jobucks

@memorynguwi I wonder if it is necessary to legislate. Maybe first consider advantages and then what would be advantages to first movers?

@jobucks 👇

@bayhaus Lol. C III on addressing US Congress made the point: since 1789 (I think), US Supreme Court has mentioned the Magna Carta 160 times (about once every one to two years). The point being, always have curbs on executive power (though as is also said, turkeys don't vote for Xmas)?

If you were given 6 months to be President of Zimbabwe with executive power. What 3 things would you put in place with immediate effect?

@memorynguwi Now inflation is in single digit range for the first time in several decades, perhaps the question should be whether HRM and large employers can help the process of developing calm?

@memorynguwi If my memory serves me correctly, the practice came in around 1990/ESAP. There was something around then too of not being able to ensure a car for its full market vaue. And inflation had gone into the teens./2

While in some countries it is standard practice to include a salary range in job adverts, in Zimbabwe it is still almost taboo. When you speak to HR professionals, you get a range of different explanations. Some organisations say they avoid publishing salaries because their pay may be below market, which could damage their brand. Others argue that disclosing ranges will create internal disharmony once employees start seeing what different roles are paid. Are these valid reasons?

@memorynguwi Job evaluation services came into demand as we tried to grapply with fast change, a sense we were not managing the economy well, and of course responding to governmental demands. /3

@memorynguwi Also, which columns are linked to performance with link perhaps to document defining that performance? This is a contingent cost.

@memorynguwi A practical method for understanding pay costs. A spreadsheet. Person on rows. Columns for each pay item. Essential on left (e.g. pay, legally required items). Then others. Extreme right, what col could be cxd in bad times.

Zimbabwean employers, is it not time we moved away from the long list of allowances and simply paid one clean, consolidated salary? Put everything into the base pay. Yes, there is concern about higher overtime, pension contributions, and other linked costs. But is breaking pay into pieces a sustainable solution, or just a way of postponing the real cost? What do you think? @ipcconsultants

@memorynguwi @ipcconsultants I think Zim compensation practice pre-dating 1980 has been family based e.g., widow and orphans in pensions. But law post 1980 requires the formula for pensions across grades be the same (unless it changed). And that law underlies some of the power of Workers' commitees.

If you were a CEO, would you pay school fees to everyone entitled by grade, regardless of whether they actually have children in school? @ipcconsultants

@memorynguwi Be grateful you are in the hands of a professional. The captain has authority to suspend/cancel a flight if there is anything that does not meet the specs. Or so I believe! And they are keen to get to the other end too.

No matter how used to flying I am, one thing still unsettles me. When the captain comes on and says, “This is your captain speaking, we have a technical problem. It should be fixed shortly, and we will depart after that.” Imagine the doors are already closed. It happened to me for the fourth time yesterday. I can never get used to it. After that, every slight change in the engine sound makes you think something is about to go wrong. Pilots educate me here!!

@MurapaG 👍 And have fun doing it!

This year we have to mobilise to build schools, health care facilities, dams. We are better than the ones that have run this country down. We are not victims. We have to build for our children and the generations after them. Let's build the Zimbabwe we want.

@MurapaG 🤣

I think countries should be shuffled every few years. There is a certain problem that develops with being neighbours for too long. Like you all stop bothering and trying 😂😂😂😂😂

@andrea_hoxbucks @memorynguwi I think we agree. The assessment centre idea speaks to that - lashings of data. On the simplest of procedures we look at reliability and validity. With the SD (I am rusty), we calculate the sampling error.

@jobucks @memorynguwi I think we are agreeing, and that speaks to reducing sampling error

In many conversations I have had with leaders, from supervisors all the way to chief executive officers, a clear pattern keeps emerging. Managers regret their hiring decisions far more often than they admit. The regret does not take years. It usually starts a few days to a few months after the person has joined. In some cases, the individual even completes probation, and the same manager quietly says, “I do not think I made the correct decision on this one.” This is not a small problem. It is a symptom of a broken hiring approach. The biggest driver of poor hiring is self interest. Managers allow their preferences and biases to shape decisions that should be entirely evidence based. They overestimate their ability to “judge people.” They assume that confidence in the interview room equals capability on the job. They believe that more years of experience or education will help them avoid hiring the wrong people. These assumptions collapse the moment performance is needed. If there is one human resources policy that must work with precision, it is the recruitment and selection policy. Hiring needs structure, evidence, and consistency. Managers must not set the bar too low to accommodate personal preferences. Hiring is a science because human performance is predictable. What predicts job performance is well established and supported by scientific research: cognitive ability, personality, integrity, and usable job knowledge. These factors matter. Years of experience or years of education beyond the minimum required for the job have little to no impact on actual job performance. @ipcconsultants

@andrea_hoxbucks @memorynguwi And others would always say No. The need for a decision will pass. But good statisticians. . . we need you. And in my experience, peasant farmers have excellent statistical thinking. They plant three times, right?

@andrea_hoxbucks @memorynguwi A sense of humour is always helpful. I would tell MBA students that if their boss runs in circles, stand still. He is returning soon! There is a French general I think who woud stop and look where people were going. So he could follow them! /

@andrea_hoxbucks @memorynguwi I always go back to General Colin Powell's advice. When you have 60% of the information you need, make a decision. If you wait for all the information, then the world changes and moves on. The moment to make a decision has passed and you are in a new scenario.

@andrea_hoxbucks @memorynguwi ? Aren't you suggesting conflating the independent and dependent variables? If we are already in a position to recount the past, then we don't need a prediction?/

@TeamFuloZim Lol Forgot I had left Twitter open and was so surprised to see chicken feet in Europe.

Dinner loading…. Excited or Not?

@GlenDhliwayo The antidote to exhaustion is wholeheartedness. David Whyte.

You either do it wholeheartedly or you don’t do it at all. 👍🏾

@memorynguwi A big rush. They should have succession plans available throughout? And not for next year, for tomorrow morning.

As we help organizations find the best talent I continue to see a painful pattern that many leaders fall into. In conversations they openly admit that they hired people in a rush without a structured process. Months later they are forced to face the reality that the people they brought in could not deliver. The stories are countless and all point to the same truth. Shortcuts in hiring always catch up with you. When I ask these leaders where they missed it the answers are strikingly similar. Many leaned on referrals from colleagues that turned into disasters. Others placed too much trust in academic qualifications or professional titles. Some assumed that years of experience would guarantee results. Time and again these assumptions have left organizations paying a heavy price. The science is clear and it has been for decades. The single best predictor of job performance is cognitive ability. Next comes job knowledge. After that integrity and personality matter a great deal. Experience and qualifications are not useless but they are weak indicators on their own. Hiring without this understanding is nothing more than gambling with the future of your business. The truth is that many of the performance problems companies wrestle with today could have been avoided if hiring was done correctly. Managers spend enormous amounts of time disciplining and correcting hiring mistakes. Imagine the productivity gains if that time was spent growing the business instead. The right people create momentum. The wrong people create endless problems. Great leaders do not gamble with talent. They invest in rigorous hiring processes grounded in evidence. They know that getting hiring right is not just about filling a vacancy. It is about protecting the future of the business. @ipcconsultants