People Dynamics - July/September 2018 by People Dynamics

WWW.IPM.CO.ZA JULY-SEPTEMBER 2018 VOL37 NO.2

WHO RULES THE ROBOT?

LEARNING AGILITY

CELEBRATING OUR HERITAGE J O U R N A L

O F

T H E

I N S T I T U T E

BREEDING INTRAPRENEURS O F

P E O P L E

M A N A G E M E N T

CONTENTS 6

Leadership

Technology and Jobs

Intrapreneurship and Entrepreneurship

Labour Law

Maximising Learning & Development ROI

Organisational Strategy

Leadership Philosophy

Celebrating Our Heritage

Diversity

Presidential Speech

Career Success

Employee ‘Engagement’

26 OFFICIAL PUBLICATION OF THE IPM

Editor’s note

SPRING HAS SPRUNG!

es, it has, despite the confusing high and low temperatures. No sooner have we put away our winter woollies, than we have to dig them out, then put them away yet again. One can find a subtle message in this unpredictability, and a lesson that extends to life and to work-life. The digital invasion, uncertainties about the economy and havoc wreaked by the Fourth Industrial Revolution are such that we need to be prepared, and never file away our survival tools and coping gear. The currency for new recruits and great talent has totally changed. In addition to digital mastery, the workplace demands pliable and porous human resources; people who are flexible, adaptable, and ready to learn new ways and take in loads of information. So, learning agility becomes an attractive quality for new recruits as the article on page 16 sheds light. Greater flexibility and agility is required when one is faced with tough decisions, including a possible exit from a career. Rather than being overtaken by events, this issue encourages everyone in the workplace to rise above the robot and keep the monster in its place – under the rule and spell of humans. On page 6, we open a window into the jobs of the future; those fulfilling the unique needs of our economy. The country recently announced a shedding of over 60 000 jobs, right in the midst of the country’s eagles meeting on job creation. The article on intrapreneurship and entrepreneurship (page 9) gives us a valuable tool to get ourselves ahead through articulating our value to our PEOPLE DYNAMICS | July - September 2018

prospects or our organisations. The tool can be applied to motivate for new job-creating projects that benefit organisations as well as communities. Being adept at demonstrating value for what you offer ensures that even though you may be engaged and motivated to contribute fully and go the extra mile in your organisation, you stay resilient and ready to make your fortunes where opportunities abound, should the company have to take a different direction that doesn’t accommodate you. Figures on suicide have rocked the workplace, which calls for introspection. As a company you may be forging a bond that may end up strangling those very ones you value most, as page 30 warns. That’s what happens when employee engagement is not supported by a sound multi-intelligence, and in particular, emotional and mental resilience. One of the key strategies to avert breaking employee’s hearts is to stay profitable. A study conducted among a number of companies (page 24), suggests a strong positive correlation between diversity and organisational success. If the IPM Excellence Awards are anything to go by, one would be confident of a successful organisational future in South Africa – one that feeds a healthy economy. So, yes, Spring HAS sprung, even though some days may seem chilly. Overall, we have longer days to accomplish more. Our future is just as bright; we just need the right gear to take us through the hazy days. So, as page 20 encourages, go out there and explore!

People Dynamics is the monthly journal of the Institute of People Management (IPM). The IPM is dedicated to the effective development of human potential. In terms of fast-emerging global challenges, it is critical to champion the strategic role of human resources and to acknowledge that both development and management are catalysts for growth. In the spirit of progress and support, the IPM provides members with effective leadership and access to appropriate knowledge, information and the opportunity to network with key local and international players. People Dynamics provides a forum for debate and discussion on all issues affecting HR practitioners in South Africa, the African continent and beyond. People Dynamics is distributed to all members of the IPM and to other key decisionmakers in the industry. To receive People Dynamics regularly and enjoy additional benefits – including discounts on HR-related services and professional networking events - contact Welile Mabaso on welile@ipm. co.za. The views expressed in this publication do not necessarily reflect the views of the IPM. ISSN No - 1019-6196

AFRICAN HUMAN RESOURCES CONFEDERATION

Leadership

SHIFTING GEARS FOR AGILITY Getting your Employees Future-fit “Leadership is the ability to see beyond the horizon; to understand beyond the surface; to inspire likeminded people to persist through trying circumstances and carry themselves beyond moments they thought unbearable, to reach a destination that realises a common dream and delivers a common goal.” PEOPLE DYNAMICS | July - September 2018

aced with Industry 4.0 - digital disruption, robotisation, artificial intelligence, internet of things and generally, a high level of automation and mechanisation of operations, coupled with the lingering challenges of the VUCA world, every country, community and organisation has to fight to keep up, and stay relevant to be globally competitive. This is a time that calls for true leadership. As the Institute of People Management, we strongly believe that the shaping of quality leadership that will see organisations and economies forge and thrive through tough times lies in the hands of Human Resources. People. Smart People.

Socio-Economic Challenge

The so-called emerging markets have an added dilemma to navigating a disruptive digital economy. While embracing the convenience of automation, the efficiencies and advantages brought about by digitised business processes, populous countries like South Africa still seek to maximise human resource utilisation. Organisations are challenged to find the sweet spot, where they can comfortably enjoy technological advances for competitiveness and long term sustainability whilst meeting the ‘people need’ for jobs and security.

Leadership

Bleak Employment Prospects

Each wave of technological revolution unleashes fear and speculation. There is concern that when technology is employed there will be massive job losses. The latest S.A. employment stats do not do much to allay job-loss fears, despite lack of correlation attributing job-loss to a significant rise in robotisation in the country. Clearly, jobs cannot be guaranteed - with or without technology invasion. So, it is time we look at improving the overall health of our organisations and dig deep for ways to challenge people to grow our businesses; equipping them to stretch their creativity for new solutions: products and services that improve the quality of life and fill the needs of our communities. Giving up on this challenge and resorting to downsizing only shrinks our own markets and obliterates potential for business growth. It kills consumers and would-be customers. The convention will, among other things, direct delegates toward the repurposing of existing skillsets as well as the development of new competencies. Thus fortified, employees will gain confidence to not just survive, but to thrive in the new world of work within or outside the bounds of their company, and indeed, beyond the confines of narrow formal employment, into their respective communities. The Labour Iron Triangle

Volatility and uncertainty in particular have the effect that they dampen organisations’ appetite to invest and grow, let alone to encumber themselves with resources that they may struggle to offload in tough times. Human resources, sadly, are counted amongst the more costly and yet less flexible resources. The perennial challenge of shareholders seeking optimisation and profits, employees yearning for job security and unions fighting for higher wage increases persists. Sluggish economic conditions and inflationary pressures only serve to exacerbate the situation as shareholders continue looking for a good return on investment. If deploying technology is seen to yield better results and lessen risk at the fraction of the cost of employing a warm body, industries can’t but resort to advanced technology or “total” automation. In such cases retrenchments would be inevitable. This would affect not only the employees that will be let go, but also those left behind, who either are suddenly overloaded or are on tenterhooks – in fear of similar fate. True Stewardship

For communities to thrive, countries need to keep people active and well-motivated to earn a living and contribute towards the vibrancy of the economy. Despite the prediction that small enterprises will shoulder the bulk of economic development in the future, the transition has been very slow, where individuals continue to rely on formal employment and traditional jobs for income. Getting the Levers

The 2018 IPM Convention and Exhibition will seek to sharply focus the attention of Leaders and HR professionals to short-term and longterm actions to be taken to position people and organisations for future success. It will enable seasoned strategy implementers and expert practitioners to share success stories and lessons learnt in negotiating complex change. Delegates will pick up the levers to shift gears and find strategies that will help them hone talent for performance, agility and resilience to deliver results and impact the bottom-line. Ultimately, organisations that will deliver superior results will be those that are able to strike a healthy medium between humans and technology or digital resources, as well as balance multi-stakeholder needs: successfully servicing the employee, enthralling the customer, pleasing the shareholder and beguiling the community.

Companies operating in the knowledge economy or in professional services take to flexible contracts with employees, taking advantage of the growing gig-mindset. Progressive organisations have also been able to conclude mutually favourable agreements with trade unions by adopting a transparent negotiation stance. Companies founded on strong, ethical principles have been able to broaden their shareholder base to include employees and community groups, enabling inclusive participation in planning and decision-making process. This way, they manage the infamous iron triangle that usually pulls shareholders, employees and communities to different directions. Achieving win-win solutions takes genuine goodwill and trade-offs all round, in order to advance business needs whilst ensuring security of tenure for employees and social benefits to communities within which the business operates. IPM can only be proud that most of the 2018/9 IPM Excellence Awards nominees come from organisations that foster these healthy relationships and relentlessly pursue ways of optimising human capital while staying ahead of the digital development curve. These dedicated leaders and innovative game changers, despite the odds, are instrumental in sustaining a healthy workforce; committed to the pursuit of healthy bottom lines and to the maintaining of healthy corporate conscience. A diverse pool of people we can proudly look up to and learn from! OFFICIAL PUBLICATION OF THE IPM

Technology and Jobs

He Who Rules the Robot, Owns the Workplace JOBS FOR OUR FUTURE

Dare to stand through the eruptions, disruptions, invasions, evolutions and revolutions. Rule the Robot!

PEOPLE DYNAMICS | July - September 2018

Technology and Jobs

BY: PEOPLE DYNAMICS

o matter what chaos erupts around us, no revolution, -ism or technological emergence should detract us from our mission: to recognise, develop and promote human resource as the central ingredient in growing our economies. After all, economies are built and designed to serve people; to build and sustain communities, to help individuals fulfil their ambitions; families to live their dreams and youth to realise their aspirations as contributors and worthy members of human society. Yet, no one can deny the disruption of Industry 4.0! Technology: machines, electronics, robotics, internet of things, are all here, not to invade, but to support the mission and ambition of humans. Organisations ought to gear themselves to embrace and preempt change. It would be a folly to entertain a notion that machines displace humans. Robots may replace humans in functions that humans had no business undertaking in the first place, for health or safety risk, tedium or sheer sapping of spirit. Our job as leaders, human resource executives and the people management fraternity is to ensure that our organisations aren’t filled with fright and anxiety but with excitement and anticipation; by employees that are energised to empower themselves to meet the challenges of whatever version of Industrial Revolution we face, and to thrive through the volatile, uncertain, ambiguous global world. Thought Leadership Portal

IPM gives members access to the right skill-set; powers them with mental strength, and motivates them to have the right attitude to create workplace solutions that drive positive change. Members are alerted to opportunities that obsolescence present and are helped to avoid being paralysed by fear of becoming irrelevant. The 62nd Annual Convention programme was designed to empower delegates to become confident in their ability to adapt and thrive in any environment by understanding the transportability of their competencies and the stretchability of knowledge accumulated in past and current jobs; to know that they can reach upward, sideways and outward as the environment requires. Employees and young graduates are once again drawn to the need to recognise that careers are no longer a linear path but a web of various trails that present diverse, rewarding challenges. Human-technology co-habitation

Technology is here to complement us and free us for more intelligent roles: more stimulating, exciting and fulfilling work. Nothing has changed since David Graeber’s assertion that ‘the idea of technology is to help us spend time doing things that challenge us’ - things that tap into our creativity; things we enjoy. One of the reasons why technology may become a threat rather than an ally is if we are not ready for it. Every day, we are forced to look beyond our current ways, processes and procedures; to imagine better, smarter and more efficient ways, while challenging ourselves to upskill and upgrade our cognitive and creative competencies. Business leaders are pushed toward reimagining their business models, configure how to put resources to best use and optimise the combination of digital and human resourcing. The entire human resource community is forced to contemplate the impact of technology on the South African labour market, to help move the country towards viable solutions – balancing the needs of employees against the realities of a global economy. Companies are ever encouraged to share strategies and case studies on how ‘replacement has not resulted in human economical displacement’ leading to poverty. OFFICIAL PUBLICATION OF THE IPM

Technology and Jobs

The People-vs-Profit ethical dilemma

Work, in whatever form - formal or informal; in a solo-, micro-, medium enterprise or major corporation, is what South Africa needs to alleviate poverty and level off social inequalities. Thoughtless killing of jobs is not going to cut it. An ethical corporate social and economic conscience should ensure that any introduction of automation to an operation is coupled with capacitation and empowerment of individuals, enabling them to continue earning a living and being meaningful contributors to the economy. The Institute continues to drive thought leadership designed to assist HR Professionals and Business Leaders in both private and public sectors to position their organisations for business sustainability within an ever-changing global economic environment. The growing concern about a perceived ‘threat’ of robotics, artificial intelligence and digitisation has seen IPM engage ardently on the future of employment and the prospects of jobs, with small and large business, communities and associations. During the course of the year, it has taken time through think tanks, round tables, expert consultations, case study evaluations, research analyses, to reflect on Industry 4.0 in the global landscape. Partnering economic experts, the Institute specifically put the lens on the real impact and possible solutions applicable for lagging emerging economies, in particular for South Africa. It was met with the reality of a non-fit-for purpose education, contracting employment opportunities and inactive youth. Much pressure is placed on existing jobs to be protected, yet this cannot be in a demeaning or patronising fashion or at the expense of organisational growth, but rather in an innovative, productive and capacity-building approach that benefits South Africa and its businesses. Jobs for a South African Future

Despite pressure to trim numbers, what typifies third-world woes and emerging economy challenges signify growth opportunity for certain industries that address those unique challenges. To improve the economy and upgrade the quality of life through all social pockets, here are some sure-fire areas of growth in South Africa: • Food supply: Mixed-crop, smaller-scale farming; agro-processing; smart value chain solutions linking suppliers to markets, and consumers to farmers’ markets; smart packaging and preservation solutions • Health products and services: A combination of proactive health and wellness management and affordable health care; selfmedication options; specialised home-care • Energy-related products and services: energy-saving solutions; solar power harvesting; low-voltage lighting; movement-sensing light and heat control solutions; communal or pooled energy-saving services; smart cooking-heating options; dining solutions; Industryspecific energy-saving solutions: building and architecture; fuelefficient and hydro engines, electric cars; energy-efficient fabrics • Waste & Water Solutions: water recycling; rain harvesting; purification products; new-age plumbing; waste recycling; smart disposal solutions • Information, Technology & Media: Information access; smart search activation; information processing; big data management; smart analysis and decision-management tools; cashless transactions; information protection; digital entertainment; presence or activity tracking and optimised micro marketing • Beneficiation Industries: establishment of industries to process raw material or minerals into high-value end-user products PEOPLE DYNAMICS | July - September 2018

• Education: freemium model, modular education; knowledge

production and packaging; digital, mobile tuition; self-service competence testing • Knowledge economy consulting: research, conceptualisation, planning and implementation of progressive solutions that will prop the new industries So, for anyone who doesn’t fancy spending days tilling the land to cut the processing clutter and bypass long value chains to the most basic of human needs: food and shelter, the

time is now to pursue self-determination and more predictability in the workplace. Time to learn to rule the robot!

Master technology; make it work to get you more effective, innovative and creative. Try to master all the functions on your financial or scientific calculator; all the tabs on your desktop and applications on your phone. People who designed these things meant for you to simplify your life with technology and do much more than you are currently doing. Beyond these explorations, find out how your job can be nullified by the digital world: taken over by a robot, computer, a formula, a system, a gadget, and be the first one to design the specs to do it! Get onto the web and learn basic coding. Ask your kids, nephews and nieces to help, or find the local community of techno-geeks to get on with things. In this economy, anyone who cannot design, build, control or maintain a robot, should at least know how to instruct it and feed it with challenging work that relieves the workplace of tedious or dangerous work that smart humans have no business doing. There is no option but to shift gears and rethink the direction human resource development should be taking; drive a country-wide creativity and innovation that will productively occupy people with crafting much needed solutions for our floundering economy. Rather than breeding job-seekers, we should be moulding people who will build and value their niche contribution to organisations, society and the economy.

Intrapreneurship

NAIL YOUR VALUE

PROPOSITION!

For those who want to lead the future rather than be led to it BY: JOSIAS WATSON, Intrapreneurship Development Coach

he unpredictability of the economy suggests that everyone in employment has to have an insurance policy against that dreadful word: Retrenchment. Without unsettling you, I need you to face the stark reality that while government has been generous with employment to multitudes in the country whilst private sector held back, the sustainability of this generosity is in question. I believe the threat of lay-offs is off for now. Who needs to unsettle employees and upset the climate just ahead of 2019? Geez, how I just cringe at another mention of 2019! Everything is suddenly done “for 2019”, then what? Will we be dead after 2019? But then I digress. If business is not able to sustain jobs and lets people go, with the country recently haemorrhaging over 60 000 jobs, granted some of those from informal sector, but that’s a suggestion that bottom-lines are not healthy. If bottomlines are not healthy, the Revenue Service

collects less tax, Treasury is squeezed and the government wage coffers flounder. Of course, government can always call back all the moneys from corrupt state looters, but who says those moneys will come back to the fiscus? Then, government may have to raise loans while waiting for promised “investments” from the world to kick in. Thinking of the government loans, those come at a cost. The cynics think it might involve sacrificing some national assets or at least the control thereof. However loans get paid, the country will have to contend with servicing debt that will compromise any significant cash injections towards infrastructure and massive industrialisation projects that should kick-start the economy. So, as a long-standing member of the mother body of human resources in Africa, I’m not about to suggest doom and gloom here. I’m just suggesting that you read the writing on the wall or connect the dots.

I am by no means suggesting that you should start ‘borrowing’ company time to run a side show either, but I’m saying, if having a spaza shop running in your house while you diligently deliver on your duty as an employee, that’s great. Not only are you hopefully providing employment or “a living” to someone outside your family, but hopefully, your bedtime TV has been replaced by strategic thinking of how you can make the spaza shop unique, indispensable and more sustainable. Unique. Indispensable. Sustainable. Sound easy, but it’s not. Otherwise we’d all be running spaza shops. Insurance Policy or Intrapreneurship Either way, all sides benefit To those who really want to give this insurance policy thing a go, get a bit more daring and more innovative! Find some smart youngsters and unemployed graduates whose skill –set or potential complements yours. Adopt them as mentees and set them up to conduct some social research into your daydreams or pet project that has not yet seen daylight yet. Then I will share with you some Guru stuff to come up with showstopper value propositions. It’s something I came across way back when and have used some of it OFFICIAL PUBLICATION OF THE IPM

Intrapreneurship

to help one or two people bow out of the workplace to become the workplace!

Blatant and Critical

Latent

Don’t go any further if you lack the following requisite attributes: Courage to break free of comfortable chains and wiggle out of corporate complacency; if your venture threatens to be a success you’d have to walk away way before that “dreadful R word” becomes a real threat Leadership to walk with vision and self-discipline and possibly inspire others, to take risks and explore totally foreign territory with the expectation of landing with both feet on the ground and your dreams securely in your palms Integrity to be true to your dream and its pursuit, yet ethical and professional in all your dealings – completely loyal to what gives you a paycheque at the end of the month; and for this, you need: Energy to stay passionate, focused, healthy and active for your body and mind to operate optimally and creatively, navigating two different worlds made up of different concepts and challenges. Now, for the real guru stuff to come up with a super compelling value proposition for a sure-fire 21st century spaza, courtesy of Skhokho: Michael J. Skok - seasoned mentor and founder of Startup Secrets.

Blatant

Getting Value Proposition Right

Aspirational “BLAC Quadrant” test

ascertain worthiness of solving: Unworkable: no options, viable

What exactly is a value proposition?

A value proposition is a compelling reasoning powerful enough to persuade a prospect, client or customer that your solution is well-thought out, most fitting and beyond compare for critical problems that stand between the customer and success. A value proposition helps you formulate and express your entrepreneurial offer in a positioning statement that resonates with your target market. Crafting the perfect value proposition

According to Skok, “First thing to do is explain the benefits you provide, for whom and how your solution (service/product) is significantly better and distinctly unique.” Next, you get dumb, or rather DEMB (Define, Evaluate, Measure, Build) Define

Define the problem you are set to solve, and test whether it is worth solving Skok uses 4U’s to define the problem to PEOPLE DYNAMICS | July - September 2018

Critical

substitutes or workarounds; can a person die, get injured or hurt (in a community) or in business, can it cost the business its license, its clientele or can someone lose a job without you? Unavoidable: is it a fact of life; something commonly experienced yet a significant “nuisance or bother”; is it something mandatory by law or international standards yet ‘difficult’ for community or business to do? Urgent: is it something that needs to be resolved now, with negative impact or additional damage or cost if allowed to go uncontained; is it among stated priorities and immediate areas of pursuit for business or community? Undeserved: is it something no one should tolerate; something compromising basic human rights (health, safety, wellbeing); and is there no other solutions to address it? With all YES-answers to the problem definition test above, your solution and value proposition moves closer to being compelling

Another way to evaluate a problem is by using the “BLAC Quadrant” test This quadrant tests whether the problem is Blatant, Critical, Latent and/or Aspirational The problem or situation has to fall in one of the quadrants with one of four combinations. The Y-axis has (top) Blatant and (bottom) Latent, and the X-axis has (left) Aspirational and (right) Critical: Hitting the White Spot – the Key Quadrant

For your proposal to move your prospect, it would have to fall in the last quadrant (Blatant and Critical); making the problem “in your face” – making it easy for you to measure or demonstrate success and resolution. The solving of the problem, if critical, would need to be a matter of urgency, which should move decisionmaking into priority zone. Some creativity may be applied here, to bring attention to latent problems, and present possible effects and impact that the prospect may have failed to spot. That’s why it helps, the more you know about the business or community, OFFICIAL PUBLICATION OF THE IPM

Intrapreneurship

and the healthier your creative mind to see possibilities (negative and positive) beyond the obvious – and drag them to the prospect’s eye. Sounds easy? It can be. Yet, clearly it’s tricky, otherwise all urgent obvious problems would have found solutions by now and created great insurance policies or retirement funds for the designers. Still, you are stronger than most, so, read on… Evaluate

Now that you have determined that the problem is critical and blatant (or finally obvious, thanks to your ingenuity), then you need to evaluate your solution, and make sure that it is equally compelling and unique. In a business context, Le Skhokho (Skok) uses 3D’s, which may also be applied to a community context – with some adaptive imagination: • Discontinuous innovations - offer transformative benefits over the status quo by looking at a problem differently. • Defensible technology - offers intellectual property that can be protected to create a barrier to entry and an unfair competitive advantage. • Disruptive business models - yield value and cost rewards that help catalyse the growth of a business. In a community context, your breakthrough would provide paradigm shift by looking at a problem and solving the core; e.g. people needs heaters in winter, floor heating is expensive, flame heaters dry up the body and make one sick; bed warmers force you to go to bed earlier than you should. If your breakthrough is a supplement that improves circulation and naturally insulates the body, then it removes the need for a heater completely. Therefore, you have introduced an inflection point that looks at the problem totally differently. Defensible Technology would apply to anything that sustains your competitive advantage and precludes invasion of the market (for a significant period). In the age of digital disruption and internet of things, information flows unbridled, just about, and you need to dig deep to protect your IP from mimickers. The best would be to keep on the lookout for improved versions so that you can hit back hard at mimickers and secure your clientele. Disruptive Business Models take ingenuity. To continuously yield value and cost rewards that help catalyse the

growth of a business, they need strong relationship building up and down the value chain, including with own partners and employees, but especially with the range of customers you serve. Measure

The next step is to Measure. Not to measure your breakthrough, but the customer’s adoption propensity. Le Skhokho calls it PAIN/GAIN ratio. Simply put, this is to establish how much of inconvenience you subject your prospect to convert to you or to access and use your solution. The more complicated your system is; the longer the process to use it; the higher the cost to sustain it; the easier the competitors’ are to get, even if they are inferior – the less likely that you will succeed with adoption for your solution. Or, if you do succeed, it is unlikely that the customer will be convinced to be loyal to it. The magic percentage Skok applies is 10%. He asserts that if gains are less than 10% or the pain you are saving is 10% or less (or you are reducing the pain by less than 10%), chances are, prospects won’t bite. So, think of it as a 20% improvement stretch that you need to cover, which is half what used to convince your recruits to change jobs in the once buoyant economy. Among things businesses would measure, are: • Revenue improvement (increased revenue to be made) • Cost impact (cost of switching or ongoing cost of adopting your solution) • Accessibility (purchase access, maintenance, component and complimentary product access) • People-factors (ease of use, trainability, risk factors) On this point Le Skhokho warns: “Nondisruptive is critical to start-ups since the gain you deliver will also be discounted by the risk associated with betting on you as a young company. A successful venture delivers an order of magnitude improvement over the status quo. If you can’t deliver a 10x gain/pain promise, customers will typically default to “do nothing” rather than bearing the risk of working with you. Build

Once you have successfully completed the DEM steps, it will be time to BUILD your Value Proposition! Skok sees the value position as the expression of your positioning statement,

which on face value looks easy enough. At least you know it can be done, but only once the due diligence of DEM has been followed satisfactorily. The framework for BUILD is something you may have come across many textbooks or could make out from pretty much any positioning statement out there. It may sound ‘nice’ to the public, but its job to prospects is to hit a nerve, strike a chord, or give them an “aha” moment! Here goes: “For… target customers, who are dissatisfied with… current alternative…, our product is… name of solution, that provides… key problemsolving attribute/capability… unlike… product alternative.” Needless to say, I personally would refrain from mentioning the name of an alternative product manufacturer or rival, and I would just hammer at what generally the products don’t do that mine does, what their disadvantages, and how my solution alleviates those and in the long term is sustainable for the prospect and customers. So, if you feel you don’t need the insurance policy, be generous, and share the nuggets with those who need it or perhaps some who don’t, but just happen to be courageous, energetic, restless… Those wanting to lead their future as opposed to be led to it. We call them entrepreneurial at heart. HR Leadership Disrupting Industry 4.0 with Intrapreneurship Note to HR Leadership: Increasingly, best practice in talent development involves formulating job components with 20% assigned to innovation or entrepreneurship. This involves participating in projects that introduce new solutions for the company. It is a fantastic way to keep people, especially millennials, engaged and geared for the multi-focal lifestyle imposed by the digital economy and Industry 4.0. Employees can work independently or in teams to explore their creative and innovative capacity by conceptualising, researching, testing and developing products, services, systems, or strategies for the organisation in pre-negotiated days or time slots. It doesn’t hurt if one of those projects becomes a viable start-up that falls into the organisation’s supply chain. Gone is the time to tie talent in golden handcuffs or choke free spirit by fighting exits. Any great talent that leaves your company for growth opportunity you couldn’t offer will sow goodwill along the way. OFFICIAL PUBLICATION OF THE IPM

Labour Law

#FeesMustFall:

Win Some, Lose Some? PEOPLE DYNAMICS | July - September 2018

Labour Law

The 2015 #FeesMustFall protests resulted in a major victory celebrated by university students country-wide.

BY: PEOPLE DYNAMICS CORRESPONDENT

arents were relieved of the weight, and would no longer have to pawn prized possessions or entertain Mashonisa exploitation for tuition fees. Students, themselves, could put more focus on studies and get their budding careers on track. Other benefits from the protests, of course, would have been for casual labour. Contract workers would earn themselves direct, permanent employment at the universities. Seemingly, not all simply waltzed through, however. Baker McKenzie shares with us one of those sticky cases in the corridors of law. The Labour Relations Act (LRA) provides for automatic transfer of employees following the transfer of a business (or part of a business) as

a going concern. Employees transferring from an old service provider to a new one where a client replaces the old with the new service provider would have expected to similarly benefit. Surely? Yet, the Labour Appeal Court (LAC) recently ‘engaged low gear to provide proper traction on the automatic transfer of employees’. Our local version of the Transfer of Undertakings and Protection of Employment (TUPE) Regulations in the United Kingdom, or Acquired Rights Directive in the European Union, is section 197 of the LRA. Section 197 provides protection of employment to employees where their employer is taken over by another business, or where a portion of their employer’s business is transferred to another. This aspect has been the source of considerable juridical attention when it comes to a change in service providers. Whilst it is relatively settled that employees will transfer where the entire business is taken over, sold or otherwise transferred, it is not as clear in respect of changes in service providers. In Imvula Protection (Pty) Ltd and others v University of South Africa, the LAC heard an appeal of the original court’s judgment. The labour court originally held that the university had not taken over the business of the security service when it terminated the service agreement, insourced some of the functions and appointed another provider to perform other functions. The case turned on what constituted a business for the purpose of section 197. The LAC was at pains to highlight the unique nature of the case - including the university’s decision to employ the majority of the security guards in the light of protests against outsourcing during the 2015 “Fees Must Fall” campaign. The university did not take over infrastructure or assets involved in managing the security guards or service but instead required a new service provider to provide managers and supervisors for the overall management of the security staff. The appellants argued that the university employing the majority of the security staff triggered the automatic transfer provisions, especially when considering that the assets required for them to perform their work were insignificant. In its judgment delivered on 25 September 2018, the LAC held that the business of providing security at the campuses constituted more than merely a group of guards patrolling the premises. The business included management, equipment or strategy with regard to their deployment. The university did not take over any of these, hence it did not take over the business of providing security. As a result, the termination of the service provider agreement and employment of the majority of the guards did not constitute a transfer of a business as a going concern on these facts. The old service provider had to deal with its remaining staff in the normal course - redeploy them or terminate their service due to redundancy or operational requirements. Employers keen to get in the right gear when facing business transfers should consider the nature of the business they will hand over or accept. From the original labour court judgment and the LAC’s views it is clear that the courts appreciate that most businesses require assets of various shapes and forms to conduct the business. Absent a transfer of assets, most transfers of a portion of the business will not meet the requirements of section 197 (that it must be a business or identifiable portion of it) that is transferred as a going concern. Structuring transactions accordingly will assist in avoiding unwanted consequences. In appropriate circumstances, and properly structured, employee transfers can take place manually, and not automatically. This, I guess, is where you need to consult the experts! It may well be victory delayed, as any loss of job, notwithstanding the nature of the contract, can only spell economic disaster to those who depended on the income. OFFICIAL PUBLICATION OF THE IPM

Learning & Development

Qualification? Programme? Certificate?

Maximise your L&D ROI – Mind the Curiosity, Usage and Timing Factors

No matter which you invest in, it can turn into nothing when people are not driven by hunger, curiosity and purpose.

ualified. Educated. Trained. Certified. All these indicate some prior consumption and assimilation of knowledge that a person has been introduced to, formally or informally, and an attainment of a requisite level of competence. From these labels comes an expectation for an ability to perform and execute functions related to the theory studied or competencies learned, with confidence or significantly improved proficiency. Yet, how many people gain a qualification and are later found wanting when faced with a situation where the qualification has to

PEOPLE DYNAMICS | July - September 2018

be applied? Many L&D executives put employees through expensive programmes aiming to attain higher human resource effectiveness and a better human capital value. Quite often organisations send the “entire company” on a series of computer courses against the pressure to have a computer literate workforce, and a more effective human resource. Case Study

In this specific case, an organisation embarked on an upgrade of employee skills by enrolling them for a computer course – targeting a suite of courses that is generally used across the levels. The rationale was that, the higher the computer proficiency the better the productivity across all levels – from admin through executive management. The course facilitators excited everyone by demonstrating the wizardry things each leg of the course enabled the delegates to do on completion. Everyone was impressed and motivated to get through the course and return to work to perform miracles.

Learning & Development

Having gone through the same training which progressed in levels of advancement, everyone who completed the series passed the requisite proficiency tests, earning themselves a nationally accredited and internationally-recognised qualification at the end of the programme – with a certificate to hand up on the wall. On evaluation six months later, less than a third of employees were showing increased effectiveness as a result of the recently-acquired skills. Less than 30 percent were able to do any more with the newly acquired skills than before the training. Processing time, project turn-around times, quality of output had all but improved in most departments. Analysing this result further, it was discovered that, of the 30-odd percent who were more effective using the acquired competencies, about 9% had specifically requested to be on the course or had put it in their personal development plans. It turned out that they had a variety of motives, some of which had little to do with their specific jobs. Nonetheless, they all used the course to improve their work quality and speed, to the benefit of the company. Another ten percent had been enjoying a reasonable level of proficiency in the programme even before attending the course, and were using it more in several areas of their work. These had found new ways and more complex applications for the programme, and a few of them had formed a “wiz-group” that provided support among users throughout the organisation. A majority in this group had also either requested to participate in the course, or had put one or more of the series in their PDP’s. The last 8% happened to be employees who were freshly introduced to the organisation and the programme, with hardly any experience. However, they had since used the programme range daily, between 50% and 80% of their time at work. The return on the investment made by the company was, somewhat, disappointing, given the 70% who didn’t personally apply any or much of the knowledge gained from the course. It was found that some tried to apply what they’d learnt but gave up when things took time or they failed to achieve the same result as was demonstrated by facilitators of the course. 12% occasionally asked the “wiz-group” to perform the applications for them. Sadly, the remaining 58% didn’t even try the new applications – feeling daunted and not even wanting to bother asking for help. All in all, executives didn’t see the forecasted company-wide upsurge of productivity and expected return-on-investment from the full complement of employees by the time the post-evaluation was done. Further analyses of all the observations led the company to the following insights: 1. Effectiveness from the training is achieved based on original levels of motivation and interest

Learners who have a curiosity or specific interest in a subject, learn more when presented with the theory or formal knowledge. The course fills that curiosity or satisfies the interest. The learner is psychologically and emotionally prepared, which makes education possible 2. Effectiveness increases based on prior knowledge or competence that came with earlier exposure or use

People who have a basic idea or some use of a specific theory are likely to benefit more from additional learning. The course sharpens latent skill, builds on prior knowledge which improves ability to recall and apply new knowledge gained. New information acts as reinforcement; it plugs whatever gaps the learner might have had on the subject, and makes it easy for the learner to identify how the new knowledge can be applied.

3. Effectiveness increases based on the extent of usage the acquired knowledge will have

People who are compelled by duty or circumstances to continuously or frequently use any knowledge acquired, will grow in competence and effectiveness in application of that knowledge Linked to this point is a conclusion that 4. learning is more effective, the closer the acquisition is to application and the longer application is sustained Commentary

In the first two cases, learning and effectiveness was enhanced or piqued by attitude: a desire to fulfil a natural or otherwise-stimulated curiosity, and a desire to plug a specific knowledge gap. In the latter cases, learning is enhanced and effectiveness is brought about by compelling circumstances: frequent usage and immediacy of knowledge application Conclusion

L&D ROI increases with intensity of learner’s personal motivation and rationale; the proximity of opportunity for learner to apply knowledge as it is acquired, and the frequency or extent to which acquired knowledge can be applied Learning, education, skills, qualifications and certification mean nothing when the person has no purpose, specific problem to solve, a timespecific goal, or opportunity to apply the knowledge soon after acquisition. Latent Investment

An upside, however, was the discovery that of the 70% who didn’t register effectiveness from personally applying what was gained from the course, the course, nonetheless had 12% excited enough by the potential wizardry that they reached out to someone to do the work for them. This was considered latent investment which, with a refresher course could add to the return on the original investment, albeit realised in a later period. With peer training by the wiz-group, an on-the-job refresher course might unlock the value even more cost-effectively and sooner than an external provider. But then, again, without personal motivation or hunger for the training, the company would still risk a frustration of its objectives. In application of the theory from this study, having a ‘seed germinating’ as interest or base knowledge, will help yield faster result during a next round. Universal Investment Advice

A general lesson for any business, human capital development executive and prospective student or learner is that: Before investing dollars, pounds or hard earned rand in any learning programme, one has to make sure that there is: 1. sufficient, burning curiosity or motivation to master the specific content – whether in a desire to apply acquired knowledge at work or for non-work related, personal interests 2. baseline knowledge or some acquired understanding of basic concepts and applications relating to the content from on-the job observation, personal research, online tutorials or trial and error, on which the learner can build or plug gaps 3. a potential for high-frequency or wide-range utilisation of the competencies to be acquired 4. a strong prospect of applying the acquired knowledge in the immediate future - while it’s fresh and relevant Source: Waslalinsights, 2015 OFFICIAL PUBLICATION OF THE IPM

Organisational Effectiveness

LEARNING AGILITY: the building block for agile organisations The value of human resources in the organisation is never questioned. Yet some resources are more valuable than others. Learning Agility may well be the secret ingredient for organisational effectiveness PEOPLE DYNAMICS | July - September 2018

BY: EVELIEN SCHRAM AND JAINTHERAN NAIDOO, HFMtalentindex

n the next decade, the job landscape as we know it will change significantly. The work that we see being done in the South African context and beyond will shift as new, disruptive technologies come to the fore - some roles will become more critical than ever while others may disappear completely. Learning Agility is a key competency that determines who amongst your employees can cope effectively with these unknown changes and thrive in the face of new challenges. Research shows a strong link between Learning Agility and the performance of leaders and teams. Indeed, if we want to create agile

Organisational Effectiveness

Figure 1

organisations that are able to thrive in the face of uncertainty, we need to ensure that we have an agile workforce, who are able to learn new behaviours and let go of less productive behaviours. What is Learning Agility?

Learning Agility can be defined as the ability to develop new effective behaviour in the face of new experiences. In other words, Learning Agility can be seen as an individual’s stretchability to absorb new demands and grow within an organisation. Some people are naturally more Learning Agile – embracing ambiguity, uncertainty and mental challenges. Others are more reluctant to venture into the unknown, preferring to stick to what they are familiar with. Employees with high Learning Agility will develop better tools and behaviours to deal with new challenges, in a shorter amount of time. They will also set this example for their team and help to instil these values in the business as a whole, thus helping to create an agile organisation. What does Learning Agility mean for HR?

In many cases, the leaders of an organisation set a directive for a workplace culture and set of values: (1) flexibility, (2) innovation, (3) agility, (4) change-readiness, and more. HR is the custodians who are in charge of realising this vision. This means aligning the human capital needs of the business with these idealised values, and helping to create a learning agile culture that can cope with the exponential rate of change.

Candidate 1 Desired level

Manager Candidate 2

Now

+ 1 year

Time

If you were making the selection decision based only on the needs of the current role, Candidate 1 would be the best choice. But with the strategic consideration of Learning Agility, the situation changes. Current performance in the role does not guarantee future performance, because the organisation is subject to exponential change. There are likely to be different job requirements, as well as new challenges in the near future. With this in mind, the manager’s job requirements will not remain constant (see dotted line in figure 1), but will change over time. Projected development of candidate 2 with LA 7 Projected increase of manager’s requirements due to changes in the organisation Projected development of candidate 1 with LA 4

Figure 2

Learning Agility: Determining “Future Potential”

One of the key places to start, as an HR professional, is to measure and understand the Learning Agility of existing employees and job candidates. The measurement of Learning Agility during selection aligns with the strategic need to employ people who can grow with your organisation, and not only people who are able to fill an immediate gap. Top-level management ultimately want to have staff on board who possess the potential, talent and skills to strengthen the company’s future market position. Whereas many selection methods measure candidates in comparison to the current role requirements (current potential), Learning Agility instead focuses on an individual’s future orientation - in order words, how they will be able to adapt and grow with the organisation over time (future potential). Today’s performance is certainly no guarantee for future performance in modern, competitive organisations. Those who are more open to learning, experiment more and are able to quickly make complex connections, will make the difference for those organisations that are experiencing the effects of disruptive technologies, artificial intelligence and rapidly changing landscapes.

Candidate 1 Manager Candidate 2

Now

+ 1 year

Time

Figure 2 shows how the manager’s expectations are likely to increase over time. Because Candidate 1 has a lower Learning Agility score, it will cost him more effort to meet these new requirements. Of course he will learn, but more slowly than Candidate 2, who has a higher Learning Agility score. In figure 2, there is a point in time where Candidate 2’s development surpasses Candidate 1, and the former becomes the better candidate for the future of the organisation. While Candidate 1 may be more effective in the short-term, in the long term Candidate 2 will be much more useful, even in subsequent projects that might require different qualities and skills.

Example of Learning Agility in practice: Aligning current needs with future growth

Using Learning Agility as a building block for change

Two candidates are assessed for the same role against the same set of performance competencies (see Candidate 1 and Candidate 2 in figure 1). Candidate 1 has higher scores on the competencies required to perform the job now (current), and has a slightly lower Learning Agility score of 4 (future). Candidate 2 scores slightly lower on the competencies expected now (current) and has a high Learning Agility score of 7 (future).

The above figures clearly illustrate the need to integrate the concept of Learning Agility into HR’s strategic planning processes. Learning Agility is a key skill set that is necessary to achieve an agile organisation. It is important to understand the ‘future potential’ of your employees and map interventions going forward to help instil change-readiness into the values and culture of your business, in order to remain agile in the face of change. OFFICIAL PUBLICATION OF THE IPM

Leadership Inspiration

While businesses are founded to make a profit for shareholders and along the way, keep other stakeholders happy and quiet, there’s a rare breed of businesses founded on a lofty desire to build human capital BY: PEOPLE DYNAMICS CORRESPONDENT

Rise to become the new

nyone who has ever run a school or an academy will know what a thankless job it can be. This refers, specifically, to the stage before the founders typically pass their treasure to government or the highest bidder at the nagging pain of rising financial crunches. “You say that as though anyone takes pleasure in letting go of their vision and long-nurtured ideal. Quite often, the founder is forced by circumstances and makes such sacrifices to save the academy rather than let it close down. It’s nothing like abdicating, but an attempt at extending the school’s life beyond the founder’s own mortality or vigour”, protests a friend and founder of Stitch in Time Education Project. While there are many sop stories of failed ventures, we pick up on one that has seen success and has sustained over six decades, where academic inspiration seemed to find a perfect balance with financial management and administration. We are referring to Maccauvlei Learning Academy whose staying power benefits scores of students from all walks of life – including a significant number from previously disadvantaged communities. Maccauclei offers a series of programmes, from specialised skills programmes, through to management courses. The Academy also partners with the University of Free State in a B.Tech programme.

‘LEADERSHI

PEOPLE DYNAMICS | July - September 2018

Leadership Inspiration

Led by Jan Hollenbach, Maccauvlei celebrates scores of graduates across several disciplines – from supervisory to senior management levels. At a recent graduation, Hollenbach shared his newly inspired philosophy on leadership. He defines a type of leadership he asserts will deliver the country from a hopeless lull to an awakening that will take us to the next wave of success. Hollenbach contends that the essence of our much needed leadership miracle is to be found in having more leaders in more places and at more times. These are the kinds of leaders who discover and actualise desired futures for their teams, organisations, communities and society. In the process, they are not only doing what they are supposed to do outstandingly well, but are also going beyond the normal call of duty. He envisions an abundance of leaders who make the extraordinary an everyday occurrence in multiple, mind boggling and amazing ways in many more places. One can’t but concur, that this is the kind of leadership required to take any country forward, and to hoist organisations higher to a new level of ethical, effective and sustainable delivery. Where leaders are found at all levels of business and at every corner of society; not confined by rank, structure or label. Everyone is empowered in special ways to make a difference and contribution that inspires and benefits his or her community and, education draws this talent out to be put to good use by all. Hollenbach goes on to describe the profile demanded for the ‘leadership miracle’, through the acronym “L-E-A-D-E-R-SH-I-P”. In his description, he lists 10 qualities to be manifest simultaneously by these individuals who will be good, do good and ensure good. • They will lead to leave behind a LEGACY of lasting value and worth for current and future generations • They will behave ETHICALLY by doing things for the right reasons, in the right way, and at the right time • They will build ALIGNMENT around a shared destiny by moulding their stakeholders into a cohesive, vibrant community of passionate, dedicated followers • They will craft an inspiring, shared DREAM, thus envisioning

what must be achieved in order for a lasting, worthy legacy to become a reality • They will be visibly ENGAGED where it matters; leading through their personal example as they journey toward a shared, desired future • They will be RESPONSIBLE by courageously taking full accountability for all their decisions, actions and outcomes, as well as those of their followers • They will set out to SERVE by being humbly in the service of others and a greater, common good that supersedes leaders and is more enduring than themselves • They will live authentically, straight from their HEART, and with passion, their genuinely held personal beliefs and values that inform all of their thinking and actions at all times • They will lead with INTEGRITY by consistently, being trustworthy by openly and honestly sticking to their convictions, regardless of consequences • They will at all times treasure the PEOPLE they have to lead, and treat them with dignity, respect and care – earning the trust bestowed on them Tough though the call may be, Hollenbach implores and challenges each and every one in the Academy’s community: faculty, graduates, graduands, associates and indeed, friendsof-Maccauvlei, to be part of the leadership miracle, to make the difference so needed right now. We can be cynical and ask: Will it be enough? Will we be enough? Will our values neutralise the suffocating ‘me-ism’ that erupts in all pockets of society? Will our education measure up to turn hopes into real production and potency into real products and services that will build the economy and alleviate inactivity, poverty and inequality? The only time we can answer these questions is when we have made the genuine effort, risen to the challenge, fully committed and collaborated to deliver to all the blocks that make up the leadership miracle. Not for selfish gain or at the expense of others, but for as much for others’ development and economic security for ourselves.

IP MIRACLE’! OFFICIAL PUBLICATION OF THE IPM

Wellness Inspiration

OUR

UNIVERSAL HERITAGE Pictures Courtesy: ALLAN MOORE; SIBU SIBIYA, DESMOND SAUER

With me, you’re Always in Good Hands Look to the sky And see the work of the greatest of artists Drink in the pale pastels and the bold rainbow And feel your spirit lift up and connect Take to the wild And feel the hospitality of the greatest of hosts Explore the rambling raggedness of virgin terrain And feel your soul lift up and connect Stroll to the nearest park And amuse yourself with man’s attempt at precision His own crafty way to go one up on creation And feel your sense of humour come back And feel your tired limbs twitch with new life Reach out to the outdoors Look up to the vast decorated skies Get up and out to the most serene of spaces Dig deep and listen to nature speak to you “With me, you’re always in good hands”

PEOPLE DYNAMICS | July - September 2018

Wellness Inspiration

OFFICIAL PUBLICATION OF THE IPM

Wellness Inspiration

OUR

UNIVERSAL HERITAGE PEOPLE DYNAMICS | July - September 2018

Wellness Inspiration

OFFICIAL PUBLICATION OF THE IPM

Diversity

A case for Diversity and the Currency of Ideas

PEOPLE DYNAMICS | July - September 2018

Diversity

Barry Elliott, MD of Rockwell Automation Sub-Saharan Africa

People thrive in environments where talent and natural abilities are appreciated, nurtured and used to complement the strength of their teams. BY: PEOPLE DYNAMICS CORRESPONDENT

or teams and communities to function optimally, however, diversity may have to be imposed to build a full range of necessary competencies. Through education, training, coaching, mentorship, observation, experimentation and other means of learning and development, individuals can lift themselves out of comfort zones to acquire new capabilities and unlock potential that makes them even better contributors to their business and community. Teams with homogenous skill, personality profile, culture, outlook or thinking can also be strengthened through diversity. How can we measure the actual business value created in organisations by diversity amongst our workforces? Barry Elliott, MD of Rockwell Automation Sub-Saharan Africa discusses: “A recent article regarding women in engineering and other STEMrelated industries caused a significant furore around whether South Africa should be investing so heavily in attracting women into STEM. This really got me thinking, as it is a topic I feel strongly about. Citing a study suggesting that women are ‘predisposed’ to caring and people-orientated careers, and more focused on family and raising children, the article questions if the returns on investment merit the efforts business and government is directing at women in STEM. Yet there is evidence that is overwhelmingly to the contrary: research conducted into the composition of workforces of companies across the world suggests a clear correlation between diversity, in all

its forms, and actual, tangible financial performance. According to a 2018 McKinsey report, Delivering through Diversity, companies in the top quartile for gender diversity across the world were 21% more likely to outperform their bottom-quartile peers on profit margin. This correlation seems especially pronounced at an executive level. And it doesn’t just relate to gender diversity: Assessing ethnic and cultural diversity, McKinsey’s research finds that companies with the most ethnic and cultural diversity are 33% more likely to outperform their peers on profitability. Conversely, companies in the bottom quartile for both gender and ethnic diversity are statistically less likely to achieve above-average financial returns than their industry peers. This supports my own experiences with our teams, and here’s why I think this is so: It’s not that businesses benefit by virtue of being representative on any superficial level alone. Rather, it’s that in being diverse, these companies have access to a wider pool of opinions and perspectives that they can draw on in making more informed business decisions. Inclusive diversity within a company is normally a reliable marker of a company that mobilises the currency of fresh ideas to be in a better position to innovate. Different perspectives – whether defined by gender, culture, sexual orientation, age, or any other demographic – provide different ways of understanding the world, whereas more homogenous workforces, possess an intrinsically lower diversity of opinion. This means the ways in which companies devise solutions will likely be limited, more predictable and static. Disrupting this status quo is the very breeding ground for improving our solutions, and indeed for innovation. We need to be proactive in building a diverse workforce, and that is why it is absolutely critical that we invest wherever we can in increasing access to STEM careers for women, as well as other traditionally less represented groups in our society. Sometimes the benefits of diversity are more subtle. In my own teams, I’ve seen how the addition of people representing different social identities, whether that be female, black, young or old, can inject new, fresh energy to a team dynamic, thereby providing a critical pillar to help nurture and maintain engagement amongst highperforming teams. Guided by the firm belief that diversity positively impacts financial performance and engagement, we have more than doubled our number of female engineers in our organisation in the last five years, a period in which the organisation has performed strongly in a challenging economic environment. Perhaps what we need to change are our entrenched attitudes towards people whom we feel are different from us. Is there more that businesses can do to reduce the burden women traditionally feel to be the primary caregivers of young families? Is there more we can do to adapt to the needs of people from different age groups? What more can be done to create a more inclusive environment for all cultures? If diversity in the workplace correlates with improved bottom line, then we should do everything in our power to ensure our work environments and processes provide the best support possible in encouraging women and people of different ages and diverse cultural backgrounds to realise their career ambitions in STEM. It makes perfect business sense to me that if we develop and grow a mixed environment of people; male and female, black and white, young and old, and actively propagate a culture of inclusiveness of the multiplicity of viewpoints they offer, organisations will fly.”

OFFICIAL PUBLICATION OF THE IPM

Presidential Speech

Statement by President Cyril Ramaphosa on

ECONOMIC STIMULUS AND RECOVERY PLAN 21 september 2018 Ministers, Senior Officials, Members of the Media, Fellow South Africans, Ladies and Gentlemen,

n the State of the Nation Address in February, we announced a range of measures that we would initiate to set the country on a new path of growth, employment and transformation. Since then, we have taken decisive steps to rebuild investor confidence, end corruption and state capture, restore good governance at state owned enterprises and strengthen critical public institutions. Yet, as is evident from the contraction of our economy in the first two quarters of the year, our economic difficulties are severe and will take an extraordinary effort â&#x20AC;&#x201C; and some time â&#x20AC;&#x201C; to overcome. For several years our economy has not grown at the pace needed to create enough jobs or lift our people out of poverty.

PEOPLE DYNAMICS | July - September 2018

Presidential Speech

Public finances have been constrained, limiting the ability of government to expand its investment in economic and social development. In recent months, the structural weaknesses in our economy have been made worse by global factors such as a rising oil price, weakening sentiment towards emerging markets and deteriorating trade relations between the US and other major economies. This has negatively affected South Africans. It is in response to these factors, many of which are outside our control, that we are announcing today, following its adoption by Cabinet, an economic stimulus and recovery plan. The stimulus and recovery plan we are outlining consists of a range of measures, both financial and non-financial, that will be implemented immediately to firstly ignite economic activity, secondly restore investor confidence, thirdly prevent further job losses and create new jobs, and fourthly to address some urgent challenges that affect the conditions faced by vulnerable groups among our people. The measures we are announcing give priority to those areas of economic activity that will have the greatest impact on youth, women and small businesses. The stimulus and recovery plan has four broad parts: • Firstly, implementation of growth enhancing economic reforms. • Secondly, reprioritisation of public spending to support job creation. • Thirdly, the establishment of an Infrastructure Fund. • Fourthly, addressing urgent and pressing matters in education and health. • Fifthly, investing in municipal social infrastructure improvement. It is generally agreed that in order for our economy to grow at a rate that will lead to job creation on a meaningful scale, we need to significantly increase levels of investment. We are decisively and rapidly accelerating the implementation of key economic reforms that will unlock greater investment in important growth sectors. These reforms include immediate changes approved by Cabinet to South Africa’s visa regime. Within the next few months, amendments will be made to regulations on the travel of minors, the list of countries requiring visas to enter South Africa will be reviewed, an e-visas pilot will be implemented, and the visa requirements for highly skilled foreigners will be revised. These measures have the potential to boost tourism and make business travel a lot more conducive. Tourism continues to be a great job creator and through these measures we are confident that many more tourists will visit South Africa. It is imperative that South Africa restores investment and exploration levels in the mining sector as mining and mineral beneficiation activities have significant potential to drive long term growth, exports and job growth. Following extensive consultation that involved industry players, communities, labour and government, Cabinet approved the revised Mining Charter. This will revitalise the mining industry and provide certainty to investors while charting a sustainable path towards a transformed and inclusive industry. Parliament will be requested in terms of its Rules not to proceed with the Mineral and Petroleum Resources Development Act

Amendment Bill, which has contributed to a lot of uncertainty in the sector. Separate legislation for the regulation of the oil and gas industry will be drafted through the government’s legislative process. To reduce the cost of doing business, to boost exports and to make South African industry more competitive, government has begun a review of various administered prices, starting with electricity, port and rail tariffs. Within the next few weeks, government will initiate the process for the allocation of high-demand radio spectrum to enable licensing. This will unlock significant value in the telecommunications sector, increase competition, promote investment and reduce data costs. Lower data costs will also provide relief for poor households and increase the overall competitiveness of the South African economy. Other measures we will implement include expanding procurement from small business and cooperatives, as well as using trade measures – within WTO rules – to protect poultry and other sensitive sectors and a vigorous crackdown on illegal imports. The central element of the economic stimulus and recovery plan is the reprioritisation of spending towards activities that have the greatest impact on economic growth, domestic demand and job creation, with a particular emphasis on township and rural economies, women and youth. Our government has limited fiscal space to increase spending or borrowing, it is imperative that we make sure that the resources that we do have are used to the greatest effect. The reprioritisation of spending we are outlining as part of this stimulus and recovery plan will take place within the current fiscal framework and in line with the normal budgetary process. Re-prioritised funding will be directed towards investments in agriculture and economic activity in townships and rural areas. Agriculture has massive potential for job creation in the immediate and long term. The interventions we have identified will include a package of support measures for black commercial farmers so as to, increase their entry into food value chains through access to infrastructure like abattoirs and feedlots. Blended finance will be mobilised from the Land Bank, Industrial Development Corporation and commercial banks. The Land Bank is currently concluding transactions that will create employment opportunities in the agricultural sector over the next 3 to 5 years. A significant portion of the funding will go towards export-oriented crops that are highly labour intensive. Government will finalise the signing of 30 years leases to enable farmers to mobilise funding for agricultural development. As part of the work to develop agriculture and ensure effective land reform, I have appointed an advisory panel on land reform that will guide the Inter-Ministerial Committee (IMC) on Land Reform chaired by Deputy President David Mabuza. The 10-person panel is to advise government on the implementation of a fair and equitable land reform process that redresses the injustices of the past, increases agricultural output, promotes economic growth and protects food security. Further details of the mandate and composition of the panel will be made available in a separate statement. In the second instance, reprioritised funding will also be re-directed towards igniting economic activity in townships and rural areas.

OFFICIAL PUBLICATION OF THE IPM

Presidential Speech

We have prioritised the revitalisation of three regional and 26 township industrial parks as catalysts for broader economic and industrial development in townships and rural areas. A township and rural entrepreneurship fund is being established to provide finance to either scale up existing projects or provide start-up capital for new projects. In the third instance, we will also be re-directing resources towards addressing immediate challenges in health and education, which are critical to the health, wellbeing and productivity of our people. Arising from the priorities identified at the meeting of the Presidentâ&#x20AC;&#x2122;s Coordinating Council earlier this week, additional funds will be directed to addressing the dire state of sanitation facilities in many public schools, ensuring the completion of 1,100 sanitation projects in the current financial year. To address some of the shortages in our hospitals, funding is being made available immediately to buy beds and linen, while the Minister of Health and the National Health Council will immediately fill 2,200 critical medical posts, including nurses and interns. In total, the plan will result in reprioritised expenditure and new project level funding of around R50 billion. The Minister of Finance will provide more detail about the final amounts involved and the specific areas affected during the Medium Term Budget Policy Statement next month. The stimulus and recovery plan prioritises infrastructure spending as a critical driver of economic activity. Infrastructure expansion and maintenance has the potential to create jobs on a large scale, attract investment and lay a foundation for sustainable economic expansion. With a view to unlocking the potential to create more jobs on a large scale we have decided to set up a South Africa Infrastructure Fund, which will fundamentally transform our approach to the rollout, building and implementation of infrastructure projects. The lessons we learnt in the 2010 World Cup infrastructure rollout will stand us in good stead as we set out this fund. The South Africa Infrastructure Fund will reduce the current fragmentation of infrastructure spend and ensure more efficient and effective use of resources. The private sector will be invited to enter into meaningful partnerships with government in this fund. The contribution from the fiscus towards the Infrastructure Fund over the medium-term expenditure framework period would be in excess of R400 billion, which we will use to leverage additional resources from developmental finance institutions, multilateral development banks, and private lenders and investors. To ensure these funds are used effectively and that projects are completed on time and on budget, we are establishing a dedicated Infrastructure Execution Team in the Presidency that has extensive project management and engineering expertise to assist with project design and oversee implementation. The team will identify and quantify â&#x20AC;&#x2DC;shovel readyâ&#x20AC;&#x2122; public sector projects, such as roads and dams, and engage the private sector to manage delivery. The role of the PICC will be strengthened to ensure improved coordination across the three spheres. As part of the reprioritisation of spending, additional infrastructure funding will be directed towards provincial and national roads, human settlements, water infrastructure, schools, student accommodation and public transport.

PEOPLE DYNAMICS | July - September 2018

In support of the stimulus efforts, the IDC will be targeting to increase its approvals to R20 billion over 12 months, an increase of 20% on the previous year. This funding will target the productive sectors of the economy, including manufacturing, mining, industrial infrastructure and sectors in distress. We also need short term municipal investments to address the challenges that our people face. We have identified 57 priority pilot municipalities in order to unlock infrastructure spending in the short term. This spending will cover, among other things, sewerage purification and reticulation, refuse sites, electricity reticulation and water reservoirs. Cutting across all these measures are series of interventions to ensure that growth is labour intensive and that young people in particular are drawn into the labour market. Some of these measures include the extension of the Employment Tax Incentive for a further 10 years, with a review after five years, greater support for public employment programmes, additional support for the clothing and textiles sector, and the use of funds from the Unemployment Insurance Fund to support labour activation programmes. Igniting economic activity requires partnership and collaboration. It must be a national effort in which all of us work together to restore our economy to growth in the immediate term and prepare the ground for sustainable, inclusive growth into our future. We have held consultations with leaders from business and labour on this plan. We are encouraged by the support they have pledged for the measures outlined and many have undertaken to provide resources and expertise to ensure its success. We continue to draw on the guidance and support of bodies like the National Planning Commission, which will soon release its own guidance on focal areas to stimulate the economy, and Government will continue to coordinate its work with formations like the CEO Initiative. We are certain that the measures we have outlined here will complement the deliberations at the forthcoming Jobs Summit. We are certain that these interventions will help to put the economy on a far firmer footing as current investors and potential investors convene in Johannesburg for the Investment Conference at the end of October. As South Africans, we have confronted challenges far greater than this before. By working together, we managed to end a seemingly intractable conflict and set our country on the path to a peaceful transition to democracy. Now, we have it within us to come together once more and forge a new path of growth, jobs and transformation. We are confident that the four elements of our economic stimulus and recovery package will play a decisive role in reversing the recent contraction of the South African economy. Together, we are taking bold and concrete measures to ensure a clear and sustained improvement in the lives of all South Africans. I thank you. Issued by the presidency of the republic of south africa

Career Success

disappointed to find yourself down and those who oppressed you doing well. Focus on your journey with its varying challenges, and let go of grudges. Loyalty pays

When a company hits a bad patch, it’s the achievers it wants to retain, protect and ‘use’ to get back to health. If achievers occupy all the seats left that the company can afford, your loyalty without delivery won’t guarantee anything,

Turning Around Myths, Half-truths and Downright bad advice for 21ST CENTURY

Career Success Wellmeaning mentors, teachers and parents often offer advice based on what worked for them as they built their careers. Yet, the climate has changed. BY: PEOPLE DYNAMICS CORRESPONDENT

trategies for personal development and career success have to consider the times and challenges brought about by the new world of work. While advice generally comes from a good place, whoever receives it has to turn it around in their own heads and hearts to see how relevant, realistic and reliable it would be in their particular circumstances. My guess is that none of the following “sage” is new to you, but see which still applies and how you may tweak it to work for you.

Study hard so you won’t have to work hard

Studies do not turn into food; you still have to apply what you’ve learned to eke out a living Get the best education so you can earn good money

The “best” education doesn’t guarantee good money. If you use that education where it’s needed most, you may even find yourself living on welfare. Think of DoctorsWithout-Boarders, missionary teachers and professors, to mention a few. Your motivation for education is what will determine how much money you settle for. Get a degree so you won’t join the list of unemployed

Graduates have to use what they’ve studied to make themselves relevant to the economy of the time. Even with a degree, you need bankable innovations and marketable solutions to keep unemployment at bay. Otherwise, as is the case in South Africa and Zimbabwe with lots of graduates, you may quite possibly join the unemployment ranks Be successful and see haters eat dust

Your success never has to be for anyone; life has peaks and troughs and you’d be

Experience is your greatest asset

Industries wane and jobs get obsolete. Unless you can articulate key skills gained from your experience and define commutàble competencies, your experience may be seen as useless or no asset by prospective employers. High risk equal high pay

In gambling perhaps. But, depending on your profession or industry, higher risks may not make you more money; think of miners vs administrators, stuntmen vs blockbuster actors, and bodyguards vs their clients. Entrepreneurs venture into self-employment giving up cushy high-paying jobs, all for selfactualisation and little cash. Your circle determines your success

Whereas the right circle at a given time can buoy up your progress, it’s your personal values, integrity, delivery and effectiveness that determine your success as leaders come and go, and as you pursue your career in different fields or organisations. Your salary determines your value

Higher paid cadre may be the first to be ejected from a company that seeks to streamline to get more effective and competitive. The indispensable people may well be in the lower ranks, paid lower but key to core business. So, unless you are an imperative to the heart of the business, how much you are paid is irrelevant. Also, no matter how much value you add to an organisation, you may well negotiate yourself out if you insist on an unsustainably high salary tag, The customer is always right

Not necessarily. In fact the opposite is often true. Yet, if that customer is the only consumer for your service or product, no matter how wrong he is, you have to make the relationship right; you can educate, coach, coax and make sure you get him to an acceptable level of “right”, without having to compromise values, safety, ethics or your sanity. OFFICIAL PUBLICATION OF THE IPM

Employee ‘engagement’

The Dark Side

of Employee ‘Engagement’ Twentieth Century gurus had us focusing efforts on staff motivation. A basket of enticements was crafted, ranging from periodic bonus carrots through loyalty share schemes to competitionbased promotion plums. PEOPLE DYNAMICS | July - September 2018

n the 20th Century, management researchers came up with interesting theories for motivating employees. In an attempt to get the most return on employee remuneration, it all started with the stick approach – where managers thought the more instructions they bark at people, the more people will want to perform. The managers employed stringent monitoring mechanisms with assumption that there won’t be any slack when people are under spotlight. This micro-managing got the productivity up, alright, but people became less happy and stressed, and organisations suffered from absenteeism resulting from compromised health. Then theories moved toward a human relations approach – which is around when your favourite Human Resource Management Institute was born. The HR approach focused more on people rather than, for

Employee ‘engagement’

example, monitoring and micro management. Elton Mayo’s studies had proved that people are happier when made to enjoy social interchange while chasing common objectives with fellow humans. Then came the time of heavy competition, where the workplace tried to combine the two theories, heightening the application of each of them in a quest to get the absolute most productivity and dedication from human resources. An array of monetary incentives was introduced as well as a range of material rewards meant to be a carrot approach to performance optimisation. When research uncovered the non-sustainability of monetary and material rewards, managers reverted to placing emphasis on intrinsic motivation. With people geared toward self-expression and self-actualisation, rewards in more responsibility, greater autonomy and opportunities to structure one’s own work and influence operational decisions became “the thing.” The more say people got to have, whether it came with increased pay or not, the happier and more fulfilled they were. And that happiness and fulfilment translated in more diligent input and more lucrative outputs for organisations. When economies got global, and market shares began to be challenged by fresh competition, the more people wanted to give of themselves to organisations. This was not merely to get an emotional high from a sense of importance, but they tried to prove themselves more valuable than their peers - even indispensable to their companies. The more of these performance addicts a company had, the more likely it would stay ahead. To secure this cadre, businesses went back to shackling. Incentives were back with a vengeance – companies outdid themselves with dazzling perks and sexy EVP’s. Employees were sent on overseas training and international conferences, there were university courses left and right. MBA took off, and became the minimum standard for any executive worth his or her salt. Career paths were drawn as a means of psychological golden handcuffs. Salaries at the first tiers climbed, and with those came material comforts and first-world trappings that became ordinary lifestyle. While some enjoyed exploring their market value by entertaining rival offers, there were those who were still totally committed to their organisations. They were not engaged, but married to their organisations. At any opportunity, they would proudly show off their loyalty by name dropping companies that had approached them with hard-to-refuse offers. When these people were not in the mainstream business, or if they didn’t have their ear on the ground with market developments, often they would be caught napping. Suddenly, the company would be restructuring or stretching to new (unfriendly markets), and they would land offshore assignments. That would still be palatable than working for the competition – some would reason. They would be assigned to a god-forsaken country and build a significant slice of the market for their much-loved company. Just when they think the world is their oyster, comes the takeover. “Better” still, come the cut-backs, and suddenly they are out of a job. Having made the sacrifices and lost ties with the home employment market, the future suddenly looks bleak. In disbelief, they have to contend with the betrayal! The company they fought for, stuck their necks out for, uprooted their family for, risked disease, war attacks and natural disasters for? The executives they thought were family and looked up to - didn’t ‘even have the decency’ to give them a heads up. Just like that, life had changed! What’s next - what would you do? Of course, the sober thing to do is pick up where one left off in the home market, and show off your versatility by making the offshore experience count. Another option

would be to prove to new owners that it would be a grave mistake to even contemplate going forward without you; and that with you in the home office, the previous owner’s position would never have weakened to the point of a takeover. But what have some of the over-invested people done; those who felt that they had given their lives to the company; the ones whose vision, ideals, goals were so perfectly aligned to the company’s that they saw no point in dreaming outside of the company? What would these people do – the ones who described themselves by their job title? I can count some who sank into a depression so badly that they are yet to recover. They took to drink, drugs, and violent, antisocial behaviour. Yet for those, there is still hope. I know of four victims, who at their organisations’ restructure or operations withdrawal, took their own lives. Of course, we can put further spotlight on other factors that made them prone to such drastic, final or dismal behaviour. Their over-investment in their companies and lack of life outside their employment may not have been the sole driver, yet, these people that I knew so well left us with no other explanation. The lesson we all learn is that: the extent to which people are engaged, dedicated or invested in the company needs to be balanced with other interests outside of the company, no matter how much the workaholism or blind loyalty might work to the company’s advantage. Of my colleagues who lived to relate their disappointment, in their companies there is lingering bitterness. A former country manager for a broadcasting company that expatriated him to various countries to build markets from zero, to this day, refuses to own a television, let alone have anything to do with his ex-company. Yes, he lives to tell his story, and to put his foreign assignments to great advantage. He recently led a voter education campaign for one of the countries he served during his ‘exile years’, as he describes his tenure with his estranged company. The same can’t be said for my great, late colleagues however, who all were fantastic workers and ‘indispensable’ members of their teams. Until life proved otherwise. In memory of Derrick, Sauer, Bandile and Moleko, may every leader, manager, supervisor, entrepreneur never ask of people beyond what they should give. While employee engagement is something to be desired, nurtured and rewarded, may it not be expected at the expense of life. To my dear friends, may you continue to rest in peace! The companies you ‘died’ for may have forgotten, but as your colleagues, we will always honour you. In its 2018 report, the South African Depression and Anxiety Group states that in South Africa, 460 people attempt to commit suicide, daily, and 23 people complete it! Good people management demands that we take time to connect with people in our teams, help them keep a healthy balance between homelife and work life, no matter how driven they are. We owe it to them and to their families to never exploit their ambition or take advantage of their loyalty - nor push them into pinning all their dreams into a future with our company. A new type of investment audit should be a crucial aspect of companies’ climate survey. The earlier unhealthy, obsessive tendencies are detected; the sooner interventions can be put in place. A recent study by Africa Watch shows that suicide attempts by men far exceed those made by women. Despite modern, liberal classifications and insistence on blurring differences between genders, we have to listen to what the stats are telling us and respond accordingly to help those more susceptible to ‘this condition’. Of course, stats do not suggest that all reported deaths are linked to the workplace, but we would rather none are attributed to conditions that we create.

OFFICIAL PUBLICATION OF THE IPM

CONTENTS 2

IPM President’s Message

IPM CEO’s Message

IPM Convention Committee Chairperson’s Message

IPM Board Members

Speaker Profiles

Programme

Sponsors

Award Sponsors

Media Partners

Donations

Exhibitors

Venue Information

IPM PRESIDENT’s MESSAGE Welcome to your own professional ray of the new dawn! Early in the year, we challenged you to seize the opportunity to shape a new future for yourself, your Institute, your organisations and communities, taking advantage of a fresh climate breathing positive and empowering change. The theme of the 62nd Annual Convention and Exhibition speaks to core requirements of our time.

Bhabhalazi Bulunga

There is no question that leaders and HR practitioners have to work closely together to enable their organizations to successfully navigate through challenges and demands imposed by changing circumstances. Leaders must make sure that people in the organisations they lead are well prepared to face an uncertain and different future without eroding the financial health and wellbeing of the organization. This talks to a human resource that is fortified with mental resilience, up-to-date and transportable technical skills and motivation to continuously determine ways to increase individuals’ effectiveness.

stress-free environment. It affords delegates valuable time to build meaningful professional relationships as well as socialize, network and just have pure fun over the duration of the Convention.

There’s a simple correlation worth bearing in mind: where organizational health is strong there will be good service delivery results and positive financial outcomes, and where organizational health is poor there will be poor service delivery results and financial outcomes. Most importantly shoddy results or outcomes are an impetus to poor mental health with serious negative consequences for people and communities. No organization can be world class unless its people are prepared and fit for purpose.

This being the 21st Century; 2018 at that, the pace of life is such that we can’t meet as often as we would love to. But we encourage you to stay actively connected with IPM and your fellow HR professionals through digital platforms of your choice. And, don’t stop at “like” or following. Make some professional contribution and share favourite topics on social media, to promote the Institutes among your friends, colleagues and proteges As you might know by now, the dedicated hashtag for the Convention is #IPMACE2018.

The plenary and different breakaways or streams are designed to help you obtain diverse, practical knowledge, and learn new skills on how you can prepare for a daunting but exciting future.

Beyond this Convention we urge you to be an active member of the IPM in your area and help expand and uphold the profession of HR and people management, as well as promote and live the IPM Code of Conduct and Ethics.

While we have lined up the best minds in the field of HR and people management, your own participation and sharing of your own experiences and case studies with fellow delegates will add to the collective wisdom that will improve the overall performance of the HR profession. Be on the lookout for those newer in the profession, and offer them a leg up, We all had someone who gave us a break, and in HR particularly, mentoring should come with the territory. Taking the Convention out of the hustle and bustle of Gauteng allows delegates more time to take in a different,

Finally, our sincere gratitude and thanks to our sponsors, exhibitors, speakers, partners, volunteers who serve with commitment and always do so unreservedly. Most of all we thank you, the delegates and members of IPM for attendance, staying active and for making the IPM Annual Convention and Exhibition 2018 a success.

As always, the highlight of the Convention and Exhibition is the celebration of Excellence. Through the IPM Excellence Awards, we will honour the people you brought forward through nominations, as role models who epitomise leadership and excellence in how they carry themselves and carry out their roles in the profession.

B. Bulunga IPM President October 2018 3

IPM CEO’s MESSAGE “For tomorrow belongs to the people who prepare for it today.” African Proverb Dr. Jerry Gule

For IPM to be hosting its 62nd Annual Convention & Exhibition is testament to foresight, tenacity and resilience. It is an indication that the organization learns, ably dances with change, adapts and shifts in the face of changing situations. It is also testament to the wisdom of successive individuals who have been associated with the IPM over many years being able to pass on the baton to the next generation of members, branch committees, staff, Board of Directors, volunteers and supporters. The unprecedented changes we see all around us makes this quality of the IPM – that of carefully and successfully shepherding the organization to organizations safely to shore by all its stakeholders - an intimidating but non-negotiable imperative. Over sixty-two years now the IPM has brought HR professionals, business leaders, academics, consultants, entrepreneurs and exhibitors to this premier event – the Annual Convention & Exhibition - to gorge themselves with cutting edge knowledge, to get exposed to new tools and leading technologies yielding great impact to the future. Each cohort of delegates that has participated in this event has left the arena with knowledge and skills plus an uncowering spirit and zeal to own their roles and the future of their organizations. We trust this this fine tradition will be witnessed at this Convention too. We know that at the end of this event your horizons will have been expanded and that you will have added clarity to your path and the role you should play in your organization, if you allow yourself to explore new thinking. By the end of the Convention you will have been challenged, inspired and gained new insights, knowledge, skills and acquired tools sets that you can use to craft winning strategies for yourself, your team, and organization and may be your community

too. We have taken time to put together a forward looking programme and gathered capable and experienced and exciting speakers. IPM Convention & Exhibition is designed to dispense knowledge, inspire and jolt you to take action in preparing for the future. We have designed a programme that will stretch your thinking and get you prepared to face tomorrow where smart machines and technologies will increasingly dominate and where speed and agility will be the norm. We hope that at the end of the Convention and Exhibition you will have your quiver full of ideas, plans, toolsets and skillsets that will enable you to be a brave and smart participant and shaper of things in the era of the 4th Industrial Revolution where artificial intelligence where human-and machine interface will become commonplace. Dr Jerry Gule Chief Executive Officer October 2018

IPM CONVENTION COMMITTEE Chairperson’s Message

It is such a great pleasure and honour to be part of the continued journey of the Institute of People Management (IPM), Annual Convention and Exhibition (ACE). A journey in which we share a lot of positive stories about the most important assets of our organisations, which is the people. But in this journey we also face challenges of continuous demands on our ability to ensure return on investment through people’s capabilities and competencies. Our challenge is to continue to sell and justify our intellectual value to the world while at the same time proving our cost effectiveness in the service and production value chain. We are challenged to continue to invent and reinvent ourselves with a strong and committed believe that we are better than machines and machines can only be effective with the help of human intellect. Our attitudes towards the sustainability of organisations and the social economy in general should make it easy for the sectors in which we operate to choose people and machines, but not machines over people, as we both coexist to make our organisations fit for the Fourth Industrial Revolution which is now upon us.

Solly Matheba

For the first time after 61 years the Conference is coming closer to Mapungubwe, to the Province of humility, where the concept of “Botho” is not negotiated but flows naturally from all its corners and inhabitants. We hope to nurture creative ideas and solutions while we enjoy the warmth and ambience of the people of Limpopo. Let’s enjoy the conference as we continue to learn from each other and make ourselves continuously relevant as well as future fit in this journey.

IPM BOARD MEMBERS

BHABHALAZI BULUNGA

IPM President

RAJROSHAN SEEPARSAD

Immediate past President and IPM Fellow GUD Holdings

SINENHLANHLA MKHIZE

Human Capital Executive, Tiger Brands

MARTIN JARAVAZA

Financial Accountant

DR. JERRY GULE

CEO, Institute of People Management

NONKULULEKO SISHI

Business Strategist and Senior Executive, Transnet

SPEAKER PROFILES MS CLAIRE SHERWOOD: Head of Umbrella Fund, 27Four Capital TOPIC: Financial Wellness Claire holds a BSc (Hons) degree in Actuarial Science and has 20 years’ experience in the employee benefits Industry. Claire is the head of the employee benefits team at 27four responsible for running the umbrella fund as well as the employee benefit consulting team. Claire is skilled in analytics and benefit design adding value to the employee benefits division through the ability to appropriately match benefit design to the needs of members. Prior to joining 27four, Claire worked at Absa Consultants and Actuaries heading up actuarial teams as well as taking responsibility for the design and improvement of business processes. DR BASIL MHLUNGU: Author: Your Health & Wellness Your Best Asset! TOPIC: Beating Lifestyle-induced illness: obesity, diabetes and depression Dr Mhlungu is a Medical Practitioner with special interest in Personal Health and Wellness. He runs regular health and wellness workshops nationally, and has extended his advice on obesity, diabetes and lifestyle-related ailments to more audiences through his new book: “Your Health & Wellness Your Best Asset”. His approach to health and wellness is enhanced by action research and a personal lifestyle that enables him to relate to patients’ challenges. His solutions, which include a scientifically tested 45-day diet-lifestyle transformation programme, are informed by intense physiological studies. MR KULANI NYONI: President, Maharishi Invincible Africa Institute TOPIC: Beating Burnout with Transcendental Meditation Kulani, a Business Administration graduate, lives a very entrepreneurial and explorative existence – using a combination of formal education and an innate desire to find and provide solutions to help people unlock their potential and unleash inner power to perform, excel and lead more fulfilling lives. He founded Learn and Save, which offers programs that enliven the ancient and cutting-edge wisdom on financial education and wealth building strategies. As President of The Maharishi Invincible Africa Institute and the Transcendental Meditation National Director for Zimbabwe, Mr Nyoni brings the knowledge and benefit of profound overall health and wellbeing to executives and educators. MS MAVIS UREKE: A Human Behaviour Specialist: Training B2B TOPIC: Self Determination and Emotional Mastery Ms Ureke is a Doctoral student in the field of Emotional Leadership and a seasoned corporate coach helping individuals and organisations increase their effectiveness through personal mastery and emotional intelligence.

MS FELLENG YENDE: CEO, FP&M Seta OPENING ADDRESS: HR Related Policy Shifts and Factors Agitating for Change Ms Felleng Yende serves as the Chief Executive Officer for the FP&M SETA. Her role at the SETA was to successfully merge acquisition and merger programs without compromising the primary role of the SETA – that of facilitation of high level strategic and innovative development and implementation of the FP&M SETA Skills Development Strategic Plan and Annual Performance Plan, aligned to the NDP Sector Skills Plan, National Skills Development Strategy III, and MTEF priorities of Government etc amongst others. With over 20 years’ experience in transformation & policy development, Ms Yende has to date received more than 5 awards including the prestigious AMSCO Transformation Champion of the year award this year. Ms Yende believes the success of any organization is dependent on the strength of its people. MR IAN PATERSON: Director, Strategy and Digital, N2Growth KEYNOTE ADDRESS: Strategies for a Future-Ready Workforce - Equipping Employees to Thrive and Deliver Ian Paterson is Director: Strategy and Digital at Director rolling out strategies that optimise the human talent and digital mix, for effectiveness and enhanced employee engagement.

DR TIMOTHY HUTTON: Director: Wits Commercial Enterprise TOPIC: Human Capital the Key to Shaping Organisations for Sustainable & Profitable Growth Dr Hutton has held various senior positions in both industry, higher education and consulting working extensively in Africa on human capital development projects. Currently, his focus is the improvement of higher education administration and delivery of quality professional development programmes in Africa to equip leaders and professionals with the tools to carry out their mandates in the business world. In addition to this he has worked in the skills development space seeking out options for career progression matched to ladders of learning and is currently investigating articulation opportunities in the higher and further education space. DR PULENG MOKHOALIBE: Head: Henley Business School - Innovation, Creativity & Entrepreneurship TOPIC: Engaging Organisational Agility through Dig-Human Optimisation & Leverage of Industry 4.0 Opportunities Puleng has a passion for creativity, design thinking and innovation. She has seventeen years experience working in the private sector, government and in higher education institutions. She is a speaker, facilitator and a published author. Her academic background entails a BSc in Computer Science and Statistics, an MBA from UCT and a PhD in Business Management from UCT. Her research interest is in the area of innovative project management – tapping on the power of collective creative ability in project teams to encourage novelty and creativity. MR MATHATHA TSEDU: Media Veteran, Member of SABC Board TOPIC: Leadership: Dispensing Hope and Ethics - How much does it really matter? Mr Tshedu, is a media icon who has served the country and the continent in development and demonstration of ethical reporting, courageous leadership, and excellence in journalism. He is an adjunct Professor at the Wits University School of Journalism. He is an Adjunct Professor of Journalism at the University of Witwatersrand and serves on the Board of South African Broadcasting Corporation. Mathatha enjoys wide recognition and respect from many quarters, having edited some of the largest publications in South Africa, including Sowetan, The Star, Sunday Independent and Sunday Times. He was awarded an honorary doctorate in DPhil Arts by the University of the Western Cape.

MR MNCANE MTHUNZI: Commercial Director, Massbuild TOPIC: Deepening Transformation for South Africa Inc. Mncane is the President of the Black Management Forum (BMF) and has grown through the structures of the organisation from Student Chapter to the Presidency over 24 years as a member of the BMF. Mncane is the Massbuild (Massmart) Commercial Director and Member of the Executive Committee, responsible for Large Customers. His leadership and stakeholder involvement includes being a Member of Faculty at Duke Corporate Education; Honorary Member of Golden Keys International Honour Society (Wits University Chapter), Member of Board of Trustees of Accenture’s Akha Trust; Non-Executive Director of the BMF Investment Company and Independent Non-executive Director of Adcorp Holdings Ltd. He is Chairman of Transformation, Social and Ethics Committee at Adcorp Holdings Ltd. RRE ELIJAH LITHEKO: Human Resources Veteran TOPIC: Taking Leaders & Organisations Beyond Legislation Compliance Rre Litheko is a Human Resources Management veteran. He has led HR in many large organisations across major industries. A passionate proponent for visionary leadership founded on African principles and values including trust, humility and respect for human spirit (Ubuntu), Rre continues to advise and coach on transformational leadership and development. He serves on human resource councils and national structures including the South African Human Resource Development Council.

MS NICOLE SORRELL: Director: Lumina Learning, United Kingdom TOPIC: Shaping Organisations for Sustainable & Profitable Growth Nicole is an Organisational Psychologist with over 25 years of international experience in providing learning solutions across diverse industries for Fortune 500 companies. Nicole applied her Masters research in the United States where she ran an in-house Learning & Development function and researched personality & performance predictors. Nicole built and sold the Insights Pty Ltd (4 colour personality tool) business in Africa. Nicole is a founding member and Director of Lumina Learning Global. She launched Lumina in South Africa in 2010. Based in the UK, Nicole supports Lumina Global strategically as well as enabling business transformation through consulting, facilitation and coaching. MS FATIMA VAWDA : Managing Director: 27four Investment Managers (Pty) Ltd TOPIC: Shaping Organisational Sustainability & EVP for Economic Security Fatima is the founder and Managing Director of 27four Investment Managers and director of JSE stockbroker Legae Peresec and JSE listed company Sandown Capital. Fatima holds an MSc in Applied Mathematics and has over 25 years’ experience in financial markets. She has over the years received numerous accolades both domestically and internationally, having won the Ernest & Young World Entrepreneur Southern Africa Emerging Category award in 2016. Fatima is active in transforming the South African financial services landscape and was instrumental in launching SA’s first Black Asset Manager Incubator in 2007. She is also an active member of the Association of Black Securities and Investment Professionals (ABSIP) and represents the industry body at the Financial Sector Transformation Council. Fatima is also a Director of the Association of Savings and Investments South Africa (ASISA).

MR ROB BOTHMA: HCM Business Solutions Architect: Oracle Corporation TOPIC: Enabling Organisational Agility through Digi-Human Optimisation Rob entered IT as an Operator building a solid foundation for his IT career. From Operations he moved to Programming, Business Analysis and then Training COBOL programmers. Rob is invited to speak as an HRIS Thought Leader at various national and International conferences such as HR Informatics, Technology in HR, IT Human Capital, Analytics, the IPM and SAPA national conferences and is currently a Fellow at the Institute of People Management (IPM). As an HRIS thought leader, Rob contributes monthly editorials to many HR Industry publications. MR DAVID BISCHOF: Evalex Director of Business Development TOPIC: Applying Technology to Advance Business & People Development David co-chaired 2014 International Taskforce on Assessment Center Guidelines and assisted in preparing and presenting at the 6th Edition of the Guidelines and Ethical Considerations for Assessment Center Operations. He served on the South African Taskforce for revision of the South African Assessment Centre Guidelines for 2015 and also assisted in preparation and presentation of “5th Edition of the Guidelines for Assessment and Development Centre’s in South Africa” at the 35th Annual South African Assessment Centre Study Group (ACSG) conference. He has presented at various conferences including the Assessment Centre Study Group (ACSG) Conference between during 2012, 2013 and 2017 and the SIOPSA conference between 2014 – 2018. MS CEBILE XULU: HR Director, Southern & Central East Africa, Mondelez International TOPIC: Equipping Youth To Thrive & Deliver in a New World of Work Cebile’s experience spans across both multinational and South African companies in the manufacturing and FMCG sectors, including Heineken International, Masonite (Africa) Ltd, Tongaat-Hulett Sugar and Sara Lee HBC. She has also has worked on numerous business consulting and stakeholder management projects within municipalities, SOEs and government institutions within the SADC Region, including an international assignment to the Netherlands. An advocate for the empowerment of women and youth, Cebile provides free career coaching for women in corporate, and in 2017 initiated free work-readiness workshops for unemployed graduates as well as leadership workshops for rural youth in her personal capacity. DR NGAO MOTSEI: Chief PortfolioLife Officer, Leadership Emporium TOPIC: Is your Organisation Bully Proof? The role of HR in Bullying at Work Dr Ngao Motsei is Chief PortfolioLife Officer at Leadership Emporium t/a MyPortfolioLife. Before MyPortfolioLife, Ngao was Partner at Heidrick & Struggles’ Johannesburg office, and a member of the global Leadership Consulting Practice where she focused mainly on leadership consulting and advisory work, servicing all industry sectors. Ngao also served in various executive and senior management positions in South Africa. She has designed and implemented long-term organisational development, change and leadership interventions for the public and private sector, both locally and internationally. MS CATHY VAN HEERDEN:

Founder and Business Owner, Thinking Dynamics

TOPIC: Averting Organisational Bullying through behaviour change and policy review Catherine is driven by her passion for people and her obsession with adding value to Business, Corporates, Entrepreneurs and Individuals. She holds a Masters degree in Psychology and is currently enrolled to complete her PhD in The Science of Human Transformation processes. She has developed a therapy model for people who are ‘stuck’ and who find it very difficult or challenging to implement changes in their worlds filled with complexities. The model is titled ‘Getting Unstuck’. Catherine is an internationally accredited master trainer for Dr. Edward de Bono in South Africa. Dr. de Bono is an internationally renowned teacher and author in the areas of thinking and innovation.

DR MOLEFE MALEKA: Head of Department, People Management and Development, Tshwane University of Technology TOPIC: Balancing Employee Demands, Enterprise Delivery & Markets Dictates Dr Maleka was employed at Nissan South Africa and Eskom before he joined Tshwane University of Technology (TUT). He is currently employed as the Head of the Department of People Management and Development. He is a member of the Global Living Organisation Wage, International Association of Applied Psychology and Institute of People Management. As an initiative to influence the implementation of a living wage, on 14 February 2017 he presented a paper on the living wage at the UN in New York. In 2016 he was involved in TUT receiving R4.2 grant from Service Seta to place students in industries. MS CHANTAL BUTLER: People Director

WSA, Woolworths Human Resources

TOPIC: Balancing Employee Needs & Share Holder Expectations Chantal Butler has an MA in Psychology from UCT and an MBA from the USB, and is registered as a psychologist with the Health Professions Council of South Africa. She started working at Woolworths in 1999, and has twenty yearsâ&#x20AC;&#x2122; experience as an HR professional and leaders. She finds her purpose in her belief that everything we do as people should be about leaving the world in a better place and building a brighter future for the next generation. Outside of work, she is the proud mother of two children, and has a passion for music, art and theatre. MR CLEOPAS CHIKETA: Director Human Resource:ZRB TOPIC: Balancing Enterprise Delivery, Fiscus and Market Dictates Cleopas is the Deputy Director Human Resources at the Reserve Bank of Zimbabwe. He is an accomplished Business Executive Coach. A Member of International Coaches Federation (ICF) USA, Doctoral student in the D.Prof Coaching for Middlesex University (UK) , a Board Member of the Africa Executive Coaching Council headquartered in Nairobi Kenya. He has served at Strategic Levels in Beverage Manufacturing, Telecoms, Banking and Motor Industry sectors and believes in Leadership as the competitive advantage for success in modern organizations and organizations of the future. He mentors a number of leaders in business and believes in the Law of Reproduction i.e. sculpting more leaders for impact. He has been instrumental in the development of Leaders nationally and internationally. He has played part in institutionalizing Coaching in many organizations. He was crowned among 100 Best Global Coaches by World HRD Congressâ&#x20AC;&#x2122;s World Coaching Congress 2017 | Mumbai India. Cleopas is also serving as a Pastor for Harvest House International Church (HHI) . Cleopas is focusing on Trust Building and uses the Reina Team Trust and Leadership Trust scales for effective results. He speaks in International Conferences in Africa and Asia .

DR RICA VILJOEN:

Managing Director: Mandala Consulting Pty Ltd

TOPIC: HR-Related Risk; Succession, Communication, Employment vs Service Contracts Rica has a Doctorate in Business Leadership from Unisa and is the Managing Director of Mandala Consulting Pty Ltd, a niche organisational development practice that was formed in 2003. The focus of the practice is on optimising individual, group and organisational behaviour in multicultural settings in various industries. Her corporate career was in strategic human resources in Absa Bank. Rica developed the Benchmark of Engagement (BeQ), a tool that describes the human energy in systems to perform. In 2017, Rica was awarded the CEO award for her contribution to the field of study nationally and internationally by the Institute of Personal Management (IBP) for which she also acted as ambassador. MR PHINDIWE MBHELE: Corporate Accounts Directorate TOPIC: Globalised Resourcing Strategic Skills Growth through import, export and exchange Phindiwe is the Director at Home Affairs in the Immigration branch responsible for stakeholder relations management between the Department and corporate entities, corporate employers and institutions of higher learning regarding temporary residence visa matters as well as assisting and advising corporate employers who have the intention to positively contribute to South Africa’s economic growth through the employment of needed foreign labour, the entry of exceptionally skilled or qualified people and the promotion of tourism. MS MPUME MONYELA: HR Director, Philafrica TOPIC: Globalised Resourcing: Strategic Skills through Import, Export and Exchange Mpume is responsible for Philafrica’s global people and culture strategy and the total human resources value chain across all territories where the company has existence. As an expert in strategy and human development, Mpume is also a member of the Professional Faculty for Duke Corporate Education where she facilitates Leadership, and Effective Team dialogues. She holds a Bachelor’s degree in Social Science, Diploma in Labour Law and an Executive Development Program (EDP) Qualification.

MR MOEKETSI SEBOKO: XPATWEB Immigration Manager TOPIC: Globalised Resourcing: Strategic Skills through Import, Export and Exchange Moeketsi Seboko, ex-KPMG and ex-Home Affairs has more than 12 years’ experience in Immigration Consulting. Moeketsi consults to a large number of corporate clients across various industries specialising in bespoke solutions to meet various unique immigration challenges. He is especially good at finding streamlined or technical solutions, on complex, high-volume or otherwise business critical applications..

MR RAYMOND KGAGUDI: Business Development Manager, ACCA TOPIC: Navigating Career Webs & Ladders Raymond â&#x20AC;&#x153;Nkrumahâ&#x20AC;? Kgagudi recently joined the Association of Charted Certified Accountants South Africa (ACCA) as the Business Development Manager. Having operated in various executive and strategic roles he brings to ACCA South Africa a wealth of extensive experience and knowledge acquired in the skills development and higher education sector including the labour market. Mr. Kgagudi chaired and served at Merseta and EWSETA Governing Authorities and chambers. While employed as a Secretary General of Metal and Electrical Workers Union of South Africa (MEWUSA), Mr. Kgagudi served UNITY INCORPORATION to advance the concept of socially responsible investment and to promote the influence of the trade union movement in the economy ad also served as a board member of the then Tertiary Education Fund of South Africa (TEFSA) which was later renamed to be NFSAS. Some of the international organisation he participated includes International Metalworkers Federation based in Geneva MR JAN HOLLENBACH: Managing Director, Maccauvlei TOPIC: Human Capital Development and Training that Sticks Jan started his career in Human Resource Management with Amplats after completing a B Com degree in Personnel Management at Pretoria University. During this period he also completed his Honours in Personnel Management. He is a qualified CPA and IRIS Practitioner, a registered Industrial Psychologist and a specialist in team optimisation, personal mastery and leadership engagement. Jan would like to establish Maccauvlei Learning Academy as a best practice training and development institution that adds value to Southern Africa at large, one conversation at a time.

DR VUYELWA TONI-PENXA Chairperson: South African Qualifications Authority Keynote Address: How HR should shape itself for significant growth impact on people (employees), organisations and the economy, leveraging opportunities presented by the digital revolution Dr Toni Penxa is the Managing Director of Real African Works Industries (RAW), a bus manufacturing company that specialises in research and development in the Green Transportation space. She was appointed as the Chairperson of the 6th SAQA Board in January 2016. Dr Penxa started her career as a Trainee Medical Technologist at the Mthatha State Pathology Laboratory before entering the teaching profession and later joining the Department of Education as a Chief Education Specialist. In addition to her various governance roles at SAQA, Dr Toni Penxa is also a Trustee of the Red Meat Industry Trust; and a member of the DTI: Special Development Zones (SEZ).

MR SAM TSIMA: Founder, COMETSA TOPIC: The Role and Impact of Coaching in the People Development Mix Encouraging Innovation and Cultivating Leadership Before Sam went full time on COMETSA Group in July 2009, he was Regional Human Resources Director: Sub-Sahara Africa at Motorola SA (Pty) Ltd, reporting into the Middle East Africa Region in Dubai. He is the former Manager: Centre of Expertise-Group Diversity Management at Sasol Group, responsible for Employment Equity, Global Diversity & Inclusion, Black Economic Empowerment (from HR perspective), Accelerated Leadership Development Programme (ALDP), and Sasol HIV/Aids Response Programme (SHARP). DR MARKO SARAVANJA: Founder and Chairman of Regenesys TOPIC: The Role and Impact of Coaching in the People Development Mix Encouraging Innovation and Cultivating Entrepreneurship Marko has been an entrepreneur, development worker and an academic. He obtained his PhD in Performance Management and was a finalist of the Ernst Young World Entrepreneurship Awards in 2009. Marko served on Advisory Board of First National Bank in South Africa. His programmes and talks have inspired, changed lives and energised thousands of people from across the world. He started free online business education initiative at Regenesys Business School, with the purpose of providing free online business education to the world. Marko has successfully launched Regenesys in India and Nigeria. He created the Regenesys Foundation and started an investment company that provides opportunities to Regenesys students and alumni to invest, trade in the stock market, and pursue their financial freedom. Marko’s purpose in life is to help people awaken their potential and achieve their dreams.

MS MARITA WILLIAMS: Head, Integrated Wellness Solutions TOPIC: The Role and Impact of Coaching in the People Development Mix Encouraging Innovation and Cultivating Intrapreneurship Marita Williams heads up the Organisational Resilience and Coaching Business that is part of the Life Employee Health Solutions division of the Life Healthcare Group. Marita Williams is a Sports Scientist and Life Coach. After six years lecturing experience, she started an Organisational Wellness Consultancy – Integrated Wellness Soutions. The focus on the business was to design unique Corporate Wellness & Lifestyle programmes, specifically focused on work life balance and health behaviour change to enhance the well-being of the Corporate World. MS MAGGIE MOJAPELO:

Founder & CEO: HR Touch

TOPIC: The Business of HR and the Measurement of Human Capital ROI Ms Mojapelo has carved a niche in the development of Executive HR Leadership, particularly in the articulation of HR’s Value Proposition and measurement of Human Capital ROI. Through HR Touch, she commits to helping aspiring HR executives earn and secure their seat in the Boardroom, and to ensuring that HR leads strategic discussions that optimise people effectiveness and impact on the bottom line.

DR PIETER BRONKHORST: CEO: Evalex Talent Solutions TOPIC: Modern Collaborations between Man & Machine: Technology Efficiency and Digital Precision meet Critical Thinking and Situational Management Dr. Pieter Bronkhorst is a registered I/O Psychologist and is the founder of Organisation and Management Technologies (OMT), Evalex Talent Solutions (EICM) and Odyssey Talent Management. He has developed numerous psychological tests in the domains of Cognition, Personality, Styles, Values and Interests. Pieter acts as a consultant to clients on building high performance teams and companies. He has been involved in close on 30 corporate turnaround projects worldwide and has also published a book titled â&#x20AC;&#x153;The Architecture of High Performance Companiesâ&#x20AC;?. He has been a regular presenter of research papers at the Society of Industrial and Organisational Psychology of South Africa (SIOPSA) and the South African Assessment Center Study Group. DR BRIAN VAN ZYL: Director: Van Zyl, Rudd and Associates (Pty) Ltd (VZR) TOPIC: Aligning Expectation and Delivery through Transparency Brian, a former lecturer at the Rhodes University Law Faculty in 1987, established Van Zyl, Rudd and Associates (Pty) Ltd (VZR) in 1990. He is an Advocate of the High Court of South Africa and Lesotho and also a member of the National Bar Council of South Africa. Brian frequently appears as Advocate in the appropriate labour law fora of South Africa, Namibia, Botswana, Lesotho and Swaziland.

MS NENE MOLEFI: Owner and Managing Director: Mandate Molefi HR Consultants TOPIC: Diversity & Diffability Management: Gender, Cultural, Social, Generational Ms Molefi is a renowned leader and sought-after consultant in the field of people management. She facilitates organisational development and supports entities in identifying the right talent mix and in unlocking human capital through diversity and transformational programmes.

DR NATALIE SKEEPERS: Executive Director: Disruptive Safety TOPIC: Diversity in Talent Sourcing & Selection, Development Opportunities and Physical Facilitation Natalie Skeepers is a seasoned Governance, Risk and Compliance an independent consultant and has a wide range of industry experience that stretches across the public and private sector, over the last 20 years. She specialises in the infrastructure space, particularly construction and rail. She holds a PhD in Engineering Management , from the University of Johannesburg , MSc in Health and Safety, Mphil in HIV/AIDS Management degrees, amongst a few other qualfications. Natalie has held various senior and executive positions over the last decade. She also serves on several boards as a Non Executive Director. PROF. THEO VELDSMAN: Leadership Author TOPIC: Challenging Leadership Remodelling Organisations and Empowering Employees for a New World of Work Theo has done extensive research and development, as well as consulting over the past 30 years in the fields of strategy formulation and implementation; strategic organisational change; organisational (re)design; team building; assessment; leadership/management development; strategic people management. He has consulted/ consults with many leading companies in the above areas in the roles of Advisor, Expert, Coach/Mentor, locally and internationally. He is the author of nearly 200 technical/ consulting reports/articles covering the abovementioned areas of which about 40 are accredited articles. He is the author of two books, co-editor of one book; and has contributed 17 book chapters.

MR GARETH HALLET: Senior Principal Consultant Korn Ferry South Africa TOPIC: Personality Tests Trends, Optimised Team Planning For the last fifteen years, Gareth Hallett has worked across sub-Saharan Africa, where he has delivered a variety of successful business solutions, predominantly in the realm of leadership and talent management, to clients across sectors, from retail, fast moving consumer goods, pharmaceutical, oil and gas, telecommunications, to non-governmental organisations. Gareth has facilitated leadership programs with clients to support leadership and competency development and has developed competency models for organisations with the purpose of releasing people’s potential,. Gareth has conducted assessments for selection and succession in various sectors, successfully delivered job evaluation projects across various sectors in Africa, and he has participated in design and implementation of an organisational re-design and leadership capability assessments for state-owned enterprises.

MS HARRIET KWINDA: Strategic Human Resources Consultant, Phelekeza TOPIC: Personality Tests Trends, Optimised Team Planning Harriet holds a BSc Honours in Clinical Psychology and is a practising Clinical Psychometrist. She facilitates high performance building workshops at executive and management level. Her clients have included Bosim International, PWSA, Rand Water and CETA.

MS NATALIE DANSTER-ABRAHAMS: Business Coach, Author, Talk show host, I-Matter TOPIC: Bridging the Gap: College vs Workplace Natalie has developed her skills in her 20 years in the logistics corporate industry by dealing with different sectors mainly Hi-tech, Advertising, Medical and Aviation industries in supply chain solutions. She has extensive experience in change implementation dealing with Procurement, Financial and Administrative managers. She has been on numerous speaking platforms, in South Africa and abroad. She hosts a live talk show, Forgive and Move On weekly on Love World Sat.

MR SABELO MYENI:

Head, Mindworx Academy

TOPIC: Self-leadership: Knowing Rights & Owning Responsibility As Head of the Mindworx Academy, where inexperienced graduates are turned into confident and appropriately skilled professionals, capable of performing entry-level jobs, Sabelo’s passion for selfdevelopment, continuous education and coaching is an ideal fit - a decade’s experience in post-graduate education also provides essential insight for the role. He’s a self-proclaimed education enthusiast with an aptitude for connecting with students and motivating and inspiring them to harness their potential which is essential in his role where the Mindworx Academy puts young graduates through intensive practical training and work experience that sets them on a path to long-term professional employment.

MR JOHN BOTHA: Global Business Solutions TOPIC: Industry 4.0 driven Global Skills Revolution and Local Priorities Balancing Individual Needs Enterprise Priorities and Economic Dictates John speaker is a thought leader in workforce solutions and non-standard employment models. He spent considerable time between 2009 and 2015 at NEDLAC, where he was one of the six Business representatives negotiating the amendments to the LRA and other labour statutes.

MS TEBOGO MAKOE: Vice President: Group HR Operations at Sasol Limited TOPIC: Digi-HR Case Study: Disruptive Strategies for Tactical Advantage and Sustainable Leadership Tebogo is a seasoned leader and an HR Executive with over 15 years of experience, at least 8 of these operating at EXCO Level in globally and culturally diverse organisations of increasing size and complexity. Her work at strategic leadership level has encompassed interalia: Overall H.R Organisation Strategy and Design (Local and International); Organisation and People Effectiveness; Strategic Change and Transformation Management; Reward and Performance Management; Employee Relations; Transformation and Thought Leadership; Workforce Planning and Talent Management; and HRIS.

MS GILL HOFMEYR: Director, Human Capital: Deloitte Consulting TOPIC: Businessâ&#x20AC;&#x2122; Short-term Sacrifices for long-term Successes Corporate Citizenship that Pays Dividends Gillian has assisted leaders in the USA, Canada, Australia, Europe and South Africa to transform their organisations in her 26-year consulting career. She has extensive experience in the management of large scale change programmes to support the implementation of Culture Change, Strategic Repositioning, Shared Services Implementation, Enterprise Value Management, ERP implementation, Merger and Acquisition and Industry restructuring. She specialises in the areas of Large Scale Change, Talent Management, Leadership Alignment and Development, Stakeholder Management, HR Business Partner Capability Building and Organisation Design. Her industry focus lies in Consumer Business and Financial Services although she has worked extensively across most sectors, including Energy, TMT and Manufacturing.

PROGRAMME CONVENTION STREAMS Deepening Transformation for South Africa Inc Shaping Organisations for Sustainable and Profitable Growth Balancing Enterprise Delivery with Employee Demands Enabling Organisational Agility through Digi-Human Optimisation Shifting Mindsets â&#x20AC;&#x201C; How to Lead in the Age of Disruptive Technologies Equipping Employees to Thrive and Deliver in the New World of Work Youth Development for Professional Security and Business Success

Getting the Most out of the IPMACE Programme and Streams! The convention aims to empower individuals and organisational leaders from public and private sector. The programme has a mixture of streams, some of which are dedicated to helping business leaders and executives attain agility to remain competitive according to their operational scope and against changing markets.

Leaders What to expect from presenter(s): Tried & tested strategies, tools, models to drive organisational change and encourage transformation that goes beyond legislative compliance; case study reference(s) to inspire change or promote adoption of diversity policies, and a (sample of) successful roll out of a programme that yields better organisational performance through transformation, diversity and inclusiveness.

Specifically, these streams address business leaders, line managers and HR executives to conjure up strategies that will strengthen business and enable sustainability through effective and innovative use of resources, in particular human resources alongside mechanised and digital resources.

Stream Two: Shaping Organisations for Sustainable and Profitable Growth; Balancing Enterprise Delivery with Employee Demands

Some of the streams address people managers, supervisors and employees on self-management, personal mastery and self-determination which encourage continuous professional development, multi-intelligence and the widening of skills to extend the value of individualsâ&#x20AC;&#x2122; contribution to the organisations they serve. The entire programme encourages professionals to be more imaginative, resilient and agile, and as leaders, to be become transformational and ethically sound. Stream One: Deepening Transformation for South Africa Inc. Target Audience: Business Leaders, HR Executives, Line Managers, Transformation Managers, Coaches, EE Managers, SHEQ Officers, EAP Consultants, Change Agents and Future

Target Audience: Business Leaders, HR Executives, Line Managers, ER Officers, Shop Stewards, Supervisors and Aspiring Leaders What to expect from presenter(s): Trends, business models, research-based strategies, toolkits and various application of legislation, policies, case studies and advice for high-level business and market analysis leading to well-informed strategies, value propositions, negotiations and brokering of agreements which demonstrate insight and healthy compromises for mutual success, stakeholder wellbeing, long-term profitability and sustainability.

Stream Three: Enabling Organisational Agility through Digi-Human Optimisation; Shifting Mindsets â&#x20AC;&#x201C; How to Lead in the Age of Disruptive Technologies Target Audience: Business Leaders, HR Executives, Operations Managers, HRIS Managers, Talent Managers, Supervisors and Future Leaders; Change Agents especially from organisation

faced with business re-engineering, restructuring or imposed automation.

meaningful, sustainable contribution to their organisations, communities and the economy.

What to expect from presenter(s): Tried & tested strategies, tools, models to drive organisational change and encourage exploration and application of efficient and cost-effective solutions that optimise utilisation of human resources alongside technology, AI and new digital tools, to achieve operational agility and competitiveness. Legislation, policies and guidelines determining eligibility of personnel to obtain foreign work permits or allow intra-organisational import, export or exchange of resources.

Different Presentation Formats:

Stream Four: Equipping Employees to Thrive and Deliver in the New World of Work; Youth Development for Professional Security and Business Success Target Audience: HR Executives, Line Managers, Supervisors, Mentors, Coaches, ER officers, Future Leaders, Young Graduates and the Young at Heart What to expect from presenter(s): Tried & tested strategies, tools and advice to motivate and empower employees and young graduates to build self-confidence, a sound work ethic, an entrepreneurial spirit, emotional maturity, resilience and adaptability while exploring diverse channels to continuously develop technical competence, professional prowess and lifeskills to explore and exploit the daunting digital economy, for a

A Lecture is an expert presentation that seeks to provide delegates with advice and strategies based on open research or insights tested in the workplace through specific case studies that demonstrate success. A Keynote address is a lecture that includes insights gathered in oneâ&#x20AC;&#x2122;s professional career while borrowing from personal wisdom and experience. A discussion is a brief lecture/introduction followed by an exchange of thoughts among expert or subject-matter specialist and/or presenter(s) and facilitator. It may involve participation by members of the audience. A panel is a larger discussion, featuring more than two presenters. A series is a set of lectures with a related theme, or presentations that serve similar objectives for a specific target audience.

SATURDAY AND SUNDAY 20 & 21 OCTOBER 2018 TIME

ACTIVITY

VENUE

Saturday

12h00: Exhibitor & Media Accreditation 17h00: Night Golf Challenge Registration 18h00: Night Golf Challenge

Clubhouse

Sunday

Organisational Wellness: Pursuing Agility through Holistic Employee Wellness 05h15: Early Risers & FitnessFanatics Poolside Exercises 08h30: Wellness & Day Golf Registration 09h00: Sunday Gof Challenge 09h30: Holistic Health & Wellness: Physical, Emotional, Mental & Financial Fitness Workshop * Exhibition Set Up

Pool Area Lapa Safari & Warriors

13h00

Conference Registration Opens

17h00

Golf Challenge Prize-Giving

18h00 - 20h00

Reception, Preview of Exhibition & Cocktails

20h15 – 21h00

Shuttles to Hotels

MONDAY 22 OCTOBER 2018 - CONVENTION DAY 1 TIME

SESSION

SPEAKER

VENUE

HOST

05h00 – 08h00

05h15 – 05h45 06h15 – 06h45 06h45 – 07h00 07h00 – 08h00

08h00 - 08h15

Welcome Address HCM Landscape: Global, Continental and Local Leadership - From Hierarchy to Grid

Mr Bhabhalazi Bulunga IPM President

Makhulu

Dr Jerry Gule

08h15 - 09h00

Opening Address HR Related Policy Shifts and Factors Agitating for Change

Ms Felleng Yende FP&M Seta

Makhulu

Mr Bhabhalazi Bulunga

09h00 - 09h45

Keynote Address Strategies for a Future-Ready Workforce - Equipping Employees to Thrive and Deliver

Mr Ian Paterson N2 Growth

Makhulu

Solly Matheba

09h45 - 10h30

Lecture: Shaping Organisations for Sustainable & Profitable Growth

Dr Timothy Hutton Wits Enterprise & WBS

Makhulu

Seipati Kau

10h30 - 11h00

TEA BREAK

11h00 - 11h45

Performance Optimisation Discussion: Enabling Organisational Agility through Digi-Human Optimisation and Leveraging of Industry 4.0 Opportunities

Dr Puleng Mokhoalibe Henley Business School

Makhulu

Sonti Lurayi

11h45 - 12h30

Leadership Discussion : Leadership: Dispensing Hope and Ethics - How much does it really matter?

Mr Mathatha Tsedu Media Veteran & Member of SABC Board

Makhulu

Naleli Wasa

12h30 - 14h00

LUNCH * EXHIBITION

Sunrise FitnessFanatics Breakfast Shuttles from Hotels to The Ranch Conference Registration – Continued Local Music

MONDAY 22 OCTOBER 2018 - CONVENTION DAY 1 (Continued) TIME

STREAM ONE VENUE: MAKHULU

STREAM TWO VENUE: DALILY

STREAM THREE VENUE: MELSETTER

STREAM FOUR VENUE: BACCHUS

14h00 – 14h40

Session One: Deepening Transforming in SA Inc Mncane Mthunzi, Massmart Legislation, Corporate Governance; Ethics, Transparency and Workplace Activism

Session Two: People -Centric Policies & Business Strategies Shaping Organisations for Sustainable & Profitable Growth Ms Nicole Sorrell, Lumina Learning Talent Management & Employee Engagement

Session Three: Digitally Optimised HRM Trends & Developments: Enabling Organisational Agility through Digi-Human Optimisation Mr Rob Bothma, Oracle Intelligence; Admin; Communication; IP & Knowledge Management; Workforce Plan

Session Four: Youth Development Equipping Youth to Thrive and Deliver in the New World of Work - Unleashing Intra- & Entrepreneurial Talent for the Gig Economy People Dynamics Ms Cebile Xulu, Mondelez Int.

14h45 – 15h25

Deepening Transformation in S.A. Inc Taking Leaders & Organisations Beyond Legislation Compliance Rre Elijah Litheko

Shaping Organisational Sustainability and EVP for Economic Security Ms Fatima Vawda, 27Four Investment Managers

Digitally Optimised HRD Applying Technology to Advance Business & People Development Mr David Bischof, Evalex Digital Tools, Digitally Aided Learning Competence Assessments, Performance Evaluation

Personal Development Self-determination & Emotional Mastery Ms Mavis Ureke, Emotions4Success

15h30

TEA BREAK

16h00 - 16h40

Session Five: Morally Optimised HCM Is your organisation bully-proof? The Role of HR in Bullying at Work Discussion: Dr Ngao Motsei, MyPortfolioLife

Session Six: Balancing Employee Demands, Enterprise Delivery, Fiscus and Market Dictates Panel: Dr Molefe Maleka, TUT; Ms Chantal Butler, Woolworths; Mr Cleopas Chiketa, ZRB Balancing Employee Needs and Shareholder Expectations

Session Seven: Digitised Organisational Planning, Shifting Mindsets – How to Lead in the Age of Disruptive Technologies HR-Related Risk; Succession, Communication, Employment vs Service Contracts Discussion: Dr Rica Viljoen, Mandala

Session Eight: Career Development Navigating Career Webs & Ladders ClMOOCs, RPL, POE, CPD Mr Raymond Kgagudi, ACCA Business Development Manager

Globalised Resourcing Strategic Skills Growth through import, export and exchange Panel: Mr Phindiwe Mbhele, Commercial DHA, Mpume Monyela, Philafrica, Moeketsi Seboko, Xpatweb

Human Capital Development Training that Sticks Mr Jan Hollenbach, Maccauvlei

Ethically Optimised HCM Averting Organisational Bullying through behaviour change and policy review Ms Cathy van Heerden, Thinking Dynamics

17h45 – 18h30

Streams Feedback & Issues for Commissions

18h30 - 20h00

COCKTAILS & EXHIBITION

20h30 – 21h00

Delegate Shuttles to Hotels

TUESDAY 23 OCTOBER 2018 - CONVENTION DAY 2 TIME

SESSION

SPEAKER

VENUE

HOST

05h00 – 08h00

05h15 – 05h45 06h15 – 06h45 06h45 – 07h00 07h00 – 08h00

08h00 - 08h15

Reflections

08h15 - 09h00

Keynote Address How HR should shape itself for significant growth impact on people (employees), organisations and the economy, leveraging opportunities presented by the digital revolution

Dr V. Toni-Penxa Chairperson: SAQA

Makhulu

Dr Jerry Gule

09h00 - 09h45

Discussion The Role and Impact of Coaching in the People Development Mix Encouraging Innovation and Cultivating Intrapreneurship

Mr Sam Tsima COMETSA Dr Marko Saravanja Regenesys Ms Marita Williams Life HealthCare

Makhulu

Sandisiwe Motsamai

09h45 - 10h30

Lecture The Business of HR and the Measurement of Human Capital ROI

Ms Maggie Mojapelo HR Touch

Makhulu

Sabelo Myeni

10h30 - 11h00

TEA BREAK

11h00 - 11h45

Research Discussion Modern Collaborations between Man & Machine: Technology Efficiency and Digital Precision meet Critical Thinking and Situational Management

Dr Pieter Bronkhorst Evalex

Makhulu

Sonti Lurayi

11h45 - 12h30

Insights & Strategies Aligning Expectation and Delivery through Transparency - Individual Contract Negotiation and Group Bargaining Strategies

Dr Brian van Zyl Van Zyl & Rudd

Makhulu

Solly Matheba

12h30 - 14h00

LUNCH * EXHIBITION

TIME 14h00 – 14h30

Sunrise FitnessFanatics Breakfast Shuttles from Hotels to The Ranch Conference Registration – Continued Local Music

STREAM 1 VENUE: MAKHULU

STREAM 2 VENUE: DALILY

Session One: Deepening Transformation in S.A.Inc

Session Two: People -Centric Policies & Business Strategies

Managing Diversity & Diffability Series: Ms Nene Molefi, Molefi & Assoc Diversity & Diffability Management: - Gender, Cultural, Social, Generational

Shaping Organisations for Sustainable & Profitable Growth

14h35 – 15h05

Dr Natalie Skeepers Diversity in Talent Sourcing & Selection, Development Opportunities and Physical Facilitation

15h05 – 15h15

BREAK

Dr Jerry Gule

Challenging leadership, remodelling organisations and empowering employees for a new world work Lecture: Prof Theo Veldsman, Author

STREAM 3 VENUE: MELSETTER Session Three: Digitally Optimised HRM Personality Tests Trends, Optimised Team planning Discussion: Ms Harriet Kwinda, Phelekeza Mr Gareth Hallet, Korn Ferry

Maximising HCD ROI: People Dynamics Group Programmes vs Academic Courses; Mobile Learning vs On-the-Job Learning; Coaching & Mentoring vs Online Programmes

STREAM 4 VENUE: BACCHUS Session Four: Youth Development Future-proofing Career Bridging the Gap: College vs Workplace; Series: Ms Natalie Danster-Abrahams Self-leadership Overcoming Generational & Cultural Gap Mr Sabelo Myeni, Mindworx Self-leadership: Knowing Rights & Owning Responsibility

TUESDAY 23 OCTOBER 2018 - CONVENTION DAY 2 (Continued) 15h15 - 16h00

Stream & Commission Feedback

16h00 - 17h30

Exhibition, Networking & MADE-in-SA Parade

18h45 - 22h00

IPM EXCELLENCE AWARDS & GALA DINNER

22h00 - 22h30

Delegates Shuttle to Hotels

WEDNESDAY 24 OCTOBER 2018 - CONVENTION DAY 3 TIME

SESSION

SPEAKER

VENUE

HOST

05h00 – 06h15

05h15 – 05h45 06h15 – 06h45 06h45 – 07h00 07h00 – 08h00

08h00 - 08h15

Recovery Station

08h15 - 09h00

Lecture Challenging HR, Remodeling Organisations and Empowering Employees for a Digi-Intense Future

People Dynamics

Makhulu

Solly Matheba

09h00 - 09h45

Discussion Business’ Short-term Sacrifices for long-term Successes Corporate Citizenship that Pays Dividends

Ms Gill Hofmeyr Deloitte

Makhulu

Sonti Lurayi

09h45 - 10h30

Digi-HR Case Study Disruptive Strategies for Tactical Advantage and Sustainable Leadership

Ms Tebogo Makoe Sasol Limited

Makhulu

Marisa Jacobs

10h30 - 11h00

TEA BREAK

11h00 - 12h00

Industry 4.0 driven Global Skills Revolution and Local Priorities Balancing Individual Needs Enterprise Priorities and Economic Dictates

Mr John Botha Global Business Solutions

Makhulu

Sabelo Myeni

12h00 - 12h30

Closing Address

Mr Bhabhalazi Bulunga IPM President

Makhulu

Dr Jerry Gule

12h30

VOTE OF THANKS

Sunrise FitnessFanatics Breakfast Hotel Checkout & Shuttles from Hotels to The Ranch Conference Registration – Continued Local Music

BRONZE PARTNER

AWARD SPONSORS & MEDIA PARTNERS AWARD SPONSOR

Korn Ferry www.kornferry.com

IPM Coaches & Mentors www.ipm.co.za

MEDIA PARTNERS

People Dynamics www.ipm.co.za

Media 24 www.citypress.co.za www.rapport.co.za

Mojapele Productions www.mojapeleproductions.co.za

DONATIONS

Haneth Trading (Pty) Ltd www.hanethtrading.co.za

Innovative Glass www.innovativeglass.co.za

Joburg Conference www.joburgconferences.co.za

Leverage Connect www.levconn.com

Life Healthcare www.lifehealthcare.co.za

Media 24 www.citypress.co.za www.rapport.co.za

Oracle Corporation www.oracle.com

Sasol www.sasol.co.za

EXHIBITORS 2018

FP&M Seta www.fpmseta.org.za

Sasol www.sasol.co.za

Media 24 www.citypress.co.za www.rapport.co.za

UNISA SBL www.unisa.ac.za

Lexis Nexis Risk Management www.lexisnexis.co.za

Marriott International www.marriott.com

21st Century www.21century.co.za

Regenesys Business School www.regenesys.co.za

Emergence Growth www.emergencegrowth.com

Maccauvlei Learning Academy www.maccauvlei.co.za

Insimbi Training www.insimbitraining.co.za

National School of Government www.thensg.gov.za

EXHIBITORS 2018

W& R SETA www.wrseta.org.za

Henley Business School www.henleysa.ac.za

Institute of People Management (IPM) www.ipm.co.za

The Talent Hub International www.tthinternational.co.za

Work Permit and Expatriate Solutions www.expatweb.co.za

Department of Labour (UIF) www.labour.gov.za

Knowledge Resources www.kr.co.za

Phelekeza www.phelekeza.com

Human Resource Development Council www.hrdcsa.org.za

Joburg Conference www.joburgconferences.co.za

The Sunrise People Company www.sungrp.co.za

Empowaworx www.empowaworx.co.za

EXHIBITORS 2018

27Four Investment Managers (Pty) Ltd www.27four.com

Lumina Learning www.luminalearning.com

Wits Enterprise www.witsenterprise.co.za

South African Labour Law Reports www.sallr.co.za

ACCA www.accaglobal.com

Virgin Active www.virginactive.co.za

N2 Growth www.n2growth.com

Emotions4Success www.emotions4success.com

VENUE EXHIBITION FLOOR PLAN

VENUE LAYOUT

VENUE MAP

VENUE

24 Wellington Road, Parktown 2193, South Africa National Office Telephone: +27(0)11 544 4400 Facsimile: +27(0)86 545 9723 Email: info@ipm.co.za Website: www.ipm.co.za Branches: Western Cape, Johannesburg, KwaZulu Natal, Lesotho, Mahikeng, Mpumalanga, Polokwane, Pretoria, Rustenburg, Nelspruit, Limpopo and Botswana

24 Wellington Road, Parktown 2193, South Africa Telephone: +27(0)11 544 4400 Facsimile: +27(0)86 545 9723 Email: info@ipm.co.za Website: www.ipm.co.za

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