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Can you dismiss employees who can't work?

BY lvan lsraelstam, Chief Executive of Labour Law Management Consulting. He may be contacted on (011) 888-7944 or 0828522973 or on e-mail address: This e-mail address is being protected from spam bots, you need JavaScript enabled to view it . Go to: www.labourlawadvice.co.za

Too many HR/IR practitioners keep totally incapacitated employees on the payroll indefinitely because they are unsure of the law.

Section 6 of the Employment Equity Act prohibits unfair discrimination against employees on the grounds of disability. This means that an employer may not discriminate against an employee merely due to the fact that the employee is disabled. In fact the same Act obliges employers to find ways of recruiting and seeking ways to accommodate people with disabilities.

Furthermore, section 187(1)(f) of the Labour Relations Act (LRA) says that, “A dismissal is automatically unfair if …. The reason for the dismissal is …. that the employer unfairly discriminated against an employee, directly or indirectly, on any arbitrary ground, including, but not limited to race, gender, sex, ethnic or social origin, colour, sexual orientation, age, disability, religion, conscience, belief, political opinion, culture, language, marital status or family responsibility.’

The fact that disability is included in the above list means, for example, that if your production manager is permanently paralysed from the waist down in an accident (whether work-related or not) you cannot terminate his/her employment because you believe that a disabled manager will be unable to command the respect of the workforce. You would have to prove that this production manager is in fact unable to work before you could even consider terminating his/her employment.

In the CCMA case of Truter vs Mechem (GA865) the employee was hired as a filing clerk. She was promoted a few months later to the position of logistics manager after which she was involved in a serious motor accident that necessitated brain surgery and left her with speech difficulties. The employer terminated her services while she was still in hospital claiming that her contract had expired. The arbitrator believed that the real reason for the dismissal was the employee’s accident and awarded the employee eight months salary in compensation for the unfair dismissal. Eight months salary at the rate that a manager would be paid will have come to tens of thousands of rand.

The employer should have followed statutory procedure before

Last Updated ( Friday, 27 August 2010 )
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UCT launches course to prime strategically-minded HR managers

UCT launches course to prime strategically-minded HR managers

HR managers need to up their strategic thinking and aspire towards a seat at the boardroom table to shed HR’s image as a simple administrative function, says Erna Oldenboom, convener of a new short course called ‘HR as a Strategic Business Partner’ launching at the UCT Graduate School of Business (UCT GSB) this year.

The course comes in response to growing calls for HR departments to operate at a more strategic level and look for ways to add value beyond just performing service-related tasks like payroll duties.

“HR managers are increasingly being expected to become value-adding strategic business partners as companies seek to extract maximum value from organisational functions during these tighter economic times,” said Oldenboom.

‘HR as a Strategic Business Partner’ will run for the first time in September and October and Oldenboom – who is a Dutch national – has brought in experts from the US and South Africa to give the programme a unique blend of local and international perspectives. These include Kalpana Mistry, Chief Administrative Officer and Senior Vice President of Human Resources at VITAS Innovative Hospice Care in the US, and Ezanne Swanepoel of local people and leadership development organisation Connemara.

Mistry, who was honoured by the Society of Human Resource Management with a National Human Capital Business Leader of the year Award in 2007, is credited with lifting HR to strategic partner status at her organisation and will share these first-hand experiences with delegates on the programme.

“At VITAS, HR has become a strategic business partner because we approach it from the outside in, which means having a clear understanding of the business context first and foremost,” explained Mistry.

“HR managers need to ask the question, ...

Last Updated ( Tuesday, 24 August 2010 )
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Talk is cheap if management lets awkward conversation fester in the workplace

 

The importance of teamwork and a harmonious working environment is often overlooked when it comes to the development and application of human resource strategy in business.

People management specialists at Accys, a national supplier of payroll, HR, Time & Attendance and Access Control solutions, say that awkward conversations at work can quickly spiral out of control and cause discord amongst colleagues, which can have a serious impact on productivity. 

Accsys has a well-established reputation in the market for its range of people management solutions. It has strengthened this reputation with the introduction of people-focused services including eLearning and recruitment (Accsys PeoplePlace). 

HR specialists at the company have stated that although some decision makers view the team dynamic and impact of awkward conversation as being of minor importance in the grand scheme of things, if left unchecked or uncontrolled, could end up costing the business. 

This includes all types of awkward conversation – those that occur between colleagues and between colleagues and management.

“The fact is that in ...

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