AT P&T Technology, we are involved in a project, ‘Recognition of Prior Learning' (RPL) - a project that has changed many people's lives... and continues to do so.

According to the South African Qualifications Authority (SAQA), ‘Recognition of Prior Learning' is when a person's prior learning is formally recognised in terms of registered qualifications and unit standards, regardless of where and how the learning was attained. RPL furthermore acknowledges that people never stop learning, whether this takes place formally at an educational institution, or whether it happens informally ‘on the job'.

Evaluating the process, we looked at the work done by employees in their current positions, remembering that many people have done their work for several years but that not all of them have formal qualifications.

This very situation led SAQA to state that, as these people have the necessary knowledge, skills and attributes to do their work, this should be recognised and they should be awarded the relevant qualifications.

However, I am not going to go through the process of how RPL is conducted but will rather focus on some of our findings.

These people, who do not have the formal qualifications and training, have learnt how to do what is required of them by observing others and they believe they can do the work. Let me give you an example: We all know how simple it is to use a hacksaw but we also know that, to achieve results, we have to apply some basic rules... The teeth of the blade must face forward or in the direction of the cutting stroke, the cut is made by pushing not pulling, and the grip of the hacksaw is also important.

While this is not a lesson on the use of hacksaws, it illustrates that a person who has not had formal training will not know the ‘basic rules' of how to use a hacksaw.

We find this is true for all tasks that are done in the workplace - we can do them but are we, in fact, applying the rules, processes, knowledge and skills required for safe and effective results?

This is where we, as experienced and trained persons, have missed an opportunity to provide some coaching to people under our direct or indirect supervision. When we require them to do a task, or even if we see them doing a task, we should provide them with coaching. This will allow the person to perform more effectively and safely and they will in all likelihood, complete the task in a shorter time. At the end of the day, the organisation or company will have saved time and money.

It has become evident that the people in our RPL project are enthusiastic and they believe they are performing at a level equal to that required for the task. Unfortunately, they lack the finer knowledge and/or skills but, with a little guidance and coaching, they could perform at a more effective level.

I think that, because of changes in our education systems as well as pressures in our daily work, we need guidance on how to effectively transfer the necessary skills and knowledge to another person.

There is a programme that assists in the training of coaches and teaches them to perform ‘one-to-one training on the job' where they will learn the techniques of coaching, how to demonstrate and explain, and how to provide feedback when performing one-to-one training on the job.

An organisation that provides this type of coaching or that provides ‘one-to-one training on the job' for all employees who work with staff, will find that coaches generate the best results.

It must be remembered that all staff have the potential to do the job - that is why they were employed in the first place - however, they require a coach to ensure that their work is done according to the correct rules. And the person who is best suited to guide and nurture the employee is the qualified coach.

Can you afford not to train coaches in your organisation?