Winner of the Management of People award for 2017, category for emerging enterprises
How to compete for talent with the big boys
When competing for talent against the likes of Amazon and Google, cool office furniture, refreshments on tap and PlayStation can only take you so far. You can’t afford to pay the salaries and benefits that the tech giants can, so you’ve got to come up with something that they can’t – or won’t – offer.
How about letting your own people take all the credit for the solutions they invent while working for your company, and even putting their names on the patents? Yes, indeed. That’s probably unheard of in Silicon Valley, not to mention corporate South Africa, where licences, royalties and patents make big money for the companies that own them.
But then again, ThisIsMe is an emerging enterprise that hasn’t got where it is by doing what everyone else does.
“We are not a corporate machine, although most of our clients are corporates. There’s not much of a hierarchy here and if you have something to say, you put up your hand and say it. The opinions of senior management are expressed alongside those of the most junior staff members,” says David Thomas, managing director and one of the company’s founders.
He describes the culture of ThisIsMe, which specialises in digital identity verification and has about 100 clients, as innovative and intellectually collaborative. “It’s important to have a set of clear and understandable goals, focused around your client’s requirements, and then to give your staff free rein to get it done. Junior staff are part of the decisions and can see their work become legitimate products.”
Products that are the brainchildren of its own staff, most of whom are in their twenties, include a mobile verification solution, a breach-tracking solution that can test whether an email address has been compromised, and a soon-to-be-launched product that protects against identity theft.
“As an agile business, we can make a decision on a product, develop it and roll it out in two or three months. Corporates take at least a year,” says David, adding that ThisIsMe has two current patents and a third pending, with staff members as the inventors, not the company.
Another key element of its people management philosophy is to hire people “who are more intelligent and more capable than us”, says David, “us” being the management team. “There’s no point in hiring someone you think you are better than. We believe it’s crucial to utilise the people you employ and to judge people by their actions and nothing else.”
Passion4Performance: Winner of the Department of Science and Technology Director-General’s Award for Overall Excellence, category for emerging enterprises
Qualified by experience: it’s how you use knowledge that counts
Most qualifications take years to complete. However, if what you already know – and can actually do with that knowledge – is taken into account, your completion time could be compressed into a matter of months, weeks or even days. This is the beauty of recognition of prior learning (RPL), the key to which is credible, meticulous and instant assessment, says Darryn van den Berg, founder and Visionary MD of Passion4Performance.
Done properly, RPL can save employers substantial amounts of time and money on unnecessary classroom-based training, while giving employees the recognition they deserve for their skills and experience.
“In 2017, one of our clients had 40 human resources managers who were doing a diploma training course that would usually take two years. With RPL, the average completion time was three months but quite a few of the learners completed the course in three weeks and one lady did it in three days!” says Darryn.
Learning by doing
“80% of learning takes place in the workplace,” he says. “People learn by doing. You might learn the basic rules in the classroom but learning to apply them in the workplace is what matters. When you go for training, you might already know a lot of the content and as such only need one or two training modules to wrap up your qualification.”
This is where Passion4Performance (P4P) comes in. “Knowledge is good, but a knowledge test does not show what the learner is capable of doing in a real-life scenario. So, instead of writing a test, learners go back to the workplace, apply the skills acquired and are assessed in a live environment.”
In a nutshell, P4P’s online assessment process works by connecting technology, innovation and people, as follows:
- The learner undergoes training (which has nothing to do with P4P, as the company works only with assessment, not with learning content).
- Back in the workplace, the learner creates evidence (eg a 20-minute video clip) of him or herself applying the skill covered in the training.
- The learner uploads the evidence into P4P (the online interface), which immediately alerts the training provider’s assessor.
- The assessor then accesses the evidence and conducts the assessment, using specified criteria in an online checklist and posting the results into P4P for tracking and reporting purposes.
The assessment process – which is entirely online – continues until the learner is considered to have closed any learning gaps and successfully acquired all the necessary skills.
“Everything happens immediately,” says Darryn. “The assessor is notified as soon as anything has been done by the learner, and vice-versa, again saving time and costs. P4P enables the assessment process and is therefore relevant to any sector and for any content – as long as there are assessment criteria.”
The meaning of excellence
Asked what excellence means to P4P, he says: “Excellence is a quality which consistently surpasses ordinary or minimum set standards. We make the impossible more possible.”
Make no mistake: What P4P does is significantly more challenging to do than through traditional training methods (and yet is proving to be far more valuable to business, says Darryn). Which explains why the company is one of a handful in the world with the capability to do digital, skills-based assessment as opposed to the usual paper-based or knowledge test-based assessment standard.
“Our approach to excellence is to understand the current standards, using legislation, current practices, policies and company data. We then distil the noise of too much writing into focused themes. Next, we engage with our user to prioritise the themes and agree on the pressing builds that will enable excellence. We then build and test and test and test – and then we excel!”
The tt100 adjudicators thought so too.