Author: Kudzai Derera
People Analytics Q & A with Greta Roberts
In this question and answer session I talk to Greater Roberts from the USA on People Analytics. Greta Roberts is an acknowledged influencer in the field of predictive workforce analytics. Memory Nguwi (MN): What is people analytics? Greta Roberts (GR): (a) To me people analytics goes outside the domain of the workforce. It can also […]
Executive’s Views on Economic Challenges
We recently undertook a research on the executive’s views on economic challenges. The aim of this particular research was to assess the executives’ views on economic challenges in Zimbabwe. 189 Executive responded to this survey. The participants from over 18 economic sectors. This report is part of a series of research we do on a […]
Competency Profiling – The First step in employee development
Competency profiling is the process of identifying, defining and assessing those competencies believed to lead to higher employee performance in a particular job within the context of your business. When you identify and define these competencies you are making a hypothesis that these competencies have the power to predict good performers in your business. You […]
Current market practice in setting employment contracts for Executive Staff
We recently undertook a survey on employment contracts for Executive staff. The purpose of this research was to understand the trends in executive employment contracts in Zimbabwe. We collected data from 39 organisations. The participants represented 15 economic sectors amongst them: manufacturing, mining, financial services, agro-processing and agriculture, transport and logistics, non-governmental organisations, quasi-government, and […]
Companies seriously need to reconsider their remuneration systems
The biggest challenge facing Zimbabwean organisations today is to manage wages and salaries against the worsening economic environment. This is the time for the country, industry and individual organisations to rethink their remuneration systems. The major problems which I have alluded to in my previous articles are that wages and salaries are based on grade […]
Why Zimbabwean Products are not Competitive- A Productivity Perspective
The OECD defines country or national competitiveness as “the degree to which a country can, under free and fair market conditions, produce goods and services which meet the rest of the international markets, while simultaneously maintaining and expanding the real incomes of its people over the long term.” In order for Zimbabwe to achieve this […]
Remuneration Challenges & Recommendations – A Country Perspective
Country Wage System overview Staff costs take a big junk of what every business generates in revenue hence the high level of attention it attracts from senior corporate leaders and shareholders. Despite the significance of optimal staff costs in running a successful business most organisation have no coherent strategy to harness the value from what […]
Why Performance Management is a waste of time and resources
In most organisations, performance management is a waste of time and resources. Whilst most organisations claim to use some form of performance management systems very few have realised the full benefits of such a system. The major reasons for failure of performance management systems is poor design and implementation and general lack of political will. […]
Public Entities Corporate Governance Bill: What can be improved?
While the government should be applauded for taking steps to address corporate governance issues in public entities through the Public Entities and Corporate Governance Bill, it should be noted that the major perennial problem with state entities has not been lack of legislation to deal with violations of standards, but lack of political will to […]
Why do Employees prefer: A Good Boss or Good Remuneration
Contrary to previous research findings that indicate that employees opt for a good boss when asked to choose between that and good remuneration; our findings this year seem to contradict these findings. About half of the participants (50.3 percent) said they would rather have better remuneration (salaries and benefits) than a good boss (immediate manager). […]
