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Social media screening: What happens in cyberspace never goes away
Dr Thabo Mashongoane, MQA CEO proves that transformative leadership delivers results
The missing link in leadership: gender equality
Tattoos: expressive or career limiting?
HUMAN RESOURCES VICE PRESIDENT, THE COCA-COLA COMPANY, AFRICA’S
BELIEVES IN ENHANCING PEOPLE TO IMPROVE EMPLOYABILITY
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The Institute of People Management (IPM)
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Dr Jerry Gule
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Sibongile Gura
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It might just be me but it feels as though year end fatigue took an earlier plane or maybe its the realisation that we are nearly half way through 2023. Putting this issue together was a bit of a challenge as well as a wake up call. The common thread amongst the HR professionals I engaged with made me realise that more purpose-driven organisations are needed.
On top of that, we also need leaders who care about employee wellness as well as HR professionals who are invested in creating positive workforce ecosystems. One such leader is Coca-Cola Africa’s Human Resources Vice President Shalini Bhateja, who shared her HR journey and Coca-Cola’s innovative initiatives, and commendable workplace culture. All their hard work resulted in Coca-Cola being certified as a Top Employer in the Food and Beverage category by the Top Employers Institute.
Furthermore, as a community we need to start caring about our people and effectively implement measures that make sure that those in power deliver. We also need to accept that the hybrid work environment is our new reality and to be successful, effective remote and hybrid work strategies are needed. As we navigate the second quarter of 2023 let’s take a moment and stop and reset, review our policies, and adapt to the changes happening within the industry.
As leaders and managers lets prioritise skills development and upskill ourselves but more importantly when it comes to diversity and inclusion (D&I) lets truly be the change we want to see within our organisation. D&I can no longer just be a buzzword. On the topic of transformative leadership I was fortunate enough to interview MQA’s CEO Dr Thabo Mashongoane who uses his leadership style to get the best out of his employees.
HR is a people centric industry, this means that the buck starts and ends with HR professionals. The industry is changing at the same rate as the employees entering the workforce and they are questioning and challenging the traditional way of work. Rather be prepared by creating policies that make employees feel valued, safe and heard especially when it comes to addressing violence and sexual harassment or even mental health issues in the workplace, at work events, and even at home. Empathy needs to be a starting point when dealing with employees. Fortunately, Dr Sarah Cumbers, Director of Evidence and Insight at Llyd’s Register foundation unpacks the effect violence and harassment has on employees and productivity.
I hope as we enter the second quarter of 2023, we stop, think, and be kind to each other.
Last but not least, don’t forget to book your seat for the upcoming 67th IPM Annual Convention and Exhibition. The early bird tickets are available, and you can take advantage of the discounts by emailing lavern@ipm.co.za/patricia@ipm.co.za for assistance.
You can’t afford to miss it. Save the date: 19 - 23 November 2023
From us to you
Ms Gura
Shalini Bhateja, Human Resources Vice President, Coca-Cola Africa, believes that Human Resources professionals have an opportunity to impact people and the business. She says, “I believe that leaders manage people and people manage results,
hence why I feel HR is a vital business function that adds value to the business and people’s lives.”
Bhateja has enjoyed a unique career path. One that is about learning from the people around her. “I find inspiration in the small actions and changes that accumulate
and ultimately lead to massive differences,” she explains.
She was an engineer who started in sales and then moved on to marketing and strategy, and 13 years ago, she transitioned to Human Resources.
“I would say that I was drawn to this function because it is people-centric, and therefore plays a unique role in the business,” she admits.
Her love for employee development explains why her work ethic is based on committing to her work because she is also a strong believer in focusing on progress over perfection. This and her business acumen, unique career journey, her ability to listen, and willingness to continuously learn makes her an asset to any organisation.
Those who have been fortunate enough to work with her value that she is a firm believer in giving and receiving feedback, more importantly, she can partner, listen and effectively collaborate.
With an ever-changing landscape, HR professionals need to be agile and adapt to change. Shalini suggests that successful HR professionals need to have curiosity, business acumen or an understanding of how the business works, listening skills, empathy, and be unapologetic when it comes to prioritisation.
These characteristics will come in handy with the changes the fraternity will see over the next 24 months. Shalini predicts that employees will look for a match between their values and the organisation’s. Notably, businesses must work hard to continuously and positively impact the communities in which they work.
“Another key focus is enhancing the employability of their people. Ensuring employees are continuously developing new and relevant skills will add value to a business, whether
it is the business they work in now or a new opportunity,” she cites.
Sadly Covid-19 has impacted how (and where) work is done and viewed. “Employee well-being and the organisation’s role in that is critical. Whether it is physical, mental, financial, or spiritual, as an organisation, we need to focus on that. Another implication is that since employees and especially the new workforce is aware of the environment and their well-being, we need to plan from a talent perspective that people may leave for absolutely different reasons (not just better opportunities). Therefore, to retain good talent, we must be flexible with our policies and adopt an agile and personalised approach,” she adds.
Despite all these changes within the HR space, she enjoys coaching. She affirms, “It’s one of my favorite aspects of HR. I enjoy coaching leaders about their careers, leadership styles, and their impact.”
She is all about impact, and how HR impacts things. Bhateja mentions that there is a simple equationpeople create the magic and grow the business. HR impacts those same people. Simple enough! In essence, HR provides the right environment for the top-performing team to thrive and by extension, ensures that the business thrives too.
She is using her role and expertise to improve the HR fraternity. “I think there is room for improvement. At the moment, the HR Fraternity gatherings are ad-hoc at events and conferences. When they do happen, they are magical. We debate and share best practices which results in us learning new approaches.
We can be more intentional about creating partnerships and learning opportunities with colleagues from different companies.” She acknowledges, “when I was in Asia, we experimented with the market in China. It was a great learning experience. The SA market is facing similar issues, and HR functions should collaborate more.”
Finding the right people is imperative. Coca-Cola’s focus is on diversity and inclusion. It’s committed to ensuring that by 2030, the organisation will be led by 50% women. At the Africa Operating Unit, over 50% of
If we want a seat at the table, we need to show intent and demonstrate our value.
its extended leadership team are female talent. This is one example of a holistic approach that covers recruitment, sponsorship, and career development which is critical for professionals.
Coca-Cola’s recruiting strategy fits into its corporate culture. Bhateja stresses that culture is very critical, and Coca-Cola has seen in the past that sometimes people’s skills are exemplary, but they don’t fit in or relate to the culture and hence are not successful. “It is important to delve deeper into this aspect at the interview stage and ensure alignment on all levels. We do this in every interviewwe focus on our respective values to ensure synergy and fit,” she affirms.
The organisation is also known for celebrating its talent. “As an organisation, we are focused on listening to our associates. Our listening strategy is rigorous. We have a pulse survey every quarter and a full culture and engagement survey
every year. We take the outcomes of these surveys very seriously. One element that we ask our associates is their opinion on how the organisation enables their career and growth, as well as their feedback on the diverse and inclusive culture that we are committed to building,” she adds. This initiative has resulted in engagement scores going up by 10 points over the last 24 months.
It’s impressive that Coca-Cola doesn’t believe in limiting learning, and personal growth. Shalini agrees that this is an important element that motivates employees in their increasing employability.
She mentions that these skills will make the employees desirable and competitive in the job market. “Whenever anyone consults me before they consider a new opportunity, I advise that if this role enhances their employability within and outside the company, then they should consider it. I feel that as
leaders, our key role is to make sure our employees are learning and giving their best self, whether this is within Coca-Cola or beyond.”
An important thing about the HR landscape is that there are things HR professionals need to unlearn.
To grow the industry, Bhateja says, “We can start by learning how to unlearn, then ensure we ask the right questions even if it means not following a policy that was put in place decades ago. We need to listen more and work hand-in-hand with our leaders to find solutions, and ultimately, as HR, we should not think that we are a back-office that is engaged once the project is about to be concluded. If we want a seat at the table, we need to show intent and demonstrate our value.”
This mentality has resulted in CocaCola Africa being certified by the Top Employers Institute as a Top Employer in the Food and Beverage category recently.
especially career prospects for people that previously never experienced such opportunities. We have more black CEOs, and women have greater opportunities to advance in careers previously reserved for males or other race groups.”
A notable change is instantaneous communication as a result of technological advancements. “We are approaching the fifth industrial revolution, even though we are yet to acclimatise to the advancements of the fourth industrial revolution. There is a host of communication channels that previously were not thought of. This includes every worker having access to a computer or even a laptop, advanced software packages that organisations use, employee engagement applications, artificial intelligence, virtual and augmented reality, social media, and various technologies that have not only advanced the way we do things, but that has encouraged greater accessibility to opportunities that we never thought existed before, he adds.
As the Chief Executive Officer (CEO) of the Mining Qualifications Authority (MQA) after joining it in 2021 along with being the Chief Operations Officer (COO) of the Sector Education and Training Authority (SETA), Dr Mashongoane is responsible for the administration of skills development within the mining and minerals sector.
With a world of experience that started in the 1980s
Dr Thabo Shadrack
Mashongoane has seen many workplace changes. He says,
“there have been many changes since the 1980s and more after 1994. There are greater educational opportunities for young people, particularly young black individuals,
Leading such an organisation requires a strong work ethic and fortunately, he is goal orientated and driven by his passion for community development. He explains. “I aspire
to always build a formidable team that is effective and watchful of their deliverables. I believe that working relations should be further enhanced with prompt and timeous communication.”
As a community builder, he is inspired by seeing people develop and get somewhere. “My philosophy in life is that if I can influence one person, and we influence the rest of the people, then we will have a better community and nation. I am a person who gives people a chance to have their say, and I listen to what they say, and I am willing to interact with that individual to understand where they come from, he emphasises. Even though his views come from a democratic leadership kind of view, for him, it’s about giving each other a chance, understanding one another’s issues, and more importantly, having effective communicators who are prompt communicators on several issues. “We need to be responsive and effective in taking the message out to the people, in that way, I believe we will make an impact in the community in a positive way by including them in their personal development,” he adds.
We need forward-thinking leaders with effective leadership styles. Dr Mashongoane sees himself as an intentional leader. He explains that ideologically, he is a democratic leader whose decisions are informed by contextual issues while clinging to the vision. This leadership style results in consciously adopting a situational leadership slant in
addressing matters. However, are leadership and transformation being prioritised within the public sector?
Dr Mashongoane says, “Absolutely! Effective leadership contributes to the transformation of peoples’ lives, and as a result, should be prioritised. As a leader, my greatest strategy is deriving value from every individual, irrespective of their position or their level. People are appointed because of their skills, knowledge, and capacity, but then, there could be some setbacks in their lives that result in them not contributing towards what they were employed for. Therefore, for me, it is about changing those perceptions and misunderstandings and ensuring that we work together, respecting each other, and understanding that as much as we may be having parameters for individual work, at the end of the day, we still have to work as a team to take organisations to greater heights. It is in that way that I use my leadership style in transforming the mindsets of my employees and ultimately, they impact the lives of all South Africans positively.”
He does admit though that there is a need for proper talent management strategies. “It is important that organisations intentionally develop strategies to attract the talent that will contribute to the goals of their organisations. With the right talent, organisations perform better, and innovation begins to drive the success of the organisation. This talent also begins to serve the organisation as mentors, trainers, and role models for
others in their companies,” he points out.
A true leader recognises that skills audits are a valuable tool to determine if an employee still possesses the necessary skills for their role and perhaps identify previously unidentified skills that can qualify an employee for a better-suited position. As the MQA, Dr Mashongoane encourages organisations to conduct skills audits to ensure the skills of their employees are current and fit for purpose for the role that they occupy.
This move will assist in bridging the talent gap within the sector. As large as the mining and minerals sector is, as well as the fact that it is one of the sectors where there is an ageing workforce as well as a general shortage of skills, particularly technical skills, Dr Mashongoane says that he has great optimism that at grass route level, more can to be done to ensure that more younger learners pursue subjects like mathematics and science so that they can move into technical environments such as the mining and minerals sector.
“Many young people focus on the softer skills as they believe it is an easier route,” he adds “Employers then need to make opportunities available so that they attract a younger more skilled workforce into these non-traditional labour pools. Ongoing training must be a way of life where employers collaborate with institutions such as the MQA, and institutions of higher learning, to enable them to improve graduate employability. One of the key issues that we grapple with at the MQA is
I use my leadership style in transforming the mindsets of my employees and ultimately, they impact the lives of all South Africans positively.
finding workspaces that will provide the necessary experience for young people. I do believe that as a country we need to reinforce the value of continuous learning for us to compete globally.”
Is enough being done to develop skills within the SETAs?
It might be a biased response, but Dr Mashongoane says as an individual that has been involved with SETAs for some time, as part of the NSA where he was the CEO, and now the MQA, he would say that SETAs are doing their level best to ensure that young people receive opportunities that they previously would not have been exposed to. “Alone, SETAs cannot do enough, however, with all the role players and the various partners that work with the SETAs on a day-to-day basis SETAs have the potential to make a difference and contribute to the alleviation of poverty, inequality, and unemployment that plagues our society. Together we can do more,” he elaborates.
With that said the MQA is responsive to the needs of the mining and minerals sector. This is informed by the sector skills plans as well as the training trends. By being responsive, it aims to identify and deliver against the National Skills Development Plan (NSDP) 2030 objectives, the Emergency Response and Recovery Plan Skills Strategy (ERRPSS) interventions, and also address the fourth industrial revolution (4IR) and digitisation of skills needs for the sector. Its working relations with the sector are further enhanced with prompt and timeous communication by the MQA team. Stakeholder engagements have been strengthened with an effective communication strategy.
equality within the mining sector?
It’s not surprising that the mining
sector is one of those sectors where the industry struggles to attract women however, with the various programmes that have been introduced focusing on women there are greater opportunities for women.
Some programmes have been introduced by the MQA that will focus more on attracting women. The mining sector is also placing increased focus on making sure that the conditions within mines are looked into, as they have realised that diversity can be the sector’s strength.
The mining sector also has organisations like the Women in Mining South Africa (WIMSA) organisation where concerted efforts are ensured to partner with the sector and address some of the key challenges that women face in the course of their work in the sector. Women in the sector are already making a difference and we are sure that going forward, the sector will attract more women. Aspiring women that have a passion for technical skills, need to engage with other women already in the mines and identify them as role models so they too, can benefit from fruitful and enjoyable careers within the sector.
When it comes to implementing, monitoring, and evaluating the Occupational Qualifications development the MQA focuses on fit-for-purpose qualifications by identifying the skills shortages that exist. This is identified through our various activities such as employers submitting workplace skills plans and annual training reports which culminate into a sector skills plan that serves as a comprehensive document that outlines the skills demand and supply resulting in the skills gaps that exist in the sector. These skills gaps then inform the development of Professional, Vocational, Technical, and Academic Learning (PIVOTAL) programmes and interventions that will address
the skills needs. The appropriate qualifications are then put in place to meet these needs.
“We also have structures where we have subject matter experts that advise the sector, as well as a research function that assists in ensuring that qualifications developed meet the needs of sector stakeholders. Skills audits are another tool, “ he adds.
“Lastly, as the MQA we have a monitoring and evaluation function as we need to track our efforts, verify that our stakeholders are meeting the expectations of our stakeholders, and determine the impact of the MQA as well as the return on investment. Without this, we will be unable to trace our efforts and the difference that we are making in the sector,” he concludes.
The MQA is fortunate to have Dr Mashongoane at its helm. His career achievement since the 1980s has paved the way to where he is today. It’s the world of experience that spans various industries’ experiences and lessons learned. He has held numerous positions such as the head of the division responsible for 16 different trades, senior management, a manager for a cluster of colleges for various portfolios such as student support services, human resources, linkages to industry, and learnerships, and later as the deputy CEO responsible for academic programmes. Each leadership position he has held, whether it was at the Further Education and Training (FET) institution now renamed as Technical, Vocational, Education and Training (TVET) colleges, the Department of Labour or the Department of Higher Education and Training, the National Skills Authority (NSA), and now the MQA, history and time have equipped him to lead with heart.
Despite women being better educated than ever before, more women entering the workforce and bringing invaluable skills and perspectives to the workplace, they continue to be underrepresented in positions of authority across the globe.
This is not only an issue of equity but also of lost potential as research has shown that diverse teams make better decisions and are more innovative. So, why does this leadership inequality persist? And what can we do to address it? Let’s explore the lack of female leaders in positions of power and the changes that are needed to better accommodate them.
Today, women account for around 30% of all leadership positions. While it is inspiring to see the strides we’ve made, progress has been extremely slow. And the reality is that in many sectors, the glass ceiling is still lodged in place.
The further up the ladder you go, the fewer women you see. Mercer’s 2020 analysis of over 1,100 global organisations revealed a leaky pipeline for women in leadership positions:
• Executives: 23%
• Senior managers: 29%
• Managers: 37%
• Professionals: 42%
• Support staff: 47%
Leadership inequality is not due to a lack of qualified candidates. Women are graduating at higher rates than men and are entering the workforce in larger numbers. However, they face significant barriers in their path to leadership roles, including unconscious bias, lack of mentorship opportunities, and difficulty in balancing work and family responsibilities.
The lack of gender diversity in leadership roles is highlighted by PwC South Africa’s 2022 executive directors’ report, which found that only 15% of the JSE executive population, including CEOs and CFOs, is female. This data is a stark reminder that while progress has been made, there is still much work to be done. However, there is hope. Africa is leading the charge when it comes to female leadership representation, with Grant Thornton’s “Women in Business 2021” report indicating that the percentage of female leadership in Africa increased from 29% in 2017 to 39% in 2021. This upward trend suggests that by prioritising diversity and inclusion, organisations can create more opportunities for women to excel in leadership roles and help close the gender gap.
To address the gender gap in leadership, we need to create a culture of inclusivity that accommodates women and supports their leadership aspirations. Here’s how:
• Flexible work arrangements: Many women face significant challenges balancing work and family. Employers should offer flexible work arrangements, such as remote work, flexible schedules, and part-time work. This can help women better manage their time and reduce stress, allowing them to focus on their careers and their families.
• Equal pay and benefits: The gender pay gap is a persistent problem as women are often paid less than men for the same job, which can create financial barriers to their leadership aspirations. Employers should ensure that women are paid fairly and have access to the same benefits as men. This creates a level playing field and empowers women to pursue leadership positions.
• Mentorship and sponsorship: Mentorship and sponsorship are critical components of leadership development, particularly for women. Employers should provide these opportunities to women, particularly those from underrepresented groups. This can help women build their networks, develop their skills, and gain visibility within their organisations.
• Inclusive policies and practices: Employers should adopt inclusive policies and practices that promote gender balance in leadership. This can include setting diversity targets, implementing diversity and inclusion metrics, and tracking progress over time.
In recent years, we’ve seen a surge of initiatives aimed at promoting inclusion and gender diversity in the workplace. While these efforts are certainly steps in the right direction, they are not enough. The real key to achieving true equality lies with the leaders of an organisation.
Leaders have set the standard for the types of behaviours they want their employees to adopt. They need to actively demonstrate and promote gender equality in their actions and attitudes and provide their employees with the skills and feedback necessary to practise equality as part of their day-to-day job.
HR departments responsible for hiring, promoting, and developing talent, can use this power to create more opportunities for women and other underrepresented groups. By developing policies and procedures that promote gender equality, they can create a culture that supports women’s career advancement.
HR professionals can collaborate with hiring managers to develop recruitment strategies that attract and retain a diverse pool of candidates. A diverse workforce brings fresh perspectives and ideas to the table, which can be key to driving innovation and success in any organisation.
Today, women account for around 30% of all leadership positions.
Social media has become a useful tool for potential employers. It offers valuable insights into the public and online personality of a candidate and can be gleaned from past and current behavior that is shared on a public platform.
A recent global study found that 67% of employers screen job candidates through social networks, which could give a candidate a leg up - but could also disqualify them from a dream job.
However, social media platform users need to be wary of the content they share on various platforms. Especially what they consider acceptable but more importantly, they should secure their privacy.
Just as those in the talent placement industry understand each platform’s privacy settings, individuals should undertake their social media audit periodically. Everyone with a mobile phone is effectively a “citizen journalist” and will often share information about themselves or colleagues that would not be widely known were it not for social media.
Social media users should review their posts before clicking “send” to determine whether their online communications could pose a reputational risk to themselves and their current or future potential employers. They need to remember that topics that include politics, race, gender, religion, and more can be easily misinterpreted. In particular, a post can be offensive or insulting by implication.
These may well be career-limiting posts, especially when they fall foul of laws and civil decency, whether by mistake or design.
According to social media laws in South Africa, individuals who contravene certain laws could face jail time and penalties. Not only can hate speech, libel, and slander lead to serious legal trouble, it highlights characteristics no decent person or company wants to be associated with.
For this reason, users are urged to keep their company details off their private profiles to reduce the possibility of reputational damage for employers.
Nobody can guarantee that a colleague or angry neighbour hasn’t posted something to social media that could sully a reputation, and candidates get this opportunity to speak up. Screening can also be positive, such as where the public can see someone’s hobbies, volunteer work, sports, community leadership, and general positive lifestyle.
Where executive search and leadership consulting firms can and do use social media screening - usually through professional companies or software - it’s done primarily to get an overview of a candidate.
Permission to screen a candidate is requested and the candidate signs acknowledgment and indemnity before their details are submitted for verification. This also ensures laws governing the process, including the Protection of Personal Information Act (POPIA), are complied with.
Placing an executive in a C-suite position is a time-consuming and
costly process, and a firm-but-fair look at social media activities is just one small part of a bigger process. As executive search consultants, we give our clients enough data points to make a very informed decision about a candidate. Between the interviews, references, and screening, the overall view of a candidate is comprehensive.
In signing an indemnity, an individual gets an opportunity to note anything that may come up while conducting searches across all data points, not only social media, such as a police record for something as innocuous as a traffic fine.
An important part of screening is determining whether someone’s claimed qualifications are legitimate. University or college data will quickly flag someone who may be claiming a degree that doesn’t exist. According to the law, this constitutes fraud and is a chargeable offence.
Social media is also likely to be the place where someone’s involvement in propaganda, rioting, and even job losses due to the posting of hate
speech are noted and shared widely.
Not everything that causes issues for people is a huge offence – some behaviors that seem innocuous could make a potential employer think twice, though. People may make character judgments based on a picture, and even a private email to colleagues read by more than two people may legally deem you a publisher. Today, digital communications with an electronic signature constitute legal documents.
Even while perfectly sober, jokingly behaving in a “drunk and disorderly” fashion could go viral, and no amount of explaining will get people to see the truth. Note that - regardless of your age and work status – once this has reached the various corners of cyberspace, it is likely to be there forever. Removing published posts is a difficult and costly process so prevention, as usual, beats cure.
Be careful out there – where “a picture is worth a thousand words” used to mean we could rely on the validity of a photograph, our digital age can see your picture manipulated and published entirely out of context... and your dream job drifting away.
Social media platform users need to be weary about the type of content they share on various platforms.
Then something like full tattoo sleeves could be perceived as unprofessional and detrimental to your company’s perceived credibility.
This is where it gets tricky because people with tattoos often face discrimination. Some have been dismissed, had their roles changed, and struggled to get a promotionbasically, they’ve been judged based on their ink.
This discrimination is often fuelled by misconceptions such as when the Minister of Police Bheki Cele suggested that people with tattoos couldn’t get jobs in the police force because they are more likely to be gangsters, or have gangster tendencies.
It’s bad enough that the protection of an employee’s right to have a tattoo and to protect them against discrimination or unfair judgment is not clearly mandated in the Constitution or the Employment Equity Act, but the courts tend to rule in favor of the employee over the company.
Tattoo discrimination is a real problem in South African organisations, but do organisations have an inkpot to stand on?
Appearance in the workplace is important, but this depends on the industry and company culture. It could also have no/low importance to one employer or be viewed as
very important. Unfortunately, some older companies are still stuck in their ways and adhere strictly to a dress code and what they perceive to be an appropriate appearance.
In some industries, it’s justified, for example, if you are in a corporate environment and public-facing, or frequently meet with clients as a representative of your company.
There are, as with all things in labour law, exceptional circumstances that can influence whether or not a court will rule in the company’s favour. As a rule, tattoos fall under the jurisdiction of freedom of expression. Some companies, of course, don’t mind at all if a person is covered in tattoos, but others may find this to be unacceptable
in light of the kind of work that the person does. We should bear in mind that there are still old perceptions influencing how customers and patients feel about tattoos and those who wear them.
The Employment Equity Act makes room for freedom of expression. People are protected when it comes to expressing themselves and how they use their bodies – it is also a Constitutional right. So, if an employer impedes that right, then they are actively discriminating against you. However, there is a balance in this situation where, as an employee, you have to act in good faith toward your employer.
So what about someone looking for a job? Applicants need to remember that when applying for a visible role in a company or perhaps a traditionally professionallooking role, having tattoos could realistically limit the chances of getting the role or keeping it. However, if your tattoos can be covered during working hours, there is no reason why a person can’t take on such roles even if they are inked all over. If customers can’t see the tattoos, then it’s absolutely fine. This understanding is reflected in a lot of company rules – they often say that they are fine with tattoos as long as they’re not too visible.
A simple solution is to wear a long-sleeved shirt, jacket or long pants to hide tattoos on your arms and legs and avoid getting tattoos on your face and neck unless they are religious or tribal. The other side of this equation is that even though
there are preconceived ideas about tattoos in the workplace, these can work in an organisation’s favour. The head of creative who walks into the room with tattoos all over is immediately validated as a true creative.
The truth is that appearance doesn’t affect work performance, but there might be an odd case where a sale is lost because a client took issue with the sales rep’s tattoos/piercings, but this is highly unlikely and rare.
Does appearance play a role in work ethics? The only place where ethics and appearance intersect is where actions are taken based on impressions formed due to appearance. It would be unethical to not appoint a person because he/ she could be disruptive based on his/her tattoos.
Although there are no laws for or against tattoos in the workplace, some employers often discriminate against potential employees based on their tattoos. In this case, it would be appropriate to enforce specific appearance standards, but in most cases, discrimination is subjective and based on opinions of individuals.
Nonetheless, job applicants can do something to prevent this or act against discrimination. If they are unsuccessful in their applications and believe it was based on their tattoos and that appearance wouldn’t be relevant in the specific vacancy, the applicant would then
have recourse to lodge a dispute with the CCMA.
The employee/applicant is protected under the Employment Equity Act against unfair discrimination, there are several listed grounds for unfair discrimination such as race, religion, gender, etc. but in the most recent amendment the act was amended to include “or any other arbitrary reason” and tattoos would fall under the arbitrary reason, unless you are told or it’s mentioned in the company’s dress code.
To navigate this usually grey area, HR has to play the middleman, balancing the company’s needs vs the employee’s needs in an attempt to reach a middle ground between the two while ensuring all outcomes are fair. In the case of tattoos, HR should consider the merits of the company’s dress code, the business reasoning behind the dress code, and any adverse effects of allowing tattoos.
In general, employees are allowed to have tattoos but try to keep them within reasonable limits within the office and aligned with how your organisation manages its dress code and customer meetings. If you are fired for having a tattoo, you have a strong foundation from which to fight the ruling thanks to the Constitution, but, as with anything, within realistic boundaries.
Tattoos shouldn’t limit your career growth, but there are still instances where it could.
Full tattoo sleeves could be perceived as unprofessional and detrimental to your company’s perceived credibility.
Aglobal safety charity is calling for reform of workplace policies after its research uncovered that a fifth of people worldwide (21%) experienced at least one form of violence and harassment in the workplace during their working lifetime.
More worryingly, it also found that a majority of those who had experienced violence and harassment at work had experienced it multiple times – 61% in instances of psychological harassment and 56% and 52% respectively for physical or sexual violence and harassment, highlighting a need for
a zero-tolerance approach.
The data features in a new report – Safe at Work? Global experiences of violence and harassment – which is based on the 2021 Lloyd’s Register Foundation World Risk Poll, powered by Gallup. 125,000 people across 121 countries were polled about their experiences of workplace
harassment and violence, as well as the nature and frequency of it.
The report also found that, at a global level, men were fractionally more likely to report the experience of workplace violence and harassment than women (22% vs 20%), even though its nature varies between the sexes. While psychological harassment was the most common form experienced by both men and women, it found that for a third of women (33%) who had experienced violence or harassment, there was a sexual element (compared with 15% of men).
The survey found that in men, the second most common experience was a combination of psychological and physical violence and harassment (accounting for 20% or one in five male experiences). Women’s second most common experience was sexual violence and harassment.
Several subgroups were highlighted by the poll as being more vulnerable, further demonstrating a need for inclusive workplace policies. Three in ten (30%) migrant women said they had experienced some form of violence and harassment at work, compared with two in five women (21%) working in their country of birth. This also affected the likelihood of reporting the incident. Overall, 61.1% of native-born women told someone about their experience of violence and harassment –compared to 56.5% of foreign-born women.
More broadly, the report
identified that those who had experienced discrimination were at heightened risk. As such, almost two in five people globally (39%) who had experienced any form of discrimination – such as gender, ethnicity, or disability-based – said they had also experienced violence and harassment at work, compared to 16% of those who had not experienced discrimination.
This is the first time we have had global, comparable data on violence and harassment at work, and the resulting figures are daunting. The situation looks even worse when we delve deeper into the data to look at the experiences of some more vulnerable groups – such as migrant women and those who have experienced discrimination.
From the Word Risk Poll data, we can also see that many people haven’t told anyone about their experiences – for instance, because reporting procedures were often unclear, or because they felt action wouldn’t be taken. That’s why employers must establish and communicate robust anti-violence and harassment policies and build workplace environments where employees feel comfortable coming forward with the knowledge that something will be done about it.
The research found a majority of those who experienced violence and harassment at work will experience it again, emphasising the importance of early intervention and not dismissing incidents as ‘one-offs.’ We hope the report will encourage lawmakers around the world to strengthen legal frameworks, and companies to re-
evaluate their culture, policies, and processes.
Given the widespread prevalence of workplace violence and harassment, it could happen to anyone. The data from the World Risk Poll does identify several correlations that suggest people could be more at risk:
• Those who have experienced other forms of discrimination, for example, based on ethnicity, skin colour, gender, religion, or disability.
• Migrant women.
• Women with tertiary education – the figures are interesting and could be impacted by education making people more likely to recognise their experiences as harassment and report it. On the other hand, there is a possibility that as these women progress into more senior positions, they are exposed to prejudice and harassment in traditionally maledominated environments. Unfortunately, there are also risk factors in terms of the workplace itself that may make violence and harassment more likely to occur, such as:
• Unclear reporting processes.
• A lack of significant visible action and consequences from the employer when things are reported.
Sadly, both of these workplace risk factors are reasons people don’t report their experiences of violence and harassment, which further contribute to an environment where it is seen as easier to get away with it and thus more likely to occur. Fortunately, something can be
The research found a majority of those who experienced violence and harassment at work will experience it again.
done. Implementing a code of conduct for workplace violence and harassment is a step in the right direction. Regulations, laws, and codes of conduct may differ from country to country, and HR professionals should ensure they understand those in their jurisdiction. Regardless, HR teams should aim to go above and beyond the law and act in line with the definitions and call to action of the International Labour Organisation’s (ILO) Violence and Harassment Convention, 2019 (known as C190).
The World Risk Poll data suggests that a permissive environment could be a key factor – for example, confusion around where or how to report the issue or where there are no consequences. Despite this, there are ways to avoid or limit workplace violence and harassment. The World Risk Poll data found these three findings:
• Reporting processes are clear and proactively communicated to employees, especially those in more vulnerable groups.
• Ensure there are significant and visible consequences when incidents are reported,
• Intervene early, rather than dismissing incidents as isolated –the data suggests the issue is likely to recur if ignored. Violence and harassment in the workplace can have terrible effects, including a negative impact on the health and well-being of those who experience it. Also, it is highly likely to harm the workplace and the workforce, particularly if no action is taken. Here, the trust between colleagues and senior management is undermined, having a longerterm impact on productivity,
staff turnover, recruitment, and organisational reputation.
Employers need to equip themselves with tools to help deal with the workplace violence and harassment crisis. Understanding the forms of violence and harassment in the workplace, referring to the ILO Violence and Harassment Convention, 2019 (C190), and communicating these to team members is a crucial first step. They should use the World Risk Poll data to understand local trends and know where to focus their efforts to take informed action.
They can take it a step further and work with HR professionals to prepare for workplace violence and harassment cases if they arise. Employers and HR professionals must understand the three forms of workplace violence and harassment – physical, psychological, and sexual – outlined in the ILO Violence and Harassment Convention, 2019 (C190). The information must be communicated to and understood by all colleagues, through training and official policies. The reporting processes must be clear and functional, with all allegations taken seriously with appropriate consequences.
The numbers don’t lie HR professionals have a role to play in minimizing workplace violence and harassment. They can use the World Risk Poll data to understand the problem so they can take action accordingly.
It’s time to reassess policies. The data from the World Risk Poll shows that violence and harassment is an endemic problem globally. HR professionals must regularly review their policies to ensure they are fit for purpose, taking into account
physical, psychological, and sexual forms. The Poll data can also assist their reassessment by showing which forms of violence and harassment are being experienced by which people in their country, to help them target their interventions.
For example, at a global level, men were fractionally more likely to report the experience of workplace violence and harassment than women (22% vs 20%), though its nature varies between the sexes.
The World Risk Poll data shows us that experiences of violence and harassment differ between men and women. Both men and women experience psychological harassment most often, however, while the second most common experience among men is a combination of psychological and physical violence. For women, it is sexual violence and harassment. The picture also varies between global regions – while in Europe and North America, women are more likely to say they have experienced violence and harassment at work, in all African regions it is the reverse, with men more likely than women to say they have experienced it.
The World Risk Poll shows that demographic factors impact global risk and safety issues. Men and women, and different subgroups of men and women, often have different risk experiences. While the poll isn’t designed to help us understand why, the fact that we can understand these differences at a granular level can help specific, focused action to be taken.
Workplace violence and harassment need to be prioritised. Effective policies are needed, and more importantly, those in power should have the conviction to see them enforced.
their business success.
The 2023 data from Prosperity for All:
• 42% of Fortune 500 organisations use eLearning.
• 42% of organisations claim that eLearning has led to an increase in revenue.
• 9 out of 10 organisations are using or considering an eLearning solution.
• 42% of organisations claim that eLearning has resulted in increased revenue.
Using the science of adult learning and Content CapsuleTM methodology, eLearning should appeal to busy, distracted, and pressured employees who still need to meet their daily responsibilities and duties.
eLearning has become necessary for companies in the post-COVID world, but for South Africa, the impact of COVID is just one of many threats that made eLearning essential for organisations to remain relevant, competitive, and future-proofed.
People are an organisation’s most valuable asset. Fortunately, business leaders are realising the importance of creating opportunities for their people to learn and grow (personally and professionally).
Developing people has become a priority for organisations. Hence the shift and changes in learning and development (L&D). We are seeing organisations going beyond onboarding and process training to offering the full sphere of personal development.
As the world of work changes, eLearning has become an integral part of the new normal, with most large corporations worldwide taking their L&D online. They see the investment in a robust, strategic, and relevant eLearning programme as essential to
• 93% of companies who do not use eLearning plan to introduce it. It’s no secret that the world has changed since COVID, and business leaders and their employees have had to become comfortable with uncertainty and change. That said, the rate of change is faster than anything we’ve ever known, which means that we not only need to be comfortable with change, but we also need to be comfortable with fast and radical change.
Organisations are forced to be agile, and employees must constantly be upskilling and reskilling to remain productive. This has hailed what the New York Times calls the “new learning economy,” as organisations are constantly required to close the gap between industry change and professional development.
Luckily, the L&D revolution is more than a shift from in-person to eLearning. It is more than boring, meandering PDFs on a Learning Management System. eLearning is deeply strategic and based on relevant learning outcomes to support business goals. Revolutionary eLearning is flexible, interactive, personalised, and can be done anytime on any device.
We have political uncertainty, a failing power grid, inadequate education, health care, and the macroeconomic pressure of a global recession. To navigate extreme difficulties, organisations must be clear about their goals and constantly develop their employees to share their vision and meet their goals.
To stay ahead, organisations need to prioritise developing their people. People are an organisation’s most important asset. No matter how mechanised or high-tech the industry, every organisation needs qualified and experienced employees to function and drive the business forward, and constant and strategic skills development is important for the following reasons:
• Develop and promote top performers, so they are set up for success.
• Develop strong succession plans.
• Be ready for new developments in your industry or organisation.
• Be ready for changes in processes or policies.
• Future-proof your organisation and be ready for growth.
• Stay up to date with compliance policy changes.
• Deploy employees to other departments or regions.
• Develop third-party partners or divisions.
• Get ahead when automation shakes things up.
• When downsizing widens the talent gap.
• New recruits need new skills. Like everything else L&D has changed. Many organisations have had some form of online L&D for years. However, COVID forced most organisations to reconsider any initiative that does not support their business objectives. COVID also highlighted the importance of sharpening organisational learning to ensure the investment gets a real return by supporting the business goals. It sharpened L&D strategies and tactics to be more measurable and accountable and to increase its impact on the business and employees. However, Steve Hankin of Mckinsey says there is a “war for talent,” and organisations must compete to find, select, and retain talent. Developing your existing people is as important. You will reduce staff turnover, increase performance, improve culture, and nurture a happy, connected team aligned with your vision. Employee development will give you a competitive advantage, and research proves that employees want to learn and grow, particularly using eLearning:
• 80% of employees value eLearning.
• 58% prefer self-paced e-learning that can be done during free time at work or in leisure time.
• 18% reported an increase in morale.
• 20% reported an increase in productivity.
• 58% of employees prefer to learn at their own pace.
HR professionals have an important role to play. Skills development is one of the main responsibilities of any HR department, whether working with Learning and Development specialists or learning consultants. The HR team will first understand where the business is going and analyse the skills needed, by department and individual, to get
there.
The HR team will coordinate eLearning programs (with their eLearning partners) and take on a strategic role to ensure success by analysing the learning data, suggesting content and programme enhancements, intersecting performance management, succession planning, and change management –all based on eLearning outcomes.
Some organisations have an L&D team solely focused on professional growth and skills development, which includes identifying training gaps and developing eLearning programmes aligned with the overall business strategy established by HR.
HR professionals can help implement and monitor eLearning within organisations. HR is at the heart of all eLearning programmes as they assist with the following:
• Understanding the organisation’s goals and the gaps in skills needed to achieve those goals.
• Work with leaders to plan learning programmes by department and individual.
• Ensure in-house knowledge is shared with relevant employees.
• Ensure that the eLearning solution integrates HR, learning, and talent management.
• Create awareness and drive excitement about the launch of the programme.
• Assist in nurturing an ongoing learning culture across the organisation.
• Develop learning experiences, events, times, communication channels, and campaigns to manage success.
• Interrogate the eLearning reports to see what content is working and not and to ensure the learning material is optimized.
• Ensure equal learning opportunities for every individual, no matter their role or rank.
• Oversee the eLearning course material to ensure it is high impact, personalised, and meets the learning outcomes.
• Ensure the eLearning technology has the features, functionality, and support it needs to get results.
There is a recent uptake of quiet quitting, where disengaged employees do as little as they can get away with. According to Gallup.com, as much as 50% of employees have deliberately or inadvertently become “quiet quitters” as they reduce effort, stop going beyond their duties and look for alternative jobs or work-life balance.
There are many reasons for quiet quitting, from burnout from being overworked, to re-evaluating work and personal boundaries, prioritising mental health or family caregiving, poor management, boredom or dead-end career paths, or just pure laziness. This, however, results in reduced productivity, low staff morale, disconnected employees, negative work culture, and pressure on highperforming colleagues who must pick up the slack for quiet quitters. Overall, quiet quitting harms the employee and the employer’s reputation.
eLearning has become a response to COVID and the future of workplace training. COVID amplified eLearning as more organisations switched to remote or hybrid working and had to realign their employees to new ways of working in a different world. Also, during COVID, many organisations were forced to downsize and had to upskill and reskill existing employees quickly. eLearning became the go-to solution for organisations to remain operational and competitive.
The benefits were numerous and obvious––cost and time savings, personalised learning, interactivity, measurability, and much more. eLearning is now the norm, and organisations are using it to deliver relevant content that is diverse, engaging, gamified, and, importantly, measurable. eLearning can turn your workforce into a force and is the future of workplace training.
At the end of the day, the cents need
to make sense. Investing in employee development increases productivity, develops leaders, enhances culture, and can provide a financial ROI. Many organisations use the Kirkpatrick Model to evaluate success, from the initial reaction to the impact on the organisation.
• Reaction
Measures employees’ initial response to the eLearning programme as a whole or to each course. Data is gathered using your eLearning platform and will highlight whether your employees found the programme or course relevant and will also show optimisation opportunities.
• Learning
Evaluates the increase in knowledge, skills, and changes in behavior. Assignments, tests, and knowledge demonstrations can be used on the platform or practical tests. This ensures training objectives are being met and identifies content gaps.
• Behavior
Measures employees’ behavior changes after course completion via peer or manager evaluations or performance appraisals.
• Impact
Measures results, such as increased productivity, onboarding speed, or customer satisfaction. This determines whether eLearning was successful and whether learning objectives have been achieved. A consequence of having the internet and information on hand all the time is that we all have a deep desire to learn and grow. The ruthless truth is that people and organisations are like sharks. If we don’t keep moving, we sink to the bottom and die.
There are various trends for employees and employers.
1. Career and personal development.
There’s a shift from mandatory
training to meaningful learning that empowers employees to grow within their organisation. Gullan suggests that employees lean into the learning offered by their organisations rather than look elsewhere to uplift themselves.
2. Meet the needs of modern professionals There is a shift towards seamless, convenient microlearning, making it easy for time-sliced employees to learn and grow from within the workplace, from any device.
3. Training is not a luxury but a necessity.
In the past, only the privileged few attended tertiary education and gained access to scarce information which they implemented in the workplace. Today, we see more working professionals becoming lifelong learners seeking to stay relevant and advance their careers.
4. More loud persisting, less quiet quitting.
With high unemployment and struggling economies, we can expect more employees to have a growth mindset. They will seek learning opportunities to upskill and thrive at their jobs and enjoy a sense of belonging to something greater.
5. More learning champions
We are also seeing more learning advocates in the workplace who participate in and encourage others to lean into the eLearning programmes on offer. Their constructive feedback will assist L&D teams in progressing their eLearning programmes to be more relevant, interesting, and employee centric.
1. Seamless learning
eLearning solutions integrating HR, learning, and talent
management in one simple personal development process will be the new normal for organisational learning. This will create an environment where employees grow, and organisations thrive.
2. Sharing in-house knowledge Organisations have a wealth of knowledge and experience, most of which only exist in a few key employees’ heads. More organisations will use eLearning to unlock and share knowledge across their workforce. This will develop skilled, confident, and empowered teams ready to take on new challenges and move organisations forward.
3. Equal learning opportunities Leaders understand that every individual, no matter their role or rank, should be allowed to reach their potential. They’re seeking eLearning solutions tailored to individuals’ strengths, weaknesses, ambitions, and roles within the wider organisational goals.
4. Challenging but simple Learning involves new and often difficult subjects, but there’s a science to making difficult topics simple, inviting, and accessible while achieving learning objectives. New findings in adult learning science, such as Content CapsulesTM, high-impact learning, and multi-dimensional learning, will be a focus.
5. Price isn’t everything. There is a shift from cost-effective L&D solutions, as rock-bottom prices don’t count for much if you’re not getting the features, functionality, support, and results. More organisations are seeking measurable eLearning solutions that include consultancy, technology, learning strategy, personalisation, and content creation that makes a meaningful impact in meeting the organisation’s goals.
The Global Diversity Practice defines inclusion as the effort organisations make to make individuals from different backgrounds culturally and socially accepted and welcomed.
The goal is to empower employees by celebrating what makes them different, especially in an era when employees are evolving as fast as the workspaces they occupy. However, how many employees
work in environments that allow and encourage them to be their true selves?
LGBTQI+ employees face numerous challenges. Jon Esteves, Consultant - Solutions Engineering at OptiNum Solutions, says that not all of his colleagues have been exposed to individuals from the LGBTQI+ community, and/or may not agree with the lifestyle. He adds, “I have been in many conversations where I have to bite my tongue. The conversations often ended with me either closing up and not contributing to the conversation or leveraging the opportunity to help educate/ raise awareness around how their expressed perspective is not inclusive and can be harmful/hurtful.”
Sadly, only a few are fortunate enough to work for innovative organisations with an equally innovative and forward-thinking HR professional co-steering the ship. “Zimasa Klaas, Head of Human Resources at Opti-Num Solutions, doesn’t stand for conversations or actions that are aimed at driving divide or hurt, and encouraged open and constructive conversations (either as the facilitator or introducing external workshops),” explains Esteves.
Klaas has over 15 years of HR experience. Each of the roles she has held over the years exposed her to different facets of the HR Value Chain. She says, “As the Head of HR at a Software Engineering Company, I’m required to be involved in strategic initiatives that influence the company culture, compliance, processes, and policies. This comes with a lot of information sharing and educating the business whilst advising on
I aim to ensure that there is equity amongst all employees.
JON ESTEVES , CONSULTANT - SOLUTIONS ENGINEERING, OPTI-NUM SOLUTIONS
ZIMASA KLAASZIMASA KLAAS , HEAD OF HUMAN RESOURCES, OPTI-NUM SOLUTIONS
culture, transformation, diversity, and inclusion issues. However, my claim to fame in HR is Industrial Relations”
According to Esteves, since Klaas joined the organisation, she has streamlined and introduced many processes and procedures, as well as the Employment Equity Committee (EEC), impacting the overall happiness level of our colleagues. “We are BBBEE compliant and have been making a concerted effort to positively impact the lives of aspiring students and individuals trying to enter our industry,” he adds.
Klaas explains that with our history,
one cannot separate equity from transformation, and an important agenda in her role is transformation.
“I aim to ensure that there is equity amongst all employees, and the advantage of having a functional EEC is that employees themselves have dipsticks to test the current environment, challenge, and produce recommendations to deal with those inequalities. The EEC is part of our statutory compliance.”
Diversity is unavoidable in the workplace as we have individuals with unique cultures, religions, gender preferences, etc. For Klaas inclusion is all about ensuring that everyone is included and make comfortable and feels welcomed in the bigger group despite their uniqueness. This is important in the workplace as it ensures that people are at their best to perform in the roles without the tension of not being seen, heard, and understood.
Even with these strides, Esteves says HR professionals should mandate that the EEC upskill or provide resources to upskill employees in topics like gender, sexual orientation, sexual health, addiction, and mental health. These resources should provide free or low-cost or even company-funded support mechanisms or facilities.
Diversity and inclusion has to be prioritised. Klaas adds, “In my
opinion, HR professionals prioritise diversity and inclusion, but when it comes to influencing the rest of the organisation, it becomes a matter of unconscious bias, willingness to train where there is a skills gap, and intentionally hiring someone different but capable of doing well in the role.”
In her latest article titled ‘What Do Real Diversity and Inclusion Look Like?’ Lyndy van den Barselaar, Managing Director, ManpowerGroup South, highlighted that true inclusion
Diversity and inclusion have multiple benefits, including increases in profitability.LYNDY VAN DEN BARSELAAR LYNDY VAN DEN BARSELAAR , MANAGING DIRECTOR, MANPOWERGROUP SOUTH AFRICA IVAN ISRAELSTAM , CHIEF EXECUTIVE OFFICER AT THE LABOUR LAW MANAGEMENT CONSULTING
means nobody is denied access to resources or opportunities based on those characteristics or qualities that make them unique – where unintentional and inadvertent biases are corrected through better understanding and open communication.
Van den Barselaar adds, “Diversity can be measured on a scorecard, which often turns it into a box-ticking exercise for organisations in a bid to look progressive. This surface focus results in inclusion going AWOL –hiring people to fill scorecard quotas and then ‘tokenising’ or ‘othering’ them by not giving them the space to be themselves and deliver to their potential.”
For Van den Barselaar, diversity, and inclusion have multiple benefits, including increases in profitability. “A 2015 McKinsey report found that the most culturally diverse organizations were 35% more likely to exceed median earnings in their industry. Organisations with strong gender diversity were 15% more likely to be exceptionally profitable,” She emphasises.
“Bringing them together also improves company culture – and, as a result, the organisation’s image. This
positively impacts how the company is perceived by employees, customers, investors, and the customers they serve,” she concludes.
To create an inclusive environment, employers and HR professionals must not forget the legalities because employees and employers have rights.
What can LGBTQI+ employees do if they face discrimination in the workplace? Ivan Israelstam, Chief Executive Officer at the Labour Law Management Consulting, says that when it comes to discrimination in the workplace, employees need to learn about the substantial rights provided by the Employment Equity Act, Labour Relations Act, and the Harassment code of conduct.
Israelstam adds, “It’s about being treated fairly and not to be discriminated against or harassed.”
Everyone has a role to play. HR professionals need to ensure that their policies mirror the provisions of the Employment Equity Act, Labour Relations Act, and the Harassment code of conduct. “It must make clear that people of all sexual persuasions
are to be treated with dignity and not discriminated against in any way. The policies must also stress the severe disciplinary consequences of breaching this policy and provide clear and safe channels for victims of harassment or discrimination to use to halt such mistreatment,” stresses Israelstam.
Labour laws can help create an inclusive environment. The Employment Equity Act, Labour Relations Act, and the Harassment code of conduct help deter mistreatment. Employers also need to train employees on the provisions of these laws and company policy.
These laws extend to recruiting processes as well. “The Employment Equity Act, Labour Relations Act, and the Harassment code of conduct all protect people from discrimination. Job applicants should know these laws so that they can utilise them during the recruitment process,” notes Israelstam.
Israelstam says in addition to the above, employees, employers, and HR professionals should know that only the person’s skills, qualifications, and adherence to rules should influence the decision to employ and retain them
It must make clear that people of all sexual persuasions are to be treated with dignity and not discriminated against in any way.
Upskill employees in topics like gender, sexual orientation, sexual health, addiction, and mental health.
Reaching our 78th anniversary demonstrates our staying power and richness in experience and pedigree that can compete with the best.
It is no mean feat.
We are thankful that those who established the organisation laid a strong foundation and articulated a clear vision and mission for it. We have them to thank for our strong and well-known brand that is recognised and admired worldwide.
Over these 78 years, it has not been plain sailing. From the mid-80s to the early 2000s it was tough times. However, these times have not relented, especially in a COVID era. However, 78 years of IPM giving direction to HR and people management practice in the country and beyond is a milestone deserving of acknowledgment and celebration.
We celebrate it and are grateful to all those who have gone before us. We celebrate knowing that the landscape has changed and is vastly different from what it was when IPM started. We accept that work and the world work is changing at a far more rapid pace than it did over last half century. This milestone fills us with pride. It makes us realise that no matter how tough the times or era is, resilience is always possible.
With that said we would like to thank you for being one of the IPM members and supporters that have walked the journey with us. Together we are building a platform that seeks to empower, support, shape and grow the HR industry. This is a platform that encourages you to network, collaborate, learn, unlearn, grow and give of your experience to the profession.
As we celebrate this milestone, we encourage everyone who has ever done business with IPM, winners of Excellence Awards who are by right our ambassadors, IPM stalwarts, and retired and semi-retired members to contact us. We want to celebrate you and the role you played in getting us to where we are today. Without you we would not have travelled this far. We want you back in the fold.
Please continue to help us grow by sharing our blog pieces and our alternate monthly digital publication, People Dynamics with friends, family, and colleagues.
Here is to another 78 years of IPM and building a robust and effective HR and people management profession.
Cheers!!!!
wide range of long-term benefits to a business. Namely, TES provides labour only when needed, which means businesses do not have to spend money on fruitless hours when there is no work to be done - thereby reducing overhead costs without impacting productivity. Additionally, a TES provider can reduce overtime pay by covering additional hours during busy times with temporary labour. This can significantly reduce the financial burden of overtime pay on a business.
Furthermore, workers employed by the TES provider will have more opportunities to source additional temporary work to supplement their income. This benefits the workers while allowing them to increase their experience across different industries, thus, improving their overall chances of employment.
The National Minimum Wage (NMW) is reviewed each year and increased to try and improve the standardisation of income-earning potential among workers. While this benefits millions of people, it can significantly impact business operations, given that labour costs are the highest overhead cost for most companies. To mitigate the effects of higher wages, businesses may opt to raise prices, which will hurt the general cost of living and could essentially negate any advantage gained by workers. A more effective and less disruptive approach to balance this juggling act is to either reduce operating hours or move from a permanent to a flexible staffing model.
A Temporary Employment Services (TES) provider can be an invaluable partner in this exercise.
While increasing the NMW is aimed at improving standards of living, the reality is that it could also lead to an increase in the cost of living as well as job losses. Automation (where possible) is one way of mitigating this, but it can be an expensive exercise. Reducing operating hours and overtime can also assist in switching from permanent to temporary employment models. However, all of these mitigations come with additional complexity. So how can partnering with a reputable TES provider help?
Using a TES provider can offer a
An additional benefit of partnering with a TES provider is that they can also save businesses time and money by handling the recruitment, screening, and vetting process, which can be a costly and time-consuming exercise for a company. TES providers also have access to a wider pool of staff, enabling a quick turnaround time to provide labour, and the necessary resources to recruit all categories of staff regardless of location or skill set.
Moreover, using TES can increase ROI by providing quality candidates that reduce downtime, increase productivity, and result in higher profits. TES providers can also manage and mitigate all risks associated with labour, ensuring full compliance, and preventing cost implications and reputational damage that could negatively impact the business. Additionally, a TES partner supplies businesses with HR, IR, and payroll functions, and handles their
communication and dealings with the unions and community leaders, which would otherwise be at an additional cost to the business. The company can therefore rest assured knowing that these services are bundled into the labour partner’s offering.
In addition, a TES partner can offer temporary employee benefits, including medical health plans, employee assistance programs, funeral cover, short-term personal loans, leadership, internships and training.
While implementing a TES solution in an organisation can provide several benefits, there may be some challenges that need to be considered. Like any new change, these teething problems require both the TES provider and management to work together to create a plan that transitions easily to a flexible staffing solution.
Firstly, with any change management, there could be resistance to the flexible staffing model from existing employees. Additionally, the temporary workforce may require more training and supervision initially, which can be time-consuming and may affect the productivity of existing staff. A reputable TES partner would have already accounted for this in their plan. Because they take over the HR function from the core business activities, a TES provider is best suited to manage the changes the workers will be experiencing. This will, in turn, go a long way in boosting overall staff morale.
Another challenge is the risk of non-compliance with labour laws and regulations. Businesses looking to engage the services of a TES provider must ensure that the prospective provider is reputable and ethical,
with strong industry expertise and knowledge. Failure to comply with labour laws and regulations can result in financial penalties, legal action, and reputational damage to the business.
For a business seeking the services of a TES provider, finding one that is reputable and compliant will require them to do their due diligence. While it can be tempting to accept the cheapest quote (especially during tough economic times), businesses should instead look at the TES provider’s track record as well as compliance status before partnering up. The labour sector can be a minefield for businesses to navigate, particularly ones that operate in industries that are affected by the NMW. It would therefore be prudent to make sure that your flexible labour partner meets all the legal requirements.
Finally, businesses must ensure that they have a clear understanding of their staffing needs and that the TES provider can provide the required temporary labour. With proper planning and collaboration with a reputable and ethical TES provider, these challenges can be mitigated, and businesses can reap the benefits.
While a labour partner can be invaluable, it is essential to work with one that offers the right services. A reputable TES provider will take on the business and operational goals of their client, ensuring that staff placed on site have the same goals and objectives. In addition, a TES partner should mitigate any employee-related risks by monitoring all labour-related matters. A labour partner should provide solutions and services that enable their clients to fully focus on their
core function while taking care of any labour-related matters. The right TES partner will provide their clients with peace of mind, knowing that all staff matters are handled with full compliance in line with all labour laws and regulations.
Despite the benefits of using TES providers as a solution for labourrelated matters, businesses have been slow to adopt this strategy. One reason for the slow adoption of TES is the misconception that permanent work is more secure than temporary work, which is not the case. Permanent work is often seen as “guaranteed” work, while temporary work is seen as unreliable. However, when a company is downsizing, both temporary and permanent staff will be affected. Permanent staff are not protected from a company downsizing, as seen during the COVID-19 pandemic. Therefore, there is no real benefit of one over the other for workers.
Despite the slower adoption, the narrative is changing as TES providers become a solution for many businesses and workers during challenging economic times. Reputable TES providers are being recognised as a flexible and efficient way of providing staff to businesses, and as more businesses and workers recognise the benefits of using TES, the uptake is likely to increase in the coming years.
In summary, a reputable TES provider can ensure full compliance with labour laws and strictly adhere to them, ensuring fair treatment of workers at all times while taking care of client’s staffing needs. They can rebuild trust between workers and the industry, leading to a more positive narrative and an increase in uptake.
A TES provider can reduce overtime pay by covering additional hours during busy times with temporary labour.
v Commission for Conciliation, Mediation & Arbitration & others (2006) 27 ILJ 935 (LAC), the Labour Appeal Court (the LAC) held that “the purpose of severance pay in our law is not necessarily to tide the employee over while he is looking for another job.
If that was the purpose, an employee who immediately walks into another and sometimes even better paying job after his dismissal would not be entitled to severance pay because he would not need it.”
The LAC held that section 41(4) of the BCEA ultimately rewards an employer for offering or securing alternative employment for an employee.
LAC set out four instances when severance pay is payable according to section 41:
• if the employee unreasonably refuses an offer of alternative employment, then no severance pay is payable;
Section 41(4) of the Basic Conditions of Employment Act 75 of 1997 (the BCEA) relieves an employer of the duty to pay severance pay in circumstances where the employee who is dismissed for operational requirements “unreasonably refuses to accept the employer’s offer of alternative employment with that employer or any other employer”.
The Labour Court (LC) recently revisited the application of
section 41(4) in the case of Servest Landscaping Turf Maintenance (Pty) Ltd v SACCAWY obo Thisani & Others (2022) C464/2019 and re-affirmed the principle that the requirements of section 41(4) are satisfied if retrenchees are offered suitable alternative employment with a new employer as a result of the efforts of the retrenching employer.
In the case of Irvin & Johnson Ltd
• if the employee reasonably refuses such alternative employment in which event he or she is entitled to payment of severance pay;
• if the employee accepts the alternative employment in which event he or she also forfeits the right to severance pay;
• if an offer of alternative employment is made to the employee, but the offer is not made by his or her employer or through the efforts of his or her employer then he/she would be entitled to severance pay, even if the employee turns it down.
In the Servest case, the Commission for Conciliation Mediation and Arbitration (CCMA), found that Servest had failed to prove that the individual employees had obtained alternative employment with Bidvest through Servest’s efforts. Instead, the CCMA found that, at best, Servest played a part in facilitating the employment of the 22 employees with Bidvest but did not secure such employment for the employees.
The CCMA concluded that it was not at the instance of Servest that the retrenched employees found alternative employment with Bidvest. Servest subsequently referred the award for review to the LC.
In considering, amongst others, Irvin & Johnson and Fidelity Supercare Cleaning (as outlined above), the LC found that the arbitrator had made an error of law which led her to “disregard
or minimise the significance of material evidence”.
The evidence presented, which had been left uncontested, indicated that the relevant branch manager of Servest initiated meetings with Bidvest, that Servest kept a “close eye” on Bidvest’s recruitment of its staff and made its premises, facilities, and resources available to ensure that no one would be left unemployed or lose a day’s work.
The LC found that the CCMA had made an error of law in finding that anything less than a binding undertaking obtained by Servest from Bidvest was sufficient to show that Servest secured alternative employment for the 22 employees. The LC set aside the finding of the CCMA with a finding that all of the employees who were employed by Bidvest through Servest’s efforts were not entitled to severance pay as section 41(4) of the BCEA applied.
An employee will not be entitled to severance pay if the employee is employed by another employer and the retrenching employer can demonstrate that it secured the alternative employment through its efforts.
At a minimum, a retrenching employer must be able to demonstrate that it played an instrumental role in securing alternative employment for an employee with another employer if it seeks to rely on section 41(4) of the BCEA.
An employee who immediately walks into another and sometimes even better paying job after his dismissal would not be entitled to severance pay.
employees who earn below the threshold.
Sections of the BCEA regulating ordinary hours of work, overtime, meal intervals, daily and weekly rest periods, Sunday pay, pay for work at night and on public holidays only apply to employees earning below the threshold.
Employees earning above the threshold are not subject to the deeming provisions that apply to temporary employment services (labour brokers), and fixed-term employment provisions under the LRA.
From 1 March 2023, the earnings threshold increased to ZAR 241 110.59, entitling employees falling below the new threshold to stricter protections in terms of labour legislation.
The earnings threshold increased to ZAR 241 110.59, representing a ZAR17 030.11 increase from the earnings threshold that currently applied. The earnings threshold, a determination in terms of section 6(3) of the Basic Conditions of Employment Act (BCEA), impacts the applicability of certain of the provisions of the BCEA, the Labour Relations Act (LRA), and the Employment Equity Act (EEA). Employees who earn above the threshold are not entitled to certain of the protections afforded to those
In the EEA, employees earning above the threshold are not allowed to refer disputes relating to unfair discrimination to the CCMA for arbitration unless it is related to sexual harassment, or all parties agree to arbitration.
To be able to calculate whether an employee falls above or below the earnings threshold, the determination outlines what should be included in defining “earnings”. An understanding of this is essential in seeking to minimise the risk of non-compliance with the BCEA. Importantly, “earnings” in this context must be differentiated from what may otherwise be included in ‘remuneration’ in terms of the Ministerial Determination regulating the Calculation of Employee’s Remuneration in terms of section 35(5) of the BCEA.
Therefore, the increase to the earnings threshold may result in an increased number of employees becoming entitled to the stricter protections afforded by labour legislation such as overtime payments. This may, in turn, have financial consequences for employers. An assessment should be conducted by all employers to ensure that the increase and its consequences are accounted for in the workplace and, where necessary, changes to the employment contracts or remuneration structures are affected in order to mitigate the risks of any unintended contraventions of the BCEA or the deeming provisions applicable to atypical employment arrangements.
Employees who earn above the threshold are not entitled to certain of the protections afforded to those employees who earn below the threshold.
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