Your Federal Quarterly Tax Payments are due April 15th Get Help Now >>

Draft speech for delivery by Sizwe Nxasana, Telkom CEO, on the by monkey6

VIEWS: 103 PAGES: 4

Draft speech for delivery by Sizwe Nxasana, Telkom CEO, on the

More Info
									 Speech for delivery by Sizwe Nxasana, Telkom’s CEO, on the Company’s
                     New Approach to People Development:
     The Alternative strategies and approaches to avoid job losses and
            create new career opportunities for Telkom employees
                   27 November 2002: Pretoria Country Club


In the fast-moving communications industry, in South Africa and globally, we no
longer have the luxury of being in a job for life.


Given the changes taking place thick and fast in communications companies all
over the world, it’s clear that what is seen as a critical skill today might not be so
next year – or even tomorrow. That’s the reality of the business we’re in.


And that is why it’s so important for companies and people in our business to
keep on re-focusing ourselves, to work constantly at improving our skills,
efficiency and marketability. By being proactive and keeping an eye on the future,
we can ensure that, as an organisation and as individual employees, we’re ready
for whatever job changes may come, whether in the short term or the long run.


One of Telkom’s six core values, which guide all our business behaviour and
relationships, is that we value our people and their diversity. This particular value
reflects the conviction that our people are Telkom’s most valuable asset and that
it is only through their wholehearted commitment that the Company can achieve
its business objectives and become a world-class communications company.
Our plans and endeavours need to maintain sensitivity to our people, the very
essence of our being.

It was with this sensitivity, and acute proactivity that we came up with the new
Alternative strategies and approaches to avoid job losses and create new career
opportunities for Telkom employees.
I can say with confidence that the intention behind this plan is to put Telkom in a
position where, going forward, we will be able to guarantee that there will be
minimal job losses as a result of future job changes.


The word ‘guarantee’ is a strong one, a word not lightly used in a business
environment as fluid as ours, where there is a constant shift in technological
development, market conditions, the regulatory environment and in the form and
pace of competition.


So what gives Telkom the confidence to say, without fearing that we may later
have to eat our words, that the Alternative strategies will enable us to minimise
job losses to the fullest possible extent?


First of all, the new plan is built on a firm commitment to being a responsible
employer and corporate citizen. Telkom fully supports the job creation objectives
of Government, our majority shareholder.


Secondly, the new plan itself has a number of strengths that previous
approaches lacked. These strengths include:


      Early warning-signals about job changes: We are putting in place
       processes and procedures that will enable us to pinpoint and start
       preparing for future job changes at least 12 months before they actually
       happen.


      Capitalising on the job creation of the broad technology sector: With
       new players set to enter the communications market, the sector has
       significant job creation potential. Up to now, however, various players in
       the sector have tended to work on job creation initiatives on their own, in
       isolation. Imagine how much more effective these would be if they
       coordinated and synchronised.
          Creating a permanent careers agency within Telkom: We have created
           a formal, permanent, dedicated careers development unit whose sole
           purpose is to support our drive to avoid job losses, find new career
           opportunities and support employees affected by job changes.


Called the Agency for Career Opportunities, this unit opened its doors for
business on 1 October 2002. And that business is to empower employees facing
job changes, now and in the long term, to take control of their skills and career
development.


Telkom’s Human Resources group executive, Oupa Magashula, will shortly be
telling us more about the short and long-term strategy of the Agency for Career
Opportunities. In the mean time, I would like to draw your attention to the
concrete progress being made in transforming our alternative strategy into a
reality.


The groundwork for sector-wide cooperation has already been laid through the
ICT Sectorial Job Summit. Building on this, Telkom, through the Agency For
Career Opportunities, is now actively engaging other players in the technology
sector with a view to forming training and job placement partnerships.


Apart from engaging existing communications operators, as well as Telkom’s
suppliers, we are working closely with the industry’s training body, ISETT-SETA
(Information Systems, Electronics and Telecommunication Technology – Sector
Education Training Authority) to develop innovative skills packages, such as full-
time industry learnerships.


At the same time, Telkom has already pioneered and is ready to start using a
computer-based early-warning system, Human Capital Planning, that will enable
us to pinpoint future job changes well ahead of time. Thanks to systems like this,
Telkom will be able to start preparing now for changes down the line, giving
employees at least 12 months to prepare for new careers, compared to the past
norm of only two months.


Ladies and gentlemen, the challenge of avoiding job losses is not one that
Telkom alone faces. It is an issue confronting every player in the sector.


By working together instead of in isolation, we can together draw on the job
creation potential of the sector as a whole, while building a pool of skills that is as
flexible and versatile as the changing environment in which we operate.


In the interests of unleashing this job-creation powerhouse, I invite you to join
forces with Telkom in what could culminate as a sector-wide synergy that could
become a job-creation role model for corporate South Africa.


Thank you

								
To top