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News from SABPP - October 2015

News
 
 
 
Employee Wellness Strategy
Improving awareness on important issues in employee wellness, is intended to improve that competence element of the HRM [Human Resource Management] Standard. One of the HRM Standard objectives is to promote opportunities and guidance that enable employees to engage in
effective management of their own physical, mental, spiritual, financial, and social well-being.
 
According to the SABPP, 'HR practitioners rate their organisations as doing relatively well (compared with other elements of the Standard), but national statistics indicate that organisations are heading for financial and organisational problems related to wellness of employees'. The SABPP's related factsheet tells 'a story which, although the company described is fictional, represents a composition of real challenges, events and actions'.
 
 
The Eye of the Skills Shortages Storm
This article in the 2015 September issue of the HR Voice highlights South Africa's scarce skills gap and the urgency of addressing the related challenges. References are made to Deloitte 2015 Human Capital Trends Report.






 
 
 
 
...Other News
 
Leadership...
and the Value of Human Capital
A collaborative survey on leadership development trends, priorities, and challenges in South Africa was conducted in 2013 by Knowledge Resources across 145 private and public sector organisations with an overall total workforce of 2.7m.
 
The results revealed that 67% of the respondents perceived mentoring as the most valuable decision-making and problem solving skills tool. Communication, decision-making, and conflict management were areas that received the highest ratings. The second dominant result on the definition of leaders and leadership was that leadership is hierarchical.
 
In a 2011 Forbes opinion entitled The Decline but Not Fall of Hierarchy -- What Young People Really Want, reference was made to Millennials / Generation Y who apparently thrive in an environment with little hierarchy. Young people want to communicate and collaborate across an organisation - beyond their 'bosses', and in a relaxed environment. So while leadership hierarchy is not 'dead' it can hinder leveraging the value of human capital - particularly in the context of Generation Y.
 
The use of social media platforms across organisations have contributed to opening up hierarchy structures that limit communication and collaboration. Given the risks of misuse of those platforms, it's important to have a social media policy, guidelines, and monitoring in place to avoid risks that could negatively impact on the organisation's reputation, and non-disclosure information including intellectual property.  
 
While many companies have responded to the 'anti-hierarchy wave', it's evident that there is a need for a more consultative approach to leadership if an organisation is to leverage its Generation Y human capital.
 
Last modified onMonday, 02 November 2015 23:50

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Gary Watkins

Gary Watkins

Managing Director

BA LLB

C: +27 (0)82 416 7712

T: +27 (0)10 035 4185 (Office)

F: +27 (0)86 689 7862

Website: www.workinfo.com
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