As Employment Equity is well and truly underway, some companies might find themselves scrambling for all of the information that they need for their reports. Documents like the EEA2 contain a vast amount of information which should be updated through the year, on your payroll system. Pay Solutions payroll offers you an HR Management platform which links to your Payroll system which allows you to immediately download completed reports for the Department of labour based on what has been captured in the system and based on the movements of your workforce distribution, which covers recruitment, promotions, terminations and skills development and is offered at the fraction of the cost of other Employment Equity modules provided by some service providers. In addition, you can save on the cost of paying for expensive software upgrades, consultation fees and time wasted waiting for reports to be fixed by your external consultant.
Employment Equity Submission Deadline is looming – ensure your EEA2 and EEA4 is submitted online by the 15th January 2018. NO EXTENSIONS WILL BE GRANTED. Non-compliance can result in an R1.5 m or 2% company turnover whichever is the greater.
Read the link below for guidelines on how to submit the EEA2 & EEA reports.
What is the purpose of an EEA2 form?
Who Fills in This Form?
What is the purpose of an EEA4 form?
Who Fills in This Form?
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.