Workplaces have never been this diverse. We are witnessing about five different generations in the workplace today. These are: Traditionalists—born 1925 to 1945 Baby Boomers—born 1946 to 1964 Generation X—born 1965 to 1980 Millennials—born 1981 to 2000 Generation Z—born 2001 to 2020 This presents new challenges in terms of managing people, communicating and collaborating. How
A study we did a few years ago in Zimbabwe showed that less than 10% of Zimbabwean organisations have a formal succession plan in place. This trend is worrying given that corporate boards need to ensure business continuity in case of any eventualities. Why is there such low compliance with the development of succession plans
Over the years I have noticed things that start small but can bring the organisation down. These normally start as exceptions that management in the organisation tolerates but they can grow into big problems. Here are the things; Nepotism – in the field of human resources recruitment and selection is one area plagued by nepotism
The concept of human capital holds an important place in the theory of economic growth. Economists commonly use education as a proxy for human capital. Others have started questioning the use of education as a measure of human capital. Research has shown that education is a weak predictor of job performance and economic contribution. The
Industrial Psychology Consultants (IPC) recently carried out a survey to evaluate the experiences and perceptions of students with regard to industrial attachment. Most degree programs have a mandatory industrial attachment period where students are expected to get hands-on industry work experience for about twelve months. There has been a lot of debate over industrial attachment.
If organisations could ensure that at least 90% of all roles in their organisations are staffed on merit, very few organisations would be struggling with performance. Listening to people and academic discussions in Zimbabwe, you get a feeling that this could be one of the challenges facing our economy. Selecting people on merit means you
The question as to why people engage in unethical behaviour is a difficult question for most people to answer. What is it that drives people to act unethically? This is the question that I will try to answer in this article. When an individual violates societal moral norms they are classified as having acted unethically.
Today I am going to share with you some important observations about managing people at work. Paying attention to some of these issues can improve how you manage people as a leader. Never pay people the same even if they are in the same grade. Remember being in the same grade is only a starting
Zimbabwe’s 2018 general elections are around the corner and they have been a source of heated debates, locally and abroad. In the workplace, political discussions seem to be the order of the day. Approximately a month from the elections, our country may be polarized by politics as never before. This survey sought to measure the
Sometimes I get puzzled when I see organisations spending a lot of money training Non- Executive Directors and Executives Directors specifically targeting to reduce unethical conduct. I guess the belief in those championing such training is that these senior executives are involved in unethical behaviour because they do not know what is right and wrong.
