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By Ed Jensen who can be contacted at www.accenture.com
In 2006, we find a global economy that is in dramatically better shape than in the past few years. Regardless of industry, most companies have emerged from the severe cost-cutting and bunker mentality that characterized the period from 2002 to 2004 and are looking once again
to grow their business. Along with this change in focus we once again see among companies a renewed emphasis on the workforce—specifically, how to reinvigorate, and in many cases rebuild, a corps of workers who were rocked by the economic downturn but whose skills once again are in demand. Of course, this challenge falls squarely on the shoulders of executives in charge of talent management. And as many of these individuals have discovered, divining the impact the aging workforce and other talent pool dynamics will have on their company’s ability to achieve high performance and market leadership is an extremely difficult proposition.
Download HR in the Hot Seat.pdf
By Prof. David Clutterbuck who can be contacted at www.clutterbuckassociates.co.uk
Formal mentoring programmes to support equal opportunities objectives have become an established element of the corporate development portfolio. In particular, many companies have experimented with “glass ceiling” programmes to support women in overcoming institutional and attitudinal barriers to advancement into middle and senior management. In recent years, however, a range of new diversity applications has emerged. Some enable ethnic groups in multicultural organisations to take redefine the balance between corporate culture and the cultural identities people bring with them into the organisation. Some attempt to capitalise on the inherent diversity of all employees, encouraging them to respect, value and learn from other people’s different perspectives. And some have found new ways to address the inequalities of power in organisational structures, for example by reversing the hierarchy.
Download Mentoring For Diversity.pdf
By Robert Schuetz, Mercer Consulting who can be contacted at www.mercerhr.com
going through the recent restructuring and cost-cutting wars, few senior
human resource executives question whether they are viewed as “strategic
partners” within their company’s leadership. Armed with a deep
understanding of their industries and their businesses, they have been
acknowledged as playing a key role in making the tough decisions alongside
the rest of the senior management team. However, these same executives are
facing still further change. More is expected of the human resource
function every day, but fewer resources are provided it.
Alexandra Jones, Laura Williams, Neil Lee, David Coats, Marc Cowling, The
Work Foundation who can be contacted at www.theworkfoundation.com
November 2006 a highly successful first Gauteng Global City-Region Talent
Summit was held at the
Michael C. Sturman who can be contacted at www.hotelschool.cornell.edu
goal of many pay plans is to improve employees' performance. This
investigation of pay policy assesses the effects on performance of
base-pay levels, merit increases, and lump-sum bonuses.
study shows that both "how much" is paid (the amount of the
reward) and "how" the money is paid (the relationship that
exists between performance and pay) influence employees' future
performance levels. As expected, the results show that how much you pay is
important. Both raises and bonuses increase future performance, but merit
raises had a greater effect than that of bonuses. In this study, the
benefit of a 1-percent increase in base pay was comparable to the benefit
from a 3-percent bonus. Even though the absolute level of one's salary was
not related to future performance, relative pay levels made a considerable
difference. Perhaps most important, the study also showed that how an
employee is paid can also influence performance. For merit raises, the
link between pay and performance was unrelated to future performance.
However, the extent of the pay-for-performance relationship with bonuses
was significantly related to future performance-provided the link between
pay and performance is clearly established.
Published: March 16, 2006 in Knowledge@Wharton
A Note from the Editor: After 12 years of democracy Diversity in South Africa is heavily weighted towards rights and recourses. Has this emphasis institutionalised a culture of inclusiveness that produces innovation and creativity for competitive advantage?
Weldon J. Rougeau, a long-time civil rights activist, has considered the issue of diversity from many perspectives -- as director of the office of federal contract compliance programs at the U.S. Department of Labor during the Carter administration, as president of the Congressional Black Caucus Foundation and even as a prisoner for 78 days (58 of them in solitary confinement) in a Baton Rouge, La., jail cell when he was a student activist.
But perhaps Rougeau's most poignant perspective on the current and future position of corporate diversity in America comes from his nearly 10-year run as an American Express vice president in the 1980s. "I was the only black executive in many meetings," recalls Rougeau, now an attorney with Arent Fox in Washington, D.C. "I went through a lot of things that hopefully most executives won't go through, and I had to deal with a lot of problems as one of the only black executives."
Strategy and Core Skills: HCI offers the first curriculum that incorporates core management, HR and executive leadership skills with new strategic skills that will transform your entire organisation into a talent-driven, knowledge economy competitor.
When an organization undergoes a downsizing event it is challenging to balance the mix of career transition services for separating employees and serve the best interests of the organization. Numbers often drive business restructuring decisions, but the process adds up to more than dollars. Whether transitions are strategic shifts or tactical adjustments, they all have one thing in common – they deliver results primarily through people. Which transition services will be the most effective for your separating and retained employees and meet your organization's objectives? Are there ways to balance all concerns?
Designing and delivering a career transition plan that works for all stakeholders involves multiple challenges. This paper will examine those challenges and review the practices that positively impact the success of the organization and the individuals in transition.
Downloads: The CEO’s Role In Talent Management
The CEO’s Personal Priority
The management of a company’s pool of talent is now too important to be left to the human resources (HR) department alone and has become the responsibility of the top executive. This is the main finding of a study by the Economist Intelligence Unit in co-operation with Development Dimensions International (DDI).
The study consists of interviews with 20 corporate leaders. All 20 corporate leaders interviewed for the study said that talent management is their responsibility. Of the 18 chief executive officers (CEOs) and two chief operating officers (COOs) interviewed, seven say they spend 30–50% of their working time on talent management, and a further seven executives estimate their time commitment to be about 20%, a substantial percentage, given a top executive’s crowded agenda.
The remaining executives say it is a priority and either spend 5-15% of their time on talent management or could not provide a time estimate. In the words of Tom Wilson, the COO of Allstate Corp.: “The most important thing I have to worry about is people.” And John Swainson, the CEO of CA Inc., says: “I would say on a long-term basis, as the CEO, I have primary responsibility for the issue of organisational health and ensuring that the management team remains vital, relevant and refreshed, and that we create a process to nurture and facilitate our own succession. That is one of the two or three most important things that a CEO must do.”
Insights On How Workforce Trends Are Changing The
Face Of Talent Management
Download Next Generation.pdf
research explores the current capability of HR to report on human capital
metrics and the capability needed to report in the
future. The study was conducted with 246 HR professionals and business
leaders in the
Download Metrics that count.pdf
By: David Forman, Chief Learning Officer, Human Capital Institute
In Malcolm Gladwell's book, an innovation or change can suddenly appear through small, almost incremental steps, none of which by itself is especially noteworthy. But the combination of these seemingly minor events can cause organizations to be shaken, countries to be impacted and people to break out of established behavioral patterns. What could not be accomplished in one grand wave of the baton is, in fact, being accomplished by different pieces of the puzzle coming together at just the right time. We are in the midst of such a sea change in the field of talent management. This new approach to managing companies and people has not yet become a clearly articulated science. There is still too much to understand and learn about the shifts occurring before us. But there is an emerging set of practices, especially as evidenced by industry-leading companies that are moving talent management to its tipping point .
By Robin Athey Deloitte Services LP who can be contacted at firstname.lastname@example.org
Despite millions of unemployed workers, there is an acute shortage of talent: science educators to teach the next generation of chemists, health care professionals of all stripes, design engineers with deep technical and interpersonal skills,and seasoned marketers who understand the Chinese marketplace. Resumes abound, yet companies still feverishly
search for the people who make the difference between 10 percent and 20 percent annual growth, or between profit and loss. Critical talent is scarce, and about to become much more scarce because of two looming trends: the retirement of the Baby Boom generation and a growing skills gap. By “critical talent,” we refer to the groups and individuals that drive a disproportionate share of their company’s business performance and generate greater-than-average value for customers and shareholders. A company’s critical talent possesses highly developed skills and deep knowledge—not just of the work itself but also of “how to make things happen” in the organization. Without these people, organizations could not achieve their strategies. (See sidebar,“Who Is Critical Talent?”)
By Matthew C. Brush and Donald H. Ruse who can be contacted at www.sibson.com
How Corning Links Business and HR Strategy to Improve the Value and Impact of Its HR Function
The HR function at Corning, Incorporated, considers human capital planning (HCP) a critical business process because of its transformational impact on the value the function delivers to the business and the way it delivers that value. With HCP, HR has the opportunity to get and keep a seat at the strategic decisionmaking table. Corning uses HCP to improve its ability to identify human capital implications of corporate strategy and reshape HR services to better support the business. This article shares the evolution of HCP at Corning, the process and tools in place, its business impact, and key lessons learned in designing and implementing this critical business process.
By Richard McKnight who can be contacted at www.right.com
HR professionals have arrived at the strategy-creating table. This is good, but it is time for HR as a profession to move past this objective. HR professionals have a unique set of perspectives and knowledge to bring to the strategy-creation table, but even more important is what they could bring to the strategy-implementation table. HR professionals, often defensive about their comparative worth, need not apologize for not being financial, engineering, marketing, or sales geniuses; they can—and should be—strategy implementation geniuses. This article sets forth a framework for the work of strategy implementation, argues that HR professionals can and should take the lead, and offers guidance for their doing so.
By Fire: Where HR Is. Where It Needs To Go
After going through the recent restructuring and costcutting wars, few senior human resource executives question whether they are viewed as “strategic partners” within their company’s leadership. Armed with a deep understanding of their industries and their businesses, they have been acknowledged as playing a key role in making the tough decisions alongside the rest of the senior management team.
By Will Doherty who can be contacted at email@example.com
A difficult question for any HR team to answer is how much money has been spent on Learning and Development and what “measured” added value or financial return has this investment brought to the business.
This paper aims to help Chief Executives and Senior HR Managers create a corporate development strategy that does what it says on the tin : It develops the company at a cost that is recovered from the added value it creates.
What’s holding organizations back?
A growing body of literature provides increasingly strong evidence that those organizations that develop a superior capacity for managing and developing their employees consistently outperform those that don’t. Yet despite this evidence (and the common sense that it confirms), relatively few firms have put a stake in the ground by treating human capital management (HCM) as a core competence that is critical to their long-run success.
This raises the obvious question: why do so many organizations fail to adopt policies and practices that would so clearly be of great value to them? Over the past few years, our work has convinced us that there are several factors that keep organizations from undertaking these beneficial HCM activities.
To download the article, click here SSDA.BassiMcMurrer-Nov2005.pdf
The challenge presented by effective and strategic
performance management has ignited intense interest and debate. Beyond
performance reviews, performance management systems and processes are
being integrated with hiring, retention, learning, compensation and career
transitions initiatives. For performance management solutions to fulfill
their potential, they must inform the other critical components of
strategic talent management. Strategic and integrated performance
management not only drives effective measurement, it aligns hiring and
retention efforts with corporate objectives and focuses those efforts
where they will produce the greatest returns. Traditionally, HR spends
considerable time trying to improve (and enforce) performance management
systems. But if performance in general is considered, it is the line
manager, who is fundamentally accountable for the performance of the team.
The challenge presented by effective and strategic performance management has ignited intense interest and debate. Beyond performance reviews, performance management systems and processes are being integrated with hiring, retention, learning, compensation and career transitions initiatives. For performance management solutions to fulfill their potential, they must inform the other critical components of strategic talent management. Strategic and integrated performance management not only drives effective measurement, it aligns hiring and retention efforts with corporate objectives and focuses those efforts where they will produce the greatest returns.
Traditionally, HR spends considerable time trying to improve (and enforce) performance management systems. But if performance in general is considered, it is the line manager, who is fundamentally accountable for the performance of the team. With the availability of technology-driven performance management processes, line managers and HR face a typical predicament. Line managers have conventionally focused on day-to-day business processes geared to producing business results, whereas HR devises programs to enhance and measure such processes. Given this delineation of organizational roles, it is almost always the case that HR chooses and introduces performance management programs and technology and then expects line managers to embrace them. Whether it is paper and spreadsheet driven or assisted by sophisticated web technology, performance management is only effective when line managers see value in the systems in use.
Download Manager's Role in Performance.pdf
There is a new wave of thinking about what it means to be strategic, and savvy HR executives are leading forward thinking commercial and government organizations in integrating human capital management to optimize organizational success.
Strategic goals can shift depending on the political climate, business demands, and the changing needs of an organization. However, being strategic means being able to make rapid and informed decisions and take the actions necessary that will enable the entire organization to be successful for the long term. The economic downturn of the past several years has forced
organizations to do more with less. Budgets have been cut and head count reduced, while work loads and expectations have increased. Employees have been forced to do their jobs faster, better, and smarter.
However, if an organization loses an employee it can cost up to 150% of the employee’s annual salary to simply replace that individual, let alone the knowledge capital lost. This figure does not take into account the decrease in efficiency and effectiveness of other employees while a position is unfilled or while a new, inexperienced worker gets up to speed. Organizations are realizing that maintaining, nurturing, and retaining their human capital is a strategic requirement that cannot be overlooked.
The concepts are straight forward; hire good people, ensure they are properly trained, and provide motivation to retain the best employees. While these are simple concepts, implementing them successfully in a complex organization can be difficult. A key to success is having the right information easily accessible in order to make the right decisions.
Download a copy of the SoftScape white paper Softscape Strategic HR.pdf
By David Creelman who can be contacted at firstname.lastname@example.org
Globalization is touching and transforming every aspect of the employer-employee relationship. Consequently competition among employers to grab the limited supply of talent passing in and out of organizations is being played out on a global stage. The full effect on work and the workplace is as yet unknown. In North America and Western Europe, experts also grapple with the predicted impact of generational differences in employees’ attitudes toward work and their employers. Loyalty, whether on the part of the employer or employee is said to be in decline and among younger workers, it is thought that the principle of ‘living to work’ (the mantra of the baby boom generation) is giving way to a ‘work to live’ mindset.
Download HCI LibraryPaper 18031.pdf
By By Doug Brown and Moira Donoghue who can be contacted at www.mercerconsulting.com
After a few quiet years, merger and acquisition activity is humming again. How well will people issues be handled this time around? A big part of the answer depends on HR. If HR is “deal ready,” key employees and leaders will be more likely to stay, remaining engaged in making both the deal and the underlying business successful. People-related savings and opportunities for creating new value are likely to be realized sooner rather than later. But if HR is not ready, employees are more likely to leave, taking industry knowledge and customers with them. Or they may stay and drain productivity as they struggle with uncertainty about the effect of the deal on them. And as a result, expected savings and new value are either lost or so delayed that their impact is compromised.
Download Deal Making.pdf
Bersin & Associates, a research and advisory firm
solely focused on enterprise learning, recently completed a nine-month
study on the direction of learning and performance management which
identifies a clear trend toward the increased demand for performance
management systems, relatively new software applications designed to
identify and develop employee skills and competencies. The research also
indicates demand for the integration of performance management and
learning management technologies. Such integration forms the basis of an
overall talent management system.
The adoption and integration of these new applications will reduce the cost and time involved in completing and managing employee performance reviews, facilitate regulatory compliance, correlate training investments with top-priority skills and competencies, and give organizations the ability to assess available employee skills and cultivate new ones, according to Josh Bersin, president of Bersin & Associates.
By Trudi G. M. Gygi & Brian E. Wilkerson who can
be contacted at www.wisdomnet.com
A properly executed workforce planning process can have a tremendous impact on an organization's ability to achieve its strategic objectives. It can also improve the organization's agility and operational alignment. Human Resource leaders play an active role by helping business leaders drive their organizations to be more agile and to more effectively execute their overall business strategy. When partnering with the business, HR leaders can improve an organization's performance by overseeing an effective workforce planning process. Most organizations, however, take a very limited view of the workforce planning process. For example, many companies see workforce planning as a process by which the business tells HR how many people they need to hire, and HR figures out a plan to hire them. While certainly a small portion of this process, this limited view robs the organization of the strategic value that well-executed workforce planning can provide.
The KPMG International Survey of Corporate Responsibility Reporting 2005 has been the most comprehensive survey of its kind since its initiation in 1993. This triennial survey analyzes trends in CR reporting of the world's largest corporations, including the top 250 companies of the Fortune 500 (Global 250, G250) and top 100 companies in 16 countries (National 100, N100). With its vast coverage of 1600+ companies the survey provides a truly global picture of reporting trends over the last ten years. Major survey findings:
CR reporting has been steadily rising since 1993 and it has increased substantially in the past three years. In 2005, 52 percent of G250 and 33 percent of N100 companies issued separate CR reports, compared with 45 percent and 23 percent, respectively, in 2002. If we include annual financial reports with CR information, these percentages are even higher: 64 percent (G250) and 41 percent (N100).
Download Report:- Kpmg2005.pdf
Download the Contingency Plan template in MS Word:- Contingency Plan Template
Education and training is a prerequisite for improved employee performance, for career development and for organizational growth. An Education and Training Policy should be seen as part of good governance. Such a policy will ensure that quality education and training is offered, and that the benefits that accrue from such education and training is always recorded.
A policy statement ensures that all education and training is relevant, appropriate, delivered at the appropriate time, and in the most effective way. The policy should be accessible to all employees and managers. It should inform staff of Education and Training policy and priorities, in line with organisational goals.
The purpose of this document is to assist employers within the Fasset sector to develop an Education and Training Policy for their own organisation. It serves as a guideline only. Recommendations should be adopted in line with an organization’s own needs.
There has been so much talk about HR metrics in recent years that a young HR professional can be excused for thinking it ’s a new topic.However,as long ago as 1983 John Boudreau was teaching a course in HR metrics at Cornell.Jac Fitz-enz ’s work goes back even further; he published his article on the topic in 1978.So for nearly thirty years academics consultants and practitioners have been working on how to use HR metrics.
In this slide show Prof Henry Grimbeek and Lawrence Sichinga contrast and compare two different models of organizational functioning – Eurocentric and Asian and asks which model is more suitable for an African context.
Dave Ulrich and Wayne Brockbank
Partners, The RBL Group and Professors, Ross School of Management, University of Michigan
A colleague from another discipline once asked us, "What is the work of HR?" We proceeded to talk about how HR creates value, to investors and customers outside the firm and to line managers and employees inside the firm. Our colleague was impressed, but asked again the question, "but what does HR do to make this value happen?" We suggest a simple typology of four general groupings of HR practices that follow the flows or processes central to organization success:
1. Flow of people: What happens to the organization’s key asset—its people—including how people move in, through, up, and out of the organization. Proper attention to people flow ensures the availability of the talent the organization needs to accomplish its strategy.
2. Flow of performance management: What links people to work—the standards and measures, financial and non-financial rewards, and feedback that reflect stakeholder interests. Proper attention to this flow promotes accountability for performance by defining, noting, and rewarding it—and penalizing its absence.
3. Flow of information: What keeps people aware of the organization and their collective knowledge resources. Proper attention to information flow ensures that people know what is happening and why, and can apply themselves to what needs doing to create value.
4. Flow of work: Who does work, how work is done, and where work is done combine individual efforts into organizational outputs. Proper attention to work flow provides the governance processes, accountability, and physical setting that ensure high-quality results.
This article deals with the flows of people and performance management, more traditional areas for HR practices. In a companion article, we will cover the flows of information and work—emerging areas for HR attention.
An Affirmative Procurement Policy ensures that your organisation gives due consideration to issues of Employment Equity in any procurement process. This policy requires employers to review the employment equity profile of its suppliers and evaluate their compliance with the provisions of the Employment Equity Act. This evaluation will be based both on the internal workforce profile of the supplier as well as their black empowerment.
As an extra download, we have included a pro forma Broad Based Black Empowerment Questionnaire as well.
Download Affirmative Procurement Policy [MS Word]
Download Black Economic Empowerment Questionnaire [MS Word]
The Human Capital self-assessment checklist is intended to be a relatively simple diagnostic tool, meant primarily to capture senior leaders' informed views of their agencies' human capital policies and practices.
Editor’s Note: The primary purpose of the GETNA is to identify general employee training needs in your organisation. Remember, plenty of training needs exist not covered by Unit Standards!
Download a PDF copy of this instrument developed by Westinghouse Electric Corporation for the US Department Of Energy Affairs.
Whether you're looking for one new employee or a dozen, a topnotch salesperson, a new administrative assistant or an IT specialist, this Guidebook provides insights to help you make the most of your online recruiting investment.
Online recruiting can help you fill part time and full time openings for hourly, professional and managerial employees. There are many alternative approaches to online recruiting, so it's important to know which tools work best and how to use them. That's what The Guidebook to Online Recruiting is all about. It covers everything from the cost of online ads and results businesses should expect, to tips for writing a job posting that will sell top flight candidates on your employment opportunities. The Guidebook to Online Recruiting provides you with useful information, and helps you implement a more successful total recruiting strategy.
Harnessing The Elusive Asset: Developing Intangible Organisational Capital*
By David C. Forman, Sage Learning Systems
Chair, Human Capital Institute Education Board
There is virtually universal agreement that today’s economy is driven by the talent and intangible capital of organizations. The competitive strength of companies and even countries is not tied to physical resources but to the knowledge and skills of its employees. It is now clear, for example, that 80% of a company’s market value is not determined by buildings, cash or equipment but by its people. The "market to book" ratio of the Standard and Poor 500 companies reached a value of 6.0 in 2001. This ratio suggests that for every $6 of market value, only $1 represents financial and physical assets (Weatherly, 2003). This fact is not lost on CEOs and top executives who see managing intangible assets as one of the top three issues that they face (Hollis, 2004). Beyond this recognition of the primacy of talent, there has been little progress in developing language, models and systems that pertain to this new reality.
Our conventions, thinking and even accounting practices are based on traditional balance sheet entries and physical inventories that are decades old. It is, after all, much easier to deal with the tangible world. Most everyone knows what a building, gold mine or field of sorghum is worth. It is much more difficult to describe, let alone place a value on human capital, organizational culture and professional relationships. Arie de Geus (2002) in his influential book The Living Company relates findings of internal research done at Royal Dutch Shell on why most companies fail and have limited life expectancy. He believes that many contemporary companies have done a poor job at shifting priorities from optimizing capital to optimizing people, and proposes that we think of companies as living organisms that need to continuously adapt to their environment. Successful companies learn to survive and thrive; they don’t simply meet a quarterly financial statement. The keys to a dynamic, responsive, contemporary organization are not just workers or employees; but people who can think, work together, challenge each other and innovate. When learning stops, so do companies.
New ways of thinking, accounting and communicating are needed for organizations today. These should be based on current realities, the global economy and rapid change, not when companies were hierarchical, labor was interchangeable, and business was relatively static. They should also deal with interesting shifts in understanding from the tangible to the intangible world such as the fact that tangible assets get expended with use whereas intangible assets should get richer and stronger. These new ways of thinking should also not be limited to what has been easy to measure and record; these indicators are now outdated and largely irrelevant. This paper attempts to provide a language, framework, and guidelines so that a company’s primary source of wealth – its intangible capital – can be understood, grown, expanded and retained.
Key Issues in EPM Today: The HR Exec’s Agenda
• Challenges for Improvement
• Moving to Best in Class in EPM
• Next Steps for an Performance-Driven Enterprise
1. Talent management in SMEs is different than in larger firms. They face some constraints that are not an issue in larger firms such as lack of specialized expertise, but have powerful advantages such as dealing with talent on a one-on-one, case-by-case basis.
2. Different firm have different paths to success in talent management.
3. Retaining and developing talent is a bigger challenge than attracting and selecting talent. While getting the right people matters, it’s what you do with them that really makes the difference.
4. The sense that "We are special" can be important in driving a talent mindset.
5. There is no reason why fairly small firms (e.g. 300 employees) cannot have sophisticated talent-management processes.
2004 Spring/ Summer Mercer
Snapshot Survey Update
This summer, Mercer conducted its third Measuring the Return on Total Rewards survey to learn what organizations are doing to: (a) improve business performance by better aligning reward strategy with business objectives and (b) measure their ROI in pay, benefits, and career programs. This survey gives a snapshot of how companies are faring, given the economic downturn and long-awaited recovery, ever- increasing benefits costs, and changes to equity programs. 198 firms across all industries participated in the 2004 survey (see participant profile on page 25). Approximately 25% of the sample are Fortune 500 firms.
Download the Report - snapshotrewardreport.pdf
Commissioned by The Businesswomen's Association in association with Catalyst (USA)
BWA is delighted to present, for the first time in South African history, the results of a nationwide census of woman board directors for all companies listed on the JSE Securities Exchange (JSE) as well as 17 of South Africa's largest state-owned enterprises (SOEs). The research has specifically been timed to coincide with the anniversary of our country's first 10 years of democracy and the 25 th anniversary of the Businesswomen's Association (BWA) Businesswoman of the Year Award. Both of these milestone events give us good reasons to measure and reflect on where South African corporations are, with regards to the promotion of women in their ranks. Our country is already a leading light in the promotion and development of women leaders and it is important to see what progress has been made to stimulate the ongoing development of all of South Africa's women.
Copyright The Businesswomen's Association
The BWA is the largest and most prominent association of business and professional women in South Africa, and a dynamic forum that inspires and grows all women in business.
For more information, or to join the BWA visit www.bwasa.co.za
Map of Africa - africa_map.pdf
Aids Distribution Map of Africa - aids_africa_map.pdf (South Africa Infection Rate 21.75%)
Map of South Africa - south_africa.pdf
By Jim Matthewman and Floriane Matignon of Mercer Human Resource Consulting
The Chartered Institute of Personnel and Development in England has issued a new guide to human capital reporting. The guide contains many interesting perspectives and valuable discussion.
To download this article, click here: capguide0105.pdf
All members of a team affected by change should complete this questionnaire. The questionnaire will indicate areas in which people will perceive that change will leave them especially vulnerable. For example, if the response to the statement "The goals and objectives of this organisation are clearly stated" is "disagree", it is highly likely that the change will exacerbate this and leave the respondent feeling confused and ambiguous about the role that he/she is expected to play in the organisation.
The Organisational Diagnosis questionnaire highlights factors that will be adversely impacted by change. These are conditions that should be supported with special care during and after the change has been introduced.
Download the Organisational Diagnosis questionnaire at changediagnosis.pdf
Some organisational changes go smoothly, while others feel as though they are doomed from the start. While there is always unforeseen events and unavoidable situations that affect how a particular transition unfolds, there are also some general factors that make a transition go more or less smoothly. There are things that encourage people to let go of the old way of doing things; and other things that help people get through the uncertainties between the letting go and the beginning anew; and, finally, other things that make it easier for people to embrace the new way readily.
This assessment tool can be used in many different ways. An individual who wants a quick take on the organization's readiness can fill it out and get either reassurance or deeper concern from the results. But that is only one person's view; so consider giving it to a cross-section of people. How many? It depends on your purpose. If you are really trying to measure the climate in an organization before anything is done--and then comparing it to the results after transition-management actions have been taken--you'll probably want as many raters as you can get. But if your concern is just to demonstrate that people are showing some significant wear and tear from the transition that they are going through, then a carefully chosen cross-section dozen or two subjects may suffice.
Download the assessment at: ReadinessChange.pdf
Members of staff are usually amongst the first to realise that there may be some unlawful or irregular conduct by the Company or other employees in the employ of the Company. However, they may not express their concerns because they feel that speaking up would be disloyal to their colleagues or to their employer. They may also fear harassment or victimisation. In these circumstances, it may be easier to ignore the concern rather than report what may just be a suspicion of malpractice or unlawful or irregular conduct. This view is also sometimes reinforced by the negative connotations associated with "whistleblowing", a term used to describe the reporting of irregular or illegal conduct by the Company or other employees.
Even so, the immense harm which can be done not only to the Company but to other employees and other stakeholders by failing to disclose such conduct has been demonstrated in recent high profile corporate collapses, such as the recent Enron case. On the other hand regulating the disclosure of possible irregular or illegal conduct is equally important to ensure that the reputation and public image of the Company or character and reputation of individual employees is not damaged through disclosure of alleged irregular or illegal conduct which may turn out to be false, unsubstantiated or misleading.
To this end, the Protected Dislosure Act makes provision for procedures in terms of which employees in both the private and the public sector may disclose information regarding unlawful or irregular conduct by their employers or other employees in the employ of their employers and further provides for the protection of employees who make a disclosure which is protected in terms of this Act.
The Commission for Employment Equity is in the process of developing a Human Resources Code of Good Practice. The latest version of this draft Code is available on the Department of Labour’s website at www.labour.gov.za (go to legislation, then Employment Equity Act, and then look under Codes of Good Practice).
This Code is issued in terms of section 54 of the Employment Equity Act and must be read in conjunction with the Act and other Codes issued in terms of the Act:- namely, the Code of Good Practice on the Handling of Sexual Harassment Cases; the Code of Good Practice on the Preparation, Implementation and Monitoring of Employment Equity Plans, the Code of Good Practice on HIV/AIDS in the Workplace and the Code of Good Practice: Key Aspects on the Employment of People with Disabilities (along with the associated Technical Assistance Guidelines for HIV/AIDS and Disability).
This Code will apply to all employers and employees covered by the Act. This draft Code purports to be a tool to aid organisations to implement employment equity by providing ideas that could be incorporated into employment equity plans and that guide rules, procedures, policies, practices and guidelines. It deals with possible unfair discrimination and barriers that could occur at each phase in the employment cycle, from commencing employment, during employment and on termination of employment. It also describes affirmative action measures that could be used at each phase to advance designated groups.
Interested persons may submit written comments on the Code to the Department of Labour by no later than 22 October 2004. The Code may be downloaded from
Chapter 1 : BECOMING A MENTOR TO YOURSELF
IN THIS CHAPTER
Although many CEO’s are fond of proclaiming that "Our people are our most important asset" many organizations tend to suffer from a chronic under-investment in the development of employees. A important first step towards correcting this tendency is to document it.
This self-assessment tool delineates some of the key dimensions that research shows distinguishes those organizations that truly do invest in people as their most important asset form those who don’t. If you struggle to get the commitment you need to develop employees in your organization, this tool may represent the first step to documenting where your organization stands.
By Linda Ackerman Anderson and Dean Anderson who can be contacted at www.beingfirst.com
Establishing clear change leadership roles and responsibilities at the beginning of your change effort is critical to success. It is vitally important that both the executives and the people impacted by the change understand who is in charge, who is responsible for various change activities, as well as who owns key decisions. This tool will help you clarify your change leadership roles.
At the beginning of your change effort, you should define these roles as best you can, given what you know. Then, as your picture of what is needed shifts, you can redefine the roles and responsibilities as required.
We suggest six formal change leadership roles: Sponsor, Executive Team, Change Process Leader, Change Leadership Team, Change Project Team and Change Consultant. The magnitude of your change effort will determine how many of these roles you will need to fill. For large, complex efforts, you will likely need all six. You may want to tailor or combine them to fit your circumstances. Feel free to change the role titles to fit your organization’s culture and norms.
A report prepared by CFO Research Services in collaboration with Mercer Human Resource Consulting.
In August 2002, CFO Research Services (a unit of CFO Publishing Corp.) launched a research program to examine the changing role of the CFO in human capital management. Human capital management: The CFO’s perspective summarizes the findings of a mail survey of 180 senior financial executives and telephone interviews with 11 more. Mercer Human Resource Consulting, a global human resources advisory firm, funded the research and the publication of our findings.
Human capital—the sum of a workforce’s skills, knowledge, and experience— puts CFOs in an awkward position. Companies spend a great deal on employees, yet few finance executives understand in any detail how this investment creates value for the business. Consider the following figures: On average, companies spend 36 percent of their revenues on human capital expenses, but only 16 percent say they have anything more than a moderate understanding of the return on human capital investments. This is a problem. It means that most companies lack the ability to apply ordinary financial discipline to their largest investment.
A wide-ranging set of influences has propelled corporate governance issues out of the boardroom and onto the desktops of business executives throughout the organization. HR executives face significant challenges, including managing a global function, realizing returns on technology, accelerating the pace of organizational change, leveraging human capital strategically, and reforming management practices in response to proliferating regulation.
With over a third of revenue at stake, it’s time for HR leaders to develop an explicit model for functional governance – and to communicate the model proactively to involved stakeholders. This paper suggests how to formalize HR governance and shows how explicit governance can help HR executives uncover significant opportunities to improve functional performance and contribution.
By Linda Ackerman Anderson and Dean Anderson
The targets of your change are the people or groups who will be directly impacted by the change or who are essential to carrying it out. Your goal in identifying them is to make each of your targets optimally ready and able to succeed in this change. They must understand the change, why it is needed, what is expected of them, how it will unfold, and what is in it for them to want to succeed in making the change. If they don’t have this understanding, chances are they will resist the change or even prevent it from being successful. Each will need attention from the change leaders to be engaged, prepared, and supported to succeed.
By Linda Ackerman Anderson and Dean Anderson
How do you design and implement major organization transformation? Is there a roadmap to follow? Will the roadmap accelerate achieving your outcome? Reduce the cost of change? Lessen its stress on employees? Absolutely yes! Read the full article.
Over the past 10 years, the HR function has made significant progress in gaining a strategic voice. Today, the most respected HR leaders are business executives first and HR specialists second.
Despite this promising picture, there is evidence that key challenges still face the HR function in its quest to be aligned integrally with the organization’s strategic planning and leadership. Increasingly, signs point to a significant gap between what is expected of HR leaders and what they deliver. Read the full article.
Create focus groups of line managers and employees and review the effectiveness of your company’s Performance Management initiatives.
Culture-Track allows Executives and Human Resource Professionals to determine the business culture profile of the organisation and whether the profile is suitable for achieving the strategic goals of the business. This process allows executives and leaders to influence company values and mould the business practices of the organisation as a source for competitive advantage.
(Collaborating with Others to Create New Value)
This survey provides HR Executives with feedback about those practices important for running a successful organisation/function. The information from this survey will be used for self-development planning. If you report to the person named or are a peer, your responses will not be identified individually. They will be combined with those of other respondents.
Over the past 10 years, the HR function has made significant progress in gaining a strategic voice. Today, the most respected HR leaders are business executives first and HR specialists second.
These executives – from BP Amoco, DuPont, Home Depot, Pfizer, Siemens, and many more – are partners with and confidants of their CEOs and leadership teams. They often find themselves at the epicenter of corporate change, and many of them get credit for enabling the toughest of business transformations. It is a remarkable feat given today’s volatile markets and the maelstrom of increasing global competition. These premier HR leaders not only occupy coveted seats next to their CEOs, but progressive domestic and global boards of directors are also recruiting them. To download the document in Adobe Acrobat, click here.
As a change leader or consultant, you must understand the catalysts that are driving the needed changes in your organization in order to design and implement an effective change strategy. There are seven different types of catalysts, or drivers, of organizational change, all of which must be addressed to accurately scope your change effort and plan its roll out strategy. The seven drivers are shown in the Drivers of Change Model and defined below. This tool assists you to identify the specific drivers of your particular change and formulate them into a story that paints a compelling and integrated story about why your change is needed. Download the document in adobe acrobat by clicking here.
Participants will receive the complete survey results and discussion document. No individual information will published or released to third parties.
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