ARTICLE 13
WHAT TO DO WHEN . . . . Your Staff Member Resigns Before a Disciplinary Hearing?
By Nikki Viljoen – N Viljoen Consulting CC.
So you caught the staff member ‘red handed’ with his fingers in the till! You’ve (for once) followed all the procedures and you have issued him with a notice to attend a disciplinary hearing and you can’t wait for this to happen so that justice can be served, in your favour for once, and then . . . . he hands in his resignation! Talk about frustration! Been there? Yes of course you have. Then to add insult to injury you are sent a notification by the CCMA stating that the employee has laid a ‘constructive dismissal’ charge against you . . now what?
Ok, let’s take a step back and have a look at this one step at a time.
Firstly, it is the absolute right of the employee to tender their resignation at any time, except if that resignation is in breach of a contract – in that instance the employer will obviously have recourse.
There will always be those employees that would rather resign than face a disciplinary hearing, then there are those who will resign during the hearing and even those who will resign once the verdict has been delivered.
The problem arises, not when the resignation is handed in (although I must admit that that can be pretty frustrating) but rather when the employee then goes to the CCMA.
Let’s bring in the protagonists!
Mike owns a retail outlet in a Mall. George is the Manager of said retail outlet. George has been caught ‘red handed’ stealing stock out of the store and selling it on the side, and of course pocketing the money. Mike has suspended George, pending a disciplinary hearing and given George notice to attend a disciplinary hearing, with the obligatory 48 hours notice. The day of the hearing arrives, so does George, with his letter of resignation. Mike accepts the resignation, with immediate effect and George is paid out his leave pay etc and off he goes. End of story – well not quite, you see George goes to the CCMA and alleges that it was a constructive dismissal.
In this particular instance the CCMA found that since George had resigned and that Mike had accepted his resignation, this had in fact amounted to a settlement between the two.
You see, George had resigned rather than wait to be dismissed. This would mean that George’s record would not indicate that he had been ‘dismissed’ and would therefore appear to be unblemished. This was an informed choice, made by George, therefore George now was not entitled to ‘seek relief by way of reinstatement or compensation’ – talk about having your cake and eating it!
On the one hand George did not want to face a disciplinary hearing, which he knew would result in the termination of his employment, because of his dishonesty, because he did not want the ‘dismissal’ on his employment record and on the other he wanted compensation from Mike because he now no longer had a job. Having made his choice to have the unblemished record, George could not claim to be entitled to both the unblemished record and compensation.
What George has not taken into account though, is that although he “resigned”, this does not necessarily ‘look better’ on his record, because Mike has followed the correct procedures. All the details of the alleged offence (in this case theft) and the details of what occurred will still be on file.
Although Mike did not get the satisfaction of having George dismissed at a disciplinary hearing, Mike still has the right to proceed with criminal charges, even though George has resigned and is no longer employed by Mike. Obviously, whether Mike wants to go this route or not is entirely up to him.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
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Thursday, April 03, 2014
Wednesday, April 02, 2014
NETWORKING 101 - Focus is Key
THE POWER OF NETWORKING
PART 35
Focus is Key
By Nikki Viljoen of N Viljoen Consulting CC
Don’t you just hate it when people are talking to you and they look every where except at you?
It’s like the guy who chats to the ladies whilst clearly focused on their cleavage!
Apart from the fact that it is really rude, it’s also very distracting. It makes me feel like I’m missing something, which usually means that I also have to have a look at whatever the other person is looking at. Usually that means that I am doing the ‘rubber necking’ thing to look at whatever it is that they are looking at and often I really don’t ‘get it’. The result of course is that I lose focus – they never really had any focus and frustration sets in!
So what’s the point of going to a networking event if you cannot focus on what you are doing? In fact, what’s the point in talking to anyone, if you can’t focus on either what you are saying or what they are saying?
Be sure to focus on the person that you are speaking to – give them your full attention. You are bound to reap the rewards in the long run.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
PART 35
Focus is Key
By Nikki Viljoen of N Viljoen Consulting CC
Don’t you just hate it when people are talking to you and they look every where except at you?
It’s like the guy who chats to the ladies whilst clearly focused on their cleavage!
Apart from the fact that it is really rude, it’s also very distracting. It makes me feel like I’m missing something, which usually means that I also have to have a look at whatever the other person is looking at. Usually that means that I am doing the ‘rubber necking’ thing to look at whatever it is that they are looking at and often I really don’t ‘get it’. The result of course is that I lose focus – they never really had any focus and frustration sets in!
So what’s the point of going to a networking event if you cannot focus on what you are doing? In fact, what’s the point in talking to anyone, if you can’t focus on either what you are saying or what they are saying?
Be sure to focus on the person that you are speaking to – give them your full attention. You are bound to reap the rewards in the long run.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
Monday, March 31, 2014
MOTIVATION - DREAMS
MOTIVATION - DREAMS
By Nikki Viljoen of N Viljoen Consulting CC
The quote today comes from Michael Masterson who says:
“The trouble for most people is they don't decide to get wealthy, they just dream about it.”
So what is it about dreams that make them so important, and once you have done the ‘dreaming’ thing, what needs to be done?
Well for me, the dream is the start. It’s the first step in this incredible journey that we call life. It’s the seed that is planted, that with love, care, commitment and perseverance, germinates and becomes the tree that grows strong and true.
What we all need to remember though is that the dream is just the beginning. Dreams without action are just ……. well dreams. In order for anything to happen, the dream needs to be acted upon. Something needs to be done to change the dream into a reality.
So the next step is to decide to do something about the dream. This is the first action in a very long line of actions that need to take place. The decision to do something about the dream, is the second step. This is where the foundation is built. This is where the nuts and bolts are decided upon and the plan is written down and then for me excitement and anticipation and that delicious feeling, deep down inside comes bubbling up and I can’t wait to get started because, well because something is about to happen!
As I go along, my dream morphs, due to some of the realities of life and the path that I have chosen to walk down has twists and turns and up-hills and down-hills and sometimes I need to pause and take in the scenery. This means that my plans (or goals) need to change, they need to be flexible enough for me to be able to make changes, without losing sight of the winning flag, the realization of my dream.
This does not mean that the dream has changed or that the end result is going to be different, it just means that the actions required in order to reach my goal or realize my dream, have changed. There are always people to have a better way or easier way to do something – so the action must change.
But none of this can happen, not the action, not the execution of the action, not the realization – nothing . . . unless the dream has been dreamed.
Do you have a dream?
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
By Nikki Viljoen of N Viljoen Consulting CC
The quote today comes from Michael Masterson who says:
“The trouble for most people is they don't decide to get wealthy, they just dream about it.”
So what is it about dreams that make them so important, and once you have done the ‘dreaming’ thing, what needs to be done?
Well for me, the dream is the start. It’s the first step in this incredible journey that we call life. It’s the seed that is planted, that with love, care, commitment and perseverance, germinates and becomes the tree that grows strong and true.
What we all need to remember though is that the dream is just the beginning. Dreams without action are just ……. well dreams. In order for anything to happen, the dream needs to be acted upon. Something needs to be done to change the dream into a reality.
So the next step is to decide to do something about the dream. This is the first action in a very long line of actions that need to take place. The decision to do something about the dream, is the second step. This is where the foundation is built. This is where the nuts and bolts are decided upon and the plan is written down and then for me excitement and anticipation and that delicious feeling, deep down inside comes bubbling up and I can’t wait to get started because, well because something is about to happen!
As I go along, my dream morphs, due to some of the realities of life and the path that I have chosen to walk down has twists and turns and up-hills and down-hills and sometimes I need to pause and take in the scenery. This means that my plans (or goals) need to change, they need to be flexible enough for me to be able to make changes, without losing sight of the winning flag, the realization of my dream.
This does not mean that the dream has changed or that the end result is going to be different, it just means that the actions required in order to reach my goal or realize my dream, have changed. There are always people to have a better way or easier way to do something – so the action must change.
But none of this can happen, not the action, not the execution of the action, not the realization – nothing . . . unless the dream has been dreamed.
Do you have a dream?
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
Sunday, March 30, 2014
BLOGGING 101 - Always be yourself
BLOGGING TIPS – Always be Yourself
By Nikki Viljoen – Viljoen Consulting CC June 2011
I must admit, I really did have quite a chuckle when I read the article “Be Yourself” by Oleg Mokhov the other day. You see I am a very literal person and the first thought that jumped up into my mind was ‘well how else could I be anyone other than myself?” The thought of being or even trying to be someone else is absolutely repugnant to me!
After some thought (and of course reading the whole article through also helped), I got the point.
Mokhov’s point is that that he writes the way that he talks, which is in a ‘very relaxed and informal’ manner and very much like myself, he keeps it simple and easy to understand.
It appears that some people’s perception is that their own type of personality is not particularly successful and the result is that they then try and force themselves to become someone else and quite frankly unless you are an accomplished actor or actress, this just in not going to happen – remember also, even accomplished actors and actresses say the words and become the persona of someone else’s imagination. So just don’t do it!
In the words of Mokhov “Are you funny, be funny. Serious, be serious. Angry, be angry.”
For my part, above all enjoy yourself and have fun – without that, there’s no real point anyway.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
Saturday, March 29, 2014
BLOGGING - Don't be scared to ask for help
BLOGGING TIPS – Don’t be Scared to Ask for Help
By Nikki Viljoen – Viljoen Consulting CC September 2010
Many of the people that I encounter on a daily basis, look at me as if I have lost the plot, when I suggest that they should blog.
I am not sure if it is because they feel insecure about themselves and what they do or indeed if it is merely because the very thought of “I have to write something” scares the crap out of them. The look of absolute terror on their faces pretty much resembles those of a buck that has been caught unawares in the headlights of an oncoming car – pretty much ‘frozen’ in terror they are!
Yet it is these self same individuals, whose faces light up in animation and with intense passion as they verbally describe who they are and what it is that they do and why you should purchase their product or engage their services. Why is that do you think?
What is it about the written word that sends people into an absolute tizz? I mean, at some point we all have to document things, proposals or Business Plans and what have you – why is it so difficult to document something that we are really passionate about?
I actually have several clients and colleagues who have grasped the ‘idea’ of writing blogs, but who are doubtful of their ability to communicate in the written word.
We sat down together and I ‘talked’ them through it. They made lists of all the topics that they wanted to write about and then we broke them down into sub topics and then further into bite sized chunks that would easily fit into articles of around 300 words or so.
Ideas of what they actually wanted to share, were jotted down and then the whole exercise of writing could begin. Once the article was written, they sent it to me to read and critique.
For most, what started out as a monthly blog has now become a weekly blog and I suspect, it won’t stay as just a weekly blog for much longer and some have even added a monthly newsletter to the mix.
To be quite honest, in many ways I feel like a ‘proud’ parent as I watch their writing grow from strength to strength and as I watch their style of writing morph and flourish and become more about ‘who’ they are.
Well done to them I say – for taking that first step into a whole new, exciting and magical world of the written word.
Well done!
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849
083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za Friday, March 28, 2014
HR 101 - What to do when . . . You want to suspend an employee
ARTICLE 12
WHAT TO DO WHEN . . . . You Want To Suspend an Employee?
By Nikki Viljoen – N Viljoen Consulting CC.
Firstly, let us understand when and employee can be suspended.
Usually (but not always, so be careful here) and employee is suspended during pre-disciplinary investigations and/or pending the outcome of a disciplinary action. I would like to make it quite clear here though that the reason(s) for suspension should be documented and controlled by the terms and conditions of the Employment Contract and/or Letter of Appointment and/or the Company’s Disciplinary Procedures and/or The Company’s detailed suspension policies.
Suspensions can, and often do cause a huge amount of problems, so you really need to make sure that you are suspending the employee for the right reasons.
Issues that need to be taken into account when suspending an employee are, but not limited to:
- the need for the suspension
- the duration of the suspension
- prejudice suffered by the employee
- demands for disclosure of information
- constructive dismissal claims lodged due to resignation during lengthy suspensions etc.
Let’s go to my favorite protagonists for the type of situation that can arise.
Mike is our Business Owner. He has a retail store that sells cell phones and accessories. George is the Manager of the store in question and as such he is the sole key holder. Stock has been, steadily but surely going missing on a monthly basis. There are 4 staff members in the store and since clients do not have direct access to stock, it can only be one of the employees.
Mike has requested and received a printout of ‘activity’ from the security company. This evidences when the store ‘opens’ and ‘closes’ and also if the store has been entered after hours. Mike notices that at least once a week, the store is ‘opened at’ around 10pm and then ‘closed’ again at around 10.10pm. Since George was the only one with store keys and the alarm codes, it was a reasonable assumption for George to be considered the ‘guilty’ party.
This hearing was scheduled to last for five days.
George insisted that he wanted his attorney Alex to represent him.
Alex could only be available for the 5 days over a 3 month period. This of course, was not practical and unacceptable and George was given various options in order for the hearing to be expedited. George was offered, (amongst other things) a 4 day postponement in order for him to find an alternative attorney and he was also offered the option to have the hearing held over the 3 month period on the condition that the suspension would be unpaid. George declined all the alternative offers and the hearing proceeded without him being represented by an attorney.
In this instance it would have been ‘unfair’ to expect Mike to pay for 3 months suspension because it was George’s insistence to have a particular attorney represent him and also because George declined all other offers made by Mike
Be careful though as an employer, not to insist on non-payment for all postponements requested by an accused employee. Not all instances will be regarded as procedurally fair. Each case must be judged on its own merits.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
WHAT TO DO WHEN . . . . You Want To Suspend an Employee?
By Nikki Viljoen – N Viljoen Consulting CC.
Firstly, let us understand when and employee can be suspended.
Usually (but not always, so be careful here) and employee is suspended during pre-disciplinary investigations and/or pending the outcome of a disciplinary action. I would like to make it quite clear here though that the reason(s) for suspension should be documented and controlled by the terms and conditions of the Employment Contract and/or Letter of Appointment and/or the Company’s Disciplinary Procedures and/or The Company’s detailed suspension policies.
Suspensions can, and often do cause a huge amount of problems, so you really need to make sure that you are suspending the employee for the right reasons.
Issues that need to be taken into account when suspending an employee are, but not limited to:
- the need for the suspension
- the duration of the suspension
- prejudice suffered by the employee
- demands for disclosure of information
- constructive dismissal claims lodged due to resignation during lengthy suspensions etc.
Let’s go to my favorite protagonists for the type of situation that can arise.
Mike is our Business Owner. He has a retail store that sells cell phones and accessories. George is the Manager of the store in question and as such he is the sole key holder. Stock has been, steadily but surely going missing on a monthly basis. There are 4 staff members in the store and since clients do not have direct access to stock, it can only be one of the employees.
Mike has requested and received a printout of ‘activity’ from the security company. This evidences when the store ‘opens’ and ‘closes’ and also if the store has been entered after hours. Mike notices that at least once a week, the store is ‘opened at’ around 10pm and then ‘closed’ again at around 10.10pm. Since George was the only one with store keys and the alarm codes, it was a reasonable assumption for George to be considered the ‘guilty’ party.
This hearing was scheduled to last for five days.
George insisted that he wanted his attorney Alex to represent him.
Alex could only be available for the 5 days over a 3 month period. This of course, was not practical and unacceptable and George was given various options in order for the hearing to be expedited. George was offered, (amongst other things) a 4 day postponement in order for him to find an alternative attorney and he was also offered the option to have the hearing held over the 3 month period on the condition that the suspension would be unpaid. George declined all the alternative offers and the hearing proceeded without him being represented by an attorney.
In this instance it would have been ‘unfair’ to expect Mike to pay for 3 months suspension because it was George’s insistence to have a particular attorney represent him and also because George declined all other offers made by Mike
Be careful though as an employer, not to insist on non-payment for all postponements requested by an accused employee. Not all instances will be regarded as procedurally fair. Each case must be judged on its own merits.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
Thursday, March 27, 2014
HR 101 - What to do when . . . You want to retire staff
ARTICLE 11
WHAT TO DO WHEN . . . . You Want To Retire Staff?
By Nikki Viljoen – N Viljoen Consulting CC.
The Basic Conditions of Employment Act (BCEA) stipulates that each employment contract should stipulate the age of retirement.
The problem of course arises when employers have not given employees Letters of Employment, or worse – they have issued Letters of Employment, but the letter does not stipulate the retirement age.
This of course is where things usually go pear shaped! You see the generally accepted age is 60 or 65 years and if nothing is stipulated in the Letter of Appointment you cannot suddenly retire someone at, say aged 55.
Once your Letters of Appointment have gone out to staff (with or without the relevant retirement age), you now cannot all of a sudden decide that you want to make the retirement age 57.
This now has to become a negotiation or at the very least, a consultation with your staff in order to reach a consensus .
Should you decide on your own, what age you wish for them to retire, this will be considered a ‘unilateral amendment of employment conditions’ and your employees then would have the right to either refuse the age or comply with forced retirement at the age that you have decided upon.
That said, as an employer you do have the right to enforce a formal retirement age, at a certain stage, even if this has not been done consistently in the past, as long as you go the necessary consultation or negotiation course with your staff.
If, for example the employer has not indicated the retirement age at say 60, then after a negotiation process the retirement age is fixed at 60, the employer now cannot go and ‘retire’ all of those employees who are already 60 and over. This would be seen as ‘unfair’ dismissal. What would need to occur is that the retirement age of 60 would need to be phased in over a period of say two years. This would give the affected employees time to sort their lives out and plan for their retirement.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
WHAT TO DO WHEN . . . . You Want To Retire Staff?
By Nikki Viljoen – N Viljoen Consulting CC.
The Basic Conditions of Employment Act (BCEA) stipulates that each employment contract should stipulate the age of retirement.
The problem of course arises when employers have not given employees Letters of Employment, or worse – they have issued Letters of Employment, but the letter does not stipulate the retirement age.
This of course is where things usually go pear shaped! You see the generally accepted age is 60 or 65 years and if nothing is stipulated in the Letter of Appointment you cannot suddenly retire someone at, say aged 55.
Once your Letters of Appointment have gone out to staff (with or without the relevant retirement age), you now cannot all of a sudden decide that you want to make the retirement age 57.
This now has to become a negotiation or at the very least, a consultation with your staff in order to reach a consensus .
Should you decide on your own, what age you wish for them to retire, this will be considered a ‘unilateral amendment of employment conditions’ and your employees then would have the right to either refuse the age or comply with forced retirement at the age that you have decided upon.
That said, as an employer you do have the right to enforce a formal retirement age, at a certain stage, even if this has not been done consistently in the past, as long as you go the necessary consultation or negotiation course with your staff.
If, for example the employer has not indicated the retirement age at say 60, then after a negotiation process the retirement age is fixed at 60, the employer now cannot go and ‘retire’ all of those employees who are already 60 and over. This would be seen as ‘unfair’ dismissal. What would need to occur is that the retirement age of 60 would need to be phased in over a period of say two years. This would give the affected employees time to sort their lives out and plan for their retirement.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
Wednesday, March 26, 2014
NETWORKING 101 - Be prepared to liten
THE POWER OF NETWORKING
PART 34
Be Prepared to Listen
By Nikki Viljoen of N Viljoen Consulting CC
My late friend Geraldine Bunting from Cheyenne Financial Services always told me that one of the things that her mother used to say is “There is a reason that God gave us two ears and one mouth!”
Frankly, I agree – we don’t listen enough. We are so busy, thinking about a clever thing to say in response to something that someone has said, that we don’t listen to all of what the other person is trying to say and yet conversely we become offended if someone doesn’t listen to what we have to say.
I am always reminded of an incident that happened to me at the garage. The petrol attendant asked me 3 times whether I wanted unleaded or leaded and each time, when I answered him, he was so busy talking to his mate that he didn’t listen – the result of course, is that he put the wrong petrol into my car. When I pointed this out to him, he immediately stopped the incorrect petrol pump and started putting the correct petrol into the tank. When it came time to pay, I was presented with a bill for xx amount of litres of leaded petrol and yy amount of litres of unleaded petrol – I refused to pay for the leaded petrol. The Manager entered the debate and tried to insist that I pay for the leaded petrol as “it was already in my tank” – I refused and invited him to remove it from the tank as I had neither asked for it and nor did I want it – in fact, I requested his name and contact details, because if anything untoward happened to my car, as a result of the wrong fuel being put into the car, I would be holding him personally responsible.
In this instance, not only did the petrol attendant not listen to the instruction, but when the result of this could have cost the garage money – suddenly it became my problem! How bizarre! Anyone who knows me though, knows that I did not pay for the leaded petrol – in my opinion, the petrol attendant and the garage needed to be responsible for their own shortcomings – but that is another story for another day.
The point that I am trying to make is that there is usually a consequence for not listening and when you are in a networking environment this is usually the loss of a lead, loss of a sale and invariably – loss of a client!
A bit harsh, you may think! But think about it logically for a moment. Let’s say you are telling someone who you are and what it is that you are doing – he on the other hand, whilst appearing to be very interested in what you are saying, is watching the nubile young waitress who is serving a table nearby and clearly by following his glance and the glazed look in his eyes, he is not paying attention. He sells motor vehicles. At the same meeting, there is another chap who also sells motor vehicles. He on the other hand not only listens carefully to what you are saying, but also takes notes and asks pertinent questions and really tries to understand what you are all about.
The very next day, your friend Geraldine Bunting is looking for a car, but wants to talk to someone who is not going to rip her off and who will tell her the truth – which of the two guys above are you going to refer her to – for me it’s a ‘no brainer’!
In my opinion, there is a consequence, each and every time that you do not listen – the question remains however, whether you are prepared to bear that consequence or not.
It’s a conscious decision that only you can make!
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
PART 34
Be Prepared to Listen
By Nikki Viljoen of N Viljoen Consulting CC
My late friend Geraldine Bunting from Cheyenne Financial Services always told me that one of the things that her mother used to say is “There is a reason that God gave us two ears and one mouth!”
Frankly, I agree – we don’t listen enough. We are so busy, thinking about a clever thing to say in response to something that someone has said, that we don’t listen to all of what the other person is trying to say and yet conversely we become offended if someone doesn’t listen to what we have to say.
I am always reminded of an incident that happened to me at the garage. The petrol attendant asked me 3 times whether I wanted unleaded or leaded and each time, when I answered him, he was so busy talking to his mate that he didn’t listen – the result of course, is that he put the wrong petrol into my car. When I pointed this out to him, he immediately stopped the incorrect petrol pump and started putting the correct petrol into the tank. When it came time to pay, I was presented with a bill for xx amount of litres of leaded petrol and yy amount of litres of unleaded petrol – I refused to pay for the leaded petrol. The Manager entered the debate and tried to insist that I pay for the leaded petrol as “it was already in my tank” – I refused and invited him to remove it from the tank as I had neither asked for it and nor did I want it – in fact, I requested his name and contact details, because if anything untoward happened to my car, as a result of the wrong fuel being put into the car, I would be holding him personally responsible.
In this instance, not only did the petrol attendant not listen to the instruction, but when the result of this could have cost the garage money – suddenly it became my problem! How bizarre! Anyone who knows me though, knows that I did not pay for the leaded petrol – in my opinion, the petrol attendant and the garage needed to be responsible for their own shortcomings – but that is another story for another day.
The point that I am trying to make is that there is usually a consequence for not listening and when you are in a networking environment this is usually the loss of a lead, loss of a sale and invariably – loss of a client!
A bit harsh, you may think! But think about it logically for a moment. Let’s say you are telling someone who you are and what it is that you are doing – he on the other hand, whilst appearing to be very interested in what you are saying, is watching the nubile young waitress who is serving a table nearby and clearly by following his glance and the glazed look in his eyes, he is not paying attention. He sells motor vehicles. At the same meeting, there is another chap who also sells motor vehicles. He on the other hand not only listens carefully to what you are saying, but also takes notes and asks pertinent questions and really tries to understand what you are all about.
The very next day, your friend Geraldine Bunting is looking for a car, but wants to talk to someone who is not going to rip her off and who will tell her the truth – which of the two guys above are you going to refer her to – for me it’s a ‘no brainer’!
In my opinion, there is a consequence, each and every time that you do not listen – the question remains however, whether you are prepared to bear that consequence or not.
It’s a conscious decision that only you can make!
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
Tuesday, March 25, 2014
BUSINESS TIPS - Rising to the occasion - Part 1
BUSINESS TIPS – Rising to the Occasion – Part 1
By Nikki Viljoen – Viljoen Consulting CC April 2010
As small Business Owners and Entrepreneurs we all understand and are often touched by the adversity around us. From political unrest and uncertainty to financial and economic recessions and troubles. These are indeed, very trying times but also very exciting times.
Here’s the thing though – at some point in our lives, trouble will visit with us. Even during the best of times, trouble comes to visit. Trouble has many faces and many forms – trouble can visit in the form of an illness, or a fire or business ruin or financial challenges. Whatever form trouble takes, it will visit. The challenge of course is how we deal with trouble.
Many of us not only deal with every day challenges or the small irritations that life throws at us, but also have to do with some of the big things too.
Strangely enough though, it is the way that we deal with the small irritations in life that will usually determine the way that we will deal with the big things in life.
Disasters are big and in their hugeness, it is difficult to ignore them – they aren’t going to go away and you cannot hide them under the carpet or in the cupboard. They are ‘in your face’ and you have to deal with them.
The real test though, for me anyway, is how to deal with the everyday little issues. Those constant daily irritations that buzz around our heads like an army of mosquitoes?
Issues such as (but not limited to) getting enough rest or looking after our health or even spending quality time with our families and loved ones. These issues are not the dramatic disaster kind and they don’t appear to be urgent, yet many of us ignore them hoping that they will go away. For example neglecting your wife/husband and family won’t have any major effect in the short term. The long term effects though could be divorce and/or estrangement. How sad is that? In this particular example, it’s the small , daily, irritating mozzie that has grown into a tsunami that is causing the major problems.
People who are successful or who are high achievers, always expect challenges, in fact many of them welcome challenges because it’s in the dealing with the problem that they get to stretch their minds and their problem solving skills. You will also find that most of these people, whilst they are realists – are also optimistic about life. They believe in themselves and understand their strengths and they are determined to put the changes in place. They are determined to life meet head on. They are also aware of the fact that as their success grows, so too will the number and size of their troubles. Most importantly too is that they usually have a great sense of humour and know how to laugh at themselves as well as at life.
Next week we will have a look at some indicators on ‘how to’ solve your troubles before they become disasters.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
Monday, March 24, 2014
MOTIVATION - Doing, not just talking
MOTIVATION – Doing, Not just Talking
By Nikki Viljoen of N Viljoen Consulting CC
Towards the end of 2008, I was invited to the Launch of the Soweto Project at the Ubuntu Kraal in Soweto and one of the things that became absolutely apparent was that people are tired of the ‘Talkers’. One after the other people stood up and said “We have heard this ‘Talk Show’ before, when are we going to see the ‘Do Show’?”
I was amazed!
You see, lately (and I suspect for some time now) I have become more and more irritated with the number of ineffectual, time wasting individuals who are puffed up, like ‘hot air balloons’, with the amount of worthless gas and uninspired drivel that they seem never to run out of, as they stand up on their public platforms, and pontificate.
From politicians (who seem to be outdoing themselves at the moment as the political race to the finish line gets going), to trainers and coaches, from small business owners to the large corporate giants, they all have a story to tell and it seems to be the same story! From the banks who tell you how serious the are about your money, or how motivated they are to the government bodies who are there, supposedly to assist you in growing the economy – the story is all the same. It goes along the lines of “We are wonderful, we care about you so much that we will . . . .” (fill in the blanks yourself), and at the end of all the sprouting and erupting, all the pontificating and posturing they deliver exactly . . . . nothing!
I am sick and tired of people who tell me what wonderful leaders they are, yet they couldn’t find the paper bag, let alone lead themselves out of one.
I’m sick and tired of the personal and life skills coaches, who tell you how you should live your life, yet should probably be committed to some sort of institution because of the mess that their lives are in.
I’m sick and tired of the politicians who talk about morality and ‘doing the right thing’ whilst groping in my pocket for my last cent!
I’m sick and tired of the ‘talkers’ who never deliver and who usually do the exact opposite of what it is that they are telling me to do!
Talk is cheap and it looks like it is getting a lot cheaper!
I want to find the people who ‘walk the walk’. I want to find the people who DO what they say they will do, when then say they are going to do it and in the manner in which they say they are going to do it.
I want to find the people who do things themselves, in exactly the same manner as they tell me to do them.
I want to find the people who do what they say they are going to do, who consistently and deliberately take action on their promises.
I want to find the people who not only commit to things but who also make good on their commitments.
Those are the people that I want to follow and respect. Those are the people that I want as my ‘role models’.
Those are the people who I want to mix with and do business with and refer to my colleagues, my clients and my friends.
Are you someone that I want in my ‘circle of influence’?
Are you a person who will be judged by what you do or are you just like them or are you just another bag of hot air that emits pollution into the atmosphere.
I know which person I want to be – do you?
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
By Nikki Viljoen of N Viljoen Consulting CC
Towards the end of 2008, I was invited to the Launch of the Soweto Project at the Ubuntu Kraal in Soweto and one of the things that became absolutely apparent was that people are tired of the ‘Talkers’. One after the other people stood up and said “We have heard this ‘Talk Show’ before, when are we going to see the ‘Do Show’?”
I was amazed!
You see, lately (and I suspect for some time now) I have become more and more irritated with the number of ineffectual, time wasting individuals who are puffed up, like ‘hot air balloons’, with the amount of worthless gas and uninspired drivel that they seem never to run out of, as they stand up on their public platforms, and pontificate.
From politicians (who seem to be outdoing themselves at the moment as the political race to the finish line gets going), to trainers and coaches, from small business owners to the large corporate giants, they all have a story to tell and it seems to be the same story! From the banks who tell you how serious the are about your money, or how motivated they are to the government bodies who are there, supposedly to assist you in growing the economy – the story is all the same. It goes along the lines of “We are wonderful, we care about you so much that we will . . . .” (fill in the blanks yourself), and at the end of all the sprouting and erupting, all the pontificating and posturing they deliver exactly . . . . nothing!
I am sick and tired of people who tell me what wonderful leaders they are, yet they couldn’t find the paper bag, let alone lead themselves out of one.
I’m sick and tired of the personal and life skills coaches, who tell you how you should live your life, yet should probably be committed to some sort of institution because of the mess that their lives are in.
I’m sick and tired of the politicians who talk about morality and ‘doing the right thing’ whilst groping in my pocket for my last cent!
I’m sick and tired of the ‘talkers’ who never deliver and who usually do the exact opposite of what it is that they are telling me to do!
Talk is cheap and it looks like it is getting a lot cheaper!
I want to find the people who ‘walk the walk’. I want to find the people who DO what they say they will do, when then say they are going to do it and in the manner in which they say they are going to do it.
I want to find the people who do things themselves, in exactly the same manner as they tell me to do them.
I want to find the people who do what they say they are going to do, who consistently and deliberately take action on their promises.
I want to find the people who not only commit to things but who also make good on their commitments.
Those are the people that I want to follow and respect. Those are the people that I want as my ‘role models’.
Those are the people who I want to mix with and do business with and refer to my colleagues, my clients and my friends.
Are you someone that I want in my ‘circle of influence’?
Are you a person who will be judged by what you do or are you just like them or are you just another bag of hot air that emits pollution into the atmosphere.
I know which person I want to be – do you?
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
Sunday, March 23, 2014
VAT - Some of the requirements - Part 2
VAT – Some of the Requirements – Part 2
By Nikki Viljoen – Viljoen Consulting CC October 2010
Last week we looked at a number of expenses that most people think they cannot claim on. Here are some more.
If you hire a car for business purposes, then you are entitled to claim the VAT on the insurance that you are required to take out on the vehicle. Be sure to get an invoice that lists the insurance, or itemizes it separately, this will make it much easier for record keeping purposes.
Should one of your staff fall ill at work or get hurt in an accident whilst they are at work and the medical expenses are paid by the company, the VAT on these medical bills can also be claimed back.
Parking fees – now here is one of my favorites. Do you know how much we spend on parking in the malls and in office park complexes – it’s frightening! Parking fees, particularly fees that are paid, while working, that have VAT charged on them (in other words Tax Invoice should appear, somewhere on the receipt, and yes you have to have a receipt to claim the VAT back), can be claimed back. Most malls that have those ‘pay machines’ that actually give out receipts – be sure to request and submit those receipts. Obviously monies that are paid out to the ‘car guards’ cannot have the VAT claimed for, but you can of course, claim them as a business expense as long as they are “reasonable” and it is always better to be able to substantiate them. I use my diary as a guide, when I paid the car guards.
When you send wreaths and/or flowers to staff and/or customers who have had a death or bereavement in their families, you can claim the VAT back.
In terms of postage stamps and postage, the VAT portion of this too, can be claimed back provided of course that the postage is being used for business purposes.
Artwork, in the form of carpets or paintings and pictures or even plants, can have the VAT claimed for, provided of course that they were actually purchased for the office. Here’s the thing though – they have to physically be in the office. Understand that if they are not in the office and the VAT man comes to visit, you could be in the deep brown smelly stuff.
Next week we will have a look at some additional expenses that you can claim the VAT back on – I must say, there are a whole bunch that I was not aware of, so this exercise has been of great value to myself as well!
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
Saturday, March 22, 2014
VAT - Some of the Requirements - Part 1
VAT – Some of the Requirements – Part 1
By Nikki Viljoen – Viljoen Consulting CC September 2010
“Who here loves the VAT man?” That is a question that I ask on a regular basis. Sadly though, more often than not, mine is the only hand that goes up. It is definitely a mind-set that needs to be changed if we are to make the best use of the concessions that SARS gives us.
That said, here are a few tips in terms of what must be done regarding the VAT requirements.
Obviously – number one on the list is that you have to be a VAT vendor in order for any of this to apply to you and if your turnover is a million or more per annum, then being a VAT vendor is compulsory. You can, however, apply to become a ‘voluntary’ VAT vendor.
VAT has to be charged at the current rate (as at September 2010) which is 14% and of course you have to make use of a valid ‘Tax Invoice’ and this has to be kept in terms of the correct retention period as promulgated by law. That means that your documents must be archived and retained.
VAT must be charged for all services and/or products supplied by the vendor. These services and/or products must be wholly and/or partly used for consumption in the course of making supplies or supplying a service that is taxable. That means of course that if you buy a potato (as a basic foodstuff this does not attract VAT which means you cannot offset it), to make chips or mash or even a roast potato dish for your restaurant, you used the potato (but changed it in the cooking process) in your product and your product does now attracts VAT.
Going out for a meal with clients is called ‘entertainment’ and as such you can claim it as a business expense, but you cannot claim the VAT on it, unless . . .
If you or one of your staff are going out for a meal with a client and you (they) are out of town for longer than one night, you can claim the VAT back on this. In fact any meals taken by you and your staff, including alcohol, whilst you are out of town on business for a period longer than one night can have the VAT claimed for.
Normally, you cannot claim VAT for ‘office refreshments’, however if you purchase refreshments for the delegates that you are training, then you can claim VAT on those refreshments.
As usual, it is about what you know and how you use it that will allow you to make the most of your relationship with SARS. Next week we will have a look at a few more expenses that you can in fact claim VAT on.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
Friday, March 21, 2014
HR - What to do when . . . You want to dismiss staff - Part 9
ARTICLE 10
WHAT TO DO WHEN . . . . You Want To Dismiss Staff?
Part 9
By Nikki Viljoen – N Viljoen Consulting CC.
So the final piece in this particular saga is that of dismissal due to incapacity, ill health or injury.
The first thing that we need to understand is that the employer is not obliged to keep someone on because they are ill or have been injured. The employer also has rights and as long as the proper procedures are followed, these employees can be dismissed.
The employer would need to ascertain whether or not the incapacity of the employee on the grounds of ill health or injury is temporary or permanent.
If the employee is unable to work for a while, which would make it temporary, the employer would have to investigate all the different possibilities before considering dismissal.
When checking out what other measures may be taken into consideration, it would be a good idea to have a look at factors such as, but not limited to:
a. the nature of the job;
b. the period of absence;
c. the seriousness of the illness and/or injury; and
d. the possibility of getting a temporary replacement to take the place of the ill and/or injured staff member.
When the disability or injury is of a permanent nature, the employer would need to decide if there was any possibility of securing alternative employment within the company or if the work could be adapted to fit the capabilities of the employee.
Remember that in all instances the employee must be allowed to state their case or respond to any suggestions put forward or be assisted by a colleague or a union member. The employee also has the right to request assistance from the HR department.
The extent of the injury and/or nature of the illness also needs to be taken into account and this too must be taken into consideration when deciding on whether the dismissal is fair or not.
Injuries that are sustained in the workplace are more difficult to process in terms of being fair and/or unfair as the courts appear to have more sympathy with the employee in these circumstances.
The guidelines for dismissal for incapacity due to ill health and/or injury are:
As usual there is always a recommended process or procedure to follow.
In order for the dismissal not to be considered unfair, the employer needs to decide whether or not the employee is capable of doing the work. If the employee is not capable, the following needs to ascertained;
i) The extent to which the employee is able to perform the work – for example, John works in the warehouse. His job is to pack stock onto the pallets. Some of the bags or boxes weigh in excess of 40 kilos. John lost his leg in an accident that occurred in the warehouse, when a number of pallets were not correctly stacked and they fell over, pinning him underneath and severing his leg. There is an opening in the administration department for a filing clerk. If John is dismissed in this instance you will be inviting trouble in through the door.
ii) The extent to which the employee’s work circumstances might be adapted to accommodate disability, or where this is not possible, the extent to which the employee’s duties might be adapted – for example Jane is the tea lady, who has suffered a stroke and as a result she is semi paralyzed down her right side. She is no longer able to carry trays of tea and/or refreshments and the company refused to buy a trolley that she can push around. If Jane is dismissed in this instance you will be inviting trouble in through the door.
iii) The availability of suitable work – for example, Alex is an Accounts Manager and he has had a heart attack and can no longer work under stressful circumstances. There is an opening for an accounts researcher. The hours are fixed, there are no deadlines and no interaction with clients, however, it is a junior position. Alex is willing to take a reasonable cut in pay but the employer feels that he is far too qualified for the position and even with a reasonable cut in pay it will be more that they wanted to pay. If Alex is dismissed in this instance you will be inviting trouble in through the door.
This concludes the series on Fair Dismissals. Next week we will be starting a new topic.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849083 702 8849 or nikki@viljoenconsulting.co.za
WHAT TO DO WHEN . . . . You Want To Dismiss Staff?
Part 9
By Nikki Viljoen – N Viljoen Consulting CC.
So the final piece in this particular saga is that of dismissal due to incapacity, ill health or injury.
The first thing that we need to understand is that the employer is not obliged to keep someone on because they are ill or have been injured. The employer also has rights and as long as the proper procedures are followed, these employees can be dismissed.
The employer would need to ascertain whether or not the incapacity of the employee on the grounds of ill health or injury is temporary or permanent.
If the employee is unable to work for a while, which would make it temporary, the employer would have to investigate all the different possibilities before considering dismissal.
When checking out what other measures may be taken into consideration, it would be a good idea to have a look at factors such as, but not limited to:
a. the nature of the job;
b. the period of absence;
c. the seriousness of the illness and/or injury; and
d. the possibility of getting a temporary replacement to take the place of the ill and/or injured staff member.
When the disability or injury is of a permanent nature, the employer would need to decide if there was any possibility of securing alternative employment within the company or if the work could be adapted to fit the capabilities of the employee.
Remember that in all instances the employee must be allowed to state their case or respond to any suggestions put forward or be assisted by a colleague or a union member. The employee also has the right to request assistance from the HR department.
The extent of the injury and/or nature of the illness also needs to be taken into account and this too must be taken into consideration when deciding on whether the dismissal is fair or not.
Injuries that are sustained in the workplace are more difficult to process in terms of being fair and/or unfair as the courts appear to have more sympathy with the employee in these circumstances.
The guidelines for dismissal for incapacity due to ill health and/or injury are:
As usual there is always a recommended process or procedure to follow.
In order for the dismissal not to be considered unfair, the employer needs to decide whether or not the employee is capable of doing the work. If the employee is not capable, the following needs to ascertained;
i) The extent to which the employee is able to perform the work – for example, John works in the warehouse. His job is to pack stock onto the pallets. Some of the bags or boxes weigh in excess of 40 kilos. John lost his leg in an accident that occurred in the warehouse, when a number of pallets were not correctly stacked and they fell over, pinning him underneath and severing his leg. There is an opening in the administration department for a filing clerk. If John is dismissed in this instance you will be inviting trouble in through the door.
ii) The extent to which the employee’s work circumstances might be adapted to accommodate disability, or where this is not possible, the extent to which the employee’s duties might be adapted – for example Jane is the tea lady, who has suffered a stroke and as a result she is semi paralyzed down her right side. She is no longer able to carry trays of tea and/or refreshments and the company refused to buy a trolley that she can push around. If Jane is dismissed in this instance you will be inviting trouble in through the door.
iii) The availability of suitable work – for example, Alex is an Accounts Manager and he has had a heart attack and can no longer work under stressful circumstances. There is an opening for an accounts researcher. The hours are fixed, there are no deadlines and no interaction with clients, however, it is a junior position. Alex is willing to take a reasonable cut in pay but the employer feels that he is far too qualified for the position and even with a reasonable cut in pay it will be more that they wanted to pay. If Alex is dismissed in this instance you will be inviting trouble in through the door.
This concludes the series on Fair Dismissals. Next week we will be starting a new topic.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849
083 702 8849 or nikki@viljoenconsulting.co.zaThursday, March 20, 2014
EARLY WARNING - The Role & Responsibility of Directors - Part 2
EARLY WARNING
The Role and Responsibility of Directors – Part 2
By Nikki Viljoen – Viljoen Consulting June 2013.
When the New Companies Act came into being the role and responsibilities of the Directors changed - dramatically. The problem of course is that still today, most Directors out there have no clue what it is that they are responsible for!
One of the things that Directors will be held responsible and accountable for is managing the risks in the Business? Here are some of the risks that will need to be assessed and then managed.
There are three distinct types of risks. These are
- Hazard
- Opportunity
- Uncertainty
Let’s have a look at these in more detail.
Hazard risk.
This is usually the "threat" of negative things that could happen to a business and it is usually the most common risk that Directors understand and it usually the only one that is discussed around the boardroom table.
Opportunity Risk
This is usually about an opportunity that is lost due to decisions taking too long to be made, or when an opportunity is not recognized until it is too late. It is about the possibility of "positive" things not happening or taking place.
Uncertainty Risk
This is when potential is not realized. For example when forecasts and budgets are not met in reality.
All of these should be used to identify the risks.
There are Five Key Functions that the Board need to agree on when assessing risks.
- The Board needs to agree on three or four critical risks that the organization is facing. Solutions to the risk and/or solutions to managing the risk need to be identified and documented and then management needs to be monitored to ensure that the risks are in fact being managed.
- The Risk Management Policy must be approved by the Board and must also be monitored by the Board.
- In order ensure that attention is always focused on the Risks, KPI's (key performance indicators) for the CEO (Chief Executive Officer) should be established.
- The issues around risk should be discussed at all strategy meetings and certainly at all the Board meetings, so it must be included on the agenda.
- A SWOR (strengths, weaknesses, opportunities and risks) analysis should be conducted for strategic planning purposes.
Next time we will have a look at some of the specific risks that many organizations have.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
Wednesday, March 19, 2014
NETWORKING 101 - No Longer Lonely in Business
THE POWER OF NETWORKING
PART 33
No Longer Lonely in Business
By Nikki Viljoen of N Viljoen Consulting CC
I once sat in a meeting where one of my colleagues stated that she had been in business for over 10 years as an entrepreneur and that networking for her meant that she was no longer ‘lonely’ in business.
At the time I found this quite hard to understand as I am, by nature, a loner – not a lonely person you understand, but very definitely a loner. So the concept of someone being ‘lonely’ is hard for me to grasp and someone being ‘lonely’ in business, is something that is very foreign to me.
You see on a business level, I meet people and with people on a daily basis. There are of course my clients that I meet with when we discuss what needs to be done, how it will be done and in what priority it will be done, then of course are the prospective clients that I meet when I try and understand what their business is and whether they need my services or not and finally there are the people who I meet at Networking events and who I make appointments with to meet on a ‘one on one’ in order to expand my ‘circle of influence’ and my data base, whilst adding value to them and they to me. So the question begs to be answered – how can you be ‘lonely’ in business. I mean surely she would also be meeting clients and prospective clients and networking?
I have, over time, understood exactly what it is that she meant, not that I have experienced that feeling, but that is probably because I am a natural networker. It is being able to use other networker’s in order to bounce your ideas off them. It is being able to sit in a room full of people who understand your frustration(s) because they too are entrepreneurs and they face the same challenges as what you do. It is about seeing the same kind of passion on the faces of people, that you know shines off your face – because they are as passionate about what they do as you are about what you do.
Again, the question begs to be asked – why wouldn’t you want to be in the company of a group of people like this?
I certainly want to be – but then again, that is probably why I am!
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za.
PART 33
No Longer Lonely in Business
By Nikki Viljoen of N Viljoen Consulting CC
I once sat in a meeting where one of my colleagues stated that she had been in business for over 10 years as an entrepreneur and that networking for her meant that she was no longer ‘lonely’ in business.
At the time I found this quite hard to understand as I am, by nature, a loner – not a lonely person you understand, but very definitely a loner. So the concept of someone being ‘lonely’ is hard for me to grasp and someone being ‘lonely’ in business, is something that is very foreign to me.
You see on a business level, I meet people and with people on a daily basis. There are of course my clients that I meet with when we discuss what needs to be done, how it will be done and in what priority it will be done, then of course are the prospective clients that I meet when I try and understand what their business is and whether they need my services or not and finally there are the people who I meet at Networking events and who I make appointments with to meet on a ‘one on one’ in order to expand my ‘circle of influence’ and my data base, whilst adding value to them and they to me. So the question begs to be answered – how can you be ‘lonely’ in business. I mean surely she would also be meeting clients and prospective clients and networking?
I have, over time, understood exactly what it is that she meant, not that I have experienced that feeling, but that is probably because I am a natural networker. It is being able to use other networker’s in order to bounce your ideas off them. It is being able to sit in a room full of people who understand your frustration(s) because they too are entrepreneurs and they face the same challenges as what you do. It is about seeing the same kind of passion on the faces of people, that you know shines off your face – because they are as passionate about what they do as you are about what you do.
Again, the question begs to be asked – why wouldn’t you want to be in the company of a group of people like this?
I certainly want to be – but then again, that is probably why I am!
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za.
Tuesday, March 18, 2014
BUSINESS TIPS - Planning to Succeed
BUSINESS TIPS – Planning to Succeed – PART 1
By Nikki Viljoen – Viljoen Consulting CC December 2011
It’s no secret that in order for you to succeed in life, there has to be some sort of plan and obviously this also applies to business success as well. In fact I would even go so far as to say that the ‘devil is in the detail’. The more information and detail in the plan, the more you can ‘measure’ yourself to see how you are doing and the more likely it is to succeed.
The problem of course is that many folk have no idea what needs to go into a plan and this statement is backed up and evidenced by the many businesses that fail because individuals have failed to make plans or set goals of any kind.
Here are some guidelines on what you need to look at in order to plan properly.
Vision
Your vision, of course, is your dream or your intention. It is the ultimate goal. It could be something as dramatic as having your particular product in every home in the country by xxxx date or as simple as providing training to 500 SMME’s (small, medium, micro enterprises) on a monthly basis.
What it should perhaps include however is what kind of product and why it should be in every household or what kind of training and why it will make a difference.
Mission Statement
For me, the mission statement is a simple plan on the ‘how to’ achieve your vision. So how do you intend getting your product into every household or how do you intend getting the SMME’s into your training. At this stage I wouldn’t go too in depth but rather have the basics down as these can be fleshed out at a later stage or as and when you get to the information that you need.
At this point it is also a good idea to start getting your figures in place – the budgets. Number crunching is not always as difficult as we seem to think it is – just start with the basics and then the detail can be fleshed out from there.
Culture Statement
I must admit, when I ask this particular question, I am often met with a very confused look as well as the statement - “The What . . . . ?” Every business has a culture and pretty much like we are ‘masters of our own destiny,’ we also have a choice about the type of culture we want our businesses to be. The way that you deal with customers and your suppliers or your staff would largely affect the type of culture that your business will become. In many instances, the culture of the company is determined by ethnic or religious influences but whilst we may be influenced by these external factors, it is equally important to ensure that our ethics also influence the culture of the company.
Often, it’s “Who we are” and our beliefs (and I am not talking about religion here), that are what attract people to do business with us.
Goals
Whether we want to admit it or not we all have goals – some of them are really simple and we make them without even thinking, like “I need to get to work by 08h30am this morning”. Of course that is a goal – is it one that you need to write down – not necessarily. Some of them can be seriously difficult and complicated, well actually – if the truth be told, we make them seriously difficult and complicated.
For me the easiest way to put my goals into perspective is to break things down into bite size chucks. Where do I want to be in a year or two years or three years or even five years. That’s the end goal – then break it down into the components – what do I need to do to get there and how long will that take me. Once you have written all of that down, it is easier to set goals with time lines, be those timelines hours, days, weeks, months or even years.
Let me give you a simple example. I want to paint my home and I want it done and completed at the end of say 6 months. What do I need to do to get that done? How many rooms are there, in which order will I paint the rooms. What has to be done before I can paint (preparation), how long will that take me for each room (preparing the walls, covering and/or moving furniture, purchasing paint, brushes, etc)? What has to be done once the room has been painted (clean-up and uncovering and/or moving furniture etc).
Now I have an idea of all the tasks that must be done and I can assign a time frame to each and if my time frames are reasonable and I stick to them, I can complete my task within the time period that I gave myself or not – you see here I can now adjust my ‘end result’, if that is what is required. I have documented my goal and set a plan in place in order to achieve my goal – I can measure myself at every step along the way and see how I am doing.
In the same way and in every aspect of your business, this simple type of goal setting and planning can be implemented to ensure that you achieve what ever it is that you wish to do.
Next week we will have a look at the rest of the guidelines that I spoke about at the beginning of this blog.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
Monday, March 17, 2014
MOTIVATION - Don't Forget to Play
MOTIVATION – Don’t Forget To Play
By Nikki Viljoen of N Viljoen Consulting CC - September 2009
One of my biggest challenges as an adult, was to remember, and even on occasion, find the child in me. Don’t think for one minute that I don’t laugh or don’t have a sense of humour – of course I do and those who know me can attest to this fact. My problem is though that I am not really a ‘playful’ person, and that is what is very bad.
I first became aware of this when Vanessa, my friend, my mentor and my guide though life said to me “Play with your child!” I remember how confused I was as I do not have children except of the feline variety and Vanessa knows this very well. I am a very literal person you see and even thinking about a little child in the adult me is really very foreign and quite disturbing.
It was quite a challenge I must tell you and one that I am quite sure that I have not yet mastered (despite my best efforts), but it meant me going back to my childhood and remembering the things that I enjoyed doing as a child. It meant not only remembering those things but also remembering how I felt when I was engaged in those activities and then of course it meant recreating those activities and feelings in the here and now.
Therein lay my own personal challenge. You see as a child I was without boundaries when I played. I did not think about how silly I might look, or whether people were looking at me or judging me or judging what I was doing, I reveled in my childish play and I had fun, unashamed fun. Whether adults joined in my childish laugher made absolutely no difference to me and in fact I was most happy when there were no adults around to put boundaries around my play. I did not have to play in the ‘reality’ type world, but could do so in the imagination and in the abstract and believe me, I had imagination enough to support anything and everything!
Where and when had I lost the ability to let myself go completely, in wild abandon and just enjoy the feeling of absolute freedom to be myself, of just being me? Where and when had I lost the reality of not caring about what others thought or whether they participated or not? Where and when had I lost the ability to live in the ‘now’ rather than worry about the consequences of yesterdays actions or the planning of tomorrow? Where and when had I lost the confidence in myself to just be me?
I cannot answer any of these and indeed it doesn’t really matter where and when it was lost. What matters now is that I return back to those moments from time to time.
What is important now is that I am able to disengage from the adult world and for a short time, play and feel like a child again.
What is important now is that I am able to engage with the child in me to feel the unencumbered joy of not being an adult, of not having the responsibility of my every day world, but the unrestricted, unfettered freedom of my childhood.
What about you? Do you ever “play” with the child in you?
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
By Nikki Viljoen of N Viljoen Consulting CC - September 2009
One of my biggest challenges as an adult, was to remember, and even on occasion, find the child in me. Don’t think for one minute that I don’t laugh or don’t have a sense of humour – of course I do and those who know me can attest to this fact. My problem is though that I am not really a ‘playful’ person, and that is what is very bad.
I first became aware of this when Vanessa, my friend, my mentor and my guide though life said to me “Play with your child!” I remember how confused I was as I do not have children except of the feline variety and Vanessa knows this very well. I am a very literal person you see and even thinking about a little child in the adult me is really very foreign and quite disturbing.
It was quite a challenge I must tell you and one that I am quite sure that I have not yet mastered (despite my best efforts), but it meant me going back to my childhood and remembering the things that I enjoyed doing as a child. It meant not only remembering those things but also remembering how I felt when I was engaged in those activities and then of course it meant recreating those activities and feelings in the here and now.
Therein lay my own personal challenge. You see as a child I was without boundaries when I played. I did not think about how silly I might look, or whether people were looking at me or judging me or judging what I was doing, I reveled in my childish play and I had fun, unashamed fun. Whether adults joined in my childish laugher made absolutely no difference to me and in fact I was most happy when there were no adults around to put boundaries around my play. I did not have to play in the ‘reality’ type world, but could do so in the imagination and in the abstract and believe me, I had imagination enough to support anything and everything!
Where and when had I lost the ability to let myself go completely, in wild abandon and just enjoy the feeling of absolute freedom to be myself, of just being me? Where and when had I lost the reality of not caring about what others thought or whether they participated or not? Where and when had I lost the ability to live in the ‘now’ rather than worry about the consequences of yesterdays actions or the planning of tomorrow? Where and when had I lost the confidence in myself to just be me?
I cannot answer any of these and indeed it doesn’t really matter where and when it was lost. What matters now is that I return back to those moments from time to time.
What is important now is that I am able to disengage from the adult world and for a short time, play and feel like a child again.
What is important now is that I am able to engage with the child in me to feel the unencumbered joy of not being an adult, of not having the responsibility of my every day world, but the unrestricted, unfettered freedom of my childhood.
What about you? Do you ever “play” with the child in you?
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
Sunday, March 16, 2014
VAT - VAT on Fuel
VAT
VAT on Fuel
By Nikki Viljoen – Viljoen Consulting August 2009.
We all know (well I hope we do) that we cannot claim VAT on the fuel that we use.
So how do we handle VAT and fuel levies? How do we claim back all that we can without falling foul of the law?
Let’s call in the protagonists.
Mike owns a transport company that collects fresh produce from all over the country and delivers it to the various branches of his clients, again all over the country.
With the various increases in fuel that we as South Africans have experienced over the last two years and Mike has been forced to introduce a fuel levy to his delivery charges on all of his deliveries. Mike being an honorable man ensures that if the fuel price decreases, so do his levies, so the levy therefore fluctuates from month to month.
According to the law, Mike meets the minimum requirements and he is a registered VAT vendor. Mike has to charge VAT.
The ‘fuel levy’ is not zero-rated. It is a charge that Mike levies in respect of the service that he supplies and it is therefore not exempt.
You see Mike is not supplying fuel to his clients, he is supplying a service – the fuel levy now becomes a part of the services that Mike provides, much the same as the cost of maintenance of the vehicles is factored into Mike’s costs and therefore Mike is quite entitled to charge VAT on the fuel levy.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
Saturday, March 15, 2014
VAT - The Company, The Trading Name and the VAT
VAT – The Company, the Trading Name and the VAT
By Nikki Viljoen – Viljoen Consulting CC - August 2009.
Sounds like the title of a bad movie, doesn’t it?
The reality is that it can be very confusing so let’s try and explain it in the most simplistic manner.
Let’s bring in the protagonists. Mike, who is a plumber, has been trading as a ‘Sole Prop’ now for a number of years. You see when he first started out he was concerned about whether he would be successful or not and he has now decided, due to the tax benefits and other Government concessions for small businesses, that he needs to be properly registered. Mike has been trading under the name “Mike’s Plumbing & Supplies” and would obviously not like to start from the very beginning again, in terms of marketing and branding.
Unfortunately the name “Mike’s Plumbing & Supplies” has already been reserved and Mike has had to register his Company in his full name, being Mike Jennings T/A Mike’s Plumbing & Supplies.
Mike has had to register the VAT under his new Company. The VAT that he collects is now under the name of Mike Jennings Company T/A Mike’s Plumbing & Supplies.
Mike is having difficulty in finding properly qualified plumbers and clearly needs to employ same if he wants to grow his business.
Mike recognizes the opportunity and decides to open up a training school to train aspiring plumbers. Mike decides to use his existing Company to start the training school.
In view of the fact that Mike is using his existing company and it is already VAT registered, Mike has to charge VAT for his school right from the very beginning, although the training of plumbing students is very different to being a plumber, and in fact is a completely different entity to his plumbing business.
In time, Mike decides that he wants to operate his training division as a completely separate entity as it is doing really well. Mike doesn’t want to start or register a new business, but he does want to separate the bookkeeping functions of the two businesses.
Mike’s bookkeeper, who knows what he is doing, registers a ‘branch’ to Mike’s original Company and so Mike Jennings CC T/A Mike’s Plumbing School is born. This entity is now also registered for VAT and has its own VAT number. He does this by means of a VAT 102 form. The second VAT number for the same “holding” company does not have a minimum threshold and Mike is able to continue charging VAT to the students.
As Mike’s business grows and he expands into more and different avenues, he is able to separate each entity, register them as ‘branches’ and register a VAT number for each one as he separates the bookkeeping functions so that each ‘branch’ is responsible for it’s own income and expenses and VAT requirements.
Well done to Mike for growing such a profitable business and running it in the correct manner.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za or http://www.viljoenconsulting.co.za
Friday, March 14, 2014
HR - What to do when . . . You want to dismiss staff - Part 8
ARTICLE 10
WHAT TO DO WHEN . . . . You Want To Dismiss Staff?
Part 8
By Nikki Viljoen – N Viljoen Consulting CC.
Today we are going to look at Incapacity and Poor work performance and the guidelines for dismissing someone therefore:
To ensure that the staff member is given every opportunity to improve the following must take place where appropriate:
- the staff member’s work performance should be evaluated on a regular basis
- staff should be given instruction that is in a clear and concise language that is easily understood, so as to avoid miscommunication
-staff should be given training that pertains to the position that they work in.
- staff should be encouraged to have mentors within the organization who would be able to guide them and steer them in the right direction
- should the employer still find that the employee is struggling to meet laid down requirements and/or criteria, counseling sessions should take place in an endeavor to get the staff member to render satisfactory service.
In the event that a new employee fails to meet the criteria in terms of work performance, the employer should not dismiss the employee until the employee has had an opportunity to state their case or to respond to the allegations. In other words the employer would need to follow the usual disciplinary procedures.
A new employee should also not be dismissed unless the previous requirements in terms of evaluation, instruction, training, guidance counseling etc., had been met. Should the staff member still continuously fail to perform in a satisfactory manner, disciplinary procedures must be followed prior to the dismissal.
As always the procedure leading to the dismissal must include an investigation to establish the reasons for the unsatisfactory performance. Both the employer and the employee should try to think of other ways to remedy the matter – other than dismissal. Dismissal should always be a last resort.
The employee also has the right to be heard and has the right to be assisted by another employee, colleague or union member. The employee also has the right to seek assistance and guidance from the HR department.
The guidelines for dismissal for poor work performance should also include but not be limited to:
a. whether or not the employee failed to meet the performance standard and/or criteria for the position that they fill
b. if the employee did not meet the required standard and/or criteria whether or not this was not met because
i. the employee was aware, or could reasonably be expected to be aware of the required performance standard – for example, Joe used to be a waiter at the Wimpy where the cutlery was wrapped up in a paper serviette and placed on the table for patrons to help themselves. Joe now works in a 5 star hotel restaurant, where the waiters are expected to lay the cutlery out in a specific manner for specific courses. Joe has no clue what the difference is between the cutlery and what it is supposed to be used for. If Joe is dismissed at this point you will be inviting trouble in through the door.
ii. the employee was given a fair opportunity to meet the required performance standard – for example, Jane has never worked an electronic touch till before and the sales person who installed it, showed all the staff members how to operate it in a 15 minute demonstration. There are no operator manuals with instructions and Jane is completely out of her depth. If Jane is dismissed at this point you are inviting trouble in through the door.
iii. dismissal was an appropriate sanction for not meeting the required performance standard – for example, Alex started as a data capturer in the financial department in a large corporate. Alex has only done data capturing on Pastel and can capture 150 units a minute with consistent accuracy. This company uses SAP and after the first month Alex’s speed is only at 50 units a minute. If Alex is dismissed at this point you are inviting trouble in through the door.
Clearly from the above, it can be seen that dismissing someone for poor work performance can be done and it is not that difficult, providing of course that you follow the correct procedures consistently.
Next week we will have a look at Dismissal due to Incapacity and Ill Health.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
WHAT TO DO WHEN . . . . You Want To Dismiss Staff?
Part 8
By Nikki Viljoen – N Viljoen Consulting CC.
Today we are going to look at Incapacity and Poor work performance and the guidelines for dismissing someone therefore:
To ensure that the staff member is given every opportunity to improve the following must take place where appropriate:
- the staff member’s work performance should be evaluated on a regular basis
- staff should be given instruction that is in a clear and concise language that is easily understood, so as to avoid miscommunication
-staff should be given training that pertains to the position that they work in.
- staff should be encouraged to have mentors within the organization who would be able to guide them and steer them in the right direction
- should the employer still find that the employee is struggling to meet laid down requirements and/or criteria, counseling sessions should take place in an endeavor to get the staff member to render satisfactory service.
In the event that a new employee fails to meet the criteria in terms of work performance, the employer should not dismiss the employee until the employee has had an opportunity to state their case or to respond to the allegations. In other words the employer would need to follow the usual disciplinary procedures.
A new employee should also not be dismissed unless the previous requirements in terms of evaluation, instruction, training, guidance counseling etc., had been met. Should the staff member still continuously fail to perform in a satisfactory manner, disciplinary procedures must be followed prior to the dismissal.
As always the procedure leading to the dismissal must include an investigation to establish the reasons for the unsatisfactory performance. Both the employer and the employee should try to think of other ways to remedy the matter – other than dismissal. Dismissal should always be a last resort.
The employee also has the right to be heard and has the right to be assisted by another employee, colleague or union member. The employee also has the right to seek assistance and guidance from the HR department.
The guidelines for dismissal for poor work performance should also include but not be limited to:
a. whether or not the employee failed to meet the performance standard and/or criteria for the position that they fill
b. if the employee did not meet the required standard and/or criteria whether or not this was not met because
i. the employee was aware, or could reasonably be expected to be aware of the required performance standard – for example, Joe used to be a waiter at the Wimpy where the cutlery was wrapped up in a paper serviette and placed on the table for patrons to help themselves. Joe now works in a 5 star hotel restaurant, where the waiters are expected to lay the cutlery out in a specific manner for specific courses. Joe has no clue what the difference is between the cutlery and what it is supposed to be used for. If Joe is dismissed at this point you will be inviting trouble in through the door.
ii. the employee was given a fair opportunity to meet the required performance standard – for example, Jane has never worked an electronic touch till before and the sales person who installed it, showed all the staff members how to operate it in a 15 minute demonstration. There are no operator manuals with instructions and Jane is completely out of her depth. If Jane is dismissed at this point you are inviting trouble in through the door.
iii. dismissal was an appropriate sanction for not meeting the required performance standard – for example, Alex started as a data capturer in the financial department in a large corporate. Alex has only done data capturing on Pastel and can capture 150 units a minute with consistent accuracy. This company uses SAP and after the first month Alex’s speed is only at 50 units a minute. If Alex is dismissed at this point you are inviting trouble in through the door.
Clearly from the above, it can be seen that dismissing someone for poor work performance can be done and it is not that difficult, providing of course that you follow the correct procedures consistently.
Next week we will have a look at Dismissal due to Incapacity and Ill Health.
Nikki is an Internal Auditor and Business Administration Specialist who can be contacted on 083 702 8849 or nikki@viljoenconsulting.co.za
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