If you are dealing with people, you are dealing with emotions. The international bestseller, Emotional Intelligence, by Daniel Goleman popularised the concept of emotional intelligence. We talk these days of an "emotional" economy - one in which the emotions of customers, employees and other stakeholders play a significant role in the success of business and the entire economy.

Emotional intelligence (EQ) is the application of self-knowledge and the ability to have sound relationships with other people in which your emotions are well controlled and managed, in order to be an effective person at work and in your life. A person's success in life does depend on how he applies his intellect, how he behaves and how he interacts and connects with other people in his life, workplace or family. EQ is the measure of a person's maturity, his ability to co-operate and get the best out of himself and others. It has been calculated that 80% of managerial success depends on effective human relations, and only 20% on technical and conceptual intelligence.

Over the years Human Resource Management has developed into a web of interdependent disciplines that are finding their meaning not in operational execution but in strategic intent.

Human Resources Management have to do with managing all aspects related to and flowing from the employment relationship between the organization, as the employer, and the employees, to do the work. When any person is employed by an organization, an employment relationship of exchange comes into being. There is an exchange of energy, knowledge, skills, attitudes and abilities to do certain work in return for some form of remuneration or reward.

The aim should be to create an employment relationship that is beneficial to both the employee and the employer, and also to all other organizational stakeholders, for example customers, owners and the public at large. Aiming to achieve this makes Human Resources Management a very dynamic, complex and demanding area of management. Each employee is a complex human being and each organization is a complex social entity. Employees differ in terms of age, race, gender, physique, aptitudes, abilities and skills. They have different personalities, values, attitudes and perceptions.

Just as people differ in terms of a whole range of variables, organizations also differ in respect of many variables, such as strategies and goals, organizational structures, group dynamics, power and politics, culture, decision-making processes, and communication.

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Workinfo.com can assist human resources practitioners and line management to make Human Resources Management shifts to become active players and partners in the challenge of making organizations more competitive and successful.

We have a 3 Week HR Management workshop that covers a wide range of HR topics.

Click here for the Workshop outline 

Dates

Week 1 - 7 - 11 May

Week 2 - 4 - 8 June

Week 3 - 23 - 27 July

Cost

R15 000pp excl. VAT for the full 3 weeks

R  5 000pp excl. VAT for 1 week (delegates can choose to do certain weeks but not certain modules)

Venue

Midrand Conference Centre, Midrand

For queries please contact:

Michelle du Toit

Tel:      011 - 462-0982(Office)  

Fax:     086 566 4094   

Cell:     083 232 2004  

Email:  michelle@workinfo.com

Review and align HR Policies and Procedures. These are vetted in terms of Labour laws and Labour Court case law

Tired of doing patch jobs on your policies and procedures, Workinfo.com can customise your HR Policies and Procedures.

This includes:-

• Human Resource Policies and Procedure Manual (With your logo, company's details and in the company's formats)
• The development of a Human Resource Policies and Procedures Manual
• The development of an employee handbook;
• And it will include a version suitable to be uploaded onto the company's Intranet;

1.       Human Resources Policies and Procedures Manual

The convention of organisational Human Resources Policies and Procedures Manuals received new life with promulgation of the Employment Equity Act, which ushered in the discipline of employment systems reviews. Traditionally Human Resource Manuals merely sought to set out in typical fashion Company employment practices with particular emphasis on regulatory requirements and statutory compliance. The concept of an employment systems review in the context of the Employment Equity Act is a comprehensive examination of an organisation's policies and practices to identify and permit removal of systemic and attitudinal barriers to employment opportunities for persons in the designated groups. A comprehensive and thorough employment systems review goes beyond a desk audit of a human resources manual. It not only helps in identifying systemic barriers to the designated groups but also enables an organisation to institute or formalise non-discriminatory policies and practices. By building on the values of fairness and merit, a good employment systems review will contribute to better management of human resources in a diversified workforce. More contemporary approaches towards employment systems reviews tends to focus on the adoption of best practices which are aligned to the organisation's strategic objectives.

2.       Our approach

Few organisations have sought to extend the concept of an employment systems review beyond the confines of employment equity to a broader analysis of organisational values and culture and social imperatives. A human resources manual remains the single most visible output of the Human Resources department, and should:-

• Capture the organisations human resources strategy;
• Embody organisational values (or seek to grow or change actual values or Behaviours); and
• Drive organisational culture (current or desired).

In addition, we believe that employment practices should internalise corporate branding. In displaying values externally to clients, internal processes should reinforce these values and behaviours. All too often we see organisations which subscribe to people centred values reduce employment practices into a system of written rules and regulations.

We further maintain that unless human resource practitioners are able to evaluate their department's efforts and produce both qualitative and quantitative reports with the same integrity as financial reports and management accounts, human resources will never achieve the credibility to fulfil its strategic role within the organisation. Quantitative and qualitative measures should be identified for employment practices which are meaningful to the organisation.

Depending on the philosophical approach the organisation adopts, we seek to reinforce emerging human resources practices of employee self-service, internal communications responsibilities, and social responsibility.

Please contact Jane Berry for more information.

Tel:       +27 (0)861 967 546 (Office)

Cell:      083 671 9914

Email:   Jane@workinfo.com  

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