www.ipm.co.za August - September 2021
THE SECRETS TO SUCCESS FOR HR IN THE 21ST CENTURY
ATTRACTING HIGH-POTENTIAL TALENT
LAYING THE FOUNDATION FOR A POST-PANDEMIC
THE COURAGE TO REST A TOOLKIT TO MANAGE PERSPECTIVE
HR IN THE ERA OF HYBRID WORK
AND PURPOSE-DRIVEN ORGANISATIONS
NAVIGATING THE CHANGING LANDSCAPE WITH IPM, CEO
DR JERRY GULE JOURNAL OF THE INSTITUTE OF PEOPLE MANAGEMENT
Reimagine. Rework. Reset. We are going back to the core of People Management and HR – the people and exploring ways in which we can reimagine, rework and reset Human Capital in Covid-times and beyond.
Join the big reset at the 65th Annual IPM Convention & Exhibition, taking place virtually from 10 – 11 November 2021.
Attend the 65th IPM Convention & Exhibition from just ZAR500. Pay it forward! Purchase 5 tickets and we’ll give one ticket to an unemployed youth.
For more information visit: www.ipm.co.za or www.ipmconvention.co.za email: firstname.lastname@example.org
PUBLISHING CREDITS PUBLISHER: The Institute of People Management (IPM) EDITORIAL DIRECTOR: Dr Jerry Gule EDITOR: Sibongile Gura DESIGNER: Becky Williams PRODUCTION MANAGER: Welile Mabaso email@example.com
n March 23, 2020, President Cyril Ramaphosa announced that on March 26, we would be going into a Level 5 lockdown for 21 days to flatten the curve and control the spread of the Corona virus. Some 493 days later we are still trying to pick up the pieces and come to terms with the devastation caused by the Covid pandemic. What have we learnt? Certainly, that nothing is guaranteed, you need to be agile enough to change and adapt when need arises but more importantly, together we can achieve more if we equip and trust each other . Covid-19 has taken away a lot but it has also changed the way we work and has forced us to take a step back and re-evaluate the way we do things. It has made us appreciate what we have and who we have. It has also in many instances, highlighted the financial gap and critical issues that continue to plague our country – grinding poverty, inequality, unemployment especially youth unemployment and unequal opportunities to accessing information and communication technology.
ADVERTISING: Lavern Meyers firstname.lastname@example.org EVENTS BOOKING: Patricia Ramokgadi email@example.com MEMBER ACCOUNTS AND SUBSCRIPTIONS: Gideon Makgamatha firstname.lastname@example.org PHYSICAL ADDRESS: The Mall Offices, 8th Floor, 11 Cradock Avenue Rosebank, 2196, Johannesburg Telephone: +27 11 544 4400 Website: https://ipm.co.za
As we forge forward and try to navigate the new world of work, we will converge at the 65th Annual IPM Convention & Exhibition which will take place on 10 – 11 November 2021 . At this virtual event, we will be going back to the basics of HR and People Management. We will be exploring ways in which we can reimagine, rework and reset Human Capital in Covid-times and beyond. We aim to equip you with the knowledge and skills you need to deal with the new world of work and give you expert insights from thought leaders about what is required to be imaginative, creative and innovative in a reconfigured workplace towards a future where people and organisations can thrive. We will also be paying it forward, namely, if you purchase 5 tickets, we will give one ticket to an unemployed youth to participate in the event. For more information please visit: https://ipmconvention.co.za/ or email email@example.com.
From us to you
Ms Gura CONTENTS 02
FINDING HR’S TRUE NORTH
LAYING THE FOUNDATION FOR A POST-PANDEMIC EMPLOYEE EXPERIENCE
BOSS NAPPING: A WORKPLACE HEALTH AND SAFETY RISK EXECUTIVES SHOULD NOT IGNORE
THE SECRETS TO SUCCESS FOR HR IN THE 21ST CENTURY
HR IN THE ERA OF HYBRID WORK AND PURPOSE- DRIVEN ORGANISATIONS
GAP COVER: WHEN CENTS MAKE SENSE
POPI ACT: DOES THE POSTPONEMENT DATE GRANTED BY THE INFORMATION REGULATOR IN TERMS OF THE POPI ACT, POSTPONE THE ENACTMENT DATE OF THE ENTIRE ACT?
09 POTENTIAL TALENT 20
THE COURAGE TO REST - A TOOLKIT TO MANAGE PERSPECTIVE
BRANCH 24 IPM INFORMATION
Finding HR’s true North BY : S I B O N G I L E G U R A
D R J E R RY G U LE , C EO OF T H E I NS T I T U TE OF PEOPL E MANAGEMENT (I PM)
or Dr Jerry Gule, CEO of the Institute of People Management (IPM), the advent of COVID-19 has been traumatic and heart wrenching. Leading during this time has been difficult, scary, overwhelming, and full of uncertainty because a leader cannot be the one to fall apart first. You must hold on and reassure those you lead and work with and show them that you understand their concerns and fears and that you empathize fully. Being a leader means being accountable and taking responsibility because leadership is not static, it shifts based on situations and circumstances such as a global pandemic. Covid-19 has highlighted the need for multi-talented workers who can work remotely without supervision. This has forced leaders to review or change their recruitments and on boarding processes and criteria. “The
average percentage of people working remotely was way less than 50% before COVID-19, and now more than 67% of people are said to be working remotely. Indeed, some organisations in South Africa and abroad have made WFH permanent. Yes, the jury is still out on how far organisations will go with this as in some sectors WFH may not be feasible.” “There are employees who have been recruited and employed virtually without meeting their line managers and HR face to face. There are team members and line managers who have not had face to face meetings with all their team members since COVID-19 struck and this is becoming the norm.” He adds, “The need to stipulate minimum academic qualifications for all jobs are coming under scrutiny. There is also a strong argument that certain roles do not require formal qualifications. The emphasis is shifting to the ability to do the job and the soft skills first-time
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job-seekers bring to the role is more important than qualifications.” There is also a move towards digital HR. If properly implemented, it will benefit the HR Industry. “Going digital has advantages for HR and people management professionals. Firstly, data and communication can be captured instantly making record keeping easier and analysing data that can guide decision making and actions faster. Secondly, it streamlines tasks and saves time. It will improve the way the HR industry works and create loads of opportunities for professionals to learn and allow people to do value-adding work and leave the transactional stuff to digital tools that can ensure accuracy and large volumes of processing repetitive work of transactional work”.
RE-IMAGINE, RESET, AND REWORK virtually
As we gear up for the 65th IPM Annual Convention & Exhibition on 10 – 11
COVER STORY 3
November 2021 to be held virtually, Dr Gule is glad that members and the HR community has accepted and adapted to engage through digital platforms. The event will be under the theme ‘RE-IMAGINE, REST AND RE-WORK,’ in recognition of the of the fact that a whole lot has changed and will still change in the foreseeable future, thus requiring the HR industry to envision a different future and an evolving world of work. Dr Gule says as work continuously evolves, new technologies will force HR professionals to ‘reset’ how they do things, policies and procedures, and the ways of being in workspaces to reap the benefits of the changes that these new technologies bring. “We have to ‘rework’ processes and systems for the new environment is different from the past and will continue to evolve in the future So, we must have a ‘rework’ mind-set for our future and never be scared to hit the reboot button”. The 2021 Convention and Exhibition promises to be a great event, as leading thought leaders from South Africa and from around the world will not only reflect on events post the advent of COVID-19 and the near certainty that we must adjust and live with the virus. These thought leaders and experts will give us fresh insights into the future. Speakers will provide insights; skill sets and tool sets for navigating the future that is expected to be turbulent and uncertain. There is also a drive to pay it forward, thanks to the Chairperson of the Convention Planning Committee, Ms Mechell Chetty’s deep passion for youth development and creating employment opportunities for youth. For each ticket purchased, one will be donated to a youth in need.
Finding true North
With a clear vision in place, IPM will not waver in fulfilling its core mission of advocating and representing the profession. IPM aims to continue providing thought leadership and collaborating with leading like-
minded agile and digitally present organisations that respond to the HR industry’s needs and requirements. “The HR community can expect to be involved intimately with the organisation both nationally and in the provincial level. They can also expect a streamlined process for building an effective pipeline which brings in as many young people from post-school education training institutions as the industry needs to keep up with the anticipated growth.” Based on this foundation and goal, Dr Gule would like to see progress and growth in terms of maturity within the sector. “I would like to see a reputable HR Industry because of its contribution to the economy. IPM’s goal is to have properly credentialed HR professionals, who are living and applying the professional Code of Conduct or Ethical Code, which is a commitment to integrity and best HR practices. It is with this in mind that we have Continuous Professional Development (CPD) programmes. People in the HR industry need to be avid learners to drive learning so that organisations can be winners in the global marketplace.” In keeping with the theme, HR Professionals need to re-imagine the world of work to perform better in their roles. This can be achieved by collaborating with experts in organisational design that can help design structures for the new gig economy. “This will flow as we become familiar with how the world of work will look in the future. Future organisational design will take their entire ecosystem to craft but within the ecosystem there will be people with deep knowledge and skills. Just touching on performance, that is a function of many factors, not just organisation design, leadership and management practices, skill, experience and one’s volition come into effect. Of course, HR professionals and management teams can influence all this.”
Influencing and embracing the unknown
The changing landscape has highlighted the need for more inclusion and transparency within organisations. “Certainly, transparency is now a given as there are “more eyes” internally and externally looking at what an organisation does or how it behaves. Doing the wrong thing and being exposed on social media can kill a brand. There is a tide sweeping the globe demanding meaningful inclusion, diversity, and equity. Again, tinkering at the margins can endanger a brand. Customers as well as employees want to see themselves in leadership teams. So, diversity, inclusion and equity are nonnegotiables in today’s world of work.” “Even before the advent of COVID-19 mental health was already emerging as a key factor in the list of things that organisations had to pay attention to, we are already talking about visible and invisible disabilities and how to ensure that workplaces can reasonably accommodate persons with these disabilities as expected by the Employment Equity Act. Mental illness is becoming a pandemic given the strange isolation that people were facing and suffering because of the lockdown which suddenly became a “wave after wave of a series of lockdowns.” He adds “HR is coming to the fore to help organisations, management teams and employees deal with the onslaught of mental illnesses. There are real concerns that mental health is going to be a problem that we will have to deal with over a long time in the future because of this unprecedented pandemic.” HR industry especially innovative HR professionals need to Reimagine, Reset, and consider Reworking HR processes because like Dr Gule says future employees coming into employment will be bringing scars brought on by the pandemic, more importantly, organisations need to build robust wellness or resiliencebuilding programmes and keep those permanently as this scourge is not a blip but our reality. P
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Laying the Foundation for a post-pandemic employee experience W W W.VA N TE D G E HR. C O. ZA
BY : M U Z I W E T H U Z W A N E , M A N A G I N G PA R T N E R AT VA N T E D G E H R A D V I S O R Y
To survive and thrive in this ‘new’ world, better ways of working with and through people will have to be adopted.
ll across the world, the year 2020 will be forever etched in our collective memory as a year of ground-breaking, epic changes. It seems that no one, not even those with the ability to gaze through their crystal balls, could have foreseen that this year would be marked by catastrophic economic turmoil and consequent widespread health implications. All of this due to a health pandemic brought on by the
novel corona virus. Even now, as the world is slowly recovering from the devastation, there is no question that Covid-19 has left an ineradicable mark on the way we live, work and approach health. While commerce at large has been virtually decimated by the pandemic, the impact has been felt most acutely by the workforce. In the struggle for survival, thousands of companies -big and small have
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been forced to make tough calls regarding human resources. Pay cuts, retrenchments, furloughs and dwindling employee motivation have become key agenda items in people-related strategy discussions. For many HR leaders, navigating the crisis has become par for the course. Looking after employee wellbeing has become a decidedly essential task. The net effect of this has been that HR has become an increasingly
REIMAGINING HR 5
One of the key lessons of this pandemic is the great need for employees and employers to become agile, especially in regards to the nature of work and their location. vital business function. Notably, this has also served to fast-track some trends that were already taking place in the world of work, albeit at a slower pace. As a consultant working in the HR space, I see four trends emerging in the post-pandemic ‘new’ world of work. The promotion of diversity and inclusion, empowering of the workforce through training to close the gaps exposed by the pandemic, redesigning of the employee experience and hybridisation of the workplace brought on by emerging work structure models.
Promotion of diversity and inclusion
For working women, in particular, the ripple effects of COVID-19 have been felt intensely. The reason behind it is because many of them have been juggling careers alongside a home support system that is often weak or non-existent. Fortunately, in some instances, this reality has generated some empathy with decision-makers who have been forced to review hiring strategies and processes. After all, we know well within the South African context that a richly diverse and inclusive culture forms the core of a progressive, entrepreneurial organisation.
2 Reshaping the
As remote working and ‘zooming’ becomes more of a norm than the exception, it will become more important for HR decision-makers to look at refining employee value propositions. Employee experiences will have to be redesigned so they can become more bespoke, authentic and intimate in a virtual space. This is particularly important for the induction of new hires, who would generally have no prior interaction with leaders and peers in a new work environment. Assimilating them into the new culture will undoubtedly be challenging. Companies will have to emulate the experience of interpersonal communication through the use of cutting-edge immersive technologies for both new and existing employees. Employee satisfaction and engagement could be enhanced through a flexible structure of working from home and the office.
3 Relearning Although HR has often highlighted the importance of constant employee learning and development, this will become even more critical in the new future. With the emergence of remote working, there is increasing evidence suggesting that the pandemic has created significant knowledge gaps for many workers. Over and above that, we now face a heightened demand for digital integration and data literacy. No doubt, this makes employee
education and development key to global competitiveness as South Africa and many other countries emerge from the devastation of the pandemic.
One of the key lessons of this pandemic is the great need for employees and employers to become agile, especially in regards to the nature of work and their location. Remote working is on a sharp rise and ‘working from home’ has entered our business lexicon and it’s here to stay. As companies evaluate the cost and benefits of remote working and the flexibility offered by freelance workers, this phenomenon will gain greater momentum and appeal for the new-age economy. South African companies are joining the global movement and leveraging this growing trend of the ‘gig’ economy. As HR leaders look to the postpandemic economy, employee wellbeing will become number one on their priority list. Granted, other changes brought on by the pandemic may seem temporary. However, the intentional creation of a people-centric culture within organisations will change the future of work in enduring ways. To survive and thrive in this ‘new’ world, better ways of working with and through people will have to be adopted. P
August – September 2021
Development is required 43% of HR professionals said Company Culture is an issue • 45% of corporations struggle with Recruitment • 59% of Companies report issues with Retention and Motivation • 88% of employees were deprived of proper On Boarding • 47% of HR leaders consider Attracting and Retaining Top Talent to be a major priority. • 87% of employees globally are not engaged at work and many countries have over 95% of employees who are not engaged. (Gallup study of 142 countries) In a recent masterclass webinar we conducted in partnership with IPM and SimplyMustard, an HR manager private messaged me with a long list of frustrations, including nearly no employee engagement and lack of leadership. They were clearly frustrated and they sounded like they were at their wit’s end. And as frustrating as it is, before transformation can occur, principles need to be embraced and myths busted. •
D R. KEN KEI S , PR E S I D E N T & C E O, C R G
The Secrets to Success for HR in the 21st Century BY : D R . K E N K E I S , P R E S I D E N T & C E O, C R G
R is responsible for creating the systems and environment to help individuals, teams and organisations realise their full potential. Before we outline the future, We need to look at the current situation,. Here are some global stats on HR and our organisations:
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• • • • •
97% of employees believe Communication needs improvement 66% of HR Leaders need to build skills and competencies 93% of teams are struggling with Well-Being 40% of organisations want more Productivity 52% said more Leadership
Myth # 1: We can policy our way to success.
It is principles, not policies that shift cultures and get results. Yes, policies are important, but when have you ever heard that “rules” created a high-performance work team? Never, right?
Myth #2: More programs and workshops on engagement can turn culture around.
One of my colleagues and mentors, Dr. Marshall Goldsmith (numberone executive coach globally) made this observation: “If engagement workshops and HR initiatives worked, how can one person on the team be fully engaged and someone else not? That’s because engagement is a personal responsibility.”
RETHINKING HR 7
You need to include a solid foundation if you want to build a building that will withstand the test of time. This has never been truer than today with our workforce. Individuals are confused and uncertain, and they really don’t know what they don’t know. In a study conducted by Dr. Tasha Eurich and published in her New York Times best-selling book, Insights, she revealed that 95% of the population believed they were self-aware and that their opinion and view of self was congruent with how others viewed and experienced them. She then had her research team interview their colleagues, family and friends. The results were astounding. Only 10% of individuals were actually self-aware, meaning 85% were delusional and had no clue about how their behavior or conduct was being experienced by the world around them. Sadly, only just one-tenth of the population feels that they were living their life on purpose with meaning. We need to reconsider what is most important to our and others’ success. Recently a Fortune 50 company wanted to improve the employee engagement and work culture. The solution that got them their results was in-depth workshops and processes on personal purpose and meaning for their employees. How can we have engaged team members if they don’t know who they are and what they want? I’m not talking about, “I need money to pay my bills,” but rather, “Why am I here on this earth?” In Brendon Bouchard’s research on high performers, the numberone habit was clarity. Being clear is foundational to our success, but why are so many individuals confused? There are many reasons, but here are a few to consider. First, “What’s your purpose in life?” is too broad of a question. Individuals don’t know where to start. When I wrote my book, The Quest For Purpose, I broke down the process into several steps in which each stage is helping the
participant progress toward clarity. This leads to another reason so many are confused or unclear. They have not been willing to do the work or invest in themselves. Confirming one’s strengths, gifts, talents, interests, personality and more takes time and effort. Discovery is reserved for those who seek. When I first entered into this profession of helping others, I hired a coach (when doing that was rare) and worked with him for over six months producing dozens of handwritten pages and responses to his questions designed to produce clarity. On top of that, he lived three hours away and I drove six hours for each in-person coaching session. If an individual does not have a purpose, then their purpose is to find and confirm their purpose. To truly achieve life clarity and realise your full potential we believe requires committing to a holistic development model that establishes self-awareness in each area. This includes the strength movement in which individuals need to identify their strengths and then create a life that mostly plays to those strengths.
Here is our proprietary model with a brief description for your consideration: 1. Personal Style Preferences: What others call “personality.” Every single person on the planet has preferences established at birth. TalentSmart concluded that you have less than a 2% chance of realising your potential without knowledge of your personal style. 2. Biophysical Influences: Even if I know my purpose but have no energy or am ill most of the time, what good is that? With 50% of the global workforce stressed or highly stressed, this must be a priority in first benchmarking and then taking steps to improve health and wellness levels. (Note: this includes mental health) 3. Self-Worth Levels: Living life without confidence (not arrogance) is very challenging. How can individuals make the correct decisions if they lack the self-worth levels to believe in themselves? Please note this is about selfhonoring, not self-centeredness.
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Self-awareness leads to self-management, which leads to self-mastery. 4. Environmental Systems: There are so many external factors, like culture, that put pressure or expectations onto individuals. I grew up on a farm and the eldest of the family. There was a lot of pressure to have me take over the family business even though this was not my passion or purpose in life. 5. Social Teachers: Our mindset and actions are highly influenced by the input we let into our space. Input does equal output. So what we observed in our own family to work environments plus the media and friends we keep, have shaped how and why we respond a specific way to a situation. 6. Emotional Anchors: This refers to any emotional event in life that creates an emotional trigger or response, both positive and negative. You and I could have the same personal style but we have different triggers, which can cause us to respond differently to an identical event. 7. Spirituality: This is your core belief system. What do you believe to be true about life, our existence? Are we spiritual beings? Regardless of your answer, this will highly influence what you do or don’t do. There are three things we teach and achieve with our assessments and learning systems. Self-awareness leads to selfmanagement, which leads to self-mastery. You can’t realise your potential without these in all areas of your life. That is why this requires your commitment for a lifetime, not
an afternoon workshop. Everything lives and falls on Leadership.
My colleague, Dr. Ray Williams, identified the three skills that are critical for leadership success: 1. High self-awareness 2. High emotional mastery (self-management) 3. Deep understanding of human behavior, including personal style (personality) In a Canadian study, individuals believed that over 70% of their managers and supervisors were incompetent. So obviously, the previous three skills were not present in these leaders. Our success is equally hindered by the sin of omission (what we don’t do) as much as what we do, do. Our neighbor had worked for a retail chain for 25 years, a dedicated and loyal employee for that entire time. The store manager retired and a new manager was assigned. It was obvious—in minutes, not days or weeks—that this new manager was not reflective of the positive work environment our neighbor had come to enjoy and expect. Arrogance and abusiveness meant the team morale quickly declined. Our friend contacted HR about the situation and HR did what they should never do, which is nothing! Apparently, he already had this reputation of destruction, but for some reason, HR was protecting him and would not address his abusive behavior. After 25 years of loyal service, our friend had to quit to keep her sanity. This is where HR
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should be held accountable – it was their sin of omission that allowed this poor manager to continue their destruction.
So what are the secrets to success?
• Clarity is critical, for both individuals and organisations. • Commit to helping individuals with their self-awareness, as most don’t know that they don’t know. • Developing a holistic selfawareness plan for development from personality, biophysical factors, self-worth, social influences, etc. • Engagement is the responsibility of the individual, which is not achievable unless they know their purpose, calling and meaning of life. Interests, gifts and talents are different from personal style or values. • Our ability to serve is equal to or less than our own development. You can’t teach leadership unless you are an effective one yourself; this includes HR professionals. • Change requires a long-term commitment and plan. • What are your core principles and values by which you conduct yourself? If you don’t know, take the steps to discover them. Tolerating behavior outside of your principles means you don’t have any, so others make the tough decisions (or you let someone else who can). If you can’t make the tough decisions, please get out of the way for those who can. P
We are about Empowering the Potential of your People Making good decisions about who to recruit, and what type of assessment or development people need not only requires quick access to reliable data and reports – it requires expertise.
We’ve done the thinking, We’ve built the platform, You see who CUTS THE MUSTARD About SimplyMustard
Through our cutting-edge platform, we challenge the status quo and disrupt traditional assessment methods. Our smart, digitally enabled platform gives you the power to make the right decision based on accurate and timely data as well as create a truly immersive candidate experience, at an affordable rate.
Disruptive times are impacting talent assessments in many ways, and digitalization is evolving at an unprecedented pace. Traditionally, assessment administration was a manual, laborious, sometimes unsecure, time-consuming and costly exercise that required having a team of professionals run a highly administratively intensive process of servicing various business units.
SimplyMustard combines the flexibility of an innovative SaaS platform with the expertise and accuracy of some of the top assessment providers, including IKM TeckCheck, Transformate, CRG, Integrity International, and Saville. Our strong partnerships with these reputable assessment providers make SimplyMustard an industryleading cloud solution that offers a seamless assessment experience to help employers find the right people quickly, accurately and cost-effectively. Organisational agility is vital, and we’ll help you find and nurture the people you really need by enabling you to analyse assessment outcomes expertly, and confidentially.
The SimplyMustard Solution By digitally transforming your traditional assessment centre into a virtual one, the Simply Mustard Virtual Assessment Centre not only removes the administrative burden, but also removes human bias, reduces costs and time spent, optimises a workforce, is agile and streamlined, provides comprehensive aggregated reporting, and supports good decision making. In addition, our secure platform supports effective compliance and governance such as GDPR (General Data Protection Regulation) and PoPI (Protection of Personal Information), within organisations through: • •
Easy to Use & Secure • • • • •
Uses smart assessment selection logic Automates tedious administration processes Produces reliable aggregated reports for comparability Cloud-based platform Secure payments
Built-in regulatory governance to ensure adherence to the latest legislation. Automated access control based on practice regulatory frameworks that ensures only qualified professionals and accredited users gain access to primary reports. Built-in standards for aggregation of assessment data, that are defined and managed in a meaningful way to enhance data credibility.
Cost-Effective • • • • •
Pay-as-you-use No unnecessary re-testing if results are still valid No requirement for costly psychologists Side-step the staggering costs of bad hires and promotions Save valuable time
To Learn More, Visit Our Website, Email Us, Or Scan The QR Code To Start Your Easy Registration. Website address: simplymustard.com
Attracting high-potential talent BY : G L O B A L C A R E E R C O M PA N Y
ow to motivate high-potential graduate and earlycareer talent to join your organisation
The need to source high-potential talent that is able to take your organisation forward is a continual challenge for African businesses. Building a diverse team of talent that will develop into your future leaders or enhance your existing leadership is a key focus for many of the continents leading employers. How you position your African Employer Brand, and how you reach talent will be all-important to the success of your recruitment strategies. Understanding the motivations of high-potential talent and ensuring your employer brand speaks to those drivers is what sets the most sought-after employers apart.
Here are some of the findings from a study we conducted which enabled us to understand the key attraction insights from talent including Millennials, Generation Z, those in the diaspora and women. These findings can support HR teams by equipping them with invaluable information that will improve talent acquisition of high-potentials in modern times.
• Motivating Diaspora Talent Give your talent the chance to learn about job opportunities within your company.
Talent in the diaspora say they are 25% more likely to be given the chance to apply for roles within the company they work for than their home-based counterparts. Make
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sure your inward hiring policy is transparent and gives your talent a chance to plot their career path.
Offer Insight into the Reward Package Compared to Other Employers Diaspora believe their pay is 22% better compared to those in other organisations. Africa’s employers are faced with the challenge of promoting the competitiveness of their reward package. To attract the best, make sure your reward packages offer rounded support, especially healthcare and relocation benefits, and promote these to your potential hires.
Progression is their Aim
Talent based outside their country of origin is 65% more likely to be attracted to a role where they feel they can make an impact and
REDEFINING HR 11
The need to source high-potential talent able to take your organisation forward is a continual challenge for African businesses. progress quickly. Design diaspora campaigns which speak to this by enhancing your employer brand with stories of career progression and advertise jobs with a clear route of how talent can get to the next level.
• Motivating Millennial & Gen Z Talent Start the Learning Process from the Point of Hire
Millennials and Generation Z are highly qualified and know their subject. What they lack is job specific training. 38% of Millennials and Gen Z entering the workplace value on the job training as essential, compared with only 11% of those over the age of 50. Have clear onboarding and development programmes that give Millennial and Gen Z talent the tools to make an impact quickly.
Create tailored benefit programs for Millennial and Generation Z Staff
Younger staff generally believes their pay is fair compared to others in the organisation but are three times more likely to think their overall benefits program significantly fails to fit their needs compared to older colleagues. Develop a deeper understanding of your Gen Z and millennials’ needs and create benefit programs which speak to them.
Create a diverse environment
Millennials and Gen Z value a diverse workforce and expect that to come from the top. Generation Z and Millennials are four times more likely than older colleagues to expect leadership to be driving the diversification of their talent. If you want African professionals
to grow with your company, start with a diverse workforce, and lead your diversity agenda from the boardroom.
• Motivating Female Talent Make it clear how females can progress through your company Only 39% of women believe their employer gives them good opportunities for advancement, yet 55% of female staff want leadership training, compared to 44% of male colleagues.
Improve your fair pay policy, and make sure people know it.
Only 40% of African professional women think they are paid fairly. Attract the best talent by making equality an important part of your employer brand and telling your potential hires when advertising roles.
Lead with authenticity and create a workplace where everyone is safe
Women are twice as likely to want to work for a brand whose leaders live the values their brand has and create safe environments to work in when compared to men. These findings inform how businesses and their HR teams can adjust their talent acquisition and retention strategies through understanding the key attraction insights from talent. These are just a few ways to reform and redefine HR and its core strategies. P
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TON Y S I N GL E TO N, C E O O F T U R N B E R RY RISK MA NAG EM E N T S OLU T I ON S
GAP COVER: when cents make sense
BY : S I B O N G I L E G U R A
n the past, the 4 major types of employee benefits have been life cover, disability cover, retirement and medical aid, but an employee benefit that is gaining popularity is Gap Cover in addition to medical aid to provide more comprehensive medical coverage for in-hospital medical expense shortfalls. The global pandemic has affected the workplace in terms of employee wellness, engagement and experience. “We have seen a lot of flexibility on both the employers and employees to meet the challenges of service delivery in these challenging times. We have seen a greater
awareness from employees of their health benefits during the pandemic. This has been reflected with good business retention numbers even during this financially challenging time.” says Tony Singleton, CEO of Turnberry Risk Management Solutions. Now more than ever, organisations need to put their people first and keep their employees’ health in mind because it indirectly affects their bottom line. However, in the past, employee benefits have been seen and used as a ‘one size’ fits all benefit. According to Singleton, each employee’s benefit solution should be unique to the requirements of both
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the employer and the employee. And with the wide variety of products on offer, it is essential to assess each case individually. Tony adds that when one’s medical aid does not fully cover all their needs, dark days do become rainy and this is why Gap Cover is vital for those hefty medical expense shortfalls. “When an organisation ensures that their employees have sufficient Gap Cover, it helps shorten recovery time and alleviates the stress of out-of-pocket payments.” He adds that from a Gap Cover perspective, the Gap product selection would need to be aligned to the employee’s medical aid and option choice. “One thing employers need to keep in mind is that Gap Cover has evolved from just providing cover for in-hospital medical expense shortfall to also offering added benefits such as offering co-payment and sub-limit cover together with coverages for cancer diagnosis, such as lump sum benefit pay outs for the first diagnosis of cancer. Medical Scheme Contribution Waiver, Gap Premium Waiver and Personal accident benefits can also be claimed. The wide coverages available will assist in providing peace of mind to employees that should they have an unforeseen medical event they will have the necessary cover.” Whilst employers are providing the cover for their employees, they are also ensuring that their employees are not overwhelmed when finding funding for key family medical events. In addition to this, it prevents the need for soft loans to employees for the funding of medical emergencies and the administration required to manage these loans.
Too much cover maybe?
The pandemic has changed the way most businesses operate. In some cases, business processes have been adapted to cater for the work from home (WFH) environment. It is essential that a strong communication methodology is adopted to ensure that the various teams still have access to both management and technical support. An example of this is the current load shedding environment that we are
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Each employee’s benefit solution should be unique to the requirements of both the employer and the employee. experiencing and ensuring that even when staff are working from home, they have the right technical and power support to assist them in providing the required service levels. Covid-19 has highlighted the need for sound financial planning for healthcare coverage. During these turbulent times, employers should review their employee benefits together with a financial advisor to ensure that they are offering the most appropriate benefits they can for their employees. Ensuring employees also understand what benefits are available to them by providing electronic communication or virtual platforms can assist in providing employees with reassurance during these unprecedented times. The risks of not having employee benefits or neglecting your employee’s needs could be dire. Singleton says that it is essential to ensure that both employer and employees are aligned in terms of culture and service delivery. “Having the correct employee benefits and understanding your employees is a key factor to aligning both parties. This alignment will also ensure that the correct level of service is delivered to customers who are key to all businesses.” The biggest risk is that your talented employees could start looking elsewhere for opportunities where they will have a better employee experience. And as much as employers look for return of investment (ROI), the biggest ROI is looking after your people. “Unique employee benefits in addition to the standard benefits can assist employers in attracting and retaining employees of a high calibre. Due to financial constraints employees could elect to delay medical treatment or request loans and salary advancements from their employer
in order to pay for in-hospital medical expense shortfalls and/or co-payments. Employees who are not receiving timeous medical treatment or who are distracted by financial hardships could lead to a decrease in their productivity. Companies have found Gap Cover to be a cost-effective solution to this problem. In addition, Gap Cover offered on a group basis can benefit from reduced premiums and favourable underwriting.” As the world of work continues to shift, employees are no longer interested in just money but are becoming more attracted to factors like employee experience. This shift in building and maintaining employee experience, as in any effective relationship, can begin by listening to employees and this can be done via surveys or performance appraisals for example. Singleton says that once feedback is received it is important to analyse, review and take action where required and it is essential that the employer is up to date with developments on the employee experience front to ensure that they are in line and if possible, ahead of the market. The factors that influence employees experience can include the employee’s physical environment, tools, technology and training available to the employee and ultimately how an employer contributes to the overall health and wellness of an employee A positive employee experience can contribute to the Customer experience when operating in a positive environment. Don’t be fooled, employees have access to a wealth of information, and they are aware of various international employee experiences. They are now aware of and are looking at a total
work experience that includes not only monetary rewards but also other opportunities such as work from home as we have seen in the recent pandemic. Employers seem to miss the mark when it comes to employee benefits even though there is a wide range of Employee benefits. “It is essential that all benefits are communicated to employees in a manner that is easy to understand. A financial advisor can assist with benefit presentations to explain the benefit offering to employees. Communication and understanding is essential to avoid any misunderstanding at the claims stage of a benefit. The employee experience is the total experience an employee receives and this encompasses not only the financial benefits but also such things as culture, training opportunities and technical support.” In order to better assist your people, Singleton says that when reviewing employee benefits, employers use their HR practitioners to analyse, test and implement effective employee benefits, so they give employees what they want and need? “There is a wide range of employee benefits available in the market. These benefits have a variety of costs and benefits. A joint task team of HR practitioners who understand the company’s and employees requirements combined with a Financial Advisor who understands the various products available in the market would be advisable to ensure that a comprehensive cost-effective solution is found for the employer and employees.” “Like all businesses and divisions within a business, there is a constant need to adapt and to stay relevant.” The pandemic has accelerated this over the last year and employers need to tune in to what employees need and fill that gap. P
August – September 2021
BOSS NAPPING: A workplace health and safety risk executives should not ignore BY : D R NATAL I E S KEEPER S (PH . D. )
S AF E T Y ENGI NEER AND C ONS U LTANT
D R NATA L I E S KE E PE RS , ( P H .D.) SA F E T Y EN G IN EE R AN D C ON S U LTAN T
When employees are not in favour of decisions made by their board or management, they could resort to boss napping and other criminal acts
oss Napping is a form of hostage-taking, kidnapping of management or decisionmakers or policymakers by employees until demands are met. There is a lot that goes into protecting employees from risks in the workplace. All “jobs” have hazards, no matter the level. Most executives don’t see themselves as being at risk in the workplace. However, officers are classified as employees because they work under the board of director’s direction and control. Unlike the usual health and
safety issues raised from the shop floor, most executives will think that health and safety is for factory employees or those working in highrisk environments like construction, oil and gas. Either way, there are laws protecting all employees from risks associated in the workplace during their employment and executives must be aware of this and have systems in place to prevent workplace and or related injuries and incidents Executives should know that they too are employees and are just as vulnerable as other employees
August – September 2021
within the workplace. What are the challenges for executives in the workplace and their safety whilst at work? Some understanding is necessary of the risks associated with being an executive and a decision-maker. One way executives can better prepare for instances like boss napping is occupational health and safety training. When an incident happens, employees will be equipped and quickly respond to danger because the safety training has prepared them. The board of directors make policy decisions on the organisation’s
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strategy, layoffs, restructuring, pay scales - decisions that ultimately will affect the livelihood of employees and the company’s bottom line.
Leadership risks and obligations
When employees are not in favour of decisions made by their board or executives, they could resort to boss napping and other criminal acts. Earlier this year in France, employees held their management hostage over pay rises, until they were able to get management to agree to their demands. Not all boss napping ends amicably. And solving the problem this year does not guarantee a solution in the future. The demands from employees in the foreseeable future will become more sophisticated. The events could also be orchestrated by criminals and syndicates. Money is no longer a factor, criminals or employees may seek other means of rewards such as untraceable currency, favours to third parties, or rewards/incentives that cannot be linked to them directly. For executives, one of their greatest safety risks is travelling for work. A risk management plan is necessary and can be justified to avoid “high value” executives from either being kidnapped or held hostage. Of course, anyone in the company can fall prey to these tactics, but executives sometimes overlook their safety risks. As more women climb the corporate ladder or C-Suite, they too are more exposed from a health and safety perspective. Not only is boss napping a problem, there are other safety risks like workplace sexual harassment, violence at work, lone working and risks associated with travelling (including staying in accommodation) and working late at the office that affects female executives. The employee needs to ensure
that the employer assesses the safety, health and wellness of any workplace environment. If this sounds like an earful, it isn’t. The employer is obligated to do a risk assessment – always. It is my professional opinion that these incidents will escalate as employees become more desperate to negotiate better benefits, better working conditions and pay parity. They will hold executives accountable for operational decisions such as layoffs largely because employees are facing anxiety due to changes in the labour market, company restructuring and general poor management decisions. Not to mention the big pay bonuses bosses give themselves on the backs of their employees. This makes employees more outraged. They are fully aware of other and related perks bosses receive on top of the big performance bonuses, stock options, superior performance and big penalties for poor performance.
Putting people first
This is not about what the law requires, however, Section 8 of the Occupational Health and Safety Act, states the employer must provide for a safe and healthy workplace. It’s about being a caring employer. So if employees find that going on strike doesn’t yield the same results and demanding immediate resolutions and answers, kidnapping bosses might be a possibility.
What is the solution? What should we do as Safety Professionals?
• Providing executive training on health and safety • Become a safety advisor to executives and all employees. • Deal with disgruntled employees swiftly. • Advocate for ongoing risk assessment, including health
and safety-related training for executives. • Employees expect companies to pursue clear health and safety, social, and environmental goals. • Find mitigation on all risks highlighted above. For example, not all employees will be afforded close protection or security. • Travel risk assessments must be linked to sound policies for everyone, not just travel medicine and advisories. Employees will continue expecting higher levels of transparency, and expectations regarding the company’s social responsibility efforts. Increasingly, employees expect companies to serve a greater purpose beyond mere financial performance. All employers are confronted with several global trends and forces that consider health and safety interventions and corporate responsibility. Risks are much higher which creates a sense of urgency thereby requiring more thoughtful dialogue. Perhaps delaying purchasing assets that are in the face of employees, especially personalised luxury items, will be more prudent and not infuriate them further. The increased activism of younger generations (i.e. Millennials and generation Z) will continue to put the spotlight on corporate responsibility regarding the health and safety of employees and the decisions companies make. As such, companies must make a positive contribution to society and manage broader corporate responsibility matters in a much more proactive, strategic and decisive manner. The impact of decisions made in the boardroom can have an impact on market capitalisation and company reputation. By making better decisions, boss napping incidents can be thwarted. P
August – September 2021
HR in the era of hybrid work and purpose-driven organisations BY : S I B O N G I L E G U R A
D R M P H O D. MAG AU , LE CT U RER & RES E AR C H E R , D E PART M E N T O F I ND U S T R IAL PS YC H OLO GY & PEO PL E MANAGEME NT COLL EG E OF B U S I N E S S & E C ON OM I C S , U NI VER S I T Y OF JOHANNES BU R G
s the world of work evolves and moves to the new normal, the role of HR also needs to change. HR, in the era of hybrid work and purposedriven organisations is fuelled by the ever-changing needs and desires of employees. This phenomenon, dubbed ‘employee experience,’ continues to force employers to reassess their working environments because employees ‘must haves’ and ‘nice to have’ are changing with the times. According to Dr Mpho D. Magau, Lecturer & Researcher in the Department of Industrial Psychology & People Management College of Business & Economics at the University of Johannesburg, “employee experience,” is a growing phenomenon in the field of HR that is applied to assess and monitor how people feel about their interactions with their organisations. And as
such, these feelings relate to the employees’ work, their workplace, and their relationships with colleagues as well as superiors. Dr Magau adds that gauging the pulse of employee experiences is essential for organisations aiming to improve the motivation of their workforce and ensuring that they go the extra mile to contribute towards the company’s success. Therefore, organisations that regularly assess and monitor their employee experiences will identify critical touchpoints and most likely maintain an engaged workforce. With the global pandemic and the changing landscape, organisations can’t risk missing the point to stay afloat especially if they need to retain their skilled staff or are recruiting. Dr Magau says it’s about time HR professionals do some critical reflection on how relevant their people-related solutions are
August – September 2021
in creating shareholder value in the current world of work. “Adapting to the changing world of work is very reactive and we have seen how HR struggles with the pace of unprecedented changes shaping the current context. Now to avoid being so reactive, which is currently the case in many organisations, HR professionals need to develop and improve their foresight to lead conservations about the future world of work, which helps in becoming more proactive than merely adapting the global forces.” Based on this, some HR professionals could struggle in helping and assisting organisations to navigate these uncharted waters and this could have a negative impact not only on the bottom line but on talent as well. However, can HR professionals reinvent employee experiences during a pandemic? “I think this is the time to become
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more genuine in responding to the needs and feelings of employees. Gone are the times where we run employee engagement surveys without using the outcome to improve our employee experiences.” Unfortunately, we are only now realising that it’s time to put ‘our’ people first. He adds “Therefore, HR professionals must truly discover and understand employee experiences at a very personal level without making assumptions about the impact Covid-19 has in the workplace. So, I think to become a caring and empathetic organisation, HR professionals should focus on the cognitive, emotional, social, political, economic, and physical experiences of employees to improve engagement.” As dire as the situation might seem could the solution be as easy as redesigning the office to support hybrid work? Dr Magau says that the hybrid model in which employees work both remotely and onsite is becoming more prevalent especially because of the Covid-19 pandemic. And now transitioning from the traditional modes of office-bound work to hybrid work needs a thorough assessment of employee preferences, while at the same time taking into consideration the nature of the business that may require the use of fixed equipment, which cannot be performed remotely. “This balancing act of redesigning work should also be underpinned by clear workplace policies and procedures that guide employees on how to execute their duties in two different work contexts.” As easy as this might sound, Dr Magau adds that one thing employers and HR professionals shouldn’t forget or overlook is that they need to create a culture based on shared trust, provide the right digital tools, train employees on hybrid work solutions and ensure leader support by listening and responding to employees’ expectations. In essence, employers can create
a new normal regardless of what is happening if they like Dr Magau says acknowledge that Covid-19 has broken technological barriers and has set in motion structural shifts in how jobs are performed, thereby creating a new culture of work. Gone are the days when one could bury their head in the sand or look at what others are doing because Covid has shown us that one size doesn’t always fit all. You can learn from others but you need to create and implement solutions that better suit your scenario. “From an HR perspective, employers need to embrace the new world order by actively cultivating human capability through leadership, prioritising employee experiences and building a more resilient workforce in support of business growth. One thing that we have learnt over the past couple of months is that it’s important to create an inclusive employee proposition that responds to employees’ needs. An employee value proposition (EVP) is a powerful tool that organisations use to communicate their offerings, values and brand for attracting and retaining talent. So, it incorporates the company’s promises to employees in exchange for the expected human capital that delivers shareholder value. Now an EVP that does not respond to the needs of employees (both internal and prospective) and only reflect the company’s expectations may lead to some unintended outcomes such as lack of motivation and disengagement. That’s what an EVP should seek to achieve, that is, reciprocity between the employer and employees by tailoring the companies offers with the emerging needs of employees taking into consideration the dynamics of the new world of work and its associated challenges on the business.” The one thing that I love about the HR industry is that HR professionals understand people and it is through this understanding that they put
measures in place that better suit the people and in turn give employers the ROI they desire.
Reinventing employee experience to drive agility
Being open to change and putting in the work needed will yield results. And being at the forefront of this means that Dr Magau better understands how the emerging new normal will continue to reshape employee experiences together with expectations, and HR professionals will witness an intensified move towards business agility, which will require different sets of skills for employees to adapt methods and be able to navigate the hybrid working conditions. “This calls for employee experiences to be renewed in line with the employer expectations for driving agility. So, both employers and employees must jointly find ways to converge their expectations for improving employee experiences and driving agility.” But does this mean that HR professionals need to change the way they onboard? “Most HR practices including on-boarding are no longer relevant in the current contexts of physical, virtual or hybrid modes of working. While some companies’ on-boarding procedures already combine physical and virtual offerings, there is an opportunity to improve these programmes by considering new employee experiences, needs, expectations and challenges. What the new normal has also done is reshaping organisational cultures necessitating a work environment that is based on support, care, trust, transparency and sharing. Now the revised onboarding programmes must foster a collaborative culture where employees experience a sense of belonging to each other whether onsite or virtually and strive for collectivism.”
Purpose + employment + people
One thing that is certainly taking centre stage is the birth of
August – September 2021
ERA OF HYBRID WORK
purpose-driven organisations and their importance. Dr Magau says that purpose-led organisations prioritise the integration of 6 capitals for generating internal employee satisfaction, capturing external stakeholder confidence and reinforce the purpose through authentic commitment and actions. They ensure that employees can identify the connection between their actions and the organisation’s purpose of positively impacting the society and environment. Working in such an organisation requires one to know their position as an HR leader. “HR leaders play a significant role in enabling purposedriven organisations. Ideally, and considering the expected value of human capital, HR leaders should prioritise key initiatives to stimulate stakeholder engagement, facilitate community outreach and ensure that the organisation’s purpose is authentic and infused in the HR practices that form part of the business. Essentially, HR leaders need to realise that employees radiate enthusiasm to communities and should use them as a barometer to evaluate how the purpose of the organisation impacts the broader society. Doing this will require incorporating the ESG metrics into HR practices to ensure that HR drives the sustainability agenda.” There are benefits for working in purpose-driven organisations that recognise the importance of pursuing sustainability imperatives such as social cohesion and preserving the ecosystem. “Moreover, the connection between the employees’ purpose with the company’s purpose is critical to inspire enthusiasm, creativity, and collaboration to work with different stakeholders. As members of the society themselves, employees have a duty towards protecting their communities and will fulfil this commitment authentically with purpose and integrity especially if the company’s purpose is embedded into the organisational culture.
Ultimately, and in acknowledging the interdependence of business and society, purpose-driven organisations will make a difference by improving lives, reducing harm, which is at the core of maintaining stakeholder relations. “Purpose-driven organisations are companies that unequivocally, consciously, and often deliberately focus beyond profits with a clear strategic intent of consistently serving the needs of employees and other stakeholders such as the community.” Dr Magau adds that “These organisations not only articulate generic purpose propositions that seem to appear as “fake slogans” but create a culture that authentically reflects their intent and maintain ethical responsibility towards the environmental, social, and governance (ESG) priorities. As they strive to connect the business with its impact on society, purpose-driven organisations ultimately create shareholder value through financial, intellectual, manufactured, human, social and relationship as well as natural capitals (6-Capitals).” Dr Magau adds that by coherently integrating the 6 capitals, purposedriven organisations most likely understand the critical social and environmental challenges and configure their internal processes (financial, intellectual, manufactured and human capitals) to respond ethically to these disruptions. From a human capital perspective, purposedriven companies unleash employee potential and motivate behaviours that positively impact the society and environment. To achieve this, leaders of these companies inspire creative critical thinking linked to purpose and embed this into the core of the organisations as their DNA. Having purpose-driven culture can lead to better or improved employee experiences that can benefit the organisations. The organisation’s purpose must be at the core of its organisational culture so employees
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can identify this as their own mission. Don’t forget that purpose is what human beings define to be a reason for existence, and if it’s embedded in their culture it will potentially create meaningful employee experiences that translate into positive social and environmental impact. That’s why employee sentiments about the purpose of their organisation should form part of what the company is, aspires to be and how it authentically aims to serve the interests of society. So, companies cannot afford artificial expressions of purpose that undermine the significance of employee experiences.
How can HR professionals lead such changes?
Dr Magau points out that the purpose describes what the organisation stands for and how employees routinely reflect on this as part of their DNA. The purpose of the organisation and its employees needs to be inextricably intertwined for generating meaningful experiences that create shareholder value. Dr Magau says that to lead a purpose-driven organisation, HR professionals should ask themselves the following 5 questions: • How can the ESG metrics be incorporated into HR practices? • How is human capital integrated with natural, social and relationship capitals? • How are HR decisions grounded in organisational purpose? • How do HR practices support a culture that seeks to serve the purpose of the organisation? • How do HR practices create meaningful employee experiences embedded in organisational purpose? The answers to these questions will lead HR towards stirring purposedriven organisations that serve the interests of its communities and preserve the ecosystem through human capital. P
Let’s reimagine, rework and reset The Institute of People Management (IPM) is going back to the core of People Management and HR – the people and exploring ways HR professionals can reimagine, rework and reset Human Capital in Covid-times and beyond. As the Covid-19 pandemic continues to usher in a new order, work and working will never be the same. The virtual 65th annual IPM Convention & Exhibition will equip you with the knowledge and skills you need to deal with the new world of work. Audiences will get expert insights from thought leaders about what is required to reimagine, rework and reset the workplace towards a future where people and organisations thrive. IPM invites you to be part of a vibrant People Management and HR community. Over the two days, you will e-meet and engage with professionals, business leaders and speakers from across industries on a fully immersive virtual reality platform. You will get an opportunity to learn from the best and gain insights from thought leaders and people experts from across the globe. They will equip you with skillsets and tools to achieve personal and organisational success. The five expertly curated programme tracks will empower you to choose your Convention experience, so you can access the content and resources that matter to you most. All this will help you build your own experience. This year you can pay it forward! If you or your organisation purchases 5 tickets, IPM will give one ticket to an unemployed youth who will benefit from the exposure to a world class event.
TICKETS START AT R500. Contact: firstname.lastname@example.org or visit: www.ipm.co.za/www.ipmconvention.co.za for more information or to register. Do not miss the big reset at the 65th Annual IPM Convention & Exhibition, taking place virtually 10 – 11 November 2021.
The courage to REST – a toolkit to manage perspective
JU L IA KER R HE N K E L , M D OF LU M MI N OS
BY : J U L I A K E R R H E N K E L , M D O F L U M M I N O S
e cannot control our environment. We tend to allow our external circumstances to dictate our internal wellbeing and behaviour, which can be disempowering and unproductive. Since we can only control our perspective of our environment, the responsibility and opportunity lies in learning how to manage our perspective so that we see our environment from a place of health, mindfulness, optimism and resilience, rather than from a place of fear, anxiety and overwhelm. We cannot predict or shift all the factors that cause stress in our lives,
nor can we change or control other people, or our environments. We can learn to strengthen our resilience and inner resolve so that how we perceive and engage with our reality, how we handle our stressors and environment, is more mindful and less reactive.
If all fails REST
Let me introduce you to REST - a practical framework developed by Lumminos Coaching & Associates that is an interactive toolkit for people to manage the vulnerability of uncertainty, fatigue and overwhelm. Considering the current context
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of the world and the impact that Covid-19 is having on employees, the premise of this framework invites people to develop the skillset required to lean in and to learn how to better manage their perspective and energy in the face of stress, for the sake of their wellbeing and those around them (both personally and professionally). In this COVID context, stress is not only ‘job-related, but also related to the blurred boundaries between work and home life, as well as other difficult circumstances that have played out during this time. This REST framework is aimed at supporting people to feel energized and calm - better equipped with practical tools to handle the uncertainty of stressful situations more skilfully and mindfully, so that they can maintain levels of productivity, increase trust, calm and psychological safety in the virtual and physical workplace – which is necessary for focused delivery, collaboration and innovation.
R – Right-size. Be clear on what you are focusing on and what is true and proportionate to the reality of the situation. Is this situation bigger or more threatening in my perception than it is or needs to be? Am I possibly ramping this up and
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We cannot predict or shift all the factors that cause stress in our lives, nor can we change or control other people, or our environments.
overreacting or overthinking this? Is it possible you are underreacting and not facing the gritty facts and details? Consider what or who could help you to right-size.
E – Energy. Our ability to right-
size challenges is directly related to our energy levels. How do we become more intentional about replenishing our energy – physically, emotionally, mentally, relationally and spiritually? Scheduling regular activities that address each of these areas can be simple and impactful and needn’t take up a lot of time. For example, a ‘brain break’ at set times during the day where you get up, move away from your desk and spend a few minutes in nature just tapping into your senses, can help reduce stress.
S – Story. According to
researcher and author, Brené Brown, one of the key practices of people who display the highest levels of personal resilience, is the ability to check and reframe the stories we tell ourselves. What is the story you are telling yourself about your life right now? How can you shift this to more accurately align with your values?
situation). Rather than reacting at the moment and potentially causing damage, focus on naming and calming your emotions, so that you can think more clearly, and then respond in a considered and balanced way. We are living in a fast-paced, ever-changing world, where we are conditioned to always be working, moving forward, achieving and getting things done. Rest is often associated with being weak, unambitious and lazy, but buying into this myth can lead to burnout and breakdown. Taking time to include ‘REST’ as part of a personal strategy for success, along with learning to ask for what you need, setting boundaries and saying no to the things that don’t align with your values, can pave the way for sustainable success.
Benefits of putting REST into practice
• Exploring individual and team strategies to apply the principles of REST • Supporting people to feel resourced, energized and calm • Normalising the effects of pressure and change and naming challenges, struggle and fatigue to learn new ways and de-escalate stress • Equipping people with a shared language, models and practical tools to handle the uncertainty of stressful situations more skilfully and mindfully • Offering ways to maintain levels of focus, motivation and productivity • Providing interactive platform/s to increase trust, calm and psychological safety in the virtual and physical workplace - necessary for focused delivery, collaboration and innovation. P
T – Triggers. Part of the skill
of managing our perspective is to proactively become aware of the situations and people that ‘hook’ an emotional reaction in us (very often this is linked to a story we have in our minds about that person and
August – September 2021
AN DR É DE VI L L I E RS , ( B .C OM ., L L .B .) , PRACTIS IN G AT TOR N E Y AT SCHEEPERS & AU C AM P
he Protection of Personal Information Act (Act 4 of 2013) came into full effect on 1 July 2021 and envisaged to, amongst others, promote the protection of personal information, processed by public and private bodies (“bodies”). To get the compliance process rolling the Regulator requires that an Information Officer (“IO”) be appointed by the company. However, due to technical problems with the Regulator’s registration portal, the deadline to appoint an IO has been extended indefinitely, as per the Regulator’s media statement of 22 June 2021. The Regulator furthermore extended the applications for processing of information which are subject to the Regulator’s Prior Authorisation (discussed below) in terms section 57 (1) subject to section 58 (2), but in this instance only until 01 February 2022.
POPI ACT: Does the Postponement date granted by the Information Regulator in terms of the POPI Act, postpone the enactment date of the entire Act?
The postponement of the date for appointment of the Information Officer is the topic most prevalent to many “bodies” currently. Responsible parties should take care that even though they do not have to appoint an “IO” or Deputy “IO” now, the Act took effect from 1 July 2021. Therefore implementation guidelines should have been implemented by 1 July 2021. Any applications for exemption, should also be submitted before the aforementioned date. Companies are encouraged to watch the media as a date for the Compliance of appointing an information officer may be announced at any time. The postponement granted is applicable to instances where Responsible parties must obtain prior authorisation from the Regulator prior to any processing of personal information (sections 57-58 of the Act) where that
August – September 2021
responsible party plans to, amongst others, process: • Any unique identifiers of a data subject. • Information on criminal Behaviour or on unlawful or objectionable conduct on behalf of third parties. • Information for purposes of credit reporting. • Transferring of information of a “Special Personal” nature to third parties abroad that does not provide adequate protection for such processing (More information on this in section 72 of the Act) • The date in this regard, had been moved to 1 February 2022, but the appointment of the Information officer had been postponed indefinitely, whilst announcement of a date in last mentioned regard is expected. So where does this leave you and what you need to do to be
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compliant? André de Villiers (B.Com., LL.B.), practising Attorney at Scheepers & Aucamp and proud contributor to https:// hreconomics.co.za/ that hosts online courses on HR and people management matters, shed some light on a few FAQ’s on Information Officers.
Q: What will the main duties of the IO be? A: • • •
The primary responsibilities will be to: ensure and encourage the company in complying with the Act, deal with requests made to the company pursuant to the Act, and work with the Regulator in relation to investigations by virtue of the Act. (This is as per Section 55 of the Act, but also refer to the definitions of the Act) The Appointment should be done by what the Act defines as a “Responsible Person,” whereafter the IO’s functions will commence. The “Responsible Person” is by default the CEO of the Company.
Q: Who bears the responsibilities of this role in a company? A:
It is prescribed that the IO be the head or management of the business. The “Responsible person” is defined by the Act to be a public or private body or any other person who, alone or in conjunction with others, determines the purpose of and means for processing personal information. In layman’s terms, this will be the management or owner of the company, however, it applies. The failure to appoint an IO will be held
To get the compliance process rolling the Regulator requires that an IO be appointed. against the management or owner of the company, after the date to be announced. In light of our interpretation of the Act, it purports that the head of the private body is the IO by default. This, however, does not excuse the head not to register a company IO. Careful consideration should be given when delegating these functions and should only be delegated to a person with the character trait of utmost consistency and excellent administration skills or support.
Q: How can an IO be registered? A: Information Officers can be registered online at
https://www.justice. gov.za/inforeg/ portal.html. If you want
to register an IO(s) for a group of Companies, each separate entity will need to have its own IO, although it is not prohibited for the same person to be registered. Other means of registration is expected to become available, soon. P
August – September 2021
Join an IPM branch and become part of a growing HR network Membership to a local branch entitles you and plugs you into a network of Human Resources and People Management professionals near you. When you become a regular participant at branch networking sessions, education and training events, you will keep abreast with developments in the field and access solutions to day to day challenges and problems. These networking sessions, education and training events will give you an urge to practising your craft. They will benefit you personally and professionally. You will have the opportunity to accumulate continuous professional development (CPD) points when you participate in your branch’s special education and training events. IPM branches and local fora events have evolved to a hybrid model where in-person and virtual meetings are now organised. In all instances of in-person contact, strict COVID-19 protocols are observed. Be part of the branch near you. Branches are found in most major cities around South Africa. The branch network is set to grow and become vibrant across South Africa. Join today and be part of a special and growing network of HR and People Management professionals in your area, so that together we can create engaging and liberating work experiences to sustain delivery and productivity for organisations. You will also find an IPM sister organisation in most Southern Africa Development Community (SADC) countries where you can get plugged in and grow professional and ethical HR and People Management practices.
You can connect locally in: Cape Town Durban Gaborone (Botswana) Johannesburg Mahikeng Maseru (Lesotho) Nelspruit Polokwane Pretoria
Coming soon to: Bloemfontein Kimberly Gqeberha Richards Bay Rustenberg (formerly Port Elizabeth)
FOR MORE DETAILS:
VISIT: www.ipm.co.za EMAIL: email@example.com
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