Cluster 2 – Skills Mentors
Millennials perceptions of skills transfer within a South African Retail Bank
Semi structured Interview Questionnaire
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Introduction:
This is a research study for my Masters in Commerce (MCOM) Business Management being undertaken at the University of Johannesburg, College of Business and economics. The study title is the Millennials Perception of Skills Transfer within a
South African Retail Bank. My supervisor is Dr P Thomas contactable at
All primary data collected during this interview will be retained in a secure confidential manner both when included in my dissertation and in any further use of the data. Your anonymity will be ensured at all times and only my supervisor and I will know your name. Your name will not appear in any academic articles or the dissertation. The data collected will be used to write articles and this dissertation both of which will appear in the university library and academic journal databases. Please feel free to indicate if you do not wish to participate. You may leave the research at any point.
The interview will be recorded through a voice recorder, and I will then transcribe and analyse the data gathered.
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Researcher Information:
Principal Researcher & Interviewer: M Ndadza
Contact Details: xxxxxx
Purpose of the Research
The purpose of this study is to understand the challenges of skills transfer from older generations to South African millennials in Bank X Group IT.
The questions are in three broad themes derived from the academic literature reviewed on generational cohorts in the workplace.
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Definition of millennial (read to each participant):
The millennial cohort includes the transition generation born between 1981 and 1993, and the free generation or born frees (also referred to as Generation Z) born between 1994 and 2000. They are said to be steadily overtaking the older generational cohorts as South Africa’s largest representative generation of workers, introducing new mind- sets that organisations must master when recruiting and retaining this new workforce. This generational cohort is said to be influenced by major local cultural, political, and economic shifts such as the dawn of democracy, economic meltdown / recession, and diversity inclusion.
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Section A - Participant demographics
Interview Details:
Date of Interview :
Position in Organisation (title) :
Number of years in this role :
Number of years in Organisation overall:
Age :
Gender :
Number of millennials that you mentor at present:
Description of each millennial you are responsible for grooming for succession:
Time you believe is necessary to groom a millennial to manage your work responsibly:
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Section B - Key themes identified
Theme 1: Perceptions of succession planning in Bank X’s Group IT
1.1 What is your perception of the current appropriateness of skills transfer towards succession planning in Group IT? i.e. is this an important strategy of the bank and specifically Group IT to ensure a competitive advantage over similar banks is maintained?
1.2 Do you believe that Group IT uses succession planning as a competitive advantage?
1.3 Do you have a project plan written down for the succession training? If yes, how are timelines and skills transfer objectives set?
If no, how do you ensure all the right skills are transferred in time for succession?
1.4 How are you informed by the bank organisational succession planners of succession planning requirements for Group IT?
1.5 Are you consulted by the developers on what Group IT needs from you on mentorship (i.e. are your ideas and suggestions used?)
1.6 What challenges do you find that you face from your own bank nominated
millennials with regard to skills transfer? (Challenges as stated in the literature
includes the following:)
1.6.1 Generational stereotyping, misconceptions, myths, and misunderstanding created when trying to understand millennials;
1.6.3 Millennials are deemed over achievers and require to be kept engaged so they can also achieve;
1.6.4 Millennials require a roadmap for success and expect their organisations and management to provide that;
1.6.5 Ensuring constructive, on time feedback without negatively impacting on their (millennials) existing capabilities; and
1.6.6 Challenge of dealing with this technologically inclined cohort.
1.7 What do you find refreshing/ rewarding about helping with succession planning through YOUR skills transfer to millennials?
1.8 Do you personally see the millennials currently using your skills as transferred in the workplace?
1.9 Do you find it difficult to teach them technology related succession planning because they are more knowledgeable in this area than you are (using apps, various e-devices etc.)?
1.10 How often do you meet with human capital developer planners/ (organisational succession planners) to discuss whether your efforts are achieving the overall organisational succession development deadlines?
1.11 Is there anything you would like to see done differently with millennials skills
development strategy for succession planning? Theme 2: Effectiveness of skills transfer
2.1. How well is the skills transfer programme structured? Is it adapted to reflect trends and specific organisational needs?
2.2. What are the day-to-day activities expected of you in the skills transfer programme?
2.3. How effective is the training offered / received do you think?
2.3.1 How do you find skills transfer regarding explaining technology to your millennial – easy/ hard?
2.3.2 Do you feel that you and your millennial communicate smoothly (talk the same language)?
2.4. What do you see as the positive outcomes from this training? What do you see as the challenges from this training?
2.5. How will the training be of benefit for the organisation’s future?
Theme 3: Ways to optimise skills transfer
3. How can skills transfer be optimised for Group IT?
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Section C – Closing Questions
Question 1: How effective do you think the current skills transfer is?
Question 2: What improvement opportunities do you see in the current process?
Question 3: What is the biggest hurdle in effective skills transfer for the younger generation?
Question 4: What do you consider the main competencies required for mentors?
Question 5: What are the top three factors you believe prevent people from sharing skills?