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HRD
RESEARCH: FROM CONCEPT TO PRACTICE
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People
and Skill Development in PWC and GreenCape
Introduction
The
way organizations carry out their activities has changed; processes are more
inclined towards meeting specific goals in the market. To accommodate this
change, human resources play a central role in scanning and delivering
customized operations to a specific target customer base. One of the main
reasons associated with variation in how businesses conduct their affairs is
due to increased competition. Organizations that do not match the global
effectiveness are likely to lose customers, leading to closure. Additionally,
the use of information technology has necessitated companies to be equally
robust in automating operation; however, to do this, human resources must be
equally equipped with contemporary knowledge borrowed from organizations that
are best in practice as well from those that are market leaders. These
collective changes bring about the need for people development in an
organization. This report aims to compare how people and skill development play
out in practice between PWC and GreenCape organizations.
Background
of the Selected Organizations and they Apply the Concept
Price
Waterhouse Cooper has one of its subsidiaries in Cape Town, and its main
objective is to “deliver high-quality services to its clients and provide a
great place for people to work" (About PwC, n.d.). The company motto also
consider responsibility to the society and the environment. PwC operates in 30
African countries with one location in Cape Town. In South African alone, the
company has 4229 employees in its 19 offices. PwC has a turnover of $29.2
billion. In 2011 alone, the PwC company offered its service to 419 companies
that appeared in Fortune Global 500 and a further 443 companies that featured
in FT Global 500 (About PwC n.d.). Over the last 10 years, the company's market
share has grown with a 21% index rate. With its extensive understanding of the
market, the PwC continually develop its employees through role-playing,
hands-on strategy, and through coaching and monitoring.
The
second company, GreenCape, envisions to promote a thriving, prosperous Africa
through the use of green economy (About GreenCape, n.d.). Being a non-profit
organization, GreenCape relies on government and donor funding to unlock
investment and employment opportunities. The organization was established in
2010 and has hence helps thousands of businesses and people by interlinking
them with market, financing, and training on large scale market uptake (About
GreenCape, n.d.). The organization also uses the GreenCape's model to bring
service closer to people for green economic prosperity. Owing to its close
interaction with its customers, GreenCape trains its staff on areas such as social-cultural
beliefs related to banking and economic prowess, the language of Cape Town
target market, and green financial solutions. Training in GreenCape is
fructified through simulated learning, role-playing, and the use of case
studies.
The
Concept of People and Skill Development
Choi and Ruona (2011) indicate that staff preparedness is critical in accomplishing the mission of an organization, where readiness implies continuous training and modeling to make a staff suitable even...