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CBT811S - CAPACITY BUILDING AND TALENT MANAGEMENT - 1ST OPP - JUNE 2024 |
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nAmI BI AunIVE RSITY
OF SCIEnCE Ano TECHnOLOGY
FACULTYOF COMMERCE, HUMAN SCIENCESAND EDUCATION
DEPARTMENTOF GOVERNANCEAND MANAGEMENTSCIENCES
QUALIFICATION: BACHELOR OF HUMAN RESOURCES MANAGEMENT
QUALIFICATION CODE: 07BHRMH
LEVEL: 8
COURSE CODE: CBT8115
COURSE NAME: CAPACITY BUILDING AND
TALENT MANAGEMENT
SESSION: JUNE/JULY 2024
DURATION: 3 HOURS
PAPER: THEORY (PAPER 1)
MARKS: 100
EXAMINER(S)
FIRST OPPORTUNITY EXAMINATION PAPER
Mr. ODILO SIKOPO
MODERATOR: Mr. BU Shikongo
INSTRUCTIONS
1. Answer ALL the questions.
2. Read all the questions carefully before answering.
3. Number the answers clearly
THIS QUESTION PAPER CONSISTS OF_ 4_ PAGES (Including this front page)
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Section A {50 Marks)
Question 1.
1.1 Discuss your own understanding of the following concepts in relation to
Capacity Building?
{12)
a) Talent management
b) Accreditation:
c) Succession planning
1.2 Evaluate the core elements of an integrated talent management approach? (20}
1.3 Top leadership is an essential role player in an organisation that strives to achieve
its strategic objectives and create a formidable competitive advantage in any
market. Having understood this statement, Analyse the characteristics that
makes an effective leader in an organisation?
{10)
1.4 Evaluate the 4 dimensions that need to be addressed and institutionalized in
order to ensure the diversity strategy succeeds?
(8)
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Section B: Case Study
(50)
Question 2:
Read the article below and answer the following questions.
ARTICLE TITLE: STANDARD BANK-LEADING THE WAY IN AFRICA: ANGOLA CASE
Case Study: Angola
In September 2010, South-African based Standard Bank launched operations in Angola,
making it the largest African bank to enter that dynamic market.
The move was in keeping with Standard bank's entrepreneurial approach to growth on the
continental, a philosophy which has served the bank well over the past 150 years.
However, this time, an extra ingredient was added: the ability to leverage off Standard
Bank's existing talent pool needed to uniquely equip standard Bank de Angola with the
skills, people and leadership needed to fast track growth. Just 16 months into operation
and Standard Bank de Angola boasts six- branches and a staff complement of 160 by the
end of 2012.
While Standard bank de Angola CE Pedro Pinto Coelho, is the man steering the ship, he
is mindful of the benefits his start-up operation is reaping from Standard Bank's
experience, history and Africa focus. Being part of the large Standard Bank franchise has
offered significant advantages. "It's given us the right momentum and we've benefited
from having procedures in place. Also being paii of a large network enables us to interact
with other parts of the continent and the world, "says Coelho. That said, the staii-up has
not been without its teething problems, chief among who has been the need to adapt the
model to the Angolan way of doing things and ensuring a sustainable talent strategy.
The human resource (HR) and talent team worked closely with the leadership team to
develop a recruitment and development strategy to source talent, particularly
internationally in order to find Po1iuguese -speaking bankers with the relevant experience
and a more sustainable development strategy. "Angola lost a number of people to
emigration due to the civil wai· [which ended in 2001 ], so we have lack of skills, "explains
Coelho. "Fmihermore, we are in competition with oil and gas sectors, so we have to fight
for talent." This has seen the start-up pull in more expatriates than is ideal, "But we're
busy fast-tracking young, local talent through a series of programmes which will see them
emerge in five years, as opposed to the usual 1O," says Coelho. Molding this younger
generation according to Standard bank is central to Coelho's plans and he is looking for
attitude, effort and capability in his future leaders.
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2.1 Organisations that decide to go globally inevitably impact on the activities
performed by their HR department. Discuss some practical impact that the
standard bank move will have on the HR activities?
(15)
2.2 Attracting talent could become a challenge for the Angolan market because of its
political and economic background? Discusssome of the challenges and solutions
that the HRshould prepare with regards to Attraction, Selection and On-boarding
of employees at the branch?
{20Marks)
2.3 The remuneration of expatriates is one of the challenges that many MN Csface in
emerging markets. Demonstrate how Standard Bank can apply the Build-up
method, the Local Market approach and the internationally mobile expatriate for
effective remuneration of its acquired expatriates?
(15 Marks)
Total: 100
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