HR & Personnel Practitioners

We have received the following announcement from SABPP. We wish Marius Meyer every success in his new appointment, and express our support and best wishes to Xolani Mawande, the current COO, who will be taking over as Acting CEO from 1 August 2018.

This is a media release from SANews - if you are in HR and personnel management it's worth making your input by end April 2018. Also watch out for notification of the workshops.

The public has until the end of April to comment on a discussion paper on payroll deductions covering all employees in the public and private sector.

Hi There,

Am looking for recommendation and or referrals of good immigration consultants that have working knowledge of African countries outside SA.

For those who are already members of the South African Board for People Practices, you will be aware that the SABPP has been developing standards of professional practice for human resource management. Recently SABPP have been communicating on the development and launch of a Leadership standard.

“We are conceptualising what good leadership is all about for South African leaders. We want to create a consistent guideline for leadership practice" - Marius Meyer, CEO - SABPP

All HR and personnel practitioners will be interested in this publication from the SABPP.
Edited by Professor Anita Bosch there are a number of articles on the general theme of fairness for women in the workplace.

But the articles cover a range of issues - things that are taken for granted, but could be changed for the better; how the role of women has changed over time; the power relations that exclude - or include - women.

Well worth downloading and taking the time to read.

Dr Gule Interim CEO of IPM and CEO Marius Meyer of SABPP have issued the following statement:

"Deputy President, Cyril Ramaphosa, as Chairperson of the Human Resource Development Council (HRDC), today, 23 June 2017, chaired a successful 18th meeting of the Council at the CSIR Knowledge Commons, Pretoria.

As HR practitioners we know that the consequences of performance failures feature prominently in the aggravating factors presented by the employer when an employee has been found guilty of some or other failure.

We become expert in drafting inputs designed to impress upon a disciplinary chairperson or CCMA Commissioner the seriousness of the adverse impact that the employee in question has had from the organisation's perspective. In so doing, we seek to secure a sanction of maximum severity.

If you play any transformative role as an HR practitioner you will have encountered the need to encourage individuals and groups to do what is within their power to effect change, even when the odds seem overwhelmingly stacked against success.

You may have used the awkward anaology of the flea that can make a large dog scratch...but there is a new and better illustration, and it is out of Africa.

The following request was made by Emilia Richter

"Good day

Would anyone be willing to share an effective fuel card policy which assists in regulating fuel expenditure for employees who have Company vehicles and Travel Allowances? Providing fuel cards without any policy on how it can be utilised will no doubt, lead to abuse and we want to prevent that but what would be fair practice?