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Employment Equity Transformation – Part 3

This is the final part of our Employment Equity Transformation series.

In the field of Employment Equity Transformation, employers tend to neglect the relationship between HR Strategies and Operational Practices. Whereas Recruitment Procedures are concerned, approach these business units as if they were segmented. By utilising your existing staff as prime targets for development and promotion/succession planning targets, you effectively cause a gap in your business with every internal placement made.

This gap, in turn, provides an opportunity for the business to obtain an external staff member, the need of which would be mandated by your relevant Employment Equity Targets. Targeted advertisements with a specifically small focus area would, by default, yield a higher success rate.

Through demarcating your advertising initiatives to, specifically, only be present in communities known for a higher density of previously disadvantaged individuals, as opposed to a nation-wide search, is known to be a quick-win. Creating a diverse workforce requires a lengthy amount of input, focussing on the overall future of the business as opposed to meeting specified goals.

Unfortunately, the business processes responsible for furthering this agenda don’t speak to another as effectively as required. The first solution is, therefore, having your recruitment functions liaise with your BEE drivers so that your Staff Development structures can be applied to the correct people.

Employment Equity Submission link –

Speak to Pay Solutions about how they can help your organisation achieve their Employment Equity Transformation Goals.