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Employment Equity Transformation – Part 2

Following on from Employment Equity Transformation – Part 1

If organisations have dedicated consultants, specialised portfolios or divide the responsibility of maintaining that entity’s BEE, “whatever gets measured, gets improved” holds true.

Invariably, management and improvement of this function is directly linked to the staff members employed on a managerial level in every organisation – deemed the Management Control element on the BEE Scorecard. Practices require that a minimum of one dedicated person be mandated with the responsibility of drafting a strategy for improving upon this scorecard, which gets measured monthly.

The Recruitment function of your organisation merely operationalises the aspect of finding, placing and on-boarding the resources specified by the above-mentioned person. Should there be a disconnect between your recruitment function and said BEE Strategic function, your business effectively plays “tug-of-war” with itself, which doesn’t cater for the best interests of either party in the exchange.

Considering a fully detailed Skills Development Strategy should be part of businesses, little focus gets placed on formalising Succession Plans per department, despite the need of having the critical skills in your organisation be defined, and linked to employees who possess them. Breaking down and defining clusters of key competencies (gained through qualifications and industry experience) and interpersonal requirements (soft skills, such as Diversity and Conflict Management) we run a substantially reduced risk of losing these key staff members in the event of unforeseen circumstances, competitors’ talent poaching initiatives and regular staff attrition.

Read more on the topic here