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Skills Development Services

Specialising in Skills Development Facilitation, Gestalt follows a different approach to skills development than most. Our scorecard strategy means that instead of trying to spend your full B-BBEE budget, you spend only the portion that will get you the maximum number of points. Depending on the option best suited for your needs, you may spend 15-25% of your skills target to get 80% of the points in the first year. The earlier we start with this in your financial year, the better the results.

Overview of our approach

Organisations need to search for the best possible training solutions to invest in their staff’s career paths when implementing their annual skills development plans. Keeping up to speed with industry trends and staying relevant is therefore pivotal when bridging gaps between an organisation’s present realities, their skills development needs and employee career aspirations. Skills development is very important in South Africa, especially from a longer-term perspective.

More often than not an organisation finds itself focusing on the immediate needs for skills development with little consideration for change, organisational development or future anticipated skills needs. As such, the significance and value of skills planning and development are not always fully understood and result in skills planning and development processes that can neither fully enjoy support from management and/or employees, nor are they very representative or engaging.

Developing a training schedule or workplace skills plan (WSP) each year to coordinate and direct the implementation of skills development interventions, is therefore of utmost importance for each organisation’s strategic goals when it comes to identifying proper skills needs as well as considering employees’ professional development.

ProudAfrique Human Capital has more than 50 training partners with over 200 programmes ranging from NQF1 through NQF7. Our business model allows us to access almost any training that is offered in the market and to make sure that a company in any industry could develop a career path for each employee at any level in any department of their business.

(Please visit our website at or take a tour of our campus site with the catalogue of our growing range of programmes at

Our main objectives include maximising the Skills Element on the BEE Scorecard with the most cost effective options and greatest business benefit.

We have an established relationship with UFS Business School, where we offer their management development programme as a workplace based learning programme (Category B on the Learning Matrix).

We presently have over 200 people with disabilities on learnerships as part of our career activation programme.

Skills Development in an Organisation

When determining a Skills Planning Strategy, the business needs to answer four questions:

  1. Where is the business going?
  2. Do I have the people to take me there?
  3. How can planned skills development initiatives help achieve business goals?
  4. What are the skills development options (training) for implementing skills development?


Our services include:

  • Integrated Skills planning,

  • Learnership, Internships and leveraged skills development,

  • Recruitment and training of People with Disabilities

  • Work Place Skills Plans (WSP) and Skills Development Facilitation (SDF) Services

  • HR Planning and Compliance

Critical Design Factors

The Skills Development target of 6% for Generic companies is high and may be prohibitively expensive for companies that are struggling financially. To alleviate this, we believe that skills planning should be based on achieving high gain factors and leverage.

Our Approach to Skills Development seeks to incorporate as many gain factors as possible to obtain the highest possible score with the smallest net investment. The key strategy drivers are

The Skills Development Scorecard is well designed and prioritise skills development according to the primary needs of the economy. As is the case with sport, it is not the effort that counts, it is the scoreboard or, in this instance, the scorecard. The plan should ensure that the scorecard is maximised and that all the points that are required are secured.

A well-structured skills programme does not have to be unaffordable and the plan should ensure that the cost of the programmes are optimised

A skills programme is not sustainable if does not provide clear business benefit. It is therefore important to make sure that programmes and learners are selected in the best interest of the company and the learners.

Ensure that the programmes are aligned to your business culture. Companies that expect high quality output from their staff should not expect support for poorly managed or useless training programmes just for the sake of scorecard points. An additional factor is that, while the B-BBEE Codes only recognise development of black staff, a company that cares for its people will ensure development and growth is available for all staff.