MISADATA Win

ter

2019

#4IR Apprenticeships,

the way to go

LegalIs poor performancealways misconduct?

Company CarsDon’t let it be a case of

‘crash, boom, bang’

CONTENTS

MISA DATA is the official magazine of the Motor Industry Staff Association (MISA). | Managing Editor: Lara Theron

Editorial Office: MISA Head Office, 201 MISA Centre, 12 Fir Drive, Northcliff Extension 2, Johannesburg | Editorial Production &

Design: The Hothouse Communications, PO Box 6191, Cresta 2118 | (011) 678 3545 | lara@thehothouse.co.za | www.misa.org.za

Foreword by Martlé Keyter

FOREWORD02

03MISAAnother successful Child-at-Work DayNotice of MISA’s Annual General Meetings05

MISA Women’s Forum Breakfast line-up

MISA WOMEN’S FORUM07

Say no to gossip in the workplace

LEGAL

Don’t let ‘Crash Boom Bang’ set inPoor performance vs misconduct

111213

RMI workplace disability management

WORKPLACESexual harassment at work15

16

Introducing the MISA Young Workers’ Forum

YOUNG WORKERS’ FORUM19

Miles Swanepoel

MISA MEMBER FOCUS20

Where to find MISA

MISA LOCATIONS22

Micromanagement, the good and the bad09TOPICAL

1721

#4IR: Apprenticeships, the way to goUnderstanding Millennials

Martlé Keyter is MISA’s CEO of Operations and also serves as Deputy-President of FEDUSA (Federation of Unions of South Africa). She is a member of the ITUC (International Trade Union Confederation) Women’s Committee.

FOREWORD

MISAData | 02

Dear MISA Member

When reading this issue of the MISA DATA, it is quite evident that the Motor Industry Staff Association lives up to its hashtag slogan, #MISAONTHEMOVE.

This year is a big one for MISA, as we are celebrating our 90th anniversarylater in the year. And while we are very proud of our history, we have our eye firmly on the future.

The team at MISA is therefore continually working towards improving our offering to our members and in staying abreast of local and international societal and business trends.

In this issue, we tackle matters such as sexual harassment in the workplace, look at the leadership ‘beast’ that is micromanagement and cover various topical legal issues. We also give feedback on our disability awareness initiative as well as the annual Child-at-Work Day, which is one of the highlights on our calendar.

This edition of the MISA DATA also contains the important dates and details of our annual general meetings coming up in August, as well as the dates of the MISA Women’s Forum’s coveted breakfasts for female members in each region. Be sure to diarise and reserve your spot at these events as soon as you can.

All the best, until next time,

Martlé KeyterMISA CEO: Operations

FOREWORDby Martlé Keyter

03 | MISAData

MISA

PolokwaneBB GroupJaguar Land Rover PolokwaneMercurius MotorsVW Polokwane PretoriaBidvest McCarthy Mercedes-Benz Centurion, Fountains, Menlyn & WonderboomImperial Select Fountains Schweizer-RenekeOranje Toyota

VryburgOranje Toyota4Wheels (Hyundai)

NORTHERN/HIGHVELD

JohannesburgAction Ford KrugersdorpAction Ford RoodepoortArnold Chatz Cars Group (Constantia Kloof & Hyde Park)Auto PedigreeBarney’s Panelbeaters and Truck Services KrugersdorpBarons WoodmeadBidvest McCarthy Hino MidrandBidvest McCarthy Nissan/Renault/Datsun WoodmeadCMH Toyota AlbertonEast Rand Jeep, Fiat, Fiat Professional, Abarth and Alfa RomeoHatfield VW NorthcliffHonda (Northcliff & West Rand)Hyundai Weltevreden Park/Constantia KloofImperial Toyota Kempton ParkImperial Toyota Strijdom ParkKia NorthcliffKia Roodepoort, Randburg, Sandton and FourwaysKia Weltevreden ParkLindsay Saker AlbertonMercedes-Benz Commercial Vehicles East RandMonument Toyota ConstantiaMonument Toyota West RandNorthwest NissanVW McDuling Motors

ANOTHER SUCCESSFUL

CHILD-AT-WORK DAY

MISA would like to extend its sincere appreciation to all 13 participating schools, 64 dealerships as well as panel beating and spray-painting establishments for their participation in the 2019 Child-at-Work Day.

Also, a huge thank you to the teachers and staff who assisted with the coordination and logistic arrangements in making this special for the learners. A special word of appreciation goes to merSETA, for once again sponsoring this year’s campaign.

Thank you to our partners:

MISAData | 04

MISA

EASTERN CAPE

East LondonSupertech East LondonHyundai East LondonBuffalo ToyotaKia East LondonMeyers Motors

FREE STATE/NORTHERN CAPE

BloemfonteinBloemfontein MultifranchiseOranje ToyotaTechnicolour

KWAZULU-NATAL

Durban/PinetownBarloworld Ford PinetownBidvest McCarthy Hino PinetownHyundai UmhlangaWeiss VW Durban

WESTERN PROVINCE

Cape TownBarloworld Ford TygervalleyBarons VW BellvilleBidvest McCarthy Toyota PaarlBidvest McCarthy Toyota Table ViewMercedes-Benz CulemborgReeds Motor Group N1 City

Port ElizabethEastern Cape MotorsMaritime Motors & Honda AutoTechno-Dent (Pty.) Ltd.Williams Hunt

BethlehemPoint S

‘Thank you very much for all the effortthat went into planning this day for

our learners. They really learned a lotfrom this day and it helped them

to decide what they would beinterested in for a future.’

(Hans Moore High School, Benoni)

Ms Suzette Kemp

05 | MISAData

NOTICE OF MISA’s

ANNUAL GENERAL MEETINGS

MISA’s Annual General Meetings are held each year in August and members are urged to diarise and attend these important events.

MISA

Northern/Highveld Region: Johannesburg

Date: 1 August 2019Time: 18h30 for 19h00 Venue: Randpark Golf ClubAddress: 4 Setperk Road, Randpark, RandburgRSVP: Braam.Cilliers@ms.org.za by 24 July 2019

Nominated Committee Members: Mr. R.J. van der Walt, Mr. R.T. Mampe

Western Province Region: Cape Town

Date: 5 August 2019Time: 18h30 for 19h00 Venue: Bellville Golf ClubAddress: Jip de Jager Drive, Welgemoed, BellvilleRSVP: wp@ms.org.za by 29 July 2019

Nominated Committee Members: Mr. J.G. Olivier, Mr. F.J. Möller, Mr. A.E.F. Dantas, Ms. C.G. Jeftha

Free State/Northern Cape Region: Bloemfontein

Date: 7 August 2019Time: 18h30 for 19h00 Venue: Tuscan RoseAddress: 6 Maluti Avenue, Langenhoven Park, BloemfonteinRSVP: Eugene.Potterton@ms.org.za by 31 July 2019

Nominated Committee Members: Mr. L. Ackermann, Mr. W. Swanepoel

Eastern Cape Region: Port Elizabeth

Date: 12 August 2019Time: 18h30 for 19h00 Venue: Walmer Golf ClubAddress: Walmer Golf Club, Corner 10th Avenue & River Road, Walmer, Port ElizabethRSVP: Annalize.Moss@ms.org.za by 5 August 2019

Nominated Committee Members: Mrs. D. Salida, Mr. A.M. Rainier

KwaZulu-Natal Region: Durban

Date: 15 August 2019Time: 18h30 for 19h00 Venue: Durban Country ClubAddress: 101 Isaiah Ntshangase Road, Stamford Hill, DurbanRSVP: Kuraisha.Sheik@ms.org.za by 7 August 2019

Nominated Committee Members: Mr. A.J. Waller, Mr. S.W. Robertson, Mr. K.J. Stevens

Northern/Highveld Region: Pretoria

Date: 17 September 2019Time: 18h30 for 19h00 Venue: African Pride Irene Country LodgeAddress: Nellmapius Drive, Irene, PretoriaRSVP: Braam.Cilliers@ms.org.za by 9 September 2019

Refreshments will be served after all the meetings. | Nominated Committee Members’ term: 2019 - 2022.

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MISA

1. Quorum2. Notice of meeting3. Apologies4. Introductory remarks5. Confirmation of Minutes6. Matters arising from the Minutes7. Chairman’s Report

AGENDA

9. Election of Office Bearers (if applicable)10. Provident Fund11. MIBCO and related matters12. GeneralMeeting adjourns.

If a quorum has not been constituted within 60 minutes, the relevant meeting shall stand adjourned.

8. Finance: 8.1 Adoption of Accounts as at 31 March 2019 8.2 Adoption of MISA Benefit and Funeral Fund Accounts as at 31 March 2019

07 | MISAData

MISA WOMEN’S FORUM

HAVE YOU RESERVED YOUR PLACE AT A

MISA WOMEN’S FORUM BREAKFAST YET?

August is Women’s Month. As a valued female member

of MISA, you deserve a morning of fun.

These events are the highlight of the MISA

Women’s Forum’s calendar, so be sure to reserve your

place now, as place is limited and the events

are highly popular. East London

Date: Wednesday, 10 July 2019Time: 08:00 for 08:30 (all guests to be seated by 08:00) To conclude at 10:30/11:00Venue: Blue Lagoon Hotel & Conference Centre, 21 Blue Bend Place, East LondonDress: Smart casual/office wearRSVP: Kindly RSVP no later than Friday, 28 June 2019 karen@ms.org.za | (041) 364 0102Guest Artist: Lizz Meiring. Join us for a fun-filled morning with Lizz, actress and television presenter and one of South Africa’s most versatile entertainers. Entrance fee: No entrance fee.

Johannesburg

Date: Friday, 2 August 2019Time: 07:30 for 08:00 (all guests to be seated by 08:00) To conclude at 11:00Venue: Avianto, Plot 69, Driefontein Road, Muldersdrift, Krugersdorp (www.avianto.co.za) Dress: Smart casual/office wearRSVP: Kindly RSVP no later than Friday, 19 July 2019 karen@ms.org.za | (041) 364 0102Guest Artist: Pedro Kruger. Join us for a morning of good entertainment with Pedro, talented pianist and singer, also known as the “Boytjie van Brackenfell”. Voluntary entrance fee: Baby clothes (incl. nappies) for newborns at Edenvale General Hospital.

Cape Town

Date: Tuesday, 6 August 2019Time: 07:45 for 08:00 (all guests to be seated by 08:00) To conclude at 10:30/11:00Venue: Milnerton Golf Club, Bridge Road, Milnerton (www.milnertongolf.co.za)Dress: Smart casual/office wearRSVP: Kindly RSVP no later than Tuesday, 23 July 2019 karen@ms.org.za | (041) 364 0102Guest Artist: Niqui Cloete-Barrass. As a versatile performer with rich vocal skills, Niqui will give you a power-pack performance which guarantees an unforgettable experience. Voluntary entrance fee: Towels, single duvet sets and toiletries for St George’s Home for Girls (Ages 4 to 18).

Lizz Meiring

Pedro Kruger

Niqui Cloete-Barrass

Bloemfontein

Date: Thursday, 8 August 2019Time: 07:30 for 08:00 (all guests to be seated by 08:00) | To conclude at 11:00/12:00Venue: Tuscan Rose, 6 Maluti Avenue, Bloemfontein (www.tuscanrose.co.za)Dress: Smart casual/office wearRSVP: Kindly RSVP no later than Friday, 26 July 2019 | karen@ms.org.za | (041) 364 0102Guest Artists: Kirkland. A young, up-and-coming band from Bloemfontein. Their sound is a unique blend of all the music genres that the members hold dear, from old dusty folk albums to new and upbeat pop music. Voluntary entrance fee: Any stationery in support of our ‘Back to School’ project.

Port Elizabeth

Date: Tuesday, 13 August 2019 Time: 08:00 (registration from 07:00) | All guests to be seated by 08:00 | To conclude at 11:00Venue: Running Waters, Plot 6, Kragga Kamma, Theescombe (www.runningwaters.co.za)Dress: Smart casual/office wearRSVP: Kindly RSVP no later than Tuesday, 30 July 2019 karen@ms.org.za | (041) 364 0102Guest Artist: Gino Fabbri. Join us for a morning full of laughter and music with this talented comedian. Voluntary entrance fee: Dog/cat food in support of Animal Welfare.

Durban

Date: Friday, 16 August 2019Time: 08:00 (registration from 07:30) | All guests to be seated by 08:00 | To conclude at 11:00Venue: Southern Sun Elangeni & Maharani, 63 Snell Parade, North Beach, Durban (www.tsogosun.com)Dress: Smart casual/office wearRSVP: Kindly RSVP no later than Friday, 2 August 2019 nava.annamalay@bwmr.co.za | (033) 392 4475Guest Artists: The Glitter Girls. Lisa Bobbert, Liesl Coppin and Marion Loudon are a formidable femme de force who are natural comics that will keep you in stitches with their performance. Entrance fee: R250 p.p./R2 500 per table or instead of paying per person or per table, you can contribute towards a voluntary entrance fee of canned food (incl. jam), peanut butter, toiletries and new underwear for girls and boys (ages 2 to 12) in aid of Angels Care Centre, Howick.

A gift for each guest and great prizes up for grabs! You are welcome to bring a colleague or two along. If possible, include a young worker (between the ages of 18 and 35) in your party in support of our Young Workers’ Forum. Do note that confirmations are on a first-come-first-served basis. Please confirm all guests’ attendance together and advise any dietary or special requirements ahead of time.

Gino Fabbri

The Glitter Girls

Kirkland

MISAData | 08

09 | MISAData

THE GREAT KILLER

MICROMANAGEMENT, THE GOOD AND THE BADBy Hermann Köstens: CEO (Strategy & Development) and Mia Engelbrecht.

Many of our members are exposed to managers accused of micromanagement. While most are familiar with the term, there is a lot of misconception surrounding its meaning.

Consequences of micromanagement (and when it’s appropriate)

In Christina Bielaszka-DuVernay’s article for the Harvard Management Update, she makes reference to disengagement as a result of micromanagement. She explains that micromanagement practiced often, can lead employees to believe that the quality of their work and judgement thereof is not seen as reliable. This, in turn, can create a disengaged employee, one who detaches from their work (Bielaszka-DuVernay, 2007). Groups who are engaged in their work achieve an average of 18 percent higher productivity than their disengaged counterparts and have lower levels of absenteeism (Gallup, 2006). What is noteworthy is that Bielaszka-DuVernay suggests that in the case of new employees, close supervision is appropriate until such time as the new employee is settled in their position. In addition, John Benson writes in the Harvard Business Review, that in order to move away from micromanagement and introduce a practice of strategic management, managers must implement delegation and, in so doing, evaluate where their time will be most valuably spent.

Solutions or alternatives for the manager

Niko Canner and Ethan Bernstein write in the Harvard Business Review that when a manager delegates a task or project to an employee, the manager becomes the sponsor and the employee, the owner. As sponsor, the

Interaction between manager and employee should be dictated by two core principles: respect and proper communication. Managers should engage respectfully with employees while communicating properly in order to avoid conflict.

Regardless of whether micromanagement is being practiced, these principles are essential for a healthy manager-employee relationship. Managers lacking in respect or communication skills cannot be viewed as worthy of a managerial position.

What is micromanagement? Interestingly, the term micromanagement is used quite subjectively. According to Harry E. Chambers, micromanagement centres around interference and disturbance. The act of micromanagement involves the process of diminishing the value of employees and processes as a result of an interference or influence being exercised (Chambers, 2009). Chambers describes micromanagement as ‘the excessive, unwanted, counterproductive interference and disruption of people or things’. The risk of subjectivity when interpreting a manager’s behaviour is clear, which begs the question: is the behaviour of your manager micromanagement or simply a management style that you do not agree with?

Perhaps looking at the consequences of micromanagement will provide a better understanding of our definition.

TOPICAL

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‘Don’t tell people how to do things, tell them what to do and let them surprise you with the results.’ Phil Knight (original quote by George S Patton), Shoe Dog.

manager has a duty to allow the owner the opportunity to dictate how the task is done. The sponsor, however, still has the prerogative to change key aspects of the brief, according to Canner and Bernstein. John Beeson pays particular attention to delegation and the importance of developing and training employees to handle a task appropriately. His article proposes regular feedback during the process in the form of measures of progress and reporting. He also suggests assessing work done on the basis of quality rather than style.

Canner and Bernstein suggest a few techniques to employ when delegating by clarifying targets and constraints from the outset and creating a clear understanding of the brief and its desired outcomes. In addition, effective oversight while respecting the sponsor-owner relationship and practicing restraint on how to advise without this becoming micromanagement.

For the employee

In Amy Gallo’s article for the Harvard Business Review she makes extensive reference to Jean-François Manzoni and his ideas. Manzoni’s recommendations for employees are as follows:

It is important for the employee to assess the behaviour of the manager and see whether the control is stifling, robbing the employee of all autonomy or helpful for one’s development. In addition, bettering one’s understanding of the reasoning for the micromanagement, rather than pushing against it, can be more beneficial, Manzoni suggests. Jenny Chatman, who believes that micromanagement is a reflection of a manager’s apprehension rather than how the manager views the employee, says that improving the trust relationship by achieving in arenas that the manager values, can be advantageous. Manzoni also suggests making clear agreements about the manager’s level of involvement in a project, prior to it beginning. Regular feedback and status reports are encouraged and airing one’s grievances should be approached with caution within a very open environment, if at all, so as not to present oneself as a threat, according to Manzoni.

TOPICAL

• Negativity among employees and their management or company.• Reduced standards of performance.

Each person appreciates being valued, and it is therefore always better to encourage discussions that will make a colleague, manager or employer feel valued and appreciated.

Don’t get trapped in the spiral of gossip, as it can have serious consequences. If there are issues in the workplace that need to be addressed, rather have open discussions with your colleagues or your manager and refrain from engaging in so-called “water cooler talk”.

Remember MISA is only a phone call away should you need help.

11 | MISAData

LEGAL

SAY NO TO

GOSSIP IN THE WORKPLACEBy Nadine Steyn: Senior Labour Advisor, MISA.

It is normal for colleagues to show interest in each other’s lives. There is, however, a big difference between healthy interaction between colleagues and gossip that almost always portrays the other person in a bad light.

In a CCMA dispute, Rautenbach / Relyant Retail (Pty) Ltd, a manager was dismissed when he boasted to colleagues that he had been intimate with a female manager. This proved to be a lie, but caused damage to the reputation of the female manager.

Gossip can be defined as conversation or reports about other people’s private lives that may be unkind, disapproving, or not true. In the workplace, this can cause negativity towards a manager, colleague or employer.

Unabated, gossip can cause a lot of harm in the workplace, and can lead to:

• Employee absenteeism.• The resignation of good employees.• Reduced productivity.• An unhealthy atmosphere in the workplace.• Unnecessary conflict in the workplace.

MISAData | 13

LEGAL

Certain positions include the use of a company car, either as a perk or as a tool of trade. Other positions come with the responsibility of driving customers’ cars for testing purposes or an employer’s car for deliveries, while some jobs have the responsibility of fixing or servicing customers’ cars. The one thing that many employees do not realise is the trust and accountability that goes with that responsibility. MISA receives numerous enquiries from members on the topic of company cars. They range from dismissals as a result of reckless and negligent driving, negligence or gross negligence while working on a customer’s car, to damages, accidents and write-offs of company and customers’ cars. Position of trust All contracts of employment (regardless whether they are in writing or verbal) imply trust and acting in good faith between both the employer and employee.

Accountability and responsibility The moment an employee gets behind the wheel of a company or customer’s car or works on a customer’s car, the employee is accountable and responsible for what happens from that moment on. Damage to vehicles and loss of property or assetsThe Motor Industry Bargaining Council (MIBCO) makes provision for a process to be followed should an employee find themselves in the unfortunate position of having an accident or having to deal with loss or damage to a customer’s or employer’s assets. The Main Collective Agreement provides that damages or the excess amounts incorporated in an insurance policy can be deducted from an employee’s salary. This deduction is, however, subject to certain processes and outcomes.

Damage to vehicles To be protected by these provisions, employees should have authorisation to drive a customer or employer’s vehicle. The employer must investigate the incident and determine through a disciplinary hearing whether the employee is guilty on a balance of probability of:

• Driving the vehicle under the influence of alcohol or drugs;• Negligent driving;• Reckless driving;• Wilful damage to the vehicle; or• Driving the vehicle without permission.

Should an employee be found guilty of any of the above, the employer is entitled to deduct the loss, damage or excess from their weekly wage or monthly salary, providing that the deduction is not more than 30% of their net wage or salary. Loss of property or assetsThis provision excludes motor vehicles and deals with company property and assets. Here the Agreement provides that a formal investigation should take place and employees should be given the opportunity to state their defence in a disciplinary hearing. Should an employee be found guilty on a balance of probability of wilful damage or gross negligence to company property or assets, of either the employer or a customer, the employer is entitled to deduct the loss, damage or excess from their weekly wage or monthly salary, providing that the deduction is not more than 30% of their net wage or salary. Employees, and specifically MISA members, have a duty of good faith towards their employer. Accidents happen, but do ensure that it is not as a result of gross negligence, wilful damage or the like.

Protect yourself by following the simple guidelines set out in your company’s Vehicle Policy and keep to the traffic rules and regulations.

DON’T LET ‘CRASH BOOM BANG’ SINKBy Tiekie Mocke: Manager, MISA Legal Department.

Company cars need to be treated with respect. If not, you could find yourself in hot water before you can say ‘boom’!

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YOU

LEGAL

13 | MISAData

POOR PERFORMANCE VS MISCONDUCTBy Tiekie Mocke: Manager, MISA Legal Department.

Have you ever found yourself in the position where you feel you have tried everything to reach the targets set by your employer, but you have just not managed? Or have you ever been promoted into a position and found yourself unable to perform at the level expected of you? Is this poor performance or misconduct?

The LRA, Schedule 8 “Dismissals”, sets out the process to follow when an employee did try, but just could not. There are two processes, with item 8 addressing the process regarding poor performance while on probation and item 9 dealing with poor performance in general.

In essence, the main factors that need to be considered when an employee failed to reach a performance standard after trying, but just could not, are to determine whether:

• The employee was aware of the standard of performance required;• The employee was given a fair opportunity to meet the required performance standard; and• Dismissal was an appropriate sanction for not meeting the required performance standard.

The yardstick to measure performance or failure to perform and the process to follow after probation is detailed in item 8 (2-5). An employer has a duty to investigate the reasons for the failure to reach a performance standard and to show that an employee did receive appropriate evaluation; instruction; training; guidance or counselling; or a reasonable time to improve.

This process must not be followed in isolation and the employee must be actively involved in this process and cannot be dismissed unless provided with an opportunity to be heard.

Poor performance is simply when performance is not up to standard. There is a difference between poor performance and misconduct, as was clarified by the Labour Court in the issue of ZA One (Pty) Ltd t/a Naartjie Clothing v Goldman NO and others (2013) 34 ILJ 2347 (LC). The court held that the distinction between poor performance and misconduct (negligence) can be established by asking two simple questions. The first question is ‘Did the employee try but could not?’ and the second question is ‘Could the employee do it, but did not?’

To complicate matters further in the Retail Motor Industry, Original Equipment Manufacturers (OEMs) prescribe certain targets or required levels of service from franchise holders. Failure to comply with these OEM standards hold dire consequences, such as financial penalties or even the revocation of franchise licenses. While this is a different relationship to that of employer and employee, it may impact on the standards that employers set for employees.

Employers have the discretion to set certain standards, with profit in mind, by way of a commission structure or incentive structure. The key word being “discretion”.

It is important to note that employers do not have carte blanche to deal with employees as they wish, as legislation must give effect to the constitutional right to fair labour practice.

To ascertain whether an employee is performing poorly, the question that should be asked is, “did the employee try, but could not?”

LEGAL

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In a 2018 case where a group of cleaners were dismissed by their newly appointed supervisor after being charged with misconduct, including “poor performance”, their dismissal was held to be unfair as it was determined that although charged with misconduct, the real reason for dismissal was that of poor performance. The court held that the lack of any proper compliance with Items 8 and 9 of Schedule 8 meant the end of the matter for the one applicant, while the dismissal of the second and third respondents could not be justified.

Employers cannot simply find an employee “guilty” of poor performance and impose a sanction. Dealing with poor performance requires a process: employers must firstly determine what would be required to

resolve the poor performance and provide the employee with the required assistance and a reasonable opportunity to rectify their performance in meeting the required standards.

Take charge of your career and do remember that you have a right to speak up if there is anything in your work situation that is preventing you from performing. If in doubt, give MISA a call.

SEXUAL HARASSMENT AT WORK, WHAT CAN YOU DO?

WORKPLACE

15 | MISAData

By Thandeka Phiri: National Training Manager, MISA.

Employers have the responsibility of creating a safe working environment for all employees (whether permanent or temporary), service providers, visitors, and others.

Do not allow the harasser to make you feel as if you are overreacting, or make you doubt yourself or your observations about their actions or how you feel about their actions. Remain safe at all timesEnsure that you are never alone with the harasser, before or after working hours, behind closed doors or in secluded or isolated places. If you meet with the harasser, ensure and insist that the office door be kept open during the meeting. Inform someoneDo not suffer in silence. By talking about it, you may find others in a similar situation. Keep a recordKeep a record of the details of incidents (names, dates, places and the names of possible witnesses). Accurate details will strengthen your case when you report it or lay a complaint. Lay a complaintLay a complaint with the Human Resources department or management in line with your company’s Grievance Handling Policy or Procedure. By reporting the incident, management is obliged to investigate. Inform MISAContact MISA’s Legal Department for assistance if you are not comfortable raising the matter with your HR representative.

This can be achieved by implementing measures such as a practical and effective policy on sexual harassment, an effective disciplinary and grievance management policy and procedure, and raising awareness about sexual harassment and workplace rights. However, acting against sexual harassment is not the sole responsibility of management. Employees also have an important role to play. Speak upIf you witness incidents of sexual harassment against your colleagues, or anyone else, do not keep quiet, or adopt a “bury your head in the sand” approach by acting as if it did not happen. You need to inform management and the Human Resources department of any inappropriate activities in the workplace, even when these do not affect you directly. Offer and provide support to the affected person, as this may help them deal with the effects of harassment. If you are the victim of sexual harassment or sexual favouritism, you can stand up against the perpetrator by cautioning them that you do not approve of their behaviour or comments. Keeping quiet, ignoring the behaviour or laughing it off, may be taken as consent by the harasser.

DISABILITY

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Due to the sensitivities surrounding disability management, it became clear that employer organisations and employee representatives need to work together in providing effective solutions. For this reason, MISA and the RMI have partnered and sought the services of a reputable and skilled external service provider.

Phase I of the project was rolled out during the course of 2018, while the roll-out of Phase II and III is currently in progress. Sessions have already been presented in

Johannesburg, Mpumalanga, Pretoria and Cape Town with KwaZulu-Natal to follow in due course.

The awareness sessions are not only interactive and highly informative, but also create an environment conducive to disclosing disabilities. The sessions are highly beneficial to staff and management alike, with minimal disruption to the business.

For more information on this initiative, please contact MISA on (011) 678 6328 or email Thandeka Phiri on Thandeka.Phiri@ms.org.za.

WORKPLACE DISABILITY MANAGEMENT AWARENESS SESSIONSThe Retail Motor Industry Workplace Disability Management project, a partnership between MISA and the RMI, is a tangible expression of the commitment from both organisations towards embracing and celebrating inclusivity. The project is aimed at establishing a workplace environment where the differences of all employees – including those with disabilities – can be embraced.

THE RETAIL MOTOR INDUSTRY

In our industry, as in our country, there is room for transformation initiatives to improve and ensure inclusivity. This project provides effective and practical interventions to manage disabilities in the workplace, taking into account legislative requirements, dignity and confidentiality while removing barriers towards transformation.

We believe that true transformation can only be achieved if we are able

to break down the barriers of attitude within organisations and create

inclusive, disability-friendly environments where employees feel

comfortable enough to disclose their disabilities.

TOPICAL

17 | MISAData

#4IR: APPRENTICESHIPS, THE WAY TO GO

calls for these colleges to be properly skilled with quality educators who can provide the excellent training required.

Companies and industries also have a role to play, as they can offer apprenticeships to young women and men, who can qualify as artisans (welders, toolmakers, plumbers, electricians, etc.) or technicians in various sectors in order to help our country keep up with the 4IR train. But is this enough?

In South Africa, apprenticeships are not generally recognised as the optimal career choice. This, despite the desperate need for more highly qualified apprentices to narrow the skills gap, as highlighted by both the President and the Minister of Basic and Higher Education.

Apprenticeships provide valuable skills and pathways for young people into the world of work.

According to the 2018 Report on the World Economic Forum’s Readiness for the Future of Production, “While the ability to innovate is one of South Africa’s greatest strengths (as the country has a strong innovation culture and entrepreneurial activity is supported by a sophisticated financial sector), human capital remains the most pressing challenge in preparing for the future of production”.

Are we educating and training enough artisans, crafts and technical people to address our 4th Industrial Revolution (4IR) needs?

With the 4IR upon us, there will be heavy disruption to how work is done as there will be dramatic changes in the nature of how industries work, do business and the skills they require to be competitive.

This will impact all industries in terms of mobility, automation, digitisation, artificial intelligence, big data and many other new technologies which will create and decrease certain job categories.

Today’s technology means there are machines that can do the work of many people accurately while being predictable in carrying out those tasks and executing them at speed. With all of these new technologies, we urgently need to rethink our skills training and education.

We need to increase the interest in artisan careers again, and create tech-savvy artisans, traders and craftspeople that can add value to our industries. This means that we need to have a strong focus on vocational* education.

To do this, focus is gradually shifting from university education to Technical and Vocational Education and Training (TVET) colleges. We have seen government investing in these TVET colleges as well as increased

By Thandeka Phiri: National Training Manager, MISA.

The future of work for South Africa and Africa in the Fourth Industrial Revolution raises pressing questions about the skills gap that is already noticeable in many sectors and industries.

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For more information on the MISA benefits, visit www.misa.org.za.

There are many examples of South Africans’ strong innovation culture. Hendrick Chebanga and Vusimuzi Mbatha, who built helicopters using corrugated iron sheets and scrap metal, are excellent examples. Yet, as a country, we are still faced with a lack of the skills, knowledge, and experience needed to meet both the 4IR and South Africa’s economic requirements.

Employers can improve the quality of human capital by investing in their employees. MISA is playing its part by investing in the human capital of the retail motor industry through programmes such as the Study Assistance Benefit, Soft Skills Benefit as well as the Bursary for Children of MISA Members, offered to eligible members, based on the applicable terms and conditions.

If we all work towards embedding the 4IR in our society, our economy will grow and our people will be in a much more stable, sustainable place.

*Vocational education is education that prepares people to work as a

technician or in various jobs such as a trade or a craft. Vocational education

is sometimes referred to as career education or technical education.

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YOUNG WORKERS’ FORUM

MISA YOUNG WORKERS’ FORUM

INTRODUCING THE

The MISA Young Workers’ Forum was established in November 2013 focusing on members and potential members between the ages of 18 and 35 working within the retail motor sector.

• To assist youth in capacity development for the transition to adulthood.• To motivate civic engagement, democratic participation and social innovation and responsibility.

What we do

The main functions within the MISA Young Workers’ Forum are:

• Education and training (including soft skills).• Transition from school to work/entering the world of work.• Assistance in the workplace.• Forced labour.• Social responsibility.

For more information on the Young Workers’ Forum or to get involved, contact Felicity Toxopeus (National Secretary of the Young Workers’ Forum) on (011) 476 3920 or email Felicity.Toxopeus@ms.org.za.

The aim of the Young Workers’ Forum is to support the involvement of young people in their workplace and community, thus helping to empower them.

By reaching out and responding to their expectations and ideas, while cultivating useful and long-lasting skills by way of education and training, it is hoped that the participation of young workers can be encouraged.

Education is an essential building block in equipping an individual for future success. It is because of this that MISA firmly believes that the power of young workers lies in their ability and willingness to learn. Our objectives

• To increase young workers’ economic and financial independence and improve decision-making. • To address issues relating to youth, such as youth unemployment, entering the world of work and development of young workers.• To address access to education and training.• To assist youth to live above the expectations of society.• To establish social dialogue between MISA, young members and employers.• To address conditions of employment through collective negotiations (such as child care, social protection, etc.).• To identify obstacles in young workers joining MISA.

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ISUZU’S FOURTH BEST TECHNICIAN IN THE WORLDThinking on your feet, staying calm under pressure and applying months of training and practice. This was what Isuzu truck technician and MISA member, Miles Swanepoel, had to do to beat 64 other technicians from across the world in the recent Isuzu World Technical Competition in Japan.

MISA MEMBER FOCUS

MILES IS

Miles ended in fourth place overall in the individual I-1 Grand Prix’s Commercial Vehicle division of the competition. The top three positions were taken up by technicians from Japan (first), Indonesia (second) and Australia (third). The competition, which was hosted over two days, consisted of individual and team divisions with representatives from 32 participating countries. Miles, a technician at Isuzu Truck Centre Cape Town, says that even though he was hoping for a good position in the individual competition, he wasn’t sure where he would end up as the level of the competition is very high and is raised even further each year. “As a team, we had to work on a power steering box and individually we had to solve problems on a stationary truck, each one with the same fault. In the individual competition we had to carry out the 50-point inspection to identify six faults on the truck, which is a complete vehicle inspection.

“We had three minutes to strategise individually without our coach and 17 minutes to apply the practical work individually,” he says. Miles, who has 17 years’ experience in the industry, has spent the last ten years at Isuzu Truck Centre in Cape Town, where he also started his career as an apprentice in 2000.

Miles says he would recommend the competition to all Isuzu technicians because of the four months of intensive training and preparation work ahead of the competition.

“It helped me to gain valuable information that I use in my work. You learn so much and challenge yourself. Even though I have worked on other trucks that belong to our customers, I prefer the tough Isuzu models – it is the best truck option on the market.” Miles was also part of the Isuzu team that ended in sixth place overall in the same competition. “The level of expertise gets higher and higher every year. The theoretical test was particularly challenging, as you need to know everything about the vehicles – from bumper to bumper. The judges were very procedure-orientated and wanted you to follow the manual step-by-step.” It was the 13th year that Isuzu Motors Limited hosted the I-1 Grand Prix to honour top service staff and technicians from all over the world and give them an opportunity to compete against each other by testing their technical skills and expertise and elevating their service skills levels.

Miles would like to thank Isuzu Motors South Africa for the level of training the company provides and has praised team coach, Steven Smith, for the continuous technical support and guidance during the competition.

Today’s workforce is one of the most diverse ever in terms of values, ambitions, views, mindsets, demographics, and generations.

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THE MILLENNIAL WORKFORCE, A BUSINESS IMPERATIVE

ENGAGING AND MANAGING

By Leesha Koobair: Strategy and Development Specialist, MISA.

“one-size-fits-all” approach to engaging employees across generations.

Millennials seek work-life balance, opportunities for career growth, prefer collaborative group-based work, and find remote work and flexible hours appealing. They expect coaching and immediate feedback in the workplace. They tend to stagnate when presented with work that is not challenging and meaningful. As a result, they become disengaged, making them more likely to resign.

Having grown up with mobile phones, they rely on digital communication tools and platforms. Their affinity for technology has allowed them to learn quickly and apply digital solutions to everyday work problems. Therefore, managers need to consider generational differences within organisations, and adopt management skills and behaviours to match the individual personalities of millennial employees.

Managers who are aware of the growth needs of millennials and embrace the challenges of an ever-changing environment will be able to attract, engage and retain the new generation workforce, thereby giving organisations a competitive advantage over their counterparts.

A study conducted by Gallup in 2016 revealed that the younger generation, referred to as millennials, currently comprises 38 percent of the global workforce and is expected to reach 75 percent by 2025.

The growing influx of millennials (born between 1982 and 1999) into the workplace is largely attributed to the retirement of baby boomers (born between 1946 and 1964). Employees of the millennial generation hold vastly different views and perceptions to prior generations.

Therefore, it has become more challenging for managers, as the generational gap between millennials and their older counterparts is becoming increasingly bigger. Employers and managers need to better understand how the work values of the younger generation differ from that of the generations before them.

Generational differences in work valuesThe huge differences in the multigenerational workforce is shifting the balance of power from the employer to the employee. The paradigm shift is forcing organisations to re-evaluate and adapt their management practices to the new dynamic workforce. To embrace the millennial workforce, organisations are reinventing their human resource strategies, offering improved work-life balance, career development programmes, flexible working hours, and more collaborative ways of working. The changing world of work requires businesses to adapt and adopt new ways of engaging and managing younger workers.

Cultivating an engaged environmentEmployers need to recognise that there is no

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MISA LOCATIONS

MISA is a registered trade union in the retail motor sector (LR2/6/2/1226). MISA is affiliated to the Federation of Unions of South Africa (FEDUSA), a politically non-aligned trade union federation representing its members at national and international level.

• The Protection and Advancement of our members’ interests• Benefits offering value for money • Service of the highest order

MISA’S MISSION

HEAD OFFICE

t (011) 476-3920 | f (011) 678-4537 | info@ms.org.za201 MISA Centre, 12 Fir Drive, Northcliff Ext 2, Johannesburg, 2195 | P.O. Box 1604, Northcliff, 2115

NORTHERN/HIGHVELD

t (011) 678-6328 | f (011) 678-4112 | northern@ms.org.za205 MISA Centre, 12 Fir Drive, Northcliff Ext 2, Johannesburg, 2195 | P.O. Box 35784, Northcliff, 2115

WESTERN PROVINCE

t (021) 551-2822 | f (021) 551-2818 | wp@ms.org.za1st Floor, Suite 17 & 18, Millennium Business Park, Edison Way, Century Gate, Century City, Milnerton, 7441Postnet # 36, Private Bag X18, Milnerton, 7435

EASTERN CAPE

t (041) 364-0102 | f (041) 368-1114 | ep@ms.org.zaUnit 6, Moffett Business Centre, Restitution Avenue, Fairview, 6070 | P.O. Box 7548, Newton Park, 6055

KWAZULU-NATAL

t (031) 201-2710 | f (031) 571-0032 | natal@ms.org.za406 Strauss Daly Place, 41 Richefond Circle, Ridgeside, Umhlanga Ridge, Umhlanga, 4319P.O. Box 37574, Overport, 4067

FREE STATE/NORTHERN CAPE

t (051) 447-5339 | f (051) 447-2370 | fs@ms.org.za34 Second Avenue, Westdene, Bloemfontein, 9301 | P.O. Box 12445, Brandhof, 9324

WHERE TO FIND

MISA (MOTOR INDUSTRY STAFF ASSOCIATION)

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