Course Objectives

• •Organize employee records and files cost effectively.
• Identify areas of weaknesses in their organization s processes: Recruitment and Selection, Employee Records keeping, Performance Appraisal, and Payroll.
• Create a plan of action to improve the HR processes in their organization.
• Relate the importance of an efficient Employee Record Keeping process to their organizational financial well being.
• Develop a detailed and accuracy focused approach to Human Resources.

Objectives

Successful managers and team leaders need the skills to find and recruit the best candidates for their team. This training programme involves participants working on processes and procedures that result in successful recruitment and selection decisions through the use of group and individual activities, exercises, formal inputs etc.

TARGET GROUP

This training programme is aimed at those officials involved in the conceptualization, compilation, implementation and management of departmental Human Resource Plans and recruitment and selection processes and decisions.

Employees’ remuneration is always a strategic and yet sensitive issue for both the company and employee. Although salary or money is commonly perceived as not the only factor that influence employee’s motivation, but it’s hard to neglect that money is the most dominant factor in determining employee’s motivation, working spirit and performance. Implementation of remuneration system in any organization or company will usually face several complex problems. Firstly, (fairness). The measure of internal equity itself is hard to jointly agree, due to the different interests between the company and employees, or among employees. Secondly, problems related to external competitiveness. The measure of competitiveness also is not an easy thing to determine, and could be trapped into subjectivity, depend on what market information is available and to which market is compared. Lastly, problems related to company’s financial capability. The measure of financial capability is usually not treated as open information, and only limited to certain people in top management. This will be a common debate between company and employees, where on the one hand employees feel that the company has a good financial condition, but on the other hand, the company needs to manage its competitive and sustainable cost levels. This course will give skills in designing a remuneration system that fits the purpose and condition of each company, while still maintaining the competitiveness, attractiveness and fairness of the remuneration level.

WHO SHOULD ATTEND?

• Human Resources Managers and General Managers
• Human Resources Officers
• Compensation & Benefits Specialists
• Compensation Managers
• Benefits Managers
• Supervisors
• Anyone who is interested in Remuneration Management topic

Establishing and managing a framework for job analysis and understanding all the roles in an organization and describing those roles through either job profiles or job descriptions is one of the critical cornerstones of any HR department, and it is crucial to design and define the right job roles that support the organization’s goals and business objectives.

By the end of the program, participants will be able to:

• Demonstrate the importance of job descriptions in the wider context of Human Resources
• Carry out job analysis to obtain information for the preparation of job descriptions and other purposes
• Write job descriptions to cover the wider requirements of Human Resources
• Explain competencies in terms of what they are and how they are used
• Write competency based job descriptions

If you don’t see any politics in your office then maybe you are not looking hard enough. Once you have three people you are likely to have politics. People in the workplace jostle for a variety of perceived benefits and resources such as ego, promotion, status, image, and even desks and offices! Office politics is not necessarily a hindrance, indeed managed properly it can boost the effectiveness of the organisation by harnessing the energy and using it to drive performance and even morale.

Overview

You have likely experienced some form of Office Politics. Working with different personalities, opinions, backgrounds, and values is a challenge in any environment. It is an inevitable fact that when people are working together personalities can and will clash. No one is an island, so working together as a team is incredibly important for the organization and every employee.

Office Politics it is about creating and maintaining better relationships. It is about communicating and working with your peers and colleagues in a way that is mutually beneficial. Employees who understand the positive aspects of Office Politics are better team members and end up being more successful and productive.

This workshop addresses the issue of office politics head on! Participants will walk away with an understanding of how to spot the politics and be equipped with skills for managing themselves in political situations. The workshop will give participants an opportunity to make decisions about who and how they want to be. Finally, participants will learn powerful skills, techniques and multiple ways to manage the situations to a positive end. These are the critical skill sets of Protocol, diplomacy and negotiation!

Who will benefit?

• Any person who works in a team environment
• Any person who understands that office politics exists ~ and would like to learn to work with it and not against it
• Any person who feels baffled by or not able to spot office politics
• Any person who is ready to learn Protocol, diplomacy and negotiation skills to build their career

The Companies Act, No. 71 of 2008 (the Act) significantly changes the landscape of company law in South Africa. The Act was signed by the President on 8 April 2009, but implementation was deferred to accommodate necessary amendments. The Companies Amendment Act, No. 3 of 2011, signed by the President on 20 April 2011 underwent a rigorous process of debate and deliberation by various stakeholders and industry role players during the legislative process. Draft Regulations to the Act were also issued during the latter part of 2010 by the Department of Trade and Industry and the final Companies Regulations 2011 (the Regulations) were published on 20 April 2011. The effective date of the Act, incorporating the amendments and the Regulations, is 1 May 2011. During the deliberations, certain sections in the Companies Amendment Act generated considerable attention in the media and discussion in public forums. An overview of these requirements is provided in this workshop. Peganix will also be addressing a number of other issues faced the act and assist directors and the management of companies to get to grips with some of the challenges facing most companies during the transition period and thereafter.

Overview

This legislation impacts on South African companies, their directors and secretaries and their professional advisors. Accountants are the front line advisors who are going to educate their clients and implement the changes. This Three day workshop takes attendees through a comprehensive tour of the key elements Parts of legislation. In 3 days we will look at key sections of legislation and the changes that are going to have the most significant impact on advisors and companies. The focus will be on the first 6 Parts, which are critical for anyone who has an South African company or advises South African Companies. 

Who Should attend?

• Business Owners
• Directors

Any accountant from partner to senior who is advising companies and directors on a day to day basis. Any director or advisor who wants to get a grip on the Companies Act No. 71 of 2008