Government closer to invoking Employment Equity Act Compliance to reverse non-compliance with legislation – Labour Deputy Minister, iNkosi Phathekile Holomisa on 30 October 2017.
A total of 50 JSE Securities-listed companies including the JSE itself reviewed as part of the Director-General Reviews were found to be non-compliant with employment equity (EE) Act.
The Department of Labour Inspection and Enforcement Services (IES) branch is currently as part of its work plan; conducting Director-General Reviews to designated employers where 72 JSE listed companies operating in different sectors were identified as subject of reviews. The reviews started in July 2017.
This is the final part of our Employment Equity Transformation series.
In the field of Employment Equity Transformation, employers tend to neglect the relationship between HR Strategies and Operational Practices. Whereas Recruitment Procedures are concerned, approach these business units as if they were segmented. By utilising your existing staff as prime targets for development and promotion/succession planning targets, you effectively cause a gap in your business with every internal placement made.
This gap, in turn, provides an opportunity for the business to obtain an external staff member, the need of which would be mandated by your relevant Employment Equity Targets. Targeted advertisements with a specifically small focus area would, by default, yield a higher success rate.
Following on from Employment Equity Transformation – Part 1
If organisations have dedicated consultants, specialised portfolios or divide the responsibility of maintaining that entity’s BEE, “whatever gets measured, gets improved” holds true.
Invariably, management and improvement of this function is directly linked to the staff members employed on a managerial level in every organisation – deemed the Management Control element on the BEE Scorecard. Practices require that a minimum of one dedicated person be mandated with the responsibility of drafting a strategy for improving upon this scorecard, which gets measured monthly.
Employment Equity Transformation – Diversity is present when differences in culture, race, ethnicity, language, nationality and religion are represented within a cluster of people. For an organisation, this denotes that diversity promotes and enhances a variety of staff skills and agency success.
Traditionally speaking, different businesses have different norms, views, behavioural tendencies and value systems based on the composition of their management structures, leadership pinnacles, organisational culture and staff compliment. The greater the diversity of agents that conduct your business, the higher the degree of multiformity and the higher success of dealing with complex, interpersonal and operational challenges.
Hоw Employers Cаn Deal Wіth Employee Absenteeism
Employee Absenteeism – One of the biggest investments а business can make are their employees, and when employees are absent for lengthy periods the cost to the company can be great. The cost is not only measured in terms of loss of production and pay, but аlѕо employee morale. Whеnеvеr аn employee іѕ оff sick, thеrе іѕ а knock-on effect оn thоѕе colleagues whо hаvе tо cover fоr them.
In fact, 75 percent of HR professionals say employee absences have a large impact on revenue and productivity, according to a study last April by Kronos and the Society for Human Resource Management of 700 of its members.
This is the final section in our five-part series examining the biggest emerging challenges facing the human resources community in 2017.
The use of talent analytics in human resources is really nothing new at this point. Becoming familiar to utilising data to make crucial decisions in the recruiting and retention fields is increasing and many companies are now taking things another step further and making use of predictive analytics as well.