How to attract and retain top talent
4. Non-tangible benefits
This is where small businesses have the upper hand on larger organisations. While bigger organisations may be in a position to offer a larger salary and more attractive benefits, a small business can craft and implement their own unique employee value proposition, both with tangible and non-tangible aspects. The tangible benefits entail monthly remuneration and bonuses. Considerations for these include flexible working hours, training opportunities or the occasional informal team social activity.
5. Professional growth and development
Possibly the biggest advantage that small businesses have is their ability to involve staff in a wider range of responsibilities, which is necessitated by the size of the business and allows for added professional experience. In larger organisations, however, one finds that the prospect of being exposed to a wider range of duties is limited, as work is often compartmentalised, which can leave employees feeling like there is little room for professional growth.
At the end of the day, human resources management is a key business function that must be given adequate attention should a business want to grow and attract the best employees. If businesses want to attract and retain the right type of individual, they need to fully understand what is important to their employees. Martin Kaggwa THE Department of Mineral Resources (DMR) 2017 Revised Mining Charter has created animosity between the government and Chamber of Mines.
The animosity has resulted in the implementation of the charter being placed on hold following the chamber’s court application.
In a way, there is high likelihood that the charter will be implemented at a later stage but with amendments.
However, the spat between the chamber and Mineral Resources Minister Mosebenzi Zwane has diverted attention from what is genuinely good and bad about the revised charter.
The personalisation of the differences has relegated substantive issues that could have a potentially positive impact on the mining communities and workers to the backburners.
Without going into details, I would like to argue that one of the good elements of the revised charter is the participation of women and their empowerment in the mining sector. Being latecomers into the industry, their participation and growth still needs an external push.
It also affirms the country’s all-inclusive participation in the mainstream of the economy as women constitute more than 50 percent of the population. Without their involvement, an all-inclusive, developed society is nothing but a dream.
And with mining being one of the critical sectors of our economy, women can play a role in creating employment and advancement opportunities for others. Dr Martin Kaggwa says the voices of women in mining need to be heard.
But women in the mining sector still face a number of challenges.
A 2015/2016 survey carried out by Sam Tambani Research Institute, involving 2 856 women, revealed that women in mining faced a lack of career progress and discrimination in decision-making.
The revised charter includes pro- visions that can potentially mitigate these two women-specific challenges under the sections on employment equity and human resource development.
Under the employment equity section, the charter stipulates that women should constitute 25 percent of board and executive management positions.
At senior and middle-management levels, the charter says representation should be 30 percent and 38 percent respectively.
The charter says 44 percent of all junior managers should be women and that a 5 percent investment of the leviable amount should be devoted to skills development.
By being pro-active, women can be trained at the employers’ costs to acquire the skills they need to progress in the work environment in the sector.
The delay in the implementing of the charter creates an opportunity for all stakeholders to take a moment to review and assess the potential impact on its constituency.
What is clear is that the stakes in the mining sector that the charter intends to influence are very high.
The voices of women in mining need to heard on the provisions and the practically of the charter based on their experiences in working in the mines.
Other stakeholders should take a keen interest in how the revised charter does or does not advance their interests.
Those who find that the charter indeed has the potential to serve their interests, like women in mining, should come out and broadly add their voice in full or partial support of the revised charter.
Ultimately, all stakeholders should pro-actively ensure that the good about the 2017 Revised Mining Charter is not be lost and subdued by the feud between the chamber and the DMR.