Read the following case study and answer questions 3 and 4

Stitch Clothing Manufacturers meeting production demands through training

Stitch Clothing Manufacturers (SCM) is a leading clothing manufacturer in South Africa with its head office in Cape Town. It manufactures and supplies low to medium priced men and womens high quality garments to the most reputable retailers in South Africa. SCM has been in clothing manufacturing for over 30 years and services includes designing, sample making, computerised cutting, stitching, warehousing and shipping. SCM wants to ensure that it is producing high quality and stylish clothing, so they constantly interact with its retailers to understand consumer demands and preferences.

The company employs more than 600 workers and the majority of employees are women. Most of the women involved in the manufacturing of the garments are unskilled and some of them do not have a matric qualification. Training is usually on the job for the inexperienced and unskilled workers. The morale among the women are low and they mainly view their jobs as a means to an end. The company has a qualified team of designers to recognise the latest fashion and trends, but it is also faced with designers leaving the company to seek better opportunities. The company is also under pressure to produce more quality garments at a higher speed. In order to meet the high demands, the company has invested in new machinery and made changes to the production layout. It was also extremely necessary to focus on training and development to address the skills gaps in the company.

As part of the companys training initiative, all SCM production managers were provided with training modules that covered the theoretical aspects of production followed by one month on-the-job training. Technical training and vocational training were also provided to equip the women to work effectively as machine operators. The company has a performance culture and is production driven but it also ensures that employees produce high quality products.

Shelley Mkhize, the newly appointed HRD manager who had 15 years experience in the clothing manufacturing industry, had plans to ensure that all employees had the skills to perform their jobs effectively and to ensure that employees and managers were provided with the correct training. Shelley plans to conduct an HRD needs assessment to identify performance needs and to find new and better ways of doing things in the company. She hopes to implement the correct HRD intervention and to also ensure that the company is investing its money wisely. She also feels that an HRD audit is necessary to determine the future HRD needs of the organisation after assessing the current HRD activities and inputs available. Shelley, with the help of her department, started by going through all job descriptions and what skills each employee actually possessed for each position. The HRD team aims to ensure that the organisation reaches new heights with their HRD efforts. HRD must be considered as doing more than just providing employees with the skills to perform their jobs; they must also direct all HRD efforts towards achieving the organisational goals.

Shelley is also interested in management development. She believes that in todays fast paced environment managers must be able to cope with changes. Managers must be able to motivate employees to utilise their skills and abilities to perform at high levels. They must be able to retain employees and build a committed workforce. Branch managers at SCM should be trained in the financial aspects of the business and management skills (for example supervising, communication and performance appraisal). These branch managers will later serve as trainers in the company. Shelley feels that the most experienced employees should also be given the opportunity to acquire management skills so that they would one day be able to take on management positions.

QUESTION 3

3.1 Shelley plans to conduct an HRD needs assessment at SCM. You are requested to advise her on the four steps that should be considered when conducting an HRD needs assessment and indicate how it can be applied to SCM. (20)

3.2 Why do you think it is important for Shelley to conduct the HRD audit process at SCM? (5) [25]

QUESTION 4

4.1 Discuss two (2) on-the-job and two (2) off-the-job management development methods that would be appropriate to deliver HRD interventions at SCM. Justify your answer. (20)