March 2017: Sector Education and Training Authorities (SETAs) are primarily funded by the skills development levies paid by South African companies with payrolls of over R500 000. However, companies narrowly viewing the SETA governing their industry just through the lens of compliance may very well be missing out on optimising on the various benefits built into their statutory obligations.
This is the view of Richard Rayne, CEO of iLearn - a leading South African learning solutions company, who explains that there are tangible gains to be made that range from yearly rebates and boosted B-BBEE scores to strategically setting your business on a road to success.
“Firstly, it’s important for businesses ranging from the largest corporations to qualifying SMEs to really understand the role of the SETAs,” comments Rayne, “The context of addressing skills shortages in South Africa is far from just a Government concern. It impacts directly on the present and future achievements of businesses, big and small.”
“To remain at the summit, it is absolutely critical to possess both learning agility and emotional intelligence in managing one’s self and others.”
On a recent visit to KZN I was fortunate enough to touch base with some friends and colleagues for an afternoon catch up. Of this group of individuals, I am the only one that works within the traditional human resources discipline. Naturally, over the years I have come in for a bit of abuse around the perceived “fluffy” “tree-hugging” and “people-centric” nature of my profession. Many of the individuals within the group are CEOs, CFOs and Senior Executives in some very well known, large organisations that have delivered massive shareholder value and business growth. Over lime milkshakes (yes, even the most powerful Execs cannot resist the deliciousness that is a double-thick milkshake), the conversation turned to what makes for a successful Executive Leader in today’s world and, in particular, within the South African context.
There was a lot of debate, but the consensus around the table is that there are two “phases” one must go through in order to reach the top. Getting to the top, and staying at the top.
Read more: Getting to the top and staying there: what makes a successful leader?
The digital world is exploding around us. Developments in electronic communications, social media, applications, internet, games, wearable technology and the like are happening so fast that workplace rules cannot keep up. Employers are nevertheless obliged to take reasonable steps to address these issues and minimise potential liability.
Introduction
Workplaces nowadays depend on computers, electronic communications and digital information. Most people have smartphones and access to social media. The world of Big Data has arrived, and it is beginning to affect employers and their decision-making in ways undreamed of even a few years ago. The advantages and risks of the digital world are now inextricably linked with HR issues (e.g. harassment, discrimination, diversity, privacy), operational security and reputational/financial risk exposure. The issues that can arise are brand new or develop in a context that makes the past compliance dispensation difficult to apply.
Employees need to be educated about the risks to the employer as well as to themselves related to the use of electronic devices and computer systems – what some may regard as obvious, others may be oblivious to. An employer may find itself legally responsible for the actions of an unwitting employee. A workplace policy in this regard has become essential to all businesses – no matter how big or small.
What should such a policy contain?
Read more: Electronically exposed: What your employees should know
BY lvan lsraelstam, Chief Executive of Labour Law Management Consulting. He may be contacted on (011) 888-7944 or 0828522973 or on e-mail address:
It is a management prerogative to know all facts about a prospective employee that are relevant to a job application. That is, the employee is obliged to:
DIVULGING RELEVANT INFORMATION
For example, where an employee applies for the job of a driver he/she would be required to divulge that he/she does not have a driver’s licence.
However, where the information withheld is not relevant to job suitability it would be dangerous for the employer to act against the employee. For example, in Sylvester vs Neil Muller Constructions (2002, 1 BALR 113) the employee
Read more: Management prerogative not an automatic licence to fire employees with false credentials
BY lvan lsraelstam, Chief Executive of Labour Law Management Consulting. He may be contacted on (011) 888-7944 or 0828522973 or on e-mail address:
It is a management prerogative to know all facts about a prospective employee that are relevant to a job application. That is, the employee is obliged to:
DIVULGING RELEVANT INFORMATION
For example, where an employee applies for the job of a driver he/she would be required to divulge that he/she does not have a driver’s licence.
However, where the information withheld is not relevant to job suitability it would be dangerous for the employer to act against the employee. For example, in Sylvester vs Neil Muller Constructions (2002, 1 BALR 113) the employee
Read more: Management prerogative not an automatic licence to fire employees with false credentials
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