Devan Moonsamy 

South Africans have been hit hard with the latest increase in fuel prices. In the next month the price of fuel could increase by atleast R2. This is not just a concern for motorists but businesses too. 

At the same time experts warn that fuel prices are expected to reach record high of atleast R40 a litre. This has motorists feeling uncertain about what the next few months have in store. It also creates uncertainty around the price of food and other commodities. 

The price of fuel has an impact on businesses as well. Ultimately the price increase of fuel will result in even the price of transport going up. This means that goods being transported will by road will now cost you more. 

The fuel price increase will also have an impact on employees traveling to work. For many the hybrid and work from home was seen as a relief in the tough economic times without having to fill up the tank in a bid to drive to work. But now that Covid-19 regulations have been relaxed there are more staff getting to work using their vehicles. 

Consumers will also be feeling the pinch with the price of fuel going up and perhaps they would tighten their belt on shopping. Small businesses would need to look at alternative to stay ahead of the economic turbulence that that the fluctuating fuel price brings with it. 

Here are some ways to improve your service to your customers and improve operations in your business. 

• Tighten the budget on unnecessary travel. As much as companies need to get their goods delivered and they need to collect stock from suppliers, it is time to relook at travel taking place in your business. Instead of making supplier trips daily cut it down to once or twice a week. The same can be said for delivery services that are being offered. If you offer delivery on goods to your customers, try to change it from daily to perhaps once or twice a week. Ensure that the delivery is worth the amount the customer has purchased for. 

• While on the topic of tightening the budget, reassess the travel needs for your sales agents. Many businesses have branches out of town. In this case a branch manager will have to do site or store visits. It might be a good time to relook at the cost factor of sending the individual out of town for a trip for the day and perhaps use online platforms to help the branch with their needs. 

• If it is possible allow staff to continue to work from home. This might be a good idea for bigger businesses. The daily commute could be the reason why staff might feel challenged to come to work. The price in petrol increasing will put employees under pressure and as a result they might not be performing their best. Offering the team an alternative to hybrid or work from home might be a solution to keep the staff morale up. 

• Try to relook at virtual interactions for meetings and client interactions. Instead of having sit down meetings at offices outside your work space that might require you to drive out, try to schedule them virtually. It is important to monitor and maintain resources in the businesses but it is also essential to manage those resources correctly. Try to prevent unnecessary trips and look at moving your operations more digitally to improve the use of resources in your small business. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

The world has been shocked by the attack on Ukraine by Russia. It has sparked debate and discussion across the board. Be it on your favourite radio station to standing by the water cooler at the office, the crisis has received wide spread attention. 

Office discussions around the conflict being experienced around the world to who won the soccer match last night can become unpleasant if not handled correctly. This does not mean needing to police the conversations taking place around the office. It just implies that individuals must be made aware of how this type of argumentative or contentious topics should be discussed. 

Although many of your staff might be keen on discussing these topics, it might surprise you that many of them might hesitate getting into a discussion. For many of these employees they might feel unsafe to speak their mind out of the fear of being misunderstood or getting involved in a conflict. 

This does not mean a mandatory policy must be instated to get staff to start talking. Things like politics and issues around the world can be discussed in the office provided there are guidelines to prevent them from getting out of hand. 

It also doesn’t mean that discussions in which people share their opinions will always get out of hand. The workplace should be an environment in which staff feel safe to share their ideas and opinions. 

Ideally there should be communication policies in place at work to give staff guidelines on the communication that is acceptable between staff and staff as well as staff and clients. 

This should also highlight how contentious issues should be discussed respectfully and appropriately. 

Here are a few ways to encourage and cope with the discussion around issues that are argumentative:  

• Create a safe working environment that encourages healthy discussion. Instead of not having staff talk about topics, have guidelines on how certain topics should be discussed. It is important that staff feel work is a safe space. They should not feel that they are targeted at work because other staff members are having a conversation around them and are being insensitive to their needs. 

• Making the environment safe also means levelling with your staff members. Be empathetic and understand where they are coming from. Many of them might be coming from different backgrounds and ethnicities. This would also mean that some staff members who are not familiar with their beliefs could present a bit of insensitivity. It is important to rehabilitate the workplace culture with actual culture conversation. Remember knowledge is key. 

• If you are a staff member that is always abreast with the ongoing of the world then work on having a broad mind around people’s acceptance around your opinion. Not everyone is going to agree with you and as such you should not thrive at convincing everyone on your point of view. Be open to the perspective of others and allow yourself to listen and not only want to be heard. 

• Own your opinion. Many staff members cave at the possibility of conversation around a topic that is controversial. It is important to own your opinion and stand for what you believe in. It would be a good idea to start engaging in discussions and be confident about your point of view. This will boost your confidence and also allow you to share a different perspective on a topic. 

• Not every contentious topic will lead to an argument. If it does and insults are being hurled, the best would be to address the issue with a manager and eventually HR. Communication guidelines are necessary and should be acknowledged by all staff. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

Who would have thought that in the year 2022 there would be a whole new dynamic on how people work? From having employees on strict 8 to 5 schedules to now having flexi hours and work from home, we have come a long way in terms of change in the workspace. 

Hybrid working has been recognised as a method that will be both encouraged and welcomed in the workplace. It is a great way to ensure necessary protocols are followed and also ensure productivity. In light of the fuel price increase it has also brought on relief for employees struggling with the fuel bill by allowing a break in commuting to work.

As much as we are embracing and adapting to the new workplace schedules, we should also be looking at change in leadership to adapt to the new work lifestyle. Our leadership methods should change to accommodate the new normal. 

Leading a team in person has its challenge and leading a remote working team can also have its own challenges. Many businesses struggle to keep their employees abreast with the new technology. Even managers and leaders struggle to adjust to the new technology. It should come as no surprise that there might be challenges to adjust to the new work world order. 

The work from home and the office can be both stressful and unpredictable for management. This is a new method of leadership. You have to make the necessary adjustments to existing skill sets to accommodate the new work form.

Here are some ways to help managers improve the way they manage employees working from home: 

• Improve your communication online. Ensure that instructions are clear. It was a chore to get to know how the online systems work. But since it is here to stay it is something we have to master. In order to improve and change your leadership techniques to accommodate the new work order, use methods to improve your communication. Ensure you communicate clearly and without any confusion staff. 

• Start digitising your schedules. Keep everything online. Whether it is a drop box or a new online system, having all your information online is a great way to keep the new move successful. It will also get your staff who might be hesitant to change to get in the rhythm of keepings things online. Digitising work can be the first step to improve the way you lead. This gives you an opportunity to ensure everyone has the necessary skills to embrace the online efficiency. 

• Improve your observation. Look at the quality of work with some of the employees. Look at who is in need of training and upskilling. This can show you have an interest in your team’s development and that even though they are working remotely, that you are aware of their needs. Things like training and development can still take place online. 

• It is important to be compassionate. Ensure that you are empathetic to your team’s needs. Try to connect with your team. If someone hasn’t taken a day off in a while check in on them. Check in on them and try to establish best methods to improve their well-being. Remember being a good leader is not only about keeping up with productivity but employee wellness too. 

• The most important improvement in leadership in terms of adjustment for online work would be to avoid micromanagement. Having employees working from home and not being able to keep track of them can be stressful especially if you aren’t able to keep track of their productivity. If you are not able to stop micromanagement then improve the way it is done. You don’t need a check-in check- out system. Rather have a productivity system. As long employees are producing results this should be enough to keep you informed about the activities of employees. 

• Trust your employees. It is important to show your staff that you trust them. Prevent them from feeling that they are being watched or monitored. Trust them. Give employees an opportunity for creativity and productivity. This would be a good way to get staff to feel valued and improve your management methods. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

Most businesses are operating at full or maximum capacity. Hybrid working is being embraced in the working world along with any other alternative methods that will improve existing workplace procedures. 

The reality is that working from home has had an impact on workplace creativity. This has resulted in a lack of upskilling as well as a lack of engagement with staff that would ideally have seen innovative ideas. 

Getting staff to be more creative with their ideas and thinking in the work place takes time and the setback dealt from Covid-19 might have impacted your bid to regain innovation in the workplace. 

But it is important reignite the creativity flame in the office. Senior management has a significant role to play in the journey of getting staff to take a fresh approach to innovative and creative thinking. 

Here are some ways to inspire innovation and creativity in staff: 

• Start by reducing the amount of work you outsource. Boosting creativity in the workplace should start with using resources available to you. Instead of getting 3^rdparties to conduct work that needs to be done. If staff members are equipped with the resources and have the skill then they should be first in line for the job in terms of creativity in the workplace. 

• You need to trust your team. The reality is that creativity means being able to think out of the box. This means having confidence in your team that if an employee uses innovation and creativity then they will create something that is delightful. In essence showing your team that you are encouraging their creativity indicates the trust you have in them. 

• Whilst we are exploring the angle of trusting employees with the rope of creativity, we should also explore the impact creativity has on employee well-being. Having the ability to explore aspects of worked around the status quo and work outside the box can reduce stress. It can also promote healthy work attitude and confidence to take risks in the work place. 

• Another way to inspire creativity would be teamwork. Reshuffling teams and getting employees working in teams can have an impact on their attitude at work. It can motivate them and allow team members to motivate each other, resulting in creativity. Team work allows for a whole new dynamic in workplace creativity building. In most offices working in a team is the platform that sees people performing at their best.

• Motivate staff by sending them on upskilling workshops and training. Training around customer service, communication and even conflict management can be a great way to determine creativity. This platform gives staff a chance to show their creativity out of their comfort zone and also provoke innovative thinking by means of being challenged around new skills development. 

How does creativity and innovation help management? 

Having staff think out of the box helps escalate the reduce in the workplace. Being a senior manager means being a leader. This means believing the people in your team are able to solve problems. If staff are creative and innovative, they will be great at problem solving. Improving innovation and creativity in the workplace creates a more energised hive mind. 

This can also be a good way to measure employee capabilities when it comes to promotions and leadership positions. An employee who rises up to the challenge can eb measured based on their approach to handling situations and more so their creativity in doing so.

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

It is that time of the year again when most organisations need to look at balancing the books. Financial year end procedures can be stressful and it usually sends staff members in a panic. It is important for companies to measure profitability over set period. But if it is not done correctly then there can be frustrations and challenges when the information is being captured at the close of books. 

A financial year end also allows for companies and each department to prepare for the year ahead. The financial year end is a time when accountants focus on reviewing the ledgers to prepare the financial reports to share with the directors. 

Whether you are a small business or a division of a large enterprise the process is the same. Stock take and inventory must be checked and listed to ensure all invoices are accounted for. 

There are no room for mistakes and even the smallest errors can have repercussions. 

Let us look at how we can ensure the process is done smoothly: 

• Preparation is key. A financial year-end should not happen without staff being aware well in advance about the process. An email must be sent out to all staff indicating that this is the date when stock take will happen and when the invoices need to be in for the departments to ensure finance department can capture the relevant information. If the employees are informed in advance, then arrangements can be made by other department members to assist in the stock take. 

• Ensure that all money coming in and out of the business is accounted for. If any employee has used business funds to do tasks for the business, they should be given a deadline as to when the information must be given to the finance department for capturing. This way the finance department can ensure their deadlines are met in terms of report completion. 

• When planning the stock take try to get it done before the financial year-end. This will have an impact on accuracy for your balance sheets. Make sure you are doing checks on your expiry dates, take shrinkage into account and also ensure that the current stock levels match the stock on hand. Doing the inventory check ahead can give you time to locate missing stock or assets and prevent writing off large amounts of stock. 

• We know that each department has to ensure that they are meeting the relevant deadlines for balancing the books. And each department might have been doing this correctly. It would be a good time now to get ahead of things and double check that the reports from all departments are accurate and balanced. Doing this can also be a great way to hold departments who are slacking accountable for their delay or lack of accuracy. 

• The end of the financial year is also a time to analyse the performance of your business. It gives business managers an opportunity to see which business decision have been showing results and what still needs to be worked on. This can show us business trends and even allow departments to forecast the year ahead. 

As much as the financial year-end brings along stress and pressure, it can also bring about new opportunities. This financial year-end look at creative ways to get the process done digitised. This way it can take less employees working till late. If systems can be improved and reporting systems better managed before year end, it would prevent time wastage when financial year-end needs to take place.

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy  

One of the leading causes for stress in employees comes from working in a toxic work environment. Working in a toxic environment can create mental health issues, physical health issues as well as a lack of motivation and low self-esteem. The negativity from the toxic work environment will eventually have an impact on an employee’s personal life. 

As much as working from home might have provided an alternative to the toxic work environment, it has also made us see why it is better to be alone instead of surrounded by people that make a work environment toxic.

Company culture plays a significant role in employee wellness. If the work environment is not welcoming and hospitable, employees will eventually start feeling the negativity and this can lead to burnout. It will also lead to employees resigning or looking for jobs elsewhere. 

The bottom line is a toxic work environment should be avoided at all cost. 

If you are about to take a job offer and you are worried about the toxicity of the work place then here’s what you should look out for: 

• Your new colleagues are quick to gossip. This should be seen as a red flag. If you have just joined a new company and your new co-workers just wait for an opportunity to have at it about another co-worker, then this is a clear sign of toxicity. This indicates that to the employees of this business drama is much more important than work. 

• Another sign of toxicity is when on your first day or week you are not welcomed. When you are a new employee, colleagues would ideally make an effort to show you around or introduce themselves. If you find there isn’t a hospitable vibe around inducting or welcoming a new employee then the work culture there is in need of major improvement. 

• On the same token, if a colleague has been assigned to mentor you or have you shadow them whilst you get your work space in order but they are constantly whining and trying to pawn you off to someone else – then that workplace is toxic. A healthy work environment is one in which staff are determined to guide new employees instead of leaving them to their own accord. A colleague not wanting to help you or show you how work is done could also imply that they are not proud of the work they are doing. This could also indicate that they are not pretending. They are no excited to show you around or how the workplace is because they are demotivated. 

• If in your first week there you witness rude behaviour, it’s a sign that this is normal in this workplace. The fact is that a toxic environment is one in which people are treated disrespectfully. If the workplace does not respect both clients and staff then it is a sign to rethink the decision of joining this firm. The reality is that bad or rude behaviour can be contagious and after a while being in this environment will have a negative impact on your mental health. It’s even more of a concern when managers don’t intervene. 

• A sign to get out as soon as you can would be when on your first day there, you find yourself not looking forward to the next day. There is a huge difference between having a bad day and having a dreadful day. A bad day can be when you spill coffee on your shirt or get caught in traffic.  A dreadful day would be when you feel unhappiness. This is when you should decide if you want to remain in a work environment that makes you feel this way. 

Listen to your gut. If you feel this environment isn’t one that would help you grow as a person, then make strides to leave before you become comfortable. A toxic work environment can also be spotted during an interview. Be sure to ask the right questions and conduct due research before signing your contract.

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

Now that most staff members are returning to the office, since the relaxing of the restrictions around Covid-19 regulations, the work load might pile up. This means that the work from home comfortability which allowed for working at any hour, would now turn into a routine at the office. This would result in a need for deadlines and due dates needing to be met. 

It can become stressful to keep up with all the activity and to remain ahead of the work load. Falling behind on work tasks can become a challenge and the stress that comes with this might have a negative impact on your return to the office. 

Time management is not the only factor to be considered when assessing what could be resulting in the lack of productivity. There could be multiple reasons as to why someone might be falling behind on work. 

But what remains to be seen is a strategy to combat this.

What can be done to get back on track and to remain at the top of your game at the office? 

• Instead of trying to fake that you have everything under control. The first step to getting on top of your game would have to be to accept you are in the trenches and need help. It is important to acknowledge when you can’t handle the pressure on your own. There is nothing wrong in admitting you are unable to do a task or that you need assistance to see the results of the task. Start by telling yourself you need to get ahead of this. Work on a strategy like writing down a priority list and work your way through that to complete the task. Being overwhelmed or distracted is not excuse enough to not have results. Once you identify a slump then something should be done. Step up and get ahead of the task. 

• Ask for help. You don’t need to run around crazy trying to meet a deadline. When you see that you are sinking under a pile of work. Take a quick walk. Clear your mind and maybe even have a glass of water. Once you have established mental calm, create a priority list that will allow you to complete the most important tasks first and then work your way down the list. Also speak to your manager. He would be best to find assistance for you to complete tasks that are nearing the deadline.  You would be surprised that instead of seeing you burnout your manager might actually be glad you have asked for help. Asking for help can also improve the quality of work you produce and it will allow you to divide your tasks and give every task the necessary attention that it needs. 

• It is also important to get your mind calm. The pile of work might make you anxious and feel frustrated. This can have a negative impact on your mental well health. It is essential to look at getting back on track to avoid having any panic or anxiety attacks. Being back at work might also be the reason for pressure. Working from home might have been easier without any pressure for deadlines. The ability to work whenever was seen as a great way to take your time to do tasks.

• It is for this reason that it is important for us to work on our time management. Whether it is working from home or at the office we must be able to manage our tasks in the given timeframe and if we are struggling to do this then speak to your manager to host a time management meeting. It could be that you are under pressure because there are contributing factors preventing you from doing your work. Things like supplier delays, customers changing their requests and  perhaps even other staff members not doing their job might be leading to you falling behind on your work. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

At some point of an employee’s career, they would have to bid farewell to the organisation. As much as many employees might stay on for years and we see this when they are awarded 30 or 40 years of service awards, we must remember that not everyone remains in an organisation past a certain point. 

There can be a number of things that contribute to why a person needs to leave. Whether they have to relocate to a new country or city for the sake of the family, they could have been job hunted and got a better offer or simply, they could have become tired of working in the same organisation. 

Whatever the scenario, there comes a point when even the most committed of managers must hang up their hat. And this leaves higher management in a fix. 

Should the role be filled internally? 

Would the company benefit better from an external manager? 

What if the person from outside doesn’t live up to the role? 

There are a range of questions that ultimately put into a motion a whole chain of events. Whispers start around the office. The second in charge feels that they might be offered the role and they start telling everyone if they do get it, they would refuse, but deep down they really do want the promotion. 

It will also create a whole new dynamic around how people would feel about an outsider leading their team. But at the same time how would they feel if one of their own started to head the team and there would be a change in power dynamics. The challenges and possibilities are endless.

Let’s look at some of the advantages of hiring internally: 

• Advantage: If you hire someone internally it won’t cost you as much. This means that the position can just be advertised on your internal communication forums like staff notice boards, sending out an email as well as on the company website that has a section for information for staff. This way you won’t need to pay a recruiting agency or organisation to get you a candidate. This also means you won’t need to have to spend more on background checks or calling references because the person suitable will be from within the office. 

• Advantage: Having the position advertised internally will make staff feel valued. This will show staff that you value your employees and that you want to invest and promote their growth and development in the business. By giving your staff more opportunities to grow in their jobs boosts their morale. It would make them want to work hard and stay committed to the organisation because growth is being encouraged and valued. 

• Advantage: Hiring someone internally means they would take less time to adjust to their duties and the business. Having someone in house take up the new position is a great way to ensure the time taken for someone to adjust to a new position is usually much less. Getting someone internal to fill the spot is great because they already know how the business is run, they know the policies and clients and they are familiar with the people. This way there isn’t need for major adjustments. 

Let us look at some of the disadvantages of hiring internally

• Disadvantages: Staff might start to feel resentment towards the new leader. This means if more than one staff member has applied for the position and they were unsuccessful, they might feel frustrated about working under someone for a position they felt would have been theirs. This might even be the case when someone external might fill the role. The resentment will also be there as an internal person was overlooked and an outsider filled the role. 

• Disadvantages: Hiring internally might limit the application process. You might find that replacing the person leaving internally is the solution but it does prevent you from expanding the search to someone with a fresh look on management on leadership. Having a vast net of applications can be helpful in finding new talent and fresh vision. 

• Disadvantages: When a staff member replaces a manager their position becomes available and you would need to replace them. This means going the route of internal hiring again. This might shake things up and upset the flow of work and lead to demotivation between team members. 

Here’s how to overcome the challenges of internal hiring 

• The process of replacement must be transparent and unbiased. Ensure that everyone who meets the job requirements in terms of experience and skills are aware that they can apply. 

• If you already have a candidate in mind then avoid communicating about the role openly. This will give the impression that there is no one running for the position at the moment and give hope to candidates who might feel suited for the role. 

• Use a balance of internal and external candidates. When you need to fill the role of someone leaving look at the job requirements and determine the what the advantages and disadvantages would eb of someone internal or external filling the role. 

• Managers should be tasked with training their team members with possible career goals. This way when they are leaving, they can recommend suitable candidates and justify why they feel so. They would also be vital in ensuring staff feel valued and motivated all along and not just when there is a promotion. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |58+1

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Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

Remote working has been the order of the day as more and more people are getting comfortable with the idea of working from home. Whether it is avoiding the peak hour traffic or not needing to get out of the house to work, working remotely has received tremendous encouragement. 

Hybrid work has also gained momentum as regulations for lockdown have eased. With schools allowing kids to head back full force, the work place has also done its bit to get foot traffic. Hybrid work has allowed for both remote working days and office days. Be it working from home or from the office, as long as the work is being done the process is applauded for as a success. 

However, hybrid and remote working could be doing damage to the years of work that have been put into coping with issues around diversity, equity and inclusion (DEI). Taking a closer look at the working situation can help us avoid popular office mistakes around DEI. 

The reality is that if we put in the right amount of effort and ensure due creativity, we would be able to offer unique opportunities to build a work environment that no matter where anyone is working from – everyone will feel like they are seen, being heard and even included.  

Let’s look at creative ways to gain hold of the opportunity to improve the DEI in office with remote and hybrid working: 

We can complement hybrid and remote working all we want but we can’t ignore the fact that for some people, not seeing an individual as often, might be seen as lack of work commitment. This is referred to as a Proximity bias. It is the tendency to look more favourably towards the people you see more often. This would definitely impact the DEI related challenges in the office whereby staff who are seen more frequently become the commended ones.

It should come as no surprise that management usually looks at those at the office as the ones putting in more work and this would imply raises or promotions. But this should not be the case. It is important to set up processes to evaluate performance of all staff members. Whether they are office or home based. Management must also be sent on training to ensure their understanding to the new work place environment that had to be implemented to keep the office going. This way one of the challenges in DEI can be addressed to prevent exclusion of anyone based on bias. 

A long-term solution with dealing with DEI is to ensure that it is the centre point of your framework. It must be echoed to all who join the work environment, especially management. It goes without saying that leaders in the workplace are the ones with the responsibility to eradicate the lack of DEI in the office. 

Another issues that might be brought about and can be an added fact under the DEI umbrella is the lack of communication around circumstances. The need to work from home to ensure relevance as an employee might outweigh the challenges an employee faces. By this we imply that a staff member might be so obliged to stay in the workspace that their only option to work from home might stress them out. Things like not having internet at home or living in a home with multiple people might make them feel discouraged from speaking about their challenges.  

It is essential that when the option to work from home is made available it should be done with the relevant resources and equipment necessary for work to take place. Have a conversation with team members who want to do this and even those who don’t. this might give you a better understanding to their circumstances and it will not make anyone feel excluded. 

At the same time health and support should be available. The fact is when people are working from, home they are hesitant to take a sick day because this might seem irrelevant as they are home. It is important to adjust policies and to explain the importance of employee well-being to ensure employees feel included. 

Ultimately, we need to change our mindset around the usual concept of work. Covid-19 has allowed us to change our working environment to benefit both employer and employee. Having an updated policy can prevent confusion and ensure management is prepared in coping with the new work world. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

The unemployment rate in South Africa is alarming. Each quarter Statistics South Africa reveals the percentage of South Africans who are unemployed. The numbers are shocking, scary and something must be done about it. 

This exposes the reality of how a number of families are struggling due to the breadwinners being out of work. How do these families make ends meet? The unemployment unearths the reality of poverty in South Africa which not even a support grant can remedy. 

It also shows us how difficult the circumstances are with the existence of Covid-19. The loss of jobs due to the pandemic has contributed to the unemployment rate in our country. 

What can be done to remedy this? 

How can South Africans turn around the circumstances? 

Entrepreneurship must be considered as a possible way forward in turning around the slump in employment. It can start out as a vision for something you believe in and turn into a complete success story. But whether you are embarking on this uncertain journey with nothing but an idea, the reality is entrepreneurship is a risk. 

However, it should not be the reason to not take the risk. It is essential to be open minded and to do due homework around the business idea you might want to explore. What needs to be seen is what are the pros and cons of doing this. 

– The advantage of being an entrepreneur is that you have the opportunity to start something that aligns with your frame of thought. You have the opportunity to mould a firm that breathes what you believe in. Being an entrepreneur means you can create a business that supports your passion. If your values are to save the environment or create more jobs for people with disabilities, being an entrepreneur gives you the space to do that. 

– When you start your own business, it also gives you a chance to grow. This means always improving your skills and knowledge on managing people and maintaining professional growth. 

– Being your own boss means you can be flexible and also be your own boss. You are able to harness your leadership skills and improve the way in which you engage with people. This means you get to choose your clients and the people you want to do business with. 

As we gloat about the brilliances of entrepreneurship, we can’t ignore the disadvantages and challenges. 

– The biggest challenge is that, this is a financial risk. There isn’t a guarantee of financial turnaround in the initial days. As an entrepreneur you would need to scout for investors, capital and perhaps even a set clientele to get your product of service out there. 

– Being an entrepreneur means never having the luxury of having time off. This means not having set work hours. This can pose as a challenge for someone who might not be familiar with a schedule that isn’t 9 to 5. 

– You might also find a team that are not as invested in your idea of work and values. The brilliance in any organisation shines when there is exceptional teamwork. If you don’t have good teamwork at the get go, there is a risk of having negative results. This might discourage and leave team members feeling disoriented for joining a start-up. 

Ultimately, starting a business needs a plan. Before going in head first, gather as much information as you can to support your idea and vision. Take the opportunity to get started on that long term plan you have had on selling your own product. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Here’s how to improve vaccination legislations in the workplace

Devan Moonsamy 

This week the CCMA ruled that the dismissal of an employee for refusing to get the Covid-19 vaccine as fair. A news source online stated that the employee could be dismissed for refusal to participate in a creation of a safe working environment. The investigation yielded that the company did follow the necessary steps in terms of getting employees updated on information and even had an exemption clause in the policy, but the employee did not meet the exemption needs. 

The latest in the way of vaccinations has brought to light the need to get staff on prepared for policies that will be implemented in the office that could go against their beliefs. Despite the virus still making waves and escalating case numbers, there is still many people refusing to be vaccinated. 

This incident also uncovers how companies going forward will be taking the route of making vaccinations mandatory. 

What does this mean for staff members? 

Will they be at the chopping block for refusing to be vaccinated?

How does implementing a mandatory policy impact on productivity? 

These are some of the thoughts swimming through the minds of employees uncertain on what plans around the vaccine might mean. 

That being said it is crucial for businesses to prepare adequately for how they will be handling the situation around making vaccinations mandatory and what to do with those not abiding by the policies. 

Here’s how to handle policy changes around vaccinations 

• Policies are crucial. Having clear and precise policies that educate employees on what the company will be doing helps them prepare for the change. A policy can’t be implemented overnight. You must give your team a time frame in order for the policy to come into effect. This must be communicated to all staff in order to prevent misunderstandings and miscommunication. Infact ensure staff sign an acknowledgment of policy changes to prevent any shortcomings around action taken by the policy. The time frame is necessary to roll out polices. Be it a 3- or 4-months deadline, it gives staff to time to prepare for the change ahead. 

• Before rushing to the decision of dismissal for staff not wanting to vaccinate, host discussions around the vaccine and eliminate any confusion or fear. People could be afraid of taking the step due to fear implemented by videos or information online. Having a portal where information can be accessed helps staff to lean towards understanding the process of vaccination better. Get specialist and officials knowledgeable on the vaccine to speak to staff around their concerns. 

• When a staff member is resistant to the vaccine, have a sit down with them to identify why they might be feeling this way. Perhaps they just need a little more convincing or they are dealing with something right now. Whatever the case, look at how to better assist staff who are on the fence about the vaccine. 

• Try to offer work from home options for those not yet ready to vaccinate. This has proven to work for the bulk of people hesitant about the vaccine. Once the policy becomes mandatory then a conversation can take place about the way forward. 

• Ultimately, if all practises have been done above board with regards to implementing the policy and after the implementation there is a dismissal that must take place ensure it is done dignifiedly. Prevent any long battles and engage with staff timeously to get them on board with the way forward if they refuse to vaccinate. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

Have you noticed how many companies advocate for their workplace as being a family? 

They say things like

 “We are all like a family here.” 

“You are not part of our family.” 

“We don’t work as a team but rather as a family.” 

This comes as no surprise because theoretically we spend most of our day with our colleagues at work. The relationships we build with our colleagues also help us grow in our careers and they also provide support for us in our personal lives. It is for this reason that it makes sense to brand the relationship we have at work as ones we share with our family. 

But the reality is that the way this might be accepted by your employees, highly depends on the work environment and culture you are in. 

The idea of treating the work environment and your staff as a family might be doing more harm than good. This could leave staff feeling conflicted with the term as the work environment might not be as the one of a family.

As an employer you might be after a high-performing, productive and dedicated worker who will bring in results. Sometimes adding the “family” element to the equation might lead to the fostering of a relationship and then an expectation that if it is not met might, then it will negatively impact the professional relationship.  

Another reason why referring to the work environment as a family might not be the best idea is that the lines begin to blur. The personal and professional lines start to become conflicted and as a result it becomes difficult to distinguish between the two. 

When we start referring to the office as a family environment it might put pressure on people to start sharing personal details of their lives. This might already be happening but we must acknowledge that not everyone will want to share details. Some might not be keen on sharing information about their lives and because of the family friendly environment the pressure they would be under could make them dislike this work culture. 

You might also find that creating a work culture that insinuates you are all a family might leave employees conflicted. Does this mean the employer are the parents and employees the children? This could pose a challenge because some people might not share the best relationship with their parents so this would create a problem with emotions are people allowing this personal issue to impact their work. 

It might also become difficult for an employer to let an employee go because in a family you don’t fire someone or put them through a performance review. The reality is that relationships between an employer and employee and temporary and at some point, they will come to an end. A healthy work environment is one that understands that. 

What to do instead? 

Instead of referring to your office environment as a family try looking at how to support your employees constructively. Refer to the team as a tribe or some type of sport team that works together to achieve objectives. By doing this you remain unbiased and maintain a culture of effectiveness and professionalism. 

It also helps to set clear boundaries so that the employee understands what your expectations are. It is important to support your employees. Ensure they are aware of their rights and responsibilities. The role of HR plays a great role in making sure that no employee is treated unfairly. You may not need to call your team a family but you must ensure their journey in your organisation is one that is fruitful. 

We must also realise that at the ned of it all the relationship between an employer and employee is transactional. The fact is that most people won’t stay at the same firm forever and that is perfectly fine. Growth is inevitable and it must be encouraged. When employees feel like they have outgrown a company and the conversation comes up, it must not be seen as a betrayal. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com