Siyapambili

Habits for Success & Prosperity

1. Plan thoroughly
The first requirement for business success is the habit of planning. The better you plan your activities in advance, the faster and easier it will be for you to carry out your plans and get the results you desire once you start to work. There is a “Six P” acronym that says, “proper prior planning prevents poor performance”. Very often, the first 20% of the time that you spend developing complete plans will save you 80% of the time later in achieving the business goals you have set.

2. Get organised before you get started

Once you have developed a complete plan for your business, you must then develop the habit of organising the people and resources you need before you begin. In organising, you bring together all the resources you have determined you’ll need in the planning process. In the military, there is a saying: “Amateurs talk strategy, but professionals talk logistics.” It’s essential that you determine every ingredient you’ll need before you begin business operations and bring them together so they are ready to go when you  begin your project.

3. Find the right people

The third habit is the habit of hiring the right people to help you achieve your goals. 95% of your success as an entrepreneur or executive will be determined by the quality of the people you recruit to work with you or to work on your team. The fact is, the best companies have the best people.

 

 

 

 

 

 

 

 

4. Delegate wisely

You must develop the ability to delegate the right task to the right person in the right way. The inability to delegate effectively can be the cause of failure or underperformance of the individual and can even bring about failure of the business. Whether you’re an executive or entrepreneur, you need to identify the two or three things that you do that contribute the most value to your company and then delegate the rest. Learn to think in terms of “getting things done through others” rather than trying to do them yourself. It’s the only way you can leverage and multiply your special skills and abilities.

5. Inspect what you expect

You must set up a system to monitor the task and make sure it’s being done as agreed upon. The rule is: inspect what you expect. Once you have delegated a task to the right person in the right way, it’s essential that you monitor the performance of the task and make sure it’s done on schedule and to the required level of quality. Remember that delegation is not abdication. You are still responsible for the ultimate results of the delegated tasks. You must stay on top of them. The more important the job, the more often you should check on the progress.

6. Measure what gets done

Set specific, measurable standards and scorecards for the results you require. You have to set specific timelines and deadlines to make sure you ‘make your numbers’ on schedule. Everyone who is expected to carry out a task must know with complete clarity the targets he or she is aiming at, how successful performance will be measured, and when the expected results are due. Don’t underestimate the importance of selecting and defining specific goals, measures and activities that are then used as benchmarks for performance.

7. Keep people informed

The seventh habit for businesspeople is the habit of reporting results regularly and accurately. Your staff needs to know the status and the situation of your company. Your key people, at all levels, need to know what results are being achieved. An important factor leading to job satisfaction is “being in the know”. People in an organisation have a deep need to know and understand what is going on around them in relation to their work.

 

Background Screening and CCMA checks

In a highly competitive job market with spiralling unemployment and uncertain social and economic trends, there is a marked increase in the presentation of fraudulent credentials amongst candidates in all business sectors. 

As an employer you are entitled to an honest workforce but are almost never in a position to verify this requirement quickly and economically. This is where Express Employment Professionals through tried and tested verification software systems and procedures operates with incomparable efficiency.

 

This reliable verification system enables us to verify individual credentials for education, skills, abilities, experience, criminal and credit records. Through strategic alliances Express can establish whether a candidate has any CCMA Awards or Labour Court judgments against or in favour of them. 

Contact your local Express office for more information or visit the website on www.expresspros.co.za.

 

The Relevance of Expired Warnings

The issue regarding the relevance of expired warnings is always a heated one. Some employers believe that once a warning has lapsed, it is to be removed from the employee’s file. There is no provision in neither labour legislation nor case law that supports such a contention. 

The Code of Good Practice on Dismissal states that employers should keep records for each employee specifying the nature of any disciplinary transgressions, the action taken by the employer and the reasons for such actions. The entire purpose of keeping records is to preserve details of proceedings for future reference therefore it would be nonsensical to destroy a part of that record as soon as the warning lapses.

 
The Labour Appeal Court has ruled that there is no fixed rule against taking lapsed warnings into account when deciding penalty for later misconduct. The fact that a prior warning has lapsed does not mean that prior misconduct cannot be taken into account in assessing the appropriate penalty for later misconduct. It could be relevant to show a pattern of behaviour of the employee.

Therefore the retention of warnings, even after expiry, is important as it all comprises the employee’s previous disciplinary record. An example for criminal law is that, if my suspended sentence for driving has expired, I should have a criminal record for drunken driving.

Jonathan Goldberg, CEO of Global Business Solutions

@JGoldbergsnr

Laws need to limber up

A substantial portion (20%) of all the jobs created in SA since 1994 have been for temporary employees and were generated by labour brokers. In all, labour brokers have generated about 600000-700000 jobs over the past 17 years. This is about the same number of jobs that have been created by SA's construction sector (608000) but more than double the number generated by manufacturing, which created 271000 jobs over the same period.

Prof Haroon Bhorat, director of the Development Policy Research Unit at the University of Cape Town, presented these findings at the annual Bureau for Economic Research (BER) conference in 2011.

His conclusion — that labour brokers are responsible for about a fifth of all job creation in SA — is of concern since the National Economic Development & Labour Council is debating proposed amendments to labour regulation that are widely expected to curb labour broking activity. " Any change in regulation that reduced labour broking activity would be bad for job creation,” says Bhorat. He fears a "double whammy” on SA employment, should the world enter a double- dip recession simultaneously.

Stats SA's Labour Force Survey considers a temporary job generated by a labour broker to be equivalent to a permanent job, provided the person was actively working in the week prior to the survey.
BER director Prof Ben Smit shares Bhorat's concerns: " Labour broking has played a very important role in employment creation over the past decade and it would be detrimental if it were to be further curtailed by the unions.”


Bhorat says that 66% of all SA's job creation since 1994 has occurred in just two categories: the financial & business services sector and the wholesale & retail trade sector. But these categorisations are misleading.

 
By digging down into the first category he found that nearly all the jobs created in this sector, 900000 jobs since 1994, were not jobs in finance but classified broadly as "other”. This category represents mainly the activities of labour recruitment and employment agencies, including labour brokers, as well as investigation and security activities.

Bhorat says there is insufficient evidence to suggest that employers are using labour brokers in order to pay workers lower wages. Rather, he says employers appear to be paying the same cash wage but saving on nonwage costs such as those of running a human resources department.
If cost is not the reason that employers are hiring temporary workers, this invites the interpretation that there is a problem with the rigidity of SA's labour laws.

Bhorat shows that SA sits in the middle of global rankings on employment rigidity when compared to other middle-income countries. "We are not overly regulated by global standards,” he says. However, he says that "since employers have voted with their feet [by shifting to temporary workers], where we sit in these global rankings is almost irrelevant”.

Bhorat's labour market analysis informs the thinking of the National Development Plan (NDP) unveiled by Minister Trevor Manuel in November. Like Bhorat, the NDP does not advocate wholesale changes to SA's labour laws. It proposes four specific changes: taking out people earning more than R300000/year from the Commission for Conciliation, Mediation & Arbitration process; making it easier for firms to fire people who are on probation; making it less technically complex to dismiss people for misconduct; and simplifying hiring and firing laws for small businesses.

Claire Bisseker, Association of Personnel Service Organisations (Apso)

 

No absenteeism from work! (Cecilia Legodi & Petrus Moshime)

Cecilia Legodi has been working for Express since 2007, starting as a sewing machine operator at ALC and then moving on to Lear. Since Express has started to keep record on Adapt in July 2007, Cecilia has not booked off sick once. When asked what her recipe was for this exemplary record, she responded shyly that she is blessed with good health.

Cecilia’s supervisor at Lear added that she is also one of their most versatile operators; she can be deployed at different operations in the plant and always reaches her targets without compromising on her quality. Cecilia is a 46 year old mother of 4.

 

Petrus Moshime started working for Express at Bader SA as a sewing machine operator in 2004. Since then he has moved to work at ALC on the E93 line. During his career with Express he has never been absent. Petrus is also one of those trusted employees who can work on a variety of operations.He is often moved between lines to assist with operations on other lines where the team leaders have difficulty in reaching targets. This he always does with a smile. Petrus told me that his good attendance record can be attributed to his willingness to work and his good health. He is a 49 year old father of a daughter.

 

Talking to these two employees gave me the impression that they take pride in their work and that they were happy and proud to work for Express.

Joan Gur-Arie

Express Employment Professionals Rosslyn

 

Express Learnership Programme

“The ONLY disability in life is a bad attitude” – Scott Hamilton

Express Employment Professionals is delighted to conclude yet another skills development initiative. We had embarked on a 12 month Learnership Programme for 2 disabled students that started in October 2010. The learners were enrolled at Siyaya Skills Institute for a National Certificate in Business Administration Services on NQF 3.

Yolande Du Plessis being a disabled learner, placed at Express Employment Professionals (Head Quarters) for workplace experience, had continuously displayed attributes of determination, motivation and sacrifice, and thus successfully completed all modules for this Learnership.

We all learned a few lessons from Yolande, most importantly “that your attitude determines your future”. Despite the challenges she faced, she was determined to meet the requirements of this project. Her sparkling personality and perseverance demonstrated patience and she taught us that no challenge is to difficult to complete. With her limited physical resources she completed each day with a satisfying smile.

“Give a man a fish and he’ll eat for a day, teach a man to fish and he’ll eat for a lifetime.” (Chinese Proverb)

 

Nizima Cassim-Sayed

Training and Skills Development Manager

Express Employment Professionals 

 

Sweleni Ngubo Associate of the Month - Pietermarizburg

Sweleni Ngubo has been an associate from July 2010 and has been an excellent performer. She is diligent, hardworking and always goes the extra mile. Express Pietermaritzburg

Hypertension - The silent killer

Hypertension is a condition where the pressure within your arteries is consistently too high.

If your blood pressure is too high, your heart must work much harder to maintain adequate blood flow to your body. The long term effects of this pressure may cause the heart to fail. 

 

Your blood pressure is strictly regulated, as too low pressure causes dizziness, fainting and a lack of oxygen to your organs. Starved from their life-giving source of oxygen, these organs cannot function anymore, and the individual is at risk of dying unless corrective treatment is taken.

Too high blood pressure may damage blood vessels and vital organs over time. According to the World Health Organisation, hypertension is the leading global risk for death. It is without any doubt one of the leading causes of heart attack, stroke, kidney failure, dementia, eye disease and premature death.

 

Several community studies done by the Medical Research Council (MRC) showed that one out of every four people between the ages of 15 and 64 suffer from high blood pressure. Unhealthy lifestyle habits and eating habits play a great role in the developing of high blood pressure. However genetic predisposition also plays a major role and if there is a history of hypertension or stroke in your family, early screening is advised.

An estimated 53 men and 78 women die in South Africa each day from the impact of hypertension.

Black South Africans suffering from hypertension are at higher risk of developing cerebral bleeding, malignant hypertension, and/or kidney disease, leading to congestive heart failure. According to studies by Wits University, hypertension is responsible for 33% of heart failure cases in the black population. Indian and white South Africans with hypertension are at higher risk of developing coronary artery disease, leading to heart attacks.

 

Hypertension rarely has any symptoms. Most people with hypertension feel fine and only learn of their hypertension during a routine examination or an examination for some other problem, or unexpectedly have a stroke or heart attack. Hypertension may go undetected for years, causing silent damage to your heart, brain, blood vessels and kidneys. This is why all adults, even those who feel “healthy” and have a healthy lifestyle should be screened for high blood pressure on a regular basis.

 

Sometimes people who have been diagnosed with hypertension report headaches, dizziness, fatigue and pounding of the heart. More advanced cases of hypertension may present symptoms such as headaches, visual disturbances, nausea and vomiting, disturbed levels of consciousness, such as sleepiness and even seizures.

In all these cases patients should seek urgent medical attention, as hypertension may be rapidly fatal.

 

The following people display a major risk of developing hypertension :

• Smokers
• Those with high blood cholesterol levels
• Those with a family history, i.e. brother/sister, father/mother with high blood pressure, diabetes, heart problems or a stroke
• Those with diabetes
• People older than 50 years
• African ethnicity
• Those who are overweight, especially around the abdomen
• Those with a family history of early coronary artery disease in a parent or sibling. i.e. before age 45 for men or 55 for women
• Those with bad eating habits, particularly sensitivity to sodium (salt) intake and low intake of potassium, magnesium and calcium
• Those with a high intake of alcohol, i.e. more than two drinks daily
• Those with an inactive lifestyle
• The use of steroids such as cortisone and anti-inflammatory drugs can all contribute to higher blood pressure
• Abusers of drugs like “tik”, cocaine and other amphetamine-like drugs. Hypertension can be very dangerous in these circumstances.

 

BUT: Hypertension doesn't have to be deadly. It's easy to diagnose and once you know you have it, it can be controlled. Lifestyle changes should be adopted by ALL people with hypertension. In some cases lifestyle changes may lead to adequate control of hypertension without additional medication. But lifestyle modification is also important for those with other risk factors who do not yet suffer from hypertension. This can delay or prevent development of high blood pressure and heart disease.

 

Comparative analysis of industrial action in 2010 and 2011

What is going on in South Africa in relation to the dramatic rise in strike activity? Who is to blame and what is the future solution to this form of protest?

To answer these questions, the writer will analyse a few of the larger strikes and attempt to provide some answers.

In September 2010, NUMSA embarked on a strike in the retail motor industry and the size of the strike swelled at its height to approximately 70 000 members, including petrol attendants, motor component manufactures and other workers in the sector. At the outset, the Union demanded a 20% wage increase across the board as well as a cap on the maximum working hours per 5-day week to 40 hours. Other ancillary demands were for extended maternity leave, the complete abolishment of labour brokers and a 1 year wage bargaining agreement. The employers refused and the strike lasted for 15 days from September 1^st 2010. Upon finalisation of the strike, there were substantial shifts in demands and different sectors of employees received differential increases. Petrol attendants received an increase of 10% and 9% in each of the next two years. Those employees in component manufacturing received a 10% increase and 8% in each of the next two years. Workers in other parts of the industry, such as panel-beaters, received a 9% increase, an 8% increase next year and a 7% increase in the third year. A 3-year wage agreement was also signed and this heralded a massive victory for the Employers as the Union only wanted a 1-year agreement at the commencement of the negotiations. The contentious issue of procuring labour brokers was also influenced and restricted to a maximum of 35% and would be incrementally decreased over the three years.

Interests of employees from strictly car manufacturing plants, including (but not limited to) Nissan, Toyota, Ford, Volkswagen and BMW demanded substantial improvements to their total remuneration which resulted in a strike in August 2010. NUMSA representing employees demanded a 15% wage increase, 100% lay-off payment, the complete abolishment of labour brokers, a 40 hour work week, extended maternity leave, Saturday work to be paid at 150% rates and double pay on Sundays and public holidays. AMEO, the employer body rejected such demands and the negotiations deadlocked.  It was decided to meet the Union “half-way” and employers made a final offer of a 7% wage increase and an inflation-link increase over the subsequent 3 years was tabled. The employer body rejected the other benefits demanded. The parties settled on a 10% wage increase, 3% more than the employers decided the second week of the strike. According to economists, the eight-day strike reportedly cost the industry R3.5 billion rand and led to a loss of 14.6 million working days. The effect on motoring exports and manufacturer image was significant. It was alleged that the strike cost the employers more than 2 100 cars per day (of which 50% are destined for export markets). It rocked the 16% of the country’s GDP that this industry contributes and employees themselves lost over R8-million per day in total wages and benefits. Intangible losses were also noted, including South Africa’s image as a stable investment target.

Out of all the strikes in 2010, the Public Service Employees strike is the one that seemed to expose public service grievances and employee dissatisfaction to many non-affected citizens. What differentiated this strike from its predecessors was the size: 1,2 million members and  700 000 approximately took part.  Compared to the other current strikes at the same time, the negotiators had a much more realistic approach to its demands. They chose not to start high and end low – which is the traditional market-place approach. Instead, they opted to start with very realistic demands such as an 8,6% wage increase;  R1000 housing subsidy and a medical aid parity subsidy. In response, Government offered them an inflation-related wage increase of 7% (with a 1,5% increase every following year) and a R630 housing subsidy. These offers were rejected by the umbrella body COSATU and the strike started in August. Finally, after a lengthy strike of four weeks, all parties settled on a compromise: a 7,5% wage increase and a R800 housing subsidy.

In July 2011, Cosatu’s chemical and energy union, CEPPAWU and the General Industries Workers Union demanded a salary increase of more than 10% and a minimum wage of R6 000.00. Employers offered an increase of between 6% and 7%. Pressure intensified on employers, with Solidarity (another Union) members joining the strikes at Sasol and PetrolSA. The eventual settlement was in the region of 9% increase, gain 3% more in the second week of the strike from employers.

170 000 metal and engineering workers embarked upon an indefinite strike in July 2011 led by NUMSA and at least five other affiliated Unions including COSATU, the United Association of South Africa (UASA) and South African Equity Workers Association (SAEWA).

NUMSA demanded a 13% wage increase, whereby Employers offered 7%. The strike ended on 17 July 2011 and parties signed a 3 year agreement which included a 10% wage increase for general workers.

In all these strikes except the public service, we see major movement of employers during the strike. Many sectors have concluded increases of 10% across-the-board while inflation was only at a level between 4% and 5%. This amounts to increases in excess of double the inflation rate. The real question is how will this cost be absorbed into the cost of employers.

The first observation must unfortunately be, if we are frank, that these settlements will inevitably lead to job losses as most employers will not be able to pass this cost on to their customers.

The second observation must be that of these settlements are so extremely high and why did employers settle so quickly into the industrial action?  An analysis of negotiations will show that it takes 3 to 4 weeks to have minimum movement in your offer as an employer to find settlement. This happened in the public sector strike and there was only a minimum amount of 0.5% in the final settlement. This sets the platform for the currently 2011 public sector settlement which has just settled without any disruption. The conclusion must be that employees have learnt in this sector that they were the big losers in the 4 week public sector strike last year and another strike would not be worth it.

It does not seem good business sense or negotiations to move as much as 3% in a strike. This occurred in all the Business sector strikes analysed above. The conclusion that can be reached is that the 2 week strike period followed by 3% - 4% movements sends the wrong message to employees. Strike and you will get a movement of up to 50% in the employer offer. Maybe employers are creating their own problem by the way we negotiate and then resolve to endure longer strikes.

Jonathan Goldberg,

CEO of Global Business Solutions on behalf of Express Employment Professionals

 

1 December World AIDS Day - HIV a business issue

Employee health is an important business issue which needs to be properly addressed by all businesses. HIV is the major health issue in South Africa with an estimated 1 in 6 adults living with HIV and over 25% of all deaths HIV-related. We thus need to understand the workplace issues regarding HIV and how HIV impacts on the workplace.

Employee ill-health leads to a range of negative situations such as absenteeism, increased staff turnover etc. This in turn leads to increased costs due to use of management time and additional recruitment and training. Similarly it results in declining productivity due to lost production. There are also increased costs related to employee benefits: higher insurance costs, impact on retirement funds, health and safety impact etc.

All of these result, in summary, in an impact of:

• Increased costs
• Declining productivity
• Resulting in declining profits.

The opposite is also true. If we can improve employee health, we can reduce costs, improve productivity and improve profits.

Programmes which can be implemented in the workplace to address this impact of HIV include:

• Prevention programmes which encourage employees to change their risk behaviour to remain HIV negative
• HIV testing to ensure that employees who are HIV+ are moved onto a disease management programme as soon as appropriate
• Treatment and care programmes for employees who are living with HIV in order to keep them healthy and productive
• Impact mitigation and management programmes such as absenteeism management to ensure the impact is minimised.

Kogie Govender
Express Franchise Owner - Pinetown