PD 9 Sept 2011

PeopleDynamics

Sept

201

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Journal of the South African Institute of People Management www.ipm.co.za

South African payroll industry faces challenges despite global recognition

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CONTENTS

Editor’s lEttEr 2

lEAdErsHiP 3

the art of holistic leadership in management

sA – lEAdErs iN PAYroll 5

sA payroll in good shape despite persistent market pressure

PAYroll AdMiNistrAtioN 6

Your payroll administrator - the company gatekeeper

PAYroll soFtWArE

Use Hr and payroll software to detect “phantom employee” fraud

By Grant Lloyd

MENtor MAttErs 8

N-titlements

By Gary Taylor

PAYroll sYstEMs iN soUtH AFricA 9

south African payroll industry still faces challenges despite global

recognition

By James McKerrell

BEst EMPloYErs 2011 10

Microsoft rated as sA’s Best Employer for 2011

rEtAil stAFFiNG 12

the importance of providing retail temps with a sound induction

programme

By Aslam Galant

tAX rEcoNciliAtioN 13

Horrible Bosses

AdVErtoriAl 14

We are living in the world of ‘now’

diVErsitY 15

diversity as a brand

NEWs ANd rEViEWs 16

Hr in brief

PAYroll AdMiNistrAtioN 17

connected services offers companies the best of both worlds using the

internet and desktop

By Sumay Dippenaar

GABriEl’s HorN 20

Reflections on a long winter

By Gabriel Mofekeng

FOrThCOmiNg iSSUES FEaTUrES

OctOber 2011 – Health In The Workplace and

Occupational Health & Safety.

NOVember 2011 – employee benefits: Insurance,

medical Aid, Travel Incentives and the IPm Convention.

HR Future PRINT.indd 4 2011/03/28 08:00:53 AM

EditorialAlex bouche e-mail: [email protected] BookingsHelen bennettsTel: 011 326 0303 Fax: 011 501 2878e-mail: [email protected] eagle Publishing CompanyTel: 011 326 0303 Fax: 011 501 2878e-mail: [email protected] FurneyTel: 011 326 0303 Fax: 011 501 2878e-mail: [email protected] ProudlockTel: 011 326 0303 Fax: 011 501 2878e-mail: [email protected] Carter Tel: 011 326 0303e-mail: [email protected] Central Office287 Kent & Harley Street, randburg PO box 3436, randburg 2125Switchboard: 011 329 3760Keith PietersenTel: 011 329 3760 Fax: 011 329 3765e-mail:[email protected]

People Dynamics is the monthly journal of the South Africa Institute of People management (IPm). The IPm is dedicated to the effective development of human potential.

In terms of fast emerging global challenges, it is critical to champion the strategic role of human resources and to acknowledge that both development and management are catalysts for growth.

In the spirit of progress and support, the IPm provides members with effective leadership and access to appropriate knowledge, information and the opportunity to network with key local and international players.

People Dynamics provide a forum for debate and discussion on all issues affecting people managers in South Africa, the African continent and beyond.

People Dynamics is distributed to all members of the South African Institute of People management (IPm), and to other key decision-makers in the industry. To receive People Dynamics regularly and enjoy additional benefits, including discounts on Hr-related services, professional networking events and Hr vacancy postings on the IPm web-site, contact the membership manager of the IPm.

No part of this publication may be reproduced without prior written approval from the IPm.

INTerNATIONALFeDerATION OF TrAINING

AND DeVeLOPmeNTOrGANISATIONS

ISSN 0261-2399The views expressed in this publication do not necessarily reflect the values of the IPm.

WOrLD FeDerATION OF PerSONNeLmANAGemeNTASSOCIATIONS

EDiTOr’S lETTEr

Social networking is an area of debate in both human resources and social settings. The recent riots by the youth in London were largely fuelled by the mobile access to social

networks to gain information and join the mobs. Should we fear that social networking could be the end of society as we know it?

On the other side of the coin a recent article was published on the increased use of social networking in a human resources environment to the extent that software for employee recognition, collaboration, even wellness is being integrated into Facebook and other online networks as well as behind a company’s own firewall. This shows a company buy-in to what so many have been avoiding, and an acknowledgement of ‘if you can’t beat them – join them.’ This could be a wonderful resource for employee recognition and buy-in to organisational culture if marketed correctly to employees and used for the correct purposes. There will always be those organisations that either fear or dislike social networking with its reputation of decreasing productivity, being distracting and risking data security and potential bad publicity. Although I think it is naïve not to acknowledge that that you will never be able to stop your staff from using social networking applications outright. Hopefully more organisations will adopt this new outlook, albeit slowly, and by integrating this into your company network you are both building your brand and embracing social networking at a company level.

It’s spring, time to embrace change and try something new. Have a wonderful month of sunshine and renewed energy.

Sept 2011 People Dynamics 3

Henry Turenne said that you must love your people in order to understand them, and understand them in order to lead them.

These words ring true when you look at the challenges of the year making one inanely aware of the various responsibilities associated with being a manager and the people directly affected by it.

These responsibilities almost always include an element of leadership and therefore, when looking back over the year, managers’ performance will not only be judged by how many meetings they attended, or how well they managed their budgets, or even how well they met their targets, but rather by how effectively they influenced the work and performance of their employees. These employees are dependent on their manager, not only for guidance and direction, but even more importantly, to provide a psychological environment

in which they can perform their work with a real sense of pride, ownership and satisfaction.

managers simply cannot ignore the importance of effective leadership in facing the challenges of a fast and ever-changing business environment. If we want to live up to the challenges years challenges, we have to polish off and revisit all those critical leadership lessons or principles that we have learnt over the years, both from other respected and successful leaders and from personal experience through the process of making many (sometimes painful) mistakes.

When asked to describe the characteristics of an ideal leader, people often provide answers that entirely differ from what they do and believe when wearing the leadership hat themselves. Despite the amazing successes of those who choose to follow tried and tested

lEaDErShiP

The art of holistic leadership in managementby Dr Ludi beukman

4 People Dynamics Sept 2011

management principles, the majority of leaders in all sectors of work-life still fail to include them in their personal approach, even after realising that their own efforts are not contributing to the performance of those they work with.

After many discussions with all types of leaders during formal and informal training sessions and workshops, I am convinced that, amongst many other reasons, people are afraid of taking the initial risk of empowering others. This inherent fear stems from an unwillingness to challenge their own beliefs about people in the workplace. How we see our workers and what we believe about them forms the basis of all our practices as leaders.

A list of key principles, critical in the basic belief systems of great managers:

People want to feel good about themselves and the work they do. This means that they have a need for finding meaning in their work through deriving a sense of personal identity from doing what they do and doing it well.

People want to be successful. They do their best when they have the experience of making a valuable contribution to the organisation. They want to enjoy a sense of control over their work. This is gained through the incorporation of their ideas and feelings into the design and procedures governing the work they do and when they feel responsible for accomplishing the objectives of the organisation.

People do their best when they are allowed to collaborate. They are willing to show extra effort when their own needs and objectives are met by achieving those of the organisation and when it is done through problem-solving processes where all contribute to and participate in generating solutions.

People do not want to make mistakes. Yet, they do make mistakes. These should always be regarded as part of the developmental and learning process.

People can and want to do what needs to be done… IF their leaders create the organisational conditions for them to do so. Subordinates inherently have both the willingness and potential to be empowered to do their work with competence and pride.

All people have the inherent potential to be creative. The leader’s role in improving performance is to eliminate the unnecessary interferences so that followers’ potential can be optimally unleashed.

True leaders have the ability to recognise employee talent and turn it into performance. They possess a keen sense of concern for people, their wellbeing and their growth and development is essential. A major research study on leadership recently done by the Gallup Company has shown that the one talent that is most characteristic of great managers is an ability to derive satisfaction from noticing small increments of growth in others. These managers consider their key skill to be the ability to discover what is unique about each person and to capitalise on it.

Leadership, and this is especially true in the world of work and organisational life, is commonly recognised as the one factor that has the most profound influence on human performance. This influence is a direct result of the leader’s beliefs about people at work in general. most of us never ask ourselves how valid our assumptions are. maybe, it is appropriate to take some time to reflect on our own beliefs, and to do it in a critical and challenging way.

Leaders are successful as a result of what they are from within. The learning process always starts with committed and focused introspection.

Great leaders do it all the time.

Dr Ludi Beukman, HR development specialist at Softline VIP

lEaDErShiP

Sa – lEaDErS iN PaYrOll

Standards in South African payroll administration are increasing and businesses are coping better with this discipline despite continuous

socio-economic pressure.This is one of the key outcomes from the Cape leg of the South African

Payroll Association’s annual national conference, which took place in early August at the Spier Wine estate in Stellenbosch.

The theme of this year’s conference is ‘SA – Leaders in Payroll’, a title that the membership-driven organisation’s chairperson, James mcKerrell, says is an accurate reflection of the current situation.

We are encouraged by the level of discussion that is taking place within the industry, as well as the buy-in we secure from decision makers about the conference and the role played by the Association as an industry representative body. South Africa is very strong in terms of the growing appreciation for payroll administration, innovation and technology, as well as the need to uphold standards of service delivery.

The notion that an effective, well-maintained and managed payroll department is directly related to success in business is taking root, but, at the same time, local payroll administration is not without its difficulties.

Delegates at the Cape Conference were given sobering advice from keynote speakers about the impact of issues such as payroll legislation, compliance and labour law.

These issues affect a business’ ability to regulate information, comply with the law and changing processes, procedures and systems that are used to record data and manage resources.

They continue to force decision makers to keep up to date with innovation, with management systems that empower users.

Industry leaders engaged with an audience of payroll professionals, senior management and local business representatives to dissect the many challenges faced by both personnel and decision makers when it comes to payroll administration and Hr management.

Other subjects on the agenda included tax updates, UIF updates, the Protection of Personal Information bill and medical aid legislation.

Directors of the Payroll Association were pleased that UIF representatives used the organisation’s conference as a platform to announce new systems.

mcKerrell was also happy with the turnout and response from businesses within the Cape chapter of the Association. He also used the opportunity to thank a long-standing member of the organisation, Accsys, for its sponsorship of a payroll administration bursary to the value of r23 000. rosinne van rooi from Petro SA was drawn as the Cape winner of the bursary.

The annual conference moved to Johannesburg next and was scheduled for 17th and 18th August.

For more information, booking and sponsorship details/ opportunities, click through to www.sapayroll.co.za or contact Marisa Jacobs at the SA Payroll Association’s Secretariat at (011) 789-1384.

Sa payroll in good shape despite persistent market pressure


PaYrOll aDmiNiSTraTiON

Herzberg’s theory of motivation, in its short form, states that certain actions by management will motivate the workforce,

certain actions don’t motivate the workforce, but don’t de-motivate them either. There is a third position where actions by management de-motivate the workforce. I know that making a mistake on an employee’s payslip certainly does not motivate an employee and if it happens regularly then the workforce certainly start to distrust management. In fact the worst case scenario is that the employees will go on strike. As payroll people we understand the awesome responsibility we have to get things right. We know that we are paid by the company but our clients are the employees. They are the people who hold us accountable. Then there is the month end conversation which goes something like this.

“morning manager I need your signature on this bank release.”“What is it for?”“It that time off the month we need to release our salaries” “OK everything done then, nothing outside of the company policy, all

legal”“Of course I am your trusted payroll administrator.”This discussion happens in every company every month. One that is

accompanied by reams of reports and back up documentation that you as the responsible manager should check. After all it is one of the easiest ways of defrauding a company. most managers I know trust their payroll administrator without reservation.

“She is trustworthy, she has worked here for as long as we can remember and knows all our policies and procedures”

So … your payroll administrator is one of your most trustworthy employees, she makes sure that every company policy is correctly interpreted and implemented when paying individual employees and she understands all those complicated earnings and deductions calculations, not to mention company contributions or fringe tax calculations.

We believe payroll administrators are the keepers of the policy the up holders of the procedure and often the interpreter of the law. Payroll administrators contribute to keeping our society moral and legal. It is often our role to keep line management from bending the rules to keep the employees happy.

Policy is policy and the law is the law.We believe that it is time to recognise the person who so often is seen as the “policeman” of the company, the person whose work is visible to all and whose errors are normally immediately and very loudly pointed out. Often this pointing out of mistakes is accompanied with a great deal of emotion and anger. It is expected from them to manage these situations in a calm and professional manner.

So in the interest of good practice - reward your payroll administrators now by supporting them when they insist on applying policy or making sure that the law is correctly applied or you could always walk down the corridor and just say thank you. Payroll administrators need to be loved.

Your payroll administrator - the company gatekeeper


PaYrOll SOFTWarE

the real value of payroll and Hr software should never be underestimated, particularly as a means of detecting and pinpointing “phantom

employee” theft and fraud. The software also enables companies to correctly and accurately deal with disciplinary procedures, employee records and contracts, supply of IrP5 tax certificates and other legal documentation.

Theft and fraud by existing employees creating phantom employees is more common than many companies think.

There have to be checks and balances in place, including month-on-month salary analysis and salary variance checks. Companies that don’t use payroll and Hr software to conduct such checks could easily find that they have been diminishing their profit by paying phantom employees that simply don’t exist.

One way to prevent fraud through phantom employees is to conduct regular detailed checks and without payroll and Hr software the phantom fraud method is much more difficult to detect and control.

Sme companies, whose existence can be severely threatened by theft and salary fraud, need to establish checks and balances as a first step. A month-on-month analysis of the payroll must be conducted, including a check of all employee names of the current month against the previous month, confirming that new employees do actually exist and picking up discrepancies in amounts paid.

It is also essential to check the banking details of all employees because if two employees have the same bank and account numbers it is highly likely it’s because one of them is a phantom employee.

Another check point is to ensure that the employment contracts and new employee forms actually correlate. Often one person is responsible

for the capture of personnel details, the electronic funds transfer (eFT) file and the release process for the salary payment. even with reviews and the approval of senior management, this is an area that can be exploited. Payroll and Hr software can make the checks and balances process quicker, easier, more accurate and more effective.

beware if there is one employee who has total control of the process and particularly so if that person never takes leave, is never ill and is invariably the first to arrive at work and the last to leave. It is quite likely that this person is trying to ensure that no other employee or manager has an opportunity to enter his or her space and discover that all is not what it is supposed to be.

With automated payroll and Hr software systems in place management will find it easier to implement appropriate checks and balances. With a manual system such checks and balances are not only tedious but costly in so far as they tie up employees who could be spending their time on more profitable tasks.

The software ensures that there is rapid access to the payroll masterfile and variance reporting functionality will immediately flag discrepancies in employee names, number of employees, banking details, salaries and payments which are indications that a full audit should be undertaken.

Payroll and Hr software also ensures that talented, honest, dedicated and hardworking employees are motivated and well managed. In today’s frenetic, high technology working environment, payroll and Hr software are an essential and no longer a nice to have.

Grant Lloyd, managing director of Softline Pastel Payroll, part of the Softline Group and Sage Group plc.

Use hr and payroll software to detect “phantom employee” fraudBy Grant lloyd


mENTOr maTTErS

“What’s in a name?” apparently implies that labels or titles aren’t supposed to be important. Well, those of us who have been in Hr long enough know just how important titles are for people and their departments. Let’s start with the ideal name for the Hr Department.

Only great-grandpa was around for the Hawthorne studies of 1924 – 1932, but that was perhaps the start of our Hr profession. Of course, it was called “Welfare” back then, which was probably appropriate to the thinking, and the Taylorism which followed. The Personnel Department label stayed for a long time, before evolving into Human resources, which is still the brand of choice for the established employer, but deemed passe by the new generation practitioner.

“Human Capital” has mounted the most serious challenge, only to be diluted by even more millennial sounding departments, such as People & Performance and a range of other Love ‘n Harmony phrases designed by Hallmark, but with a hint of the Orwellian “1984”. Without exception, these titles are self-awarded, commonly by a newly appointed Hr Director straight after the strategic retreat. Confused colleagues wonder why the same people in the same place doing the same job for the same company want a new picture frame. New intentions, is the answer.

Perhaps that’s OK – especially if you believe the Hawthorne findings that almost any change makes people feel better. One word of caution. All Hr heads obsess over the strategic partner status for Hr and the seat at the board table. Just think about how many accountants and engineers are likely to support having a Director of Zen & empowerment sitting on the top floor (in a power suit, driving the right car, of course).

moral of the saga – perhaps the name is the last thing that matters, and re-packaging the old goods probably does little to shift perception if Hr’s actions have not already made the difference in the eyes of our clients. How come that Finance and IT always get taken seriously, without having transformed into Liquidity Capital and Synaptic Interface departments?

Department titles aside, the titles for people and their jobs is a far more nuanced issue, and certainly one which impacts Hr. Generally, we in Hr get to decide on titles in the company, because we police the grading system, which gives us the power to say that it’s against the rules, and no one wants to publicly challenge our glib rationale of consistency and equity.

Some line managers wonder why we reclassify our old Hr clerk as a consultant or business partner, but mostly they are trying to figure out how to up-title their own departments, just to keep up with the Ulrich-creep within the Hr titles.

The most pressure we are likely to encounter is actually near the top, when managers want to differentiate themselves. Somehow, it doesn’t feel right when one manager has to supervise another manager, so we call him a senior manager. Then, when he takes on that extra responsibility, it’s time for another title, and Hr often gets asked to think up a nice label which is not too grand, but just elevates one person even more, and so we are into the title game.

Sure, if you work for a company run by ricardo Semler, you have only 3 levels in the entire organisation, and everyone is happy for a while. but, face an acquisition, and the titles battle becomes all-out war. Us-and-them factors add spice to the debates, and the desire to accommodate these pressures has Hr diving into the titles thesaurus again. So, why does it matter so much?

Well, we are human, and love affirmation. What is reflected on my

business card tells something about me, to my family, my mates and even my enemies. Ask someone “what do you do?” and they answer with their title first. military organisations go as far as to put your rank on your shoulders, just so that everyone can see. Should Hr pander to the titles game or take a tough stance? Tom Peters told the story of a CeO who allowed an assembly-line employee to print up a business card reading “Supreme Commander” just because he wanted to illustrate a point.

It might sound like a silly issue, but attracting and retaining talent clearly involves extrinsic motivators, such as a director title. And so we have deputy directors, associate directors, divisional directors and even real directors. Then you have the self-effacing executive, like the managing director of global giant Lever brothers, who simply called himself chief soap maker – just to introduce perspective.

Despite my own cynicism, I fully understand the need to concede a title, if that’s what it takes to keep a star with an ego and another job offer in his hand. even if you know it will come back to bite you, expediency is very persuasive when having to find solutions in a hurry. Sensitive or ambitious egos don’t like our Hr line about flat organisations and lateral development. be honest, when you get handed a business card, what do you look at? The person handing it to you knows that too! Just look at the titles some people award themselves on LinkedIn… “Visionary, trouble-shooter, thought-leader-at-large…”

The sober Hr practitioner remains unmoved at this point. You will want to have the grading system uncorrupted by inflated titles which send the wrong signal. You will want to avoid having fake directors complain that their salary is lower than the job advert they saw in the newspaper carrying their title. You will want to put an end to the endless cycle of title-mania. And, logically, you will be right.

However, I remember once holding the line against an attempt to re-title a hugely promising actuary facing a head-hunting offer which seduced his young ego. His experienced line manager knew the elevated title was premature, but thought it a pragmatic compromise necessary to keep an extraordinary mind. I wouldn’t compromise, and we lost him. I thought I had served the employer well by denying the aspirational job title. Now, I’m not so sure.

All in a day’s learning in the Hr Department.Gary Taylor, Author extraordinaire

N-TitlementsBy Gary taylor

Gary Taylor has written several articles for People Dynamics over the years. His mentor matters is a regular column in which he addresses topical Hr issues from the perspective of a career Hr practitioner (and mentor) and offers some new perspectives on regular issues that Hr practitioners face daily.

Gary has been in Hr for 25 years, in National mutual and Unilever, Hr director at medscheme for 14 years, and three years as executive Director: Hr at Wits University. Two years ago, he was appointed to start up Hr for a new university in Saudi Arabia, where he is now Director of the Policy Office. He is registered as a master Hr Practitioner and mentor with the SAbPP, served as vice president for the IPm for two years, and received the IPm President’s Award in 2008. He has written a chapter for an Hr book, been published in People Dynamics and HR Future, and was the SA correspondent for the UK magazine, People Management, for a year.

PaYrOll SYSTEmS iN SOUTh aFriCa

Despite rising statutory complexities, the role of the Hr and payroll practitioner is still neither fully understood nor appreciated by South

African management. The rapidly growing automation in the payroll space, while exciting, is also

adding to the challenge. There is an increasing reliance on the software vendors to develop features

which make things simpler and more efficient. Unfortunately many vendors don’t have a deep insight of the local statutory and legislative environment. This lack of granular knowledge has resulted in payroll managers reverting to tried and tested spreadsheet management and then trying to fit it back into the software system in an effort to ‘just make it work’.

It is clear that this situation is far from ideal and is frustrating the advancement of the industry as a whole and, more particularly, leading to a growing disillusionment with Hr and payroll software in general.

However, the South African Payroll Association (SAPA) is trying to address this through regular workshops and other means of knowledge transfer.

It is also trying to find ways to better engage with SArS and the Department of Labour. These two departments have an enormous impact on how we run our businesses and without clear and regular updates from them to the entire Hr and payroll industry, South African business faces significant risk.

SAPA’s main goal for the next two years is to professionalise the payroll industry. SAPA is on a concerted drive to become the accreditation body for payroll qualifications. This will help ensure common and globally accepted accreditation and assist companies and practitioners alike. On this note SAPA is also considering global reciprocity in our efforts. by ensuring qualifications are based on global standards we are equipping our members with the opportunity to cast their employment nets wider, and allow locally qualified members to effectively seek employment anywhere in the world.

Despite the challenges we undoubtedly still face, SAPA remains exceptionally upbeat about the state of the South African payroll industry. We have been recognised as a leader in software and skills development. Perhaps as a result of statutory complexities, South Africa has set the benchmark in financial reporting standards and our methodologies and our software is internationally recognised as some of the finest in the world. What is needed, however, is for greater private-public sector engagement, a more consistent communications channel between lawmakers and software designers and a shift in perception about the importance of the payroll practitioner generally.

James McKerrell, South African Payroll Association (SAPA) Chairman

South african payroll industry still faces challenges despite global recognitionBy James McKerrell

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PeopleDynamics_1-2PageV Ad_297x105.indd 1 2011/05/10 3:30 PM


Software giant, microsoft SA (Pty) Ltd, has been rated as the best employer in South Africa for 2011/12 by the CrF Institute

in its annual best employers Certification Index.A total of 69 organisations were listed this year – which is a

20% increase from 2010. The Certification Index identifies choice employers through administrating the International Hr policy and practice research survey; proprietary of the CrF Institute.

The Index is the culmination of months of rigorous research with findings independently audited by Grant Thornton South Africa. Organisations are rated in the following areas: organisation strategy; the Hr function; communication; diversity management; corporate social responsibility; knowledge management; talent management and engagement; performance management; and rewards and recognition.

Following microsoft SA (Pty) Ltd as the number one ranked best employer in the top ten from two through to ten are: Accenture SA (Pty) Ltd, SAP South Africa (Pty) Ltd, Unilever SA, ernst & Young, Vodacom Group Limited, Netcare Limited, Peninsula beverage Company, edward Nathan Sonnenbergs Inc. and Procter & Gamble SA (Pty) Ltd.

According to Samantha Crous, the CrF Institute’s Country manager, the importance of the best employers campaign is that it recognises that, in a competitive labour market like South Africa where the business landscape has changed considerably over the past few years, success lies more than ever in an organisation’s ability to distinguish itself by establishing and promoting excellent Hr strategies and practices that can attract, retain and engage the right talent.

“The companies that are featured in this year’s best employers campaign have shown innovation and creativity in addressing some of the challenges they face in the changing business arena. Adapting to an era built on a lean structure, the corporate world has realised that it’s the value of relationships with employees, rather than the traditional bottom line that count.

“The latest research shows that more and more companies are turning their attention to engaging employees and have grasped the fact that engagement is about more than simply sticking a few posters on the wall in order to draw attention to certain aspects of an employee proposition. It’s about getting people to believe in the vision of the company and how it makes a difference in South Africa and the world,” said Crous.

She added that this is where microsoft excelled, ahead of an outstanding group of companies and people strategies.

According to Jabulani Ndhlovu, Hr Director of microsoft SA (Pty) Ltd, the company’s vision is to contribute to the economic success of South Africa and everyday living of the average South African. “Consistent with the ideals of our founders, we aim to bring technology to as many people as possible. microsoft South Africa’s focus is that of enabling businesses and South Africa to realise its full potential through innovative technologies.

“Our people and their potential are key to our vision. We look for people who are extremely passionate about technology and its ability to change the way the world lives and works. We have been incredibly successful in keeping our people vigorously engaged in this purpose.”

He added that microsoft SA (Pty) Ltd has been able to instil a culture of performance excellence in its employees. “We have big goals, dreams and aspirations for the future. We have great products and services, but our great people are what make it all come together so successfully,” he said.

Steven Veenendaal, CeO of the CrF Institute, commented that the companies certified as best employers are establishing themselves as organisations that are forward-thinking and geared towards the future.

“The implications for the employees of such companies are obvious: who doesn’t want to reap the rewards of a carefully thought-out Hr strategy, which considers each aspect of the individual and encourages them to give of their best. With such employees on board, success for these organisations is inevitable,” he said.

The full list of certified companies in the latest best employers campaign includes: Absa, Accenture SA (Pty) Ltd, African rainbow minerals Limited, AfriSam (South Africa) (Pty) Ltd, Airports Company South Africa, basil read Ltd, becton Dickinson (Pty) Ltd, british American Tobacco, Cashbuild, Cisco Systems SA, City Lodge Hotels, Clicks Group Limited, Coca-Cola South Africa (Pty) Ltd, Council for Scientific and Industrial research (CSIr), Crossroads Distribution (Pty) Ltd, Denel Land Systems, Dimension Data meA Group, Du Pont De Nemours South Africa (Pty) Ltd, effectiveness Company, edward Nathan Sonnenbergs Inc., e-Logics, ernst & Young, evras Highveld Steel & Vanadium Ltd, exxaro resources, Foskor (Pty) Ltd, Group Five Construction, Hilti South Africa, Ibm South Africa, Imperial Automotive, Industrial Development Corporation, Itron, Joburg market (Pty) Ltd, Joy Global Africa, Kimberly Clark of South Africa, Legal Aid South Africa, Liberty Holdings Limited t/a Liberty Life, meltwater Group, microsoft SA (Pty) Ltd, miX Telematics Africa (Pty) Ltd, mTN South Africa, mutual & Federal Insurance Company, New Concept mining, Nestlé South Africa, Netcare Limited, Old mutual, Peninsula beverage Company, Pfizer Laboratories (Pty) Ltd, Pick n Pay retailers, Platinum Group Services, Procter & Gamble SA (Pty) Ltd, rapidol (Pty) Ltd/Kinky Group (Pty) Ltd, rectron Holdings, regent, Safripol (Pty) Ltd, Sanofi-aventis South Africa, SAP South Africa (Pty) Ltd, SAS Institute, Siemens Southern Africa, Simba (Pty) Ltd, State Information Technology Agency (SITA), Sybase South Africa (Pty) Ltd, Telkom, the Premier Growth Group t/a the Unlimited, the South African National roads Agency Ltd, Tsogo Sun Group, Total South Africa (Pty) Ltd, Unilever SA, Vodacom Group Limited and Volkswagen Group South Africa.

For more information on Best Employers 2011, organisations can contact, 021 425 0320 or visit www.bestemployers.co.za.

microsoft rated as Sa’s Best Employer for 2011

BEST EmPlOYErS 2011



rETail STaFFiNg

there is a growing demand for temporary staff at all levels in the retail industry, however in some cases the staff sent

on these assignments lack the necessary orientation and skills, resulting in poor work performance.

We recognise that proper upfront orientation paves the way for a successful temporary staffing service to our clients. The triangular nature of the relationship can be confusing for staff if it is not properly explained upfront. To secure staff commitment to both our client and ourselves staff need to be very clear on the roles and responsibilities of the staffing company and the client.

How do we achieve this? A good start is to implement a proper ‘in house’ induction programme for the temp, with a strong focus on the opportunity to develop their skills. Next it would be useful to introduce the concept of ‘star performers.’ Companies, including stores in the retail sector, are looking for people who are above average, to whom they could offer future permanent employment. This is especially vital to grow an industry in which good staff from junior level right up to middle management are currently in short supply.

When employees, ie temp staff, are first inducted into Isilumko Staffing, they need to be shown the values and ethics that our company supports, such as hard work, commitment, top class service to clients and development of employee skills.

Short term assignments afford employees opportunities to explore and be exposed to different environments, where different skills would enhance their own proficiency levels and give them direction regarding fields in which they may want to develop a career. It is also important to get employees to understand the relationship between the recruitment company and the client and their expectations. It is recommended that employees should be inducted into their new employers working environment prior to the commencement of an assignment. This will assist in understanding the retail company’s culture, climate, the given assignment, expectations, and opportunities that could be created for future long term employment.

Working for Isilumko Staffing could be described as a

‘university’ where new skills are acquired and enhanced through concrete experience. Doing a proper induction is also a tool in the determination of the right skills fit between employee and employer. A thorough induction will contribute to better relationships with all stakeholders namely: Isilumko (employer), employee (the temp) and the client. It is a partnership in which all role players have a responsibility and are dependent on each other. Furthermore, with the temp having completed our meaningful induction programme, it assists us to ensure that we add value to the service which we provide to our clients.

As an example, if we provide a client in the retail environment with a cashier, there are two types of candidates we could supply (1) A cashier who has the required skills, but who rings up the goods as quickly as possible to get the job done, without any consideration for the client (the retailer) and with possible consequences (shrinkage) to the business and its profitability. In this scenario the possible consequences are stock losses/shrinkage due to incorrect ringing up of goods, poor customer service, incorrect inventory records resulting in incorrect ordering of stock and loss of profits. (2) Provide a cashier with the required skills, who rings up the goods accurately and has a clear understanding of the consequences of his or her actions.

Clearly clients (that is the retail companies), would want the cashier in the second example, as he or she displays not only the proper skills but also a good attitude, appropriate behaviour and will contribute to the profitability of the business. Importantly in this case the cashier has a clear understanding of his/her role in the business and how he/she makes a positive contribution to the overall success of the business. This applies equally to positions at other levels of the retail hierarchy.

We believe in building long term relationships with our temp staff and our clients and bridging the gap between the various parties so that the best outcomes for all can be achieved.

Aslam Galant, Business Development & General Manager, Cape Town Industrial Divisio. Isilumko Staffing, 021 461 3609, www.isilumko.co.za

The importance of providing retail temps with a sound induction programmeBy Aslam Galant


We spend at least half of our time at work, so if we have a horrible boss, our lives really could be made hell. Thankfully, few bosses

are as bad as the sociopath portrayed by Kevin Spacey in the hit film, but anyone in a position of leadership should be conscious of how well they treat their people.

The film Horrible bosses is a wonderful black comedy. I would dearly like to know how many who went to watch the film went in thinking their bosses were pretty terrible, but came out thinking that perhaps they weren’t so bad after all! The film took the worst workplace offences – lies, emotional abuse, sexual aggression, financial profligacy, amorality, backstabbing – and inflated them sky-high, setting a scene where three hard-working, but trapped individuals came to believe the only way they could escape their overbearing and abusive bosses was to murder them.

Of course, I don’t know any horrible boss who set out to earn that description! most leaders make mistakes that drive others to distraction without even realising it, and they would be horrified if their employees told them exactly what they thought of them. most leaders genuinely want to be good, respected, loyal bosses, with employees who look up to and admire them.

being a great boss, rather than a horrible boss, isn’t rocket science. You can even learn a little bit about how to do it from the film. All three of the horrible bosses’ attitudes can be summed up in three words: egotistical, reckless, and domineering. To be a good boss, you must be the opposite: people-driven, accountable, and facilitating.

I’ve always said that if you don’t look after your people – be they customers or employees – then someone else will! When it comes to employees, all the research I’ve ever done in over forty years’ working in leadership has convinced me that people want to do well at work. They want to shine, they want to be engaged, they want to feel valued in their workplace, they want to know they are doing worthwhile work, and they want to know they are treated fairly. When it comes to inspiring loyalty, all of this often means more to an individual than the money. Any leader that lets his or her ego run riot, and who starts manipulating employees, rather than working with them to help them become the best they can be, risks losing them.

Leaders who fail to be accountable, who don’t pull their weight, or who blame others when things go wrong and abdicate responsibilty, risk the same outcome. Good leaders walk their talk, and set an example. And they

certainly don’t dominate; they recognise the importance of collaboration. They respect and value input from colleagues, and empower them to do their best work. They never fail to give recognition when recognition is due. They encourage, rather than put down; they practise the principles of servant leadership; they take an interest in and listen to their people; and they ask for and give feedback – but don’t impinge on their private life.

In fact, the best bosses don’t even think they are the boss. In the film, the phrase ‘I’m the boss’ was a frequent refrain, and was always spoken in a manner that was dictatorial, requiring others to knuckle under and obey, whether they were ethically comfortable with obeying or not. In real workplaces, I believe the only time the phrase ‘I’m the boss’ should be used is in a spirit of humility, when it’s a recognition that as the leader, when things go wrong, that this is where the buck stops!

I hope I’m a good ‘boss.’ Here at The Ken blanchard Companies, I call myself ‘Chief Spiritual Officer’ because I’m responsible for cheerleading our organisation, setting values, direction, vision – all the things that make up the spirit of an organisation.

I try always to make sure I’m here for my people. every morning, wherever I am in the world, I leave an inspirational message on everyone’s voicemail so they know where I am, what I’m doing and what’s on my mind. I keep them in touch and up to date with what’s happening. Significantly, I end the message with an inspirational note geared around our four key values – ethical action, relationships, success and learning, so people are constantly reminded of where we are all going.

I would encourage all leaders to do the same, not just because it reminds people where they are going, and then praising them when they start getting there, but because it makes people feel better when they know ‘the boss’ cares.

So, the next time you’re concerned about someone’s performance, and are tempted to either sack them or give them a reprimand, remember the film, and try asking what you can do to help them succeed. This approach zaps less energy out of you than wondering what they’re plotting behind your back!

For more information, email [email protected] or phone 0800 980 814. Web: www.kenblanchard.com, Social Media Links: Twitter @kenblanchard; www.facebook.com/kenblanchardfanpage

horrible Bosses

TaX rECONCiliaTiON


aDVErTOrial

We are living in the world of ‘now’Accountants and auditors love us; Human resource

practitioners think this is great. business owners are getting on with growing their business and not having to assist auditors or human resources with information. With Paymaster’s unique online payroll and human resource software all your information is available to the people who need the data. All they have to do is log on with their own secure password and collect what they need. Quick. Simple. effective.

We are living in the world of Now. everything is immediate the word “wait” is often accompanied by frustration and more importantly a great deal of anger. Waiting is just not what people want to do. We are all busy and want to get things done…NOW.

Paymaster understands this need and has developed the answer in their online payroll and human resource software.

Paymaster will give you access to all your employees’ data via our password protected website so that we can share the same software and work from the same database as your accountants and human resource people. In addition we give you online access to:l payslips and reports l ability to create reports l employees’ biographical detailsl view and maintain employees leave records l maintain an employee’s disciplinary record l employee training records l Store documents, for example identity documents or

contracts of employmentPaymaster can process all your salary information, do

all the nett pay overs (optional) as well as pay over all the deductions (optional)

As a result of you using Paymaster you get the benefit of an online payroll and human resource information system that eliminates the need for you to keep your own, separate, human resource records. In this way there is no longer a merging of data or importing of data with the risk of corrupting your information. both you and your service providers have access to one database. One more possible area of error is eliminated.

In addition you have access to all reports and pay slips and you no longer have to wait for information. It is available immediately when you need it – anywhere anytime.

Lastly Paymaster will appoint one employee to manage your payroll. This means that a partnership is developed that leads to Paymaster becoming an extension of your business. It is like having your own Payroll department. A very personable way of doing business. We believe in the power of relationships


Imagine how you would react if you walked into a room and everyone was dressed the same, spoke the same, and after a

while you realise that they even have the same way of thinking.

As people we understand the importance of individuality - we know that our audience is made up of other people, and in order for us to get the attention we need or deserve, standing out from the crowd is key. To achieve this we must ask: “What qualities do I have that will make me unique?”

Organisations adapt this slightly in their approach to their clients. It changes from, “What do we offer that is unique?” to, “What can we or should we offer that will be unique or a differentiator from our competitors?”

Leading global organisations have recognised that product diversity which is aligned to their organisational brand gives them that critical competitive edge. These organisations pay immense attention to ensuring that this is a business success factor.

Why do companies pay such close attention to their product or service offering being aligned to their distinguished brand – but less attention to the fact that their employee base is as important to securing a portion of the over-saturated market?

A brand is not just about a clever logo, mission statement or witty punch line. It is a promise – a promise that consists of a set of values created by the organisation and expected by their client.

South Africa is the well-known, much loved “rainbow nation”, but how many organisations have successfully implemented that approach to their employee compliment? research indicates that the biggest reason for this not being as successful as we would like it to be is due to the lack of available unique and local approaches to diversity.

Diversity can add value, and should perhaps form part of your organisation’s value sets.

Let’s move beyond race, gender and disability. What about cultural diversity? If your organisation’s aim is to have an impact on international markets, then cultural diversity is imperative to understanding that. What about diversity in age? Having a workforce that is not funnelled by generation X or Y vision can be crucial in assisting an organisation to meet its goals by allowing for different perspectives, thoughts and ideas.

And what about innovation? An innovative approach is vital for any organisation to meet its true potential and add to their competitive edge. When there is a team of diverse people working toward the same goal, the potential wealth of ideas is tremendous. Collective views and opinions always make for a better solution.

Diversity has the potential to deliver both negative and positive impacts in organisations. It’s a process that needs to be managed well. Part of the brand promise is your employer brand which consists of an employee’s experience and how he or she perceives the organisation. Successfully transforming employees into ‘brand enthusiasts’ or ‘diversity enthusiasts’ is a complex change management initiative that requires training, knowledge and expertise for success.

managing diversity in organisations is still in its infancy, and an overview of various academic studies presents a complex picture of

the challenges we face in pinpointing what good practice needs to address in the future. We also

need to ensure that we make the most of the increasingly diverse nature of the

talent organisations need to sustain economic viability.

We need to search for new management techniques and

interventions that help us to enable people to work better together - because of their diversity and not in spite of it. That is why insights we can gain from live data acquired from organisations will give us

important clues about what to do next and what we can tackle now – items that will

secure short term wins with long term gains. We understand that it’s important

for employees to not just understand and communicate your brand – it’s

imperative for them to be your brand. It’s then just as important for them to represent your

brand.

HR-Focus Holdings PTY LTD, [email protected]

DiVErSiTY

8010889

CHILDREN ARE THE NATION’SGREATEST TREASURES.

PROTECT THEM!

011 645 2000

www.childline.org.za

Diversity as a brand


tHE 2011 BoFE

the 2011 business Opportunities and Franchise expo (bOFe), proudly sponsored by Standard bank, will help entrepreneurs

and business owners gain vital business knowledge by hosting its inaugural the ‘Power to Grow Your business’ conference.

The conference will provide invaluable information to entrepreneurs and business owners. Key local and international speakers have been secured to ensure delegates obtain all they need to know about business ownership.

The conference will be split into two seminars over the four day period, covering key factors for anyone going into business or who already runs a business. The conference will focus on topics such as; Have you got what it takes? Now that’s what I call marketing; It’s all about the money; and Where to from here...Searching FOr Customers.

International marketing expert Geoff ramm will capture the creative elements of promoting a company, while ralph Patmore will pass on his extensive merger, acquisition and financial expertise to business owners. Other presenters include Iain Johnston and Cyrus rogers.

The ‘Power to Grow Your business Conference’ will run alongside the annual expo from 15 – 18 September 2011 and delegates attending the conference will also receive automatic access into bOFe.

Furthermore, the National Small business Chamber (NSbC), the fastest growing chamber of its kind in the country, is sponsoring the business Lounge. mike Anderson, founder and CeO of the NSbC, is confident this partnership brings additional value to bOFe’s visitors and exhibitors.

mr Anderson says: “We didn’t have to think twice about partnering with bOFe as a sponsor. NSbC is in the business of helping aspiring entrepreneurs make the right business choices. With bOFe, we will improve on our success and make a bigger difference in the lives of new business owners.”

The introduction of the conference and the involvement of participants like the NSbC allows the show to be a one-stop small-business knowledge shop. Delegates and visitors also have the opportunity to attend the business buzz Zone seminars, which will run over the four days. It will cover key presentations and discussions by high-profile speakers including, amongst others, ex-football player and leadership expert Gary bailey, investigative journalist Debora Patta and social media guru ryan Hogarth.

“every year we strive to be more innovative and bring more excitement to the show,” adds ms Anderson.

The 2011 bOFe is expected to deliver exciting new business ventures and services to aspirant entrepreneurs, business people and investors looking to diversify their portfolios.

The expo is proudly brought to you by Thebe exhibitions and Projects and the eskom Development Foundation.

Unilever sends students to singapore for global exposureUnilever recently sent seven South African students to Singapore for a four day trip to introduce them to ways of working in a global business.

These seven lucky students were Colleen Leygonie (University of Stellenbosch), Nicola meyer (University of Cape Town), raidah Vaid (University of Cape Town), Simphiwe mdakane (University of Cape Town), Yaseen Schrueder (University of Cape Town), Taariq rawoot (University of Cape Town) and Stanley Tack (University of Pretoria).

They were this year’s winners of Unilever’s Integrated business management Challenge (IbmC). They were chosen based on their performance during the IbmC event which is a 2½ day business management challenge. The IbmC programme is part of Unilever’s aim to develop and grow talented graduates in the country.

The four day trip enabled the students to learn from senior members of Unilever’s regional teams based in Singapore as well as interact with management trainees from other parts of the world and share experiences. They were also given the opportunity to visit the local traders and markets to get an understanding of different business environments. “Unilever believes in investing in people and their learning, thereby helping them realise their full potential. This programme is designed to expose university students to the realities of the business environment while letting them experience firsthand how a global business like Unilever operates” said Ntwani Shilubane, Talent manager, Unilever South Africa.

“Wow! I never thought it was possible to absorb as much information as I did in four days. From the culture of the people in Singapore, to business on a global scale, and then a combination of global business but in a South African and a Singaporean context! The highlight of the trip for me was realising that the atmosphere and culture that overwhelmed me in Durban, is not unique to Durban, but rather unique to Unilever, worldwide!” said Nicola meyer from University of Cape Town.

According to Ntwani, “Skills shortage is a growing issue in South Africa and as a company that has been here for over 100 years, Unilever sees this programme as an investment into our future. We believe that it is programmes like these that will help our youth bridge the gap between what they learn at universities and what will be expected from them at work.” According to Nicola, “I experienced a strong culture of uplifting and investing in people, and instilling in them a passion for success. I left feeling inspired and motivated to be a part of Unilever - one day! ”

Colleen Leygonie, from University of Stellenbosch said, “The values that Unilever stands for globally and locally are people centred – emphasis is on making a profit not on destroying the world in the process but making it a better place and standing up for what we believe in. These are values that I live by and hence could see myself working for this company”.

Unilever is accredited as one of South Africa’s best employers. The company was voted the Number 1 graduate employer in the FmCG sector and 4th overall in the Aspirational employer of Choice in the South African Graduate recruiters Association 2011 survey.

Applications for Unilever’s graduate programme are now open. To apply log onto www.careersatunilever.co.za

NEWS aND rEViEWS

hr in brief


PaYrOll aDmiNiSTraTiON

Payroll and Hr software specialist Softline Pastel Payroll has a Connected Services division that enables Sme companies to

extend their desktop payroll with an online solution that will ease the growing burden of Hr managers.

Connected services includes a web-based self-service tool that enables employees to manage and maintain their own information online and thereby carry some of the overall Hr administration responsibility as they are able to make online applications for leave, loans, bursaries, travel claims, view their payslips and update personal information no matter where they are, as long as they have an internet connection.

Part of Softline and Sage Group plc, Softline Pastel Payroll developed Connected Services with workflow capabilities based on the organisation’s chart or a specific workflow order per online form. The organisation’s chart indicates the hierarchy and reporting structures of each department involved in the approval procedure with the administrator having sole access to create and amend the workflow structures.

The workflow functionality is designed to provide companies, management, payroll administrators, the Hr department and employees with significant benefits and advantages.

As it is a hosted solution and the application sits in the cloud, companies are guaranteed quick deployment at low implementation cost as no server integration processes are necessary. Also important is the fact that Connected Services uses similar security as online banking vendors in utilising a SSL security certificate. The website further encrypts sensitive information so security has been given much emphasis.

Once an employee applies for leave online and the manager approves it, the payroll system is automatically updated. The software also provides for leave scheduling, which is particularly practical over traditional December holidays when “skeleton staff”

are required. The program helps to manage minimum staff levels by providing system warnings.

Hr managers and heads of departments can monitor sick leave patterns and better manage absenteeism. Hr managers are also able to create any application form the company may need from a study loan application form to one for cellphone claims.

Another component of Connected Services allows Hr managers and payroll administrators to receive rSS feeds to their desktops notifying them of legislative and tax changes and new system software releases so that the company is always on track and up to date.

The future of Connected Services holds great promise. Our goal is to add more Hr functionality online that will synchronise with the desktop solution to enable 360 degree performance reviews. This involves reviews from people reporting to the individual concerned, reports from peers on the same level and reports from managers.

Going forward, functionality to simplify disciplinary processes and provide information such as the existence of warnings and whether they are still valid or have expired will be part of the offering, along with a recruitment facility whereby employers can post new vacancies that employees can view and apply for internal vacancies online.

Internet awareness in South Africa has increased exponentially over the past two years with the user base of Internet offerings expanding significantly. Connected Services is arriving in the market at just the right time and has great potential for additional functionality that will further streamline the management of Hr and payroll in Sme companies.

Sumay Dippenaar, +27 11 304-4190, [email protected], www.pastelpayroll.co.za

Connected services offers companies the best of both worlds using the internet and desktopBy sumay dippenaar


IPM 55th ANNUAL CONVENTION & EXHIBITION – SUN CITY,NORTH WEST PROVINCE, SOUTH AFRICA, 30 OCTOBER – 02 NOVEMBER 2011

This premier HR and Business Leadership event in Africa will take place from 30 October – 02 November 2011 in Sun City, North West Province, South Africa.

The theme of the 2011 IPM Convention is

“Resourcing the Future – Positioning Africa for Success”.

This is an event that no HR and Business Executive can afford to miss, taking into account the issues that will be addressed and the calibre of speakers that will address them.

Confirmed speakers - include local and international speakers of repute:

DR WeNDy yOLiSA NgOmA - Acting Head of School, Graduate School of Business Administration, Wits University

PROfeSSOR NiCk BiNeDeLL - Director, Gordon Institute of Business Science

PROfeSSOR STeLLA m. NkOmO - Department of Human Resource Management at the University of Pretoria

SHARmLA CHeTTy - Regional Managing Director for Duke Corporate Education/Vishal Patel – Director Duke Corporate Education

MAMPAI MotSAU - Consultant Hay group South Africa

DR MARk BUSSIn - Executive Chairman 21st Century Pay Solutions Group Pty Ltd.

iTALiA BONiNeLLi - Senior Vice President for HR Strategy and Change Management at AngloGold Ashanti

MARtIn BULUnGA-BAnDA - Core-Faculty Member of the Presencing Institute, the University of Cambridge Programme for

Sustainability Leadership and the national University of Singapore’s Lee kuan Yew School of Public Policy Executive Programme

PRoFESSoR RoY MARCUS - Chairperson of the Da Vinci Institute for technology Management

SAMUEL ISAACS - Chief Executive officer SAQA

mATTHiAS mALAN - Associate Director, Deloitte Consulting

CLiNTON ROgeRS - Group Head: Reward and Benefits for the Absa Group

yeNDOR feLgATe - CEo of Emergence Growth

LizA ASHTON - Managing Director: Bioss Southern Africa and many other reputable speakers

CHRIStoFFER ELLEHUUS - Managing Director EMEA: Corporate Leadership Council

RESOURCING THE FUTUREPositioning Africa for Success







Confirmed speakers - include local and international speakers of repute:

DR WeNDy yOLiSA NgOmA - Acting Head of School, Graduate School of Business Administration, Wits University

PROfeSSOR NiCk BiNeDeLL - Director, Gordon Institute of Business Science

PROfeSSOR STeLLA m. NkOmO - Department of Human Resource Management at the University of Pretoria

SHARmLA CHeTTy - Regional Managing Director for Duke Corporate Education/Vishal Patel – Director Duke Corporate Education

MAMPAI MotSAU - Consultant Hay group South Africa

DR MARk BUSSIn - Executive Chairman 21st Century Pay Solutions Group Pty Ltd.

iTALiA BONiNeLLi - Senior Vice President for HR Strategy and Change Management at AngloGold Ashanti

MARtIn BULUnGA-BAnDA - Core-Faculty Member of the Presencing Institute, the University of Cambridge Programme for

Sustainability Leadership and the national University of Singapore’s Lee kuan Yew School of Public Policy Executive Programme

PRoFESSoR RoY MARCUS - Chairperson of the Da Vinci Institute for technology Management

SAMUEL ISAACS - Chief Executive officer SAQA

mATTHiAS mALAN - Associate Director, Deloitte Consulting

CLiNTON ROgeRS - Group Head: Reward and Benefits for the Absa Group

yeNDOR feLgATe - CEo of Emergence Growth

LizA ASHTON - Managing Director: Bioss Southern Africa and many other reputable speakers

CHRIStoFFER ELLEHUUS - Managing Director EMEA: Corporate Leadership Council







Topics and debates will address the challenges and opportunities of the post recession business environment, i.e.• Characteristics of the World’s Most Admired Companies

• Cutting Edge HR Trends & Strategic Options/Implications for HR

• Leadership that Propels Innovation

• Overcoming Organisational Pain through Systems and Design Thinking

• Advancing the Impact and Status of HR

• HR Leadership in a Complex Business Environment

• Developing Talent for the 21st Century

• Developing and Designing Learning Solutions for Organisational Effectiveness

• Improving Company and Individual Performance through Effective Working Relationships

• The Changing Reward Management Landscape

• Strategies to Empower HR Business Partners

• Measuring the Success of Resourcing

• How Competency Models Enables an Integrated Talent Management Process

• Effective Reward Strategies

• HR Skills Deficit & Strategies to Address Them

• Strategies to Build Capacity and Address Issues of Supply and Demand

• Where is the Country Going & How can HR Influence its Direction?



gaBriEl’S hOrN

As the first signs of spring crept slowly across Jozi, I couldn’t help agreeing with the many that claim that our last winter was one of

the longest and coldest they can remember. The lengthy shortage of LP gas certainly underlines the fact that South Africa’s biggest city suffered some really freezing conditions.

And where in all that was “global warming”? After Al Gore’s frightening documentary “An Inconvenient Truth” a few years ago we were all persuaded that his dire predictions for global warming would have us living in a virtual hothouse with all the terrifying consequences .

I managed to get hold of a british made film “The Great Global Warming Swindle” which is based on sound science and interviews with real climate scientists which completely debunks the theories of mr Gore and all those trendy elitists who would have had us scurrying for litres of block out and canoes to ride out rising sea levels.

What emerges strongly from ‘Swindle’ is that the current warming (our climate actually hasn’t warmed since 1998) is simply part of a natural cycle of warming and cooling that’s been traced back almost a million years. The phenomenon accounts for the medieval warm period around 1100 AD when the Vikings settled in Greenland and grew crops and the little ice age from 1400 to 1850 AD which brought severe winters and cold summers to europe, with failed harvests, starvation, disease and general misery.

‘Swindle’ stresses that there is no proof that the current warming is caused by the rise of greenhouse gases from human activity. As the dominant greenhouse gas, water vapour is far more important than

cO2. As the cause of warming is thus natural, none of the schemes for greenhouse gas reduction being bandied about will do any good; they are all apparently irrelevant, useless and wildly expensive.

I know global warming is a hobby horse of mine, but thank goodness there is now a scientifically based opposing view that might stop us squandering huge amounts of scarce resources on a non problem and ignore the real problems the world faces. Problems like hunger, disease, denial of human rights as well as the threats of terrorism and nuclear war.

Hopefully massive installations of wind turbines (which, incidentally, wreak havoc with sea birds) and all the other grand designs aimed at cutting CO2 emissions will be re-thought.

In November, Durban will play host to an expected 15 000 delegates representing 190 countries meeting to discuss climate change. Let’s fervently hope that practicality rather than fashion will rule the day.

If the tree huggers don’t get me first, I’ll see you next month.

All the best for now,Gabriel

Reflections on a long winter

A harmony of skills performing as one.One can never achieve alone what a team can accomplish together. Nowhere is this message more resonant than in the performance of an accomplished orchestra. A message that comes across loud and clear in your own organisation, when you enjoy the collective power of protection from our Employee Group Scheme.

The benchmark in forward-thinking employee benefits, our Employee Group Scheme provides your team with proactive Household and Motor Insurance cover. Our solution combines customised cover for the employee with the kind of savings that can only be enjoyed when you ‘buy in bulk’...

We are market leaders in tailor-made solutions for employees which include: • Insurance advice and education • Personal service • Discounted premiums

You receive: • Buying and negotiating power as a group and • Productivity gains while we take care of your employees.

For more information on how you and your group can benefit, please call Lydia Ritchie on 083 642 7671 or email [email protected]

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