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Workinfo.com Human Resourses
Newsletter
Volume 2,
Issue 3, ISSN 1993 - 0798
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In this edition:
1. In House Recruiting vs.
Outsourced Recruiting
2. Launch of the Workinfo
Recruitment Job Portal and Top
HR Jobs
3. Workinfo Workshops
4. Myth or Reality - did the
Skills Development Act destroy
the apprenticeship learning
system?
5. Workforce Planning key to
proper resource planning
6. How to attract and retain
talent - useful surveys
7. Reminder EE plan deadline
looms
8. Realizing value from
investments in labor scheduling
9. Dave Ulrich & Lynda
Gratton - special offer
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Important announcement
Launch of the Workinfo
Recruitment HR job portal
Specializing in HR
and IR placements
* Are
you looking for an excellent
HR or IR professional?
* Are you looking for the
right job in the HR or IR
sector?
To access the Workinfo
Recruitment job portal click
here
Workinfo has been servicing
the HR and IR community
since 1997. During this time
we have come to meet some
the best talent South Africa
has to offer in these
sectors. If you are looking
for highly skilled HR and IR
personnel at any level,
contact us and we'll source
the best people the market
has to offer.
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Top HR positions
HR Director post in
Saudi Arabia
for strong candidate who
has operated at Director
level preferably with
banking experience.
(Substantial Negotiable
Package including
relocation costs).
HR Generalists
required in Hospitality
sector. Our
clients are looking for
a strong HR generalist
with the ability to
operate across all
levels within the
hospitality industry.
The person must be
highly adaptable with a
strong value system and
a huge passion for
service and people.
(R240 000p/a)
HR Practitioner
required in food
industry. The
incumbent must have a
thorough knowledge of
how to communicate with
unions and other
official bodies as well
as perform HR Generalist
work including
Recruitment,
administration and EE.
This person must have
the ability to operate
by themselves and drive
the HR Philosophy. (R220
000p/a)
HR Manager
required in CBD.
A strategic post exists
for an HR Manager in the
CBD the incumbent will
manage an HR department
and will be involved at
a strategic HR level. A
real forward thinker who
can offer HR direction
to a highly professional
management team. (R500
000p/a)
IR
Practioners -
Durban, Cape Town and
Gauteng. Salary
Negotiable on current
earnings. 2 - 3 yrs
experience with relevant
degree / diploma.
Contact Tracey
Lander on 011 781 4228 or
email her on
tracey@workinfo.com
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Employment Equity Plan
deadline looms
Are your plans in place and
workforce profiles ready?
Contact us today for
assistance. Email
info@workinfo.com
with your requests.
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Special for Workinfo.com
Members Article
Don't miss out on this
unique offer to Workinfo.com
members
The first four members to submit
their completed registration
forms to event for both days by
facsimile to the following
number (086 689 7862) will be
eligible for one of the
following publications
autographed by the author, Dave
Ulrich.
In addition, all Workinfo.com
members who sign up for both
days will be eligible for
R1,000.00 off the two day
registration fee.
All members will be entered into
a luck draw and one entrant will
receive an additional free
ticket to the event.
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In House Recruiting
vs. Outsourced
Recruiting - which
is better?
By Tracey Lander -
Director Workinfo
Recruitment
In a time when every
company is looking
for ways to save
money and resources,
it is understandable
that they might ask
themselves: could I
save my company
money if we
conducted our own in
house recruitment
and selection?
Some of the benefits
of an in house
recruitment process
include a thorough
knowledge of the
culture of the
business and of
course no fee to
pay. Naturally you
need highly skilled
people who have
enough time to co
ordinate such a long
process on behalf of
your business.
What is evident is
that a huge amount
of time goes into
recruitment, time
that could be spent
on more business
imperative
practices. If we
approach recruitment
from an initial cost
versus the longer
term benefit cost we
might find that the
outsourcing of the
recruitment process
holds huge merit.
The benefits of
outsourcing include
a focused search of
the market for
appropriate talent,
screening the
hundreds of CV's
that are not aligned
to your business
requirement and
sending you a short
list of handpicked
applicants that are
guaranteed to meet
most of your
requirements.
Let's compare the
benefits of
outsourced
recruitment versus
conducting your own
in house
recruiting...
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Workinfo.com
Workshops
All courses are
also offered in
- house nationwide
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Coaching
and
Mentoring |
17 & 18
July
2008 |
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Recruitment
&
Selection |
17 & 18
July
2008 |
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Employment
Equity
Workshop |
24 & 25
July
2008 |
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Developing
a HR
Strategic
Plan |
31 July
& 01 Aug
2008 |
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Workforce
and
Succession
Planning |
7 & 8
August
2008 |
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Industrial
Relations
for Line
Managers |
14 &15
August
2008 |
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Talent
Management |
14 & 15
August
2008 |
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Developing
a HR
Strategic
Plan
Managing
for
Diversity |
21 & 22
August
2008
21 &
22
August
2008
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Recruitment
and
Selection |
21 & 22
August
2008 |
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Coaching
and
Mentoring |
28 & 29
August
2008 |
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Developing
a HR
Strategic
Plan |
04 & 05
September
2008 |
POPULAR IN HOUSE
COURSES
Industrial
Relations for
line managers
EE Committee
Training
Guidelines for
internal
statutory
committees (EE
and / or SDC)
Managing for
Diversity
Coaching and
Mentoring Skills
Talent
Management
Recruitment and
Selection
Interpersonal
Skills for line
managers
Workplace
Violence
Prevention
Course
Subscribers
receive 10%
discount on all
workshops
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Workforce
Planning key to
proper resource
planning
The
development of a
workforce plan is a
critical component
of any human
resource strategy
and one of the
expected outcomes of
human resource
practitioners'
activities. Despite
this, manpower or
workforce planning,
as well as
succession planning
has only recently
enjoyed resurgence
in popularity. To
some extent this has
been prompted by the
need to develop
employment equity
and workplace skills
plans and set
numerical employment
equity targets. The
failure of many
organisations to
develop and
implement workforce
planning is rather
indicative of the
lack of strategic
planning itself.
A workforce plan can
be as simple or as
complex as
organisational needs
require. The
workforce planning
can be conducted for
a department,
division or for the
organisation as a
whole. Whatever the
level or approach
being adopted it
must nevertheless be
integrated with
broad-based
management
strategies.
There are multiple
reasons to conduct
workforce planning.
The following are
some common reasons
for doing so:
1. Helps meet the
organisation's
competency/skill
requirements.
2. Provides focus
for workforce
demographics,
retirement
projections and
succession
planning.
3. Provides a clear
rationale for
linking expenditures
for recruitment,
training, employee
development,
retention, and other
human resource
programmes to the
organisation's
long-term goals and
objectives.
4. ovides managers
with tools to
address changes in
programme direction
that impacts that
type of work being
performed.
5. Assists managers
in creating a high
quality workforce
capable of
continually growing
and changing.
6. Provides critical
information for
inclusion in budget
requests and
strategic plans.
To register for the
Workinfo.com Workforce
and Succession Planning
course - click here
This course may also
be offered in house
nationwide.
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Myth or Reality -
the Skills
Development Act
destroyed the
apprenticeship
learning system -
Empirically based
Workforce Planning
The Human Sciences
Research Council has
recently released an
HRD Data Warehouse
of critical
information
essential for all
companies embarking
on workforce
planning
initiatives.
The HRD Data
Warehouse contains
research on the
broad areas of
education,
employment and
skills in South
Africa. Information
is available in the
form of documents
that may be viewed
and downloaded,
tables of summarised
statistics and
information on
various databases.
One simple
illustration of this
is to explore the
issue of
apprenticeships.
Many have held the
view that the
introduction of
learnerships and the
associated Skills
Development Act
undermined the very
successful
apprenticeship
learning system. We
need only look at
the list of Critical
and Scarce skills
lists published by
DOL to realise that
many of the artisan
trades listed
therein we developed
through the
apprenticeship
training system.
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How to attracted
and retain talent - some
useful surveys
Top 500 is an annual
B2B publication that
identifies companies
achieving the
highest level of
performance and
success. It does
this by researching
the performance
information of more
than 5 000
organisations
annually, assessing
these organisations
within their
industry sectors,
and finally by
compiling a list of
the top five
performing
organisations in 100
sectors.
Sunday Times (UK)
Best 100 Companies
to Work For 2008
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Good timing -
Realizing value from
investments in labor
scheduling
Author: Eric
Lesser
© Copyright IBM
Corporation 2006
In a host of
people-intensive
industries, such as
retail, banking,
transportation,
government,
healthcare and
customer service,
organizations are
looking toward
improved workforce
management tools and
techniques to lower
labor costs,
increase the
efficiency and
productivity of
their existing labor
assets, and deliver
improved customer
service. Moreover,
the growing
complexity of
coordinating work
activities on a
global scale,
coupled with the
need to adjust for
changing workforce
demographics, has
created a greater
focus on how
organizations
allocate their
internal resources.
At the same time,
changes in
information
technology and more
sophisticated
process designs have
enabled
organizations to
more effectively
forecast and
schedule their labor
force. These new
technologies and
approaches are
helping firms
transform what was
once considered an
art form into a more
scientific
discipline.
Given both the
complexity of
this topic, and
the potential
benefits that
organizations
can achieve, the
IBM Institute
for Business
Value set out to
better
understand how
companies are
realizing value
from their
investments in
labor-scheduling
processes and
technology. This
research
involved
discussions with
11 companies
across a variety
of industries
that are in the
process of, or
have recently
completed,
upgrading their
labor-scheduling
capabilities. In
addition, we
conducted a
review of the
recent
literature on
this subject and
obtained
insights from
several industry
analysts and
academics who
have been
closely tracking
developments in
this area.
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Member
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