DAV Professional Placment Group
DAV Professional Placment Group

 

Johannesburg +27 11 217 0000

Cape Town +27 21 468 7000

JOHANNESBURG +27 11 217 0000
CAPE TOWN +27 21 468 7000


 
August 31, 2016
9:18 am
by Maria Meiring

The New Generation DAV

Maria - BlogIt was Henry Ford who said:

“Coming together is a beginning; keeping together is progress; working together is success”.

Together, together, together. What a powerful concept and one that has become very real for our company in the past few months.

You’ve heard the rumblings, you’ve seen some shifts and there’s no denying  the excitement…DAV and Premier Personnel are now officially together and going forward, will operate as DAV. What a powerful combination! Two formidable companies both with a  heritage of excellence and a vision of advancement. With obvious synergies between the two, the decision to join forces makes perfect sense. A united team creates the ability to leverage off the combined knowledge, experience, skills and resources that each can bring. This, in turn, leads to a more advanced understanding of the market and an unprecedented service offering to clients. The future is exciting!

A new generation brings new techniques

This exciting juncture in our story is the perfect time to introduce our game changer – our Candidate Resource Centre. The Centre makes use of the most advanced sourcing technology available today to source candidates with elite and scarce skills. The specialised Research Team combine technology with best practice Boolean and X-Ray search techniques to help you uncover the top 20% of market professionals in some of the most niched areas. As we’re so well resourced, our turnaround time to present a shortlist of suitable candidates is unmatched in the market.

We consider the Candidate Resource Centre to be a truly innovative solution and a very tangible way to distinguish our offering from that of our competitors. The timing is ideal. In a challenging economy, sourcing the right person for the right role has never been more important, making it the most opportune time for us to take these innovative steps.

What’s in it for our clients?

Here’s what we want clients to see: Two formidable players in the sourcing and recruitment industry have joined forces and are fully committed to a united future. A future that has become possible by bringing together our resources, skills, experience and vision.

The bottom line is that we are a great fit. The vision is shared, the timing is impeccable, the team is hungry and the technology is better than ever before.

Welcome to the new generation DAV. Together, together, together we will take the industry by storm!

This is not just a promise, it’s a reality and it starts right here with this email. We’re including a list of top candidates for you to review. This list is a taste of the available skills we can find in the market and it’s only the tip of the iceberg when it comes to the possibilities. Why not test us today? If you have a specific “hard to fill” vacancy in your company then let us take it to our Candidate Resource Centre as a challenge. In fact, I’ll brief them on it personally. Contact me directly with the candidate brief and we will get right to it!

Maria Meiring │(011) 217 0000 │083 459 3656 │ maria.meiring@dav.co.za

 

 

February 25, 2016
3:55 pm
by Maria Meiring

What Matters Most in Attracting Millennials?

What Matters Most in Attracting Millennials February 2016 - Maria Meiring

I’m a huge fan of Millennials: they are bright, tech savvy, connected and energetic and care a lot about being part of something bigger than the bottom line. They don’t necessarily respond to the same things our older generations do but they are not as complicated as they are sometimes perceived. Considering that come 2020, according to some estimates, they will make up the majority of the workforce, I think it’s time we tweaked our tried and trusted methods of talent attraction if we want to become millennial magnets.

Understanding what motivates them is essential to formulating a plan for attracting millennials to our organisations. Their biggest priority is rapid advancement and so I read with interest that some companies are now developing advancement roadmaps that offer ‘smaller’ promotions at shorter intervals. Promotions from roles A1, A2 and A3 to B1 etc., versus a bigger jump from role A to role B. I think this is very clever allowing a company to recognise good performance whilst giving their millennials a sense of career progression.

Millennials are known to consider job-hopping as perfectly acceptable; this is because they consider jobs as opportunities to gain an education in specific technical or communication skills. I believe they stay for longer when we keep them interested and so in attracting them we need to highlight educational opportunities in tangible, technological and communication skills that will feed millennial interest, ambition, and entrepreneurial spirit. This is a marker of the most successful firms and is what the best young people are looking for. Assign mentors to millennials: they want to learn from people with expertise. I even go so far as to recommend giving them co-leadership opportunities. They will embrace the challenge and reward the opportunity to learn and develop with hard work and commitment.

Millennials are just as interested in how a company contributes to society as they are in how it develops its people. They want to work for companies that have a clear sense of purpose and they want to personally have an impact within the organisation. Identify why the world is a better place because your company exists and incorporate this into your attraction message. 81% of the Best Places to Work for Millennials offer paid time off for volunteer work, compared to just 53% of companies that did not make the list. Stress how their role will impact the company’s vision.

Many companies are relooking the type of leaders they have in place, as millennials seek and respond to a very specific style of leadership. According to a Deloitte study, today’s Millennials define true leaders as strategic thinkers (39%), inspirational (37%), personable (34%) and visionary (31%). They respond very negatively to micro-management.

Other factors that millennials consider important are:

  • Focus on results, not hours. Introduce flextime and/or telecommuting.
  • Work/life integration (more than just balance, they want work and life to integrate seamlessly).
  • Open communication and transparency.
  • Innovation and creative thinking.
  • Regular feedback.
  • Collaborative, rather than competitive, work cultures.

What millennials are looking for is actually pretty basic and straight-forward. You may already be getting some of what they want right, you just might need to adapt and revamp a few things.

If you have any questions or if we can help in any way, please get in touch.

 

 

January 29, 2016
9:20 am
by Maria Meiring

Talent Retention: Employee Compensation Strategies

Talent Retention - Employee Compensation Strategies January 2015 - Maria Meiring

 

 

Nowadays companies understand that attracting and retaining high performance individuals (and keeping them engaged) requires a mix of factors including environmental, relationship, support, growth and, of course, compensation. When considering your compensation strategy it pays to realise that money alone will not retain most employees, hence organisations need to consider a mix of hard (monetary) and soft (non-monetary) employee compensation approaches:

 

  • Salary. This is the most popular method of employee compensation due to its stable nature. Despite so many innovative employee perks and work life initiatives, it continues to be essential that employees feel they are paid fairly for the work they perform.
  • Benefits. Often the key differentiator between employment offers. Benefits focus on stability, health and wellness as well as lifestyle.
  • Incentives. Incentives are drivers of employee performance and are aligned with business goals:
    1. Short-term incentives: these may include an annual performance bonus, profit-sharing and commission plans.
    2. Long-term incentives: these may include share options.
  • Non-cash Compensation. Like benefits, non-cash compensation focuses on the employee’s lifestyle and values. These may include flexible work arrangements, time off or office space improvements.

You could also consider:

  • Corporate Recognition Awards. Employees thrive in a work environment where they receive frequent feedback and praise from superiors.
  • Industry Educational Support. Giving employees the tools and resources to achieve industry certifications and degrees can help to elevate the quality of work produced, whilst providing a meaningful career incentive.

To be successful, a company’s compensation strategy should:

  • Include direct and indirect forms of employee reward;
  • Support, encourage and drive desired business outcomes;
  • Strike a balance between business affordability and employee value; and
  • Be fair and equitable, without any form of systemic prejudice.

Keep the following in mind when developing and documenting your corporate compensation strategy:

Budget Allocation. How much of total compensation budget will be spent on salary and what percentage will be spent on benefits and other incentives?

Salary Ranges. Benchmark like jobs within the same industry and create a pay structure, establishing salary ranges that match all job descriptions. This is critical to ensuring employee pay is competitive with other organisations.

Salary Audits. Markets change therefore it is important to perform routine salary audits to ensure salary ranges reflect current compensation trends in a particular industry.

Benefits Package. Being competitive with health, retirement, tuition reimbursement and other benefits can be the determining factor for a candidate deciding whether to accept a position with an organisation or an employee deciding to stay with an organisation.

Legal Compliance. A well defined compensation strategy will incorporate legal requirements to eliminate natural biases made in hiring decisions and to ensure the organisation is in compliance.

Structured Administration. As with any other business process, structure is important. Develop an annual review process, salary audit, raise process timeline and make sure someone is responsible for ensuring all areas are completed.

A comprehensive compensation strategy can be the foundation for creating an environment that attracts, retains, recognises and rewards employee performance and helps to establish a strong culture of employee engagement.

If you have any questions or if we can help in any way, please get in touch.

 

 

 

December 23, 2015
12:21 pm
by Maria Meiring

Talent Retention: Employee Growth Strategies

Talent Retention- Employee Growth Strategies December 2015 - Maria Meiring

Effective retention programmes address all the varied needs of your workforce: a good fit with company culture, mission and values; employee direct report and peer relationships; employee’s need for the correct tools and support to get the job done well; recognition and reward; compensation and benefits; work/life balance and of course both personal and career growth. Today I’d like to delve into the latter.

Best performing companies change and adapt as they grow and this is really only possible if the people they employ are given opportunities to expand their skills sets, take on new challenges, cultivate new behaviours and entertain new ideas. Companies grow when the people inside them grow: when they feel their growth and development is happening alongside that of the organisation. People feel increased loyalty towards a company that invests in them. Make growth a priority and create a learning environment: this way you avoid losing your best people to environments that prioritise their development.

Begin by helping your people realise the importance of identifying their own goals. And then implement regular meetings to chart ways of aligning these goals to the goals of the position, team and organisation through training and development opportunities. Even if there are no direct movements up the ladder available to the person at that time there are always ways to offer growth and development so don’t be afraid to have these conversations. It could be lateral moves within the company or involvement in cross-department projects. Bear in mind that different growth opportunities appeal to different types of people so be sure to ‘individualise’ your approach and consider each of the four following areas as detailed by Victor Lipman, writer on management issues and contributor to Forbes:

  1. Financial growth. It goes almost without saying, that outstanding employee performance could be rewarded through financial incentives. Of course that’s not always possible, especially when times are lean and business is down. But even when major financial rewards aren’t forthcoming, other kinds of growth opportunities can still motivate.
  2. Career growth. Talented people generally (not always but often) want to advance in an organisation. Many individuals are highly motivated by loftier titles, added responsibilities, plusher offices, and the respect of others in the organisation… the various components of career advancement.
  3. Professional growth. Even aside from the tangible benefits of advancing in a company, good employees want to improve their skills and broaden their knowledge. Writers and researchers for Harvard Business Review have identified and described eloquently the motivational power of progress, the importance of making headway on a day-to-day basis.  Whether employees are acquiring useful new skills or simply recording small workplace victories, such progress can motivate.
  4. Personal growth. So-called ‘softer’ aspects of life at work also play a constructive role in motivating.

Offer a spread of learning opportunities encompassing both professional and personal growth from a variety of channels, for example:

  • in-house curriculum for skills training and development;
  • outside seminars and workshops;
  • financing college and continuing education;
  • CD/DVD, podcast and online learning;
  • cross-training;
  • having employees present workshops in their areas of expertise; and
  • bringing in outside experts to educate employees about subjects that affect their personal lives.

It’s equally important to build in regular feedback sessions as to how the employee is meeting development goals and how this development is aiding the company in its growth. Help them set realistic timeframes and troubleshoot obstacles. Adjust their plan appropriately and recognise the accomplishment of milestones.

Investing in your employees’ growth is a lot less expensive than replacing them when they leave: it’s not just a warm, fuzzy management concept – it’s an active investment in the life and health of your company.

If you have any questions or if we can help in any way, please get in touch.

Resources

  1. Why Employees’ Personal Growth Matters – Geoffrey James, Contributing Editor, Inc.com
  2. Don’t Lose Your Best People Because Of A Poor Growth Strategy – Ken Blanchard and Scott Blanchard, as seen on Fast Company

 

November 23, 2015
4:05 pm
by Maria Meiring

Why Workplace Communication is so Crucial

 

Why Workplace Communication is so Crucial November 2015 - Maria Meiring

Communication skills are often listed in the top 4 job skills predicting both employer and employee satisfaction (or disatisfaction). Its importance cannot be underestimated. In the workplace people of different backgrounds and personalities interact on a daily basis; the ability to effectively communicate becomes critical to the success of the department and the company.

Additional to diversity of background and personality is the fact that everyone in the workplace has his or her own style of communication and the ability to hear and understand what the other person is saying, as well as get our own point across, is what effective communication is all about.

Equally important is that we recognise communication comprises of both verbal and non-verbal ‘conversations’ (think body language or electronic communication).

The advantages of effective workplace communication include:

Increased employee productivity. Research has shown that effective lateral and work group communication leads to an improvement in overall company performance. It has also been discovered that employees who were graded as highest in production had received the most effective communication from their superiors.

Increased employee job satisfaction. When managers listen to employees and respond, employees feel seen and heard (not just a number); this leads to an increase in employee job satisfaction.

A positive effect on absenteeism and turnover rates. Studies have shown that even after retrenchments, companies that have excellent communication are able to retain the surviving employees.

Improved workplace culture. One of the many positive benefits gained from well established organisational communication is an understanding of the company culture, the company’s goals and its vision. In addition, it leads to improved relationships between colleagues as well as between managers and staff.

Improved time management. Good communication leads to an improvement of one’s own time management well as the ability to keep staff focused on deadlines.

On the flip side, the business impact of poor communication, include:

  • Increased employee turnover;
  • Increased absenteeism;
  • Poor customer service;
  • Ineffective change management;
  • Failed project delivery;
  • Higher litigation costs; as well as
  • Lower shareholder return.

Barriers to effective business communication include:

Not Listening. Whether because of a lack of involvement with the topic, distractions or differences in opinion, one of the most common barriers to communication is poor listening skills.

Making assumptions. Often assumptions are made to speed up a process or task. This is never a good idea.

Body language. Non-verbal signals (especially negative ones) have the potental to block effective communication and damage relationships in the workplace.

Ineffective questions. Make sure you use open ended questions to get the answers you seek.

Information overload. How many times have you seen the same email covering the same information but from a different sender? When employees have too much information to process they will simply start ignoring some of them (chances are these will be the ones containing critical information).

Conflicting messages. For example, when our body language contradicts what we are saying. This creates confusion for the receiver of the message which may lead to the message being ignored.

Physical barriers. Anything that physically distracts you forms part of this barrier, e.g. ringing telephones, office maintenance etc.

Perception. We all look at the world differently. Keep an open mind and remember there are other valid view points and opinions.

Cultural. Dealing with different cultures can sometimes be difficult to navigate. Many times it’s down to a difference in approach stemming from different beliefs and customs.

Language. Even when all parties share the same first language, words can be misunderstood and misconstrued. When we speak different languages, this barrier is heightened.

Workplace stress. Stress can lead to missed deadlines, decreased productivity and weakened communication.

 So how do you go about improving workplace communication?

  • Consider the situation before taking any action;
  • Gather and confirm information before making a decision;
  • Focus on problems, not personalities;
  • Try not to respond to criticism;
  • Stay focused on the current topic;
  • Listen carefully to what others say;
  • Try to see the other point of view;
  • Take ownership;
  • Look for compromise;
  • Manage individuals, not groups;
  • Meet subordinates face-to-face; and
  • Assign tasks directly and clearly.

The American Psychological Association, Centre for Organizational Excellence, recommends the following communication strategies to help make your workplace programmes successful:

  • Providing regular, ongoing opportunities for employees to provide feedback to management. Communication vehicles may include employee surveys, suggestion boxes, individual or small group meeting with managers, and an organisational culture that supports open, two-way communication.
  • Making the goals and actions of the organisation and senior leadership clear to workers by communicating key activities, issues and developments to employees and developing policies that facilitate transparency and openness.
  • Assessing the needs of employees and involving them in the development and implementation of effective workplace practices.
  • Using multiple channels (for example, print and electronic communications, orientation and trainings, staff meetings and public addresses) to communicate the importance of a psychologically healthy workplace to employees.
  • Leading by example, by encouraging key organisational leaders to regularly participate in healthy workplace activities in ways that are visible to employees.
  • Communicating information about the outcomes and success of specific healthy workplace practices to all members of the organisation.

Communication in the workplace will always be a work in progress. Remove the barriers that block the process and you will improve employee motivation.

If you have any questions or if we can help in any way, please get in touch.