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How tech and data will change HR in 2017

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During 2017, we expect to see HR departments turn to technology to automate more of their work and to become more data-driven in their decision-making. ANJA VAN BEEK, of Sage outlines six trends.

Some of the key trends for this year are as follows:

1.     The mobile device will the HR department’s most imperative touchpoint

From recruiting talent to interacting with employees, the mobile phone is becoming the most important HR touchpoint for job candidates, employees, managers and other stakeholders. Today’s employees and jobseekers want it to be as convenient and easy to deal with an employer as it is to bank online or via a mobile app. Employers who want to attract young talent should make sure that their online job advertising and application processes are seamless, convenient and optimised for mobile devices.

Many companies already allow employees to use mobile apps to file expense reports and leave applications, change personal details, and access their payslips. In future, employees will increasingly access career and training information, performance feedback, and other important data from mobile apps. Such apps must be attractive, easy to use, and functional so that users will love coming back to them.

Managers will also want to be able to access information such as performance reviews from their smartphones.

2.     Data will drive decision-making

HR is about to change dramatically with data analytics becoming a way of life for HR directors and HR managers.

As HR professionals have more data (gathered through digital interfaces like employee self-service) about employees and the business at their fingertips than ever before; they will begin to use analytics to make better decisions and to shape superior employee experiences.

Data will help HR and the business to answer questions such as:

·         Where did we find the best hires for our business, i.e. top performers who have we retained for a good while?

·         How many people will we need in our service department to support our forecasted revenue growth of 10% for the next financial year?

·         What are the possible reasons for high employee turnover in the call centre?

·         What skills gaps do we have in our organisation?

3.     Integrated HR systems will stretch from recruitment to performance management

We are seeing the worlds of payroll, HR and business management solutions move closer together as organisations adopt integrated solutions to gain better control over their workforce costs and create stronger engagement with employees. One benefit lies in the fact that data and transactions don’t need to be captured multiple times across different business applications.

In addition, such systems give HR teams a complete view of their relationships with employees, from on-boarding to engagement, talent development and performance management. This empowers HR to react to the needs of the workforce and the business in a more agile manner.

4.     Performance management is changing

We have seen a lot of discussion in the past year or two about the value of annual performance reviews, and many large organisations around the world have streamlined performance management or even done away with annual reviews. Though I don’t foresee most companies scrapping annual reviews, I expect that performance management will change to cater for a changing work world.

We’ll see companies give employees feedback more frequently, perhaps each month or even each week, rather than once a year. This will help managers and employers to constantly monitor performance, identify challenges and opportunities and recalibrate employees’ alignment with its strategic objective. Annual reviews are useful in this regard, but they’re not frequent enough in a business world where the pace of change is so fast.

5.     Online recruitment will continue to take over

Recent research by the Society of Human Resource Management shows that in the past five years, recruitment using social media has increased by 54%, with one out of five candidates applying for a job through social channels.

There are many tools that can streamline the recruitment process, from managing job applicants and filtering CVs, to interviewing and screening candidates, and right up to the on-boarding process. Though the human touch will always be important in HR, companies will extend their tools such as online applicant tracking, talent communities, social media and internal career portals.

Online platforms such as Sage SkillsMap give organisations direct access to people in Africa and abroad who are looking for jobs, as well as the tools they need to publish their jobs to the Web and track the applications they receive. These tools help automate a lot of the paperwork for them, while providing access to high-quality candidates.

6.     Employer branding will be a focus

According to a recent EY Sub-Saharan Talent Trends and Practices Survey, the strength of the employer brand is the most important factor in attracting talent. Companies must focus on creating a positive culture; a quality workplace and a good employee experience since employees value this as much as they do money. Given that top professionals in most fields can choose where they work, employers need to sell their workplace experience and the benefits they offer to employees with as much enthusiasm as marketing departments sell the company’s products and services.

* Anja van Beek, Vice President for People (HR), Sage International (Africa, Middle East, Asia & Australia)

 

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Samsung unleashes the beast

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Most new smartphone releases of the past few years have been like cat-and-mouse games with consumers and each other. It has been as if morsels of cheese are thrown into the box to make it more interesting: a little extra camera here, a little more battery there, and incremental changes to size, speed (more) and weight (less). Each change moves the needle of innovation ever-so-slightly. Until we find ourselves, a few years later, with a handset that is revolutionary compared to six years ago, but an anti-climax relative to six months before.

And then came Samsung. Probably stung by the “incremental improvement” phrase that has become almost a cliché about new Galaxy devices, the Korean giant chose to unleash a beast last week.

The new Galaxy Note 9 is not only the biggest smartphone Samsung has ever released, but one of the biggest flagship handsets that can still be called a phone. With a 6.4” display, it suddenly competes with mini-tablets and gaming consoles, among other devices that had previously faced little contest from handsets.

It offers almost ever cutting edge introduced to the Galaxy S9 and S9+ smartphones earlier this year, including the market-leading f1.5 aperture lens, and an f2.4. telephoto lens, each weighing in at 12 Megapixels. The front lens is equally impressive, with an f1.7 aperture – first introduced on the Note 8 as the widest yet on a selfie camera.

So far, so S9. However, the Note range has always been set apart by its S Pen stylus, and each edition has added new features. Born as a mere pen that writes on screens, it evolved through the likes of pressure sensitivity, allowing for artistic expression, and cut-and-paste text with translation-on-the-fly.

(Click here or below to read more about the Samsung Galaxy S Pen stylus) Samsung Galaxy S9 Features)

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SA ride permit system ‘broken’

Despite the amendments to the National Land Transport Act, ALON LITS, General Manager, Uber in Sub Saharan Africa, believes that many premature given that the necessary, well-functioning systems and processes are not yet in place to make these regulatory changes viable.

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The spirit and intention of the amendments to the National Land Transport Act No 5  (NLTA), 2009 put forward by the Ministry of Transport are to be commended. It is especially pleasing that these amendments include ridesharing and e-hailing operators and drivers as legitimate participants in the country’s public transport system, which point to government’s willingness to embrace the changes and innovation taking place in the country’s transport industry.

However, there are aspects of the proposed amendments that are, at best, premature given that the necessary, well-functioning systems and processes are not yet in place to make these regulatory changes viable.

Of particular concern are the significant financial penalties that will need to be paid by ridesharing and e-hailing companies whose independent operators are found to be transporting passengers without a legal permit issued by the relevant local authority. These fines can be as high as R100 000 per driver operating without a permit. Apart from being an excessive penalty it is grossly unfair given that a large number of local authorities don’t yet have functioning permit issuing systems and processes in place.

The truth is that the operating permit issuance system in South Africa is effectively broken. The application and issuance processes for operating licenses are fundamentally flawed and subject to extensive delays, sometimes over a year in length.  This situation is exacerbated by the fact that it is very difficult for applicants whose permit applications haven’t yet been approved to get reasons for the extensive delays on the issuing of those permits.

Uber has had extensive first-hand experience with the frustratingly slow process of applying for these permits, with drivers often having to wait months and, in some cases more than a year, for their permits.

Sadly, there appears to be no sense of urgency amongst local authorities to prioritise fixing the flawed permit issuing systems and processes or address the large, and growing, backlogs of permit applications. As such, in order for the proposed stringent permit enforcement rules to be effective and fair to all role players, the long-standing issues around permit issuance first need to be addressed. At the very least, before the proposed legislation amendments are implemented, the National Transport Ministry needs to address the following issues:

  1. Efficient processes and systems must be put in place in all local authorities to allow drivers to easily apply for the operating permits they require
  2. Service level agreements need to be put in place with local authorities whereby they are required to assess applications and issue permits within the prescribed 60-day period.
  3. Local authorities need to be given deadlines by which their current permit application backlogs must be addressed to allow for faster processing of new applications once the amendments are promulgated.

If the Transport Ministry implements the proposed legislation amendments before ensuring that these permit issuance challenges are addressed, many drivers will be faced with the difficult choice of either having to operate illegally whilst awaiting their approved permits and risking significant fines and/or arrest, or stopping operations until they receive their permits, thereby losing what is, for many of them, their only source of income.

As such, if the Ministry of Transport is not able to address these particular challenges, it is only reasonable to ask it to reconsider this amendment and delay its implementation until the necessary infrastructure is in place to ensure it does not impact negatively on the country’s transport industry. The legislators must have been aware of the challenges of passing such a significant law, as the Amendment Bill allows for the Minister to use his discretion to delay implementation of provisions for up to 5 years.

Fair trade and healthy competition are the cornerstones of any effective and growing economy. However, these clauses (Section 66 (7) and Section 66A) of the NLTA amendment, as well as the proposal that regulators be given authority to define the geographic locations or zones in which vehicles may operate, are contrary to the spirit of both. As a good corporate citizen, Uber is committed to supplementing and enhancing South Africa’s national transport system and contributing positively to the industry. If passed into law without the revisions suggested above, these new amendments will limit our business and many others from playing the supportive roles we all can, and should, in growing the SA transport and tourism industries as well as many other key economic sectors.

What’s more, if passed as they currently stand, the amendments will effectively limit South African consumers from having full access to the range of convenient transport options they deserve; which has the potential to harm the reputation and credibility of the entire transport industry.

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