Who to Attend:
HR Professionals, Senior Executives & People in Management
How to Register:
Ola Azeez Managing Partner Remolaz HR Management Consult
Kojo Amissah SPHR, HRMP, Lead Executive, CITAM
Mohammed Issa Business Coaching Expert, Quantum Shift Coaching Solutions & CEO, KIMO Home
Call: 0302 973379 / 0206 367515 Email: email@example.com Download conference flyer at www.africahrleaders.com
Dr. Cookie Govender University of Johannesburg
(GROUP DISCOUNT AVAILABLE)
Anita Wiafe Managing Director OML Africa
Paul Aninakwah Country Manager, CIMA Ghana
Nadine Rix Managing Partner, Nyansa Africa
Dr. Esi Ansah Managing Partner, Axis Human Capital & Assistant Professor, Ashesi University
Ebenezer Ofori-Agbettor Executive Director, Institute of HR Management Practioners, Ghana
Emeka Anazia Experienced HR Development Coach Nigerlock PLC
VENUE: ACCRA INTERNATIONAL CONFERENCE CENTRE
Employee Engagement & Leadership
DATE: 28TH FEBRUARY. - 1ST MARCH 2013
Benefits of Attending Develop the Skills needed to engage employees Develop a dedicated workforce that is ready to step up to the challenges of change. Discover solutions to key HR issues managing people, organisational development and effectiveness
n a c i Afr
Kwamina Amoasi-Andoh National Programme Manager, ILO
Contents RECENT NEWS
Main stories include: World Bank’s Programme to create jobs in Tunisia; women to expose bad employers; Kenya city council workers on strike.
• Cover story: Mbeke Waseme
LEGAL WATCH Accommodating cultural beliefs & indigenous customs National minimum wage around Africa: The Legal Statistics. Are you paying The national minimum Wage?
talks about how coaching can be used to build management capabilities (page 38). • Process for developing an HR strategy: plan for excellence.
• Fatai Adekitan Aderogba
from the Al-lbadan College of Education, Ibadan tells us how its done (page 21).
• Dr. Diane Kellogg explains about
the transition from individual contributor to manager (page 33).
• The draw backs of the recruitment
cycle in Africa: Monika Biskupska investigates what this means for HR leaders in Africa (page 26). Building HR capabilities. Is HR fit for purpose? Editor’s view. (Page 48 ).
• Winfred Lartey briefs us on the
Insights • Truth About Jobs
By Paul Krugman, New York Times • Why HR needs actionable analytics By Mary Hayes Weier, Workday.com
human resource development plans of the Ghana government (page 43).
• Read about OML Africa’s
HR Newswire • People & Positions Find out about the latest senior
presence on the continent (page 47)
management appointments in Africa. African Human Resources Confederation
Simplifying HR • What the CEO wants from HR? • Survey, data analysis - Mercer Study
HR Politics • Namibia: Opportunities for the Unemployed • Ghana Government Human Resource Agenda
Devoted to management, professional and graduate jobs
APPOINTMENTS Devoted to management, Professional and graduate jobs. PM - Page 1
VISIT PM ONLINE
Did you know? • Find out about the newly formed
For the latest vacancies visit www.personnelmessenger.com Monthly Newsletter HR news and updates sent straight to your mailbox. Visit: www.omlafrica.com
Recent News Nigeria: 600 Million Jobs Needed to Address Global Unemployment By 2020 - World Bank By Providence Obuh, Vanguard
A World Bank report said that about 600 million jobs are needed to address global unemployment by 2020. The report was released recently as a companion report to the World Bank’s World Development Report 2013 on Jobs.
globally, especially in developing countries.” The study, “assessing private sector contributions to job creation,” concludes that four obstacles pose a particular challenge to job creation in the private sector: a weak investment climate; inadequate infrastructure; limited access to In a joint communiqué issued at finance for micro, small, and medium the launch of the report, 25 leading enterprises; and insufficient training international finance institutions and skills. “Removing these obstacles immediately pledged to work together can significantly increase job creation. to address job creation, and learn from each other’s experience. “According to the World Bank, “The answer to unemployment lies with the Also the study found that 45 million private sector, which provides nine people enter the workforce each year, out of every 10 jobs in developing yet more than a third of companies countries, and therefore plays a key studied across the globe were unable role in creating the new jobs needed to find employees with the skills that and fostering growth. It is crucial to they needed. “About 200 million understand the people are unemployed
that prevent the private sector from growing and generating jobs. “Certain stand-alone reforms, such as those affecting business entry, taxation, competition and secured transactions have demonstrated a positive impact on growth and jobs. A lower tax rate and investment promotion efforts can help attract foreign direct investments,” the World Bank explained.
+233 (0)302973379 Send us your news, stories and articles email us at: firstname.lastname@example.org
Kenya: Mombasa Council Workers On Strike Over Delayed Salary Deal By Wesonga Ochieng, The Star
MORE than 2,000 workers at Mombasa Municipal Council went on strike recently demanding a salary raise.The workers were protesting a delay in signing of a collective bargaining agreement by Local Government Minister Paul Otuoma. The workers under the banner of Kenya Local Government and Allied Workers Union said that the signing of the CBA was long overdue and the delay was a ploy to deny them their rights. The move comes two days after Otuoma dissolved the councils to pave way for the March 4 general election. Mombasa branch union Secretary General, Rashid Muteti led the workers into peaceful demonstrations through the Mombasa’s CBD to the council offices at Treasury Square where they presented their demands.
”The protest will not be over until we get our dues. We want the minister to sign that CBA immediately so that we can get our salary increment,” said Muteti. Muteti also added that the CBA was supposed to be signed in November and to be followed by immediate implementation. The CBA when signed and implemented will see the workers’ salaries increased between 60 and 30 per cent respectively according to their scale. Currently the lowest worker is paid Sh16,000 ($183) and the increment if given a nod by Otuoma will see their pay rise to Sh25,000 ($285). Meanwhile, the workers also claimed that they had not received their salaries for the last two months PM - Page 2
despite working for the council. The union’s branch chairman Suleiman Mohamed said, “We want the municipal council to update their pay roll or else we shall not go back as well even if the Otuoma signs the CBA.” When reached for comment, Mombasa town clerk Tubman Otieno denied the delays but admitted that the workers had not received the December salary. “What I know is that the council is up to date on the salary issues. What I owe them is December salary and my treasurer is working. They will be paid,” said Tubman on phone.
Recent News Tunisia: World Bank’s Programme to Create Jobs in Tunisia Source: Tunis Afrique Presse
Tunis - The World Bank (WB) Group has prepared an Interim Strategy Note (ISN) for Tunisia involving a programme focusing on “direct and indirect contribution to the Government’s objective to create jobs in the short and medium terms.”
support investment policies and loans over the year 2013.
for spending and the rate of reform,” underlining that the programme defined by the ISN aims “to assist Fiscal Year (FY) 2014 funding will the government mitigate these risks be defined in terms of results of the particularly by supporting the design 2013 programmes, the government’s of a reform programme that helps demands, the IBRD equity and meet the immediate needs of Tunisia demand from other borrowers.” while ensuring macroeconomic According to the ISN, the WB Group “Given the poor economic prospects, stability and paving the way for a will focus on three main areas of the Bank plans to allocate asignificant sustainable economic recovery driven support. The first aims at “laying the share of IBRD’s amount for Tunisia, by the private sector.” foundation for renewed sustainable under the form of budget support to growth and job creation. The second back up the progress of The WB finally said that the consists in the promotion of social political reform to speed up inclusive “weakness of the financial sector and economic inclusion and the growth and job creation.” could also have an impact on the third will focus on strengthening economic recovery. In co-ordination governance through improved According to the WB “with the with the authorities, the WB and the access to public information as recovery of the economy, investment International Monetary Fund (IMF) the basis for increased social loans should represent a more have identified a programme to accountability and transparency.”. significant share of its commitments strengthen the sector’s resilience to for 2014.” The ISN identifies “several economic shocks.” Instruments of the bank to implement risks to the Tunisian programme.” the ISN will comprise a range of These include “social tension and operations to support investment delayed economic recovery in Make sure you don’t policies and operations of the addition to the recession in Europe, miss the next edition! International Bank for Reconstruction the difficult transition in Libya, and Subscribe today! and Development (IBRD), trust funds the expected increase in prices of oil of the Global Environment Fund and food. (GEF) and other trust funds managed To subscribe to or financed by the World Bank, as These issues may, according to the Personnel Messenger call well as analysis and advice services. WB “arouse new challenges in +233 (0)302973379 or terms of fiscal discipline and macroemail us at economic stability.” In addition, the According to the WB, “the Tunisian email@example.com Government programme may require WB indicates that “2013 will be an election year and this has implications up to 950 million dollars of loans, to
UN special rapporteur calls on Cameroon government to ratify ILO convention on labour inspection in agriculture Olivier de Schutter, the UN special rapporteur on the right to food, has called on the Cameroon government to ratify ILO Convention 129 on labour inspection in agriculture. de Schutter, who was in Cameroon on an official visit at the invitation of the Government, says in his preliminary
recommendations, “the situation of workers on large plantations deserves special comment”.He goes on to point out that labour inspectors have very little capacity to inspect large plantations and that what capacity they have is restricted by a government procedure which requires PM - Page 3
inspectors to inform companies of the date and time of inspections. de Schutter urged the government to proceed to ratify as soon as possible C129 which requires inspectors to have the right to enter agricultural workplaces freely and without prior notice.
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“We’re delighted to bring you Personnel Messenger, our HR magazine for Africa HR professionals and people in management” Welcome, to the first edition of Personnel Messenger. My name is Anita Wiafe-Asinor and it is indeed a great honour to be the Chief Editor for Personnel Messenger. It is my pleasure to launch this first edition in February 2013.
EDITORIAL General +233 (0) 572101953 | News +233 (0) 302973379
First of all a huge thank you to all the persons who contributed to writing the wonderful and inspiring articles, without which there would not have been this great first issue. A warm thank you to my editorial team for their hard work to get this edition together.
Chief Editor Anita Wiafe-Asinor
I am delighted with the variety of articles in this edition. Here’s the rundown: In this issue, we are looking at using coaching to build management capabilities. We explore different aspects of HR capabilities. In this special first edition we tell you a little about OML Africa.
Political Desk Editor Winfred Lartey
Elsewhere in this issue Dr. Diane Kellogg explains the transition from individual contributor to manager; Mbeke Waseme talks about how coaching can be used to build management capabilities; Fatai Adekitan Aderogba explains how to develop the HR strategy and Monika Biskup looks at the drawbacks to recruitment in Africa. This issue also includes a look at the national minimum wage, HR news from around Africa and much more.
Contributors Dr. Diane Kellogg Mbeke Waseme Adekitan Aderogba Sharon Moses
We hope you enjoy reading Personnel Messenger and we welcome your suggestions to make it even better.
CONTRIBUTE Suggestions for features, news stories, ideas for articles and contributions from practitioners, academics and specialist writers are welcomed. Please send a short written proposal to firstname.lastname@example.org or Call +0302973379 Please include your telephone number and e-mail address.
News Editor Paul Asinor
Researcher Monika Biskupska
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PM - Page 5
Recent News Kenya: City Council Workers Go On Strike
Source: The Star, Kenya
Operations at the City Council of Nairobi were disrupted after workers went on strike demanding higher pay and better working conditions. Town clerk P.T Odongo however condemned the strike called by the Kenya Local Government Workers Union terming it “unjustified”. He said the strike was directed to a wrong office and actions by the union were proof there was “a sinister motive” by the officials to sabotage operations of the council offices.
labour laws. Going on strike is a fundamental employee right guaranteed by the constitution but there is no protection for vandalism, property destruction and violence against colleagues,” he said. The council, through its internal mechanism, had summoned them to appear before the disciplinary committee, he added.
“We have sent a letter to the culprits asking them to respond within seven days why they think they cannot face disciplinary action,” he said. He Addressing the press in his office, admitted that efforts by the office Odongo said it is a constitutional right for every employee to picket and to hold dialogue with the union even strike but added that the conduct had failed. He, however, said they were still ready to negotiate with by the union officials “is an abuse them as they wait for the verdict on their rights and should not go of the Salaries and Remuneration unchallenged”. ”We are not against Commission. The Minister for the alleged strike so long as it has followed the prerequisite
Picture by Capital FM
Local Government had earlier forwarded the collective bargaining agreement on salaries together with background information and analysis to the salaries and remuneration commission as was agreed by the union officials and is due to be approved by 3 March 2013.
+233 (0)302973379 Send us your news, stories and articles email us at: firstname.lastname@example.org
South Africa: Amplats Postpones Retrenchment of 14,000 Workers Source: SA News, South Africa
Pretoria — The retrenchment of 14000 Anglo American Platinum (Amplats) mineworkers has been put on hold for at least two months. This comes after government, Amplats and organised labour had reached an agreement to postpone the retrenchment. Earlier in January, Amplats announced that it will be retrenching about 14000 workers due to the strikes that resulted in the company not generating profits. At the meeting, the parties resolved to postpone the continuation of the Section 189
process under the Labour Relations Act, that had commenced on 15 January 2013, in order to allow for a detailed consultation process to take place between the Department of Mineral Resources, Amplats and organised labour. They also agreed to expedite the consultation process and take no more than 60 days, beginning 30 January 2013. The tripartite members re-committed to engage constructively for the benefit of all stakeholders and will communicate progress updates as and when appropriate. PM - Page 6
Picture by: This is Africa
Recent News Fifth World Day for Decent Work
Source: International Trade Union Confederation
From dawn in Fiji to sunset in Hawaii, workers from more than 100 countries took part in a global day of action to demand stronger government action for economic recovery, job creation for young people, decent working conditions and full respect for workers’ rights. World Day for Decent Work 2012, co-ordinated by the International Trade Union Confederation (ITUC), highlighted youth unemployment, which is as high as 60% in some countries, and a whole generation of young people faces exclusion from the labour market. This is a social and economic time-bomb. “The crisis, and the inability or unwillingness of governments to restore jobs and growth, is having a particularly brutal impact on young people. Official figures show that 75 million young people are without jobs across the world, many millions more are trapped in informal or
precarious work, and tens of millions of new job seekers have no prospect of finding work, or education and training to equip them for work in the future,” said Sharan Burrow, General Secretary of the ITUC. Actions on the World Day for Decent Work focused on job creation for young people. Events will take place worldwide: • In Haiti the unions came together in a historic event and occupied the streets for the first time in many years. • In Burma the ITUC General Secretary Sharan Burrow together with Maung. Maung – a trade union leader who has just been let back into the country from many years of forced exile – hosted the very first World Day for Decent Work event. • In Indonesia there was a national strike.
In Bulgaria there were25 different events happening all over the country –from leafleting in the streets to sectorial meetings on youth employment. • Trade unions in Senegal organised a conference on alternatives for youth employment. This year the ITUC also launches a special campaign website on a weather forecast theme where young workers can find the outlook for their own country, and also take action by writing to their labour ministers. “The issue of unemployment for young people is a global crisis but where each national government needs to take its own responsibility, and this is a big responsibility for the labour ministers,” said Sharan Burrow. @ See the special website for World Day for Decent Work visit: http://2012.wddw.org/
Nigeria: Retrenched Nitel Staff Rejects N974,123 Benin — As retrenched workers of the moribund Nigeria Telecommunications Limited (NITEL) grumble over lack of payment of their redundancy benefits one of them is complaining that he has been overpaid. The sacked NITEL worker, Gabriel Omorodion told newsmen in Benin on Thursday that he was one of the beneficiaries of the redundancy benefits paid to sacked NITEL staff after the organization was sold.
Omorodion said he was entitled to the sum of N974,123.50 ($6,200) which he was duly paid. He said but to his surprise, five days later another payment of the same amount, N974,123.50 was paid into the same account. This he said he believed was an error. Omorodion said he had since written the office of the Accountant General of the Federation and copied the Central Bank of Nigeria (CBN) asking them to recover the excess money paid into his First bank PM - Page 7
account no 3006665905. He said with the complaint though, the money is still in the account. The recipient is worried that even though he was over paid, there are still many retrenched NITEL staff yet to be paid.
Source: By Vincent Egunyanga, Daily Trust, Nigeria
Recent News Women to expose bad employers Picture by Al-Mahdi Ssenkabirwa
Women unionists in Uganda have resolved to expose employers who fail to uphold maternity rights for female workers as they launch a campaign to condemn the practice.The unionists, under their organisation, National Organisation of Trade Unions (NOTU), said employers, especially those in private sector, are increasingly infringing on the rights of expectant female workers, and the few who comply, partially offer such rights.
petition when it comes to the House. “In fact, they (employers) don’t only deny them maternity rights but many female workers are also sexually harassed and this vice cuts across even in the government departments,” Ms Nyakikongoro said, adding, “This is something serious and we shall handle it with the utmost urgency it deserves.”
Ms. Rukia Nakadama , the state minister for Gender, admitted that the practice is on the increase and promised “We are getting so concerned about this worrying that government will first sensitise the employers before trend in many companies and organisations which give cracking the whip. “They need to be sensitised first about fewer days of the mandatory maternity leave. This is the law since some of them are foreigners. And if they unacceptable and we shall be forced to expose such become adamant we shall be forced as government to employers if they don’t change,” said Ms Agnes Atwooki, revoke their licenses.” the chairperson of NOTU. “We even know some employers who terminate services of expectant mothers Ms Atwooki said they are going to launch a monthwhen they go on maternity leave. long campaign to awaken female workers and other stakeholders to ensure that they understand the need to If this continues unchecked, time will come when fight for maternity rights of female workers. “As part of women will no longer enjoy their full right to maternity leave,” Ms Atwooki added. According to the Employment our campaign, we have started sensitising female workers on their rights and this will climax with the handing over Act 2006, an expectant female worker is entitled to 60 of a petition to the speaker of parliament. We want to days of maternity leave while a male employee, whose highlighchallenges that female employees go through at wife is expecting, is entitled to five days of paternity work places,” she said. leave. The woman MP for Sheema District, Ms Rosemary Nakikongoro, who is also a member of Uganda Women Parliamentary Association (Uwopa), said women legislators will overwhelmingly support the unionists’
Available statistics indicate that women constitute 67 per cent of the 1.2 million workers who subscribe to trade unions in the country.
Zimbabwe: Mine Workers Told to Return to Work Masvingo — RENCO Mine management and workers in Masvingo have been asked to return to work. In an interview yesterday, Masvingo South legislator Cde Walter Mzembi said the workers should focus on production. Close to 800 disgruntled wives of RioZim’s Renco Mine workers in Masvingo last week took to the streets demanding their husbands’ annual
bonuses.The women were also demanding better working conditions for their spouses. Cde Mzembi said production should be allowed to resume while issues to do with salary increase and takeover are left for boardroom discussions. Villagers from Chief Nyajena’s area are demanding a 100% stake in the RioZim-owned mine. When Cde Mzembi addressed the villagers and workers, they agreed that PM - Page 8
production had to continue while “some boardroom issues are resolved. We don’t want to lose an ounce of production at the mine because ofboardroom issues. “The issues of workers’ salaries and takeover are boardroom matters which must not disturb production at the mine,” he said. He said the community should appreciate that the mine belonged to them. Source: The Herald, Zimbabwe
Recent News Accra to Host 3rd African HR Conference
By Paul Asinor, OML Africa
ccra gets ready to host the third annual African Human Resource Leaders conference under the theme “Employee Engagement and Leadership” on February 28th to March 1st, 2013. This conference is expected to be attended by nearly 100 delegates from both the private and public sector in Ghana, Nigeria, South Africa and many other African countries who will be addressed by local and international experts.
Employees”; Nadine Rix (Managing Partner, Nyansa Africa) on “ The Effect of Assumptions on Communication”; Fatai Aderogba (Registrar, Al-Ibadan College of Education); Dr Esi Ansah (Managing Partner, Axis Human Capital and associate professor, Ashesi University); and Paul Aninakwah (Country Manager, CIMA).
The 3rd annual African HR conference will be made up of keynote addresses, master classes, panel discussions, open sessions and case studies. Some key highlights of the 2-day conference will be a Delegates will be addressed by a special Business Coaching Clinic highly powered panel of experienced to be hosted by Quantum Shift practitioners led by keynote speaker Coaching Solutions, an evening Kwamina Amoasi Andoh (Country cocktail and the official launch of Manager-Ghana, International Labour Personnel Messenger “magazine, Organisation) who will deliver a the number one magazine for Africa paper, ”Work Place Cooperation”. HR practitioners and people in management. Mohammed Issa (top business coaching expert and managing Announcing this important director of Kimo Home) will present event, Anita Wiafe-Asinor, a special Business Coaching Clinic; Managing Director of OML Africa, and Anita Wiafe-Asinor, (MD, the organizers, said “this year’s OML Africa) who will speak on conference tackles business issues “The Impact of Poor Leadership on relating to employee engagement, Employee Engagement”. leadership, organisational development and effectiveness as well Other speakers are Ebenezer as other key areas of human resource Ofori Agbettor (the Executive management such as performance, Director, Institute of HR Management reward, talent management, etc. Practitioners); Kojo Amissah (lead Executive Director, CITAM) and Ola In the third year of its inception, Azeez (Managing Partner, Remolaz the African HR conference has been Management Consult) on “Using specifically designed to provide Learning and Development to Engage insights into human resource
Dr Esi Ansah
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management, employee engagement, and organisational development.’’ She continued, ‘’As organizers of this annual convocation of African HR professionals, to get the right solutions, delegates need to hear from business and HR experts who can provide insights into how to overcome people management challenges. Our expert speakers will share what has worked for them and leading practitioners will bring the latest trends, tools and skills that will equip delegates to make an immediate difference to their organizations.” Some benefits of attending the 3rd annual African HR Leaders conference in Accra include: • developing the skills and behaviours needed to engage employees; • developing a dedicated workforce that is ready to meet the challenges of change; •
discovering solutions to key HR issues in managing people; learning ways to manage people such as coaching and effective leadership; raising the profile of the HR management; and updating knowledge in current HR trends and discourse in Africa.
Some of the speakers for the forthcoming Annual African Human Resource Leaders Conference
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Did you Know One Africa, One HR Source: WorldLink
The mood was celebratory at the World Federation of People Management Associations (WFPMA) Board of Directors meeting in Marrakech, Morocco, as members recognized and welcomed the newly formed African Human Resources Confederation (AHRC) into the WFPMA First conceived at the World Congress in Paris in June 2000, the dream of merging the two African HR federations—the African Federation of Human Resource Management Associations (AFHRMA) and the African Association of Trainers and HR Directors (AFDIP) into one Confederation has been realized. “Integrating 27 African HR associations with different cultures, languages and practices was not easy,” noted WFPMA President Horacio E. Quirós of Argentina at the start of the meeting. He recognized the leadership of past WFPMA president Florent Francouer of Canada in facilitating the agreement. “The new AHRC shows that what seems impossible is possible,” he said. The next four years will be a transition period for AHRC in which each African federation will hold the office of president of the Confederation for one two-year term. South Africa’s Tiisetso Tsukudu, president of AFHRMA, will lead the first term, and Morocco’s Hicham Zouanat, past president of AFDIP, will lead the second term.
Tsukudu and Zouanat to get their thoughts on this historic merger and on the future. WorldLink: What will the formation of the AHRC allow you to achieve that the two federations couldn’t individually? Zouanat: We needed the two organizations to come together to reach HR professionals in all of Africa. And, we need one united voice from Africa to the WFPMA. Tsukudu: Yes, this is about the creation of one voice for HR in Africa. Africa needs to take its rightful place within the world HR community. WorldLink: What does the future hold for HR in Africa? Tsukudu: Many financial and
commerce experts say that the time for Africa is now. The world is very
interested in the development of Africa and the opportunities here. We need to make sure HR is prepared for those opportunities. To do that, we must work with all African HR associations in a coordinated way to educate HR practitioners and raise HR standards.
At the end of the four -year period, the two African HR associations Zouanat: Our goal is to improve the will dissolve, leaving only one HR function throughout the continent. voice—the African Human Resources Confederation. The potential for economic development and growth in Africa At the WFPMA Board meeting in is clear. But we can’t reach that Marrakech, WorldLink sat down with potential unless we upgrade HR.
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Members of the new AHRC accept an award from the WFPMA Board of Directors. (l-r) Abdelkerim Guergachi (Morocco), Aliyoune Faye (Senegal), Hicham Zouanat (Vice President), Tiisetso Tsukudu (President) and Zeyneb Attya (Tunisia).
The merger gives us a great opportunity to do that. WorldLink: How will you use the AHRC to enhance HR in Africa? Zouanat: The expectations are high. We need to act now to disseminate information to our members. There is a hunger for information. Tsukudu: We will leverage our large network of representatives from 27 countries in the Confederation. We are developing an AHRC website to publicize best practices and practices and research specific to Africa’s HR needs. Having a united Confederation gives more weight and credibility to our members and to the media. WorldLink: After 12 years of negotiations, what is the significance of this merger? Zouanat: We don’t focus on how long it has taken. We want to focus on the future, not the past. We are moving forward. Tsukudu: HR associations in Africa are now united. The fact that we speak different languages or come from different backgrounds doesn’t matter. We are now working together for a common goal—to elevate HR.
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People & Positions Orange Telecom appoints seven CEOs for Africa, Middle East units Source: By Ekow Quandzie
French telecoms firm, Orange Telecom, has named seven persons as Chief Executive Officers to head its subsidiaries in seven countries across Africa and the Middle East. The new CEOs will lead the company’s units in Niger, Madagascar, Mali, Tunisia, Mauritius, Senegal and Jordan.The following are the names of the new CEOs:
• • • • • • •
Brelotte Ba is appointed Chief Executive Officer of Orange Niger, succeeding Jean-Louis Branco; Michel Barré is appointed Chief Executive Officer of Orange Madagascar, succeeding Jean-Luc Bohé; Jean-Luc Bohé is appointed Chief Executive Officer of Orange Mali, succeeding Alioune Ndiaye; Didier Charvet is appointed Chief Executive Officer of Orange Tunisia, succeeding Thierry Marigny; Nathalie Clere is appointed Deputy Chief Executive Officer of Mauritius Telecom, succeeding Jean-François Thomas; Alioune Ndiaye is appointed Chief Executive Officer of Sonatel in Senegal, succeeding Cheikh Tidiane Mbaye; and Jean-François Thomas is appointed Chief Executive Officer of Jordan Telecom, succeeding Nayla Khawam.
Orange said “All of the new ChiefExecutive Officers have substantial international experience in the telecommunications sector. I am confident in their ability to continue to develop the activities of these seven subsidiaries, where we operate under the Orange brand,” Marc Rennard, Senior Executive Vice President of Orange for Africa, the Middle East and Asia commented.
Airtel Taps Two Experienced Executives to Steer Central Africa Operations Source: Airtel
Airtel Africa (http://www.airtel. com) has today announced the appointments of Louis Lubala and Antoine Pamboro as the new Managing Directors of its operations in the Democratic Republic of Congo (DRC) and Gabon respectively. The new development sees the two vastlyexperienced Airtel top executives, take leadership roles in two African nations with diverse potential in the telecommunications sector. Gabon has one of the highest teledensity statistics at over a 100 percent whilst DRC, the second largest country in Africa by area, has an approximated 25 percent penetration. Speaking on the appointments, Mr. Tiemoko Coulibaly, CEO (Francophone Africa), Bharti Airtel, said, “These appointments are a clear indication of our commitment to appreciate and tap into the deep reservoirof management skills of the blue chip executive pool in Africa. Mr. Luballa and Mr. Pambaro have the requisite experience and leadership skills to successfully steer our top francophone operations.” He added: “Both executives will bring different perspectives to two of Africa’s most dynamic telecommunications markets.”? Louis and Antoine will add significant value to Airtel’s customers in each country, Mr. Luballa will lead an aggressive agenda in DRC to ramp up the organization’s network capabilities and grow availability across the vast country whilst Mr. Pambaro will build a strong data proposition for Airtel’s customers in Gabon. PM - Page 12
New appointments in UBA Capital Plc, Africa Prudential Registrars & Afriland Properties Plc Source: Proshare
United Bank of Africa Plc has announced key board appointments taking effect from January 2, 2013. The Board of Directors of UBA Capital Plc includes, Ms. Angela Aneke, chairperson, Mr. Rasheed Olaoluwa managing director/ CEO, Ambassador J.K. Shinkaiye, Mr. Chika Mordi, Mr. Yoro Diallo (Senegalese), Mrs. Stella Kilonzo (Kenyan) and Mr. Adim Jibunoh. Rasheed Olaoluwa, managing director/CEO, a first class graduate in Civil Engineering, has held series of senior appointments in the industry, including managing director of Universal Trust Bank. At UBA, he was the former CEO, UBA Africa, where he pioneered the expansion of UBA’s presence in 18 countries. His last position was executive director UBA Nigeria-South. Board appointments for Africa Prudential Registrars include, Mrs. Eniola Fadayomi, chairperson, Peter Ashade, managing director/CEO, Mrs. Ammuna Lawan Ali, Mrs. Yinka Abiodun, Mr. Sam Nwanze. Mr. Peter Ashade was managing director of UBA Registrars. He is a highly experienced registrar and capital market player, with a track record of more than two decades in the Nigerian capital market. He holds a Bachelor of Science degree in Banking and Finance and an MBA from Obafemi Awolowo University, Ile-Ife. He is an associate, Institute of Chartered Accountant of Nigeria (ACA). The Board of Afriland Properties Plc is composed of Erelu Angela Adebayo, chairperson, Mr. Ike Ogbue, Ms. Yinka Ogunsilire, Mr. Sam Nwanze and Mrs. Uzoamaka Oshogwe, appointed the managing director/CEO. Mrs. Oshogwe holds an M.Sc. Information Systems Design and has over 22 years experience, covering banking, real estate management and consulting.
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Bringing you Labour laws update from around Africa
Accommodating Cultural beliefs and Indigenous Customs
By Jordaan of Maserumule Consulting
hould an employer try to accommodate an employee’s request for leave of absence to be trained as a traditional healer, where the period of absence may be as long as one month or longer? Or to grant leave in excess of the family responsibility leave available to an employee so that she can fulfill her obligation to arrange for a family member’s funeral?
As she would do anything to save her life, the employee was faced with two evils and she chose the lesser evil. She found herself in a situation of necessity where the only recourse was to break the employer’s rule to save her life. Necessity knows no law. The commissioner concluded that she was justified to choose a course that would save her life. Furthermore, the evidence also indicated that the employer would not have suffered irreparable harm arising from her absence.
These questions were at issue in two recent Labour Court The inescapable conclusion which review cases, where the respective the commissioner arrived at was that CCMA arbitrators and Labour Court benches all answered these questions in the affirmative. In Kieviets Kroon Country Estate (Pty) Ltd v CCMA the employee, employed as a pastry chef, sought permission from her employer to be granted a month’s unpaid leave to attend a ritual ceremony for sangoma training that she had been undergoing.
She submitted a certificate issued by her traditional healer and other supporting documents but her request was turned down. the employee’s absence from duty was due to circumstances beyond She then went on leave without her control, that she was justified to permission. She was subsequently disregard the employer’s instructions dismissed for being absent without and attend the sangoma course and leave. The CCMA found her dismissal that the employer’s instructions and to have been substantively unfair, refusal to grant her unpaid leave was holding that the employer ought unreasonable as the consequences to have shown greater sensitivity thereof would have been to place her towards the employee, who seriously life at risk. The employee’s dismissal believed that ignoring the call to be was therefore substantively unfair and trained as a sangoma could bring she was entitled to reinstatement. harm to her, even death. On review, the court remarked The question, said the arbitrator, as follows: ‘This case sadly shows was whether the employee had a what happens when cultures clash in valid reason for her absence; she had the workplace. On the one hand we to satisfy the commissioner that her have an applicant that was concerned absence from duty was necessitated about making money at all costs and by circumstances beyond her control on the other hand an employee who to be absolved from blame. had visions and had believed that her ancestors were calling her to become The employee believed that she a sangoma. was called by the ancestors to become a sangoma. Evidence was led that she The applicant does not regard a could have died if she had continued calling to be a sangoma as an illness. to work and disregarded her calling. The third respondent believes that if she did not heed the calling to become PM - Page 14
a sangoma, she would become ill. ….’ The [employee] was not sick. The provisions of the BCEA dealing ‘with sick certificates do not apply. She did not apply for sick leave but had applied for unpaid leave to complete her training course to become a sangoma. The ultimate question that needs to be decided is whether [her] absence from work was justifiable. It is trite that in assessing the fairness of a dismissal for absenteeism the following factors are normally considered relevant: the reason for the employee’s absence, the duration of the absence, the employee’s work record, and the employer’s treatment of this offence in the past. The onus rests on the employee to tender a reasonable explanation for his or her absence.’ The court found that the arbitrator’s award was reasonable and accordingly dismissed the employer’s application for the award to be set aside. The employee was reinstated. In Fairy Tales Boutique t/a baby City Centurion v CCMA & others the Labour Court on review, upheld a decision of the CCMA that the employer’s decision to dismiss an employee who failed to attend a scheduled stock take to attend the funeral of her mother in law was unfair and demonstrated ‘a callous disregard for the cultural practices of black employees and the family circumstances of the applicant. The employee took care of her mother in law, who had been ill for some time. At the time of her dismissal for gross insubordination (she had been instructed to assist with a stock take but failed to arrive), the employee had already exhausted her family responsibility leave. The commissioner held that the employee is entitled to disobey the employer’s instruction where ‘there Cont. on the next page
Bringing you Labour laws update from around Africa
was a family emergency and the applicant was needed, according to her custom, to make the myriad of arrangements associated with an African funeral.
• Employers must show sensitivity to and understanding of the cultural practices of employees. • Absence from work to answer a calling from ancestors may in appropriate circumstances constitute ajustifiable reason for absence from work.
’ She found further that the employer had not been unduly inconvenienced by the employee’s failure to attend the stock-taking that weekend as it was common practice that employees from other stores would be brought in to assist. Indeed the applicant’s evidence was that 12 employees had been brought in from other stores to assist. The employer had ample time to make such alternative arrangements. The commissioner’s award was accordingly upheld and the
• Even if an employee has exhausted her family responsibility leave, the
employee reinstated. What are the lessons emerging from these cases?
Are you complying with National Minimum Wage rules? ILO legal experts have defined the minimum wage as: “the lowest level of remuneration permitted”, “the wagewhich in each country has the force of law and which is enforceable under threat of penal or other appropriate sanctions” and “the minimum sum payable to a worker for work performed or services rendered, within a given period, which may not be reduced either by individual or collective agreement and which is guaranteed by law”.
and forces businesses to be more efficient. Employers are legally obliged to pay workers at least the NMW, worked out over a period called the ‘pay reference period’. The pay reference period is the interval at which you are paid: a monthly salary or weekly wage. It cannot be in any case longer than a calendar month.
This means that if workers are entitled to the NMW, an employer would be The national minimum wage can be breaking the law if they don’t pay an paid hourly or monthly, or both. In employee an average hourly / daily principle, a worker should be entitled pay of at least the NMW rate they to the minimum wage for each hour are entitled to. An employer cannot of actual working time, averaged over make an agreement with a worker to the workers’ normal pay reference pay them less than the NMW. Across period up to a maximum of one Africa some workers are not even month. For example, at the end of paid the NMW. the month all workers including home workers or those with piece Additionally, workers can work for rates, should receive the minimum, weeks and months without pay. This whatever the piece rate or output kind of practice goes against the labor achieved. Supporters of the minimum laws and international best practice. wage say that it increases the standard of living of workers, reduces poverty, cont. on page 18 PM - Page 15
employer should carefully consider requests for leave in circumstances where the taking of leave would not unduly prejudice the employer but would run counter to the employee’s customs and broader family responsibilities.
Minimum Wage List Some countries are more effective than others at enforcing these regulations, thus the effective minimum wage may be lower than the official one.
Calculations The minimum wages given refer to a gross amount, i.e. before deduction of taxes and social security contributions, which vary from one country to another. For the sake of comparison, an “annual wage” column is provided in International dollars, a hypothetical unit of currency that has the same purchasing power that the U.S. dollar had in the United States in 2009. For calculating the annual wage, the lowest general minimum wage was used.
Bringing you Labour laws update from around Africa
National Minimum Wage around Africa by Country The list below gives the official minimum wage rates in 11 countries and territories Country
Gross Annual Effective from wage(Int. dollars
18,000 Algerian dinars per month, nationally
8,600 kwanza per month
30,000 CFA francs per month; the government set minimum wage scales for a number of occupations
3.8 Botswana pula an hour for most full-time labor in the private sector
30,684 CFA francs a month in the formal sector; does not apply to subsistence agriculture or other informal occupations
28,246 CFA francs per month; applicable in all sectors[
it varies by occupation, with the lowest set to 36,607 CFA franc per month for the industrial sector; a slightly higher minimum wage rate is applied for construction workers
80,000 CFA francs per month; government workers received an additional monthly allowance of 20,000 CFA francs per child; government workers also received transportation, housing, and family benefits; the law does not mandate housing or family benefits for private sector workers.
19.55 dalasi per day for unskilled labor; 50 dalasi, in practice
4.48 Ghanaian cedi a day
set by the government by location, age and skill level; the lowest urban minimum wage was 7,578 shillings per month, and the lowest agricultural minimum wage for unskilled employees was 2,536 shillings per month, excluding housing allowance
8,625 naira per month, nationally (with a 13 month year as the law mandates an extra month’s pay for the Christmas holiday); some federal ministries, states, and private sector companies raised their minimum wage to 9,000 naira for all employees
R1,041 a month for farm workers in urban areas and R989 a month in rural areas; for domestic workers employed more than 27 hours per week it ranges from R1,067 a month to R1,167 a month.
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No. 1 H U M A N R E S O U R C E M A G A Z I N E I N A F R I C A
Apr - May 2012 | GH₵ 6.00
USING THE BALANCE SCORECARD TO
MANAGE PERFORMANCE MANAGING POOR AND GOOD PERFORMANCE
LAW CONTRACT B
TALENT OR LIABILITY MANAGEMENT?
LAW AT WORK Don’t gamble with the labor laws. Stay out of trouble by knowing the labor laws of the country you operate. Read the latest labor law news across Africa inside this issue!
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Bringing you Labour laws update from around Africa The person responsible for human resource has the accountability to ensure that workers are paid for their labor and that pay is equal to or more than the NMW. A worker will be entitled to the NMW even if the worker has signed a contract agreeing to be paid at a lower rate, whether by their own free will or because the employer persuades or makes the worker. The contract will have no legal effect and the worker must still be paid the proper rate. Who is covered by minimum wages? Wage employees are a diverse group with good jobs and bad jobs, including workers in precarious employment, casual workers, shortterm workers, seasonal workers and workers whose contract of employment can be terminated at short notice. Note that minimum wage is often used as a basis for calculating social benefits, especially when there is no other socially acceptable benchmark. A note of caution: the role of minimum wages is to provide social protection to low-paid wageearners, not to set wages for all wageearners or to substitute for collective bargaining.
There are other amounts that don’t usually count towards the total NMW Pay. These are: • Any premium element (in other words, anything you are paid on top of your basic pay) for working at special times, e.g. overtime, week-end or night shifts or bank holidays; • Allowances other than those linked to performance, for example for working unsocial hours, in a particular area, in dangerous conditions, ‘on call’, National Minimum Wage or performing special duties entitlement over and above your normal A worker is entitled to the NMW if all ones; of the following apply: • Payments to reimburse • The employee has a contract expenses; of employment. The contract • Some payments in respect of does not have to be in writing: absences. it may be implied (i.e. reflecting what happens in practice in Where employers are not paying the workplace) or oral (i.e. a the NMW, employees can raise an spoken agreement of work); internal grievance, a compliant at please note that in the labour court, or a compliant with some labor laws it is a requirement for the employer to their union if they are a member of a issue the employee with written union. Some of these types of issues can escalate into the media and can terms and conditions of employment within a specified damage your employer brand and company image. time; • The contract entitles the employee to amonetary payment To ensure this does not happen, it is imperative that HR and people in (i.e.. cash or other form of financial payment) or a benefit management ensure that employees are paid accordingly. in kind, not simply the reimbursement of genuine out- The ILO (International Labor of-pocket expenses; • The worker has to provide work Organisation) estimates that 90% of for the duration of the contract member States do have a minimum or arrangement; the employee wage system in place. As result has to turn up for work even if of history, systems vary between sectoral/occupational and national they don’t want to; • The employee has to perform minimum wages. the work personally for the employer and they only have a limited right to send a substitute; • The employer is not the employee’s client or customer. and considers that such a method of payment is permissible when it is authorized at the national level. However, the payment of wages in-kind may only be additional to cash payment, and therefore partial. The Convention also lays down that payment of wages in the form of liquor or drugs are prohibited. Other conditions are that in-kind allowances are for the personal benefit of the worker and that the value attributed to the allowances is fair and reasonable.
What components of pay count towards the minimum? In general compliance is determined by adding base salary plus incentive payments such as commissions, centralised tips, or bonuses (tips paid directly by the customer to the worker should be excluded). Minimum wages refer to gross earnings before taxes, social security contributions and other statutory deductions. Allowances and premiums for non-standard work hours or overtime should be excluded. In other words, workers should not be Pay that doesn’t usually count as forced to work overtime to obtain the National Minimum Wage Pay. Total pay for NMW purposes excludes minimum wage. payments that are: • Loans What about payment in kind? • Advances of wages The ILO Protection of Wages • Pension payments Convention, 1949 (No.95) recognizes • Retirement lump sums that various allowances in kind may • Redundancy payments be customary or desirable in particular • Rewards under staff suggestion industries or occupations, schemes. PM - Page 18
Why bother with Policies & Procedures? “Many managers consider that an organisation’s Human Resources Policies and Procedures are more of a hindrance than a help-a piece of bureaucratic red tape restricting their ability to manage staff effectively. They see these policies as getting in the way of maximizing production and ultimately the bottom line and feel that things would be so much simpler if one was allowed the adopt the ‘common sense’ approach to managing issues and staff within the workplace. This view could not be further from the truth”. By Sharon Moses
Policies and procedures have a fundamental role in providing clear statements about how things are done within the organisation. It tells employees what is expected of them and the standards of acceptable behaviour, the consequences of not complying with policies and procedures, and helps the manager to operate in a fair and consistent manner adhering to:• Employment legislation • Health & Safety and well-being of all employees • Best Practice When things go wrong at work and an employer ultimately finds himself being challenged at an Employment Tribunal, it is the organisation’s Policies and Procedures which is referred to by the Tribunal, the robustness and reasonableness of these, and how they have been applied, or the lack of application of them.
they exist, why they are important, how they are required to conduct themselves in carrying out their work, and how breaches of these rules would be dealt with i.e., the consequences. It is important here to understand the key relationship between the policies and procedures of an organisation and thecapability of its HR team, as both the policies and the team would be required tobe highly effective to achieve the required results. The capability of the HR team is fundamental, through its function, for delivering the strategic priorities of the organisation and ensuring that profits are fully aligned with these strategic priorities.
and delivery of the business in an effective, efficient and professional manner. Fully achieving this will, of course, depend on the capability of the HR team to work in this strategic manner. It would therefore be important to benchmark the skills and capabilities of the HR team against what the market has told us ‘great HR’ looks like in terms of the required competencies, and then, identify any capability gap within the HR Team, and where these gaps would need to be filled, in order to strengthen the function and its capability to deliver through its policies and procedures. An understanding of the difference between policies and procedures is key. Although they sit side by side and are frequently presented as a whole, they are separate documents.
The strategic aspect of human resources management therefore requires the matching of the organisation’s HR policies, procedures and activities to all key business The policy tells the ‘rules’ (the strategies, in order to fully support the what) of the organisation and the business and the people strategies. ‘Procedures’ (the how) and explains The policies and procedures are how the policy should be applied, therefore the ‘backbone’ of an The policies and procedures are the steps that should be taken, the organisation’s infrastructure as therefore the tools which are used order in which they should be taken it governs and controls how the to achieve this. To be regarded as and clear guidance on the roles and organisation conducts itself in strategic the HR function would responsibilities assigned in carrying managing its most valuable asset, develop and deploy for the business out the Policy. its staff, to perform to optimum a set of tools and techniques, which standards. is expressed through its policies and It is therefore vital that all policies procedures, and facilitate the use of and procedures are ‘fit for purpose’ By having staff understand effective these tools for the management of its and continue to be ‘fit’ in complying policies and procedures and working employees. with employment law, best practice, within laid down processes, ensures health & safety and the needs of the the organisation eliminates risks for This in turn, communicates the values organisation. both employee and employer. and expectations of the organisation Through its policies, staff receive and enables the necessary actions and Cont. on page 20 guidance and fully understand the interventions within the business, in ‘rules’ of the organisation, why order to improve performance PM - Page 19
Feature What are the required values and behaviours that the organisation wishes to promote? • Where have there been frequent breaches or misunderstanding? • Where is more guidance required? Do managers need This would very much be like further guidance and support in taking a suit from a rail without first terms of template letters etc. knowing the size you need, without briefings or training? instructing a tailor, without deciding • In developing policies and what you need the suit for, whether procedures, it is importantand the suit would be easy to put on, useful that maningful whether the suit is still in fashion, consultation is undertaken with whether the suit covers all the parts a number of key stakeholders, of your body that you want it to, and i.e., the union, staff group, which bits would be exposed and, as a managers, etc., in order to gain result, put you at risk! both involvement and feedback. It is therefore not sufficient to use the policies and procedures from another organisation, or a standard ‘model’ policy without adaptations for your own organisation’s needs and culture.
The most effective organisational policies would need to be ‘tailor made’ in the following way. It is important that the policy developer has a thorough and up- todate understanding of all legislation pertaining to the policy, i.e. labour laws, health and safety laws. It is also imperative to be up-to-date on any case law and good practice relating to particular policies and procedures. Changes in case law occur daily and an organisation would need to be in a position to quickly adapt policies and procedures as a result of these changes or to offer further guidance to staff and managers through the human resource department or the person responsible for the human resource management in the organisation. Policies and procedures are essential to support and enable organisations to be professional, efficient and effective. Therefore, in developing polices, it needs to be considered the operations of the business and how policies and procedures can best support the smooth running of the business. The following questions would need to be considered; • what does the current legislation say? • what key developments have been reported in case law? • what are the particular areas of difficulty that people within the organisation face in understanding, adhering and working to the current policies and procedures?
Policies and procedures development is a continuous cycle whereby an organisation needs to ensure that it is continuously scrutinizing it policies, procedures and practices to ensure that they continue to be ‘fit for purpose’ in an ever-changing world of market competition, employment legislation, and new case law which will have an effect on the requirement to change policies and procedures, in order to remain competitive and continue protect the organisation from all risks as far as possible. Can you really afford not to bother? Contact OML Africa to find out about our Policy Development Services and how we can help your organization to develop its Policies and Procedure manual. We have developed manuals for organizations in United Kingdom, South Africa, Kenya, Ghana, Botswana, Bangladesh, Nigeria, Cameroon, Mexico, Brazil and more. Call us on (+233)(0) 302973379 or email us at firstname.lastname@example.org
+233 (0) 302973379 Send us your news, stories and articles email us at: email@example.com PM - Page 20
• Policies and procedures have
a f undamental role in providing clear statements about how things are done within the organisation policies and proce dures help manager to operate in a fair and consistent manner adhering to: • Employment legislation • Health & Safety and well-being of all employees • Best Practice . • Policies and procedures are essential to support and enable organisations to be professional.
Further Information Sharon Moses, MA, Chartered MCIPD is a Masters Graduate in Human Resource Management (HRM) with extensive skills and knowledge of the HRM field within the Private, Public and Voluntary sectors. She is experienced in leading large scale transformation change with a strong Employment Law and TUPE experience, comfortable working within matrix structures and unionised environments. Sharon is skilled in using a range of assessment and development techniques, including psychometrics, performance management systems and competency frameworks. She is experienced working within the project management environment using principles of Prince Project Management tools. Her experience includes a number of blue-chip organisations such as HM Treasury, Tetley, Royal Mail, British Gas, Police IT Organisation, Barnardo’s and Genesis Housing. Psychometric A & B qualified as well as a Diploma in Human Resources Management. Contact information: E:mail:firstname.lastname@example.org
Feature Process for developing an HR strategy “In most cases people decisions are the most important and most prone to error. A wrong decision in people selection and placement can sabotage the best organization plans. A square peg in a round hole is a misfit, and misfit jeopardizes business organization. In fact,
human beings are the most important asset; they can make or break any system”.
By Fatai Adekitan Aderogba
Man has travelled to the moonand back, walked on the bottom of the ocean, performed medical miracles, probed the inner-most secrets of nature, and successfully constructed computers and weapons of destruction. We have achieved objectives beyond our dreams. But with all these accomplishments, our advancements in human understanding appear to be lagging. Employees differ greatly from those of 30 years ago. Today they are better educated, more knowledgeable, more restless, more mobile, more easily bored, and more independent. They have a high regard for their potential and feel strongly that a job is more than a livelihood; it is also a means of providing satisfaction and a meaningful experience to them.
the needs of people, in terms of their physical welfare and personal values • That, it is desirable to increase the effectiveness of human involvement in the production and distribution of such goods and services, with emphasis on the use of human talents. • That, in the process it is expedient to maintain or enhance certain human values, e.g. health, safety, job satisfaction, dignity, ethics, recognition, etc. so satisfaction of Emphasize on a structured process personal needs of employees is critical. which gives people opportunity for • That, marked disparities regular participation in face to face between the above objectives and discussions on planning issues with organisation, being able to develop a their reasonable fulfilments are number of strategic options”. Johnson the sources of most of the human problems in business and Scholes (2009) in their words defined “strategy as the direction and organizations. • That, knowledge of and scope of an organization over the long term: which achieves advantage insight into human behaviour gained through psychological research for the organization through its and experience in human resource configuration of resources within a profession can help minimize such challenging environment, to meet problems. (cont. on the next page) the needs of markets and to fulfil stakeholder expectations.” The British Broadcasting Corporation (BBC) dictionary defines strategy as the art of planning the best way to achieve something. Murphy (1987) asserts that “the significance of an organization’s strategic planning process and the positive effect on the organization in line with environmental scanning are in various ways: i.e. communication, shared vision, future orientation and management.
In my own view, strategy can be described as the human Today, the typical employee wants process of setting and achieving an a hand in what he or she does. He or organization’s long term goals and she wants to know what is going on, objectives through the basic functions what is new, what is being changed, that specify the organization’s and why. He or she insists on some vision, mission, value or philosophy degree of human expression. and utilize resources, time and To this end, it is imperative to information. To be able to set and consider taking action in line with achieve any meaningful organisation how to develop human resource goals and objectives, the issues of strategy, and the implementation so as human factor management is critically to enhance the psychological health significant. Therefore, this is the of employees and the health of the time to examine human resource business organization. management and its objectives, scope, functions and activities. Concept of strategy There is the need to understand Objectives of Human Resource the term “strategy” which is the key Management: word in the above topic. Then, what is • That, employees should strategy? produce goods and services that fulfil PM - Page 21
‘We have achieved objectives beyond our dreams’
Contact OML Africa to find out about our Policy Development Services and how we can help your organization to develop its Policies and Procedure manual. We have developed manuals for organizations in United Kingdom, South Africa, Kenya, Ghana, Botswana, Bangladesh, Nigeria, Cameroon, Mexico, Brazil and more.
Call us on (+233)(0) 302973379 or email us at email@example.com
Feature Scope of Human Resource Management: • Selection and Testing: selection and assessment of employees and executives. • Staff Development: performance appraisal, attitude measurement, management development and employee counselling. • Human Engineering: equipment and product design and re-design. • Productivity study: activities concerned with worker fatigue, lighting, and general work environment. • Management: activities involving administrative skills and human factor management. • Others: training, accidents and safety, communication, labour relations, welfare promotion, sanction, etc. Functions of Human Resource Managers • Research: this is the process of discovering information relating to human and organizational behaviour that can be applied to practical problems like finding out training method that is most effective in training workers of a particular status. • Consulting: as a consultant, you may advise people or management on matters relating to human behaviour in specific areas of specialization such as training, performance evaluation, labour relations, job analysis, selection and placement, interview, conflict resolution, counselling etc. Program Development: help to develop training needs, personnel testing programs employee evaluation programs etc. • Individual Evaluation: this provides some information for decision making on employment of individuals, promotion, and other administrative functions. Activities of Human Resource Managers: • The development, administration, scoring and interpretation of tests. • Interviewing individuals for collection of data, evaluation of individuals, etc. • Planning research experiments, studies and surveys. • Preparing research proposals andprograms and writing reports to the management.
• Making recommendations to line and staff management personnel, supervisors, etc. Evaluating the business organization vis-à-vis the human capacity, skills, knowledge and the business strategy, and making recommendations or advising the management. Guide to Developing Human Resource Strategy There are seven basic steps to take while developing human resource strategy. They are as follows: Step I: Understand the business strategy and the key driving forces. What are they? Human relation skills, technical skills, management skills, technology, networking, competition, the markets, etc. What are the effects of the driving forces on the human side of the business? What is the basic contribution of the people to the bottom line business performance? Step II: Establish a mission statement that clearly states the long term direction of where the business organization is headed, through idealistic statements, unambiguous with a human face. At this juncture, what do the employees contribute? Step III: Do a human resources analysis of the organization based on (COPS) culture, organization, people and systems – HR. While doing the analysis give consideration to where you are now, and where you want to be. Identify the gaps that exist between the two positions.
department and the service levels as well as the competencies of the personnel or staff. Step V: Critically determine the human factor issues, at this point go back to the business strategy, and put it side by side with the result of SWOT analysis and that of COPS. Identify the critical people issues and ask what will happen if you fail to address them? Do not forget you are trying to know where you should direct your efforts and resources. Step VI: Develop consequences and solutions for each critical human issue. List out the options available for management action, but think about the consequences of taking various courses of action. At this time, consider the mix of human resource systems needed to address the issues e.g., do you need to improve labour relations, training, communication, reward or incentives? etc. Then ask what the effects on business and the personnel performance are. However, working through this process would afford you the opportunity to translate the action plan into broad objectives. These would have to be broken down into specialist HR systems areas like: • Manpower planning • Labour relation • Employee pay and reward • Employee training and development • Employee performance appraisal • Job analysis • Selection and placement • Communication • Organization development • Management development • Conflict resolution • Counselling
Step IV: Do a SWOT analysis of the organization and employees, focus on their internal strengths and weaknesses, with special consideration on the issues of skill and capability. Also carry out research on business and market environments Develop your action plan around the – environmental scanning. critical issues. Set targets and dates for the accomplishment of the key Make your report on the objectives. opportunities and threats relating to the people side of the business, Step VII: Implementation and see if there is any impact they may evaluation of the strategy is significant have on the business performance. to success, the main purpose of Identify skill shortages in the business developing a human resource strategy organization. Check the impact of is to ensure that the objectives set new technology on staff. The result are mutually achieved in the best of the SWOT analysis and that of the way, with a view to give employees environmental scanning will reveal job satisfaction and enhanced whether there is a need to review the psychological health, and invariably capability of the human resource enhance the organization’s health as well. Cont. on the next page PM - Page 22
Plan a developmental program for human resources in your business organization. Use people in the organization to provoke thought and stimulate discussion and involve other members of your organization. They will reveal those critical and salient human resource issues you may be facing. Don’t be surprised that they know how the business can be improved through the positive contribution of the human side.
• Assess/audit what is already in existence, both formally and informally. • Research and benchmark against other organisations’ practice, particularly in the same sector or location • Consult with staff representatives and unions (if applicable) • Establish steering groups/working parties to contribute to the development of the Policies and Procedures • Set realistic timescales • Pilot draft policies and ask for feedback from staff and managers • Communicate policies to staff, for example, through briefings and/or workshops for staff and managers and ask for feedback • Give specific guidance to managers, Do’s and Don’ts • Introduce the policies as part of the induction process for staff and managers. • Have a continuous review process to keep up with changes with the law and best practice.
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Los Angeles WalMart Workers Walk Off Job Source: talkingunion wordpress. USA
or the first time in history, Walmart recently faced strikes over its illegal retaliation and attempts to silence associates who were speaking out for better Jobs. Community supporters joined workers to call on walmart and chairman rob walton to stop retaliation against workers who speak out against poverty jobs that are hurting the American economy. Picture: Talkingunion Wordpress.
As communities across the country raise their voices in calls for changes at Walmart, workers from nearly a dozen stores in the Los Angelesarea went on strike in the first-ever Walmart Associate walk-out in protest of attempts to silence and retaliate against workers for speaking out for improvements on the job.
my family and my community,” said Venanzi Luna, a striking worker at the Pico Rivera Walmart. Luna is one of thousands of members of OUR Walmart, the nationwide Associate organization calling for changes at the company. “I am striking to take a stand against Walmart’s illegal bullying tactics.”
Hundreds of community supporters, including Dr. Jose Moreno, Executive Director of Los Amigos, Maria Elena Durazo, Secretary-Treasurer of the Los Angeles County Federation of Labor, Rev. Eric Lee, Southern Christian Leadership Conference, are joining Walmart Associates in their ongoing calls on Walmart and Chairman Rob Walton to address take home pay so low that associates are forced to rely on public programs to support their families and understaffing that is keeping workers from receiving sufficient hours and is also hurting customer service.
The group protested outside the Pico Rivera store with signs reading, “Stand Up, Live Better, Stop Retaliation” and “Stop Trying to Silence Us.”
The company has not only refused to address these concerns that are affecting 1.4 million associates across the country, it has attempted to silence those who speak out and has retaliated against workers for raising concerns that would help the company, workers and the community. “Walmart should not be silencing workers for standing up for what’s good for my store, my co-workers,
In Dallas and San Diego, hundreds of people recently held marches calling on Walmart to make changes that help rebuild the economy.“We cannot stand by while the country’s largest employer tries to silence workers who stand up for a better future for their families,” said Maria Elena Durazo, Secretary-Treasurer of the Los Angeles County Federation of Labor.
Durazo along with communities across the country have been calling for changes through a Unified Call to Change Walmart. “We are here to tell They will be meeting with Walmart Walmart the company must change workers from nine countries – where the way it treats workers and our workers all have union representation community. – to launch the UNI Walmart Global Union Alliance to fight for fairness, Our city and our country need big decent working conditions, and the profitable corporations like Walmart fundamental human right of freedom and billionaires like the Waltons to of association, including allowing take responsibility for rebuilding our workers who want to join a union if economy – and stop squeezing the they choose to. middle class to the breaking point.” This comes as workers striking at Walmart controlled warehouses were joined by hundreds of clergy and community supporters, some of whom were arrested by riot police during the peaceful protest. Warehouse workers in Southern California were on a 15-day strike that included a six-day, 50-mile pilgrimage for safe jobs. OUR Walmart members shared concerns about the scheduling and staffing problems to a room full of financial analysts. PM - Page 24
As front line Walmart workers are facing these hardships, the company is raking in almost $16 billion a year in profits, executives made more than $10 million each in compensation last year. Meanwhile, the Walton Family – heirs to the Walmart fortune – are the richest family in the country with more wealth than the bottom 42% of American families combined. “Workers at the country’s largest cont. on the next page
International News company should not be forced to rely on public programs just to keep food on the table,” said Rev. Eric Lee, Southern Christian Leadership Conference. “People who work hard should be able to afford the basic necessities. Instead of sweeping these issues under the rug, Walmart and its leader Rob Walton must take responsibility for building a better America.” Energy around the calls for Walmart to change its treatment of workers and communities has been building. In just one year, OUR Walmart, the unique workers’ organization founded by Walmart Associates, has grown from a group of 100 Walmart workers to an army of thousands of Associates in hundreds of stores across 43 states. Together, OUR Walmart members have been leading the way in calling for an end to double standards that are hurting workers, communities and our economy.
and accountability that will protect workers and communities and strengthen the company. At the company’s annual shareholder meeting in Bentonville, OUR Walmart member Jackie Goebel brought a stadium full of shareholders to their feet applauding her call for an end to the short staffing that’s hurting workers and customer service. A resolution proposed by Associate-shareholders to rein in executive pay received unprecedented support, and major pension funds that voted their shares against Walmart CEO and members of the board this June amounting to a ten-fold increase, and overall 1 in 3 shares not held by the Walton family against the company’s leadership.
These widespread problems have also thwarted Walmart’s plans for growth, particularly in urban markets. Calling the company a “bad actor,” New York Citymayoral candidates have all been outspoken in their The alleged Mexican bribery scandal, opposition to Walmart entering the uncovered by the New York Times, city without addressing labor and has shined a light on the failure of community relations’ problems. internal controls within Walmart that extend to significant breaches In Los Angeles,mayoral candidates of compliance in stores and along are refusing to accept campaign the company’s supply chain. The donations from the deep pockets of company is facing yet another gender Walmart, and in Boston, Walmart discrimination lawsuit on behalf of was forced to suspend its expansion 100,000 women in California and in into the city after facing significant Tennessee. community opposition. In the company’s warehousing system, in which Walmart has continually denied responsibility for the working conditions for tens of thousands of people who work for warehouses where they move billions of dollars of goods, workers are facing rampant wage theft and health and safety violations so extreme that they have led to an unprecedented $600,000 in fines. The Department of Labor fined a Walmart seafood supplier for wage and hour violations, and Human Rights Watch has spoken out about the failures of controls in regulating suppliers overseas, including a seafood supplier in Thailand where trafficking and debt bondage were cited. Financial analysts are also joining the call for Walmart to create better checks and balances, transparency
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3000 to 4000 workers strike at Foxconn’s China factory (New York) China Labor Watch (CLW) announced that a strike occurred at Foxconn’s Zhengzhou factory that, according to workers, involved three to four thousand production workers. In addition to demanding that workers work during the holiday, Foxconn raised overly strict demands on product quality without providing worker training for the corresponding skills. This led to workers turning out products that did not meet standards and ultimately put a tremendous amount of pressure on workers. Additionally, quality control inspectors fell into to conflicts withworkers and were beat up multiple times by workers. Factory management turned a deaf ear to complaints about these conflicts and took no corrective measures. The result of both of these circumstances was a widespread work stoppage on the factory floor among workers and inspectors. The majority of workers who participated in this strike were workers from the OQC (onsite quality control) line. It was reported that factory management and Apple, despite design defects, raised strict quality demands on workers, including indentations standards of 0.02mm and demands related to scratches on frames and back covers. With such demands, employees could not even turn out iPhones that met the standard. This led to a tremendous amount of pressure on workers. On top of this, they were not permitted to have a vacation during the holiday. This combination of factors led to the strike. CLW Executive Director Li Qiang said, “This strike is a result of the fact that these workers just have too much pressure.”
The Drawbacks of Recruitment in Africa By Monika Biskupska
Even in the larger companies where there is usually an internal HR team, recruitment is not always managed strategically.
When it comes to the recruitment process in Africa, many HR leaders can compile a list of problems they face in the war for talent. In this article we will touch on some of these issues and suggest ways we can improve the recruitment process to ensure the right people are hired. The marketplace in Africa works on a different principle to Europe. Recruitment in Africa is kept very simple. Recruiters do not usually use a lot of recruitment or selection methods when hiring workers. In many African companies with the exception of a few companies the issue of implementing a recruitment strategy when it comes to resourcing is almost non-existent. Recruitment is a reactive process in most cases rather than a planned process. The issue is very often that the people who are responsible for recruitment do not have the skills to do the job the right way. This is due to the fact that many people working in the role of HR and recruitment are not necessarily trained HR professionals. In some cases HR has been added to their job or department and usually the individual manager or junior employee doesn’t have knowledge of recruitment in terms of attracting, selecting or retaining the right candidates. There is a huge problem in Africa.
Attracting potential candidates Many employers do not use a variety of methods to attract talent. Some of the methods used in resourcing are through newspaper advertisements, recruitment agencies and mainly by whom you know which are the traditional methods and a popular method of recruitment in Africa. It is viewed as the shortest and the easiest way to find an employee and save money. The issue here is that employers do not always get the right people in the right jobs, this in time impacts on productivity and the performance of the company.
‘Employers do not always get the right people in the right jobs’ Selecting the right candidates Selecting people by whom you know or in some cases by the owner of the business appointing members of their family into job roles hinders the business because usually the skills and experience to manage the duties of the job is lacking. In comparison an assessment centre method is 90% more efficient when it comes to selection. In Africa only a small number of companies use other selection methods such as tests, psychometric tests and assessment centres. PM - Page 26
This is because some of these methods are seen as time consuming and a rather expensive way to hire an employee. There is also the issue of having experienced personnel to run assessments. Thus, interviews remain the main method for selection. Retaining the best talent When it comes to retention the issue varies. In some industries retention is not an issue. Also because of the difficulties in securing jobs in Africa, people do not leave their jobs as frequently as they do in Western countries. cont. on the next page
THE SMARTER WAY TO GET TALENT • Create a referral scheme internally • Create a database for candidates soliciting for jobs • Hire directly using job boards, newspapers and specialist publications • Use social networking, events, job fairs etc. • Use recruitment agencies only when necessary • Control costs by negotiating a fixed fee with agencies. • Assess your applicants to ensure they meet the skills and experience required •
Standardise the interview process to ensure consistency to allow for comparisons.
Feature But there remains an issue of retention, particularly in the health and social care field in what has becomeknown as the ‘brain drain’. This is mainly due to poor working conditions, poor pay, lack of adequate incentives and so forth. Benefits and rewards also play a key issue when it comes to retention in Africa, particularly over salary. There is also an argument that in some cases employers are retaining the wrong people. There are people who have been in their roles for many years but contribute very little to the company. In other companies there are also too many people being retained because of lack of planning when it comes to resourcing.
‘An assessment centre method is 90% more efficient’ Management Associations (WFPMA) looking at global HR challenges in Africa, revealed that African countries have a lot of work to do in the area of Human Resources strategy.
The results showed that African’s top challenges include: change management (63%), leadership development (31%), and the measurement of HR effectiveness The point is that by not having (31%). A similar survey three years a retention strategy an employer ago had similar results, the most may be losing talent or retaining important in that survey was change the wrong workers as well as losing management (44%), compensation money through over staffing and (31%), staffing, recruiting and recruitment for exits. It is obvious that availability of skilled local labor combinations of modern recruitment (31%). methods are more effective and efficient than using traditional Looking ahead the issues are methods alone. expected to pose challenges, three years from now we can expect the So how do we modernise and following: organizational improve the way we manage the effectiveness (44%), leadership recruitment cycle in Africa?. A good development (38%), change place to start is the development of a management (31%), measurement recruitment strategy for the company, of HR effectiveness (31%) and with input from managers and the succession planning (31%). senior management team. This should form part of the main HR strategy. This means that HR leaders in Africa need to take these challenges Results of the Survey of Global HR into account and begin to address challenges: yesterday, today and these issues. Research has shown that tomorrow, A survey conducted by effective management is the biggest PricewaterhouseCoopers on behalf of obstacle in achieving better results. It the World Federation of Personnel was a problem in the past and remains a current issue.
‘employer may be losing talent or retaining the wrong workers’
Even though the topic of recruitment is not considered to be important, it seems that anagement understand that to gain a ompetitive advantage they must value their human resources.
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‘Africa countries have a lot to do in the area of Human Resource strategy’
There is an urgent need to develop a cadre of well-trained HR managers, especially in the public sector. This should include expanding both the number of HR managers and changing the organisational view of the HR role, from administration to strategic business partner. These changes would enable HR managers to be more effective in leading and implementing positive solutions that in turn would improve the performance of staff. Key Point A good HR recruitment strategy can ensure that the right people are attracted and selected for your company. In Africa the choice of talented employees is evident but you have to work to find them. It always comes down to time and money , which is why proper attention should be given to recruitment. Recruitment is one of HR’s main cost area, so we really can’t afford to get it right. If you can’t manage your recruitment internally, then outsource it to a good HR outsourcing company that can support you to manage your recruitment effectively. This is sometimes more cost effective in terms of time, money and expertise.
Send your comments to: email@example.com Further Information Monika Biskupska is a researcher for OML Africa and UK. To contact Monika email her at firstname.lastname@example.org
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Truth About Jobs By Paul Krugman New York Times
Actually, no. It’s true that the employment-population ratio — the percentage of adults with jobs — has been more or less flat for the past year. But remember those aging baby boomers: the fraction of American adults who are in their prime working years is falling fast.
If anyone had doubts about the madness that has spread through a large part of the American political spectrum, the reaction to the better-than expected report from the Bureau of Labor Statistics should have settled the issue. For the immediate response of many on the right — and we’re not just talking fringe figures — was to cry conspiracy.
Leading the charge of what were quickly dubbed the “B.L.S. truthers” was none other than Jack Welch, the former chairman of General Electric, who posted an assertion on Twitter that the books had been cooked to help President Obama’s re-election campaign. His claim was quickly picked up by right-wing pundits and media personalities. It was nonsense, of course. Job numbers are prepared by professional civil servants, at an agency that currently has no political appointees. But then maybe Mr.
important point is that unemployment has been on a sustained downward trend. But isn’t that just because people have given up looking for work, and hence no longer count as unemployed?
Once you take the effects of an aging population into account, the numbers show a substantial improvement in the employment picture since the summer of 2011. Picture: Fred R. Conrad - The New York Times
None of this should be taken to imply that the situation is good, or to deny that we should be doing better — a shortfall largely due to the scorched-earth tactics of Republicans, who have blocked any and all efforts to accelerate the pace of recovery. (If the American Jobs Act, proposed by the Obama administration last year, had been passed, the unemployment rate would probably be below 7 percent).
One asks a random sample of employers how many people are on their payroll. The other asks a random sample of households whether their members are working or looking for work. And if you look at the trend over the past year or so, both surveys suggest a labor market that is gradually on the mend, with job creation consistently exceeding growth in the working-age population. The U.S. economy is still far short of where it should be, and the job On the employer side, the current market has a long way to go before it makes up the ground lost in the numbers say that over the past year Great Recession. But the employment the economy added 150,000 jobs a Welch — under whose leadership data do suggest an economy that is month, and revisions will probably G.E. reported remarkably smooth slowly healing, an economy in which push that number up significantly. earnings growth, with none of the declining consumer debt burdens and That’s well above the 90,000 or short-term fluctuations you might a housing revival have finally put us so added jobs per month that we have expected (fluctuations that on the road back to full employment. need to keep up with population. reappeared under his successor) — And that’s the truth that the right can’t doesn’t know how hard it would be to (This number used to be higher, but handle. underlying work force growth has cook the jobs data. dropped off sharply now that many Furthermore, the methods the The furor over Friday’s report bureau uses are public — and anyone baby boomers are reaching retirement revealed a political movement that familiar with the data understands that age.). is rooting for American failure, so they are “noisy,” that especially good obsessed with taking down Mr. (or bad) months will be reported now Meanwhile, the household survey Obama that good news for the and then as a simple consequence of produces estimates of both the nation’s long-suffering workers statistical randomness and that in turn number of Americans employed and drives its members into a blind the number unemployed, defined as means that you shouldn’t put much rage. It also revealed a movement people who are seeking work but weight on any one month’s report. that lives in an intellectual bubble, don’t currently have a job. The eyepopping number from the report was a dealing with uncomfortable reality — In that case, however, what is the sudden drop in the unemployment rate whether that reality involves polls or somewhatlonger-term trend? Is the economic data — not just by denying to 7.8 percent from 8.1 percent, but U.S. employment picture getting the facts, but by spinning wild better? Yes, it is. Some background: as I said, you shouldn’t put too much conspiracy theories. It is, quite simply, emphasis on one month’s number. The frightening to think that a movement the monthly employment report isbased on two surveys. more this deranged wields so much political power. PM - Page 29
Why HR Needs Actionable Analytics By Mary Hayes Weier - Workday.com
universally agreed, among both HR and business intelligence experts, that the ability to combine different types of data together, and in the right context, is a prerequisite to achieving meaningful, actionable results and guidance.
In a survey of 259 managers conducted in 2009 by HR consulting firm Knowledge Infusion, 45 percent of respondents said they didn’t have the necessary workforce data— including skills, performance, and compensation—readily available to make immediate workforce decisions, Consider the potential for actionable such as who to lay off to meet budget analytics in succession planning: An organization needs to replace a requirements. manager in Mexico, and wants to first consider internal candidates. If Hard data like employee the organization could put together compensation exists, of course, and various pieces of data about potential knowledge about performance and candidates—performance metrics, skills should appear on performance reviews. The problem is that managers compensation metrics, Spanish-speaking skills, the cost to can’t easily get to and combine such relocate a candidate to Mexico, and data in meanigful ways. the availability of talent for replacing Even as organizations know this a candidate if selected—it would must change, there are roadblocks to reach the best decision about who to place in the position. immediate improvement. While 31 percent of survey respondents said they were in the process of improving That’s the greatest challenge— pulling production of delivery of HR-related that data together. Data warehouses metrics and analytics for HR data, half are one option, but not always for HR. In Knowledge Infusion’s study, 41 of respondents said it was a future project, to take place over the coming percent of organizations had no plans to leverage an HR data warehouse months or even years. “Companies to extract, integrate, and report are still very challenged by the lack information from different systems. of actionable metrics,” says Jason Corsello, VP of KI On Demand at Thirty-six percent had a data Knowledge Infusion. warehouse or was using a portion “In the last few years, a company that of one, and 23 percent planned to had to cut 10 percent of its workforce leverage a data warehouse within 24 months. may have not known where to make those cuts because it didn’t have that Even if all HR departments had ready access to a data warehouse, it’s data available. And now, looking at not the best choice if it stymies the the macroeconomic conditions of growth, they may not have the ability “actionable” aspect of analytics. to leverage talent data to support a Data warehouses typically collect data return to growth.” from various transactional systems, and reports are drawn from the multi An organization may know its performance for employee retention, sourced data. So rather than analytics based on metrics for voluntary staff being part of the action—the process turnover, or its performance for within a business application—it recruiting, based on the time it takes becomes a separate project. What’s to fill new positions. The problem, more, discrepancies in data coming Corsello says, is “there’s not a lot of from various systems, such is how action going on with these insights.” data is defined, can make it difficult to Achieving Actionable Analytics It’s PM - Page 30
is defined, can make it difficult to develop useful reports. The data warehouse model also requires the help of experts outside the HR or a line -of-business department, including data analysts and IT experts. The effort to get the right information, to make the right decisions now, can then become an expensive, days- or even weeks-long HR analytics project. Actionable Analytics In Action In the software industry, there’s a considerable movement toward building analytics right into the business processes of all types of applications. Workday, a provider of HR financials, and other applications delivered in a software-as-aservice model, has made contextual reporting and actionable analytics a strong focus of both current and future products. “It’s evolving beyond traditional BI dashboards and scorecards, to embed intelligence into the workflow and processes,” says Leighanne, Levensaler, VP of HCM Strategy at Workday. “It’s about learning something, and then immediately being able to take action. You can make choices based on data in the right context.” Consider this simple example of actionable analytics within Workday HCM: A manager has just completed. performance reviews for her team, and now must make choices about merit pay increases. cont. on th next page
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Insights Using avariety of graphical options, including tables and charts, she can view current and previous performance ratings, see if an employee is on a succession slate or is a retention risk, view the pay quartile each employee falls in, as well as comp-ratio data built into Workday HCM (comp-ratio shows how each employee’s salary compares with similar jobs in the market).
business terms and rules must be replicated and synched in both systems. So if a company wanted to track high-potential employees based on its own criteria, the data and rules would need to be defined in both systems just to run a report, says Paul Gustafson, Business Intelligence Product Manager at Workday. Then, the user would have to return to the HR system to take any action on a report.“Our belief is that key to the An instant report of that combined analytics process is taking action; data will graph out the anomalies— producing nice charts and graphs are such as person with a 1 or 2 meaningless if you can’t easily take action on the insights you’ve gained from your analysis,” Gustafson says.
podge of systems—ERP, point talent solutions, contingent labor management systems, and more— they’re stymied by the ability to create connections.” Another issue, Levensaler says, is that not only do many HR practitioners have limited experience with traditional analytics systems, they have little interest in gaining it. “In general, they don’t go into HR to become business analysts, but workforce analytics has become an increasingly important skill set for progressive HR organizations. We want to make it a lot easier for them to deliver operationally relevant and actionable data,” she says. Providing actionable workforce analytics shouldn’t be restricted to the HR department, either, Levensaler says. A business-line manager at a software or manufacturing company, for example, might get different benefits from the analytics capabilities in Workday than an HR practitioner.
Naomi Bloom, a leading HR consultant, is a big believer in embedding analytics within core HR applications, and that in-memory technology provides the necessary foundation. In a recent blog, Bloom cites at least 20 ways to make the case for what she calls “embedded intelligence,” including cost savings, “Business managers don’t want performance ranking who falls in the improved user satisfaction, and “increased business literacy for better to be doing ‘HR transactional work,’ bottom pay quartile, and makes 10 decision making.” but if you deliver information that lets percent below the market rate. them better manage their workforce, “If your production data is not you bet they’ll want more and The manager can then make available, it’s hard to have embedded more.”The best actionable analytics adjustments within the system, such are user-friendly—more like the as execute an increase in pay for that or actionable analytics happening right there,” said Bloom in an consumer experience of using a search underpaid employee, and submit it engine on the Web, or comparing through the approval channel. From a interview. “If I have to create single HR process, the manager used an analytics database that is structured airline offers and flight options, than grappling with a complex,buzz-word data to create a contextual report, took differently or accessed differently, it’s hard to embed access to that data clogged BI system. action from that report, and shared right into the flow of the process. that action with others. It’s not cost effective, and you run “Business leaders shouldn’t into technical limitations. But when have to understand the intricacies Workday is able to build this everything is in memory all the time, of a separate, proprietary businesstype of actionable analytics into all and operating at in-memory speed, intelligence software platform,” of its applications because of its technology infrastructure. At the core it’s a whole lot easier to do things on Levensaler says. Indeed, the best the fly.” Empowering Managers. All analytics segues into the ability is the Workday Object Management the techno-talk aside, even if HR has to take action, devoid of struggles Server (OMS), which uses an inready access to analytics, is HR ready in-between. Providers of HR and memory object model. Simply put, other types of business applications data is defined by objects rather than for analytics? It’s a good question. “Many companies struggle just to with modern systems architecture tables, which makes it possible for get accurate headcount reports,” says understand this, and are building more the system to build analytics reports and more analytics capabilities into quickly and “in memory” rather than Bloom. “It’s hard to do more than the basics if you don’t have credible their applications. With time, their have to access data from a separate customers will learn that analytics report system that was updated from a basics. really can be easy, cost-effective and-transactional system. Having said that, HR vendors most importantly--actionable. have to be on the high ground. You This also allows any report have to provide the basics, but also Mary Hayes Weier is an awardcontaining numerical data to be lead people into something more winning journalist, writer, and editor instantly charted in any number of graphical ways within Workday. This profound.“Workforce analytics is one with more than 20 years’ experience covering business and technology. integrated analytics approach avoids a of the top priorities in HR, but it In recent years Mary’s reporting and lot time, effort, and cost created by a hasn’t permeated much because of research has focused on the software separate BI effort. When BI software legacy transactional systems,” says Levensaler. “If the HR organization industry, software-as-a-service, and is bolted on to an HR application, has to draw data from a hodgecloud computing. PM - Page 31
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Feature The tricky transition from individual contributor to Manager By Dr. Diane Kellogg
Allen Adjei was a star performer at Unisure, an insurance company with an office in Ghana. He had excellent contacts within the business community and had been able to attract a great deal of business for Unisure. What’s more, he had excellent judgment when it came to rewriting policies and always seemed to be able to persuade clients to increase their coverage. Month after month, he had the lowest “e & o” rate. The application forms he submitted to the manager of the Underwriting Department usually had no “errors or omissions” and could be taken directly to the senior management team for final approval. It was no surprise to anyone that Allen was asked to step into the role of Manager when the boss retired. However, after a year of frustration both for him and for his direct reports, Allen left the company to work for a competitor, taking his contacts in the business community with him. It was a big loss to Unisure. HR was called in to figure out what went wrong.
HR determined that even after being made manager, Allen kept on being the excellent underwriter he always was. He never did take on the role of “Manager.” He took such pride in his “errors and omissions” record, that he “fixed the e & o’s” in paperwork for his former peers, now his direct reports, when submitted to him.
one underwriter quit. It was right after Allen gave him a poor performance evaluation, so he chalked it up to “sour grapes”. But his relationships with the rest of the underwriters continued to deteriorate. People avoided Allen, making Allen avoid them, too. He described the underwriters’ work as “substandard” and morale in the office was on a downward slide, only fuelling Allen’s perception that the underwriters just weren’t cut out for the job.
and offered the title “Manager.”
Different skills, different sources of satisfaction. Not only are the skills needed different, but the sources of satisfaction are drastically different, too. As an underwriter, Allen had three sources of satisfaction: 1) Guiding clients through the process; 2) Submitting accurate and complete paperwork; 3) Having his judgment/ recommendations approved by senior managers.
All individual contributors take He was working hard to cover their pride in their own ability to do the job well. However, the manager’s job is to tracks, and all he was getting was take pride in other people’s ability to grief. Putting in all the extra hours took a toll on his family life. He could do the job well. hardly remember how much he liked Teaching and training people to do his job, only a year ago. What went the job you came to be so good at, and Before taking proposed policies wrong? perhaps even helping them get better to the senior management team for than you were at it, can be threatening approval, if he disagreed with the This is a classic case of an recommendation, he would override it excellent individual contributor being to an individual contributor who thoroughly enjoyed being the best and take his own recommendation to put into a role that didn’t require of the best. First-time managers are the senior management team. At first, the use of the skills that got him the his direct reports didn’t catch on: he promotion in the first place. Managers often observed being reluctant to train didn’t tell them. need completely different skills than others to do the job they once had. individual contributors. The psychological resistance to But it soon became clear that in the sharing knowledge and skills with senior management meetings he was Organizations tend to reward the complaining (or was he bragging?) best performers with promotions and direct reports, and even unconsciously working against them, is well-known. about all he was “having to do” people are happy to go right along Note that Allen didn’t coach his after hours to get things right. He with it. Who passes up that kind people or pass on his ability to make was making his direct reports look of recognition, especially when it bad, and they resented it but kept comes with a raise in pay? Every year good judgments and recommendations - he just did the job himself. pretty quiet about it. After all Allen excellent computer programmers, was their manager. HR should have bank tellers, and assembly line recognized there was trouble when specialists are tapped on the shoulder cont. on the next page PM - Page 33
Feature all the time. Good managers are much there continues to be debate about whether good leaders are born or less task-oriented than individual made, there are mountains of evidence contributors. that people can and do change their Good managers need to be people- behaviour, when they face new oriented. If you’ve ever worked on a challenges. Take Allen for example. factory floor, you were probably part One has to wonder how differently things might have gone at Unisure if of a discussion that made fun of the manager who was walking around the Allen had realized he was acting more However, who passes up a raise? place “while everyone else worked.” like an Underwriter than a Manager. Good management training programs No one I know. I think it’s likely Or even worse, got paid to sit in his help people develop those “ahah” that most people would take the office and chat on the phone. So it’s moments, and lay the foundation for promotion. Nonetheless, HR can no wonder that first-time managers changes in behaviour. Make sure the play a role in assuring that individual resist walking around and sitting in performers get the right information their office and talking on the phone. program is more than theoretical, before making a decision about It doesn’t seem like real work to them. however. accepting a promotion. But keeping track of your people is Your first-line managers don’t the work of a manager. need a better understanding of Should Unisure have offered Allen managerial theory. They need a better the job in the first place? First-time managers may have understanding of managerial practice: This is a good question. However, never thought about their manager’s the “how to” side of the job. For the belief that “the best deserve the role in negotiating solutions to example: promotion” is so pervasive that it conflicts, or in coaching people to • How to manage conflicts? would be awfully hard not to offer the change their attitude, or listening as • How to manage underpromotion to the Allen of the world. people think through problems they performers? There’s also a very strong case to be are having with difficult clients or • How to give people constructive made for “promoting from within” problematic co-workers. The belief feedback? and for making sure managers fully that managers get paid to sit around • How to write performance understand the job their people are and listen to people isn’t so far from evaluations? doing. the truth. They even get paid to sit around and think – to reflect on what’s • How to motivate people? • How to communicate effectively? Anyone in an individual going well and not so well and to and ; contributor role would have the same develop an understanding of the “big • How to develop your people? challenges Allen faced in making picture.” the transition to manager, so I would 3. Follow-up with coaching and have answered the question with 2. Utilize management training professional development plans a resounding, “Yes.” I believe the programs Introductory programs can responsibility lies with the company One first-time manager, Sam, to set up an excellent process for who had been an IT consultant for 10 accomplish a lot in three days, but they require follow-up and continuous supporting people in making that years, was pleased to move on to a transition from individual contributor job that didn’t require him to trouble- improvement plans. People can develop understanding and insight to manager. shoot other people’s problems with during educational programsand their computers. But he was only a What role can HR play in managing few weeks into the role of managing return to the office with the very same habits if there isn’t some the transition to management? IT consultants before he realized accountability or follow-through. 1. Create detailed job descriptions he just wasn’t good at handling the Having a clear understanding of people side of things. He concluded Good management training what the job does and doesn’t entail that IT people didn’t want to be programs build in one-to-one gives a first time manager a head start managed. coaching or peer coaching, to in understanding a new role. assure that people are acting on Think of it: does anyone actually the information and insights from Having a written job description want to be managed by someone educational programs. HR systems communicates that the job is different else? No. That’s what makes the can support career transitions by than what they’ve been doing, and the job of Manager both interesting and requiring professional development two critical things that need to leap frustrating. That’s why management off the page are that managers manage training programs can be so pivotal to plans that help move people through people and they manage people’s first-time managers’ understanding of a process of career growth and development. performance. Managers do that by their role. People can, indeed, learn cont. on the next page being in contact with people how to manage effectively. While Should Allen have taken the job? Perhaps Allen didn’t have all the information he needed. If he had realized how unsatisfying it was going to be to watch other people get the fun of theunderwriting j ob, he may have chosen to stick with what he was good at.
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Feature 4. Establish reward systems that reward managerial behaviour A computer programmer might be rewarded for a bug-free program, but if you reward the programmer’s manager for the very same thing you are encouraging the manager to get in there and help make the program bugfree. There’s nothing more annoying to a strong individual contributor than to be micro-manager, and has distinctly different rewards tied to each role. One company made the mistake of having Chris take her largest customers with her when she was made manager of the sales force. It made sense at the time: the company reasoned that Chris had long-standing relationships with these customers and didn’t want to require them to work with someone new. Essentially, the company was asking Chris to continue to sell, but to manage the other sales people, too. Chris ended up spending much more time on the task of selling than on the people-management role. The company ended up with a
lot of people on the crew but no one at the helm. Chris didn’t like telling other people what to do, and while she saw many ways her people could be more successful, she just didn’t know how to get the point across. She steered clear of the very managerial roles that the company needed her to take on. Six months into the new role, Chris took her first management training program. It helped her recognize what she was and wasn’t doing well as a manager. Chris herself recognized that it was a mistake to try to both sell and manage. She didn’t feel she could do a good job of either one. She made a plan for gradually transferring her customers to others, and she made the introductions herself. Eventually, Chris was working with senior managers to establish performance measures for her success, and a reward system that was tied to the new plan. The process takes time For individuals, making the psychological switch from “me” to “them” represents a big change in
orientation. It’s no longer about how well you are performing, but how well your people are performing. The process takes time. Strong HR support can make all the difference in supporting people in making the transition from “self” to “other.”
What role can HR play in managing the transition • • • • •
Create detailed job descriptions Utilize management training programs Follow-up with coaching and professional development plans Establish reward systems that reward managerial behaviour Remember the process takes timetime
Do you have new people managers? Contact OML Africa to find out how we can support them with their transition
Further Information Dr. Kellogg is an HR consultant to large multi-national corporations and is on the faculty of the Management Department at Bentley University. She has become engaged with a range of business sectors in Africa and offers her expertise, too, to the smallest of NGOs in Ghana. Diane is the Director of an internship program in Ghana that brings Bentley students to large companies and small NGOs in Ghana for the summer months to learn how to apply business skills to not for profit contexts, as well corporate settings. She earned her doctorate from Harvard University. Contact Information: email@example.com
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What the CEO wants from HR?
We asked the CEO of Careers in Ghana, Mr Bernard Mensah to share with us what the CEO wants from HR as part of our series looking at the relationship between the CEO and the HR manager. Here is what he said: PM: As a CEO of your company, what are some of your main priorities regarding the business? Bernard: I would say: • Financial Priorities • Improving Productivity • Increasing efficiency • Increasing Sales • Strategic leadership
organization design and people to get there? If not, what’s the plan?” PM: AS a CEO what kind of relationship do you want to have with your HR manager? Bernard: I would say a positive and effective relationship, a relationship based on trust
management and employee communications during a time of great uncertainty. HR is making exceptional contributions in strategic areas, including talent management, succession planning, engagement, recruitment and retention.
PM: How can HR bridge gaps to gain credibility, support, strategic influence and a budget to make a PM: As a CEO what kind of meaningful contribution? information would you like to Bernard: To bridge the gap, HR receive from your HR manager on a Manager need to focus on business regular basis? priorities rather than on policies Bernard: I would say: and programs that are sometimes • Talent management and impractical or even irrelevant to succession planning the top or bottom line of the business. HR Managers need to get better at PM: So what do you want from HR • Trend analysis and forecasting • Training and Development of understanding the challenges and in order to support your business employees business needs of supervisors and priorities? • Change management front-line managers on a first-hand Bernard: As a CEO I believe that • Creating the employment brand basis. They need to understand the HR has done a good job working as • Employee communications business better in order to bring a partner during the last few years, greater value to the table to make but going forward I expect them to PM: Generally how can HR meaningful contribution. couple their HR skills with a much deeper understanding of the business. strengthen its working relationship with the CEO to ensure support for PM: Please rank the following in HR executives need to forecast order of importance to you as a critical social, legislative and people HR initiatives? Bernard: I feel that HR, more than CEO using a scale of 1 to 10? trends, leading the organization in other executives, should have the Bernard: I would rate it as follows; implementing programs that have capability to build trust, communicate • HR has a good understanding front-line buy-in and programs that and collaborate with the CEO with of the business, its strategy really matter to the business. exceptional levels of diplomacy and and functions - 9 discretion. These attributes must • Influencing management and PM: Would you say that your HR co-exist, however, with a deep employees for impact - 8 considers your priorities before understanding of the business, • Cost saving and understanding setting the HR agenda for the including a far stronger grasp of the of the companies finances - 7 business? business’s operations and financial • Delivery of tangible results - 6 Bernard: Our HR considers my realities. • Quality and real time service priorities before setting the HR delivery - 5 agenda for the business. The HR PM: Do you value the work of • To Lead the people strategy - 6 agenda must align with the strategic HR? Do you think that HR makes • To partner managers - 9 business objective. I believe if HR a meaningful contribution to the • To streamline HR wants to be more valuable to the business? administration - 8. business, “they need to map out Bernard: Yes I do, I believe HR has • To provide HR analytics and HR organization strategy to the made a critical contribution to talent businessstrategy—do we have the metrics - 5 (cont. on the next page)
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Simplifying HR person first and an HR leader second. We want to see HR managers apply their expertise to determine the impact to the business of changing legislation PM: How would you define the role and help business leaders manage the of HR in the business? change, rather than focusing on the punitive side of non-compliance. Bernard: HR is responsible for formulating strategies that focus on We are also looking for HR managers recruiting and retaining top themselves to be more assertive in employees as well as overseeing demonstrating their value and projects that promote company-wide demanding that their issues are productivity. human resources control recognized. the overall operations of a business, As a CEO I believe that HR making the HR department a key Managers can and should drive their component of a company success in agendas forward by ensuring they are achieving its objectives business knowledge, relevant, trusted and focused on the issues that matter to the business PM: Your final thought? Bernard: As a CEO, I believe “The HR manager needs to be a business •
To be confident and competent - 8
Mr Bernard Mensah - CEO, Careers in Ghana
Survey, Data & Analysis HR leaders are increasingly using metrics and analytics to more effectively drive their talent decisions. But can the same be said of those specializing in comp? At this year’s Total Rewards 2012 in Orlando, executives from Mercer and WorldatWork previewed key data from a recent study that suggests something of a disconnect between how comp leaders view their analytical skill levels and the kinds of intelligence that they’re presently generating. Not surprisingly, most of the comp professionals surveyed indicated they were using techniques such as internal and external benchmarks (95 percent and 90 percent respectively) and ongoing reporting (87 percent) to help drive their decision making in their organizations. But the percentage of those using more sophisticated methods,
such as projections, simulations and predictive modeling, was
noticeably lower at 80 percent, 64 percent and 43 percent, respectively
function like comp would run the risk of being “left behind” when it comes to analytics. Mercer and
WorldatWork plan to release a more complete report on the Despite this, those in the comp study’s findings in the next week profession believe they have adequate or two. skill levels to effectively use analytics, with roughly 67 percent of the respon But it seems safe to conclude dents saying they possess the skills to that a first glance at the data use more advanced analytics. Though not entirely surprised by the findings, Mercer Partner Brian Kelly says the percentage of comp professionals using more sophisticated techniques was lower than he’d like to see. “They’re saying they have the skills,” Kelly says, “but they’re still not doing it.”Mercer Senor Partner Haig Nalbantian says he considers it somewhat ironic that a data-rich PM - Page 37
already suggests the profession clearly has some work ahead of it.
Feature Using Coaching as a tool to build management capabilities By Mbeke Waseme
What is Coaching? Coaching helps individuals access what they already know. They may never have asked themselves the question but they have the answers. A coach assists, supports and encourage individuals to find these answers. Zeus and Skiffington 2002. twhich they are placed. Coaching can be utilised to support A contract between the coach and organizational development, structure, the coachee should clearly outline the expectations of the relationship. restructuring and the individuals Introduced at the first session, this within them. With this definition of provides a framework for all the coaching, how could this or other future sessions alongside clear models work in Africa? As I was guidelines regarding the process of writing this, two points came up for me based on my experience of living booking and cancelling meetings. and working in Ghana. These were, “How would you interpret an offer of Coaching sessions can be carried coaching for something as specific as out by a trained coach who is ‘time management’ or ‘organizational bought into an organization or the organization may choose to train a skills’ or ‘delegation’ from your line manager?” The coaching relationship current employee as their internal coach. Both models come with their is successful when the coachee is a pros and cons. Coaching sessions can willing participant. support the individual in unravelling what their challenges are and in This is important because if you providing a range of tools for the deem such an offer as an insult or as coachee in the process. admonishment, you will not be in the correct mind-set to make the best of Coaches may also use 360 degree a coaching relationship. In Ghana, assessment tools, Me motivational I have found that some individuals tools and other character assessment may not receive recommendations of resources to establish some support openly due to past negative measureable and quantifiable data, experiences. upon which to build the coaching sessions. In some parts of Africa, people unfortunately believe that needing, Ingleton (Weeks 2008) argues that and asking for help is a weakness. “We found that employees like to be How can that be though? No person coached and want to know what it knows everything and everyone feels like to be coached…It gives you has their areas of strength and their the time and space to think things through. Often a person could have a areas of development. In a coaching solution within them but has brushed context, the coaching sessions can support the individual in unravelling it aside so they might just need you as a sounding board”. what these are and in providing a range of tools for the coachee in the Ingleton completed the course as an process. employee of Kent County Council Developing the coaching relationship in the UK and points out that the challenge in coaching later is to resist The professional coaching relationship is one of mutual consent the temptation to ‘jump in with a whereby the coachee is recommended solution’. All the points raised here for coaching following an appraisal or point directly to my own experience on coaching within an organisation similar assessment of their role and, very importantly, the coachee agrees within which I was employed. Weeks that this course of action will benefit (2008) highlights the tension between what the individual and the hem and the organization in organisation aim to get out of the PM - Page 38
coaching. This can be a tricky area which causes tension whereby the senior team may request detailed feedback which compromises the confidentiality of the client. A client may in turn respond in a guarded way if they know or suspect that this is the case. Clutterbuck et al (2005, quote Rosinski (2003, p5) Coaching is an interactive and developmental process where the coach enables coaches to find their own solutions, discover new opportunities, and implement actions…Coaches act as facilitators. Coaches listen, ask questions and enable coachees to discover for themselves which is right for them. Coaching relationships are often short and whilst a client may reengage a coach, the initial contract may be for 4-6 weeks on one or two areas of development. As a professional coach, I know that it is imperative that I respect a wide cross section of views and aim not to make assumptions. Jarvis et al (2006) quote Anquilina (2005) where it is argued that. The coach-client relationship is crucial to the success of the coaching intervention. Building and sustaining this relationship is dependent on the skills of the coach, their empathy and authenticity and their ability to select appropriate interventions from the behavioural field. These questions require the coach and the coachee to have developed good rapport as they are often direct and may require some thought and some periods of silence from the coach. They may also require the coach to support the client through the whole process, leaving the majority of their own opinions and responses, outside of the coaching scenario. A client places their trust in the hands of a coach or a mentor cont. next page
Feature and it is incredibly important that this professional relationship is not abused in any way. In working with clients, an environment which is safe and confidential provides the client with the confidence to engage and to take risks in their communication with their coach and for themselves. Coaches use a wide range of tools, activities and resources to support their practice. Each relationship will require a different range of tools to support individual staff members as they move on. One of the resources which are a central component of coaching and mentoring is rapport. According to O’Connor (2004) Rapport comes from an honest attempt to understand the other person in their terms, to see the world from their point of view, to hear sounds in the way they hear them, to imagine what it would be like to walk in their shoes. For good rapport to take place, good listening and hearing skills need to be in place. The 80/20 rule is applied by some practitioners who argue that the coach should speak for approximately 20% of the time and listen effectively for the other 80% of the coaching session, Ogne et al (2008). A coach should ‘check in’ with themselves before they speak, and ask, ‘Why am I asking that question?’, ‘Is it for me or for the coachee?’ These questions keep the coach focused on the outcome which is to facilitate the client/coachee. Rapport is central to coaching, and how we develop a positive coaching relation is also dependent on how much work the coach has done on themselves. In Ghana, someone may assume that being the same gender or simply being Ghanaian may be enough for a coach and a coachee to have a positive relationship. However, a coach must also be aware of stereotypes with which they work and how these may affect their clients. Within Ghanaian society, there are some perceptions of individuals based on their gender, place of birth, class, family name or association which could affect the coach and coachee’s professional relationship. Being intuitive is a core element of being a good coach. Each client has the right
Coaching models and performance management Whether the coaching is carried out by an internal or an external coach, it can definitely lead towards very specific areas of improvement. Coaching sessions can improve performance because the coachee is accountable to their coach. Often discussions will take place and the coach may use a range of models to support their coaching conversation. In Ghana, and this may also The most important aspect of these apply to other parts of Africa, is the element of accountability. The the organizations which have an coach will usually check in at the understanding of coaching and beginning of the session and having which value the contribution which used business tools such as SMART, it can make on an individual and organisational level, will often operate the coachee will provide a necessary update on the progress of each. in very small circles of influence to be heard by their coach without The GROW model may be used to prejudice. strengthen this process. This was created by Sir John Whitmore and The coach must honour the provides a tool for supporting clients confidentiality clause of this professional relationship at all times. with a series of questions. Another model which may be used is OSKAR Honest coaching relationships will which is described by Jackson et al lead to some coachees needing to (2008) as a tool for ‘solution focused’ attend training and development coaching, whereby you start with an courses. This may be to improve personal skills or it may be to develop outcome. The ‘future perfect’ may be professional skills. The improvement a part of this conversation as you ask the client to experience their scenario of an employee’s personal and in the future, ‘without the problem.’ professional skills will ultimately result in their being more marketable Both are very popular tools which can give a coachee much needed clarity. and may also open up other areas of employment to them. Evaluation My experience of Ghana so far, is For Ingleton (Weeks 2008) that many people stay in their roles for coaching in and outside of the 10 years plus. An organization which department has also helped to ‘build offers coaching to its employees may partnerships across the organisation also be looking at a higher turnover of and increased fluidity’. This can be incredibly important from an staff than before. organizational perspective for staff development and the development For some international of lateral thinking and production organisations and individuals who for goods and services which may have lived abroad, this may not be a problem but for organisations which emanate from these new relationships. are not used to this, it may present Clutterbuck and Megginson (2005) them with a major challenge. With a suggest that ‘all pairs should coach, career planning and mapping undertake frequent reviews of can be an integral aspect of any the quality of their relationship, organizations strategic planning. starting after a couple of meetings, where one of the key topics is the For example, a five year development plan may outline specific degree of rapport each person feel they have with the other’. Finally, roles and/or increase in specific the RUFDATA model provides a skills within that organization. Working alongside a coach, it would comprehensive tool for evaluation of the proposed coaching programme. be possible to establish the skills and levels of motivation of current What are our Reasons and employees, developing a timeline Purposes for evaluation? These could of activities for each of them or a be planning, managing, learning, recruitment strategy to bridge the developing, accountability. identified gaps. The trained coach would have gone some way towards their own personal development too. Whether the coaching is carried out by an internal or an external coach, it can definitely lead towards very specific areas of improvement. Individual and organizational benefits Honesty and confidentiality are integral aspects of the coaching relationship.
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Feature What will be our Uses of our evaluation?;They might be providing and learning from embodiments of good practice, staff development, strategic planning, PR, provision of data for management control. What will be the Foci for our evaluations? These include the range of activities, aspects, emphasis to be evaluated; they should connect to the priority areas for evaluation. What will be our Data and Evidence for our evaluations? Numerical, qualitative, observational, case accounts. Who will be the Audience for our evaluations? Community of practice, commissioners, yourselves. What will be the Timing for our evaluations? When should evaluation take place, coincidence with decision-making cycles, life cycle of projects? Who should be the Agency conducting the evaluations? Yourselves, external evaluators, combination. Summary ‘If the music changes so does the dance’– Hausa. Ibekwe 1998 Coaching within an environment requires a good skill set which should include flexibility at least. My rhythm will change and will be adapted to the client and to the scenario for which coaching is being sought
Mbeke Waseme is a qualified Leader, Coach, Public Speaker, NLP practitioner and Motivational Writer. She is a dynamic, motivated and innovative educationalist who is positive and proactive when it comes to managing and leading change amongst senior and executive staff. She has over twenty five years experience.
Contact Information email@example.com
Key points • Coaching can be utilised to support organizational development, structure, restructuring and the individuals within them. • The professional coaching relationship is one of mutual consent • Coaching sessions can be carried out by a trained coach • Coaching sessions can support the individual in unraveling what their challenges • A client places their trust in the hand of a coach or a mentor and it is incredibly important that this profesional relationship is not abused in any way. • Coaches use a wide range of tools, activities and resources to support their practice. • For good rapport to take place, good listening and hearing skills need to be in place. • Rapport is central to coaching and how we develop a positive coaching relation is also dependent on how much work the coach has done on themselves. • Honesty and confidentiality are integral aspects of the coaching relationship Coaching sessions can improve performance because the coachee is accountable to their coach
Do you Need a Coach for your business? See the directory page for contact details? To advertise in PM
contact us on • The GROW model may be +233 (0) used to strengthen this process • Finally, the RUFDATA model 302973379 provides a comprehensive tool for evaluation of the proposed coaching. PM - Page 40
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Political Desk Namibia: Opportunities for the Unemployed in 2013 and Beyond By Martin Mwinga, New Era, Namibia
I DEDICATE this article to all those able-bodied men and women who are willing and able to work, but cannot find employment. According to official government statistics, half of all able-bodied Namibians cannot find work and remain unemployed for a long time. Annually many Namibian schoolleavers and graduates after investing large sums of money to further their education with a qualification will join the army of unemployed people and have to depend on relatives and good Samaritans to make ends meet. Did you know that, you the unemployed have become the main priority for government? I have no doubt that government this time is serious and will deliver on its promise of implementing supporting measures and programmes to reduce unemployment. In this article, I will share with you those opportunities that you can take advantage of and what you, the
jobless individual, could do to ensure your voice is heard and you are taken seriously by your government. 2012 Cabinet Reshuffle: The 2012 Cabinet reshuffle announced by His Excellency President Pohamba breathed new life into government and the country, and once again gave hope to many Namibians, and presents many opportunities for citizens, especially you the unemployed.
their personal interests and I am confident that we are going to see action this year and beyond.As I write, my intelligence source tells me that both the ruling party leadership and the new reorganized Cabinet are hard at work to introduce projects and programmes to tackle the high unemployment rate head on.
These opportunities will not come The re-organized Cabinet was given a in the form of handouts, but will be clear mandate to redirect government announced in the form of policy resources to fight and reduce the high measures and programmes. unemployment rate and poverty in the country. For example, government will In addition, the ruling Swapo Party held its congress and passed resolutions intended to deal with the situation of unemployment.
announce a policy that will provide free farming equipment, access to finance without collateral, preferential tender awards to unemployed people, free vocational training for the unemployed, etc.
It is clear that the honeymoon is over, the message was clear, and the The question is, are you ready to take Cabinet reshuffle was a clear message advantage of these new opportunities. our national leaders that they must put the interest of Namibians above PM - Page 42
REPUBLIC GHANA His Excellency JohnOF Dramani Mahama, President of Ghana
Ghana Government Human Resource Development Plan By Winfred Lartey
In the last few years, the Ghanaian economy has accelerated its growth with a GDP growth of 14.39% in 2011 recorded by the World Bank as of 31st of October 2012. On July 1 2011, the country moved from low-income to lower middle-income status, according to World Bank country classifications. As a result Ghana now faces the challenge of adjusting to the new environment in order to benefit from emerging opportunities. However, Ghana is still preparing to face these new developments. Despite the improvements in growth performance in Ghana, the country is still characterised by weak human and institutional capacity in formulating long-term development projects and implementing strategic priorities and
development programmes that adequately addresses the issue of human resource development. The challenges now facing Ghana require the implementation of a long term national development agenda that adequately caters for the development of the right human resources for the 21st century and the development of more realistic job creation strategies and institutional framework for effective utilization of the created human resource capacities. Ghana needs human resources that are equipped with the right skills, knowledge and best practices to become more competitive in the growing global business economy as well as be able to take proper
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advantage of the opportunities that are emerging from the countryâ€™s economic growth to reduce poverty and improve the quality of life for Ghanaians. Ghana recently went through an election and elected His Excellency John Dramani Mahama who was the flag bearer for the National Democratic Congress (NDC) as the Present of Ghana. He succeeded to the Presidency following the death of His Excellency John Atta Mills on 24 July 2012. As the Presidents prepares to deliver on his manifesto we took a look at what the He is offering Ghanaians with his Better Ghana Agenda, mainly
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Political Desk • the introduction of compulsory basic training (CBT) in three trade areas namely welding, electronics and plant engineering. Additionally, the government has also stated that it will actively support the NonFormal Education Division (NFED) and its programmes and carry out the National Literacy Programme with When it comes to primary plus Senior high school, the government is greater urgency and expansion of the aiming at attaining the constructional coverage areas as well as convert the division into an agency and empower objective of a free, compulsory and universal basic education, some of the it to make the necessary interventions measures that they plan to undertaken for life-long education. include: • Eliminating the remaining 60% of When it comes to higher education the government’s plans identified schools under trees. include : • Continuing programme to • Establishing at least 10 new eliminate the shift system from colleges of Education in the the public school system. medium term to be located in • Accelerating ICT education areas not well served currently in bytraining more teachers in the anticipation of the increase subjectarea and by continuing in student numbers on account the free supply of computers to of the increased access to primary and Junior High School (JHS) as well as establishing ICT education programmes. laboratories for cluster of schools. • Upgrading all polytechnics into degree awarding institutions that When it comes to secondary (second cycle education) this element will awards both HND and degrees clusters secondary, vocational and • Continue to make allocations technical education together as from the GetFund for the secondary education. training of faculty members of tertiary institutions The governement plans to progressively introduce free secondary and provide scholarships for the training of critical manpower education with the system of free tuition for all students in senior high needed to drive Ghana’s school. Here the government’s major transformation agenda. policy is aiming for the attainment of overall access to secondary education On employment by 2016. Some of the measures to be When we move on to the government’s working for happiness undertaken include: programme which focuses on the • Aggressively expanding issue of employment; some of the infrastructure key initiatives they plan to undertake • the rehabilitation of science include: resourcecentre. • Implementation of a graduate • Strengthening the computer Business Support Scheme school selection and placement contained in their 2012 budget system. (CSSPS) to place all statement. JHS graduates into second • Continuing support to SME’s to cycle institutions and other ensure they grow to support job skills development programmes creation. including apprenticeship • Establishing a labour information programmes. database to provide regular • Providing facilities for students and reliable data on new job with disability to pursue their opportunities and unemployment academic programmes effectively. numbers and vacancies. In relation to vocational and technical • Enactment of new cooperate Act. Establishment of GHC 10 million training, here they place special focus on the female students and the Youth Jobs and Enterprise Fund to provision of stipends for identified support and encourage young people apprentices some of these include: to become successful entrepreneurs. • Improving the teaching plus learning environment PM - Page 45 focusing on his human resource development agenda for Ghana. On Education When it comes to education in Ghana it is divided into primary, junior high and senior high; following the completion of senior high students then progress to tertiary level.
The Government also aims to strengthen the linkages between tertiary education and Industry as one of its strategies to address the problem of graduate unemployment. This shall involve establishing universities, polytechnics, and industry collaborative programmes to increase opportunities for practical training and internship. They shall also develop the curriculum to meet the skills and human resource demands of industry, create opportunities for work and study as well as ensure that training in entrepreneurship is made a cardinal component of the school system. They also plan to set up job and enterprise centers which will be under the office of the president with the aim to link industry to provide opportunities for intensive internship and mentoring to graduates. The viewpoint These plans should they be fully implemented would be good for Ghana. However, we would have liked to see more in the agenda relating to monitoring, evaluation and continuous improvement of these initiatives once they have been implemented. We would have also liked to see more in relation to quality education, and more details on how they plan to develop the curriculum to meet the demands of industry. We would have also liked some more information on the job and enterprise centers, especially on how they plan to make the link to industry to provide internships and monitoring programmes to students. Employers need graduates that have some practical skills and knowledge at entry level to employ. The issue is as infrastructure is developed so too should the quality of the human resource that educational institutions are churning out into the job market. On the issue of making entrepreneurship part of the school system, again some details on how this would work in practice would have been welcomed, especially whether there would be a link to industry. Our main criticism of the government’s human resource agenda is that we would have liked more on the how they are going to implement the initiatives. But as an agenda it is a start.
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Special Spotlight OML Africa Taking Africa’s Human Resource Management to another level! Occupational Management Limited (OML Africa) is an international management consultancy specialising in Human Resource Management, Recruitment, Assessment and Training. OML has an office in the UK where the company began in 2007. OML opened the Accra office in 2010 (OML Africa) to extend its services to the Africa market.
leadership and operating excellence in our delivery. Our mission is to transform businesses through their people to excel and significantly contribute to the development of Human Resource within Africa.
Your Human Capital is your most expensive asset. Your people are essential to whether your business We have merged our international succeeds or not. For this reason it expertise and experience with our is vital to focus on effective people local knowledge to provide high centred management, which aligns quality and modern Human Resource with core business objectives for the services for the African market. business to be successful. We provide strategic HR services We are a client-focused company that will help your business save time, driven by a deep understanding of the money and get results. We focus on industries we serve; a passion for the sustainable solutions that will improve provision of quality HR, recruitment your bottom-line. We strive to be a and training solutions and an enviable leading voice for HR professionals track record of helping our clients to and people in management across succeed. sectors in Africa as well as support, develop, connect and represent HR We have partners and associates professionals. in Africa, Europe and Latin America with a combined total of over fifty We are known for the quality years of top quality HR knowledge of our content for our HR project and expertise across sectors. We Are deliverables, seminars, training Known For: and conferences. We take time to • making businesses run better by engage with HR leaders and people aligning their people with business in management to find out the issues objectives affecting the industry in Africa. • providing the right solutions to We bring HR leaders and people in impact the bottom line management together to identify • delivering effective training and solutions, share knowledge and best development to managers to increase practice as well as professional work productivity delivering results being ethics and compliance. local HR experts for the sectors we serve in Africa. Our African Associates of HR leaders network (AAHRL) is fast Our vision is to become Africa’s growing with over a 1000 members, leading Human Resource consisting of HR leaders and people Management Consultancy through in management from Ghana and all our services aimed at maximizing over Africa. Much of our success is human potential, exceeding customer based on meeting the objectives that expectations, achieving market we have outlined to
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our clients; we owe it to our clients to provide a clear outline of what constitutes a finished job and to provide a complete report. We also look out for opportunities to make our relationship a better one and also leave a channel of communication open to ou r customers through our service agreement, quality assurance and delivery. This year OML Africa has a big agenda starting with its Annual Human Resource Conference for HR professionals and people in management and the launch of the our New HR management magazine Personnel Messenger at the conference in February 2013. In addition to this OML Africa is looking forward to delivering on its training schedule for both its public and in-company training. We will also be running our HR modernisation programme across sectors in Ghana and Africa wide. Our business schedule also includes our specialist HR projects for our clients. We as a company are passionate about what we do and passionate about significantly contributing to the development of the human resource in Africa through our services and our corporate social responsibility activities. We have provided services to the following companies and organisations through consultancy, recruitment, assessment and training: CCARDESA, Ghana Statistical Service, First Capital Plus, Oasis Capital, Zenith Bank, Inchcape Shipping Ghana, CFAO Ghana, Gambia Ports Authority, Student Partnership Worldwide, IFRTD, PwC Ghana and much more.
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Feature Building HR capability as Africa continues to go global Is your HR fit for purpose? By Anita Wiafe-Asinor
Globalisation of Africa’s economy is compelling organisations to rethink their future strategies. It is now widely recognised that transformation is critical to their survival and growth. Business organisations in Africa, especially private enterprises are experiencing winds of change. For the HR function, this is providing a challenging opportunity for HR to manage the complexities of change, transformation as well as building the capability of the HR. However, issues facing HR in Africa (e.g. managing the cultural difference within the business, attracting and retaining skilled workers, the growing number of Africans repatriating back to Africa, the growing number of multinational companies emerging in Africa) are expected to change dramatically as Africa continues to develop.
area is aligning HR to business. The five R’s therefore, assumes the highest significance in HR strategy. The HR team therefore, needs to get it right from the start when the business strategy is defined for Resourcing, Recruiting the right talent, Retaining the talent, Retraining and Restructuring.
So how does HR build capability? Human Resource Management (HRM) according to Bratton and Gold (2007:7) is “a strategic approach to managing employment relations which emphasises that leveraging people’s capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices”.
The focus is no longer just about recruiting the right person reactively but more on how we are going to plan our workforce well and manage the Therefore, in order to effectively deal performance of our workforce. with all the changes, HR professionals and people managers must develop The challenge on performance competencies management is to create a that will allow them to carry out their performance culture where roles. The African HR professional is opportunities are provided to enhance also faced with a higher demand to performance and where rewarding Competencies such as: develop and manage an international optimum performance becomes a way • Leadership; workforce, maintain written of life within the workplace. • Strategic planning; and unwritten corporate polices • Market knowledge of their transferable to other cultures, keep Training and development is another industry; top management informed of the area. Again, it is not just about • Organizational awareness; costs of not paying attention to the identifying training needs and giving • Self-confidence; transnational issues and provide their the required training. It is foreseeing • Sharing of expertise; services to a variety of locations and anticipating the requirements and • Global and cultural worldwide. developing suitable training so that understanding; the workforce is well-equipped to • Multiple language competencies; Therefore, it is clear that as handle the challenges of the job. • Flexibility; Africa’s economy continues to • Team work; expand it will continue to impact The implications are clear; the • Communication; and HR managers by requiring new HR department can no longer carry on • Change management. skills such as language capabilities with its traditional functions. HR will in order to recruit employees from have to be involved in the whole HR professionals also need to increase other cultures and in order to facilitate organisation in its processes and act as their numerical and data compilation communication among people coming a counsellor and facilitator. skills due to increasing demands from from a wide range of language This is a gigantic challenge for HR to top management for HR departments backgrounds, for example in most face when in most businesses it is to provide specific measurable results multinationals, the preferred language very much an unseen back office that prove effectiveness in their area. is English. department. Management now seeks quantifiable Unlike the past when HR was In the face of such challenges faced results from HR that prove that their considered a functional need by HR managers and people in department is delivering specified providing mainly an administrative management, a question arises as to outcomes based on the objectives and back office support, there is a need the competencies African HR and goals set forth by the organisation. now to view HR as a partner or a people managers require in order to In addition to delivering specific business enabler. One of the constant survive in the changeable phases of measurable developments, HR challenges faced in this globalization. professionals As a result, HR professionals must learn to play a key role in dealing with these changes and must develop specific competencies to support these changes as organisation will continue to rely more and more on HR to facilitate these changes effectively.
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will need to be familiar with and administer employee surveys, and provide accurate data compilation and HR analytics.HR professionals in Africa now, like their colleagues around the world, are forced to be more efficient, more effective and more competitive. They need to respond to the demands of global competitiveness by becoming more familiar with language skills, cultural awareness and diversity promotion.
This means that HR needs to know what it needs to measure and measurement should link to the business outcomes.
Additionally, HR needs to recognise its role in change management by working with line managers to drive change through the organisation. HR Additionally, African HR policies, procedures and systems professionals must be committed to have to be up to date and support the continuous learning, being familiar business needs, culture and growth. with cutting edge communication and developments in the HR profession to enable them to keep them up to date. This means that the HR department has to invest in a good HRMIS By positioning HR as a business (Human Resource Management enabler and engraining the Information System) that can provide organisation on a commercial, rather HR analytics effectively. than a purely functional level, HR will increase the capability to drive Human Resource Management organisational change and deliver on in Africa is changing from being business goals as well as shape the predominately administrative to organisation to be fit for the future becoming more of a partner to the success. business. The question now remains; is your HR department fit for purpose? This means that HR has to build capability both at the individual and organisational level to sustain the business success. Building capability starts with the HR strategy and using data and insights to inform the HR strategy and business decisions. It also requires HR to develop an HR business strategy that aligns metric with the business strategy, as well as redefine HR’s role in the business.
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Key Points • The HR Department needs to align its activities with the needs of the business • HR needs to develop the capacity to lead change • The African HR professional needs to commit more to continuous learning and development to equip themselves well enough to deal with emerging challenges. •
Building capability starts with the HR strategy and using data and insights to inform the HR strategy and business decisions.
Human Resource Management in Africa is changing from being predominately administrative to becoming more of a partner to the business.
Human Resource Manager Our client is seeking an experience HR professional to join the company to manage the Human Resource Department. The ideal candidate shall have a minimum of 5 years experience, a first degree in Human Resource Management and in-depth knowledge of the labour laws of Ghana
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Directory CIMA GHANA Office address: 4th Floor Ayele Building IPS - Attraco Road Madina, Accra Ghana Tel.: +233 (0) 302 503 407 / 263 011 992 Email: email@example.com Web: http://www.cimaglobal.com
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Further Information References Hill, P, Concepts of Coaching – A guide for managers, 2004, ILM How would you define coaching? Coaching at work, Volume 2 Issue 1, January/ February 2007
• Jarvis, J, Lane, D.A and Fillery-Travis., A., The Case for coaching, Making evidence-based decisions on coaching, CIPD, 2006 • Making Coaching Work, Creating a coaching culture, Clutterbuck, D and Megginson, D 2005 • O’Connor, J and Levy, A., Coaching with NLP, Harper Collins (Element), 2004 • The Solutions Focus – Making Coaching and Change SIMPLE, Jackson, P Z, McKergow, M., Second edition,2007 • Transformissional Coaching, Ogne S and Roehl, TB&H Publishing group, 2008,
In the Next Edition Issue: 002/2013 Date of publication: April 2013 Closing date for advertising orders: 15th March 2013 Closing date for printing material: 22nd March 2013 Theme: Performance Management Topics include: • Appraisal processes • Managing Poor & Good performers • Performance measures • Talent management & Succession planning • Recruitment, Selection & Assessment • Balance Scorecard Advertorial: PM systems and dashboards Overview of Providers: HR role in performance management.
Turner, E, Get it together, Coaching at work.
• Wagstaff,D, Does Curiosity kill the chat? Coaching at work, Vol3 Issue 6, November/December 2008, CIPD. • Weeks, S, Under Pressure-Stress Management, Edge, December/ January 2009-2010. • Beer, Michael, et al (1985) Managing Human Assets: The Groundbreaking Harvard business School program. New York: Free Press. • Fombrun, Charles, Noel M. Tichy & M.A. Devannu (1984) Strategic Human resource management. New York: John Wiley. • Johnson & Scholes (2009) Business Strategy.Tutor 2u resources Business Blog. www.tuto2u.net. • Susan M. Healthfield (2009) Make strategic • Planning implementation work. Humanresources. about.com No. 1 H U M A N R E S O U R C E M A G A Z I N E I N A F R I C A
Apr - May 2012 | GH₵ 6.00
USING THE BALANCE SCORECARD TO
MANAGE PERFORMANCE MANAGING POOR AND GOOD PERFORMANCE
LAW CONTRACT BREACHE
TALENT OR LIABILITY MANAGEMENT?
LAW AT WORK Don’t gamble with the labor laws. Stay out of trouble by knowing the labor laws of the country you operate. Read the latest labor law news across Africa inside this issue!
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WHERE WE LEAD, others follow. Management Accountants lead businesses to success CIMA is the first and only global professional body for Chartered Management Accountants. Their roles in organisations put them at the heart of business. By helping people and businesses to succeed, CIMA is recognised globally as the most relevant financial qualification for business today. CIMA professionals hold senior positions across the globe, with CIMA students and members employed in 98 of the top 100 best global brands*. 195 000 members and students, in 176 countries worldwide, putting us right out in front. *Based on Interbrands’ 2011 ranking of the top 100 best global brands.
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