The recent Compensation and Benefits Report, published by the Top Employers Institute, shows that Top Employers in South Africa are increasingly offering employees more benefits and non-financial rewards.
New research shows that Top Employers in South Africa are stepping up their game when it comes to offering attractive packages to employees – with a bigger choice of non-financial benefits and rewards spicing up traditional financial remuneration.
The recent Compensation and Benefits Report, released by the Top Employers Institute in October 2015 shows a clear trend towards
Read more: SA’s Top Employers offer employees more non-financial benefits
As the world becomes ever increasingly business focused, so greater emphasis is being placed on the conditions that prevail within a company.
There are now so many companies competing in the same space that in order to attract top talent, businesses are required to offer a culture that is both highly conducive to growth and understanding of employee happiness.
The days of the autocratic boss are over, in no uncertain terms. Heads of companies who fail to recognise that highly-educated individuals will no longer “carry on blindly” for the sake of a pay cheque will very quickly find themselves shoe-gazing as their more appreciative counterparts welcome their former employees with open arms.
Google consistently ranks as the best company to work for, not because its profits surpass the GDPs of some small countries, but because the tech giant understands the lives of its employees. This year, for example, it bolstered its parental benefits to the extent that both mothers and fathers can get up to
Read more: Managers and leaders: understanding the difference has never been more important
BY lvan lsraelstam, Chief Executive of Labour Law Management Consulting. He may be contacted on (011) 888-7944 or 0828522973.
The Employment Equity Act (EEA) prohibits unfair discrimination. Such unfair discrimination could include, but is not limited to, discrimination on arbitrary or subjective grounds such as race, gender, family responsibility, religion, age, disability, opinion, and trade union affiliation.
However, where discrimination takes place for purposes of promoting affirmative action, such discrimination would not normally be unfair. However, in the case of Coetzer and Others vs the Minister of Safety and Security (2003, 2 BLLR 173) the Labour Court found that unfair racial discrimination had occurred despite the fact that it had been perpetrated in the name of affirmative action.
Coetzer and his colleagues were all members of the police force’s (SAPS) explosives unit. They complained that it was unfair for them to be refused promotions in the name of affirmative action, due to the fact that they were white males.
The Court noted that
Many a true word is spoken jest: "a CFO asked the CEO "what happens if invest in our people and then they leave us?" to which the CEO replied "What happens if we don't and they stay?"" .
High performing teams that work together and collaborate effectively is not just a random event. How do they achieve the "the whole is greater than the sum of its parts"? One need to take this in the context of differences in personalities, points of view, past experiences, motivational drivers and styles of communication. How is it that each individual in a high performing team is able to:
Administrative problems insufficient reason to retrench
BY lvan lsraelstam, Chief Executive of Labour Law Management Consulting. He may be contacted on (011) 888-7944 or 0828522973.
The labour legislation that came into effect in 1996 severely hamstrung employers in the way they dealt with their employees. In 2002 labour legislation was again drastically amended to constrain employer rights even further.
While protection of employee rights is a good thing it is no surprise that employers, in the face of such powerful employee protection, look for alternative means of hiring labour instead of employing workers directly. This they do through employment agencies and labour brokers referred to as “temporary employment services” (TES) in the Labour Relation Act (LRA).
The business uses the TES staff to do the work that company employees would normally do. The TES thus frees the client from many labour law responsibilities in return for a fee.
Trade unions, who find this loophole to be a thorn in their sides, call this type of arrangement ‘Atypical Employment’ and have instigated new legislation, effective from April 2015 that severely curtails the purposes for which labour brokers.
However, common law
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