Global and Local Remuneration Trends PowerPoint Presentation

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Attraction & Retention – PowerPoint 2007 Document

Attraction & Retention – PowerPoint 97-2003 Zipped

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Heard this before?

We have, and it’s a fact!

Those organizations who do not think strategically and practically about how 2010 is going to pan out are at risk of having 2010 not pan out at all. While we constantly recognize the need to take a step back and invest in a critical look at our business and at our environment, we also tend to file the need for later.

Well now is later! There are only five weeks to go before the fundamental festive season slow-down. And when we get back it will be 2010 already.

• How is our industry placed for the next few years?
• What are the emerging opportunities and risks?
• How are we placed to benefit from the opportunities?
• How can we minimize the risks?
• What about our resources?
• And the regulatory environment?
• Are we ready to seize the moment?
• What more do we need to be doing now to prepare for those moments?
• Have we acknowledged the effort of our teams, and the resilience of our brand?
• And what about the World Cup…?

The questions continue, and not many of us take the trouble really to interrogate them, nor to agree and implement the actions that will make it all work to a plan.

KeyPoint Consulting specializes in facilitation of planning and analysis sessions, from serious critical review of the organization and its people to celebratory recognition for time well spent, and the battle well fought.

Our use of a unique and highly effective methodology allows detailed and rapid feedback, and provides for a number of optional creative and energizing choices, including team assessments, experiential challenges, and hard core action planning, depending on the key objectives of the moment.

We would be delighted to meet with you to discuss your planning needs, at this critical time in the annual thinking cycle.

Contact us by:

email

or phone at:

041 373 2130

or

082 894 2258 (Maura will arrange to come and chat about how to make this important part of the business cycle a meaningful and enjoyable experience.)

The KeyPoint Consulting Team

Maura Jarvis and Associates has operated in the Gauteng, Mpumalanga, KZN and Eastern Cape Regions over the past eleven years, and despite the economic challenges, we have found a sound and educated client base in our field of contribution.

We are therefore delighted to share with you that as of October 2009, we have extended our operation to include a team of highly experienced and competent HR practitioners who individually bring specialised deep skills that extend from high level strategic planning through to training and remuneration consulting.

The new organisation represents the same dream and the same demanding working ethic as you are familiar with in Maura Jarvis and Associates, but brings in a powerhouse of support resources specialised in key areas to reach to the heart of any organisational challenges faced in our legal and social working environment.

I have introduced our extended service offering and these resources through our new website

√ At the centre of this mix is our proud history in the field of labour and employee relations, and our proven track record in the area of HR support / outsourcing and best practice, together with our tried and tested IR Training programme.

√ We have retained our close partnership with the local operation of a national assessment organisation, and will continue to offer psychometric, competency and team profile testing through this channel.

√ I have additionally secured the associated services of Frontier Events as our Teambuilding and Team Development partner, and access to the well proven international organisational development tool of “Mission-Driven Work Teams”.

√ We will also be continuing with our work in remuneration consulting, and are finalising a preferred relationship with a prestigious and energetic South African remuneration survey partner.

Put simply, I have brought my extensive experience as an HR generalist from the smokestacks to the Boardroom and 11 years in HR and Management Consulting into one space to provide a seamless access for our clients to specialised deep skills in the field of HR, from Cape Town to PE to East London, and with our traditionally strong Highveld team.

So all that’s changed is our Name and our Reach. In both we look to continue to build a remarkable partner to you in the field of people management in organisations. I am seeking to continue my relationships as before, and to grow into new markets with this team.

I look forward to working with you and your teams through the next moments in our harassed but remarkable evolution as a country and as an economy.

MAURA JARVIS
KeyPoint Consulting
info@keypointconsulting.co.za
FAX: 086 528 8018
CELL: 082 894 2258
Block 1, Ascot Office Park, Greenacres, Port Elizabeth
www.keypointconsulting.co.za

Until we Embrace Employment Equity Opportunities we will Continue to Waste Time and Effort in People Development

I have often wondered, while visiting with clients here in the Eastern Cape, to what extent the enlightenment of the broader South African community has really extended to our fair shores, and to what extent there is real enthusiasm for the opportunities that have been created by our changing constitutional legal and labour environments.

I am most particularly concerned by the separation of Employment Equity(EE) initiatives and general labour relations practices from the core strategy of businesses. I listen to what the organisation wants to achieve, how it intends to get there, and what the market opportunities are. Then in a different meeting, I find out about the employee relations issues – and I become anxious when the two meetings carry incongruent messages.

It is eleven years since the introduction of new labour legislation, and six since the first EE reports were submitted. I still struggle to find a meaningful EE Plan anywhere, and I am consistently confused by the failure, where such a Plan exists, to see a visible inclusion of this planning with the core business plan of the organisation.

Reports were again submitted in October this year, and in many cases the EE Reports were incidental to the EE Plan. Where progress has been made (and it has, impressively!) this has been completely random to the goals that were set. (More luck than design?).

We have had ample opportunity to learn from our experiences of the late nineties, when we desperately put together elaborate and often misguided plans to assist progress towards the first reports of 2000, but I am disturbed still in 2006, that our responses to this imperative remain reactive and defensive.

I am amazed that so many senior executives still find it necessary to propound loudly that no plan or legal obligation will be allowed to detract from the need to be competitive! Yes sir – you are quite correct – we all agree! But then why do you allow a planning process around EE that is palpably parallel rather than integrated to the business goals? Why do I continue to see that junior HR practitioners are left to put together something that will stand scrutiny from the Department of Labour in October, rather than something that will stand scrutiny from the marketplace ongoing?

The amount of time and effort that is being put into keeping EE out of our central planning is wasted effort. It represents negative time rather than active and creative organisational energy to position itself to move forward. The glass is half full or half empty as you choose!

We cannot continue to pretend that this imperative will go away. We must recognise that until we desensitise the process by making it central to organisational culture, it will continue to be an irritation rather than an opportunity to differentiate. Until we build the planning into the fabric of our business and HR strategy in a practical way, this issue will continue to be an irritation that dominates the management discussion in September each year.

Until we make the support of EE objectives a part of management performance measures, and until we make line management accountable to find and secure activities that support development of their people, EE reporting will continue to burden rather than energise.