Strategic HR

Leadership promotion practices need to evolve

There is an escalating battle waging to find talented leaders to guide organisations through uncertain economic environments.

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DHL Express lauds employees as cornerstone of success

In a network business like DHL Express, it is imperative that a culture of motivation is inculcated among employees so they will deliver superior service to our customers.

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Making the shift from transactional to transformational HR

Making the shift from transactional to transformational HR South African businesses must embrace a more agile and efficient approach to their people. In an environment fraught with uncertainty and change, business leaders are faced with a mammoth task.

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Finance company awarded Top Employer certification

Durban-based financial company The Unlimited, has been certified as a Top Employer by the Top Employers Institute which recognises leading employers around the world.

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Why ‘workforce visibility’ is a term of endearment

Workforce visibility is corporate speak for direct employee engagement and alignment, and according to HR and Human Capital Management (HCM), if implemented correctly, can be a positive force for growth within a business.

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What is to be done about human resource management today?

“What is to be done” is the title of a novel by Nikolai Chernyshevsky, first published in Russia in 1863 and later used by Vladimir Lenin. The novel is generally accepted as being highly influential in a period when people – including women - were flocking to the cities to find work. It created new ways of seeing life – new ideas about how life could be lived. At this time in South Africa, when so many young people are leaving rural life to try and find work in the cities, should human resource management practitioners not be upping their game to take account of the needs and the potential of these young urbanising workers?
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A Tale of Two Entities in five parts - Part 5 Implications for Stakeholders

This article concludes the series entitled "A Tale of Two Entities in five parts", which commences with the presentations to the Parliamentary Portfolio Committee on Higher Education and Training of the South African Qualifications Authority and the Quality Council for Trades and Occupations. What are the implications for skills development stakeholders of the failure to speedily progress the development and updating of occupational qualifications?
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A Tale of Two Entities in five parts - Part 4 The QCTO Role

To provide context to the presentation on 17 October 2014 of the Quality Council for Trades and Occupations (QCTO) to the Parliamentary Portfolio Committee on Higher Education and Training (PPCHET), it is necessary to understand the role and context of the QCTO, and how the development and format of occupational qualifications has been changing.
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A Tale of Two Entities in five parts - Part 3 The SAQA Presentation

This report forms part 3 of a report entitled: A Tale of Two Entities in five parts, which introduces the Parliamentary Portfolio Committee process, describes the presentations of the Quality Council for Trades and Occupations (QCTO), and the South African Qualifications Authority (SAQA) to the Parliamentary Portfolio Committee on Higher Education and Training (PPCHET).
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A Tale of Two Entities in five parts - Part 2 The QCTO Presentation

This report forms Part 2 of a five part report entitled A Tale of Two Entities in five parts. Represented by the Board Chairperson Professor Lolwana, Chief Executive Officer (CEO) Joyce Mashabela, and Chief Financial Officer (CFO) Ms Madilonga the QCTO presented first. The presentation theme was: “Taking Root and Settling In”, and that accurately described the QCTO stance. The entity had spent time on developing policies – even an HR policy, but what they had actually achieved in terms of qualifications and quality assurance was less clear.
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