HR Voice November 2014

OFFICIAL COMMUNICATION FOR ALL HR PROFESSIONALS HR VOICE . NOVEMBERTHE 2014

HR VOICE NOVEMBER 2014 . ISSN 2304-8573

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INSIDE HR VOICE . NOVEMBER 2014

BOARD DESK

PAGE 3 • The National HR Standards Initiative: From standards to auditing to certification • Staff profile PAGE 6 • We all know a glove is not a shoe!

HR Audit Unit Christine Botha hraudit@sabpp.co.za MARKETING & STAKEHOLDER RELATIONS Kenneth Nxumalo kenneth@sabpp.co.za

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PROFESSIONAL SERVICES

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PROFESSIONAL SERVICES Operations Manager, Xolani Mawande xolani@sabpp.co.za

• Open days in-house presentations • Advertising HR jobs • Does your HR team meet the National HR Standards?

PROFESSIONAL REGISTRATIONS Yedi Masakala professional@sabpp.co.za

• Professional registration • SABPP News in brief

LEARNING AND QUALITY ASSURANCE

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• Historic moment for Learning and Quality Team

EVENTS

PAGE 15 • Ethics Workshops

INDUSTRY NEWS

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• Innovation through employee engagement in problem-solving • Leading the leaders: Helping HR take a strategic lead in the age of a

greener economy • If you think of companies leading the sustainability charge in South

Africa, who do you think of, and is your company one of them?

• Size doesn’t matter in fraud prevention • Top Employers announced their 2014 winners recently • Workforce Planning Webinar Series:

PARTNERSHIPS

PAGE 24 • Special offer for employers with less than 200 employees • Options for larger employers

STUDENT CHAPTER • CPUT HR Student Chapter

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LEARNING & QUALITY ASSURANCE Naren Vassan naren@sabpp.co.za RESEARCH Penny Abbott penny@sabpp.co.za

FEATURED HR AUDIT

CONTACT US

Project management & Events Siphiwe Mashoene events@sabpp.co.za SOCIAL MEDIA Jaco du Plessis jaco@sabpp.co.za ADDRESS 1st Floor, Rossouws Attorneys Building, 8 Sherborne Rd, Parktown, PO Box 2450, Houghton, 2041, South Africa.

T: 011 045 5400 / F: 011 482 4830 www.sabpp.co.za DESIGN Landman Creative T: 079 508 9244 www.landmancreative.co.za ADVERTISING HR Consultants and providers who want to advertise their products and services in the HR Voice, should please contact Kenneth Nxumalo from SABPP. T: 011 045 5405 kenneth@sabpp.co.za EDITORIAL SUBMISSIONS Please send editorial submissions to Kenneth Nxumalo. kenneth@sabpp.co.za CONTRIBUTORS Marius Meyer, John Arnesen, Xolani Mawande, Marisa Robinson, Luke Metelerkamp & Robin Anne Murray, Rochall Daniels INSIDE . PAGE 2

HR VOICE . NOVEMBER 2014

BOARD DESK The National HR Standards Initiative:

From standards to auditing to certification On behalf of the Exco of the SABPP Board, welcome to the month of November. As an HR practitioner you have managed to put ten months of good HR work behind you this year. Thank you for all the effort in taking the HR profession forward at your workplace.

October was an excellent month for SABPP with so many inhouse corporate presentations, as well as public speaking opportunities helping us to reach almost a thousand HR professionals and students face to face. The SABPP team members interacted with HR and other stakeholders from the following organisations: • • • • • • • • • • • • • • • • • • • • • • • • •

Lancet ATNS Prasa Life Healthcare Top Employers Institute MTN North-West University University of South Africa University of Johannesburg Distinctive Consulting (Zimbabwe) African Society for Talent Development Oxfam Department of Social Development Avbob Nelson Mandela Bay HR Forum Harvard Training Institute Premier Knowledge Training Black Bark Promotions (Rising Stars) Institute of Municipal Personnel Practitioners (Gauteng and National) Executives Global Network Britehouse Deloitte Seifsa Emergence Growth Society for Human Resource Management

Over the last 16 months the National HR Standards Initiative has made the transition from standards to auditing to certification.

These three milestones go hand in hand. A sound standards model ensures the consistency in HR practice is achieved, and it is now possible to audit the application of the standards, providing clear evidence of application. Building on the success of the launch of the National HR Standards Initiative, the year 2014 will be remembered for two major milestones: 1. The development of the HR Professional Practice Standards (phase 3); 2. The launch of the HR Audit framework.

But where did it all start? It is impossible to audit in the absence of standards. Thus, a proper standards framework or model was first developed as the foundation for audits. Being able to audit HR functions against the National Management System Standard provides an independent verification of the quality and impact of HR practices in organisations. The principle of independence is key in providing HR with status and credibility.

Financial functions have been audited for decades and that helped finance to gain a high level of meaningful impact and it also raised the bar for the accounting and finance profession.

Similarly, now HR also has the opportunity to get its house in order with sound standards driving good HR practice and professionalism.

But how does the auditing process work? A team of four auditors will visit a site and audit the HR function against the national standard with its 13 standard elements. The auditors will write up their findings in an audit report. The strengths and areas for improvement are included in the report and form the foundation for reinforcing good work, but also in highlighting areas requiring attention.

The requirements for the competence of auditors and lead auditors will ensure the relevant level of competency is established both for auditors and lead auditors and will enhance the professionalism of individuals carrying out the assessment of an auditee. It is envisaged the establishment and collective acceptance of these competencies will help minimise any inconsistency between individual auditors and the audit results. Ultimately, the audits should provide confidence to management teams that HR systems are effective. This will help HR managers in ensuring that good practices are continuously pursued.

The end result of auditing is certification. This means that a company is certified as meeting the National HR Standard.

Certification is a formal confirmation about the quality of HR

BOARD DESK . PAGE 3

HR VOICE . NOVEMBER 2014 work done in an organisation. The challenge thereafter is to ensure that certification is maintained over the medium to long term. A commitment to continuous improvement is key in this regard. However, many companies will tend to focus more on certification. While certification is key, the real value lies in working on your HR system and improving the quality of HR practices. Being certified constitutes a formal recognition for the quality of your HR Management System.

Due to popular demand, in November three additional provincial workshops on progress with the HR Standards have been arranged, one for Johannesburg (4 November), Cape Town (19 November) and Durban (27 November). A morning session will also be arranged for Richards Bay with the support of the Zululand Chamber of Commerce and Industry. We thank

the HR community for their continued support. For more information, contact events@sabpp.co.za or follow twitter on @ SABPP1 or the website www.sabpp.co.za In conclusion, standards must be audited to ensure quality in the application thereof. It is recommended that companies first raise a good level of awareness on the HR standards. Thereafter, contact the SABPP Audit Unit to arrange an HR audit. Once organisations are certified, we will know that the pioneers will be acknowledged for their good people branding, and others will be inspired to also get audited, and to implement practices driving talent.

Marius Meyer CEO of SABPP and a member of the Institute of Directors.

Staff profile Siphiwe Mashoene

Yedi Masakala

Projects manager, SABPP

Professional Registrations Officer

Excited to be a part of the SABPP, Siphiwe brings to the team her vast experience in the conference and events industry. She is a people’s person who is passionate about client service and professionalism. Siphiwe has a diploma in advertising and she is studying towards a diploma in public relations management.

She will be in charge of organising events and will manage projects for the board.

Yedi Masakala, the Professional Registrations Officer at the SABPP. Ensuring that first time professional registrations are successfully completed with all relevant supporting documents submitted in order to go through for evaluations is my primary responsibility.

Contact her on events@sabpp.co.za

This includes the loading of all members onto our MIS system and ensuring that they remain active through effective communication channels.

I also ensure that the member data on our MIS system is competent and dependable.

Contact him on professional@sabpp.co.za

BOARD DESK . PAGE 4

HR VOICE . NOVEMBER 2014

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HR VOICE . NOVEMBER 2014

FEATURED We all know a glove is not a shoe!

Qualifications, typically called certificates, diplomas or degrees are issued by a registered and accredited provider. Registration is done by the Department of Higher Education and Training (DHET) and accreditation by one of the Quality Councils – Umalusi, the Quality Council for Trades and Occupations (QCTO) and the Council on Higher Education (CHE).

It seems so obvious that a person would not try to put a glove on a foot or a shoe on a hand. These are both vital parts of our body protected by very important clothing items but they are clearly very different.

Professional designations on the other hand are granted by a recognised professional body. SAQA recognises professional bodies in terms of the NQF Act. Designations are unique to each professional body and words like chartered and certified are typically used to give stature to the designation.

Despite the advocacy and communication efforts of the South African Qualifications Authority (SAQA) and the over 60 SAQA recognised professional bodies, many people still do not know and appreciate the difference between a professional designation and a qualification. They often call a designation a qualification or in the analogy a glove a shoe!

There are a few more important things to bear in mind: 1. A provider cannot be a professional body and similarly a professional body cannot be a provider. In other words, a professional body cannot offer qualifications and a provider cannot offer designations.

2. A qualification is conferred for life and cannot be taken away while a designation is conferred for a specific period and can be withdrawn if the holder does not comply with the specific rules of the professional body.

Professional Body

Professional Designation

Provider

Qualification

This resultant miscommunication and misunderstanding often leads to time and money being wasted and in some cases general frustration. The following simple grid is used to explain the basic differences.

3. A designation is in the majority of cases not a licence to practice. A licence to practice is issued by a regulatory body. In some cases the regulatory body may recognise the designation and or qualification in issuing a licence.

4. A professional designation is always underpinned by an underlying qualification.

So let’s look at an example. The South African Institute of Chartered Accountants (SAICA) is the SAQA recognised professional body for Chartered Accountants. Chartered Accountant CA(SA) is the SAQA registered professional designation that SAICA confers of candidates that meet all their criteria. The underlying qualification required by SAICA is typically a Bachelor of Commerce Honours with specific modules in accounting, auditing, finance and tax. It must be pointed out that IRBA is the regulatory body that in close collaboration with SAICA issues accountants with a licence to practice.

Another example is the Financial Planning Institute. They confer the designation Certified Financial Planner (CFP™). They require all candidates to have either a Bachelor of Commerce Honours in financial planning or a Post Graduate Diploma in

FEATURED . PAGE 6

HR VOICE . NOVEMBER 2014 Financial Planning before they can aspire to being certified as a CFP. The Financial Services Board is the regulatory body that issues the FAIS fit and proper licence.

BEING UP TO DATE WITH THE TIMES

ALWAYS WINS!

And a final example, the SABPP is a SAQA recognised professional body for Human Resources practitioners. One of its SAQA approved designations is the Chartered HR professional. The underlying qualification is an Honours degree in HR management and practice.

You may ask why this is important…

In my view the most important reason is the safeguarding of the public that the professional serves. Being well qualified (educated) is only one part of the equation; having the right professional designation is the other half. Being professionally designated means the professional also has the experience and ethical standard needed to deliver a professional service.

And so a CA(SA), a CFP and a CHRP are all special. They are people clients can trust to have the knowledge, skills, insight, experience and ethics associated with their field.

SAQA’s foresight to ensure that professional bodies and professional designations were incorporated into the NQF Act must be congratulated. In due course SA incorporated will gain the significant benefit of this transformative legislation. The good news is that the SABPP is part of this revolution.

REGISTER NOW! professional@sabpp.co.za

From now on let’s call a shoe a shoe… getting the terminology right is important.

John Arnesen

FEATURED . PAGE 7

HR VOICE . NOVEMBER 2014

HR AUDIT Announcing our HR Auditors

For more information on HR Auditing, contact the SABPP Audit Unit on (011) 045 5400 or hraudit@sabpp.co.za

HR TODAY

SA BOARD FOR PEOPLE PRACTICES DAILY NEWS

FOLLOW OUR BLOG www.hrtoday.me

HR AUDIT . PAGE 8

HR VOICE . NOVEMBER 2014

PROFESSIONAL SERVICES Does your HR team meet the National HR Standards?

If you require a high level presentation to your HR team, please contact us on events@sabpp.co.za and we will gladly send an HR leader to your organisation.

CONTACT US

executiveoffice@sabpp.co.za

Open days in-house presentations The SABPP team members are available to visit your organisation to share progress with key projects, and help HR teams to register as professionals in accordance with the NQF Act. We have visited a number of leading organisations such as MTN, Netcare, Media 24, Transnet, City of Cape Town, Pick n Pay Group, Stefanutti, SARS, SABC, SABS, Vaal University of Technology, Wits University, Hatch Goba, AECI, Ethekwini Municipality, Mogale City, Omnia, Department of Home Affairs, NEF, AVBOB, Transnet, PRASA, Metrorail, Office of the Public Service Commission, Heineken SA and Murray and Roberts.

To arrange a visit to your company for more information about the HR Standards Initiative or professional registration, please contact Kenneth on kenneth@sabpp.co.za

Advertising HR jobs HR jobs can be advertised cost effectively on our website, reaching thousands of HR practitioners.

CONTACT KENNETH kenneth@sabpp.co.za

Professional registration Over the past month we received a number of enquiries regarding new memberships. Please encourage your colleagues who have not yet registered with us to visit the website pages which answer all the questions about registration. http://www.sabpp.co.za/professionalservice/be-a-professional/.

A corporate membership option has been created to offer discounts for organisations seeking to register ten (10) or more HR practitioners. Corporate members will receive the same benefits as individual members, but will also receive at least one personal visit per year by the CEO, or a SABPP board member or mentor to update them on developments in the HR field. In addition, corporate members have automatic seats at board committees and may influence decision-making and projects.

Each individual still needs to complete an individual registration form, but one person inside the company acts as the central coordinator. The corporate registration discount fee structure is as follows:

NUMBER OF REGISTRATIONS

DISCOUNT ON REGISTRATION FEE

10 – 14

HR Staff members

10%

15 – 20

HR Staff members

15%

21 – 50

HR Staff members

20%

51 – 100

HR Staff members

25%

101 - 150 HR Staff members

30%

151 - 200 HR Staff members

35%

201 - 300 HR Staff members

40%

HR Staff members

45%

301 +

For more information please contact professional@sabpp.co.za

PROFESSIONAL SERVICES .

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HR VOICE . NOVEMBER 2014

SABPP News in brief Xolani Mawande Operations Manager SABPP

2. Student Chapter Xolani Mawande and Malebo Maholo presented to third year HR students at UJ Soweto Campus courtesy of the invite from lecturer Hennie van Graan who is really the number one supporter of SABPP at the campus. Hennie even offered to pay for the first five students who were willing to join and drive the student chapter.

1. SABPP Staff Desk The team took a break from its busy schedule to go out and celebrate Heritage Day on the 25th of September 2014. It was such great fun for the SABPP team. SABPP is now leading in implementing the standards. Staff members are now going out of their way to ensure that standards are fully implemented at SABPP. Well done guys.

Ultimately Xolani and Malebo had to go back to present to the second year students. The interim committee presented to the first year students. During the presentation Xolani handed over the certificates to the first ten students who had registered.

The student chapter is now in formation stage. Watch this space. From the look of things UJ is set to be the most active student chapter ever seen. Thank you Hennie and your team.

Sarie is getting married. Congratulations Sarie.

SABPP staff led by the CEO wished Sarie all the best and they gave her some words of advice. Was that experience talking?

PROFESSIONAL SERVICES .

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HR VOICE . NOVEMBER 2014 3. State of the Nation breakfast Marius Meyer, Penny Abbott, Xolani Mawande and Malebo Maholo attended a breakfast on behalf of SABPP on the state of the nation. Justice Malala presented on the state of South Africa while Clem Sunter presented on the state of the world.

The presentations were eye openers particularly to the HR community.

6. WC committee vice-chair visits head office Zuko Mlonyeni, SABPP Vice-chair person in the Western Cape was recently in Johannesburg and he took time to visit the office for an update on the forthcoming HR standards conference in Cape Town (19 November).

4. MOA signed SABPP signed an agreement with CGF Research top specialists in corporate governence. The two CEO’s, Marius Meyer and Terry Booysen are proud of this MOA that will benefit both HR Managers and Company Directors. The alliance will help the two organisations to support common values for a sustainable South Africa. The agreement will benefit our members who will have access to all restricted material on corporate governance.

5. Talent blueprint conference The North West University Mafikeng campus hosted a conference at Sunnyside hotel in Parktown. Our CEO Marius Meyer was one of the esteemed presenters where he shared on the new talent management standard for South Africa.

FACEBOOK/SABPP LIKE OUR PAGE

PROFESSIONAL SERVICES .

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HR VOICE . NOVEMBER 2014

LEARNING AND QUALITY ASSURANCE On 17th & 20th October we hosted the following training providers for obtaining their accreditation with SABPP.

University of South Africa for HR Programme and Industrial Psychology comprising of 16 qualifications ranging from Degree to Doctorate qualifications. Prof Heinz Schenk collected the accreditation certificate.

Maseko Consulting Services obtained full accreditation on several unit standards specialising in Labour Practices. We had Professor J Maseko attending this event.

Academy of York (distance learning methodology) has extended its offering with SAQA ID 93994: National Diploma: Labour Relations Practices: Dispute Resolution. Credits 241 (94079 - Legislation and Human Resource Support) NQF Level 5. The staff members of Academy of York was represented by Ms Carina and Kirosha at this event.

Fernwood Business College (Pty) Ltd (distance learning methodology) has obtained renewal accreditation for FET Certificate: HR Management and Practices Support, SAQA ID: 67463, NQF Level 4, Credits 140. Mrs Janine Hesp – Quality Assurance Manager attended this event.

LEARNING & QUALITY ASSURANCE .

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HR VOICE . NOVEMBER 2014

VIP Leadership & Strategic Coaching & Mentoring Institute (Pty) Ltd has provisional accreditation on 2 unit standards addressing mentoring and coaching.

The director Mr Bill Price collected the accreditation certificate.

Historic moment for Learning and Quality Team Lifetime Achievement Award The CEO Mr Marius Meyer and Vice Chairperson Dr Linda Chipunza who is responsible for quality assurance have approved the criteria for recognising people towards lifetime achievement awards. Do you know of any person that meet the following minimum criteria? (if yes, then contact Kathleen at Kathleen@sabpp.co.za. Cut off date is 7th of November)

Eligibility The Lifetime Achievement Award is SABPP’s most prestigious Award presented by the SABPP Learning and Quality Assurance and Learning Growth and Development Initiative Committee to an individual who has: • An established history of distinguished service • Made a lasting contribution to Learning and Development (L&D) practice and or learning provision • Has forward thinking and approach to practices.

• Has influenced, inspired and implemented changes towards improved performance.

• Exhibited leadership and provided inspiration to others in the sector • Positively influenced L&D on industry impact, national or international level.

AMT Placement Services and Training has obtained their provisional accreditation on several unit standards addressing disciplinary action. The director Mr Wikus Ehlers collected the accreditation certificate.

The Lifetime Achievement Award is an individual award in recognition of a person’s outstanding contributions to the L&D sector. These contributions may be a new innovation, new knowledge, or ways to improve professional practice.

Importantly, the contributions should be above and beyond everyday practice and have had a long lasting impact in the sector.

Nominees should have: • Made a positive impact on the L&D sector at either territory or national level; • 20 years, or more, of sustained service to L&D; • A body of work that has had substantial impact in the field of learning and talent development. Over an extended period of time, this person has advanced the knowledge and practice of several areas of learning and development; • The evidence of the impact of their work in the field of learning and development, including influence on practitioners, organisations, thought leaders, and research; • Earned recognition by other industry, training, education or employer groups; • The respect of professional peers; • Have received general acknowledgement as having reached a pinnacle of their profession or industry; • Demonstrated, over an extended period of time a contribution which has included either research, industry achievement, professional leadership and service to the L&D community • Personal integrity.

LEARNING & QUALITY ASSURANCE .

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HR VOICE . NOVEMBER 2014

This year the Learning and Quality Assurance Department is doing its Corporate Social Investment (CSI) initiative by supporting “Randburg Clinic School” which caters for Special Needs Learners with Severe Behavioural Disorders and Autism. To start our support we invited the principal Mr R Batchelor to collect the first batch of gifts comprising of books and toys. These items were sponsored by individuals Ms Paula Teigao - Maccuavlei Training Academy, Ms Michelle Ally – University of Johannesburg and Naren Vassan – SABPP.

NOT AT THE CUTTING EDGE OF YOUR

HR Profession?

We want all professional members and SABPP Accredited Training providers to donate any of the following items: 1. For the Hostel – blanket, beddings, furniture 2. For the Art classes – Magazines, Library Children Book 3. Clothing Drive – old kiddies’ clothes, shoes, and sportswear.

4. Run a programme with them – use our expertise and skills to make an impact in the lives of the children 5. Sponsor families towards their hostel fees.

The collection of these goods and pledges will be facilitated on the 5th December 2014, Regenesys Business School at 12h00 at the 2nd Annual Learning and Quality Assurance year-end function.

REFER A FRIEND FOR PROFESSIONAL REGISTRATION

LEARNING & QUALITY ASSURANCE . PAGE 14

HR VOICE . NOVEMBER 2014

EVENTS Ethics Workshops FOUNDATIONS

Tuesday 11th November 2014 Foundations (the first workshop in a series of three), will cover personal ethics and professional conduct as mandated in the SABPP’s Code of Conduct. Interactive discussions, facilitated by experienced practitioners, will help to bring the Code of Conduct to life and show how the Code can assist and support in dealing with the many ethical dilemmas that HR practitioners face in their daily work.

BOOK NOW

DRIVING ORGANISATIONAL ETHICS

Tuesday 3rd February 2015 Driving Organisational Ethics (the second workshop in a series of three), covers aspects of Corporate Governance, Social and Ethics Committees as well as how to strategise and implement programmes to set ethical standards, monitor the ethical climate and support the improvement of the climate.

BOOK NOW

COURAGEOUS LEADERSHIP

Tuesday 24th February 2015 Courageous Leadership (the third workshop in a series of three), is designed for the more senior HR practitioners and will assist them in building networks and discussing their dilemmas with supportive fellow professionals.

BOOK NOW

@SABPP1

JOIN THE DISCUSSIONS #hrstandards

Events . PAGE 15

rom Standards Auditing to 2014 Certification. . NOVEMBER HR VOICEto

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Events . PAGE 16

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HR VOICE . NOVEMBER 2014

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HR VOICE . NOVEMBER 2014

INDUSTRY NEWS Innovation through employee engagement in problem-solving Marisa Robinson Outsourced Training Solutions, a Business Partner of Solutions Connect. Ethics Trainer for SABPP. The faster we move in the business world and the more connected we become to our communities in which we do business, the more important it is for us to become innovative in the way we operate and solve problems.

Innovation is not simply about creating new products: it is about discovering new ways to: • • • •

meet customer needs; simplify processes; creatively approaching problem situations; and improve return on investment for your company.

In an age of modern technology, the act of innovation becomes an even greater challenge and, with so many new ideas available, the drive towards selecting and executing the right ideas and bringing them to the market before your competitors has become more imperative than ever.

The result is that the driving forces behind innovation – previously technology and control of quality and cost – have moved away from focusing on efficiency and are now directed towards promoting creativity and growth in your business.

This implies including employees in the problem-solving and decision-making processes and advancing towards improved competitiveness.

Your employees are one of your greatest resources. Therefore, providing an opportunity for them to contribute to problemsolving and decision-making will certainly promote innovation

and creativity in the workplace; improve overall productivity and processes; and will help your company forge ahead of the competition.

Innovation can come from the most unlikely of sources. Firstline employees are not simply workers: they can be more than mere cogs in a machine. They can be your problem-solvers, your innovators and your change agents.

Companies that have developed worker-driven, problemsolving systems generally find that the employees are more likely to invest increased effort in their work. These companies experience lower turnover and absenteeism; demonstrate more resilience; and often reveal innovative solutions to their business problems.

One excellent example of the profitability advantage of listening to employees is the El Cortez Hotel in San Diego. The hotel management decided to install an additional elevator to better serve their guests. Plans were drawn which would require cutting holes in each floor to accommodate the elevator shaft.

A janitor, concerned about the mess and inconvenience to the guests (due to the hotel being closed during construction), suggested placing the elevator on the outside of the building.

At the time this had never been done before.

The architects and engineers investigated this idea they agreed and now we see external elevators all over the world. The janitor’s idea saved the: • El Cortez money because they did not have to close during construction, • Employees from losing salary and • Major clean-up costs related to the construction of the new elevator.

Another example of how employees can help your business is American Airlines, who implemented a suggestion programme for employees called “IdeAAs”. Based on suggestions from its employees, the Airline was able to generate of $50 million in the first year of implementing this programme. They used this money to buy a new Boeing 757.

American Airlines has reported that they continue to generate millions of Dollars’ worth of savings through this programme each year and, as an added incentive to continue this trend, they re-invest a portion of the savings back into the employee suggestion programme through rewards and other incentives.

Engaging employees in the problem-solving process requires

Industry News . PAGE 18

HR VOICE . NOVEMBER 2014 a change in the way your company thinks and operates. This fundamental change in the way you operate can prove difficult and requires a long-term commitment from management. On the plus side, though, developing and encouraging a culture of including employee-input in your company can result in revitalisation and improved sustainability of the business.

Involving employees in problem-solving results in a process that includes the following steps:

1. Figure out the problem you are trying to solve.

This is the most critical step. It is important to make sure you’re attempting to solve the right problem and not trying to provide a fix for something that isn’t “broken”. To do this you need to ask the right questions. Asking simple questions like ‘what do our competitors do better than us?’ or ‘what’s missing from our product or service that would make it better?’ can go a long way towards identifying what you need to address.

Who can help you identify the problem? Consider the answers to these questions: How often do your employees make “suggestions” to improve things in the company? Do they have an opportunity to share, invest in the company, and to help the company grow?

2. Analyse the problem.

In order to analyse the problem you need to turn the problem upside down and inside out. Focus on how often the problem occurs; what the potential causes are; and what (if any) unique circumstances exacerbate the problem. In addition, consider the timeframe of the problem. How long has the problem been present? Have circumstances deteriorated with time and are there any factors that might cause this to continue in the future?

Do your employees have new insight into what is involved in the problem? They are the ones on the inside, operating your machinery, dealing with your customers, and producing the products, etc.

3. Clarify the criteria for making a decision.

Establishing what you want to achieve is the basis for determining the criteria for your decision-making. Identify all criteria that will factor into the decision-making process.

Which of these criteria is most important? Will the decision be based solely on existing standards or are there any unique standards that need to be used?

and objectively evaluate as many alternatives as possible by assessing the pros and cons of each to ensure that the solution you’re pursuing is the most competitive, and therefore, the most profitable one.

The best solutions can often emerge from the heart of a business—its employees. Involving your employees in the process of identifying innovative solutions requiring fresh perspectives and new insights may not be easy. It generally requires long-term commitment; the ability to handle trial and error; creating a learning environment; and a willingness to involve and listen to employees during the problem-solving process.

5. Pick the best solution Once all the options have been evaluated and the best solution identified, it is your employees who will be responsible for implementing the change. This is one of the many reasons for involving them in this process from the start.

They will also be responsible for monitoring the effectiveness of these changes; reporting on progress; and making suggestions for any additional adjustments that may be required. It stands to reason, therefore, that considering their contributions from the outset will improve the chances of successfully implementing any changes that are required and will facilitate accurate feedback on progress.

Developing problem-solving skills in your organisation Creating a culture of employee-driven problem-solving within your company means that you also need to ensure that employees are sufficiently equipped to identify, analyse, evaluate and solve problems. Providing training in problemsolving skills will most definitely help strengthen the process of developing this culture.

Problem-Solving Techniques@Work is a two-day workshop that introduces learners to a process for solving problems.

For more information, contact Marisa Robinson on 084 294 9117 or at marisa.robinson@zsd.co.za Reprinted with permission from Solutions Connect newsletter: http://www.solutionsconnect.co.za/innovation-employeeengagement-problem-solving/?utm_source=Solutions+Con nect+Newsletter&utm_campaign=990afcaa7e-Newsletter_ June_20146_27_2014&utm_medium=email&utm_ term=0_0fefcb0c44-990afcaa7e-50196229

How will your employees have an opportunity to contribute to the solution? We have already determined that they can be a valuable resource in the problem-solving process, so how do you best utilise this resource?

4. Explore all the options.

The first solution you come up with is not necessarily the best solution, so don’t stop at the initial solution. Instead, identify

Industry News . PAGE 19

HR VOICE . NOVEMBER 2014

Leading the leaders: Helping HR take a strategic lead in the age of a greener economy If you think of companies leading the sustainability charge in South Africa, who do you think of, and is your company one of them?

As business people, and members of society we are all continually bombarded by things that are wrong with the world.

A list of ‘sustainability’ challenges as long as one’s arm ranging from inequality to climate change fly around at what seems like an ever increasing rate as we strive to make our companies more ‘sustainable’, yet at the same time business goes on very much as usual.

However, somewhere in the back of our minds, we know that something big needs to change. Agricultural companies are bracing themselves for major climate shocks, state departments battle the seemingly insurmountable challenge of joblessness and the mining industry is violently faced with social rebellions arising from widening inequality gaps – to name but a few provocations.

Fortunately, there are also those who are beginning to make a real difference; individuals and organisations which, through hard work and pioneering spirit, are leading the way to a greener economy. Their efforts lead us back to the original question we posed: Are your employees among those leading this charge?

And if not, what strategic role can we as HR managers play in changing this?

Increasingly, as HR Managers, we are required to take cognizance of both the external and internal operating environments of

the business. We are required to lead ourselves and to create leaders in our wake. If the leadership and supervisory training done over the last two decades has been successful, where are the leaders? Perhaps it is because the increasing demands in the economic, social and environmental spheres require a different kind leadership? A growing number of HR Managers are turning these challenges into opportunities, which have given their companies the competitive edge.

Out of necessity, they have oft sought forgiveness rather than permission, as they have put their visions into practice. This has been achieved, for example, through strategies relating to recruitment & talent retention, incentives for exceptional performance, increasing individual and corporate capacity, employee wellness programmes and CSR interventions. The role of HR is changing significantly from being a strategy follower to being a strategic leader.

How can we help?

Having worked with major global and local brands such as BP, Ernst & Young and Irvin & Johnson as well as national and international public institutions ranging from local governments to United Nations bodies, our facilitation team is uniquely positioned to provide challenging, case study based learning environments for staff and leaders at all levels of business across a range of industries. We approach the learning process with an eye on measurable improvement. Students are required to complete pre-course work, participate actively in class and produce a workplace related, practical assignment following the course. It is fun, but not an easy ride!

There is a growing number of HR Managers who are taking the lead. Take a chance!

Luke Metelerkamp & Robin Anne Murray Written by Luke Metelerkamp and Robin Anne Murray following an intervention in March 2014, convened by the commercial arm of the Wits University, concerning Leadership and Environmental Sustainability.

NOT AT THE CUTTING EDGE OF YOUR

PROFESSION? REGISTER NOW! professional@sabpp.co.za

Industry News . PAGE 20

HR VOICE . NOVEMBER 2014

Size doesn’t matter in fraud prevention While most business people can talk with ease about fraud and corruption, they have more difficulty talking about the ethical conduct that they would like to see in business. Very simply, business ethics revolve around actions that balance self-interests with the interests of others, and with the greater good. Taking or assigning responsibility for ensuring that business ethics is being practiced is however not as simple.

For larger companies, it has become common practice to appoint an ethics officer. This incline in the appointment of ethics officers is mostly due to the various corporate governance developments and regulations. Smaller companies or organisations aren’t as strictly governed and regulated, and might therefore be unaware of the value of appointing an ethics officer.

“There are many sound business reasons supporting the rationale for creating a position for an ethics officer, no matter the size of the organisation,” says Professor Deon Rossouw, CEO of the Ethics Institute of South Africa (EthicsSA).

“At a broader level, widespread adoption of King III and similar codes, and the integration of many of its principles into law (such as the Companies Act) is testimony to the fact that good governance makes for good business. In the public sector, the Integrity Management Framework, which was adopted

by Cabinet in 2013, requires that all national and provincial departments have an ethics officer.”

According to Professor Rossouw, these codes and regulations came into existence because there is a business need for them, but businesses don’t necessarily understand what value an ethics officer can offer to the company. It is however easy to determine whether a business requires an ethics officer, with the following signs being the most obvious.

Employees are unsure of how to deal with unethical conduct

The business environment is much more complex than it used to be, and its complexity is increasing. Navigating tricky ethical issues is increasingly something that requires professional expertise—common sense on its own (always in short supply anyway) is no longer a reliable guide. Ethics officers become the de facto helpline for company employees on all ethical issues.

Stakeholders are concerned about fraud in the business

Investors, business partners and customers all are asking harder questions to ensure that companies with which they do business are ethical. As the 2013/2014 Global Fraud Report shows, global fraud is on the increase. An ethics officer acts as a signal that the company is serious about maintaining a high ethical standard.

Whistle-blowing data not analysed

Ethical officers act as a clearing house for all ethical issues.

Noteworthy added value they bring is the analysis of a company’s whistle-blowing data to look for trends.

“Ethics officers are often appointed from amongst a company’s own staff in addition to other duties, and that is certainly a good option for smaller companies,” Professor Rossouw concludes.

“However, training and certification are absolutely essential to ensure that the ethics officer is empowered and can deliver the maximum business value.”

EDITORS NOTE: EthicsSA is currently the only organisation certifying individuals as Ethics Officers in South Africa and in Africa.

More information as well as a list of certified ethics officers is available at www.ethicsa.org

Double standards for unethical conduct

An ethics officer is more than a signal or a guarantee of a company’s bona fides. He or she can help to prevent fraud, corruption and other malpractices from occurring by actively managing corporate ethics and building an ethical culture.

Ethics tends to be an all-or-nothing game, and companies that tolerate unethical behaviour in certain areas quickly become rotten. Poor employee morale, high staff turnover, constant litigation: all of these cost money and time, ultimately acting as a brake on growth.

LINKEDIN/SABPP JOIN THE DISCUSSIONS

Industry News . PAGE 21

HR VOICE . NOVEMBER 2014

announced their 2014 winners recently Top Employer Industry Leaders (Number 1 in their industry sector) are: AUTOMOTIVE; TRANSPORT & LOGISTICS:

Imperial Group Ltd

HEALTHCARE SERVICES:

Becton Dickinson (Pty) Ltd

PHARMACEUTICALS:

Pfizer

TELECOMMUNICATIONS:

MTN

CHEMICALS:

BASF South Africa (Pty) Ltd

TECHNOLOGY SERVICES:

Dimension Data

CONSTRUCTION SERVICES:

Hilti South Africa

PUBLIC SECTOR:

Coega Development Corporation

MINING:

Kumba Iron Ore

PETRO CHEMICALS:

Sasol

FINANCIAL SERVICES; INSURANCE:

Old Mutual

PROFESSIONAL SERVICES:

Accenture SA (Pty) Ltd

IT:

Microsoft

RETAIL:

Clicks Group Limited

FMCG; MANUFACTURING:

Unilever South Africa

Top Employers South Africa 2015 are (in alphabetical order): • • • • • • • • • • • • • • • • • • • • •

Abbott Laboratories South Africa (Pty) Ltd AbbVie South Africa Accenture SA (Pty) Ltd Adidas South Africa (Pty) Ltd African Rainbow Minerals Limited AfriSam (South Africa) (Pty) Ltd Airports Company South Africa SOC Ltd Anglo American Platinum Limited Avanade South Africa (Pty) Ltd BASF South Africa (Pty) Ltd Becton Dickinson (Pty) Ltd British American Tobacco South Africa Clicks Group Limited Clientèle Coca-Cola South Africa Coega Development Corporation CSIR Denel Land Systems incorporating Mechem, a division of Denel SOC Ltd. Dimension Data DHL Express South Africa Dow Southern Africa (Pty) Ltd

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

ENSafrica EMC Computer Systems South Africa (Pty) Limited Estée Lauder Companies (Pty) Ltd, EY South Africa Foskor (Pty) Limited G4S South Africa Goodyear South Africa (Pty) Ltd Group Five Hilti South Africa Howden Africa (Pty) Ltd IBM South Africa (Pty) Ltd Imperial Group Ltd Joburg Market (Pty) Ltd Kimberly-Clark of South Africa Kumba Iron Ore Legal Aid South Africa Liberty Group Limited Thermo Fisher Scientific – Life Sciences Solutions Group, McCarthy Volkswagen/Audi Merchants SA (Pty) Ltd Microsoft MTN Mutual & Federal Neotel (Pty) Ltd Novartis SA (Pty) Ltd Novo Nordisk (Pty) Ltd NWK Limited/Beperk Old Mutual OneLogix (Pty) Ltd Orion Group Peninsula Beverage Company (Pty) Ltd Pfizer PwC Safripol (Pty) Ltd Saint-Gobain South Africa Samancor Chrome Limited Samsung Electronics SA (Pty) Ltd Sanofi South African National Roads Agency SOC Limited SAP Africa SAS Institute Sasol Sedibeng Brewery Simba (Pty) Ltd STANLIB SITA SOC Ltd Tata Consultancy Services (SA) (Pty) Ltd Telesure Investment Holdings (Pty) Ltd Telkom SA SOC Limited The Effectiveness Company The SPAR Group Ltd Total South Africa (Pty) Ltd Unilever South Africa Vodacom Group Ltd Volkswagen Group South Africa Webber Wentzel

Top 10 overall winners are: • • • • • • • • • •

Unilever South Africa Accenture SA (Pty) Ltd EY South Africa Old Mutual Microsoft SAP Africa Tata Consultancy Services (SA) (Pty) Ltd Coca-Cola South Africa Kimberly-Clark of South Africa Sasol / Clicks Group Limited

Industry News . PAGE 22

HR VOICE . NOVEMBER 2014 Issued by the Top Employers Institute Find the comprehensive list of Top Employers 2015 www.top-employers.com Read more about the Top Employers research methodology at www.top-employers.com/how-it-works/Certification-process For participation queries visit www.top-employers.com/en/About-us/Contact Follow the Top Employers Institute on Twitter: @TopEmployers_SA

TIME

11:00- 11:30AM (CAT)

DATE

26 NOVEMBER (Wednesday)

MODULE 4

Hiring for Success- Do you have the right skills on board?

TIME

11:00- 11:30AM (CAT)

To register for the module contact: zamarketing@shl.co.za CEB’s SHL Talent Measurement

Workforce Planning Webinar Series: What value does HR bring to the business, if not to be a strategic business partner in the alignment of business needs and objectives to the workforce?

Prove the value of Talent Measurement by making insight led workforce decisions for 2015.

Join us for our four-part webinar series and determine whether your talent can support the business strategy in 2015 and beyond.

Listen to real case studies about successful talent measurement outcomes implemented by global companies across the world and see how those strategies can change businesses like yours.

Register & Attend the modular series on the following dates: DATE

5 NOVEMBER (Wednesday)

MODULE 1

The Strategic Role of HR in Workforce Planning

TIME

11:00-11:30AM, (CAT)

DATE

12 NOVEMBER (Wednesday)

MODULE 2

Turning Talent Insight into a Real-World Strategic Advantage

TIME

11:00- 11:30AM, (CAT)

DATE

19 NOVEMBER (Wednesday)

MODULE 3

Demonstrate ROI through Maximising your People’s Potential

Industry News . PAGE 23

HR VOICE . NOVEMBER 2014

PARTNERSHIPS Special offer for employers with less than 200 employees

HOW DIFFERENT WOULD YOUR LIFE BE IF SOMEONE DIDN’T TELL YOU ABOUT

SABPP?

EMPLOYEE ENGAGEMENT SURVEY – FREE PARTICIPATION – LIMITED OFFER TO THE FIRST FEW TO APPLY We can now offer you, as an SMME employer, participation in an employee engagement survey conducted by UNISA researchers. This survey was designed and validated by academics in partnership with the SABPP for South Africa, taking into consideration the unique circumstances of the South African work environment.

Your employees can be surveyed on an anonymous and confidential basis. You will receive a 3 page report from the project benchmarking your organisation’s results against the national results obtained so far in the project.

To register your interest please contact martin@unisa.ac.za or nienah@unisa.ac.za as soon as possible.

Options for larger employers Employers with 200 or more employees are encouraged to also participate in the project. A very reasonable fee plus VAT per standard report will be charged, depending on size of organisation. On-site presentations can also be arranged, with speakers drawn from a joint SABPP and UNISA pool of experienced facilitators. Contact hrri@sabpp.co.za for details.

REFER A FRIEND FOR PROFESSIONAL REGISTRATION

PartnerShips . PAGE 24

HR VOICE . NOVEMBER 2014

STUDENT CHAPTER CPUT HR Student Chapter The CPUT SABPP HR Student Chapter had its first annual fundraising event at CPUT’s market day on the 29 September 2014 hosted by the Department of Student Affairs at the Cape Town Campus.

The aim of the event was to afford students the opportunity to sell their own hand made goods, food and clothing in order to raise funds.

The Chapter was responsible for sourcing its own merchandise and marketing of the event. Leading up to the event the groups’ social media page was used to spread the word amongst HR students, friends, and business faculty staff members for encouragement to come and offer support on the day.

Goods were sponsored by friends, colleagues and fellow students. On the 24th September committee members on the Chapter met and put together some handmade items to be sold at Market Day. The day was spend brainstorming, painting, cutting, pasting and setting up a mock table in preparation for Market Day. The first fundraising attempt by the Chapter was a huge success and proceeds of the event will be used toward the 2015 events that the Chapter is currently planning.

The Chapter would like to thank all the HR students full and part time, the HOD of the Business Faculty, Business Faculty lecturers and administrative staff for their support and contribution!

Rochall Daniels CPUT HR Student Chapter Member

STUDENT CHAPTER . PAGE 25