How can WSP and ATR help identify and close skills gaps within your organisation

How can WSP and ATR help identify and close skills gaps within your organisation

A workplace skills plan is a detailed document that outlines the skills required by an organisation and identifies any gaps in those skills. The skills plan should consider the current skills of employees and their future training needs, as well as sector specific scares skills gap. The skills plan is an essential tool for HR managers and training committees, as it provides a blueprint for the development of training programs and career development plans for employees.


“The Skills Development Act, aims to expand the knowledge and competencies of the labour force, improve productivity, increase employment and eradicate inequality in society” Teboho Motsoane.


In order to develop a skills plan we need to conduct a skills audit of the organisation first. A skills audit involves assessing employees’ current skills against the skills required for their roles. This can be done through interviews, surveys, and performance appraisals and will help identify gaps in employees’ skills and highlight the areas where training is required.


Once skills gaps have been identified, these gaps are then translated into a training plan. The training plan should be based on the skills plan, should address the identified skills gaps and should be designed to meet the organisations’ and its employees’ specific needs and factor in sector specific skill requirements. It is important that training committees meet on a quarterly basis to discuss implementing changes into the plan if needed to due to current conditions in the working environment and operating sector at that time.


An actual training report (ATR) is an essential tool for measuring the effectiveness of training programs. The ATR reports on the actual training that was concluded in line with what training that was planned in the WSP.


The ATR assists in identifying whether the training program has successfully addressed the skills gaps identified in the skills plan. It can also highlight any areas where further training may be required. The report should be used to inform future training programs and to ensure that the organisation’s training needs are being met.


The WSP/ATR tool assists in creating opportunity for employees to obtain the skills required to remain competitive and can contribute to an organisation’s success.


Develop integrated learning pathways for your employees that will enhance employee engagement and organisational effectiveness with Siyakha’s expert assistance in crafting and submitting a WSP and ATR.


Contact us on 011 706 9006 or via email on to ensure that you get the best fit solution for your organisation through our specialised process and experienced team.

The Importance of Continuous Learning: Why Your Organisation Can’t Afford to Stand Still

The Importance of Continuous Learning: Why Your Organisation Can’t Afford to Stand Still

“A happy life is one spent in learning, earning and yearning” – Lillian Gish.

Continuous learning is described by Wesley Chai as the ongoing expansion of knowledge and skill sets and is often used in the context of professional development.

Continuous learning in the workplace can be described as developing new skills and knowledge while reinforcing what has been previously learned. Learning is a never-ending process and is crucial for growth. As a working professional, partaking in continuous learning paves the way toward success, not only for yourself but also for the development and growth of the organisation.

The world is forever changing and evolving; therefore, organisations must stay up to date with skills and knowledge trends to remain competitive and continue to thrive. Individual learning plans should be seen as a tool to assist organisations in adapting to new trends and changes in the world of work.  Learning in any organisation should never stop. It should be a continuous process, one that organisations are heavily invested in.

The need for continuous learning and development is a global phenomenon. The 2022 Workplace Learning and Development Trends Research Report indicated that “74% of employees say they are more likely to stay with a company that offers continuous training”. Identifying the right training programs and developing structured learning pathways will assist individuals fulfill their potential. This should result in loyalty from employees and reduce employee attrition.

The importance of learning and development has also been recognised by the South African Government. Several legislative measures are in place to support and ensure that learning takes place in the South African working environment. They include the Skills Development Act and the requirement to submit annual training reports (ATRs) and workplace skills plans (WSPs) to the relevant SETAs.

Continuous learning is not instilled in the short term. It is a medium- to long-term goal that requires buy-in, commitment and planning from various organisational stakeholders. Successful implementation can create infinite exploration possibilities for individuals and return on investment for organisations. It results in the ability to connect with others in a team, to learn from each other and, in so doing, build a platform for collaboration and discussion. These touch points create opportunities to change and adapt, and increase resilience in ourselves and our organisations to meet whatever challenges and opportunities may come.

“We can’t predict how our careers will develop or what the world of work will look like in the future. Investing in our ability to learn, unlearn, and relearn helps us increase our readiness for the opportunities that change presents and our resilience to the inevitable challenges we’ll experience along the way.”

Harvard Business Review, 2021

Revitalise your workforce and improve your organisational effectiveness with Siyakha’s expert assistance in reviewing and enhancing your ‘people’ strategy through our specialised WSP and ATR process.

Sune Marais | T: 011 706 9006

25 years making development happen

25 years making development happen

Siyakha is celebrating 25 years this year, in delivering solutions to our clients. Our team is focused, more than ever, on making development happen. Through the work that we do in fund-raising and growth, our consulting work to develop solutions and our development teams who are on the ground, driving change, we have never been more aware of the need for all of us to be a part of the solution.


The Siyakha Impact Trust© and the Siyakha Development Trust© are both vehicles that allow our clients to make contributions to SED and/or ESD respectively, allowing these Trusts as 3rd party providers, to then deliver programmes in the 12 months ahead.


Our FabLab© programme is there to support digital SMMEs. Our YOWZA!© platform provides comprehensive support to SMMEs through online learning, funding support, coaching, access to opportunities, an SMME marketplace and much more.


Our Project Hope© initiative provides employment, learning and development for unemployed mothers in townships.


We are working to raise funding for more than 11 000 initiatives, programmes, SMMEs, NGOs and registered charities across South Africa in a multitude of disciplines including forAfrika, a feeding scheme and Pothole Patrol, extrusion processes for environmental and food certainty, to name, but a few.


If you are grappling with how to build a strategy for Sustainability, submit ESG reports, need to rethink B-BBEE to make commercial sense, have Skills Development, Socio-Economic development or ESD spend that is not yet utilised, talk to our team so that we can ensure that you have the right solution that has maximum impact and measurable results.


Suzaan Bezuidenhout

T:011 706 9006

Kenya’s Digital Future of Work

Kenya’s Digital Future of Work

With the right programmes in place, Kenya can transform and elevate itself in the global IT industry, creating employment and significant growth


“Nearly 70% of Kenyan adults transfer money via mobile phone – the highest percentage of any country on Earth”


Kenya is one of the fastest-growing economies in Sub-Saharan Africa, with an economic growth averaging 5,7%, according to a World Bank report issued earlier this year.


The country has a population of 52,57 million, with an approximate unemployment rate of 7%, which is significantly lower than many other African countries – particularly South Africa, which has a population not much larger than that of Kenya but an approximate unemployment rate of more than 50%.


There is, however, a significant disparity between informal and formal-sector employment. The majority of employment in Kenya is within the informal sector, with only a small percentage emanating from the private sector. There is a drive towards the creation of more formal or private-sector employment in the country, but we should not forget that the informal sector creates a significant amount of jobs, generates income within impoverished communities and contributes significantly to economic growth.


The informal sector is often viewed as ‘problematic’ but should be considered an indicator of the entrepreneurial spirit of the African continent. Data around the future world of work shows that entrepreneurship and smaller businesses will be key features of the African continent, with a significant rise in technological innovation. Not only that, but 80% of employment will emanate from smaller businesses rather than formal or public-sector institutions, where over-employment is a concern and unsustainable. This could be especially true in Kenya, given that the country, with its culture of technology and positive approach to digital disruption, is anticipated to become the tech hub of Africa.


Kenya is a perfect example of tech adoption on a large scale. According to a report in Ethiopian Airlines magazine Selamta, nearly 70% of Kenyan adults transfer money via mobile phone – the highest percentage of any country on Earth – with more than US$320-million transferred each month. This digital transaction culture has resulted in Nairobi fast becoming a creative hub in software development, attracting significant attention from prominent members of the global IT community.


The adoption of mobile-based money transactions was deeply rooted in the country’s social dynamic, where a high proportion of Kenya’s urban population financially supports family members in rural communities. Previously, the only way to send funds to family members was via hand-delivery or with bus drivers. Given the security and safety aspect, M-Pesa created a digital platform for urban workers to safely and instantly transfer money to their rural families. The uptake of this digital technology was unprecedented and unexpected and created a positive attitude and culture towards technology innovation within the country.


The integration of technology in Kenya seems to take place at a faster pace than in other African countries owing to a less rigid regulatory environment. This has led to an insurgence of technological innovation and related businesses across the country.


It would appear that the future world of work in Kenya sits firmly in rapid technological innovation and evolution. With the right programmes and initiatives in place, Kenya can transform and elevate itself in the global IT industry, vastly contributing to the creation of employment and significant economic growth.


Even though the informal sector may not be directly related to the technological innovations emerging from the country, it may be a good initiative to start linking the entrepreneurial enthusiasm and spirit that resides in the informal sector with the opportunities that exist in the formal sector. Furthermore, it will be necessary to ensure that relevant education is provided at various institutions, whether at primary or tertiary level and that opportunities to reskill and upskill be given to those already employed in the formal sector. In addition, community-based educational programmes should target those individuals who may be unemployed and lack the skills for employment.


Introduction to technology and the opportunity for growth will be endless in a country like Kenya, where digital disruption is welcomed and a positive outlook is expected.

The Importance of Continuous Learning: Why Your Organisation Can’t Afford to Stand Still

Rwanda’s future world of work

Rwanda needs to address issues of education and equality before it can embrace the rise of digital technologies


The Rwandan government aims to create 1,5-million jobs by 2024 under the National Transformation Agenda


Rwanda is considered a revolutionary economy in Africa. It has grown significantly over the past decade, particularly in mining, agriculture and manufacturing, and has been identified by the World Bank as one of the fastest-growing economies on the continent, with a steady increase in economic activity of approximately 8%. In addition, the unemployment rate is low, and Rwanda’s connections with East Africa, the Middle East and China have bolstered its growth.


This steady increase in economic activity has provided opportunities for skilled workers to support the country’s tea and coffee industries, and services and mining sectors. Investment is pouring into Rwanda, with world-leading brands such as PwC, Unilever, KPMG, Coca Cola and Tiger Brands growing the private-sector economy.


One must consider a number of factors when contemplating the future world of work of any country, including the ratio of economic activity in terms of informal versus formal sectors and opportunities, quality of education and skills development across the population, unemployment statistics, and gender equality.


Informal versus formal sector


According to a 2020 report by The New Times, approximately 77,65% of employment in Rwanda takes place within the informal sector, with agriculture one of the leading sectors in this regard. The approximately 22% workers employed in the formal sector typically work in the construction, social services, transport, trade, finance and real estate industries.


Given that the majority of employment takes place in the informal sector, and mostly in agriculture, approximately 80% of the country’s population resides in rural areas, while the remaining 20% is based in the capital and other cities.

The Rwandan government has embarked on a drive to reduce informal-sector employment and to increase employment in the private sector via the establishment of multiple programmes, with the aim to create 1,5-million jobs by 2024 under the National Transformation Agenda. To achieve this, 214 000 off-farm jobs would need to be created per year.


Government, however, will need to make a significant effort to dismantle current social barriers and increase recognition that the creation of jobs for the less skilled population of workers is just as important as establishing a knowledge-based economy for the middle and upper classes.


Employment and equality


In November 2020, the International Labour Organisation issued a report relating to the youth labour market and school-to-work transition. Unemployment remains relatively low in Rwanda, at approximately 22%. This can be somewhat misleading, however, or create the assumption that the Rwandan population is thriving. The reality is that majority of Rwandans lives in extreme poverty and, despite its impressive growth, the country remains relatively poor with low-quality employment and high levels of informality. Women in Rwanda experience the highest levels of unemployment, resulting in inequality and gender disparity.


Youth unemployment is primarily an urban phenomenon and is a result of youth having inadequate access to information and resources, low levels of employable skills, and insufficient training opportunities.




Education in Rwanda remains problematic. According to a World Bank report published in 2020, the school net enrolment rate increased to 97,7% in 2016, but academic performance in rural primary schools remains low and the quality of education poor. The rate of primary-school completion rapidly declined from 78,6% in 2011 to 65,2% in 2016, an indication of the frustration experienced by the community. There is, however, a drive by the government to reach 40% enrolment in upper secondary education, and for 25% of students eligible for tertiary education to receive a government scholarship, while others would be eligible for loans.


There is light at the end of the tunnel. According to a World Bank report, Future Drivers of Growth in Rwanda, which was published in May 2019, Rwanda is actively driving its vision to become an upper-middle-income country by 2035 and a high-income country by 2050. To achieve this goal, there is increased emphasis on human capital and private-sector development. To drive this, a strategic plan in the education sector will priorities human capital and increase fiscal resources for education under the 2019/20 budget.


The way forward


What does the above mean for the future world of work in Rwanda? It is evident that a number of societal issues will need to be addressed. Given the significant level of foreign investment, access to formal employment will increase, however, the low levels of education means there will be a lack of skilled workers to fill these positions. In addition, as Africa moves away from a corporate-based environment, change agility and adaptability by individuals to upskill and reskill will be significant. Again, the challenge lies in the fundamental issue of education and equality.


There is a significant move to digitise sectors across Rwanda to drive the local economy, but the current education system does not provide the required education or skills to navigate this complexity, which could ultimately result in further unemployment. Rwanda is no different to any other country across the globe with the rise of digital technologies, however, before the country can move to this level, it will need to address the above key societal issues, and quickly.


In addition, informal sector employment should not necessarily be seen as a deterrent to success, but rather as presenting myriad opportunities for emerging entrepreneurs. While the Rwandan government is looking to decrease employment in informal markets, the focus should be on programmes that enhance, support and accelerate the move towards entrepreneurship. Across Africa, the majority of employment will stem from small, emerging businesses and should not be discouraged, but rather celebrated and supported through relevant national transformation agendas.