Managing / -Valuing transformation /transformation
2.11 WHY TRANSFORMATION IN SOUTH AFRICA IS PERCEIVED TO BE SLOW
Many reasons are advanced to try and explain the lack of progress. According to Hofrneyr (1993: 43), these range from constraints imposed by a slow economic growth rate of the country to problems experienced in the educational system. He states that some companies profess to be committed to employee advancement
although in practice very little happens. Hofineyr (1993: 61) asserts that the following aspects contribute to the failure of numerous transformation programmes:
• Inadequate clarification of corporate values and philosophy;
• Lack of commitment by senior management;
• No strategic human resources planning;
• Lack of line management ownership and accountability of transformation;
• Inadequate setting of targets for employment equity and affirmative action;
• Negative attitudes of white employees;
• No two way communication;
• Discriminatory practices;
• Little or no monitoring and follow up.
Craayenstein (1994: 79) found that the following aspects impacted on affirmative action in the companies surveyed:
• Career planning and development;
• Top management commitment;
• Work environment;
• Prejudice and
• Unclear performance standards.
Similar issues are still being advanced for the perceived failure of transformation initiatives. Literature reviewed indicated that the following issues impact on the success of transformation:
2.11.1 Lack of Top Management Commitment
Thomas (1998: 123) suggests that an important, and most probably the most crucial, practical reason why transformation programmes fail is that top management is not committed to it. Experts such as Human(1991: 22), Madi (1993: 56), the Black
Management Forum (BMF), (1993: 122), the Institute of Personnel Management (IPM) (1995: 17) and Thomas (1995: 53) all concur that the Chief Executive Officer should be responsible and accountable for transformation programmes in the organisations.
Thomas (1995: 101) says that "... in many cases, affirmative action has been nothing more than window-dressing with training tacked on in an attempt to impart skills and knowledge management feels new recruits need to learn". Human (1991: 33) points out that in order achieve results, the long term commitment of top management is crucial; a failure to retain commitment over time could result in regression to the status quo. Wingrove (1995: 82) cites lack of personal commitment (time, energy and visibility) by top managers as an issue contributing to the perceived failure of affirmative action programmes in South Africa.
2.11.2 Skills, Training and Development
Human (1993: 55) suggests that transformation programmes should be concerned with the development of people to allow them to compete on merit and on equal basis.
Waltman (1995: 82) on the other hand warns that transformation should not be a policy of handouts but should rather be apian of action which is proactively aimed at self-upliftment through creating greater equal opportunities. He suggests that academic and technical qualifications should be supplemented with leadership qualities.
Price Waterhouse (1996: 9) report that a large scale investment in human capital is required to ensure that transformation is successful. They suggest that training programmes should include information on the principles underpinning the existing business culture in South Africa
They further assert that educational bridging programmes may be necessary and suggest that mentoring should become an integral part of transformation. Kruger (1995: 178) supports this and says that bridging programmes often enhance the acclimatization process into the organisation specifically as well into the business culture in general. He suggests that proper awareness training on how businesses
operate and how the employees fit into the whole picture should be incorporated into the development of people. He says that training should be seen in a holistic sense to assist people in furthering their own careers.
Wingrove (1995: 100) reports that the shortage of appropriately qualified, experienced blacks in all fields and at all levels is problematic. This is supported by an Ernst & Young Survey (2004: 14) which found that the one of the major obstacles to affirmative action and transformation was the shortage of suitably qualified candidates (84% of respondents). The situation is exacerbated by the fact that the increase in demand causes inflated remuneration and unrealistic expectations.
Wingrove (1995: 87) says this "... causes job hopping which has a negative influence on career development and contributes to the decrease in experience obtained, preventing the employee from developing commitment to an organisation that has often invested large sums of money and time in his/her development".
Cruz (2006: 61) agrees and asserts that South African companies have been hard hit by job-hopping - particularly among black employees. While a global trend among the younger generation, the phenomenon appears to be exacerbated in South Africa due to the unique circumstances created by apartheid, coupled with new BEE legislation.
Harvey et al. (2001: 94) suggest six key skill areas that are critical to the success of the transformation appointees. These are:
• Leadership;
• Project Management;
• Communication;
• Problem Solving;
• Interpersonal;
• Personal
Harvey et al. (2001: 80) suggest the following as key success factors concept for transformation:
Figure No. 6: Key Success Skills Profile For Transformation
Adopted from Harvey D. & Brown DR (2001): An Experiential Approach to Organisational Development, Sixth Edition, Prentice Hall, California
Wingrove (1995: 91) says that more often than not emphasis is placed on short term numbers and not on long term development. She asserts that "... often the process is incorrectly managed as Black up-liftment and not as Black empowerment". She argues that empowerment is about an enablement to get results. She further argues that deliberate plans should be formulated for the identification pf talent within the organisation and for the training and development of these employees. She asserts that these plans should include job restructuring. She supports the view of accelerated training and development as well as bridging programmes.