PulseHR Magazine Issue.2

A racting, Hiring and Retaining High-Achievers

Leveraging Technology to Transform Organisational Culture

Navigating The Key Drivers of Organisational Change

Are you being gaslighted at work?

Building High-Performance Teams The Art of in soccer and business

The Team

Project Lead: Jonas Ileka

Editor: Ale a Shikololo

Art Director: Hendrik |Gariseb

Account Executive: Letisha Matheus

Editor’s Note

Dear Pulsers,

Welcome to the second issue of Pulse HR magazine, your ultimate destination for exploring the dynamic world of people management.

Staying true to our ethos of providing insights and inspiration, for the HR community by the HR community, we are thrilled to present a captivating lineup of articles and features on all things HR.

Our cover features the remarkable Ricardo Mannetti, a true icon in Namibian soccer. In this striking interview, we explore the nuances of sports psychology and draw parallels between the electrifying world of soccer and the corporate arena.

This issue also delves into the ever-evolving relationship between technology and HR. We explore how leveraging data and technology can impact organisational culture and unlock new dimensions of business performance.

Our law segment examines the complexities of labour law, ensuring that HR practitioners remain wellinformed and compliant. Our wellness experts share practical strategies to empower HR professionals to promote psychological safety and work-life balance in the workplace. Moreover, we present a collection of thought-provoking articles from esteemed HR experts, whose insights challenge conventional wisdom and offer fresh perspectives on crucial topics within the HR domain.

As Pulse HR editorial, we aim to equip you, our valued community, with the knowledge, tools, and inspiration to excel in the ever-changing world of HR.

We are grateful for your continued support and engagement.

Please feel free to share your feedback, suggestions, and success stories. Together, let us create a vibrant community that propels our field of HR to new heights.

Warm regards

Aletta Shikololo

The evolution of HR technology: A brief history

Written by Dieter Veldsman & Annelise Pretorius

Technology has significantly changed HR. From our roots in the early 20thcentury driving manual and paper-based record keeping and labour relations practices to the connected, integrated, and digital employee experience that HR professionals drive today.

The advances in HR technologies are often only seen in transactional automation and databases, yet the real impact of HR technology goes much further. To fully understand this landscape, let’s look at the technological advances in HR based on five key movements.

Movement 1: Tracking of time, attendance, and manual recordkeeping (Before the 1950s):

The earliest forms of HR technology can be described as manual filing systems related to keeping employee records and capturing time and attendance through punch card systems. IBM was a crucial player in this era with their “IBM Punch Card.” The automated clock provided more accuracy in tracking employee time and subsequent wages, with the 1940s seeing advances in computerised systems used for basic transactional processing. Predominantly, these systems were used for payroll payments; they were large and expensive and predominantly used by larger organisations.

Movement 2: Paper-based systems to transactional databases (the 1950s to 1980s):

The development of mainframe systems allowed for more advanced processes to be automated, such as the collecting, storing, and retrieving of employee records. During this period, HR Information Systems (HRIS) were developed, which still form the basis of several modern HR technologies. As organisations became more complex and sophisticated, the need for client-server technology resulted in the growth of Enterprise Resource Planning in the 1980s. This era saw organisations, such as IBM and SAP, dominating the market and introducing major advances which still form the basis for many technologies used today.

Movement 3: Personal computers (PCs) (1980s to 1990s):

The personal computer and connected networks led to a significant shift in how HR data was used. Personal computing created the opportunity for greater workflow-related processing, improving HR services’ speed and efficiency. HR systems became more affordable for small and medium-sized organisations, but physical on-site network constraints resulted in limited use by employees and managers based outside of headquarters or regional offices. The first version of PeopleSoft was released in 1989 as the first fully integrated client-server HCM solution.

Movement 4: Web-based systems and remote access (the late 1990s):

Web-based systems ushered in a new phase of HR technologies. The ability to access HR systems remotely and increases in data storage and computing capacity led to the rise of employee self-service technologies and more advanced reporting and analytical capabilities. Self-service portals were integrated into company intranet solutions and used extensively to reduce the cost of HR administration. Many HR practices were becoming more technologyenabled, and the development of the first job board by Monster in 1994 and Applicant Tracking Systems in 1998 was a key milestone that would forever change recruitment practices.

Movement 5: Social Media, Cloud, and Software as a Service (the 2000s to today):

Social media in the early 2000s changed HR, particularly in recruitment and employer branding practices. Public ranking platforms emerged and provided a place for employees to review their companies.

Today, HR has moved into the Cloud and numerous new Software as a Service (SaaS) platforms have rapidly emerged. The HR Technology market is anticipated to grow to US $63 billion by 2032. These modern systems are built from an employee perspective as employee experience and data intelligence is prioritised, resulting in a move away from traditional functional and process-heavy IT architecture.

Major advances in people analytics have also seen a significant increase in analytics tools and platforms utilised in conjunction with traditional core HR systems. These advances have called for more sophisticated approaches toward data governance and IT architecture, a domain that has historically been a significant pain point. Chatbots have also become commonplace as a method to drive HR services. With technologies such as ChatGPT opening up new possibilities related to language processing models, we can expect a sharp increase in the uptake of these technologies over the coming months.

Leveraging Technology to Transform Organisational Culture and Drive High Performance

Written by Vera Njong

In the fast-paced landscape of today’s business world, organisations are constantly searching for strategies to stay relevant and profitable. Amidst this quest, one critical challenge they face is the impact of poor organisational culture on talent retention and employee performance. A toxic work environment, lack of transparency, trust and accountability, lack of collaboration, and resistance to change are just a few factors that can plague organisations, hindering their growth and success. However, as technology continues to revolutionise the way we work, it also offers a solution to these issues. In this article, we will explore the ways in which technology can be leveraged to transform organisational culture and drive performance, paving the way for a thriving and successful workforce.

Transparency

With the advent of instant messaging apps, virtual meeting platforms, and project management and collaboration tools, communication barriers crumble, paving the way for seamless knowledge sharing, timely feedback, and open dialogue among team members. This digital revolution not only fosters trust and improves collaboration, but it also promotes alignment, enhances accountability, boosts employees’ perceived value, and ultimately propels performance to new heights.

Performance Management

Research highlights that digital performance management systems streamline the performance management process, thereby making them more efficient and easier to buy-in into and adopt. Streamlining processes through digital performance management also reduces the subjective human influence, which decreases the likelihood of biased judgments, transforming performance evaluation into a quantifiable and evidence-based practice. Moreover, this shift instils a sense of accountability and transparency, as employees gain a crystal-clear understanding of how their contributions directly impact the organisation’s overall performance, thus pushing them to perform better.

Learning and Development

Customised online training platforms such as learning management systems and employee onboarding systems foster a culture of continuous learning and gives employees flexible access to organisational policies and procedures, and other company-specific information. This promotes skill development, fosters a learning mindset, strengthens employee engagement and retention, and builds employee confidence and job satisfaction.

Employee Wellbeing and Work-Life Balance

Employee wellbeing and work-life balance are essential to organisational culture and the employee experience. Wellness apps, virtual therapy platforms and remote work tools can be used to help employees manage stress, maintain work-life balance, and promote a healthy work environment. Wellness initiatives convey a message that the organisation cares about its employees’ well-being. This culture of care and support can permeate the entire organisation, leading to increased trust, empathy, autonomy and teamwork.

Data Analytics

The use of technology creates an opportunity for organisations to collect valuable data from employees which can be analysed to gain insights into performance trends, culture perceptions, and skills inventory and gaps. This data can be used to make informed decisions about resource allocation, incentive programs, and training plans. This enables transparent decision making based on evidence and fosters a culture of continuous improvement.

By embracing the right tools and methodologies, organisations can harness technology’s power to improve both their culture and performance, fostering an environment of collaboration, innovation, and productivity. Unlock the transformative power of technology, and watch as your workplace evolves into a thriving ecosystem of success and achievement.

+264 81 260 7003

onemagem@gmail.com

P. O. Box 19296, Omuthiya Namibia ‘Knowledge empowers HR excellence’

ABOUT US

MEGAMENO HR CONSULTANTS is a Human Resources Consultancy which was established in 2018 to primarily serve both employers and employees of the northern towns of Namibia such as Ruacana, Opuwo, Outapi, Okahao, Tsandi, Oshikuku, Oshakati, Ongwediva, Ondangwa, Eenhana, Oshikango, Rundu, Nkurenkuru, Katima Mulilo, Omuthiya & Tsumeb amongst others.

VISION

To be the preferred Human Resources (HR) Business Partner in northern Namibia serving all stakeholders with excellence.

MISSION

To provide quality Human Resources (HR) services to all customers in order to improve business results and empower employees.

Our Detailed Service Offering

1. Recruitment & Selection

Advertising, shortlisting & reference checking

Independent HR Business Partner for interview panel

Job specific assessments

CV writing & editing

Job interview coaching

Database referrals for employment

2. Industrial Relations (IR)

Chairing of Disciplinary Hearings

Translator during Disciplinary Hearings (English / Oshiwambo / Afrikaans)

Peer Counselling & Wellness Education

IR advise & guidance

Collective Bargaining & Negotiations

3. Organisational Development (OD) & Training

Job description writing & job description reviews

Customer Service Training

Frontline Supervisory Training

Policy formulation & policy reviews

Job Attachments / Internship placements

Succession Planning

Performance Management system & training

HR Strategic Planning

Induction training & induction pocket books

Customer Satisfaction Surveys

4. Human Resources (HR) Administration & Payroll

Affirmative Action (AA) planning & reports

PAYE deductions & payments

Social Security Commission (SSC) deductions & payments

Weekly / monthly payroll processing & payments

Payment to 3rd parties

Personnel file management

HR budget control & planning

HR records management

Benefits advise & guidance

Weekly / monthly HR reports & statistics

Management of employment contracts (fixed term / seasonal / permanent)

5. Human Resources (HR) Project Management

Management of change interventions

Year end functions

Corporate Social Responsibility (CSR) projects

Career Fair

HR Consultations

A racting, Hiring and Retaining HighAchievers Through Data

Written by Norbert Mörtl

From my experience of working with high performance organisations over the past 25 years, companies need to have the right person for the right job in order to achieve continuous organisational growth and success. Retaining them and continuously developing and motivating them is paramount for a company’s longterm success. This means that organisations need to understand that their most valuable assets are their employees, especially since more and more companies are becoming knowledge intensive.

This article explores researched-backed and data-driven strategies for identifying and developing top talent, conducting effective training and development programs, and creating a motivating work environment that fosters high performance.

The Value of Talent

Every organisation is the sum of its talented and skilled individuals. As companies become increasingly knowledge-intensive, attracting, and hiring highachievers whose abilities and behaviours align with job criteria becomes crucial. However, the reality is that a significant number of new hires fail within 18 months. This emphasizes the need for a structured and informed approach to hiring, retaining, and motivating talent. You need to be able to clearly establish success criteria for each position in the form of key personality traits and abilities such as logical and analytical reasoning and motivation. One way of doing this is to use BIG DATA. The reality, however, is that many companies do not have the time, the resources, the expertise or the data available, or perhaps these processes are not yet part of their daily business activities. This notion is clearly backed up by research carried out by Bersin/Deloite, which revealed that only 4% of companies have achieved the capability to perform “predictive analytics” about their workforce.

Hiring for fit

To hire the best candidates for a company, organisations need to clearly establish success criteria for each position. By identifying crucial behaviour traits and abilities necessary for job success, companies can use data-driven approaches to make informed hiring decisions. Utilising modern HR assessment platforms and integrating existing HR data intelligently enables organisations to create predictive success profiles for different roles. Data from your best performers can then be used to create a predictive success profile (Criteria) with the needed, proven characteristics for each job role. This data can be used in a SMART way to help in the selection of future employees or candidates for talent development. Knowing what you’re looking for will help you to match and identify the right candidate for the right job. Matching employee potential and job complexity will help you conduct quality interviews with relevant potential employees, thus saving time and money.

Training for RoI

Training and development (T&D) plays a pivotal role in equipping companies with a competitive advantage by improving performance and creating differentiation. However, T&D is often seen as a cost rather than an investment. If T&D is considered a cost, then this is one of the first things that a company might save on. If T&D is to be seen as an investment, then there must be ample proof or security that there will be a return on investment in the form of improved productivity or results for the company. According to Silverman (2012), the first step in doing training is to do a training-needs analysis, figuring out who needs training and what kind.

Training thus need to be informed by data and effectiveness to be measured to gauge return on investment (RoI). Secondly, a conducive environment and a learning culture need to be created in the company: 90% of what is learned may be lost within the first few weeks if it is not anchored, reinforced and transferred to the workplace. For T&D to be effective it needs to be aligned with the company’s strategy, as Josh Bersin (2014) said, “Today’s corporate training organisations must be highly aligned with their business’ immediate and urgent corporate priorities, while also building long term capabilities for the future”.

Motivating for retention

It is a fact that companies with engaged and motivated employees are 20% more productive and profitable than their competitors. Engaged and motivated employees are crucial for an organisation’s success. To increase performance and profitability, companies must focus on retaining their top talent while keeping them motivated. Leaders play a vital role in creating an environment that fosters motivation. Intrinsic factors such as relationships, meaning, growth opportunities, and empowerment have proven to be significant motivators. The focus on motivation must be on a broad basis rather than single factors. In two major studies (385 and 300 employees) it was proven that performance will increase when several drivers or emotions are satisfied and triggered. Nohria N. and Groysberg B. (2008) created the 4 Drive model based on newer findings in neuroscience, which identifies four drives namely: acquire, bond, comprehend, and defend, that underlie motivation and can be levered by leaders to increase in motivation. Additionally, leaders must eliminate demotivators and create a fair and embracing culture that allows employees to thrive.

In the pursuit of organisational success, companies must recognise that their employees are their most valuable assets. Maximising talent potential is not just a goal; it is a strategic imperative for companies aiming to thrive in today’s dynamic business landscape.

Every organisation is the sum of its talented and skilled individuals.

“ ”

Navigating The Key Drivers of Organisational Change

Written by Paulina Mbango

The importance of effective change management cannot be overstated in today’s rapidly evolving business environment. A prime example of this is Kodak, a former market leader in photography that ultimately fell behind due to a failure to adapt to changing market conditions. Despite inventing digital photography technology, Kodak failed to embrace emerging trends, clinging to its traditional film-based business model. As a result, Kodak lost its competitive edge and ultimately filed for bankruptcy in 2012. This case highlights the critical importance of managing change effectively, particularly in the face of technological advancements, economic conditions, industry trends, and leadership or organisational structure changes. Here, we explore these critical drivers of change in more detail and demonstrate how the change management methodology can help organisations successfully navigate and adapt to these challenges.

Technological Advancements

Technological advancements have a profound impact on the way organisations operate. New technologies can revolutionise production processes, create new products and services, and disrupt traditional business models. Organisations that embrace technology can

gain a significant competitive advantage, but those that resist change risk falling behind. The rise of the internet, e-commerce and Artificial Intelligence (AI) have revolutionised how businesses operate, enabling them to reach customers in new ways and expand their markets. The emergence of cloud computing has also transformed how organisations store and access data, enabling greater collaboration and efficiency. To manage technological change effectively, organisations must stay abreast of emerging technologies and invest in the necessary infrastructure, training, and support to adopt them.

Economic Conditions

Economic conditions can contribute significantly as a driver of change in organisations. Economic downturns can force organisations to undertake cost-cutting measures such as downsising, or restructuring, while economic growth can create new opportunities for business expansion and investment. As we have witnessed during the COVID-19 pandemic, many organisations had to adapt quickly to survive. Some shifted to remote work, while others pivoted their business models to meet new demands, such as manufacturing personal protective equipment (PPE) or offering virtual services.

Foresight

Organisations must be quick, responsive and be prepared to make difficult decisions to adapt to rapidly changing circumstances to manage economic change effectively.

Industry Trends

Changes in consumer preferences, new entrants to the market, or regulatory changes can all significantly impact how organisations operate. The rise of the sharing economy has disrupted traditional business models in industries such as transportation and hospitality. The increasing importance of sustainability and environmental concerns has also led many organisations to rethink their supply chains and product offerings. Organisations must stay attuned to emerging trends and be prepared to adapt their strategies and operations accordingly to manage industry change effectively,

Changes in Leadership or Organisational Structure

Leadership or organisational structure changes can also drive significant change. New leaders may bring new ideas and approaches, while organisational restructuring can create new roles and responsibilities. A new CEO may bring a new vision and change

the organisational culture or strategy. A merger or acquisition may require significant restructuring with new departments, teams, or reporting structures. To effectively manage leadership or organisational structure changes, organisations must communicate clearly and transparently with employees and stakeholders and provide support and training to those the changes may impact.

In conclusion, in today’s dynamic business environment, organisations must be prepared to adapt to the key drivers of change, including technological advancements, economic conditions, industry trends, and leadership or organisational structure changes. Change management is essential to ensure organisations can successfully navigate these changes and remain competitive. Organisations can effectively manage change, minimise disruption, and capitalise on new opportunities using best practices. Organisations can survive and thrive in today’s fast-paced business environment by embracing change and staying attuned to emerging trends.

Paulina Mbango is a PROSCI-certified change practitioner and communications specialist with experience in the financial services, mining, and governance sectors.

Write to her at paulina@andchange.com or learn more at andchange.com

As we have witnessed during the COVID-19 pandemic, many organisations had to adapt quickly to survive. Some shi ed to remote work, while others pivoted their business models to meet new demands

Harmonising traditional African values with modern HR practices

Compiled by Jonas Ileka

“The general situation for the average African, is that while they struggle to learn and understand the Western ways of work life and try to use techniques for problem solving prescribed by Western theories and models, they never really forget their culture and the pressure that comes from it.” – O. Iguisi (Nigerian Scholar)

Often the solutions that we seek are right under our noses. In the pursuit of effective management practices, organisations often draw inspiration from various sources. However, an overlooked source is the cultural values which are deeply rooted in African societies. African scholar, Osarumwense Iguisi argues that the starting point in changing perceptions about human resource management is to harmonise cultural values with Western management assumptions. The question, then, is how do we harmonise cultural values with modern HR management practices?

This article explores how HR can use African cultural values to improve how we manage people across the employee life cycle.

HR practitioners can tap into timeless wisdom by embracing African cultural values and blending it with modern management practices to create a work environment that is inclusive, purpose-driven, and aligned with the cultural heritage of its employees.

“ ”

Recruitment and Succession

In African traditional systems, individuals are selected for specific roles or jobs based on their proven ability to perform such tasks successfully. The selection of a successful candidate depends on their skills, expertise, loyalty, and family background. For instance, when selecting the right candidate for succession to a throne in some traditional societies, an oracle or the ancestral spirits are consulted to confirm divine authority. This practice was depicted in Marvel Studio’s recent Black Panther: Wakanda Forever movie. This approach can be likened to modern methods like psychometric assessment and reference checks, emphasising the importance of understanding individuals’ unique skills, qualities, and background.

Induction and onboarding

In traditional African communities, induction into a clan or high position is accompanied by initiation practices, such as oath-taking, instilling a sense of belonging and commitment. These practices and associated ceremonies normally have three phases that ethnographer Arnold van Gennep calls the rites of passage, namely: the rites of separation, the rites of transition, and the rites of incorporation. During rites of transition, initiates are given instructions and advice in preparation for their expected new roles in society.

In the modern business setting, oaths of allegiance and offices are administered through the swearing on the Bible or Koran during appointment to important public offices such as those of President, Ministers, Judges, and specialist roles such as Doctors. Oaths have been shown to increase allegiance, accountability, and commitment of organisation members to the achievement of its objectives. Organisations can incorporate oath-taking into modern organisational induction processes, especially for board members, executives, managers, and other key positions. Moreover, new employees should be assigned mentors and sufficient resources to guide them through the transition and support their assimilation into the new work environment.

Training

Traditional African communities value apprenticeship and holistic personal development. Africans also highly regard oral traditions, often told by elders, that inform them of their history. When such traditions are relayed, a sort of consciousness is aroused in the oftenyounger listener, that generates a feeling of identity and attachment to one’s “roots”.

Organisations can leverage this approach by providing continuous training on relevant competencies while promoting positive cultural values. Moreover, employees should periodically be reminded of the history of the organisation. Through these initiatives, organisations can nurture a strong sense of identity, attachment, and appreciation for the organisation’s history.

Discipline and Conduct

Discipline holds great importance in African culture, with unwritten codes of conduct governing traditional professions. In the traditional African community, family members were deeply concerned about upholding their family’s reputation and avoiding bringing shame to the family. Meanwhile, leaders were expected to lead by example and in the best interest of the group, while the young are expected to respect their elders. However, discipline was enforced for any member who violated community standards, regardless of their rank or social status. Organisations can promote a sense of fairness, and shared responsibility and accountability by applying traditional principles of discipline to modern management.

Motivation and Reward Systems

Traditional African societies motivate individuals through non-materialistic means, encouraging individuals to emulate the great deeds of those who came before them and preserving family honour. Organisations can adapt this approach by complementing material rewards with status symbols, such as public recognition and employee recognition walls, that honour individuals’ achievements. Incorporating historical and cultural aspects into recognition programs fosters a deep sense of pride and belonging, boosting employee morale and motivation. These should, however, not be seen as a substitute for a competitive salary and other monetary rewards.

Employee Welfare

Traditional African societies place great importance on communal welfare, where the welfare of each African is the responsibility of every member of the community. This approach to community, as it were, made everyone his brother’s keeper. By embracing this cultural value, organisations can foster an inclusive environment where all employees feel valued and supported. Prioritising the welfare of all, rather than a select few, aligns with the inherent feminist and welfare-oriented nature of African culture and contributes to a more harmonious and productive workplace.

HR practitioners can tap into timeless wisdom by embracing African cultural values and blending it with modern management practices to create a work environment that is inclusive, purpose-driven, and aligned with the cultural heritage of its employees.

*This article is based on research by Professor Osarumwense Iguisi h ps://www.acarindex.com/pdfler/ acarindex-6193-7237.pdf

Labour Case Review:

Written by Dr Marvin Awarab Senior Lecturer & Labour Law Expert

Telecom Namibia v Mandjolo (HC-MD-LAB-APPAAA-2022/00076) [2023] NALCMD 20 (12 May 2023)

This case involves an appeal against the decision taken by the arbitrator in favour of the appellant (Telecom Namibia). The appeal concerns the issue of unfair dismissal as found in section 33 of the Labour Act 11 of 2007 as amended.

Background

The first and second respondents were employed as Commercial Support Agents by the appellant, being stationed at the Rundu Teleshop. The two respondents were charged with misconduct relating to misuse of company money, for private purposes, attempting to bring the company name into disrepute and thirdly gross negligence or incompetence which was termed by the company as failure to adhere to or execute work-according to work standards or regulations or any action or failure to act, contrary to that of the reasonable employee with serious or potentially serious consequences of the company. It was alleged that the first and the second respondents misused the company money to the tune of N$ 1 732.00 and N$ 1 581.00. Evidence presented indicated that when the appellant’s clients made payment in respect of their accounts with the appellant, the respondents took the money by capturing it on the system. It is this non-capturing that could possibly have led to the suspension of the client’s accounts. In respect of the offence of bringing the company name into disrepute, it was alleged that the respondents suspended the accounts of customers despite the customers having paid their accounts. Based on these allegations, the respondents were subjected to a disciplinary hearing. At the end of the disciplinary hearing, the respondents

were found guilty on all of the three charges and dismissed. Being dissatisfied with the outcome of the disciplinary hearing, the respondents appealed internally, and this appeal was dismissed as lacking merits.

The respondents referred a dispute of unfair dismissal to the Office of the Labour Commissioner for determination. At the end of the arbitration proceedings, the arbitrator found that the dismissal of the respondents was procedurally and substantively unfair and ordered the appellant to reinstate them in the positions which they held before dismissal. The appellant appealed against the decision of the arbitrator, requesting the labour court set aside such a decision and find the dismissal of the respondents procedurally and substantively fair. One of the grounds of the appeal related to procedural unfairness, is that the arbitrator incorrectly found that the chairperson of the disciplinary hearing was grossly irregular and not upholding the principles of procedural fairness. Furthermore, the appellant in its grounds of appeal indicated that the arbitrator found that the respondents were indeed guilty of transgressing the rule in terms of the workplace policy. The appellants were strongly of the view that the arbitrator erred when he ordered reinstatement and compensation, especially after finding that the respondents were guilty of misconduct, and dismissal was an appropriate sanction in terms of the appellant’s Policy.

During the appeal proceedings at the labour court, evidence was led that the Respondents at various

occasions acted contrary to the Treasury Policy of the appellant. During the labour court proceedings, the evidence also indicated that a thorough investigation proceeding the disciplinary hearing was conducted. During these investigations both respondents admitted to have misappropriated the clients money for personal use.

In the respondent’s defense, it was alleged that the chairperson of the disciplinary hearing, through an intermediary, advised the second respondent to plead guilty to the charges. From a procedural point of view this is improper and hinges on procedural unfairness. Hence, the respondent was of the view that a correct procedure was not followed and therefore since the dismissal was procedurally unfair, the entire dismissal should be declared unfair. The arbitrator seemed to have agreed with this position and hence, ordering reinstatement. The labour court did not agree with the position taken by the arbitrator as far as procedural unfairness and the entire decision is concerned.

Fairness of dismissals in terms of the law

Before looking at the decision and reasons of the labour court, it is essential to revisit the principles surrounding unfair dismissal. Section 33 of the Labour Act, provides that all dismissals must be substantively and procedurally fair. Substantive fairness means that the employer must have a fair reason to dismiss an employee. Generally, misconduct is one of the reasons why the employer can dismiss an employee. Procedural fairness relates to following a fair procedure in exercising the right to dismiss an employee. Fair procedure involves aspects such as presenting the charges to the employee in advance of the hearing; advising the employee of his or her right of representation by a member of his or her trade union or a co-employee; the impartiality of the chairperson and the right of the employee to appeal against the decision. It is trite law that there can be no fair reason to dismiss an employee in the absence of a fair procedure. In other words, the employer must follow a fair procedure in finding a fair reason to dismiss an employee. This seems not to be the approach followed in the case.

Labour Court’s decision

The labour court emphasised the fair procedure to be followed in compliance with the principles of procedural fairness. The court agreed with the arbitrator that the chairperson of a disciplinary hearing should not bias and must be impartial at all times. The court found that although the appellant did not formulate any ground during its appeal in terms of substantive fairness, the arbitrator rightfully found that the applicant transgressed a workplace rule and used the appellant’s money for private purposes. The court further stated that it is procedurally unfair for a chairperson of a hearing to directly or indirectly persuade an accused employee into pleading guilty to an offence charged. According to the court, procedural

unfairness is not the end of the inquiry as we still have not established substantive unfairness by showing that there is a fair and valid reason to dismiss an employee. This reasoning is correct, but one wonders without first properly following a fair procedure, will it be possible to find a valid and fair reason to dismiss an employee. The court applying various other similar past decisions found that even if procedural fairness has not been complied with, the dismissal will still be fair if the employer had the fair reason to dismiss.

Analysis

In terms of the first respondent, it is clear that both legs of fair dismissal, namely substantive fairness and procedural fairness, were met. However, in terms of the section respondent, there was an issue with procedural fairness as a result of alleged conduct of the chairperson of the disciplinary hearing. It was alleged that the chairperson through an intermediary requested the second respondent to plea guilty, which is a procedural irregularity. These allegations regarding procedural unfairness caused a break in the inquiry chain of dismissal fairness. If indeed the evidence suggests that a fair procedure was not followed, it is then difficult to comprehend that there was a fair reason to dismiss an employee. Arguably, a fair procedure must precede a finding that there is a valid and fair reason (i.e misconduct committed) to dismiss. Arguably, the court’s decision in somewhat finding that the dismissal of the second respondent to be valid and fair though there seemed to be some procedural hiccups could be found on the evidence in support of the commission of the misconduct. One is also hesitant to add that procedural fairness comprises many factors and the minute contribution of an aspect complaint of, to procedural fairness could lead to the courts as in this case to conclude that the procedural fairness requirement has substantially been complied with. Hence, the dismissal was found to be procedurally fair. The fair of this judgment is that chairpersons and the employee relations personnel may not approach procedural fairness with the importance it deserves.

Advise

The decision in this case must not be taken out of context and its principles must be quoted sparingly. It is always advisable to have regard to the legislative provisions of the Labour Act and see how the principles therein have been interpreted and applied by the courts. Though each case is to be decided on its own merits, it is essential that chairpersons of disciplinary hearings follow the correct procedure to avoid employers from drinking a bitter cup of losing out on huge sums of money as a result of the orders relating to compensation and reinstatement due to unfair dismissals. Chairpersons of disciplinary hearings and employee relations personnel administering disciplinary issues must approach issues of procedural fairness with utmost importance to prevent being accused of procedural unfairness.

The Revolutionary Union: Ambitious, Bold, and Counternormative

Written by Aletta Shikololo

In a bold move to challenge the status quo and advocate for significant changes in Namibia’s labour market, the newly registered Revolutionary Union (RU) has set its sights on revolutionising workers’ rights.

Spearheaded by the Affirmative Repositioning (AR) movement founded by activist and politician Job Amupanda, the Union obtained official recognition from the labour commissioner in April 2023, in pursuit of a mission to represent and empower workers in both the public and mining sectors.

PulseHR engaged in a brief conversation with Julius Natangwe, the Proletariat Central Secretary of the Union. During the interview, Natangwe shed light on the Union’s purpose, priorities, and aspirations.

Natangwe shared that RU recognises the “current exploitation” of workers by those in control of the means of production and that the union aims to bring about a paradigm shift in labour relations and foster a more fair and equitable society. He emphasised the detrimental impact of a capitalist mindset which prioritises profit over the well-being of employees.

“The truth is that the labour market is being influenced by a capitalist mindset, where those in control of the means of production exploit employees to maximise profits without considering the consequences. It’s disheartening that many of these individuals are foreign investors who, after exploiting our resources, leave our country, leaving the local population with nothing,” explained Natangwe.

Natangwe further highlighted the need for a departure from the traditional union model, where some unions have financial stakes in the companies they represent.

He said RU is determined to remain independent and solely rely on membership fees for income.

“We are different because all our income is only going to come from membership fees; we are not going to have shares because that will defeat the purpose,” Natangwe stated, adding that some trade Unions congresses are sponsored by employers of workers they represent.

RU also aims to fight several pressing issues plaguing Namibia’s labour market, including the prevalence of labour brokers and the channelling of employees’ pension funds.

He emphasised the urgency of providing access to pension funds during the ongoing economic crisis, which could significantly alleviate the hardships faced by many workers.

“In this economic crisis, if people can access their pension money, it would help many people, but because things are limited, people are left to suffer. So, we will fight for these things,” affirmed Natangwe.

Also highlighting the exploitation of workers in the mining sector, he said there are diamond polishers who earn as little as N$1 500; while RU welcomes investors interested in doing business in Namibia, they firmly advocate for fair wages and ensuring that workers benefit from the profits generated.

In addition to fighting against labour brokers and the practice of outsourcing labour, Natangwe stressed the importance of direct relationships between employers and employees, without middlemen who he said often exploit workers.

“We have received numerous calls from workers in other sectors who want us to represent them. Unfortunately, at the moment, we are constrained to these two sectors. Still, we are actively working on implementing additional strategies to accommodate individuals outside of the public and mining sectors,” he added.

According to the Union’s leadership, the motto “Namibian employees unite,” signifies RU’s long-term vision for all employees to support and protect one another, thereby ending the exploitation of labourers. RU currently boasts nearly 1 000 members and represents 15 registered companies. Natangwe expressed satisfaction with the progress, citing the high public outcry as a testament to the need for change.

“We are a baby that is walking and no more crawling. We have recruited various companies, and we are up for the task,” said Natangwe

The truth is that the labour market is being influenced by a capitalist mindset, where those in control of the means of production exploit employees to maximise profits without considering the consequences.

Are you being gaslighted at work?

Written by Morna Ikosa

The World Health Organisation reported that Namibia has an “estimate suicide rate of 9.7 in a 100,000 population, the fourth highest compared to neighbouring South Africa (23.5), Botswana (16.10) and Zimbabwe (14.1) in 2022”. For a country with a small population, the high suicide rate is alarming. One wonders what the mental state of our people is. However, it is worth noting that suicide and other mental health issues are merely symptoms. Perhaps it is time we zoom in on some of the root causes that lead to devastating effects like suicides and have effective interventions to address them.

According to the Merriam Webster’s dictionary, gaslighting is defined as the “psychological manipulation of a person usually over an extended period that causes the victim to question the validity of their own thoughts, perception of reality, or memories and typically leads to confusion, loss of confidence and self-esteem, the uncertainty of one’s emotional or mental stability, and a dependency on the perpetrator”.

Have you ever heard terms like, are you crazy? you are overreacting, you are too sensitive, or you are just being paranoid? Well, chance is you are being gaslighted. A gaslighter makes you doubt your reality and what you saw or experienced. They downplay your emotions and try to convince you that what you saw or felt is not real. A gaslighter could be a boss, a lover, a friend, or anyone you trust.

Andrew D. Spear, an associate professor of philosophy at Grand Valley State University in Allendale, Michigan, further notes that it’s not enough for the gaslighter to manipulate, deceive or control you; they need to make you come to agree with what they are saying or wants you to believe about yourself. Examples of gaslighting can be someone stealing your phone and telling you, you are irresponsible and losing your mind. It could also be you told someone something, and they deny entirely ever having told them, to make you doubt and question yourself.

What causes gaslighting in the workplace?

In the workplace, gaslighting often occurs due to power dynamics, where manipulative individuals may use their position or power to undermine and control others. In highly competitive workplaces, individuals may feel threatened by others and resort to gaslighting to gain an advantage over their colleagues. Work environments where people are not held responsible for their actions or where there is a lack of consequences for toxic behaviour can enable gaslighting. Gaslighting behaviour can also stem from personal traits or experiences, such as a lack of empathy or unresolved personal issues.

Are you being gaslighted?

Forbes Health magazine identified a few signs to look out for when you are being gaslighted: Where one feels like the situation is surreal, almost like déjà vu.

Being called crazy, irrational, or overly emotional or exaggerating.

Some gaslighters use terms like ‘crazy b****’.

Feeling confused and powerless after leaving an interaction with the gaslighter.

Being intentionally isolated from friends, family and other support structures.

Your tone of voice gets criticised when you want to challenge or address something with a gaslighter. Your emotions get thrown off balance, as a gaslighter would verbally abuse you in one instance and praise you in another, even in the same conversation.

The American National Domestic Violence Hotline lists five techniques a gaslighter may use against a victim:

Withholding: The gaslighter pretends not to understand or refuses to listen.

Countering: The gaslighter questions the victim’s memory of events, even when the victim remembers them accurately.

Blocking/Diverting: The gaslighter changes the subject and/or questions the victim’s thoughts.

Trivialising: The gaslighter makes the victim’s needs or feelings seem unimportant.

Forge ing/Denial: The gaslighter pretends to have forgotten what actually occurred or denies things like promises made to the victim.

These behaviours are known to cause mental health problems such as Anxiety, Depression, Disorientation, Lowered self-esteem, Post-traumatic stress disorder,

a hyperbolised fear of danger, known as hypervigilance and suicidal thoughts.

If you are experiencing any of the above behaviour at work, home, and church or generally amongst your friends, then I suggest you seek professional help. Addressing the issue directly with the perpetrator does not yield positive results. It will just drive you further into depression. Employers should ensure that their wellness officers, social workers and HR practitioners are adequately trained to provide effective help to victims of gaslighting. HR practitioners and management should equally ensure that corrective action is taken against gaslighters to prevent future occurrences.

Building a supportive and inclusive work culture, promoting open communication, and fostering psychological safety can drastically reduce the risk of gaslighting in the workplace and hopefully alleviate the high suicide rate in the country.

Gaslighting can be a challenging situation to deal with, but there are some practical steps you can take to address the issue.

6 Tips to effectively handle gaslighting in the workplace

1. Stay calm and composed Gaslighters often try to provoke strong emotional reactions. Stay calm and composed when interacting with them. Responding in a rational and collected manner can help maintain your self-confidence and reduce their influence.

2. Document incidents

Keep a record of any instances of gaslighting that occur at work. Note the date, time, location, people involved, and a description of what happened. This documentation will serve as evidence if you need to report the situation.

3. Seek support

Talk to someone you trust about what you’re experiencing. It could be a colleague, friend, or family member. Sharing your feelings and concerns with someone who can provide a supportive ear can help maintain your well-being.

4. Consult HR or a supervisor

If the gaslighting continues or escalates, consider reaching out to your human resources department or a trusted supervisor. Please provide them with documented evidence of the gaslighting incidents and explain your concerns. They should investigate the situation and take appropriate action.

5. Practice self-care

Gaslighting can take a toll on your emotional well-being. Prioritise self-care activities such as exercise, meditation, getting enough sleep, and engaging in hobbies or activities that bring you joy. Taking care of yourself will help build resilience and maintain your mental and emotional health.

6. Seek professional help

If the gaslighting persists and significantly impacts your wellbeing, it may be helpful to seek support from a therapist or counsellor. A mental health professional can provide guidance and strategies to cope with the effects of gaslighting.

A gaslighter would verbally abuse you in one instance and praise you in another, even in the same conversation.

Stress Management in the Modern Workplace: Mastering the tides

Written by Lifalaza P.R Simataa Industrial Psychologist & Ethicist

Stress is an inevitable part of both organisational and personal life. It is essential to develop the ability to navigate stress in order to maintain a healthy and productive lifestyle. By understanding the effects of stress and implementing proactive measures such as proactive planning, skill development, support systems, work-life balance, team cohesion, and effective communication, individuals and organisations can effectively manage and mitigate its harmful consequences. While there are numerous techniques available to deal with stress, this article will focus on one aspect: understanding stress and its impact on organisations.

Understanding Stress and Its Impact

Stress can be defined as a state of worry or mental tension caused by a difficult situation or challenging circumstances. This tension can manifest physically, socially, and in terms of productivity. High levels of chronic stress have been associated with physical symptoms such as fatigue, insomnia, and high blood pressure. Moreover, stress can adversely affect interpersonal skills, leading to irritability, aggression, and difficulty in engaging with others. Ultimately, it impairs efficiency and hampers one’s ability to execute tasks effectively.

Preparing for Stressful Periods

One valuable tactic for navigating stress is to anticipate and prepare for periods when stress levels are expected to be high. For instance, university students often experience heightened stress during examination periods, which occur at predictable times throughout the academic year. Similarly, organisations have specific periods during which workloads may surge, resources may decline, or client interactions may undergo significant shifts. This can be likened to the tides of the ocean—there are moments of high tides, low tides, and these tides can be expected to behave a certain way at a certain moment.

Mastering the Tides

As Human Capital Practitioners within organisations, it is crucial to become masters of these tides. By understanding when to expect low tides and preparing for high tides, we can equip our teams with the necessary skills, support, and guidance to navigate stressful periods successfully. Different organisations experience stressful moments, or high tides, unique to their specific sectors and industries. For instance, accounting firms face deadlines associated with the accounting fraternity, and medical sectors encounter increased injuries and patients during festive seasons. Moreover, organisations may also be aware of internal trends, such as team members going on maternity or study leave, resulting in understaffing for a particular period. By preparing teams to handle such situations, the impact of stress can be alleviated.

Mastering the tides of stress and preparing for them effectively, is one of the many techniques that an organisation can adopt in dealing with stress and creating a more resilient and successful organisational culture.

Striking a Balance: The Art of Building High-Performance Teams in Soccer and Business

Written by Jonas Ileka

Throughout his coaching career, Ricardo Mannetti has been lauded for his leadership, tactical acuity, and ability to foster a sense of unity and camaraderie within a team. He has become a respected figure in Namibian football, admired for his passion, work ethic, and unwavering commitment to the sport.

Following a successful playing career as a midfielder for local Namibian clubs, including the revered African Stars FC, a successful career in South Africa’s Premier Soccer League playing for Santos, and representing Namibia at the national level, Mannetti transitioned into coaching.

Under Mannetti’s guidance, the Brave Warriors experienced notable achievements and growth. He led the team to the COSAFA Cup triumph in 2015, marking Namibia’s first major international trophy. Mannetti’s tactical acumen, combined with his ability to inspire

and motivate his players, played a pivotal role in the team’s success. In 2022, Mannetti’s career came full circle when he was appointed as the new football director of African Stars FC.

His journey as a coach has been marked by triumphs, challenges, and a relentless pursuit of excellence. He continues to inspire a new generation of footballers in Namibia, nurturing talent at grassroots level, and remains dedicated to pushing the boundaries of footballing success for his beloved nation.

PulseHR sat down with Manneti for an exclusive interview to draw valuable insights and powerful leadership lessons that transcend the boundaries of a soccer pitch and can be applied to strike success in the world of business.

When the vision, structure, and culture are clear, finding players or employees who align with a highperformance culture and who fit into a high-performance structure becomes easy.

Photo: Standard Bank Namibia

1. Can you tell us a bit about your journey and philosophy as a coach and leader?

I will start off by saying the following - if you see kids playing football in the street, it’s not formal, it’s not structured, but once you start observing, you realise that there’s a leader. That leader will normally arrange for the ball, do the team selection, and decide the format of the game.

So, leadership starts at a young age, even in informal settings like kids playing football in the street. A leader emerges naturally, organising and guiding the group. However, being born a leader doesn’t automatically make one a good leader in life. Leadership requires learning and practice, like going through an internship, to polish one’s leadership qualities.

My journey began as a leader in street and school football, where I gained trust and took on responsibilities. I brought these leadership skills to my professional career, playing for Santos. Eventually, I became a coach when I stepped in to help my struggling boyhood club and won the FA Cup. When I look back it, I realise that this success wasn’t a fluke but a result of years of experience and learning from different environments and strong characters. I believe that not all players can become good coaches; it’s not solely about playing the game, but rather the ability to lead and manage people. Likewise, not all technical experts or top talents in a business will make good leaders.

2. What qualities or skills are essential for leadership?

Leadership and coaching are not about how good you are technically or about how much you know. No. It’s about how well you can get into people’s heads. Can you sell? Every good leader is firstly a good salesperson – this what I learned from my late father, who was

one of the best salesmen in the country. Now you may be wondering, but what am I selling? Well, you’re selling your vision, your strategy and tactics, discipline, cohesion, and harmony to your players or workers. You need to convince, influence, motivate and inspire your team. If you’re a good enough salesman, they will buy into your idealogy, and if 80% of the team buys into it, you’ve won.

Secondly a good leader is like a pilot. Why do pilots get paid top money? I mean after take-off the pilot does not need to do much because planes fly on autopilot. Pilots are highly paid for their ability to handle unforeseen circumstances and to take responsibility and accountability in difficult situations. A top coach trains their team every day and focuses on analysing the opponent, devising tactics, and gaining an edge on match day. However, the true test for a coach comes when unexpected situations arise, such as player getting red-carded and having to play with ten players in a cup final or your top talent getting injured mid-way through the season. That’s when we need to see how good you really are. So tactical flexibility, being open to change, and making decisions based on the evolving circumstances is absolutely key for leadership.

3. How do you define a high-performance team, and what are the key characteristics that contribute to their success?

Building a high-performance team is not just about selecting talented individuals. It all starts with the vision. Is the vision of the club or company aligned with high performance? You can’t expect results from highperforming players if they are operating in an amateur set up. That’s where a lot of people get it wrong. The first step in building a high-performance team is establishing a high-performance structure. Can your structure accommodate and effectively support high performers?

When I became coach of the Brave Warriors, I had to make significant changes to the Football Association’s office in order to transform it into a high-performance hub. I ensured that everyone understood the demands and expectations of high performance. We introduced a new way of running things, but it wasn’t just about changing the structure; we also had to change the mindset of our staff and players. We identified the areas where we lacked and made the necessary changes. Once the structure and mentality were in place, only then did I start looking for players who would fit into that high-performance framework. I sought individuals who could understand and embrace the fresh and innovative ideas we were implementing. If someone couldn’t keep up with the speed and efficiency we aimed for, I had to make tough decisions and replace them.

The Bravest Warrior

4. How do you identify talent and how do you nurture the unique talents of your players? When the vision, structure, and culture are clear, finding players or employees who align with a high-performance culture and who fit into a highperformance structure becomes easy.

When it comes to nurturing talent, the role of a leader or coach is to take those unique talents and make them work within a system. This can mean cutting off bad habits or even ignoring certain unique talents that do not fit the structure at that moment. For example, a player may have excellent dribbling skills, but if the team’s strategy doesn’t require dribbling in a specific situation, the player needs to adapt and focus on other aspects. It’s about understanding the needs of the team and putting the pieces together like a puzzle.

What gave me an edge was my curiosity to understand my players’ unique talents and personalities. I started by studying their individual personalities and, of course, their unique talents, which are often influenced by their personalities. I also looked at their backgrounds in terms of where they grew up and how that influences their thinking and default behaviour. I went deeper and I got to know the star signs of each of my players, especially my key players. For instance, an Aries searches for a separate identity, while a Taurus is more conservative, and Gemini’s like variety. So, as a coach, I needed to manage them in a way that respected their unique orientations. If I knew a certain player was an Aries, I knew he would have his own approach and I couldn’t decide everything for them. I also knew not to put a Taurus in a risky position because they are very calculated and are not big risk takers. So, I mixed that understanding of the unique personalities and unique backgrounds and brought it into the team. When a player behaved a certain way, I knew exactly where it was coming from and how to deal with it. In the workplace, leaders need to constantly revisit their employees’ CVs to understand who they are and where they come from.

5. How do you create a conducive team culture? What would say are the main ingredients? Fundamentally, the purpose of creating a team culture is for the team to perform well and work together in harmony. Firstly, you want your players and staff to look forward to coming to training, or to work, and to be excited about being part of the team. It should never be a situation where they think, “Oh, it’s Monday again, time for another training session.” Of course, there will be challenging days, but ideally, 60% to 70% of the time, you want the atmosphere to be positive. In football coaches often get fired because they have lost “the dressing room.” What that basically means is that they have lost control and no longer have the ability to manage the team effectively. So, first and foremost, you need to establish that there is only one boss, but at the same time, you want the players to buy into your vision. What is the vision of the company or team? If your players don’t buy into this vision and don’t enjoy the journey, you’ve already lost the battle. You won’t be able to achieve your goals.

There’s a saying that players should play for their coach. We’ve always heard that, but I never told my players to play for me specifically. Why are they here? Their purpose is bigger than any one individual, including myself. They play for Namibia, they owe their loyalty to the team, they are committed to a greater cause. Provide them with motivation and let them know that it’s not just your project or the HR manager’s project—it’s our project, and you are leading it. For me, the main ingredient is having the buy-in of your players or workers for the project or goal you aim to achieve.

6. How do you ensure effective communication among players and coaching staff?

In football, effective communication lies in manmanagement, which is equivalent to keeping individual employees happy in a professional setting. When it comes to general communication of tactics, formation, and training instructions, there are

standard messages for everyone. However, the key lies in identifying when a player or worker is completely lost and has no clue what you’re talking about or what is expected from him/her. It becomes a problem if three of your players don’t understand the strategy before a game, and they don’t believe in your ideas. This is where effective communication and manmanagement come into play. You must understand that individuals have different ways of grasping information. Some people need to hear things from a different angle to comprehend it fully. Similarly, players have different learning styles. If there’s a player who doesn’t understand, you need to sit them down and ensure they comprehend the message. Sometimes, it may not even be an understanding issue but a personal problem affecting their performance. For example, relationship issues or financial struggles can affect a player’s focus and performance. As a coach, you must get to the underlying issues and communicate with them on their level.

It’s important to recognise that you’re working with people, not machines or animals. Players or workers will appreciate your efforts to understand and support them beyond the football pitch or office. This level of care and individual attention breeds effective communication and builds trust and loyalty.

7. How do you create a sense of unity and collaboration among your players, and how can business leaders build a cohesive team in the workplace?

We have players from different backgrounds, tribes, and with different egos, so it helps to have sub-leaders who can effectively communicate with specific groups of players. For instance, if we have players from a particular region or who speak one language, appointing a sub-leader from that group helps convey messages and goals more clearly. These sub-leaders bridge any cultural or language barriers and build a common understanding to get buy-in from all players

I also emphasise the presence of hierarchies within the team and the need to manage egos. We have

what I call ‘top bulls’—players with strong personalities or egos—and when they recognise my authority, it influences the rest of the team. It’s like a family dynamic, where the respect shown by elder siblings towards the parents sets the tone for the rest of the household. I don’t believe in micromanaging, but it is crucial for a leader to stay informed and to be aware of the team’s dynamics and address any issues immediately to manage conflicts.

8. How do you leverage data and analytics to improve team performance?

For me, it’s a step-by-step process. You don’t overwhelm the players with all the data because it can lead to analysis paralysis. Instead, the coaching staff analyse the data and then filter it to the head coach. The head coach then further filters the data to the players and provide them with only the specific information they need to understand in order to improve their performance. If the coach and the staff do not possess the skills necessary to interpret and use the data effectively, the data can be confusing and counterproductive.

Overall, there are intangible aspects of the game that cannot be captured by data alone.

So the human factor and the coach’s expertise still play a crucial role in making decisions.

9. How do you help your players bounce back from defeats and setbacks in their careers?

When someone falls, you can’t have a blanket approach and say “Come on, pick yourself up, it happens to everyone. Just get back in there.” Although everyone experiences setbacks at some point, players deal with things differently because they are different. For one player it can take up to two years for that player to get over missing a penalty. So as a leader you need to know how the individual deals with disappoint, which goes back to having an intimate understanding of each individual player’s personality and background.

My personal philosophy when it comes to failure is to always get back up. I always tell my players that sometimes the only thing one can do is to fight back at the situation, because sitting in a corner is not going to help you. Failure is normal, the most important thing is to always bounce back.

This is what I call the eagle mentality.

Written by Jonas Ileka

Ndeshi Hangula is a trailblazer with an unquenchable thirst for new horizons. Her inspiring story transcends conventional careers as she combines her passion for public health and love for travelling, transforming work into a thrilling adventure. We dive into her remarkable journey of navigating uncharted waters to land her dream job as a Public Health Officer for Carnival UK, which operates Britain’s biggest cruise line.

When Ndeshi completed her Bachelor of Environmental Health Sciences at the Namibia University of Science and Technology in 2018, she did not anticipate her path would lead her to a career at sea.

Typically, graduates in her field of study start their careers as environmental health specialists, food safety specialists, workplace health and safety officers, or public health consultants in various sectors, including public health departments, state agencies, the private sector, and non-profit organisations. Ndeshi’s career trajectory was no different. She started out as an Environmental Health Practitioner at a local authority, before moving on to work as a Health, Safety and Environmental Officer at a training academy. In 2020 she joined the Ministry of Health and Social Services, where she spent two years working as an Environmental Health Practitioner before the international opportunity came along.

“I saw the vacancy on LinkedIn and I really just took a chance. I didn’t really think much of it, even when they called me for the first interview, it just seemed so far-fetched. When they called me for the second interview, I thought to myself - maybe I should start taking this seriously’” she recalls.

Ndeshi says it was a dream come true when she received the offer, but she was immediately overcome by fear.

“The offer came during COVID, and I mean the cruise ship industry was one of the very first to close. I had a permanent and seemingly stable job, so I was not sure. Also having applied for the job online, you just never really know.”

Ndeshi says although she feared the unknown, the Carnival UK team was very professional, friendly, and helpful so she decided to take the leap of faith and accept the offer.

She fondly recalls smoothly transitioning into her new role and work environment. “I received a lot of support and on-the-job training when I started. I had a mentor who took me through the ropes, from conducting inspections, compiling reports, communicating to shore-side management, and generally how to engage with diverse people.”

In her role as a public health officer onboard the vessel, she ensures strict shipboard compliance public health standards. This includes driving disease surveillance, prevention and control of infectious illnesses, food safety, potable and recreational water safety, and integrated pest management. She conducts periodic audits, training, and coordinate drills for outbreak prevention and response.

“I’m loving my job. Especially because I am not confined to a single ship; I switch between different ships and I get to travel the world. For instance, when I returned from my annual work break last February, I joined a different ship in our port in Southampton. From there, I flew to Barbados in the Caribbean and joined another ship. I then flew from St. John, Antigua, in the Caribbean to London. We are a multicultural team, and we all get along well. Everyone is so friendly.” Ndeshi adds that the job comes with its fair share of challenges as well.

“I work with highly experienced people, some of whom have over 20 years of experience. So when dealing with compliance issues I really have to make sure I know what I’m talking about and that I can back it up with relevant policies. My biggest lesson so far is that knowledge is power. I just make sure that I keep

myself educated. I read a lot to make sure that I keep up with policies, latest updates in legislation and general trends.”

She describes their cruise ships as floating cities and says work opportunities are abundant.

“Our biggest cruise liner takes up to 5000 guests and over 1000 staff and crew. The work opportunities are endless really. In the culinary field, we have chefs, bartenders and waiters. We need doctors, nurses, and healthcare assistants to provide healthcare services. The technical department includes mechanical and electrical engineers, plumbers and other artisans. Then we have receptionists, event managers, customer service managers, finance and HR. Not to forget the Captain and first officers who oversee ship operations.”

Ndeshi encourages Namibians to apply for job opportunities on the company website and on LinkedIn. She emphasised that young people must be open-minded, and that they should spread their wings and expand their comfort zones.

She says a lot of the people she meets have never heard of Namibia before.

“The only thing that they know about Namibia is me and that could be the last thing, so automatically I have to be an ambassador for my country. I always try to represent my country in the best possible way. I want people to see Namibia through me.” she adds. Ndeshi is currently pursuing a Masters in Public Health online through the James Lind Institute in Switzerland.

As Ndeshi continues on her career voyage, she embraces the unknown with unwavering determination, proving that even amidst the swells of uncertainty, the winds of opportunity can guide us to extraordinary destinations.

This experience has made me very adaptable; I am always willing to learn, and I take every opportunity to learn. I view the whole world as one small global village now.

”

Stop

Shaming HR:

Making us feel guilty is not helping

Written by Dieter Veldsman

“How could you let that happen? You are in HR”. “You do not understand the business.” “Watch out; HR is in the room.” “You are only costing us money.” “You should do that; you are HR.” “You only protect the organisation; you mean nothing to employees.”

Iam tired of being shamed because of others’ expectations of what HR should be. The labels assigned to us as HR professionals are infuriating and all based on a misunderstanding of our roles and contributions. In many organisations, HR is treated according to what others believe the function should be or what they have seen in a long-forgotten past.

Today’s HR is not the same function as it was 50 years ago. HR is coming of age, and there is a new generation of HR professionals with very different skill sets, mindsets, and toolsets that are contributing to the success of modern organisations.

Modern HR has a public relations challenge. There have been various attempts at changing terminology to signify a new era. Human Resources became Human Capital, and more recently, references to the “People and Culture” or the “People Experience function” have become popular. Unfortunately, this is the proverbial old wine in new bottles for many, and rebranding will not change the expectations and perspectives that others hold of what HR should be.

We need to show the business what modern HR looks like. We must stop aiming to justify our existence and having the “seat at the table” conversation. A CEO once commented to me as his CHRO that it was not about the seat at the table but about remembering the voice I needed to represent. We need business acumen and align HR to the strategic agenda, but more than that, we can bring something unique into the executive suite.

Our in-depth understanding of creating a work environment where real human-beings can unleash their potential in pursuit of personal and organisational goals. Helping organisations understand how best to leverage the resources in terms of people, processes, and technologies to achieve their purpose. Working with leaders on creating effective teams and helping them lead in increasingly complex circumstances in virtual and digital realities.

This does not mean that the HR of old did not add value. At the time, HR was perfectly aligned with the needs of the organisations and workers in that era. But this has changed, and we need the courage as HR to adjust and realign to a world of work that is very different. We must let go of some of our comfort zones and previously held ideas of how and where we fit into the organisation.

Have we made mistakes?

Of course, we have. And we are not unique in this regard. Finance, IT, and Marketing did the same when they entered the modern era.

They had to fight to be heard and educate the working world about the value they bring to the table. They also had to believe that they had something to offer.

And this is where we see our first challenge as HR.

Many HR individuals I speak to lack confidence and belief in their abilities. They are intimidated by business stakeholders and have turned into “yes-people.” People with the best intentions are trying to be helpful and value-adding, but consequently, not standing up for what we believe in, not protecting our science – and all for the purpose of wanting to belong or, even worse, the words that leave me cold.

“I am doing it for my business.” We are not there to serve the business. We are here to create a better world of work. For everyone. Including HR.

But this has to start with us. Building our self-esteem. Restoring pride in our profession and being vocal and upfront about why you want to be in HR. You are not in HR because you like people; our role is more complicated, impactful, and important.

I am also talking to myself. How many times have I neglected to say to people outside of work that I work in HR for fear of the subsequent conversation on CVs, team issues, and possible vacancies? But being in HR is a core part of my professional identity.

And ignoring that is not only inauthentic but undermining what I believe we as HR professionals have been called to become in the next chapter of work.

So for me, this stops today. I am Dieter Veldsman. I am an HR Professional. And proud to be so.

You are not in HR because you like people; our role is more complicated, impactful, and important.

“ ”

Raise your hand if this sounds familiar.

Book Review:

General Principles on Workplace Disciplinary Procedures

Written by Jonas Ileka

“General Principles on Workplace Disciplinary Procedures: A Namibian Perspective” by Marvin Awarab and Charles Mukaya is an invaluable resource for anyone seeking to navigate the complexities of resolving labour disputes within the Namibian context. With its clear and concise presentation of Namibian legislation and rules, this book provides a comprehensive guide to understanding and implementing effective disciplinary procedures in the workplace.

One of the book’s greatest strengths lies in its ability to demystify the labour law principles, making them easily accessible to a wide audience. By breaking down key definitions and explaining various types of misconduct that employees may be charged with, the authors have ensured that readers who may need a legal background can grasp the core concepts with ease.

The authors go beyond mere explanation and delve into the practicalities of disciplinary procedures. They outline the step-by-step processes that should be followed when disciplining an employee, ensuring that organisations have a clear roadmap to follow. They also discussed relevant labour cases to draw valuable lessons and precedents. Moreover, the emphasis on compliance with substantive and procedural fairness is commendable, as it highlights the importance of upholding legal standards throughout the disciplinary process, ensuring that employees are treated fairly, and organisations are guarded against potential lawsuits and losses.

One aspect that sets this book apart is its discussion of mitigating and aggravating factors that inform disciplinary committee decisions. By addressing these factors, the authors provide valuable insights into how lenient or harsh punishments may be determined. This comprehensive approach ensures that disciplinary committees have a solid foundation for making wellinformed decisions and promotes consistency in the application of sanctions.

Furthermore, the book explores the rights of employees to appeal disciplinary sanctions and thoroughly explains the principles and process involved in labour matter appeals and reviews. This section is particularly important, as it empowers employees and highlights the importance of fairness and transparency in the workplace.

With just under 150 pages, the book strikes a balance between comprehensiveness and accessibility, making it an essential reference for employers, HR professionals, practising attorneys, and employees in Namibia. The authors’ expertise shines through in their ability to present complex legal concepts in a clear and understandable manner.

We highly recommend “General Principles on Workplace Disciplinary Procedures: A Namibian Perspective” as a must-have resource for anyone involved in employment relations in Namibia.

Dr Awarab is an author and senior lecturer at the School of Law at UNAM. He has vast experience in chairing disciplinary hearings and advising members of the disciplinary committee.

Dr. Veldsman is an organisational psychologist with 15+ years of experience across the HR value chain and lifecycle, having worked for and consulted with various organizations in EMEA, APAC, and LATAM. He has held the positions of Group Chief People Officer, Organizational Effectiveness Executive, Director of Consulting Solutions, and Chief Research Scientist.

Vera is an industrial engineer and business strategist at LOTS and the founder of Akah Consultancy where she assists companies to enhance efficiencies and profitability, and reduce costs and waste. She specialises in business process re-engineering and optimization, strategic planning, performance management, operations management, and organisational culture and change management.

Morna is a corporate communications and brand reputation strategist, with a passion for sustainable development, stakeholder engagement, and employee wellbeing.

Nobert is the owner and chairman of Master International, a management consulting company that develops, delivers, implements and supports a complete range of cloud-based tools for talent acquisition.

Lifa is an industrial psychologist and ethicist. He consults and conducts training on leadership, team building, emotional intelligence among others.

Paulina is a PROSCI-certified change practitioner and communications specialist with experience in the financial services, mining and governance sectors.

Annelise is a registered psychometrist with 10+ years of experience working with psychometric assessments and people data. She has developed talent acquisition strategies for different companies and worked on people projects, covering topics such as learning and development strategy, career pathing, and sales team performance improvement.

Dr. Marvin Awarab

Morna Ikosa

Dr. Dieter Veldsman

Norbert Mörtl

Paulina Mbango

Vera Njong

Lifalaza P.R Simataa

Annelise Pretorius