How to at­tract and re­tain top tal­ent

The Sunday Independent - - BUSINESS REPORT -

Ben Bier­man

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.

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