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Aimed at corporate employers, especially those who make use of recruitment and staffing companies. Great articles, advice and issues of general interest to HR managers and others involved in talent recruitment, selection and retention.

 

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How far are you willing to go?

Posted By APSO, 04 December 2015
Updated: 15 November 2015

How far are you willing to go?

 

Tags:  APSO  dedication  hard work  inspiration  success 

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Fake Recruiters

Posted By APSO, 30 November 2015
Updated: 15 November 2015

Fake Recruiters

 

The unethical posting of fake online job adverts by fake agencies is becoming more prevalent in South Africa. CNBC Africa is joined by KC Makhubele – Vice President of APSO.

Click here to view the broadcast.

Tags:  APSO  APSO Code of Ethics  APSO members  codes of professionalism  CV  ethics  fake recruiters  job search  professional body  vacancy 

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Whatever you do, keep moving forward

Posted By APSO, 24 November 2015
Updated: 15 November 2015
Whatever you do, keep moving forward

Tags:  africa  APSO  inspration  Martin Luther King Jr.  success 

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SA’s Labour Court gives Temporary Workers reprieve

Posted By APSO, 16 November 2015
Updated: 15 November 2015

SA’s Labour Court gives Temporary Workers reprieve

 

A decision taken by the Labour Court on Tuesday, 8 September, has given temporary workers and the Temporary Employment Services (TES) industry reprieve. This after they witnessed job losses and the folding of businesses during uncertainty relating to the interpretation of the newly amended Labour Relations Act. CNBC Africa is joined by KC Makhubele, Vice President, Federation of African Professional Staffing Organisations, to discuss what the ruling means.

Click here to listen to the recording.

Tags:  APSO  eNCA  KC Makhubele  labour court  labour law  Labour Relations Act  LRA  LRA amendments  TES  TES industry 

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2015 talent trends: Insights for the modern recruiter on what talent wants in South Africa

Posted By APSO, 05 October 2015
Updated: 29 September 2015

2015 talent trends: Insights for the modern recruiter on what talent wants in South Africa
By: LinkedIn Talent Solutions

 

The typical career path is more fluid than ever. Today, talent is staying more connected, informed and open to new opportunities throughout their professional lives. In this report, step inside the mind of talent at every stage of the job search journey. Armed with this data, you will have a blueprint for successfully attracting, engaging, and hiring within this modern and dynamic talent pool.

 

 

We surveyed over 20,000 professionals in 29 countries, including 766 professionals in South Africa, to better understand their attitudes and behaviors at each stage of the job search. Do you think you know what talent wants?

 

Click here on to find out!

Tags:  APSO  candidates  CV  job  job search  LinkedIn Talent Solutions  management  modern  modern recruiter  opportunity  professionals  recruitment  recruitment professionals  resume  search  social media  work balance 

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Four Easy Delegation Strategies

Posted By APSO, 08 September 2015

Four Easy Delegation Strategies


About the Author: Bill Radin is one of the most popular and highly regarded trainers in the recruiting industry and trains across the United States.

There’s no substitute for interacting with your candidates and employers in real time. But unfortunately, there are only so many hours in each day. By delegating routine, repetitive or data-oriented tasks, you can save time and in many ways exercise more control than if you were to perform every single function personally.

Here are some tips on how to delegate your tasks. Remember that delegation doesn’t necessarily mean that you give tasks to other people. I’ve found that in many cases, I can use various instruments of delegation to leverage my efforts. Here are a few examples:

  • CV templates. 

Years ago, I used to spend time coaching candidates to help them improve the quality and appearance of their CVs. Today, I ask them to go to my website and study the template of an exemplary resume and revise theirs accordingly. In this case, the template acts as an instrument of delegation, and the exercise spares me a lot of the time I might spend as an editor, not a recruiter. If the candidates can clearly see how to organise their accomplishments, they can re-format their CV and improve their chances of getting hired.

  • Position comparisons. 

If a candidate is unclear about the merits of a new job, you can use itemised lists to help make A-B comparisons with the old job. To compare compensation, I use a simple side-by-side spreadsheet to examine items such as base salary, bonus, deferred compensation, insurance costs, hidden expenses and health care benefits. To compare intangibles, I’ll provide a worksheet to examine the qualitative differences between jobs to help the candidate make an informed decision. By delegating to the worksheets, I can change the candidate’s perception of my role from salesman (“Here’s why you should take the job”) to advisor (“Let’s analyse your situation based on the facts”).

  • Interview prep

You should always custom tailor the way you prepare candidates prior to their interviews. But there are also many standard conventions regarding attire, attitude, punctuality and so forth that you can just as easily give to your candidates in the form of a reading assignment, rather than as a night-before lecture. Delegating the talking points of your interview prep to a brochure or web page saves time and allows you to concentrate on the candidates’ understanding of the position and on any interviewing skills that need the most attention.

  • Applications and navigators. 

Often, you can get better information in a more timely fashion directly from the candidates and hiring managers themselves than you can by an exhaustive interviewing process. By having the employer fill out a questionnaire (which I call an “executive search navigator”) and the candidate fill out an application or bio-survey, I can get routine demographic information in advance, freeing me up to concentrate on the more intangible and subjective aspects of their needs.

One Delegation to Avoid

I know this may sound counter-intuitive, but the one instrument of delegation I never want a candidate to see is the company’s job description. There are three reasons for this: First, most standard-issue job descriptions are so exhaustive with their “must-have” lists that they tend to demoralise candidates who don’t check every single box. Second, most job descriptions are outrageously vague and superficial, and rarely address the issue of “why” the position needs to be filled or “how” the right candidate will help the company solve problems or achieve goals.

Finally, a job description can undermine the recruiter’s value as a matchmaker and interpreter of the company’s unique opportunity relative to the candidate’s true potential. The last thing I want is to find a candidate, establish trust and present a job I feel is a good match, only to have a job description contradict or confuse the narrative. 

Tags:  APSO  Bill Radin  candidate  clients  coaching  delegation  job description  planning  strategy 

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Five Major Reasons Employees Choose to Stay

Posted By APSO, 21 July 2015

 Five Major Reasons Employees Choose to Stay http://images.net-temps.com/ima/site/clear.gif

 

1 out 3 employees are seriously thinking about leaving their job.

I recently consulted to an international management consulting firm. The partners hire only the best and brightest. They pay their employees well and offer challenging work assignments.

However, they work their employees very hard, monitor their time closely, and demand that they excel at everything they do. The firm is known for its unwritten rule of "up or out." If you aren't a superior candidate for promotion, you're asked to leave. Needless to say, it is an extremely high pressure environment.

The problem is that many of their "keepers," (i.e., those they want to stay with the organisation) are voluntarily deciding to leave. The long hours and near impossibility of living a normal life outside of work are just too much of a sacrifice.

THE PROBLEM

This is a problem for many organisations. Turnover, especially of good young employees, is extremely expensive. It often takes a year or two for new employees to learn the ropes. Losing a valuable employee represents a wasted investment of time and energy.

WHAT TO DO

There are many ways to keep good employees.

We recently conducted a statistical analysis of the Discovery Surveys' normative database to identify the issues that correlate most highly with the intentions of employees to stay with their organization. In analysing the responses from more than 50,000 employees from all types of organisations, the following five factors emerged as the best predictors of whether people will stay with their organizations.

  • Enjoyment of the Actual Work

Those employees who enjoy their work activities and feel a sense of personal accomplishment are most likely to stay.

  • Communication With Supervisors

Employees want to feel respected and encouraged by their supervisors. Those most likely to stay receive ongoing performance feedback from their supervisors throughout the year, not just annually. Those most likely to stay also believe that their supervisors encourage them to make suggestions.

  • Provide High Quality Products and Services to Customers

Employees want to be part of a culture in which people really care about doing good work. They are more likely to stay if they believe their organisation is operating efficiently, is committed to providing high quality products and services, and makes it easy for their customers to do business with them.

  • Pride in the Work of the Organisation

Employees want to feel they are contributing to a cause that is important. Those who are proud of their organisation and believe their work contributes to the organisation's objectives are more likely to stay.

  • Optimism About the Future

Those who intend to stay with their organisations believe that management is doing a good job of planning for the future. They also believe that they personally have a good future with the organisation.

CONCLUSION

You don't have to run your company like a country club in order to keep good employees. You do, however, need to provide them with five things: a sense of personal accomplishment, good one-on-one communication from supervisors, a commitment to quality, a sense of pride, and confidence in the future.

About the Author: Bruce Katcher, PhD is President of Discovery Surveys, Inc. His firm conducts customized employee opinion and customer satisfaction surveys.

Tags:  APSO  communication  culture  employee retention  Employees  enjoyment of work  feedback  satisfaction 

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THE RECRUITMENT INDUSTRY’S ROLE IN THE UPTAKE OF NEW BBBEE REQUIREMENTS

Posted By APSO, 15 June 2015
Updated: 11 June 2015

THE RECRUITMENT INDUSTRY’S ROLE IN THE UPTAKE OF NEW BBBEE REQUIREMENTS

Polarity.org.za

One of the legacies of Apartheid in South Africa is the unequal distribution of wealth between its white and black populations. Connected to this is gender and racial disparities in education and skills levels.

On 5 May 2015, the Department of Trade and Industry (“DTI”) released Notice 396 of 2015 (“Clarification Notice”) to clarify the position of the DTI with respect to the recent amendments to the Broad Based Black Economic Empowerment (BBBEE) Act. The clarification notice states that the Amended Codes became effective on 1 May 2015.

The amendments to the Codes fundamentally change the current BBBEE framework and significantly change the manner in which a firm’s BBBEE status (or level) will be calculated, as the number of BBBEE points required to achieve a particular BBBEE level has been increased.

The Federation of African Professional Staffing Organisations (APSO) is committed to the upliftment and professionalisation of the labour recruitment industry in South Africa.  KC Makhubele, Vice President of APSO says, “Planning for BBBEE should never be underestimated and should be seen as a tool that can increase employment opportunities and boost business growth.”

Makhubele explains that the purpose of the legislation remains to assist with the entrance of previously-disadvantaged people into the economy, in order to contribute to our national economic growth.

He says, “Human resources development, which encompasses employment equity and skills development, forms part of the core strategies for bringing about BBBEE in South Africa. These elements are, in fact, given significant weighting in determining the extent to which an enterprise contributes towards BBBEE. In terms of the Generic Scorecard, employment equity and skills development each account for 15 % of the BEE weighting of an enterprise.”

“Staffing and recruitment companies provide a great service in assisting businesses in reaching their BBBEE targets.”

Makhubele notes that not only do more candidates approach staffing and recruitment companies over corporate companies themselves – giving recruiters access to a bigger pool of talent to select from – but the interview and on-boarding process is also quicker when partnering with a reputable staffing company.

He says, “Recruiters also spend more time interviewing and developing candidates. Through temporary and contract employment BBBEE candidates gain much needed experience in order to enter the permanent market.”

“Businesses who share their staffing strategy and overall business objectives with their staffing partner will also ensure that these targets are prioritised, and met,” Makhubele adds.

For this reason, Makhubele stresses that staffing and recruitment companies should be seen as a strategic partner. “Get to know your recruitment suppliers and ensure they know you, your corporate culture, your vision and values.”

“If organisations really want the very best talent while getting its identified BBBEE talent up to speed, a recruitment agency can provide highly skilled contract staff or recently retired staff who have a huge amount of experience to pass on to up-and-coming BBBEE candidates,” he concludes.

Tags:  Amended Codes  APSO  BBBEE  BBBEE targets  BEE  business objectives  Department of Trade and Industry  disadvantaged  DTI  economic growth  employment opportunities  framework  Generic Scoreboard  Human Resource Development  legislation  recruitment  requirements  staffing  staffing solutions 

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Industry body addresses recruitment fraud

Posted By APSO, 10 June 2015
Updated: 29 May 2015

Industry body addresses recruitment fraud

Skills Portal

South African businesses have been urged to actively participate in the regulation of the staffing industry by the Federation of African Professional Staffing Organisations (APSO).

The aim is to promote transparency in order to stop the exploitation of desperate job seekers by bogus organisations.

KC Makhubele, Vice President of APSO – recognised as a professional body in the industry – says, “Deception in the recruitment industry is forcing employers to carefully consider their options when trying to identify reputable recruitment partner.”

He notes that by only working with employment agencies who have opened themselves to regulations and scrutiny by industry peers, businesses will aid in closing down the operations of fake recruiters.

To read the full article, please click here.

Tags:  agencies  APSO  industry body  legislation  Recruitment  regulation 

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Labour Law Amendments Are Devastating!

Posted By APSO, 01 June 2015
Updated: 29 May 2015

Labour Law Amendments Are Devastating!

Business Brief

The newly amended Labour Relations Act (effective since 1 January 2015) are having  devastating impact not only on the national recruitment and staffing industry but also on the national country’s unemployment rate – which the act itself seeks to relive – if they continue to be interpreted by some stakeholders in a narrow light.

Amendments cause uncertainty

The amendments to the act have caused uncertainty in the market and has been highlighted as likely to cost the country 254 000 jobs. The interpretation of and uncertainty surrounding these amendments has already resulted in the folding of a number of small to medium sized recruitment companies – a number of which are Black-owned – and as a result, goes against government’s intention to support and grow Black business.

In compliance with the Labour Relations Amendments Act, No 6 of 2014 (LRAA) -  which aims to streamline the country’s labour environment and protect vulnerable workers – South African businesses are required to adjust the way in which they have traditionally employed and managed staff in their organisations.

To read the full article, please click here.

Tags:  amendments  APSO  job loss  Labour law  legislation  LRA  recruitment  recruitment agencies  regulation  uncertainty 

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