5 steps to finding your dream team

Many times as a Recruitment Agency we receive calls from existing or potential employers who ask us to assist them in finding suitable candidates for their job vacancies.

Finding TOP Talent can be very frustrating and time consuming and we all know that time is money.

Here are five steps to follow before phoning a recruitment agency:

1. Know what you want – have a detailed job specification: Think about what you want this person to do. How you want them to be. Be as specific as possible, have a specific list of duties that you want this person to be responsible for. Qualifications and Experience that will be required for this role. This job profiling can be used to measure performance. Knowing what you want will also save you a lot of time.
 
2. Check your budget: Ensure you have the budget for this role, check salaries and recruitment budget. Check that you have a market-related salary for this role and budget to use a recruitment agency if necessary. Having market-related salaries will make your position more attrative, making you the employer of choice.
 
3. Decide what recruitment process you will follow and who will be in the interviews. Have selected competency based and role based questions pre-selected for the interview. What recruitment process to follow, how many interviews/assessments before you can make an appointment. Know when you want this position to be filled, how important is this role to the business, can you wait for a calendar month notice.

4. Go through your internal recruitment process: advertise the role internally first giving the opportunity for internal staff to apply. You may have a suitable internal candidate or be able to promote from within the business. Giving staff the opportunity to grow, boosts staff morale within the business.

5. Go through your direct external recruitment process: advertise the role through your external recruitment methods, allowing for referrals and direct applicants. Advertise on your website or on your social platforms if possible.

If you have followed these steps and is still looking for that perfect candidate, give your Recruitment Agency a call to further assist. Only deal with reputable recruitment agencies, try not to use too many agencies, ask the recruitment agencies just to send you their top three CV’s and make sure they have matched the CV’s to your job specification.

Good luck with finding your Dream Team!

Provided by Qualifications .

To hire or not to hire?

For the owner of a small agency it’s a difficult decision that could take your business to the moon or send it crashing into the landfill.

For the manager or director of a recruitment giant it is also what your reputation and future promotions may hang on.

When to hire, who to hire and whether to hire at all?

It may seem such a simple topic to write about, we all think we are hiring experts, after all this is what we do for a living right?

But I have found, in past experience, that some recruiters (more than most) recruit for their own firms in the most shoddy, incomplete fashion, believing in their own hunches over data and facts and going on ”gut feel” over past billings and cultural fit.

In order to help us avoid such pitfalls I thought I would share some ideas and thoughts that we can all use in order to hit the nail on the head every time when it comes to hiring for our teams.

Why don’t we recruit for ourselves with the care we recruit for others?

If we are brutally honest with ourselves, those that are a wee bit careless with internal recruitment may be careless because of ego, arrogance, believing we know what we are doing better than others, laziness or time constraints.

But whatever it is, we need to be more careful and more considered in our approach to hiring for ourselves.

By having a structure and thorough approach to hiring including rigid scoring and testing, we will turn this exercise into a quick and easy system that should weed out the chaff and ensure we only hire the crème de la crème.

How do I know when I should invest?

Do a simple checklist and involve your other managers in the process.

If you are in a small business, speak to others, do we really need to hire? What is it going to cost? When do we need ROI?

If you are part of a big company, speak to your peers, see what they think of your team and discuss your strategy with them. Talk openly about what you are looking to achieve with your next hire.

Once you have done this, design yourself a checklist to hire with about 10 questions, all designed to lead you to a majority “yes to hire” or “no not yet”.

What steps should I definitely take before hiring?

You can’t be sure that your investment is going to work, but you can do as much as possible to mitigate your risk.

Once you’ve got to “yes to hire” then you select people to come in to interview.

My tip is that once you interview, put everyone through a scorecard, if they score over 70% then you should proceed, any less cut them off.

On top of this make sure you do all of the following:

Get lots of people involved – the more people that can help you through the process and be empowered to give you proper feedback, the better. You need to be ruthless.
Have an interview structure – have a 4-stage process and make sure they meet as many people as possible.
Do a behaviour test – there are some fabulous tests available and many will show you what personalities you are missing in your team and how people like to be managed – and you can hire accordingly.
Onboard properly – this is essential. Too many small firms give people one week of interviewing and then shove them in at the deep end. Make sure they are integrated as smoothly as possible.
Get them into training ASAP – the more you train, the more you integrate.

If you have a more rigid selection process before you even get to looking at CV’s and interviewing, you will avoid “gut feel” decisions and leave your company, team and reputation intact and heading for greater success.

Rob Green is the Group CEO of GRM Search.

Why you should carefully consider rights and obligations in collective bargaining agreements

A curious statutory effect of collective agreements is that a collective bargaining agreement amends the contracts of employment of individual employees.

On the surface, the provision in section 23 of the Labour Relations Act, is inoffensive. “Where applicable, a collective agreement varies any contract of employment between an employee and employer who are both bound by the collective agreement.” The aim of this seems to cater for a situation where terms and conditions of employment are amended through collective bargaining.

Terms and conditions of employment are typically captured in a written employment contract. Thus, where the subsequent collective bargaining agreement amends the terms and conditions, the logical consequence is surely that the original employment contract should be amended by the newly negotiated terms and conditions of employment (as captured in the collective bargaining agreement). For example, where the parties originally agreed that the employee will be paid remuneration of R10 000 per month, but through collective bargaining later agree that employees on this grade will receive a salary increase of 10%, the original employment contract is amended to reflect a new annual salary of R11 000 per month as a result of section 23 of the LRA.
 
But what happens when the collective bargaining agreement expires or is cancelled? Does the employee’s salary revert to R10 000 per month again? Surely not – in terms of section 23(3) the right to the new salary, as contained in the collective bargaining agreement, varied the contract of employment. The employment agreement now reads that the employee’s remuneration is R11 000 per month as a result of the negotiated increase captured in the collective bargaining agreement that, in turn, varied the employment contract.
 
This was also the view of the Labour Court in South African Municipal Workers Union v City of Tshwane in 2014. The court had to consider whether shift systems, captured in a collective bargaining agreement, survived the cancellation of the agreement.

The court stated as follows:
 
“It is trite that the terms of a collective agreement are not only binding on the individual employees but as a matter of law are incorporated into the employees’ contract of employment. It is therefore my view that even though the 2006 collective agreement lapsed, its provisions having been incorporated into the employment contracts of the individual members of the applicant continued beyond the life span of the collective agreement. The shift system remained as was before the lapse of the collective agreement because its provisions became part of the individual employees’ employment contracts. In other words those terms and conditions set out in the collective agreement remained in force even after the lapse of the collective agreement and would remain as such until another collective agreement was concluded changing those provisions that had been incorporated into individuals’ contracts.”
 
Fast forward to 1 August 2017 and the judgment of the Labour Appeal Court in Imperial Cargo Solutions v Satawu and other. Here the LAC came to a different conclusion. It held that the obligations created in the collective bargaining agreement fell away upon the cancellation of that agreement.

The issue before the LAC centred around an application to interdict strike action. The employer argued that the employees’ refusal to do ancillary tasks, as agreed in the collective bargaining agreement, was unprotected strike action as the employees remained obliged to perform the tasks even after the trade union cancelled that agreement. The LAC disagreed. It reasoned that both the employee’s duty to perform the ancillary work and the employer’s obligation to pay extra remuneration for such work ended on the cancellation of the agreement. It held that the facts and circumstances were distinguishable from the SAMWU case. It stated:
 
“It would make no sense to contend that the appellant’s obligation to pay for the ancillary functions fell away upon cancellation of the agreement by the respondents but that the obligation to perform the ancillary functions survived the cancellation.”
 
The judgment contains no further indication of the court’s reasoning in rejecting the argument on the effect of section 23(3). The lingering question is whether both obligations created in the collective bargaining agreement (the employees’ duty to perform the ancillary tasks and the employer’s obligation to pay extra remuneration for the performance of these tasks) should not have survived the cancellation of the collective bargaining agreement. That, it would appear, would have been congruent with the wording of section 23(3) and in line with the judgment in SAMWU.
 
Until the matter is considered by a higher court (or the LAC in a different matter), employers and employees will be well advised to carefully consider rights and obligations created in collective bargaining agreements. It may be more beneficial than ever to carefully consider crafting such an agreement in such a manner that it captures the clear intention of the parties on those rights or obligations that should survive the cancellation of the agreement. Should employees thus want an allowance or other benefit to remain as an ongoing right post the life of the collective bargaining agreement, this should be captured as such in that agreement. Likewise, if employers intend for the quid pro quo obligation to remain in force after the expiry or cancellation of the collective bargaining agreement, best to say as much in that document. The judgment in Imperial Cargo Services does not detract in any way from the right of the parties to bargain and reach agreement on how to treat the fruits of their negotiations after the underlying agreement terminates.

Johan Botes is the Partner and Head of the Employment and Compensation Practice at Baker McKenzie.

4 points to consider when reviewing candidates for key organisational roles

Hiring the wrong candidate for any role can be a costly error. Learn how talent assessments can take some of the risk (and cost) out of your organisation’s hiring strategies.

Any marriage counsellor will tell you: Don’t marry with the expectation you will change the other person after the wedding. The “stripes” we carry into a relationship are usually there for the long run. The same advice applies to organisations that are selecting potential candidates for key roles.

With the cost of doing business rising continuously, and the business environment continuously evolving, South African businesses are operating off much tighter budgets. The cost of hiring the wrong person for the job is not only negative for the bottom line, but for the overall productivity of the business. In today’s uncertain economic times, businesses simply cannot afford to make hiring mistakes, and need to ensure they take the necessary steps to avoiding this.

Below are some important points to consider when reviewing candidates for key organisational roles:

1. The best predictor of future behaviour is past behaviour

Look for themes and patterns that characterise how the candidate has operated in prior roles. It is difficult to ‘turn over a new leaf’ and no organisation wants its success to depend on a candidate changing the patterns of their career.

For example, if the candidate is said to have performed poorly under pressure or to work better on their own than in a team – these factors must be considered and weighed up against the role you are looking to fill. It would be unrealistic to suddenly expect the candidate to begin to perform well under pressure, or optimally as part of a team – if these are key attributes for success in the role.

2. What you see is what you get

Do not make excuses for a candidate’s behaviour or how they come across in the selection process. First impressions are everything in the interview process. Make sure you opt for a candidate who made the best first impression in all aspects. For example, if a candidate is rude to the administrative staff and comes off as unfriendly throughout the process, this should be taken into account as part of their personality and demeanour, rather than being passed off as a bad day.

3. Cultural fit matters

Organisational cultures vary in many ways. Candidates differ in their values and preferences that relate to attitudes concerning status, social mores, financial drivers, and decision-making predispositions. Candidates that are not a good fit for the organisation’s culture are either going to be unhappy and unsatisfied, or work to change the culture to fit their values and preferences. A candidate accustomed to making decisions based largely on intuition is going to have a difficult time in your organisation if the organisation values analysis of data and a logical decision-making process, for example.

Remember to take this into account during the interview process, to ensure the candidate is a good match for the business as well as the role. This will be a win-win situation for both the candidate and the business.

4. When in doubt, there is no doubt. The answer is NO!

If the hiring leader, prospective peers, and other key stakeholders have doubts and reservations about a candidate based on capabilities revealed by past performance, personal style, and questions of culture fit, then just keep looking.

The cost of a bad selection decision is higher than some people realise, taking the extra time to find the right candidate will pay off. According to the HFM Talent Index for 2016, 55% of South African organisations indicated that finding high quality candidates in limited talent pools is a major obstacle for their business. As such talent analytics has become a key trend for 2017, as organisations are looking to pinpoint the areas where they can grow their talent acquisition strategies

It’s critical to follow a rigorous assessment process when hiring. If need be, partner with a workforce solutions provider that is able to find the right talent for your organisation.

As an example, here is the assessment framework used for senior-level positions by Right Management:  

• Online self-assessments, including: Hogan Personality Inventory (HPI), Hogan Development Survey (HDS), and cognitive abilities assessments that measure critical thinking ability and decision-making.
• A background survey to capture the candidate’s experiences in areas relevant to performance.
• A competency-based behavioural interview designed to identify the candidate’s accomplishments, operating style, and outcomes in specific performance examples.
• A peer simulation exercise, in which the candidate is observed leading a meeting with a peer and working to accomplish specific objectives.
• An analysis and strategy exercise in which the individual has to assimilate disparate information, respond to emails, develop a strategy for their division, and present in a compelling manner to the leadership team. This exercise is used to assess how the candidate processes and responds to information as defined by the behavioural competencies.
• A direct report simulation exercise that involves the need to inspire and motivate a direct report during times of significant change — useful in assessing the behaviours exhibited by the candidate against the behavioural competencies.

Hiring the right employees is critical for on-going organisational success. The most important asset of any organisation is its people. The key is understanding that hiring the right candidate requires patience. So, as you evaluate your ‘zebras’, assess rigorously, pay attention to past behaviours, don’t make excuses, consider the cultural fit, and if doubts creep in, trust your instincts!

Lyndy van den Barselaar is the Managing Director at Hogan Personality Inventory (HPI)a.

How smart workers can future-proof their career prospects

It is no secret that the world of work is shifting, and that individuals need to prepare for this changing landscape if they want their skills to remain in demand.

And the way to do so, is to become a SMART worker.

Within the next decade – and we are already seeing this happening to some degree – the traditional employer/employee relationship will be largely a thing of the past.
 
By 2030, historical workplace structures will overwhelmingly have been replaced by the concept of workers as consultants and their own bosses, who sell their services to client companies.
 
As we move away from the idea of the employee working for one company, depending on that company for everything from their salary to the promise that they will in all likelihood be able to rely on that company for a safe and ongoing income, individuals need to understand how they can navigate the workplace market in the not-so-distant future.
 
And this is where being SMART comes in.
 
SMART is an acronym for the profile of future-fit workers: Specialist, Mobile, Adaptable, Resilient and Talented. Being SMART will be the key to surviving and thriving in the new world of work.
 
The driving forces behind the changing work environment include rapid and ongoing technological innovation, which is responsible for the disruption of historic industries and old economic systems. This gives rise to new industries and jobs, but also means that an estimated 50% of all jobs currently in existence – including white collar roles – will become automated.
 
Already, we are seeing evidence of so-called creative destruction in rising global unemployment, declining average length of service, increasing mid-career transitions and disruption across all industries.
 
Over the next five years, the World Economic Forum estimates that we’ll see the decline of job families like Office, Administration, Manufacturing and Production. Conversely, there should be a rise in the importance of Business and Financial Operations, Information Technology, Mathematical, Architectural and Engineering roles.
 
While these are certainly scary times, they are also exciting, as we enter an age where the goal of a bigger return for less work may be achieved, but only if you have the right skills and are able to adapt to a rapidly changing work environment.
 
Global research has identified four major trends that will impact the world of work over the next 15 years:

1. Flexibility

Globally, we are seeing a continuation of the growing trend towards short term work. According to the International Labour Organisation’sThe Changing Nature of Jobs’, 75% of the global workforce is currently employed on temporary or short-term contracts. It is believed that by 2030, workers will work ‘with’, not ‘for’, companies and will work with multiple ‘clients’ simultaneously, joining skills guilds, rather than becoming employees. The focus will be on knowledge workers, who can do their jobs anywhere and at any time. This idea of workers as entrepreneurs will promote flexibility and autonomy – and will benefit high-skill workers.

2. Lifelong learning

Already, the idea that you study and then use what you’ve learned to follow a career at one company throughout your life has become obsolete. Lifelong learning, where workers constantly reskill or renew skills every five years, is becoming the norm.

3. Quality vs quantity

The emphasis is shifting away from chasing money at all costs to a focus on critical values, like work/life balance, happiness and fulfilment.
 
In future, there will increasingly be a shift away from the culture of ‘overwork’ towards a system where work is enmeshed in life – and reward is based on expertise and results, and not on job title or length of service.

4. Technological innovation

Technology already enables remote work and, as fibre becomes the norm in South Africa, internet speed is no longer the inhibitor it was 10 years ago.
 
Over the next 15 years, it’s predicted that rapid technological innovation will promote 24/7 work performed by employees in different geographic locations and time zones. The traditional notion of a ‘corner office’ as we know it today will become obsolete as workers work remotely, hot desk and collaborate in ways we can’t yet imagine.
 
Ultimately what all of this means, is that individuals need to become more adaptable, and be able to manage their careers with greater resilience and flexibility.
 
They also need to become adept at building their personal brands and selling themselves on a fluid job market. Reputation management, customer relations and negotiation will be key to the worker of the future. Additionally, they need to take responsibility for lifelong learning and regular upskilling, with a good dash of entrepreneurship thrown in. Employers of the future also need to adapt.
 
They will need to be able to manage complexity and ambiguity effectively, and quickly and efficiently identify skills gaps and tap into the freelance market. Additionally, employers should already start investigating how they can develop collaborative, global, and virtual working environments in order to attract the best talent.

Georgina Barrick is the MD of Cassel&Co, Insource ICT and IT Edge.

A quick reference guide for digital marketing and your HR team

In today’s world, more and more business owners are realising that they need to empower their HR teams to operate more effectively.

One of the key HR processes that business owners want to help their staff members optimise is recruitment.

Luckily, digital marketing is a tool that can be utilised to optimise this aspect of the HR process. Review the information found below to gain a better understanding of why your HR team should be using digital marketing services and which ones they may find the most effective:

Why your HR team needs to be using digital marketing

As noted in “6 digital marketing strategies for your human resources department,” attracting top talent to the company is essential for any competitive industry. As such, you want to ensure that your HR team can let modern job seekers know that your company is hiring. Digital marketing provides you with an incredibly savvy, organic way to realise this objective. Specifically, you can advertise available jobs through a wide range of online platforms, one of which is social media channels. Some of the social media channels you may want to advertise available jobs through include Twitter, Google+, LinkedIn, and Facebook.

Digital marketing basics

Because your HR team will be using the world of digital marketing to recruit job candidates, it’s important to know that the staff should be focusing on how to optimise the company’s online image. Taking this step will help ensure that the HR team will be able to catch and keep the attention of highly qualified job prospects. Luckily, there are numerous online advertising strategies that the HR team might deploy for the purpose of building the company’s reputation in the online realm. One strategy is online reviews. 88% of consumers trust online reviews as much as they would a personal recommendation. Thus having satisfied employees and customers speak positively about your company is a wonderful way to build your reputation and attract new job candidates.

Another digital marketing strategy the HR team can use to build the company’s reputation in the online world is Twitter polls. Social Media Examiner explains, these polls can be used by business owners to conduct research by asking consumers specific questions about the brand. While this business-building benefit is wonderful, it’s also important to know that the HR team can use Twitter polls to build the company’s reputation. Specifically, the polls can be used as a tool through which the HR team demonstrates its ability to continually communicate with the public and also remain relevant to the contemporary world by recognising and responding to the unique and perpetually evolving needs of the target audience.

One of the best social media channels to utilise for the purpose of recruiting job candidates is LinkedIn. Millions and millions of people all over the world log on to this social media channel for the purpose of posting their resumes and learning more about employers and job opportunities available within their field. You can use a channel like LinkedIn to interface with these prospects in a professional yet personable manner that helps you determine whether the individual in question would be a good fit for the company. Note that you can also utilise a wide range of resources and tools to figure out whether the prospect has the skills and personality necessary to excel within your company. An example would be inviting a promising job candidate to complete an executive assessment that you make available through a link.

Don’t delay: start using digital marketing strategies today!

If you’re serious about making your business as successful as possible, it’s important to note that empowering your HR team to recruit the most qualified job candidates is immensely important. There are many strategies that you can use to help your HR team with this endeavor, and one of them is the strategic use of digital marketing strategies. Utilise the information and advice outlined in this quick reference guide to ensure that your HR team will be able to recruit and hire the most qualified people on the block!

Lindsey works as a director of marketing at a tech firm in Utah.

Is your business a step ahead of the perpetrators?

Fraud and corrupt practices are increasingly affecting organisations globally, both in the public and private sector. How exactly is fraud and corruption defined?

Consider this definition by the World Bank

Fraudulent practice: A fraudulent practice is any act or omission, including a misrepresentation, that knowingly or recklessly misleads, or attempts to mislead, a party to obtain a financial or other benefit or to avoid an obligation.

Corrupt practice: A corrupt practice is the offering, giving, receiving or soliciting, directly or indirectly, of anything of value to influence improperly the actions of another party.

In May this year, the media reported that City of Joburg Mayor Herman Mashaba, launched a fraud and corruption investigation that led to his office uncovering R10bn that the City had lost due to this unethical behavior.

Private companies may not have the budget to launch a similar thorough investigation, they may not even have billions of worth of Rands that vanish without an obvious trace to uncover. However, the private sector is just as affected. It is estimated that each year the typical organisation can lose an average of up to 5% of its annual revenue to fraudulent behavior! The impact of fraud is severe, it can lead to redundancies, fines (resulting from regulatory breaches), reputational fallout, legal ramifications and can hinder the overall potential development of services that are offered by an organisation.

How then, can those who are charged with overseeing the ‘cleanliness’ of the business identify and mitigate fraud and corruption risks?

The CIMA CGMA report identifies four key components of which an effective strategy in addressing fraud and corruption is made of, namely: Prevention, Detection, Response, and Deterrence.

“All of these aspects need constant communication and revisiting. Risks are ongoing and ever-changing, made more complex with advances in technology, and the number of relationships within the supply chain.”, states the report.

The latest risk is in Cyber-attacks, which are becoming the new normal with a greater chance of organisations becoming victims. Business Email Compromise (BEC) is a growing trend of email scam targeting businesses that work with suppliers who perform wire transfer payments. A particular form of BEC is “executive impersonation” which consists of sending fraudulent information online.

In the fight against fraud and corruption, principle 10 of the United Nations Global Compact (UNGC) relates to anti-corruption and calls on “business to work against corruption in all its forms, including extortion and bribery.”

Issued by Greysun Media on behalf of CIMA.

How to manage the workforce of the future

Millennials are coming of age and streaming into the workplace, transforming company cultures around the world.

These young people have a lot to offer businesses: they’re highly creative, social, technologically savvy, environmentally conscious and ambitious.

On the other hand, they’re also impatient with ‘old-fashioned’ nine to five work days, manual offline processes and hierarchical management structures. Millennials are challenging the status quo, and some organisations may find them tricky to manage.

There’s no avoiding them though. Given that millennials are expected to comprise 75% of the workforce by 2025, the sooner you prepare your company for their impact, the better. When it comes to HR and payroll for example, millennials have some non-negotiable expectations.

Independence

The workforce of the future likes getting things done quickly. They’re easily frustrated by business processes that prevent them from managing their own work schedules. Applying for leave is a classic example. The standard process involves email requests and waiting for confirmation from the HR department. Millennials don’t see the point and would rather just manage their leave themselves.   

This is one reason why automated, self-service HR and payroll systems are so popular with the younger generation. They can book their leave dates online and the system will automatically alert their managers to review and approve the requests. It’s a quick, efficient and transparent process that gives employees more autonomy and control. Another benefit of a self-service system is that it allows employees to access their tax certificates, complete performance evaluations and capture expense claims without waiting for someone to get back to them.

Access

Millennials grew up in the age of the Internet. They are used to having information, and technology, quite literally at their fingertips. This makes them somewhat impatient. They don’t want to have to chase people for answers; they want quick and easy access to information at all times.

For example, if an employee is confused by his nett salary one month, they’ll want to immediately access their latest, and previous, payslips to review the breakdown of deductions. A self-service payroll system makes this possible. There is no misinformation or delay in access to information which helps avoid any misunderstandings and disappointment.

Flexibility

Millennials want to work in a way that suits their lifestyle. This means being able to travel more should they want to, or working from home more often if they have a family. To keep your employees happy, you have to give them the flexibility to work remotely. Fortunately, there are lots of business tools that enable this without any negative effect on your business.

A cloud-based payroll system means that remote payroll management is also possible. With information stored in the cloud, all your employees and managers need is an internet connection to access the system. Different time zones and locations won’t matter: your staff can work from home after 6pm, or be in the office at 7am, or travel abroad for a conference – wherever they are, they’ll be able to plug into the HR and payroll information they need, when they need it.

Career development

Nothing is more off-putting to a millennial than a dead-end job. This generation is ambitious and impatient to progress. They don’t want to be micro-managed in a role with no future, they want to be mentored and grow. A good performance management system that offers them a clear personal development path and review process is critical. Millennials want to be fulfilled by their work – and the happier they are in their jobs, the better they’ll work.

To facilitate this, you can give your employees and managers access to an online performance journal that they can add to all year long. This means that come appraisal time, the review information is relevant and not simply gathered at the last minute. Short-term monthly or quarterly goals are also far more constructive than setting distant objectives. This allows you to check-in with your employees at regular intervals, and provide ongoing guidance and support. An electronic performance appraisal system also enables you to run an accurate 360-degree feedback process, so all your employees will feel satisfied with the level of feedback they’re receiving.  

Adjusting your business’ payroll and HR processes to ensure you are effectively managing millennials in the workplace isn’t difficult. Simply ensure that you have a system in place that caters to their needs and gives them the flexibility and transparency they value so highly.

Bruce van Wyk is the Director at PaySpace.

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