Fragmentation of the labor market into multiple levels, as a result of the deliberate policy of apartheid labor control. The legacy of the apartheid labor market is extensive and permeates almost every aspect of the lives of ordinary people.
Brief Profile of WesBank
It is the trust in their people that has enabled WesBank to advertise their "Put Us to the Test" proposition nationally. So strong and vibrant is the WesBank culture amongst its people that it has resulted in WesBank being named in the top 10 South African companies to work for for five consecutive years.
GOOD
McCarthy
TOYOTA HONDA
- The Problem Statement
- Rationale for Research
- Business Case for Transformation
- Objectives of the Research
- Proposed Structure of the Research
- INTRODUCTION
- TRANSFORMATION DEFINED
It is against this background that this paper seeks to examine the effectiveness of the transformation processes employed by WesBank. Debate is generally born out of the mention of affirmative action as part of employment equality.
Continuum of Transformation
Makes some effort beyond
Managing / -Valuing transformation /transformation
THE EMPLOYMENT EQUITY ACT OF 1998
The first part of the intent of the law is what can be considered an equal employment opportunity statement. The below provisions of the Affirmative Action Act apply only to "certain groups" which include women.
DEFINITIONS OF AFFIRMATIVE ACTION
INTERNATIONAL PERSPECTIVES ON EMPLOYMENT EQUITY AND AFFIRMATIVE ACTION
- THE CANADIAN EXPERIENCE
- THE MALAYSIAN EXPERIENCE
- THE AMERICAN EXPERIENCE
- THE SOUTH AFRICAN EXPERIENCE
One of the main concerns of this affirmative action initiative was higher paying occupations. In the American environment, the understanding of affirmative action has been shaped more by the interpretation of legislation by the courts.
ARGUMENTS FOR EMPLOYMENT EQUITY
- Correcting the imbalances of the past
- Economic Sense
These segregationist laws created wounds that must be effectively addressed before there is equal participation by all groups in the nation's economy. Muendane claims that during the debate surrounding the passage of the Employment Equity Act, its main supporters were mainly black political parties. The perspective of the economic sense of the argument is that skills are concentrated in the minority of the South African population.
This can be achieved by bringing the black majority into the mainstream of the economy.
ARGUMENTS AGAINST AFFIRMATIVE ACTION
- Dropping the Standards
In its submission prior to the promulgation of the Employment Equity Act, the then Democratic Party equated affirmative action with the re-racialization of South African society. Embedded in the concept of Affirmative Action is the idea that all individuals should be treated equally and that a position should be given to the most qualified candidate. Hiring women and minorities for positions that are terminal in terms of advancement does not meet the goals of Affirmative Action.
Myth: Affirmative Action means applying a double standard; one for white men and a somewhat lower one for women and minorities.
Successful Implementation of Employment Equity
Cooke also argues that the claim of lowering standards undermines the capabilities of certain groups. Such leadership will ensure that Employment Equality is not implemented on an ad hoc basis, but forms part of overall strategic business plans. This is also emphasized by Israelstam, who believes that one of the reasons for the failure to implement Employment Equity was the lack of "rational and systematic planning".
According to Israelstam, the failure of many organizations to gain the support of white employees for their employment equity initiatives tends to lead to latent white resistance to employment equity implementation.
Succession Planning
- Effective Succession Planning: Obstacles
- Ineffective Executive Reviews
- Poor Follow-Up on Development Plans
Reducing recruitment time for large positions and removing the need to search among external candidates;. However, top management views the process of administration of succession planning as time-consuming and of questionable validity. All these factors have had an impact on succession planning and the development of highly talented people who can occupy these leadership positions in the future.
They tend to focus on the individual's key performance areas so they can identify the development needs of highly potential employees.
Best practices for Succession Planning for Transformation
Through training and development, they can determine how long candidates will need to be ready to take on key positions. Networking with internal candidates through social events and official presentations of their projects. This type of feedback has been found to be a cost-effective way to promote awareness and self-development and to motivate developmental actions (D'Alonzo.
This enables them to assess the quality of their internal candidate against world-class open market talent from other organizations and improve their talent base where necessary.
WHY TRANSFORMATION IN SOUTH AFRICA IS PERCEIVED TO BE SLOW
- Lack of Top Management Commitment
- Skills, Training and Development
Management Forum (BMF the Institute for Personnel Management (IPM) and Thomas all agree that the Chief Executive Officer must be responsible and accountable for transformation programs in the organizations. Wingrove cites the lack of personal commitment (time, energy and visibility) by top managers as an issue contributing to the perceived failure of affirmative action programs in South Africa. While this is a global trend among the younger generation, the phenomenon appears to be exacerbated in South Africa due to the unique circumstances created by apartheid, coupled with new BEE legislation.
2001: 94) suggests six key skill areas critical to the success of transformational appointees.
Chapter Summary
Research Methodology RvuA x>at« CollectloiA,
- Population
- Sample .1 Sample Size
- Sample Selection
- Research Instrument
- Questionnaire Design
- Pilot Study
- Reliability and Validity Testing
- Confidentiality
- Problems Encountered
- Chapter Summary
- Theoretical Framework
- Findings: Section 1
The target population was all categories of employees in WesBank employed at the time of the study. The process of standardizing the research instrument used followed a series of meetings with some members of the Transformation Forum of WesBank. Serving on the researcher's steering committee was an added advantage as it was easy to verify information.
Because the study was qualitative in nature, the analysis of the data collected did not lend itself to high-level inferential statistics.
Transformation leads to reduced profitability
JL &,
- Transformation awareness programs are done effectively here
- The organisation deals with transformation issues proactively
- The organisation has an effective transformation plan
- This organisation ensures the necessary development and advancement of its previously disadvantaged employees
- Prevention measures are applied in curbing the migration of Black talent
44% of senior managers surveyed strongly agree that WesBank is proactive in its transformation, with half of this number slightly agreeing. 44% of senior managers surveyed strongly agree with the statement that WesBank has an effective transformation plan. 72.9% of white managers surveyed strongly agree that WesBank has an effective transformation plan, 16% agree, 5.4% remain neutral, and the remaining 5.4%.
66.66% of the Senior Managers surveyed strongly affirm that WesBank prevents the migration of black talent, 22.22% agree and only 11% strongly disagree.
This organisation is effectively applying its Transformation Policy
82% of the respondent Senior Managers strongly agree that WesBank applies its transformation policy effectively, 11% agree and the remaining 11% disagree. 100% of the respondents Black Middle Managers disagree with the statement, while 59.9% of the respondents White Managers strongly agree, 32% agree, 5%.
This organisation takes the initiative in addressing transformation
Non-management staff and black middle managers do not seem to see any signs of transformational initiatives. On the other hand, senior managers and mainly white middle managers see things differently as they strongly agree that WesBank is taking the initiatives to handle transformation.
The pace of transformation at WesBank is fast enough
56% of the responding Senior Managers strongly agree that the pace of transformation at WesBank is quite fast, 33.33% agree and 11% strongly disagree. 62%> of respondents White Middle managers surveyed fully agree with the statement that the pace of transformation in WesBank is quite fast, 27% agree, 2.7% remained neutral and 8.11% disagree. 62.50% of non-managerial staff respondents strongly disagree that the pace of transformation is fast enough, 25% disagree, 9.94% agree and the rest 2.24%.
The pace of transformation is not fast enough as far as black middle managers are concerned.
There is a big pool of Black talent in this organisation
Black Middle Managers and non-management staff agree that WesBank has a large pool of black talent.
Remuneration in WesBank is regardless of sex, race, colour or creed
Productivity and profitability are compromised by transformation processes
56% of senior managers surveyed strongly agree that transformation processes threaten profitability and productivity, 33.33% agree and 11% strongly disagree. Black managers and consultants believe that transformation is necessary and disagree that it leads to compromised profitability.
I am aware of other companies that have collapsed as a result of transformation
Most employees do not know of any company that has failed due to restructuring.
- Section 2: Leadership
Information concerning organizational performance is readily available to all employees
100% of senior and mid-black managers surveyed strongly agree that information about organizational performance is readily available to all employees.
Management operates in a transparent way in the organisation
89% of the senior managers surveyed strongly agree that management operates in a transparent manner, while 11% strongly disagree.
The organisation has an effective system to report Employment Equity progress and Financial Sector Charter progress
The advancement of previously disadvantaged individuals is strongly encouraged by Senior Management
The progress of previously disadvantaged individuals is viewed differently by different population groups and employment levels.
The organisation enforces discipline and focus in attaining its transformation targets
- Findings: Section 3: Equity/Diversity
This organisation ensures proper demographic representation of its employed staff
The staff of WesBank does not reflect the demographics of the economically active population of the country.
Employment Equity targets are effectively met by this organisation
The promotion of people from the designated group is actively encouraged
Different population groups and levels of employment view the advancement of previously disadvantaged individuals differently.
The organisation encourages the adoption of diversity management practices
66.66% of senior managers surveyed strongly agree that WesBank encourages the adoption of diversity management practices, 33% agree.
This organisation loses top Black talent because people do not feel valued, included and heard
Some black talent has left WesBank due to not feeling valued, included and heard. Those who have left may have shared their frustration with those who remain in the company's employ.
My talents and skills are well rewarded
- Findings: Section 4: Training and Development
Training needs analysis is effectively carried out in this organisation
There seems to be a perception of a discrepancy between the skills and talent use between different racing groups. 66.67% of Senior Managers surveyed strongly agree that training needs analysis is carried out effectively at WesBank, 33.33% somewhat agree. It seems that the training is not tailored to the needs of businesses and individuals.
Human resource development plans can be used more effectively as they currently are.
Performance appraisals are effectively used for staff development
Organisational training is generally effective in improving employee performance
As a result of ineffective training needs analysis, training and development initiatives do not necessarily lead to improved employee performance.
This organisation invests more in the skills development of previously disadvantaged individuals than it does other race groups
- DISCUSSION AND INTERPRETATION OF RESULTS
- Introduction
- Proposition
- Diversity Management
- Organisational Culture and Values
- Sound Recruitment Practices and Effective Human Resources Practices, Policies and Procedures
- Career Development and Succession Planning
- Competitive, Flexible Remuneration and Benefits
- Retention Strategy
- INTRODUCTION
- SCOPE OF THE RESEARCH
- RECOMMENDATIONS
- SUGGESTIONS FOR FURTHER RESEARCH
A careful analysis of the research results shows that the following factors will be important in the transformation within WesBank. The culture of the organization, especially the values and beliefs, behaviors and attitudes of the people in the organization, are keys to encouraging people to be attracted and retained in an organization. The participants believe that the dominant culture in the organization expressed the core values that aTe shared by the majority of the organization's members, therefore it is a.
The organization's culture was seen as somewhat racist and relatively hostile to black talent.
Bibliography
1(994): Affirmative Action: Tokenism or Transformation, South African Labor Bulletin, Volume 18, No. 1998): Employment equity makes good business sense, Johannesburg. Emsley, I., (1996): The Malaysian Experience of Affirmative Action: Lessons for South Africa, Human and Rossouw, Cape Town. Hofmeyr, K.B., (1993): Affirmative Action in South African Companies: Lessons from Experience, South African Journal of Labor Relations, Vol.17, No.
Human, L., (1991): Affirmative Action and Development Managers for a Changing South Africa: Selected Essays, Juta and Company Limited Cape Town.
APP6NT^IX 5"
Make sure each position in your department is clearly defined in terms of:. It is especially important to provide fair and constructive feedback to your subordinates and to deal with unrealistic expectations in a positive yet fair manner. While the management and development of all people in your department is important, remember that an affirmative action policy requires that you consciously recognize the need to hire, develop and advance black people and women, and that you are able to justify decisions that oppose them.
This does not mean that you should practice reverse discrimination; rather it means that you must constantly question assumptions and practices that you may have taken for granted in the past.
