Nobayeni Assignment

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School

University of South Africa *

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AXL1004F

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Information Systems

Date

Nov 24, 2024

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docx

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Uploaded by AgentOkapi2742

Section A – Introduction about my current employer Introduction The Department of Infrastructure Development (DID) is a provincial government department that is tasked with the responsibility of ensuring the continued development, management, and maintenance of infrastructure in the Gauteng Province. As one of the largest provincial government departments in South Africa, the department employs over 6,000 staff members whose mandate is to ensure that the people of Gauteng have access to high-quality, sustainable infrastructure that supports their economic and social well-being. The department's vision is to be the trusted provider of integrated and smart public infrastructure and property management solutions that transform the spatial landscape and improve the quality of life of the citizens of Gauteng. Conclusion The DID is a critical department in the Gauteng Provincial Government, responsible for the development, management, and maintenance of infrastructure. The department's work has a direct impact on the lives of all Gauteng residents, contributing to economic growth, job creation, and improved quality of life. The DID is committed to its vision of being the trusted provider of integrated and smart public infrastructure and property management solutions that transform the spatial landscape and improve the quality of life of the citizens of Gauteng. SECTION B – Questions Question 1 – Technological competence of DID employees The digital “savvyness” of employees refers to the level of comprehension and understanding of emerging technologies in the success of an organization. At an organizational level, digital “savyness” is a function of the conveyance of the importance and implementation of technologically based solutions by senior management, who set the overall tone of an organization. At the employee level, digital “savyness” can vary depending on an individual age, skills and experience. At the DID, there is a dire need for improved digital skills across the department. This is due to a number of factors, including:  The relatively low uptake of digital technologies in South Africa government departments  The aging workforce at DID  The lack of formal training and development opportunities in digital skills

Despite these challenges, there are a number of DID employees who are highly digitally savvy. These employees are typically self-motivated and have taken the initiative to develop their own digital skills. They are often the first to adopt new technologies and are eager to find new ways to use technology to improve their work. Readiness of DID to move to a digital landscape As an organization, the DID is in the early stages of its digital transformation journey. Be that as it may, the department has made some progress in digitizing its processes and services, but there is still a significant amount of work to be done. One of the biggest challenges facing the DID currently is its legacy IT systems. Many of the department's systems are out-dated and not compatible with newer digital technologies. This makes it extremely difficult for the department to implement and integrate new digital solutions. Another major challenge is the lack of digital skills across the department. As mentioned above, many of the DID employees do not have the necessary skills to use digital technologies effectively. This presents a barrier to the department's digital transformation. The need for digital transformation There are a number of reasons why the DID needs to digitalize its processes and services. Digital transformation can help the department to:  Improve efficiency and productivity  Significantly reduce costs  Enhance customer service experiences  Innovate and develop new products and services  Become more competitive  Attract and retain top talent Mentoring and coaching programs Mentoring and coaching programs can play a vital role in supporting the digital transformation at the DID. Carefully designed and implemented mentoring and coaching programs can help DID employees to:  Develop their digital skills  Learn how to use digital technologies to improve their work  Build confidence in using digital technologies

 Overcome challenges and barriers to digital transformation Mentoring and coaching programs can also help to create a more supportive and collaborative work environment, which is essential for successful digital transformation. Conclusion The DID needs to invest in improving the digital savvyness of its employees and its readiness to move to a digital landscape. Mentoring and coaching programs can play a vital role in supporting this development. Here are some specific recommendations for the DID:  Conduct a digital skills assessment to identify the needs of its employees.  Develop and implement a training and development plan to improve the digital skills of its employees.  Establish a mentoring and coaching program to support employees in their digital transformation journey.  Invest in modern IT systems that are compatible with newer digital technologies.  Create a culture of innovation and experimentation, where employees are encouraged to try new digital solutions. Question 2 The Department of Infrastructure Development (DID) has the overall objective of ensuring that the people of Gauteng have access to high-quality, sustainable infrastructure that supports their economic and social well-being. Some of the other objectives of the DID include;  Building a culture of innovation and experimentation to encourage new digital solutions and develop new ways to use technology to improve the department's infrastructure projects and services.  Promote collaboration and knowledge sharing to develop their digital skills at an accelerated rate.  Support the development of new leadership skills to lead the organization’s teams through the digital transformation process. Mentoring and coaching programs can support these objectives in a number of ways:

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 Providing employees with access to the knowledge and experience from more experienced colleagues. This can assist in the learning process as mentors and coaches can be specifically allocated to employees they can relate more with.  Offering guidance and support as employees develop their digital skills which assists them to overcome challenges and barriers to digital transformation.  Building confidence and motivation so that employees to embrace new digital technologies and contribute to the department's digital transformation.  Creating a more supportive and collaborative work environment for employees to learn from each other and share their knowledge and expertise. Identified below, are a few specific examples on how mentoring and coaching programs can support the DID's objectives:  A more experienced employee could mentor a less experienced employee on how to use a new digital tool for project management.  A manager could coach an employee on how to give effective presentations about digital transformation to stakeholders.  A group of employees could be mentored by an external expert on how to develop a new digital solution for a specific infrastructure challenge.  A team of employees could be coached on how to work more collaboratively and effectively using digital tools. By investing in mentoring and coaching programs, the DID can help its employees to develop the digital skills and leadership qualities they need to support the department's roadmap and achieve its objectives. Question 3 The relevant legislation that will be covered in a proposed mentoring and coaching program for the Department of Infrastructure Development (DID) will include:  The Broad-Based Black Economic Empowerment Act (Act 53 of 2003 ): This piece of legislation promotes economic transformation and empowerment of historically disadvantaged South Africans. This mentoring and coaching program will help the DID to achieve its BBBEE targets by providing opportunities for mentorship and coaching to black employees.  The Employment Equity Act (Act 55 of 1998): This act promotes employment equity and the elimination of unfair discrimination in the

workplace. The mentoring and coaching program contribute significantly to the DID’s objective of achieving employment equity targets that provide opportunities to women and people with disabilities.  The Skills Development Act (Act 97 of 1998): This legislation promotes the development and utilization of skills in the workplace. The mentoring and coaching programs can help the DID to meet its skills development obligations by providing employees with the opportunity to learn and develop new skills. The relevance of this legislation to the DID's objectives pertains to:  Broad-Based Black Economic Empowerment : The DID, as a government entity, has a responsibility to promote BBBEE in its own operations to serve as an example to other institutions. Mentoring and coaching program will help the DID to achieve its BBBEE targets by providing opportunities for mentorship and coaching to black employees. This will develop a pipeline of black talent that can lead the DID in the future.  Employment Equity: The DID is also committed to employment equity. The mentoring and coaching programs will assist the DID to achieve its employment equity targets by providing opportunities for mentorship and coaching to women and people with disabilities. This facilitates the creation of a more diverse and inclusive workplace at the DID.  Skills Development: Tasked with the responsibility of developing and maintaining the infrastructure in Gauteng Province, the DID’s workforce must be armed with a wide range of skills. The mentoring and coaching program will allow the DID to meet its skills development obligations by providing employees with the opportunity to learn and develop new skills. Thereafter, the DID will be able to build a workforce that is capable of delivering on its infrastructure projects and services. In addition to the above legislation, the DID may also want to consider including the following in its proposed mentoring and coaching program:  The Protection of Personal Information Act (Act 4 of 2013 ): This act protects the privacy of individuals and organizations. The DID will ensure that the mentoring and coaching program complies with the POPI Act by protecting the confidentiality of all participants.  The Labour Relations Act (Act 66 of 1995): This act regulates labour relations in South Africa. The DID will also ensure that the mentoring and coaching program complies with the LRA by ensuring that all participants are treated fairly and that their rights are protected.

Question 4 Comprehensive Coaching and Mentoring Plan to Improve the Digital “Savvyness” of DID Employees Introduction and Background The Department of Infrastructure Development (DID) is committed to improving the digital savvyness of its employees. This is essential for the department to achieve its objectives of developing, managing, and maintaining the infrastructure in Gauteng Province. This coaching and mentoring plan outlines the specific steps that will be taken to introduce, implement, and evaluate the intervention. Objectives The objectives of this coaching and mentoring plan are to:  Develop the digital savvyness of DID employees  Build a culture of innovation and experimentation  Promote collaboration and knowledge sharing  Support the development of new leadership skills Target Audience The target audience for this coaching and mentoring plan is all DID employees. Implementation The coaching and mentoring plan will be implemented in the following phases: Phase 1: Preparation  Conduct a digital skills assessment to identify the needs of DID employees.  Develop a training and development plan to improve the digital skills of DID employees.  Establish a mentoring and coaching program to support employees in their digital transformation journey.  Identify and train mentors and coaches.  Communicate the coaching and mentoring program to all DID employees.

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Phase 2: Implementation  Match mentors and mentees.  Launch the coaching and mentoring program.  Provide ongoing support and guidance to mentors and mentees.  Monitor the progress of the coaching and mentoring program. Phase 3: Evaluation  Conduct an evaluation of the coaching and mentoring program to assess its effectiveness.  Identify areas for improvement.  Make necessary adjustments to the coaching and mentoring program. The Evaluation Criteria The coaching and mentoring plan will be evaluated using the following criteria:  Increase in digital skills among DID employees  Increased use of digital technologies in the workplace  Development of new digital solutions for infrastructure projects and services  Improved collaboration and knowledge sharing among employees  Development of new leadership skills among employees The evaluation will be conducted using a mixed-methods approach, including surveys, interviews, and focus groups. Conclusion This coaching and mentoring plan provides a comprehensive approach to improving the digital savvyness of DID employees. By implementing this plan, the DID can create a workforce that is capable of delivering on its infrastructure projects and services in the digital age. Specific Steps The following are the specific steps will be taken to implement the coaching and mentoring plan:  Develop a digital skills assessment. This can be done using a variety of methods, such as surveys, interviews, and online assessments. The assessment

should identify the digital skills that DID employees need to develop in order to be successful in their roles.  Develop a training and development plan . This plan should outline the specific steps that will be taken to improve the digital skills of DID employees. The plan should include a mix of formal and informal training activities, such as workshops, online courses, and on-the-job training.  Establish a mentoring and coaching program . This program should match mentors with mentees based on their skills and experience. Mentors should provide guidance and support to mentees as they develop their digital skills.  Identify and train mentors and coaches . Mentors and coaches should have the necessary skills and experience to support mentees in their digital transformation journey. They should also be trained on how to mentor and coach effectively.  Communicate the coaching and mentoring program to all DID employees . This can be done through email, intranet postings, and town hall meetings. Employees should be informed about the benefits of the program and how to participate.  Match mentors and mentees . Mentors and mentees should be matched based on their skills and experience. The matching process should be confidential and voluntary.  Launch the coaching and mentoring program . The program should be launched with a kick-off event that introduces mentors and mentees to each other and outlines the goals of the program.  Provide on-going support and guidance to mentors and mentees . The program manager should provide on-going support and guidance to mentors and mentees. This can be done through regular check-ins, training sessions, and support groups.  Monitor the progress of the coaching and mentoring program . The program manager should monitor the progress of the program to ensure that it is meeting its objectives. This can be done by collecting feedback from mentors and mentees, tracking their progress, and conducting regular evaluations.  Conduct an evaluation of the coaching and mentoring program . The program manager should conduct an evaluation of the program at the end of the year to assess its effectiveness. The evaluation should identify areas for improvement and make necessary adjustments to the program. Proposed Mentor: Christopher Mashigo Proposed Mentee: Mpho Mfumadi

Question 5 Computer Literacy Question Bank for Mentor: Christopher Mashigo Desired Outcome: Improve computer literacy in the DID Introductory Questions:  What is your current level of computer literacy?  What are your computer literacy goals?  What are your biggest challenges with using computers?  What kind of support do you need to improve your computer literacy? Questions to assess specific computer skills:  Can you tell me the difference between hardware and software?  Can you operate a mouse and keyboard?  Can you create and save documents?  Can you browse the internet?  Can you send and receive emails?  Can you use basic Microsoft Office applications, such as Word, Excel, and PowerPoint?  Can you use video conferencing software?  Can you troubleshoot basic computer problems? Questions to assess the impact of computer literacy on work performance:  How do you use computers in your current role?  How could improved computer literacy help you in your role?  Are there any specific computer skills that you need to develop in order to be more successful in your role? Questions to help mentee develop a plan for improving computer literacy:  What specific computer skills would you like to develop?  How much time can you realistically commit to learning new computer skills each week?

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 What resources are available to you to help you improve your computer literacy?  What kind of support do you need from me to help you achieve your computer literacy goals? Questions to build confidence and motivation :  What are your strengths as a computer user?  What have you already learned about computers that you are proud of?  How do you feel about your progress towards your computer literacy goals?  What are your plans for using your improved computer skills in the future?

Nobayeni Assignment

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