WWW.IPM.CO.ZA OCTOBER 2017 VOL35 NO.9
Labour
JOB-HUNTING OR
SOUL-SELLING
A COST OR A RESOURCE?
CAREER JUMP START Employer
SURVIVING CORPORATE
Brandpower
J O U R N A L
O F
T H E
CRISIS
I N S T I T U T E
O F
P E O P L E
M A N A G E M E N T
Photos by Ivan Naude/ Official SAFW Photographer
CONTENTS 4
10
18
6
12
Recruitment
4
Carving a Career
6
Employer Branding
8
Performance Management
10
Legally Speaking
12
Career Management
14
Development and Professionalisation
18
Professional Development
20
Personal Development
24
IPM Programme
26
Performance Feedback
30
30 OFFICIAL PUBLICATION OF THE IPM
2
Leadership
LEADERSHIP
Responding to the Industry 4.0 waves and VUCA Challenge F
aced with the most disruptive global transformation - the fourth industrial revolution - the question is not whether you will be affected, but how it is affecting you; how your world will continue to change, and what role you will play whether as an individual, small business, corporate entity or public enterprise. Armed with insights into this phenomenon, we can determine whether we can capitalise on opportunities it represents or we’ll become victims - pushed aside to irrelevance and obsolescence. The 61st Convention & Exhibition of the Institute of People Management looks at the importance of pro-active personal and organisational leadership. This is the kind of leadership that appreciates human capital trends, recognises and anticipates skills development needs, choosing a preemptive approach rather than reactive stance
PEOPLE DYNAMICS | October 2017
in ensuring continuing human resource contribution and economic participation in the face of increasing automation and artificial intelligence. Insights into Industry 4.0 will help you decide whether you will remain a spectator, a player or become an innovator - showing visionary leadership that responds to demands that are unique to South Africa and specific to densely populated so-called emerging markets. The IPM Convention considers how the people management body will deal with the greatest challenge it faces: leadership credibility and effectiveness in creating and maintaining an economically active human resource for the country, ensuring relevant capacity and portable skills that will unlock opportunities distinctive to our environment - creating value for the country while staying relevant to the global market.
Visionary leadership is not about day dreaming. It involves discernment – distinguishing what’s core and essential from what’s peripheral and discretionary. It requires apportioning energy and resources according to priorities. It involves decision making centred on values and ethics; the seeking of advantages with-, and not ‘at the expense’ of those who have invested trust in you. Over the past five years, we seem to have been caught napping – confronted by challenges that placed HR leadership in the spotlight. We need to mobilise our professional prowess and raise our collective voice where our professional integrity is challenged. I know I said it, and dare I remind you: anyone claiming leadership in the HR space, yet does not recognise the need for HR activism, lives in the wrong era. Through all IPM programmes, we
Leadership
3
HAVE YOU DONE YOUR HOMEWORK ON INDUSTRY 4.0? “Industry 4.0 is the latest industrial revolution in which computers and automation will come together in an entirely new way, with robotics connected remotely to computer systems equipped with machine learning algorithms that can learn and control the robotics with very little input from human operators.”
B
ernard Marr, acclaimed author of Data Strategy and Forbes contributor has this to say about the phenomenon: Industry 4.0 introduces what has been called the “smart factory,” in which cyber-physical systems monitor the physical processes of the factory and make decentralised decisions. The physical systems become Internet of Things, communicating and cooperating both with each other and with humans in real time via the wireless web.
empower leaders and equip practitioners with tools and strategies to guide their organisations, entities or departments to stay alert to challenges presented by the volatile, uncertain, complex and ambiguous world that typifies the 21st Century. I hope you have cleared your diaries of anything that will divert your attention from the rich content that will be presented at the Convention. No one is indispensable. If your organisation cannot spare you for these few days, it might be an indictment on your own leadership. Your coaching and delegation skills may need a polish. You may have not have mastered transformational leadership and capacity building. You will do well to pay close attention to what the likes of Ms Nene Molefe, and Ms Italia Boninelli, will be sharing on these leadership, not to mention investing more time reading past issues of this journal.
For a factory or system to be considered Industry 4.0, it must include: • Interoperability — machines, devices, sensors and people that connect and communicate with one another. • Information transparency — the systems create a virtual copy of the physical world through sensor data in order to contextualise information. • Technical assistance — both the ability of the systems to support humans in making decisions and solving problems and the ability to assist humans with tasks that are too difficult or unsafe for humans. • Decentralised decision-making — the ability of cyber-physical systems to make simple decisions on their own and become as autonomous as possible. As with any major transformations, there are challenges inherent in adopting an Industry 4.0 model: • Data security issues are greatly increased by integrating new systems and more access to those systems. Additionally, proprietary production knowledge becomes an IT security problem as well.
• A high degree of reliability and stability are needed for successful cyber-physical communication that can be difficult to achieve and maintain. • Maintaining the integrity of the production process with less human oversight could become a barrier. • Loss of high-paying human jobs is always a concern when new automations are introduced. • Avoiding technical problems that could cause expensive production outages is always a concern. • Systemic lack of experience and manpower to create and implement systems for Industry 4.0 is an issue • Reluctance from stakeholders and investors to invest heavily in new technologies is yet to be overcome Ask yourself, what this means to your own operation or your career outlook. Certainly, investment into Industry 4.0 systems will be worth it where saving of lives is guaranteed, or where health and safety is significantly improved. Your operation may not be ready just yet. But what areas of your business or industry might this revolution already impact? What losses does it impose? What opportunities does it present? Can you afford to wait and see? What of skills? Much time, effort and materials are dedicated on the subjects. Most global players have studies tracking Industry 4.0, some of which IPM has partnered to give you insights. Although our country has no shortage of manpower, the benefits of an Industry 4.0 model appeal to any production or mechanical facility with dangerous working environments. OFFICIAL PUBLICATION OF THE IPM
4
Recruitment
JOB HUNTING? AVOID DESPERATION
In desperation, people looking for new job opportunities end up accepting roles they are either not fit for or downright hate. BY: PEOPLE DYNAMICS CORRESPONDENT
Z
ande Mbele, a seasoned recruitment specialist advises candidates to always be themselves and maintain personal integrity, no matter how eager they are to land a position. Agree her colleagues Laura Wesley and Moses Seopelo: “Anything less will make it difficult for the recruitment agent to find the perfect job or establish a genuine fit between candidate and a role. It also proves to be a time-waster because when requisite checks and tests are done and
PEOPLE DYNAMICS | October 2017
things do not add up, the chance of trusting anything else in the CV or believing anything said in the interview is slim, let alone putting such candidate forward for the next step.” “In my experience, embellishments are more common or often go undetected in small operations that do not have resources to do reference checks, personality tests or simulation exercises. Despite much criticism levelled at the accuracy of personality tests and predictive psychometric testing, such tests
alert assessors to tendencies that might assist a candidate in his or her own development. No single test or evaluation can be the sole determinant of a candidate’s suitability, but a variety of assessments help provide different perspectives of a candidate’s ability and potential, particularly for complex, interactive, or non-mechanical roles that require responsiveness and decision making”, asserts Zande. “My preferred recruitment approach is proactive. I encourage everyone in the job market to have an agent. That goes for candidates with amassed experience and for tertiary students, interns or apprentices breaking into the market. This way, an agent creates a rapport and gets to know the candidate well without pressure of a hot prospective post or offer. The focus becomes helping the candidate find what resonates with her abilities, personality, educational background and so on. It helps the agent identify the ideal organisations in which the
Recruitment
pressed, shoes buffed and presentable. Claiming to belong where they don’t: This is prevalent among older candidates: name-dropping in the hope of trading up; or claiming membership to associations they don’t (or no longer) subscribe to, with the assumption that no one will know. Associations are there for continuous development, not to embellish a CV. If you find an association worthwhile or important to your career, then by all means keep up the membership. You may think you don’t need the association until you are on a job hunt, yet associations and professional bodies are there to guarantee that your qualifications remain current and relevant as the industry or market changes. If for nothing else, stay involved to make a contribution to the younger members looking for growth opportunities in your
5
Accepting anything while cringing inside: Versatility is good to break into the marketplace, but taking a fake stand or compromising ethics to entertain a prospective employer sabotages your future and credibility. I have learnt how this often comes about, and while understandable, it is far from wise. So, people scour the media for the best paying jobs and worm their way into positions that they are not qualified for, academically or morally. To make it through the door, they might say anything the employer wants to hear and once in, end up executing the bosses’ dirty work. Sadly, this tendency has also been observed in the field of HR, where practitioners climb to senior positions with lucrative packages, in exchange for turning a blind eye to sub-par corporate behaviour. They allow themselves to become the tool
So, people scour the media for the best paying jobs and worm their way into positions that they are not qualified for, academically or morally. To make it through the door, they might say anything the employer wants to hear and once in, end up executing the bosses’ dirty work. candidate can grow and thrive, achieving both professional development and a cultural fit.” The trio mention some desperate ways by which people try to get themselves hired without paying any thought to where it will land them, which may well be nowhere. Pretending to be something they aren’t: It’s silly, really, but some show up in ill-fitting (often new) clothes only to spend the interview experiencing immense discomfort. Stilettos in which young ladies can hardly walk are a most common culprit, and for guys it’s usually an extremely tight collar that threatens to strangle them. Any discomfort hinders the natural flow of conversation. It builds tension; detracts from open and frank dialogue that would help the agent know the candidate better to be able to “market” her properly. It’s better to choose your most comfortable pieces of clothing for an interview; just make sure everything is clean, clothes properly
field. Associations are about a give and take, not merely for making impressions on a CV. Pretending to know more about the industry than candidate actually does: Usually you can pick up when a candidate is assembling industry jargon into sentences without even understanding what the terms, phrases or concepts mean. Most candidates can get away with this when the agent himself or herself is not familiar with the industry. Nowadays, however, agents and career advisors worth their salt master the industries in which they operate, and few candidates can pull wool over their eyes. Rather than wasting time with manipulation, candidates are best advised to do proper research and engage the subject well. After all, if they want to build a career in the industry, the investment is worth it. Honesty in interviews may be rewarded not just by securing an agent but in gaining a coach and mentor in the field.
to do or justify questionable actions that prioritise short-term profitability over sustainability or human resource wellbeing. Owning one’s truth isn’t only about telling no lie, it is about digging deep within yourself for who you are, what your purpose is, and how best to fulfil it. Expressing your preferences without seeming arrogant, caustic, disagreeable or apologetic about it earns you respect, particularly if you can conjure up ways to achieve desired result by finding an alternative approach acceptable to both you and your prospective employer. While making good impressions is important, you want to make them by being who you are, the best you can be and improvising with what you have authentically and sustainably. Of course, if you can work your way to great achievements and career pinnacle without resorting to faking things or compromising ethics, then you are on the path to a great legacy and a genuinely happy life. OFFICIAL PUBLICATION OF THE IPM
12
Careers
PEOPLE DYNAMICS | October 2017
Careers
CARVING
YOUR OWN CAREER Rather than going in search of a career in the 21st century, think of carving your own. What used to be a linear career path made up of a series of progressive, related jobs that took one up the proverbial ladder has now turned into a career maze that is as unique as a finger print. BY: PEOPLE DYNAMICS CORRESPONDENT
T
o carve a successful career, it is essential that you consider the environment, and in particular your community. The environment, as you would know, is volatile and unpredictable. It is out of your control - something everyone has to adapt to and attempt to thrive in. Despite its challenges, you need to consider what advantages and opportunities the environment presents to you specifically. Opportunities are gaps or needs - real or perceived - that can be turned into service offerings. As you build, shape and perfect that service, you may find that you have a project, leading to another, then another, and before you know it you are carving a career. Advantages involve what could be exclusive access to specific supplies that are not readily available to the next person. You need to creatively think of how you can apply your skills, utilise readily available resources and make connections to eke out a living to support the life you dream of, and shape your economic future. To shape a happy and fulfilling career, you need to pursue something that captivates you. Not one only made attractive by frilly packages and perks, or one that you enter just for professional prestige. Rather than merely choose a career, find a vocation. Something you really like, which represents things you care about. Since a career is made up of a series of jobs, roles, activities
or projects that you embark on during your working life, these can be subcomponents of different fields, or segments of different traditional career paths. Your ideal route is the one you could follow even without being paid for it. It is something you have a passion for; that you could adopt as a cause. If you were to have a cause that you are passionate about, and you earned a living from it, your income would feel like a bonus. Any material riches you gain from it would be nothing compared to the intrinsic reward that comes from the furthering of your cause. And, the personal fulfilment you would derive from it would sustain beyond any income fluctuation. For a career to be worthwhile, your joy should come from doing the work – the high profile projects and the menial tasks, serving the full range of clients with equal enthusiasm. Your whole body, mind, heart and soul need to be in it. So, when considering a career, it needs to be compatible with what makes you, you! These would be components that make you the unique individual you are: your talents, interests, personality, lifestyle, values and of course education or training. And, as pointed out earlier, it needs to fulfil your aspirations and ambitions, as well as fill a critical gap in the community such that it contributes to the quality of life for those around you. Do something that captures your purpose, brings meaning to your life and touches someone else’s life every day. OFFICIAL PUBLICATION OF THE IPM
13
8
Employer Branding
YOUR COMPANY SHOWCASE BY: MARC PRIVETT, Head of Product and Customer Insights, at Careers24
The key to attract and retain talent PEOPLE DYNAMICS | October 2017
Employer Branding
D
espite a constricted job market, educated South Africans are becoming increasingly selective about the companies and positions they apply for. An analysis of our user statistics has clearly shown that job seekers are doing more and more research on the companies they want to work for. One of the more popular employers listed on Careers24 was viewed more than 150 000 times during the third quarter of this year, showing that applicants are very keen to know more about the company they are applying to work at. High-performing employees are no longer desperate for ‘just any job’ but are able to pick between competing job offers. HR departments and recruiters are without a doubt facing intense competition and it can be time consuming and costly to fill positions. To attract the right talent, you need to showcase what makes your organisation a better fit for suitable candidates. More
9
seekers what their value proposition as employer is. Richard Branson once said: ““It should go without saying, if the person who works at your company is 100 percent proud of the brand and you give them the tools to do a good job and they are treated well, they’re going to be happy.” This is an important reminder about one of the most powerful and I think often under-utilized employer branding tools – current employees. Here are some simple but powerful ways companies can effectively utilize testimonials in their employer branding strategy: • Videos with comments from your existing staff about your shared values and how they have grown with the company • Articles and interviews with staff members that show the same thing. • Photographs that illustrate your company culture
It is very important to keep in mind that employees are looking for a lot more than an indication of salary packages these days. than ever, recruitment has evolved to also become a marketing function. When you think about your company’s reputation, it is not just your brand’s reputation for fulfilling its value proposition to customers you need to be concerned about. Your reputation as an employer is what will help you find and keep the people you need to successfully continue and grow your business operations. It is very important to keep in mind that employees are looking for a lot more than an indication of salary packages these days. They consider aspects such as company culture and reputation, career growth and opportunities, work-life balance, stability and respect before accepting an offer, and often even before applying to a position. As the leading job portal in South Africa, we have spent years developing innovative tools and easy-to-use functionality to help both recruiters and candidates find the best match. The company review section on our site for example, has shown that people like to hear from other people like themselves about their experience of working for a particular company. That is why I am delighted with the various tools which are now available to help organisations show their worth and present to prospective job
These can all be powerful marketing tools to help you grow and maintain the right teams. The Harvard Business Review conducted research last year with ICM Unlimited into how consumers evaluate a company’s employer brand and how their impressions translate into dollars. The findings were very interesting: • A bad reputation costs a company at least 10% more per hire. • The top three factors that contribute most to a bad reputation as a place to work are job security, dysfunctional teams and poor leadership while the top three factors associated with a good reputation as an employer are stability, opportunities for career growth, and the ability to work with a top-notch team. • Almost 50% of the respondents would rule out a job with a company that exhibited the top three negative employer brand factors, regardless of any money offered. Even a 10% raise would only tempt 28% of them to join such a company. When looking at reports of the most attractive companies to work for, it is worth asking why they have the popular reputation that they do and how it can apply to your business. OFFICIAL PUBLICATION OF THE IPM
10
Performance Management
IS LABOUR A COST When organisations go through tough patches and profits decline, the call is often made for management to cut costs. Some organisations deemed it fit to cut people. Are your people a cost? By: PEOPLE DYNAMICS CORRESPONDENT
L
abour is listed as one of the main factors of production, alongside land and capital. A different version classified these factors as manpower, materials, machines and money. In more modern times, labour or manpower has been edged out by “human resource” which defines all people involved in realising the objectives of the enterprise in the production of goods and services. The superiority of people over the rest of other factors of production has been PEOPLE DYNAMICS | October 2017
acknowledged. This is based on the ability of people to continually grow in value due to accumulation of knowledge, skill and experience which enable people to manage other factors, to unlock their value. The ability of people to manage effectively, including self-management, distinguishes them from non-human resources. Human resource development, therefore, is regarded as one of the critical success factors for an enterprise to maximise its performance. Through people development,
an enterprise unlocks the value of all its assets. It stimulates people’s creativity, sharpen their acumen to greater awareness of opportunities and a generation of ideas to continuously improve resource utilisation, processes, productivity and delivery of service. The extent to which an enterprise’s taps into the collective knowledge, experience and wisdom of its human resource, it will yield better quality decisions and develop better, more sustainable plans. When people are made part of planning and decision making process, they feel a measure of accountability, and pull harder toward the goals set. They will also be open to giving feedback or call to attention whatever they identify as threats that will thwart the plans. So, at what point are people regarded as a cost to be cut? If the productivity levels of the organisation do not maintain the profitability targets, drastic measures are to be taken.
Performance Management
11
OR A RESOURCE? But, is it always labour’s fault? It depends. Productivity could refer to the rate at which an enterprise churns product and services to meet its customers’ demands. When there is more customer demand than an enterprise can cope with despite proper workforce planning and resourcing, then it would suggest that the human resource is underperforming or unproductive. This presents an opportunity to check the quality and sufficiency of training and coaching, as well as establish whether the rest of resources such as equipment, systems and tools may be a hindrance. If none of these are to blame, it may be a case of low motivation and morale. This is for the enterprise to help address, but ultimately individuals have personal responsibility to pull themselves up to the required deliverables according to their performance contracts. Notwithstanding, the enterprise may still offer support to build employees’ holistic wellness. This is where multiple intelligence comes
into play – a non-mainstream skill to help employees with self-management, self-motivation and self-drive. If all else fails, this is where exiting people becomes inevitable. Usually this would not lead to a mass retrenchment, but a case of managing out individuals that are responsible for poor performance and non-delivery. Experience has taught us that this is where organisational management fails. Line managers are unable or reluctant to take necessary steps to isolate, address, rehabilitate or eject such non-resourceful resources. They don’t trust their own management competence to follow through with the discipline process, and as a result they leave people in the system who should not be – thus negatively affecting the rest of the human resource morale and performance. Such managers are no resource, they are a cost. They need ejecting from the system, just as much as anyone who does
not pull his weight and live up to their performance agreement. A scenario that poses a challenge when it comes to performance- and productivity management is where line managers are encumbered by a disproportionate number of direct reports. A ratio beyond 10:1 compromises management effectiveness. It makes individualised performance management and employee engagement untenable. Workers in industrial and call-centre environments tend to get the short end of the stick; they enjoy limited personal attention and development coaching. Emotional disengagement and sub-par performance easily creep in. Developmental or talent management neglect contributes toward poor productivity which turns human resource into a cost – enough to cost people jobs. So, the question is, are you allowing your ‘labour’ to become a cost or honing your people into a resource? Even better, are your human resources an asset? OFFICIAL PUBLICATION OF THE IPM
12
Legally speaking
DISMISSAL FOR POOR
PERFORMANCE By: IVAN ISRAELSTAM, Chief Executive, Labour Law Management Consulting
W
hile the law allows employers to decide what the proper standards of performance are, the employer will, if taken to the CCMA, be required to prove the fairness of the dismissal. Employers must therefore ensure that their performance management systems and practices are designed to enable the employer to prove at arbitration that: • The employee knew what the required performance standard was • The standard was realistically achievable • The employee was given sufficient opportunity to achieve the standard • It was the employee’s fault that he/she failed to achieve the standard. • How must the employer’s systems be geared to provide legal proof in these four areas?
1) Did the employee know what the performance standard was?
The employee’s signed employment contract or performance agreement must spell out that, for example, that he/she is required to make 10 sales per month, reach 2 million rand turnover per year, pack 100 boxes per month or make 3 widgets per hour. 2) Was the standard achievable?
The employer’s formal records of actual past performance of the employee and others who have done the same work must clearly show that the agreed standard (e.g. 10 sales per month) has regularly been achieved and that therefore the standard is achievable and fair. PEOPLE DYNAMICS | October 2017
In the case of White vs Medpro Pharmaceuticals (2000, 10 BALR 1182) the employee failed to meet her targets in nine out of ten months. The CCMA nevertheless found her dismissal to be unfair because the employer had set targets that were not achievable in the CCMA’s view. 3) Has the employee been given sufficient opportunity to achieve the standard?
The employer’s records relating to the employee’s performance must clearly show that, for example, the employee: • Has been given sufficient work to do to provide the necessary practice to become proficient • Has the time to get the work done properly. 4) Was it the employee’s fault that the performance standard was not met?
The employer’s performance monitoring records must show that: • the employer has consistently provided the employee with the necessary work materials, training and equipment • the market demand for employer’s product has not reduced or • there were no other reasons beyond the employee’s control for the employee’s poor work performance.
In Robinson vs Sun Couriers (2003, 1 BALR 97) the CCMA found Robinson’s dismissal to be unfair because the employer had neither established the reason for the poor performance nor brought any proof that the poor performance was the employee’s fault. Employers must therefore be able to prove that they have: • Set targets that are provably reasonable • Adjusted targets when new circumstances dictate this • Given employees a real chance to achieve the desired performance level • Removed all obstructions to the achievement of the standards. Thus the format of a good performance control system would be as follows: • Details of the quantity, quality and time frame requirements of each employee • Proof that these standards have been achieved regularly • The nature of the specific tasks that the employee has been given during each performance period, the number of hours that the employee has been given to perform those tasks • The availability to the employee of all resources in good order needed for successful completion of the work • The contact details of a reputable expert in labour law and performance management.
Legally speaking
13
The employer’s formal records of actual past performance of the employee and others who have done the same work must clearly show that the agreed standard (e.g. 10 sales per month) has regularly been achieved and that therefore the standard is achievable and fair.
OFFICIAL PUBLICATION OF THE IPM
14
Career management
How to manage your career and survive a CORPORATE CRISIS
PEOPLE DYNAMICS | October 2017
Career management
15
Your company is embroiled in a reputational crisis of such magnitude it could bring down the business and with it your previously stellar career as a senior executive … what do you do to protect your own good name? By: AUGUSTE COETZER, Director, Signium Africa
I
t’s no idle question. Some huge organisations, from BP to Ford to Volkswagen to KPMG, have recently been in the reputational crosshairs and in the era of non-stop communication, whistle-blower hotlines and tighter regulation more will follow. US estimates indicate 19 out of 20 US companies are unprepared or under-prepared for the management of reputational crisis. Even the PR kingpins at Bell Pottinger appeared totally taken aback when scandal erupted on their own doorstep. We can therefore assume most local firms are at least under-prepared and so are their top executives. However, some lessons have been learned over the years and broad guidelines put in place; though they generally relate to corporate rather than individual executive responses. In many instances, however, advice to corporates can be reworked into advice for individuals. Among tips for corporates is to anticipate crises, conduct an audit of ‘vulnerabilities’, have a plan in place ahead of time along with agreed procedures, nominate approved spokes-people, brief them on what may or may not be said, and try to appear helpful and ready to communicate rather than go to ground. Individuals can follow a similar strategy. Personal vulnerabilities are shaped by executive roles and divisional responsibilities. So, if you are CFO, make sure you are exceptionally well informed on hot financial media issues (e.g. transfer pricing or base erosion profit shifting across borders). If your division engages in activities that might cause pollution, make sure you are on top of all environmental developments, while insisting on rigorous controls. Prudent personal preparation includes reinforcement of your own reputation for ethical dealing. Don’t simply talk the talk. Walk the walk. Make good ethical practice an integral part of your approach to your work and personal conduct. Involve yourself with initiatives undertaken by professional and industry bodies to strengthen ethical standards. Include in your personal network any industry figures,
academics or professionals known as good governance champions. Tap these ethical gurus for updates on latest practice. Speak on ethical issues on industry occasions, though this just might boomerang if your company is caught red handed. Remember, if you are on the Exco, you are accountable. Senior executives are frontline PR people, like it or not. If you are confronted by difficult questions (from media or staff) don’t become defensive. ‘No comment’ is code for ‘We’ve something to hide’. You could perhaps say the issue is under review and nothing can be said until enquiries are complete. Maintain communication with staff, suppliers and associates, even if you can only generalise and request patience. Refusing to take calls does not help. When communicating – even privately or via social media – never impugn your own organisation. You can say you share public concern and indicate sympathy for those affected by the alleged lapse in standards, but joining the chorus of criticism strikes the wrong note and positions the executive as a turncoat. As the crisis unfolds, the executive has to face a critical question: Do I resign or stay? The answer depends on the nature
Maintain communication with staff, suppliers and associates, even if you can only generalise and request patience. of the scandal, the degree of perceived involvement, the reactions of corporate and industry peers, and perhaps professional and legal advice. If an individual is well known as a fair, honest and ethical professional, damage limitation is possible, though even totally innocent parties can be tainted by association to some degree. Individuals may face extra scrutiny from their peers,
investors and prospective employers. A well-prepared executive with a sound personal reputation should be able to withstand the scrutiny, though living with the aftermath of scandal can make huge demands on those concerned. Executives who cope best are those who know their consciences are clear and did everything possible to uphold ethical standards. OFFICIAL PUBLICATION OF THE IPM
Date(s)
Programme/ Workshop
Partner/Presenter
Target Audience
CPD Points
Non Member
Member
Jan 24
Learning & Development Community of Experts - Round Table
+ TPI*
L&D Specialists
0.5
R500
Free
Jan 27
Case Law & Related Lessons for Sound Management of Employee Relations - Breakfast
+ Cliffe Dekker & Hofmeyr / Michael Yeats
Intermediate to Senior/ Executive
1
R580
R350
Feb 10
The Role of HR in helping Organisations prepare for, and navigate the Digital Economy – A Strategic Response to the 4th Industrial Revolution
IPM
HR Managers, HR Practitioners
1
R980
R550
Feb 13
Research Community of Expert Practitioners Round Table
IPM
IR, Labour Relations Managers & Corporate PR
0.5
R500
Free
Feb 23
Healing the Toxic Labour Relationships in SA - Seminar
+ Labour Law Consulting/ Ivan Israelstam
CEOs, HR Executives, Labour Specialists
1
R980
R550
Feb 28
IPM HR Student Forum
+ Accenture*
HR Students, Representatives, Lecturers/Educators
1
R500
Free
Mar 2-3
HR Leadership - Seminar
+ Mavis Ureke
HR Executives, Senior Managers
4
R5150
R4150
Mar 9
Remuneration & Benefits Community Experts – Round Table
+ CDH
Human Capital & Remuneration Specialists
1
R500
Free
Mar 13
HR Tools for Entrepreneurs
IPM
Small Business operators
1
R580
R350
Mar 28
Organisational Effectiveness Community of Experts - Round Table
+ QBIT/Sibongile Mogale*
COO’s & OE Executives
0.5
R500
Free
Mar 29-30
Emotional Intelligence for Effective Management
+ Mavis Ureke
Managers
4
R5150
R4150
Apr 3-5
HR Master Class - Workshop
+ TPI*
Human Capital Specialists, HR Line Managers
6
R7850
R6550
Apr 11
Social Media & Corporate Strategy
+ 33Emerald*
HR Executives, Managers , Corporate Strategists
1
R1800
R1600
Apr 20
HR Business Partner Community of Experts – Round Table
+ Accenture*
HR Practitioners
0.5
R500
Free
Apr 21
Freedom & Youth – Leadership Discourse
IPM
Youth & Young Managers
0.5
R350
Free
May 9
Coaching & Mentoring Community of Experts Round Table
+ TalentLine*
Managers
0.5
R500
Free
May 16-17
HR Metrics - Workshop
+ HR Touch/Maggie Mojapelo
Human Capital Specialists, HR Managers
4
R5150
R4150
May 23
Employment Law & Industrial Relations
+ Cowan Harper & Associates
IR Specialists, Labour Union Officials
2
R1800
R1600
May 25-26
Job Evaluation - Workshop
+ 21st Century
Human Capital & Recruitment Managers
4
R5150
R4150
May 31
Disciplinary Enquiry Plans - Workshop
+ CDH
Line Managers, HR Managers & Employee Relations Officers
1
R1800
R1600
Jun 1-2
HR Metrics – Workshop
+ HR Touch/Maggie Mojapelo
Human Capital Specialists, HR Managers
4
R5150
R4150
Jun 6
Employee Wellness Community of Experts – Round Table
+ ICAS/Juanita Simpson*
HR Managers, COO’s, SHEQ Specialists
0.5
R500
Free
Jun 8
The Latitude of Employment Contracts - Workshop
+ LLC/Ivan Israelstam
Line Managers, HR Managers, Employee Representatives
1
R980
R550
Date(s)
Programme/ Workshop
Partner/Presenter
Target Audience
CPD Points
Non Member
Member
Jun 13
Job Profiling - Workshop
+ 21st Century
Line Managers, Human Capital & Recruitment Managers
2
R2900
R2450
Jun 20
Research Community of Experts – Round Table
+ HRSC
HR Strategists, Knowledge Managers
0.5
R500
Free
Jun 22
Mentoring & Coaching - Workshop
Mavis Ureke
Line Managers, HR
1
R1800
R1600
Jul 4-5
HR Business Partner Master Class
Improvid
Intermediate to Senior HR Managers
6
R7850
R6550
Jul 7
Dispute Resolution, Strike Management & Related Procedures
+ CDH
HR Executives, IR Managers, Labour Officials, GM’s
1
R1800
R1600
Jul 12
Employee/Labour Relations Community of Experts - Round Table
IR, Labour Relations Managers & Corporate PR
0.5
R500
Free
Jul 17
HR-Led Digital Transformation
+ Accenture*
HR Executives, Managers
0.5
R980
R550
Jul 20
Women’s Conference (Durban) Transcending & Digital & Life Barriers
+ Empowaworx
Women in Corporate, Public Enterprises, & Small Business
2
R1600
R1200
Jul 25-26
Project Management for HR Leaders
+ Mavis Ureke
HR Leaders, Managers
4
R5150
R4150
Aug 3
Human Capital - Return on Investment - Seminar
+ Mavis Ureke
Human Capital Executives, HR Managers
2
R3600
R2850
Aug 10
CCMA Cross Examination Techniques - Seminar
CDH
HR Executives, IR & ER Managers
1
R1800
R1600
Aug 17
Women’s Conference Transcending & Digital & Life Barriers
+ Empowaworx
Women in Corporate, Public Enterprises, & Small Business
2
R1600
R1200
Aug 23-24
HR Metrics - Workshop
+ HR Touch/Maggie Mojapelo
Human Capital Specialists, HR Managers
4
R5150
R4150
Aug 29-30
Remuneration for HR Managers - Workshop
+ 21st Century
HR Managers, Remuneration Practitioners
4
R6000
R5150
Sept 6-7
HR Business Partner Master Class
Improvid
Intermediate to Senior HR Managers
6
R7850
R6550
Sept 21
Managing & Optimising Diversity Workshop
+ Empowerworx
Directors, Managers, Line Managers
2
R11800
R1600
Sept 22
HR Directors Forum & IPM 2017 Convention Kick-off Meeting 1
+ Industry Experts / Convention Speakers
HR Directors, Human Capital Specialists
0.5
R5800
R4950
Oct 5
HR-Led Digital Transformation
+ Accenture*
HR Executives, Managers
0.5
R980
R550
Oct 5
IPM 2017 Convention Final Briefing & Submissions
+ Convention Committee Member(s)
IPM Convention Presenters
-
N/A
N/A
Oct 18-19
HR Metrics – Workshop
+ HR Touch/Maggie Mojapelo
Human Capital Specialists, HR Managers
4
R5150
R4150
Nov 19 - 22
2017 IPM Convention & Exhibition
+ Local & International Experts, Industry Specialist Suppliers
Business Leaders, HR Executives, General Managers, Human Capital Development Specialists, HR Strategists, IR/ER Officers & Managers, SHEQ Officers, Corporate PR & CSR Managers, Academics, Students, Entrepreneurs, People Development Professionals , HR Practitioners
8
R12790 (R11050 Early Bird Payable by 15 June)
R10790 (R8500 Early Bird Payable by 15 June)
Progressive Business Leaders, Academic Institutions, Business Chambers & Professional Bodies, Economic Development & Tourism Agencies, Wellness & Hospitality Groups
18
Development and professionalisation
WHEN PRACTITIONERS
TURN
PROFESSIONAL There’s a tendency to use the title ‘Professional” generously or loosely. While it may seem harmless, you need to be aware of the obligation it carries, both ethically and legally. By: PEOPLE DYNAMICS CORRESPONDENT
E
ducation qualifies a person in a particular academic field. Some courses are generic enough to give graduates access to several fields. Either way, to get into the workplace and put into practice the skills they learnt, graduates ought to understand the applicable legislation and standards framework of that industry. They need to subscribe to the stipulated codes of conduct, practice or ethics. Such codes are developed by industry associations or professional bodies in alignment with the relevant country’s constitution as well as in accordance with international industry standards developed through multi-country consultations. To claim professionalism in a field, therefore, requires one to have the requisite formal scientific knowledge in that field, as well as satisfy the relevant professional body of the capacity to perform to a set standard, while recognising relevant laws and prescripts. Professional bodies are given the duty to protect the public from unethical behaviour by unscrupulous practitioners, as well as to protect practitioners from PEOPLE DYNAMICS | October 2017
exploitation by members of the public while discharging their professional duty. Most industries make professional membership voluntary, while others force all its members to become accredited, licensed and registered practitioners. Accreditation is recognition of the practitioner’s knowledge in the field of interest. Registration is a subscription to a specific professional body or association, as a participant and contributor to the continuing development of fellow practitioners, and of the industry’s body of knowledge. Licensing follows the candidates’ assessment to meet legislative and professional requirements or criteria to practice safely and ethically based on current market requirements and industry imperatives. Being part of a professional body gives practitioners extended access to applying and sharing skills that they acquired in that field. While on first registration they may only qualify as Affiliate Members, with time, through a combination of practical experience and wisdom gained
from applying scientific theories to real situations, a practitioner picks up practice. At a certain level, when they believe that they qualify for professional status, they may apply to be conferred the appropriate professional status. Professional practice involves a particular combination of institutionalised expertise and special ethical obligations over and above the obligations of the marketplace. The practice of specialised expertise and the special moral commitments associated with professional practice are what most differentiate a profession from other occupations. All the ways in which people spend their time earning a living involve skills and knowledge of value to others. Professionalism involves relationships with others that have ethical significance, at a minimum the prohibition of coercion and the requirement that people honour their contracts that characterises marketplace relationships. In a statutory or regulated environment, turning Professional gives practitioners full autonomy as well as accords personal accountability and liability for conduct, actions undertaken or advice dispensed under their license, whether by themselves of by their appointed personnel. To qualify as a Professional, you ought to have answers to questions such as: • Who is (are) this profession’s chief client(s)? • What are the central values of this profession? • What is the ideal relationship between a member of this profession and a client? • What sacrifices are required of members of this profession and in what respects do the obligations of this profession take priority over other morally relevant considerations affecting its members? • What are the norms of competence for this profession? • What is the ideal relationship between the members of this profession and coprofessionals? • What is the ideal relationship between the members of this profession and the larger community? • What ought the members of this profession do to make access to the profession’s services available to everyone who needs them? • What are the members of this profession obligated to do to preserve the integrity of their commitment to its values and to educate others about them? • What qualifies me academically, morally and ethically to be part of this profession?
Development and professionalisation
Professional bodies are given the duty to protect the public from unethical behaviour by unscrupulous practitioners, as well as to protect practitioners from exploitation by members of the public while discharging their professional duty. The last question calls for candid introspection, to determine whether you enter the profession on the basis of commercial interests or because you take it as a calling. If the reason is the latter, then you can be confident that when a conflict arises between different fields of practice down the line, you will not cower or be conflicted. In the people management context, you can be confident that your direction,
strategic opinion and advice will not be tainted by short-term gains but will focus on long-term sustainability of people, whether within or outside of the organisation. Your focus will be on what is best for human resource and its sustained wellbeing. You will pursue the interests of the profession with integrity and stand for ‘the cause’ to the end. Beyond being thought leaders,
19
Professionals, according to Kirk Hazlett, Fellow PRSA and professor at Curry College, Milton, MA, are expected to go beyond the technical expertise of a practitioner and become pathfinders who share their client’s vision and offer guidance that helps prepare in advance for situations that oftentimes have not yet bubbled to the surface. A Professional takes the role of a technical expert to a higher level by guiding the client along a path to more effective and efficient performance. The Institute of People Management has developed a professional and a legal framework and drafted a bill that will protect its members and people management professionals from exploitation, as well as put legal effect to recommendations and instructions tabled by duly qualified professionals. You are invited to contribute your views, and share what you might regard as advantages and disadvantages of this initiative, in order for the institute to broaden its considerations and mitigate any potential risks associated with it. OFFICIAL PUBLICATION OF THE IPM
20
Professional Development
GIVE YOUR CAREER A JUMP START While on the hunt for that dream job, there’s no point sitting and waiting for it to come to you. Make things happen. This won’t only edge you closer to your dream post, but it will also ensure that you keep your theoretical knowledge fresh and your qualification relevant.
PEOPLE DYNAMICS | October 2017
Volunteering Graduates armed with an elite-university degree hope to fly on an ivy-league ticket, and waltz into cushy jobs and be an instant success. While some organisations will rush to grab these graduates, many have been disappointed when incumbents are paralysed by corporate stage fright. A prestigious certificate may open the door, but it is the value that a graduate adds to an organisation that will secure a new entrant a seat inside. Spending time volunteering helps graduates bridge the gap between studies and the workplace. There is expectation to perform to a high standard, but there is less pressure, thus enabling the graduate to learn
Professional Development
pulse and opportunity to find untapped niches or establish competitive advantage in their specific sector. If you want to provide research, choose an area you are familiar with, and one in which you have access to key respondents that form the core audience or primary consumers of your prospective client or sector. To break into the market this way, you can capitalise on your dissertation topic or thesis, where you already covered significant ground. Writing If you develop objective, well-researched write-ups on current issues in your area of specialisation, you are likely to get the attention from the industry leaders and opinion makers who may wish to draw on the theories you lay out – whether for development or commercial reasons. These write ups may lead to presentations and workshops facilitated to unpack the topic, possibly leading to further sponsored assignments for specific companies. Alternatively, if you maintain a blog or some form of publishing, you may find yourself with significant interest and following in your field – leading to marketing or advertising promotion opportunities for your page.
the ropes. The volunteer service period will help distinguish your academic strengths and weaknesses from practical ones, ahead of committing to a permanent performancebased contract. The most accessible volunteer opportunities would be at businesses close to where you live. This will limit your travel costs and help you understand your immediate business community better while you make a tangible contribution. Research While industry associations provide broad research and trends, companies are faced with unique or specific challenges related to legislation, market structure, resources, and such, but entrepreneurs and divisional leaders do not always have the resources to embark on ongoing studies that will give them necessary insights on which to base their tactical decisions. Supplementary studies keep organisation’s finger on the
Diversifying Before you commit to a ‘lifelong’ career, particularly a professional one, you can derive benefits from taking a scenic tour that explores your non-academic side. Take a few months to learn a craft or ‘master’ a hobby. This will ensure that even when you secure a formal job, you will always find something of personal interest that relaxes you and potentially creates some stress-free source of income to build up your savings. This will enhance your work-life balance, and give you a worthwhile escape when work gets overwhelming and stress creeps in. It will certainly open up your social life and create more opportunities for you to stay in touch or relate to your immediate community. Should you have a family of your own down the line, a craft will provide non-intimidating recreational learning that your children can be involved in. Join your local Association An association, particularly a local chapter can enable you to do all of the above. It gives you access to a fraternity that will help you learn practical skills and find mentors to help you towards mastery of the field. Association activities range from informal networking events, formal round tables on key topics or industry issues, leadership presentations and special development workshops. Professional membership also offers access to case studies, research, publications and connection to national, continental and
21
international networks. The greatest benefit for one’s development comes from active participation at your professional body’s local chapter. The local chapter forms ties with local business chambers or guilds, colleges and local authorities - giving members a wide business community with which to engage or explore. Local chapters are ideal career launch pads and entrenchers. It is where one can make the most impact demonstrating unique skills and expertise. This is where you are likely to get your first customers as an independent practitioner, or get connections and references for future clients. It is also where you will source specialists for different services you will need during the course of your career. It forms the base for life-long professional ties and enduring social friendships.
This is where you are likely to get your first customers as an independent practitioner, or get connections and references for future clients. Continuing Professional Development Considering the rapid changes in the environment and evolving market demands, it is essential that every professional keeps up, and maintains relevance of his or her qualification and skills through constant professional interaction and updates. A range of activities undertaken within the fraternity gets recognised as contribution towards one’s qualification currency, earning one professional development points (CPD points) over a given period – usually 12 months. Failure to accumulate the requisite number of CPD points over the stated period may cost you your designation, or accreditation. IPM has chapters throughout the country, as well as in neighbouring countries. Members are encouraged to reach out to like-minded people of varying experiences, to continue to develop their talent and to stay on top of their game. Seen below are members from the Durban, Cape Town, Pretoria and Lesotho. OFFICIAL PUBLICATION OF THE IPM
22
Professional Development
Faces from the Branches According to Confucius: “If you are the smartest person in the room, then you are in the wrong room.” There is minimal risk of finding yourself being the smartest person at any of IPM networks. Each person brings a unique background and speciality that everyone can always learn from. That’s what a Community of Expert Practitioners is about. Get in touch and add yourself to the smarts in the room!
Pretoria Branch
KZN Branch PEOPLE DYNAMICS | October 2017
Professional Development
23
Cape Town Branch
Lesotho Branch OFFICIAL PUBLICATION OF THE IPM
24
Personal Development
HOW TO STAY RELEVANT in a constantly changing job market The adage goes, “even if you’re on the right track, if you just sit there, you’ll be run over”. BY: MARC PRIVETT, Head of Product and Customer Insights, at Careers24
T
his rings even more true in this era, with new inventions making old ones obsolete and new skills overshadowing traditional skills. Staying relevant does not necessarily mean changing jobs. The corporate landscape is forever changing, there are more job titles now than ever existed previously. So, how does one increase one’s value and stay relevant in this increasingly competitive job market. The market is already saturated with candidates who already have masters degrees, travelled around the globe, and have years of relevant experience. For graduates, the traditional methodology of achieving excellent secondary education results and graduating at a top university with a post graduate degree no longer guarantees the career you had hoped for, education is no longer recession proof. So, how does one stay relevant? Here are a few tips on how to stay relevant :-
• Stay informed:-
You can never read too much, be it print or digital. Print still has a very relevant place in the market and attracts a very wide readership. Don’t focus on one topic or one industry, nor only the industry that you work in. Try to develop new interests. • Embrace change :-
It is critical for you to make continuous improvements in yourself, you have to constantly reinvent yourself. Power past the fear and learn new things, new skills, new ways of doing things. Times have changed, traditional methodology may no longer be relevant. We cannot do the same thing and expect different results, can we?
PEOPLE DYNAMICS | October 2017
• Broaden your knowledge base
Take a course, maybe even an online one. There is so much out there to learn-you can never know enough. • Sharpen your cognitive and emotional skills
To critically think out of the box, to create meaning out of chaos and to possess a high EQ is critical in every job. Social acumen and leadership skills are also essential to you presenting yourself as a well-rounded and sought after candidate. Working and thinking collaboratively is key to ones success • Network
As Adam Small said “Networking is the single most powerful marketing tactic to accelerate and sustain success for any individual or organisation. Personal relationships enable one to rise above the noise and stand out amongst the masses. Trust and relationships can serve as a catalyst to one’s success as there are already many known factors • Get a Mentor
Try to get a mentor whom you believe can empower you. Mentors are trusted advisers and sounding boards. Their responses are unfiltered. Mentors provide the wisdom and insight we don’t have from lack of experience. They help you grow and develop. Uncertainty is the one thing that is certain in this economy. Technological disruption is on the rise, the world of economics has changed drastically and could change further with the recent presidential elections. Are you relevant or will you be left behind?
Personal Development
25
OFFICIAL PUBLICATION OF THE IPM
26
IPM Convention Programme
19 - 22 November 2017 Emperors Palace, Gauteng, South Africa
Proactive, Responsive & Visionary Leadership Monday, 20 November 2017 Time
Session
Speaker
Venue
Host
07h00
Registration Reopens
08h00 - 08h15
Welcome Adress
Mr Bhabhalazi Bulunga (IPM President )
Centre Court
Dr J Gule
08h15 - 09h00
Opening Address
Ms Felleng Yende (FP&M SETA CEO)
Centre Court
Mr B Bulunga
09h00 - 09h45
Keynote One: The World we Work and Live in: Innovation, Leadership and Management in contemporary South Africa.
Prof Nick Binedell (Professor at GIBS)
Centre Court
Zogan Opperman
09h45 - 10h30
Keynote Two: Tomorrow’s leadership and the necessary revolution in today’s leadership development: 2017 Global Research Report
Prof Peter Hawkins (Professor of Leadership Henley Business School)
Centre Court
Craig Raath
10h30 - 11h00
Tea Break
PEOPLE DYNAMICS | October 2017
IPM Convention Programme
27
Monday, 20 November 2017 Time
Session
Speaker
Venue
Host
11h00 - 11h45
Keynote Three: Elevating the role of HR in the transformation agenda: What are the next steps?
Ms Nene Molefi (Owner and Managing Director, Mandate Molefi Human Resources Consultants)
Centre Court
Buyani Zwane
11h45 - 12h30
Keynote Four: 2017 Deloitte Human Capital Trends for South Africa
Ms Gill Hofmeyr (Director Human Capital, Deloitte Consulting (Pty) Ltd)
Centre Court
Matome Makwela
12h30 - 14h00
Lunch which includes visits to the Exhibition stalls and interaction with Exhibitors
14h00 - 14h50
Keynote Five: Value adding and Impactful HR
14h50
Delegates proceed to Breakaway rooms
15h00 - 16h00
Centre Court
Ms Italia Boninelli
Centre Court
Marisa Jacobs
Breakaway One: Ms Mavis Ureke Proactive and Ethical Leadership
Breakaway One
Solly Matheba
15h00 - 16h00
Breakaway Two: How innovation is vital, especially with regard to changing trends in many industries
Mr Charles Maisel
Breakaway Two
Nontobeko Mdhluli
15h00 – 16h00
Breakaway Three: Emotional and Spiritual Intelligence
Mr Marko Saravanja Breakaway Three
Pat Smythe
15h00 - 16h00
Breakaway Four: Can Executive Coaching foster transformative learning amongst executives in organisations?
Ms Gloria Mbokota
Breakaway Four
Yvette Hooper
15h00 - 16h00
Breakaway Five: The Enforcement of Employee Relations Policies, Practices and Procedures has changed forever.
Mr Brian van Zyl
Breakaway Five
Craig Raath
16h00 – 16h30
Presentation: Mr Matt Manners Employee Engagement – ‘’Fit for 2020’’ ?
Centre Court
Zogan Opperman
16h30 – 16h50
Interactive, fun, learning activity
Centre Court
Verity Price
16h50 - 17h20
Delegates proceed to Exhibition, reconnect with peers and establish new connections.
17h20 - 20h00
Opening Cocktail, Exhibition, Networking & Prize Giving at Centre Court
Ms Verity Price and Mr George Gabriel
Exhibition Hall
OFFICIAL PUBLICATION OF THE IPM
28
IPM Convention Programme
Tuesday, 21 November 2017 Time
Session
Speaker
Venue
Host
07h00 08h00
Registration & Exhibition Viewing
08h15 09h00
Keynote One: Transformational HR
Mr Perry Timms (Consultant and Coach, Certified WorldBluÂŽ Freedom at Work) Mr Francois Du Plessis (Group CEO, inavit iQ)
Centre Court
Eric Shipalana
09h00 09h45
Keynote Two: The implications of socioeconomic factors on the role of HR and its business impact
Ms Charlotte Mokoena (Executive Vice President, HR and Corporate Affairs, SASOL)
Centre Court
Natasha John
09h45 10h30
Case Study: Disruption, disintermediation and digital. Crafting competitive strategy in a complex and rapidly evolving environment.
Mr Abdullah Verachia (CEO, The Strategists)
Centre Court
Sabelo Myeni
10h30 - 11h00
Tea Break
11h00 - 11h45
Case Study: Proposed Courts of Law Amendment Bill
Mr David Brown (CEO, Profile Corporate Services (Pty) Ltd)
Centre Court
Humaira Choonara Mooketsi
11h45 - 13h00
Panel Discussion: Case study on sustainable job creation for the youth.
Ms Patience Semenya (Moderator) Mr Allon Raiz (CEO of Raizcorp) Mr Boni Gantile (CEO of SASCE) Dr Florus Prinsloo (Department of Economic Development and Tourism)
Centre Court
Natalie Danster -Abrahams
13h00 - 14h30
Lunch
Centre Court
14h30 - 14h40 Delegates proceed to Breakaway rooms 14h40 - 15h30
Breakaway One Be proactive and responsive - how the performance landscape will change and affect your business
Ms Belia Nel
Breakaway One
Rahab Matebane
14h40 - 15h30
Breakaway Two: The evolution of workplace education
Mr Dennis Lamberti
Breakaway Two
Sonti Lurayi
14h40 - 15h30
Breakaway Three: Ms Precious Nyika Redesigning the employee experience using engagement initiatives
Breakaway Three Yendor Felgate
14h40 - 15h30
Breakaway Four: The future of leadership in this Vuca world
Breakaway Four
PEOPLE DYNAMICS | October 2017
Dr Andrew Johnson Prof Theo Veldsman
Natasha John
IPM Convention Programme
29
Tuesday, 21 November 2017 14h40 – 15h30 Breakaway Five: Mr Vivek Wandhera Cultural Disruption (Design thinking & cultural insights to Innovate & Lead)
Breakaway Five
Siobhan Durand
14h40 – 15h30 Breakaway Six:
Breakaway Six
Craig Raath
Centre Court
Rama Govenden
15h30 - 16h30
Mr P. K. Naicker
5-10 Minutes per Presenter Mr Perry Timms TedTalks/Presentation Ms Deshun Deysel Mr Akiva Beebe Ms Mariam Sha Ms Natalie Danster Abrahams
Wednesday, 22 November 2017 Time
Session
Speaker
Venue
Host
07h30 - 08h30
Photo Collection
08h30 - 08h45
Highlights
Programme Director
Centre Court
08h45 - 09h15
Keynote One:
Transnet
Centre Court
09h15 - 09h45
Panel Discussion – Jobs of the Future
Mr Hein Weyers (COO, PMI of Southern Africa) - Moderator Mr John Botha (Global Executive, Strategic Enablement and Business Optimisation - Adcorp Holdings Limited) Dr Raymond Patel (CEO, Merseta) Mr Andile Nongogo (CEO, Services SETA) Mr Kobus Roux (Emerging Innovation Researcher, Meraka Institute)
Centre Court
Sam Alexander
09h45 - 10h30
Dr Roze Phillips Keynote Two : Buckle up, next-wave (Managing Director for Accenture Consulting) HR is here…and it will be funded by RPA cost take outs!
Centre Court
Elsie Pule
10h30 - 10h45
Tea Break
Centre Court
10h45 - 11h30
Discussion: The business of change
Ms Kgomotso Sekhute and Mr Matt White (Executive Meta Coaches)
Centre Court
Siobhan Durand
11h30 - 12h30
Panel Discussion: South Africa’s economic prospects taking into account the after effects of the recent credit rating downgrades
Ms Patience Semenya (South African businesswoman, social entrepreneur and author) Mr Andrew Davison (Principal Consultant, Old Mutual)
Centre Court
Boitshoko Motlhabane
12h30 - 13h00
Final Prize Giving
Centre Court
13h00 - 13h15
Closure & Vote of Thanks
Centre Court
13h15 – 13h45
Lunch Box
Centre Court
OFFICIAL PUBLICATION OF THE IPM
30
Performance Feedback
IT’S ALL ABOUT THE
Lightbulb BY: GEORGINA BARRICK, Director, Cassel & Co
Y
ears ago, in a previous role, I was responsible for arranging and hosting an event for our top clients. This included a lavish dinner and show at the State Theatre. The event went off seamlessly and our clients raved about the experience. During the debrief with my then boss, while she gave me positive feedback and was pleased with the result, she specifically asked why I hadn’t noticed that a lightbulb was missing from one of the enormous chandeliers in the restaurant. I was devastated and felt that she was being so unreasonable. However, as the years have passed, I’ve never forgotten the lesson. The difference between extra-ordinary and very-ordinary can be one light bulb. I’m sure we’ve all experienced a ‘missed lightbulb’ moment. A potentially good experience marred by a small, out-of-place detail. Think of a dinner at a top restaurant, renowned for its beautiful, expensive décor and exquisite food marred by the presence of a cheap, plastic pepper grinder on the table; and, the leather bound menu overshadowed by the wine list, PEOPLE DYNAMICS | October 2017
presented in a cheap, plastic flip folder of the type used by school children for projects. Also, think of a web-site that looks really enticing, but contains typos and lacks basic information. Or the ‘on-hold’ music that tells you that you’re important and valued, while keeping you on hold for 40 minutes. While each of these are small ‘fails’, they show a lack of attention to detail that can have a big impact on individual perception, leading our customers – and employees – to infer something potentially negative about our business. For example, what do plastic pepper grinders say about the quality of the food ingredients used? And, if we don’t notice typos on our website, how careful will we be in providing a service to our customers? Missing the small details sends a signal that the team isn’t watching – and possibly doesn’t care about details, customers and employees. The flip side is also true. Taking care of the little things sends a powerful message that we’re interested and engaged – and that bigger issues are under control.
Social science uses the ‘Broken Windows’ theory to describe this phenomenon. Introduced in 1982 by James Q Wilson and George L Kelling, the theory drew wide attention when New York mayor, Rudy Giuliani adopted it as the basis of his approach to law enforcement – with a resulting drop in crime. Malcolm Gladwell describes ‘Broken Windows’ as crime being the inevitable result of disorder. If a broken window is left unrepaired, people will conclude that no-one cares or is in charge. Soon, more windows will be broken and the sense of anarchy will spread from the ‘abandoned’ building to the street, sending a signal that the behaviour is acceptable. So, how can we use ‘Broken Windows’ in our own businesses? And, how can we make it all about the lightbulb? Taking care of our physical environment is a good first step.
Employees are more likely to follow the rules if their workplace is clean and orderly – and are more likely to exhibit bad behaviour in a disorderly environment.
Performance Feedback
Providing a neat, well-maintained office space, with solid (unbroken) furniture, enough storage space for work materials and lockers for personal belongings gives employees a measure of control over their working environment – and a corresponding sense of responsibility. Managing employee behaviour is another.
Intervening early to head off inappropriate behaviour – before it escalates – is important. Sometimes, it’s easier to let careless behaviour slide. When dealing with Millennials, it’s a challenge to find the right balance between being too directing and controlling and allowing freedom of expression. However, each time we let it go, rather than calling out the employee and highlighting appropriate behaviour, we run the risk that careless actions will escalate and influence other employees – with a knock-on effect on our customers and business success. It is also important that our performance management systems drive the right
Sometimes, it’s easier to let careless behaviour slide. When dealing with Millennials, it’s a challenge to find the right balance between being too directing and controlling and allowing freedom of expression.
31
behaviour and are congruent with our strategic vision. Finally, sense-check your business processes.
Too often, business processes are onerous and unworkable in real life. We recently needed to get our office generator serviced. Before we could schedule the service call, the repair company expected us to complete a 10 page contract – and make advance payment. Not a good experience – and not one I’d wish to repeat! To get a sense of what your customer’s experience, spend time completing your own business processes. You may get a nasty surprise. Sometimes the benefit of getting things right is disproportionately low compared to the damage of getting them wrong. This is because most people expect us to get it ‘right’. So, when we do, we simply meet their expectations, but when we don’t, we break their trust. Focus on ensuring that the lightbulbs are all on – and you’ll find that the larger issues may take care of themselves. OFFICIAL PUBLICATION OF THE IPM
Develop your organisation’s finance capability
ACCA is the world’s most forward-thinking professional accountancy body. We help organisations around the world deliver value by enabling them to develop the finance leaders of today and tomorrow. Our qualifications and professional development can be tailored to deliver the skills your organisation needs to develop its finance capability. We provide renowned finance and accountancy qualifications for any organisation in any sector. And with 101 offices and over 400 examination centres worldwide, we have the greatest capability to deliver qualifications and professional development of any accountancy body. We will work with you to deliver flexible, accessible, cost effective training at any level.
For more information contact us infoza@accaglobal.com +27(0)11 4591912 www.accaglobal.com