Please note that this article aims to objectively breakdown and explain the information required in an employee contract. We are by no means suggesting an employer is incompetent; we simply want to discuss the requirements, address issues and provide answers to common questions that we have received from clients in the past.

 

So, you’ve just landed your ideal job. That’s fantastic, but has your new employer promised to send you an employee contract? If the company asks you to start work two weeks before the contract is ready – don’t.

South African law states that “Every employer is required by law (Basic Conditions of Employment Act – section 29) to provide the employee with a written contract of employment not later than the first day of commencement of employment. Failure to do so could land the employer in jail for a term of imprisonment (section 93 of the BCEA) or to liability for a hefty fine (schedule 2 – BCEA).”

Furthermore, your employer should give you a couple of days to read through the contract. It’s your job to ensure you’re happy with all the clauses. If there are any clauses in the contract you don’t understand, speak to a human resources specialist or attorney before you sign the document.

 

What is an employee contract?

An employee contract is a legal document that outlines an agreement between a prospective employee and an employer. It establishes both the rights and responsibilities of the two parties. The contract also regulates the terms and conditions between the employer and employee.

 

Information required in an employment contract

Employee details: Full name, address, employee’s occupation, etc.

Job Description, duties and responsibilities: The job description outlines the main duties and key performance areas (KPIs) applicable to the requirements of the post.

Validity of the contract: If the employee neglects to inform the employer of any circumstances which may have affected the employer’s decision to employ or not to employ the employee, then the contract shall immediately be rendered null and void.

Probation: This is a specific period during which the employer will monitor the employee’s ability to perform the job requirements and performance standards.

Hours of work: The standard work days are five days per week (Monday to Friday inclusive) The normal working hours shouldn’t not exceed 45 hours per week. From time to time, there may be a requirement to carry out work outside of normal working hours. The employee is expected to complete the requested work.

Benefits: This can include but isn’t limited to medical aid scheme, provident and pension fund, shares in the company of employment.

Remuneration: The sum of money the employee is being paid to perform their role. This should include the following information: Salary or the rate and method of calculating wages, rate for overtime, bonuses, deductions, frequency of payment, e.g. monthly or weekly.

Leave: The amount of annual, sick, maternity and family responsibility leave which the employee is allowed.

Conflict of interest: The employee accepts that during the period of their employment with the company not to be directly or indirectly  engaged with any other businesses, either on a full-time or part-time basis for which they receive remuneration.

Company Policies and Procedures: It is the responsibility of the employee to make themselves familiar with the content of all company policies and procedures. If you are unsure of any of them, speak to a business consultancy that has access to a full-service HR department.

Amendments, additions or deletions to the employment contract: The employer reserves the right to make any amendment, addition or deletion to the contract at any time, for any reason recognised complying with South African labour laws.

Confidentiality & Restraint of Trade: The employee will build a relationship with the clients in the course of his/her duties, have access to all confidential information. The employee is prohibited, both during the duration of the employment contract, and for a period of unlimited duration after termination of the employment contract from revealing or conversing about any information.

 

Termination of Employment

Notice Period

The Basic Conditions of Employment Act – section 37 prescribes notice periods not less than:

• One week, if the employee has been employed for six months or less;
• Two weeks, if the employee has been employed for more than six months but not more than one year
• Four weeks, if the employee has been employed for one year or more.
• Employers aren’t necessarily required to accept a longer notice period than the agreed upon timeframe established in the contract.

 

Process of dismissal based on unsatisfactory performance

One of the most widely misunderstood and contentious issues between an employer and employee is the processes that need to take place before a staff member can actually be dismissed for poor work performance.

If, for some reason, you get into a heated argument with your employer about work performance and they yell, “you’re fired” and you are asked to leave straight away, you could take the employer to the CCMA for unfair dismissal. This is how the process of dismissal works according to South African law:

After probation, an employee should not be dismissed for unsatisfactory performance unless the employer has

• Given the employee a proper evaluation, provided instruction, training, guidance or counselling.

• Given the employee a realistic period for improvement, but the employee continues to perform poorly.

• Failing this, the procedure leading to dismissal should include an investigation to establish the reasons for the substandard performance and the employer should consider other ways, short of dismissal, to remedy the situation.

• The employee should have the right to be heard and to be assisted by a trade union representative or fellow employee.

 

Only once all these processes have taken place and been officially documented, can the employee be formally dismissed.

An employer can never claim that they “didn’t know the processes of dismissal” because it’s part of South African employment legislation. If you are running a start-up and hiring your first employee(s), ensure you speak to a human resources company; they can draw up employee contracts as well as educate you about your rights and responsibilities to your employee(s)

As mentioned earlier, we’ve seen many clients who need assistance with fully understanding their employment contract. We can explain any clauses with which you may be struggling. We want to see you thrive!

When marketers speak about customer experience, they’re typically referencing a streamlined journey through a website; we tend to forget that sales don’t only happen online, but the question is how can a customer experience be applied to a brick and mortar store? It’s not as tricky as you may think, but it does need to be implemented strategically. So, for this article, let’s use a physical retail chain store.

 

How do businesses get customers to visit their store?

We know that the eCommerce space has grown exponentially over the last decade. People find it far more convenient to browse retail stores’ websites when it suits them best. The days of having to sacrifice hours on the weekend to buy a few items of clothing may have lessened, but that doesn’t mean the concept of a physical store is dead. It does have advantages over online shopping, e.g.

• At a store, you can try on the clothes before purchasing to make sure they fit.
• Talk to sales staff face-to-face if you have any queries.
• Stores are more accessible to the public because the majority of South Africans don’t have access to the internet.

So, the benefits exist, but getting the same amount of foot traffic through the door is becoming increasingly difficult. The answer: offer a customer journey that cannot be experienced online.

 

Tap into the customers’ senses

 

There’s one sense that the digital world can’t tap into, and that’s smell. Did you know that smell is one of the best invigorators of memory? Think about your grandmother’s perfume or grandfather’s cologne; what’s rushing through your head right now? Most likely loving, fun-filled memories of times spent with them, right? A store with a distinctive atmosphere and smell could hypothetically hit the same areas of the brain and evoke a memory of a pleasant shopping experience.

 Smell

So, why not liven up your retail space by ac(scent)uating it with welcoming fragrances dispersed by scent diffusers. Scent marketing creates an environment that has an emphasis on creating positive emotions. You can incorporate it in your holistic marketing strategy to provide an optimal shopping experience that will bring the consumer back again…and again.

Audio

We have all seen the evolution of music-on-demand unveil before our eyes. However, it’s primarily being marketed to individuals, not retail stores. Obviously, you do have the choice of running a playlist off YouTube, but unless you subscribe to the premium version, ads will break the atmosphere you’re trying to create. So, yes, digital can give us music, but how it’s applied to suit the essence of a brand within a physical retail store is vital.

The answer to this problem: full access to custom music solutions.

The ability to access the world’s most extensive catalogue of licensed music to complement your scent marketing solutions is a sure-fire customer influx driver. Custom music solutions give you the opportunity to select songs and genres that will resonate with potential customers. For example, if your store specialises in a particular clothing style, you can play the music that amplifies the culture associated with that style. You can essentially be your own DJ!

 

The benefits of creating a custom soundtrack

Customise your soundtrack by selecting your sounds, genres, and energy levels quickly.

• It lets you get creative about the music you play in a time-efficient way.
• It gives you a more personalised soundtrack.
• It lets you create different energy levels for your soundtracks to daypart your music.
• It allows you to edit and tweak soundtracks as you go.

 

Set up your store’s place accordingly

A fantastic customer experience expands further than the auditory and sensory elements. You also need to ensure that all your products are displayed correctly, so they take prominence.

According to Science Direct, “everything from a store’s condition to the information rate to the layout plays a role in customer satisfaction. However, the atmosphere in your retail store should perform on a more subconscious level, allowing your products to take centre stage without disrupting the customer’s experience. Customers in the pleasant store spontaneously spent more money on articles they simply liked. This effect was only due to customers’ mood.”

Furthermore, ensure that all employees are correctly trained to provide the customer with all the information they need. Please take a look at our article about How to hire ideal employees. It all starts with your store’s online visibility. Here’s a short excerpt from the article.

“If job seekers can’t find your business online, it’s a massive red flag. Brand reputation is a significant attribute for any potential employee. So, before you even think about hiring someone, ensure that your website is fully functional and optimised to be search engine friendly. If you’re having trouble in these departments, consult a marketing firm that specialises in search engine optimisation (SEO) as well as website development.”

So, if you want to create a customer experience that consumers can relate to and remember, tap into their auditory and sensory senses; create an atmosphere that cannot be copied.

Finally, throw in a little bit of digital ‘prep work’ to get your ideal employees who can enhance the atmosphere, and you’ll find the right combination to offer a custom customer experience that will prove physical stores still have the potential to thrive.

Welcome to our exclusive series of personal – and business – wealth management insights from Ajay Wasserman, Founder and CEO of the Fio Group. He is an expert business and wealth consultant to business owners and entrepreneurs to create long-term sustainable wealth.

“As a business owner, I would like to talk to you about hiring and firing staff; remember that employing staff members for your business is a critical task for the business to grow,” comments Ajay.

 

Are you hiring your employees correctly?

Last year, we published an article called How To (Properly) Interview a Job Candidate. Employers need to understand that hiring staff is an art; it requires a lot of experience, skill, and the correct approach. Please read the following excerpt.

“[A call] to all potential employers out there, an interview process shouldn’t mirror a courtroom cross-examination; when you’re looking to hire a new staff member, it’s vital to be cognisant that you’re investing in the person. There is no way that a litany of ‘Yes’/’No’ questions and direct, side-by-side comparisons of their answers against their CV is going to provide you with the necessary insight into the candidate’s personality to make the correct decision of whether or not they are a good fit for the job role and company as a whole. This misguided ‘cold-call approach needs to be scrapped from your recruitment policies and procedures.”

Please read the full article here to find out the correct approach to hiring top-talent employees.

 

Your employees are your most valuable asset

Your overarching goal is to grow your business – this includes revenue, brand reputation and client acquisition – all of which culminates in receiving a lucrative return on investment (ROI). To achieve this goal, you need a workforce to perform the required tasks. However, a realistic employee to finance ratio needs to be taken into consideration at the same time for business sustainability purposes.

Imagine this scenario

Your business is seeing impressive growth, and you feel you’ve reached a point where you can expand your client base and service offerings; that’s fantastic, but it means hiring more staff. Your vision is blinkered; the prospect of making millions is all you can see. You hire 20 new staff members based on unrealistic forecasts. Your accountant sends you the latest financial statements a month down the line: cash flow is almost non-existent, and your balance sheet is a mess. What’s your next move?

Many business owners create distrust in their organisations by hiring people. Whenever the figures don’t balance, and you’re accumulating on the wrong side of the spreadsheet, mass layoffs tend to follow. This is not how you run a successful business.

The problem you’ve created

“You’ve broken a fundamental rule: you’ve treated your employees like disposable assets. Unlike bonds or property, human assets have emotion and, in many cases, a family and other dependants. The result: anger, despair and anxiety for employees, not to mention the ripple effect of a bad business reputation. Furthermore, the employees that remain will never be able to work at optimal capacity and feel free to work and follow through on their experience and be themselves because they can’t be sure if another mass layoff may occur,” comments Ajay.

 

Effective employee management is required

Business ownership and management are a position of leadership that requires employers to find a balance between interpersonal (emotional) skills and objectively assess employees’ contribution to the business’s goals. If you’re inexperienced with handling this type of management task and are feeling overwhelmed, take a breath…in…and…out. We wrote a previous article called Your Guide to Effective Employee Management. Here’s a snippet to help you. “Start off by watching this video presented by acclaimed author and motivational speaker Simon Sinek,  entitled, ‘How great leaders inspire action. After watching this 18-minute masterpiece, you’ll have a refreshed mindset and know exactly why your business exists.”

 

Do you know how to fire an employee legally?

It’s a topic that needs to be looked at from a holistic perspective. “Do not just lay off people because of little mistakes they made. It’s your responsibility as a business owner to make sure they are passionate about their jobs and want to help the company succeed,” comments Ajay.

It’s also vital for employers to remember a legal process needs to be followed if you wish to terminate a contract, or as a last resort, retrench permanent staff. All of the processes and procedures need to be explained in the official employment contract given to the employee when they were hired. If an employee is unfairly dismissed, you may find yourself embroiled in a court battle. Do you need more information and/or check whether your employment contracts are up to par? Speak to an HR professional.

Remember, how you choose to hire, and fire staff can have a splashback effect on your business trust and culture within the organisation. Furthermore, the power of social media can disperse a negative brand reputation to the public quickly. Once your audience finds out, you’ll likely lose the majority’s trust and loyalty; you will alienate them. This can severely impact the sustainability of your business. So, please, ensure that you know the hiring and firing processes comprehensively. It cannot be reiterated enough that investment in employees plays a significant role in a business’s sustainability.

 

Connect with Ajay

Thank you for reading this article. I don’t want you to miss anything, so please subscribe to my YouTube channel, visit and like my Facebook page, connect with me on LinkedIn and follow me on Instagram and SoundCloud.

When was the last time you searched for a job vacancy online? Yesterday, a week ago, a year ago? It doesn’t matter. What we’re discussing in this article isn’t a time-sensitive piece; instead, it’s an in-depth look at salary scales in South Africa.

How do you determine how much an employee – or potential employee – should be paid? It isn’t easy because it walks the line between emotion and financial fact: what the company can afford, the candidates’ expectations and the industry’s economic reality.

Having said this, employees should ideally be remunerated for the value they provide to your business. A salary that’s far below market value could affect employee motivation and, in turn, impact your business’s sustainability and growth. When searching through the job sites, it’s likely that next to ‘remuneration’, it said, ‘market-related. There are numerous factors underly this phrase. We’ll unpack this now, but essentially a tool called a salary scale is used to determine the market value of the job position being offered.

What is a salary scale?

This is very important for both employers and employees to understand fully.

Salary scales guide the range of wages/salaries you pay to hire an employee to perform a job role.

The lower end of the salary scale displays how much you would pay someone who meets the minimum requirements for the role – these are usually listed on the job post. The high end is how much you may pay someone who not only meets all the job specifications but exceeds them.

Salary bands

One of the primary elements that influence salary scales is pay bands. They are groups of positions that are paid within the same salary range. Salary scales are usually calculated through a combination of the average salary for a job vacancy, the location and the pay band into which the position fits.

Jobs are often grouped based on how much education, experience and responsibility employees will be expected to undertake. Pay bands generally have a minimum and maximum salary range to show the starting salary for the category and the maximum that someone with the specified duties should earn.

For potential employees: Don’t base your decision solely on the salary, have a holistic perspective.

While salary may be one of your application’s primary influencers, don’t let it become the ‘be-all-end-all’ factor. Consider the other benefits that the company offers, which may include isn’t necessarily limited to 

• Flexible hours
• Work remotely
• Medical aid and provident fund
• Enjoyable company culture
• Performance bonus

 

We all want to make a decent living for ourselves; that’s not in dispute, but don’t let money cloud your judgement. However, if you feel that the remuneration seems too low for the position, you can speak to a reputable human resources company. They can determine whether you’re being offered less than comparable companies using a salary scale.

For new employers: Craft a salary competitive salary structure

Yes, we are living in economically challenging times, but employers should also have a holistic perspective. Offering below-market remuneration won’t attract the calibre of employees you need to help your business grow by creating a valuable team.

Therefore, you must present a reliable, competitive salary structure that will pique the attention of top talent. Whether you’re a fresh or seasoned employer, make sure that you consult HR specialists. They will provide you with sage advice that can be implemented into an effective HR strategy.

In conclusion, it can be deduced that employees’ worth should be based on all of the information mentioned above, working in synergy to obtain a result based on emotional and logical reasoning.

*Bonus content

As mentioned above, if you, as an employer, aren’t willing to pay market-related compensation, you’re not going to attract top talent. It’s that simple.

However, once you’ve decided on the appropriate salary band, have compiled all the necessary information for the job post, you’re going to start interviewing candidates. What if you’re offering an above-market salary but aren’t finding the right person for the job. It’s most likely the way you’re interviewing prospective candidates.

Once the applicant is sitting in front of you, they can’t be seen as the embodiment of the digital ‘job post’. You may have the best benefits and the top salary a company can offer. Still, if the candidate doesn’t believe you see the inherent value they could bring to the company, a sound salary structure based on a thorough salary scale analysis will not be enough.

I bring this to your attention because HR specialists can help you conduct candidate interviews as well.

Here’s a short excerpt from a previous article that discusses how to interview a job candidate properly.

“Consult a professional human resources company that is dedicated to drawing out the character, traits, and overall personality of the candidates sit in front of you. After speaking to Fio’s Head of Human Resources, Rory Theron, I was able to glean valuable insight about the RIGHT way to interview a potential staff member. The discussion is based on initially asking one simple question, ‘How should a potential employee interview be conducted?’

From the outset, forget about the ‘the glove either fits or it doesn’t’ mentality. In fact, start with a metaphorical blank canvas so that you can have a well-rounded idea of the big picture by the end of the interview; based on that outcome, you should have enough evidence to make an informed decision.

The point of the interview is to get to know the person behind the CV. Conducting an interview is an art; questions should be designed to directly, indirectly and subtly elicit responses that uncover whether the candidate has all the correct attributes to fulfil the job role successfully.”  Read the full article.

Fio’s HR team can assist you. We have decades of experience helping companies create and implement an objective salary scale that considers market-related compensation as well as the skills to ensure you hire the best talent available for the job.

Employees’ worth (or value) is a complicated question to answer; it’s a real dichotomy due to the concurrent subjectivity and objectivity to the parties concerned. In this article, we’ll analyse, interpret the quantitative data points and qualitative emotions to try and find a mutually satisfying method. 

Differentiating between qualitative and quantitative data

Before we go any further, it should be understood that a business’s employees are their primary asset. You’re investing in people, first. The skills they bring to the table should be seen as secondary. Employees need to be viewed from a holistic perspective. However, this opens a dichotomy: on the one hand, employees are hired to perform a job for which they will receive compensation, but they’re also red-blooded human beings and deserve to be treated with dignity and respect. These two aspects are not mutually exclusive. So, firstly, let’s differentiate between employees’ quantitative and qualitative facets.

Qualitative

Qualitative data describes the qualities or characteristics of the employee. It generally appears in narrative form (such as notes taken from a discussion in an interview.) While this data may be challenging to analyse, as an experienced employer, you should have the ability to glean the qualitative data you require to know whether the employee will be a good fit for the role and the business as a whole. In a previous article, we explained How to (properly) interview a job candidate, it provides insight into how to build qualitative candidate-interviewing strategies. Here’s an excerpt:

“From the outset, forget about ‘the glove either fits, or it doesn’t’ mentality. In fact, start with a metaphorical blank canvas so that you can have a well-rounded idea of the big picture by the end of the interview; based on that outcome, you should have enough evidence to make an informed decision. The point of the interview is to get to know the person behind the CV. Conducting an interview is an art; questions should be designed to directly, indirectly and subtly elicit responses that uncover whether the candidate has all the correct attributes to fulfil the job role successfully.”

Quantitative 

This is the data that can be measured, analysed and interpreted to satisfy objective criteria such as key performance indicators (KPIs) to determine whether the employee fulfils the requirements for the job role. There are numerous ways through which you can extract this data. One of the most widely used methods is to ask the employee to complete a carefully designed task that will test his/her abilities to understand and perform the job. The method of measurement is up to you but make sure it reflects the criteria accurately. As mentioned above, qualitative and quantitative factors should have a symbiotic relationship, meaning that both sides benefit from the interaction. In this case, correct interpretation will provide the employer with an in-depth view of the total value an employee brings to a business.

At this point, you may be thinking ‘okay, I understand that amalgamating qualitative and quantitative data to form a balanced perspective of an employee is best in an ideal situation but, at the same time, I’m running a business that has finite costs to the company. How can I utilise the above information pragmatically?’ You are 100% correct. The extraction of employee value through qualitative and quantitative data is only part of the puzzle; now, it needs to be ‘inserted’ into a business’s balance sheet to determine an employee’s cost to company (CTC) value.

According to an article published on Baseline, author Paul A. Strassmann says, “Economists have long viewed compensation as an employee’s worth. I argue that one must turn to the competitive marketplace to determine the true worth of an employee. And chief information officers should understand how to calculate the worth of their employees before they move to cut information-technology costs.” This is a subjective statement which, for many, would be right on the money. Any business-savvy employer knows that compensation should align with the industry’s market value for a particular job role. He/she has to use relevant metrics to calculate a ‘real world’ salary for the employee.

It’s worthwhile consulting a reputable HR company that offers tools to assist you in making this decision. Numerous aspects need to be taken into consideration when evaluating compensation; this is where a salary scale comes into the equation. It takes into account that salaries will vary depending on the potential employee’s experience, mandatory job requirements, geographical location, the company’s internal hiring structure, as well as the methods of negotiation utilised.

Scaling salaries can be a complex process depending on the type of job role being evaluated. That’s why it’s vital to speak to an HR company that’s experienced in this area.

In conclusion, it can be deduced that employees’ worth should be based on ALL of the above-mentioned information working together to form a result based on emotional and logical reasoning that gives you an all-rounded perspective of their value to you and your business.

A CV in 2020 and onwards

What is your brand? What sets you apart from other candidates when applying for a job? These aren’t questions that should be taken lightly, take some reflective time to find the answers. Crafting the perfect CV is an art. In this article, we’ll explain how to create an outstanding, optimised CV that will grab the eye of HR departments and/or prospective employers. In addition, we’ll discuss how to customise it according to your industry.

Step one – Create a standout summary

This section needs to set out what you have to offer the company. Ensure that you include your qualifications, results that you’ve achieved and personality traits. The summary should also communicate value proposition(s): these are the solutions to problems that you can solve based on your skillset.

Four elements should be included.

• • Title: The name of the job role for which you are applying
  • Tagline: Your three most prominent skills. They should match the required criteria stipulated in the job role document.
  • Informative paragraph: It should explain what you do and how your skills can fix and/or provide solutions for company issues.
  • Core competencies: This ought to be written as keywords and/or key phrases of your specialities. NB: For optimisation purposes, they should (as much as possible) correspond to keywords and/or key phrases used on the job vacancy post. We’ll discuss the significance of CV optimisation later in the article.

Essentially, it should serve as a teaser: a snapshot of your personality as well as talents. It should captivate the reader by highlighting certain aptitudes which will be substantiated by evidence that proceeds the summary. 

 

Step two – Job Descriptions

In this section, you’ll list your two to three previous jobs. List the company name and job title you fulfilled, as well as two sentences that describe your primary responsibilities. You can also list the objectives of the company. Once again, ensure that you’ve used appropriate keywords and/or key phrases.

 

Step three – Achievements

Under each of the job roles you mentioned above, list your achievements in bullet point form. It’s best to construct these bullet points in a way that clearly explains the action, the task and the result. For example,

‘Organically increased the company’s page ranking for targeted keywords by 30% on Google SERP in 2019 by uploading well-written, valuable and optimised copy.’ Prospective employers will always be impressed by the addition of quantifiable results, so it’s in your best interests to use any relevant supporting data.

 

Step four – Optimised for ATS

ATS stands for Applicant Tracking System. It’s a programme that companies send your CV through to see if you’re a match for the position. It identifies keywords and phrases from the job posting. Therefore, your CV needs to be optimised. At this point, re-read the job posting, looking specifically at the words they use – transfer these exact words into your CV.

 

Step five – Format for optimal visibility

Images and other graphics may ‘sugar-coat’ your CV visually, but unfortunately, it won’t get your CV through an ATS. It’s advised that you remove any unnecessary fluff and focus on the required data to pique the interest of the employer or the company’s HR department.

Please remember that hundreds of CVs are submitted for job applications, so if you really want yours to pop, spend time creating a ‘Mona Lisa-like piece of art’ that wows employers.

It’s also advised that you do some research on Eye Track Studies when compiling your CV. In a nutshell, the studies show that a reader usually scans a document in an ‘F-shape. Therefore, the essential information should be placed on the left-hand side, as well as the top and middle part of the CV – don’t cram pertinent details in the lower right-hand side area of the page(s). Look at examples of Eye Tracking Heat Maps to gain a better understanding.

In the next section, we’re going to examine the vital information that is needed to land a job in one of the following industries. All of these will follow the steps mentioned above but will be adapted where necessary.

• • Medical doctor
  • Law
  • Accountant and Finance
  • Nursing

 

Medical Doctor

Whether you’re applying for a physician’s or research job role, your qualifications and experience are the most important aspect of your CV. Unlike other jobs, specific skills are prerequisites and cannot be ‘learned on the job’. Here is the precise information that should be added.

Important information

1. In South Africa, to qualify as a medical doctor you need to complete a five-year bachelor’s degree in Medicine and Surgery at one of the following universities:

• • Stellenbosch University
  • University of Cape Town
  • University of the Free State
  • University of KZN
  • University of Pretoria
  • University of the Witwatersrand
  • Walter Sisulu University

2. Work two years as a Clinical Intern

3. Awarded a designation by the HPCSA.

4. Complete one-year of compulsory community service

The ideal length for a physician CV varies depending on the individual, and the type of job position being offered. In most cases, residents’ CVs should be condensed in three or fewer pages.

Law

Crafting a CV for a law position is similar to that of a medical doctor in the sense that certain qualifications are mandatory. Therefore, your qualifications and skills should be the most prominent features. Ensure that your education is written clearly and easily accessible to the employer.

Important information

A law CV is best written in the third person. Don’t use personal pronouns such as ‘I’ or ‘me.’ Attorneys are required to register at the relative provincial law society where they practice in terms of the Attorneys Act, 1979.

Ensure you focus on steps two and three: job descriptions and achievements. As mentioned earlier, list the company name and job title you fulfilled, as well as two sentences that describe your primary responsibilities. List your accomplishments in bullet point form. Arrange these bullet points in a way that clearly explain the action, the task and the result.

 

Finance and Accounting

If you’re applying for a position in the finance or accounting world, the demonstration of your value proposition and the skills you bring to the table are golden. You should also have gathered relevant quantifiable results that have made a positive impact in the industry to hook an employer instantly.

Important information

When working through steps one to four, the core thread that joins everything together is the demonstration of the value that you can bring to a company. You should always backup your claims with impressive figures. By adding key achievements in the form of facts and figures, you can prove the effect that you made in your former job roles. This shows employers that you can add value to their company.

Emphasise your qualifications because requirements may differ depending on the position. For example, according to the South African Institute for Professional Accountants, “you need to have completed a Bachelor of Commerce degree, or equivalent, have a three-year learnership at a SAIPA Accredited Training Centre (ATC); or six years of verifiable experience; or a completed training programme from another accredited professional accounting body.” Also, you must complete a Professional Evaluation exam.

The basic requirements for a financial professional such as an independent financial adviser include but are not limited to

1. Matric Certificate
2. A qualification with 120 credits in any of the below fields will be accepted in the industry: 

• • Accountancy
  • Business management
  • Business finance
  • Cost and management accountancy
  • Economics
  • Financial management
  • Investment management and management accountancy

3. Completion of RE5 (Regulatory Examination for Representatives)

Optional qualifications include

1. NQF5 in Wealth Management.
2. A postgraduate degree to become a Certified Financial Planner (CFP). 

Certified Financial Planner (CFP). Advisers are also required to pass several other legislated exams, such as the Financial Sector Conduct Authority (FSCA)  as well as regulatory Exams and ensure that they are compliant with the Financial Advisory and Intermediary (FAIS) Act.

 

Nursing

Like medicine, theoretical and practical experience is essential and must meet the requirements listed on the job posting. You should also include your clinical skills, competencies, interpersonal skills, training courses and activities as well as noteworthy achievements.

Important information

According to the University of Cape Town, 

• • All nurses in South Africa need to be registered with the South African Nursing Council (SANC).
  • Good Clinical Practice (GPC) is advantageous
  • Diploma or degree in General Nursing (NQF7)
  • Post-qualification experience in a hospital or clinic nursing care
  • Fluency in English and isiXhosa or Afrikaans
  • Current South African work permit (if non-South African)

By following these steps, you’ll have a complete, optimised CV that will attract the attention of recruiters. Good luck!

All businesses want to attract top talent; the perfect-edged puzzle piece that fits the company like a glove. I’ve heard many interviewers complain that they can’t find the ‘right person’ for the job. In truth, you might have, but unfortunately didn’t ask the correct questions or even more importantly, listen properly to the candidates’ answers. In this article, we’re going to analyse why ‘traditional’ interview methods may not reveal the true forte of the person sitting on the other side of the table. To remedy the problem, we’ll introduce techniques that will draw out revelations that will ensure you view candidates from a different perspective.

Traditional methods 

We’ve all experienced the following scenario: you’ve received a call to come in for an interview. Soon, you find yourself sitting in a room being asked blanket questions by the interviewer from a piece of paper that simply require a ‘Yes’ or ‘No’ answer. A few of the questions may provide you with a chance to subtly scrape the veneer of your character…and then it’s over.

 To all potential employers out there, an interview process shouldn’t mirror a courtroom cross-examination; when you’re looking to hire a new staff member, it’s vital to be cognisant that you’re investing in the person. There is no way that a litany of ‘Yes’/’No’ questions and direct, side-by-side comparisons of their answers against their CV is going to provide you with the necessary insight into the candidate’s personality to make the correct decision of whether or not they are a good fit for the job role and company as a whole. This misguided ‘cold-call’ approach needs to be scrapped from your recruitment policies and procedures

What you should do… 

Consult a professional human resources company that is dedicated to drawing out the character, traits and overall personality of the candidates sit in front of you.

After speaking to Fio’s Head of Human Resources, Rory Theron, I was able to glean valuable insight about the RIGHT way to interview a potential staff member. The proceeding summary of the discussion is based on initially asking one simple question, ‘How should a potential employee interview be conducted?’

From the outset, forget about ‘the glove either fits, or it doesn’t’ mentality. In fact, start with a metaphorical blank canvas so that you can have a well-rounded idea of the big picture by the end of the interview; based on that outcome, you should have enough evidence to make an informed decision.

 The point of the interview is to get to know the person behind the CV. Conducting an interview is an art; questions should be designed to directly, indirectly and subtly elicit responses that uncover whether the candidate has all the correct attributes to fulfil the job role successfully.

An example of a veiled question that is asked to determine a trait without the candidate even realising they’re telling it to you could be, ‘What does your house look like?’ Clearly this question is way out from left field, but that’s it’s beauty. If they say that everything is always neat, clean and all items have a designated spot for a specific reason, the interviewer can gather that the individual is meticulous, ensuring that no item is overlooked. This is a fantastic trait for a job role largely based on research. It can further be confirmed by asking him/her to explain a random topic in 30 seconds; if he/she becomes flustered, finding it difficult to articulate a coherent explanation, it’s an indication that they are not the type of person that likes to be put on the spot and talk to an audience, entrenching the notion that he/she is a strong candidate for a research position. If this is what’s being offered, he/she should be considered seriously. 

The questions should cover a spectrum that allows an interviewer to determine the candidates’ comfort zones all the way to aspects that may be stressors for them. As mentioned above, questions shouldn’t require a ‘Yes’ or ‘No’ response, but rather be leading questions, guided by the candidates’ responses to the previous questions. This essentially continues a drill- down deeper into understanding the attributes of the individual.

Understanding body language

A skilled interviewer also needs to be a master of deducing answers based on body language (also known as non-verbal communication.) There are three main branches that should be monitored. In an article from the Maiberger Institute, published on Medium, they define the following non-verbal communication cues

Proxemics

Proxemics describes an individual’s perception of and use of space, both personal (how much space do they take up) and social (distance from another).

Kinesics

Kinesics describes an individual’s use of body language including the study of postures, gestures, facial expression, and eye contact.

Paralanguage

Paralanguage refers to non-linguistic components of speech that are related to verbal communication. Paralanguage includes voice volume, tempo, pitch, intensity, emphasis, timing, and use of pauses in speech.

Each of these cues ought to be built into the questions. For example, a candidate may have a CV containing all the preferred education and experience but if he/she continually looks at his/her watch, seldomly makes eye contact and is hunched over during the interview, it can indicate they he/she isn’t really interested in the questions and/or he/she is extremely uncomfortable – these are strong signals that the individual is not suited for the position.

Conversely, an individual may not have a CV that ticks all the perceived ‘perfect’ boxes, but they are eager, demonstrate in-depth knowledge, as well as convey positive body language, then he/she is a much better candidate for the job. This is a classic example of interview techniques working well to peel back the layers and see the person beneath.

It cannot be reiterated enough that employers need to understand that investment in the person is a critical step; revenue generated from his/her job performance is a result based on aptitudes identified in the interview. If you need assistance and/or education about how to conduct effective, professional interviews, speak to Fio’s Human Resources division.

It’s vital that all employers know that there are certain benefits to which your employees are legally entitled; they include but are not limited to paid annual, parental, family responsibility and sick leave. An employer has the choice to provide voluntary benefits such as a provident and/or pension fund as well as membership of a medical aid scheme. In this article, we’ll discuss the multifaceted, mutually beneficial reasons why employers should invest in their employees.

From an employee’s perspective, a benefits package increases the value they receive by working for a business; appreciation leads to all-important trust and loyalty. From an employer’s viewpoint, it’s a reciprocal relationship because it promotes happiness as well as a commitment which will reflect in productivity and the quality of work produced.

‘Customers come second, employees first’

Richard Branson put it best: ‘Customers come second, employees first.’ It’s a philosophy that generates an emotional ‘profit’ to both the company and by extension, its clients. In addition to the required legal and voluntary benefits mentioned above, allowing your staff to take training courses is an investment that yields high returns in the form of employee development. Think of it as a ripple effect: the initial drop is the catalyst for widening concentric circles that represent potential revenue growth of your business.

The sentiment is reiterated, in an article published by Entrepreneur South Africa. It says ‘A study revealed that employees who do not feel they are developing in a company are 12 times more likely to leave. Many times companies see staff training as an expense rather than an investment and end up paying dearly in terms of low productivity and high turnover.’

A survey conducted by global analytics and advice firm, Gallup, found that the overall engagement among the employed population in 142 countries worldwide was only 13%; even more disturbingly, 24% were classified as ‘actively disengaged’. These are concerning statistics that reinforce the need to go beyond the call of duty and conduct intensive research about what this generation’s potential employees are looking for when considering business opportunities.

One of the issues that contribute to the abovementioned statistics is that employers don’t always realise that investing in employees has a profound effect on the business’s current – and future – objectives. Let’s use a financial investment analogy to illustrate this point: A short-sighted investor is likely to be looking for funds that, on paper, seem to be ideal for quick, lucrative returns. This may work for a bit, but funds that claim to offer high returns in a short amount of time are high-risk as well as more susceptible to market volatility. Read this paragraph again but now replace the word ‘funds’ with ‘employees’.

As 1.5 million South Africans return to work this week, risk-adjusted regulations have been gazetted for employers; these include the provision of two cloth masks for every employee, adhering to social distancing and having hand sanitisers readily available.

Numerous government relief measures have also been put in place: the most recent of which is R2.4 billion of funding that has been made available to employers to help keep businesses afloat during this transition time. Other measures such as debt relief finance scheme for SMEs include R200 billion loan scheme with major banks as well as R70 billion in tax relief for businesses that have a gross income of less than R50 million per annum.

While the government should be lauded for instituting these relief measures, the ease of adjustment and adherence to the new regulations on a practical level remains to be seen. It can be argued that the only way this can work successfully is in conjunction with a re-defined, opportunistic HR strategy.

The need to create new HR strategies – in real-time

At this juncture, a complete reboot of HR procedures may be best. The reason is that there is no precedent on which to base a phased re-integration of operations. New HR strategies have to anticipate and implement strategies that can realise new priorities in real-time.

Businesses should also engage employees so that there will be a mutual understanding when it comes to sustainable strategies requiring sacrifices over the short term. Creative solutions to cut costs could be the difference between successful restructuring of operations and diminished capacity. Considered guidance from HR is imperative.

One of the main worries that COVID-19 has brought to the world’s attention is that we weren’t prepared for a global pandemic. Therefore, HR departments need to develop recovery strategies that prepare and support the workforce and position business sustainability and resilience.

The challenge is that this requires HR to expedite fluid organisational strategies that can be adapted in real-time to align with changing business requirements. HR will need to focus specifically on policies and procedures that include

• Understanding government regulations and applying available relief measures.

• Agile learning/training. Employees need to know how to use what is now deemed essential technology to streamline their performance, e.g. how to use video conferencing platforms.

• Re-establishing employees’ individuality and security.

Employees are your business’s prime asset. Period.

You’ve opened the door, taken a walk around and have begun to implement the basic infrastructure in your empty room. The next step is to learn how to hire quality employees who can seamlessly understand how to execute your business’s short, medium and long-term goals. 

Numerous schools of thought exist about what constitutes the ideal employee. The answer isn’t as simple as you may think; many layers need to be unwrapped. In this article, we’re going to discuss all aspects of the reciprocal relationship required between an employer and his/her employees so that together, the best possible human resource infrastructure can be developed.  If you’ve never hired employees before, the three most pertinent questions that you are asking most likely are 

1. How do I attract my ideal employees?
2. How can I retain my employees?
3. How do you know if I’m hiring the right candidate to fill a role in my business? ‘What am I looking for exactly?

How do I attract my ideal employees?

Whether employers like it or not, we live in the age of digital disruption. Job seekers are more tech-savvy than ever due to the advancement of technology, they have many avenues through which to access key information about your business. It’s in this light that HR managers and employers need to find innovative ways to separate themselves from competitors by piquing the interest of candidates.

• Online visibility

If job seekers can’t find your business online, it’s a massive red flag. Brand reputation is a significant attribute for any potential employee. So, before you even think about hiring someone, ensure that your website is fully functional and optimised to be search engine friendly. If you’re having trouble in these departments, consult a marketing firm that specialises in search engine optimisation (SEO) as well as website development.

• Offer a fresh work environment and office culture

According to an article published on Inc., ‘The happiest employees get along with their co-workers and even continue to see them outside the workplace. An environment with unnecessary stress, flexibility, an attitude of acceptance, and supportive supervisors make people glad to come to work every day.’ It doesn’t matter whether you’re a start-up or established corporate; happy employees who care about their jobs are more proactive, will produce high-quality work, enhance brand reputation which, in turn, leads to more sales.

• Be transparent 

Through social media (specifically Facebook, Twitter and LinkedIn), review sites such as Hellopeter as well as word of mouth, it’s effortless for a candidate to see whether you’re burying certain negative aspects about your business in a job post. For example, you may be touting your company as the best place to work, offering numerous perks, but it’s found out that you have a high staff turnover rate, you’ll never appeal to top talent.

• Offer internships

There are many benefits to offering internships. They are a unique platform which you won’t find through traditional hiring methods. It allows you to assess the prospective employee ‘on the job’. It’s the most effective way to determine whether credentials on a CV can be backed up in real-life stressors such as tight deadlines and managing multiple tasks. From this, you have concrete evidence of whether or not an individual is right for the job role. The most significant benefit is that it’s likely that interns will want to stay with the business in the long term. If you’re a start-up, an internship programme is a practical, cost-effective way to test talent before bringing them on board full-time.  

Interns also bring refreshing energy and enthusiasm. They are eager to learn as well as develop new skills. This is precisely the type of atmosphere you want pumping through your new room; it should set an exciting tone for the work environment you want for your business. As you grow, you’ll find that the infectious energy will rub off on new interns and continue to improve the work environment, which boosts productivity. If you are interested in starting an internship programme, it’s best to get in touch with a professional HR company who will be able to assist you with everything from set-up to implementation as well as monitoring the programme. Well-run internship opportunities spread by word of mouth like wildfire and you may soon be attracting top talent who are chomping at the bit to work for your business. 

However, it needs to be stressed that once you’ve attracted and secured employees, you need to be able to retain them. As mentioned earlier, a high staff turnover rate is a big red flag for any job seeker. Now, we’re going to take a look at this essential aspect in more detail.