Question
Tubatse Mine announces new Chief Operating Officer (COO) and further leadership changes in operating companies to support the execution of the Ambition 2025 strategy Tubatse
Tubatse Mine announces new Chief Operating Officer (COO) and further leadership changes in operating companies to support the execution of the Ambition 2025 strategy Tubatse Mine Group is pleased to announce senior leadership appointments to operating companies in Limpopo and North West Province in South Africa, all of the new appointees are internal candidates, as we focus on executing our strategy to drive growth. Following the recent appointment of Tubatse Mine COO, Erick Mudau as Tubatse Mine Group Chief Information and Technology Officer, Mosa Masha was promoted to assume the COO role at Tubatse Mine. She moved from the Tubatse open cast Mine where she also served as COO, to bringing with her some 25 years of management experience within closely with the current senior management team in Limpopo and North-West province and also with other staff members in the organisation. This is how she met Shereen Kruger from Johannesburg. Mosa was impressed by Shareen’s hard work and commitment. She was the first woman appointed as a Senior Safety Officer in Tubatse Mine. Although Shareen obtained a certificate in Safety Management, she lacks some decision-making skills and an understanding of internal Safety Management processes and procedures. However, Shareen rose through the ranks at Tubatse Mine because of the management development interventions presented to her. After completing her training as a Safety Officer and working as a Senior Safety Officer for eight years, she shifted her focus to the difficulties that women particularly encounter in accessing senior management positions, and she decided to join the mining department within the Tubatse Mine. Although Shareen completed her safety training, the training she attended was offered in a centralised venue in Tubatse headquarters in Pretoria with. She did not study further or obtain a degree, she gained all the skills she needed in order to excel through attending short skills programs and growing her work experience. Shareen and her team soon started making a difference in communities around Tubatse and Ikageng in North West province, coming up with creative, practical suggestions and solutions based on their work and life experiences rather than book knowledge. However, Tubatse Mine acknowledged that limited access to services in the more rural areas in these two provinces remained a huge challenge. This became even more noticeable during the COVID-19 pandemic, which became a global challenge late in 2019, and as a result, many employees, children, and students had to work or study from home. In June 2020, Shareen and her team started collaborating with the HRD department to offer online health and safety training offering online safety and mine training for her peers to try and overcome some of these challenges.
According to Mosa Masha, Tubatse Mine Group President, and CEO, to reach Tubatse Mine’s ambitious 2025 strategy they set the following Human Capital goal, “having the best talent, culture and future-fit skills”. Therefore, the HRD department will have to do strategic planning (strategic human resource development (SHRD), ensuring that their efforts and the services they offer to the organization support the organization’s vision.
2.1. The assertion made by Mosa Masha that Tubatse Mine is seeking "the best talent, culture, and future-fit skills" needs to be supported by a SHRD purpose statement. Develop a suitable HRD purpose statement that will fit with the stated goal.
Then, perform a SHRD SWOT analysis for Tubatse Mine in which you pinpoint one advantage, one disadvantage, one threat, and one related to mining. Explain why the example you identified is suitable in the context of strategic HRD planning. (15)
HRD purpose statement | (3) | |
SHRD SWOT | Concept identified/deduced | Motivation |
Strength | (1) | (2) |
Weakness | (1) | (2) |
Opportunity | (1) | (2) |
Threat | (1) | (2) |
2.2 Describe which training methods will best help Shareen better comprehend internal organizational processes and procedures.
2.3. Explain the name of the procedure through which Shareen established her own career goals and created a strategy to meet them.
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