Talent management for training staff in the South African Police Service : the case of the SAPS Academy, Paarl
Kotze, Charlotte Maria
MetadataShow full item record
The South African Police Service (SAPS) Academy in Paarl established a partnership with the University of South Africa (UNISA) during, 2013 to jointly offer programmes in Police Science, which are accredited by UNISA. The primary objective of the partnership was to guide SAPS towards accreditation as a tertiary institution. Regrettably, to date, no institutional and work study investigation was conducted to determine whether the available human resource and skills capacity was adequate to implement these new programmes. Adherence to the Council of Higher Education (CHE) criteria in terms of lecturing staff, was not ensured, including the requirements of career development for academics. The aforementioned shortcomings resulted in academic employees at the Academy being overloaded with lecturing and inadequate time to conduct independent research. Moreover, they were obliged to lecture courses in which they lacked skills and expertise. This resulted in the employees becoming progressively demotivated due to a lack of support and development opportunities. The situation led to an increasing number of resignations, resulting in the Academy experiencing great difficulty to attracting and retaining academics with expertise and the required qualifications. The consequences hereof led to exacerbating the ultimate objective of becoming a Police University by 2021. The study, therefore, focused on the implementation of talent management as a strategic approach to manage SAPS’s human resources, with the aim to attract, develop, retain and motivate skilled, competent and committed employees. The study focused specifically on the talent management of academics at the SAPS Academy in Paarl. The qualitative research approach was adopted for this study. Three focus group discussions were held with academics at the SAPS Academies in Paarl and Thabong, and four semi-structured personal interviews with HR managers as instruments to collect data. The aim of the focus group discussions was to establish the thoughts, experiences and perceptions of the academics relating to talent management and professionalism in SAPS and to promote self-disclosure among academics. The purpose of the personal interviews was to establish SAPS’s HR management perceptions and expertise of talent management and professionalism. The results from the empirical research revealed that the lack of implementation of human resource management (HRM) and HRD policies led to poor HRM in SAPS, and specifically the academics at the Academy in Paarl. Although these academics were expected to teach university students and contribute to the professionalisation of SAPS, there was no strategy to ensure that they are valued and developed. Furthermore, neither succession planning nor career management was considered. It was also revealed that SAPS’s current HR Plan and Promotion Policy is neither integrated with employee development, reward or retention and nor is its Recruitment Policy integrated with SAPS’s strategic objectives. The results obtained from the empirical research also revealed that SAPS internal policies do not support the academic structures found in tertiary institutions. The study recommends an employee recruitment, development, motivation and retention plan for the SAPS Academy in Paarl through an integrated talent management strategy.