BaldOpinion 12(a)
Managing before the crisis:
Clarie arrived as a pup. Her temperament is one of friendship – too
much, but I learn that to have a good friend I have to be a good friend first.
Clarie follows in a line of other dogs, Lampo, Boris, Bess, Foxil the 1st, Capone,
Rocky and the more recently expired, Fancy Nancy.
Seven years ago Clarie’s
nose was dry. Her tail would not wag. Her look was of sadness.
’Where’s your ball Clarie?’
There was no exuberance.
‘Garbage Disease’ - that is what the Vet said. The puppy had Garbage
Disease.
‘If you put rubbish in then you’ll get rubbish out’, so said Mr
Williams – alas, I here sanitise the language he usedJ.
Mr Williams wore short
sleeved check shirts and a tie that ended with a broad flair, like a bib. He
had big forearms, many stories about rugby and; and his four front teeth were
missing! No matter what this teacher
said the posture in his tone made one forget to disagree. This Williams taught English, but did so using
another very different language. When I complained to my mother her response
was: ‘Concentrate and learn to speak
English.’
When she walked back into
the consulting room I overheard her grumble:
‘You
children should be grateful; after all you get two for the price of one.’
How do
you take precaution against assimilating rubbish or; are you partial to the way
Peter Block responds when he says “The Answer to How is Yes?”
Part One – of Three
Here I broadly discuss
employment, but much detail is omitted because the intention is to create a
foundation for later discussions. I am
to tread on a number of proverbial toes, but my intentions are not malicious.
This is a rewrite for those
who may have read my earlier writing, “Change is Permanent”. The consternation then was almost comparable
to “We Demand a Living Wage”! Maybe this
time I’ve caught up and am on the same page, singing off the same sheet as
others:
When I was a boy my
football friends went to church on a Sunday. I would accompany them. It was
difficult to play football alone and to dribble against a dog served only to
puncture my foot. No matter whether my football friends were Catholic,
Anglican, or members of other Protestant faiths, the constant at the church was
always a shrill voiced woman leading the singing – from the front I’ll have you
know. She would sing way ahead of the
others. So far that a fellow footballer, after noticing my perplexed look, he leaned
over and whispered, ‘That woman is in a
hurry. She has a Sunday roast is in the oven and a match to referee this
afternoon!’
These up-tempo descant singing
church women with roasts in the oven would bother me for a number of years. The same bother was about the man in the front
whom people referred to as Pastor and Father. He wore different garments in
most every church I visited. In my boy mind
I knew that if I attend often enough then someday I shall understand what the
front man was saying.
On a certain Sunday the man
spoke about children. He spoke about parents who were previously married to
other partners and; also about children who were born to parents who were not
married to each other. I understood that, but he made it seem that we children
were lesser than the others…
Sometimes we apply to be
appointed against a job that we feel more than suited for. Receiving the regret
letter, a standard letter, is a devastating feeling. ‘It prepares you for life’
says that mother. If it is preparing me then why is it that I feel lesser when
this happens?
Let’s examine the selection
and recruitment processes applied in the world of work. I draw against criteria that do not add to growth
within business.
The purpose of recruitment
is the identification of people who have ability, potential, passion and an
inherent interest to become better at whatever it is they do.
All too frequently people
are recruited because they are liked and less because they sport ability,
growth potential, passion, talent and insight.
We choose people for appointment against certain positions because they
suit our paradigm. We frequently disregard results drawn from achievement tests
and; we forget that the position we seek to fill was created by the business,
often a very long time ago.
When the Company is
compliant with what is described as the minimum requirements in Equity
Legislation then seemingly all is in order. Where fines are imposed for
non-compliance Companies increasingly opt to pay instead of comply. No
different to the ‘wild cat strike’ (where
employees withdraw their labour without following the set procedure. In most
countries this is a criminal act, and participants are frequently dismissed, but
not in South Africa.)
Prior to and during the
interview we observe and test for aptitude, gender, creed and many more. Do we
test for whether the candidate is the best at doing the job and; whether such
person is able to contribute to growth of the business? Surely, we want to
build successful businesses and provide sustainable employment? Instead people
are employed because they suit our paradigm and allow us to comply with the
minimum requirement stipulated in the relevant Equity Act.
Is academic qualification
an accurate measuring instrument; more so than experience?
The concern about personal weakness
is over-rated. Most people only possess between
75% and 85% of the skill mix stipulated in the Company job description.
Jobs that are structured to
suit the incumbents’ ability, passion and talents make weakness irrelevant. Jobs
created by the Company should be fluid and selection processes should gear toward
the appointment of people who can best contribute to building the
business.
What if job descriptions are
changed to contain only those tasks that the incumbent is good at; what if tasks
are reallocated to those who have greater ability where there is deficiency and;
what if jobs are more regularly scored in order to determine parity reward?
Much truth is spoken in
jest (Geoffrey Chaucer – 1390). When the accountant is not a good salesman and;
when the salesman is not a good accountant – why are we surprised?
Employees are not assets in
the business. Only good employees are assets. Bad employees are a catastrophic liability.
Williams would have been more descriptive!
The selection mechanism
determines whether persons are attracted and subsequently employed. The
selection process prioritises criteria in order to identify the best candidate.
Selection panels are dictated to by law to interview and appoint from a pool of
people who were, for political and customary reasons, excluded from certain
employment bands.
Why not search for the
better talent and grow the business so that it can incubate for the future in a
manner that is discriminatory only about ability and effort? The education
system in South Africa is failing the people.
People are not being sufficiently prepared for the world of work – all the
more reason why development at work is essential.
Experience has to be
earned.
Create opportunity to
harvest from a yield of proven/identified ability; create attainable aspiration
within the business and; encourage the demise of entitlement.
Is it right to prevent ability
and potential from having access to opportunity; particularly if opportunity is
reserved for those who were wronged in the past and; is often at the expense of
the better candidate.
What can be done to fix the
past and; what can be done to grow better future businesses, so that more people
can have jobs with which to earn dignity?
To legislate who should be
employed is defeatist. The selection mechanism should be defensible against and
defined in legislation. Legislation should not be punitive to the appointment
of talent and the best candidate. Skin-tone and the past are not going to build
future businesses and create jobs - ability, talent, passion and opportunity
for the better candidate will.
It is important to reflect
the demographics throughout the tiers of employment bands, but it should not be
at the expense of ability and talent. Selecting
employees because they are/were recipients of negative discrimination will further
stunt personal growth – ‘Those
punch above their weight!’ says Williams
The role of the business
includes supporting employees. People need affirmation as a form of and support.
Imagine, Abbe Zimmerman became
fed-up with the noise; dropped his newspaper, removed his spectacles and in
frustration shouted:
‘… For heaven’s sake, Robert! Put that there guitar away and stop
singing that Knock, Knock, Heaven Door, thing, over and bloody over!
When
is it enough!
Your
voice, it, is monotone and, and irritating! ...’ Williams would have said it better.
However, had Mr Zimmerman consistently
said this to Bob then the world would have been denied the incalculable musical
influence Bob Dylan continues to exert on popular music?
There are times when
judgement is rubbished by reality; … but how can we avoid garbage disease?
Businesses
and organisations are the custodians of jobs for all who work.
We have no choice, but to
constantly seek a marriage between judgement and reality. Leadership is the
ability to balance circumstance.
Conflict on the other hand,
need not be negative. The employer-employee
relationship will always be one of conflict.
Leftover feelings following a bloody / bruising strike are more
important than the act of flexing industrial muscle. Is industrial action necessary; is it the
only solution; has its time passed and; what are the alternatives? My reference here is not limited to
employees.
We want leadership to
engender positive conflict. People who work want to celebrate their workplaces. We want to be happy and enjoy the journey of
growth without exploitation and disrespect.
To hanker after, or fain
blindness when we fail to facilitate the convergence of judgement with reality
is a travesty. No employer or employee can dance alone.
In this context the guarding
against paternalism is a puerile argument. We have to do whatever it takes so
that people who have the best ability are attracted, identified, appointed and
nurtured. Anything lesser shall serve to tamper with the custodial obligation
employers have toward the jobs against which those who work are appointed. Sustainable businesses and perpetual growth shall
only occur upon solid defensible foundations and where nurturing for excellence
is the left over feeling.
Business
has a responsibility to provide sustainable jobs – hold business leaders
accountable. To strive for equity as determined by
skin-tone and an unjust past whilst unemployment soars and sustainability of
employment decreases is not constructive. Each one has to teach one, but such
teaching must vest on a solid, sound and growing platform, failing which
teaching shall continue to be a vacuum exercise.
When all is said and done go on, have a listen, enjoy –