancement opportunities and public recognition to motivate participation.
Metrics and Feedback Loops: Monitor engagement metrics such as enrolment numbers, attendance rates and completion rates. Use this data to continuously improve marketing efforts.

By incorporating the advice from these stakeholders, you can create a well-rounded marketing approach that effectively engages learners and aligns with organisational goals.