Overview
Chapter 6 delineates the fundamental responsibilities and operational framework of Employment Equity committees and forums within organisations, incorporating the Kaizen principle of continuous improvement.
Objective
To establish clear guidelines for Employment Equity committee operations whilst providing practical frameworks for implementing and monitoring employment equity measures within organisations.
Purpose
To ensure Employment Equity committees understand their roles, responsibilities, and operational requirements whilst providing practical tools for effective implementation.
Chapter 6 begins by addressing the foundational question of what Employment Equity means in the workplace, acknowledging historical disparities resulting from apartheid and discriminatory practices. The chapter establishes that these disparities created such pronounced disadvantages that merely repealing discriminatory laws proves insufficient for achieving meaningful equality.
The book introduces the Kaizen principle as a methodological framework for implementing employment equity measures. This Japanese concept of continuous improvement, notably successful at Toyota, suggests that organisations can transform their workplaces through incremental 1% improvements over time. This approach proves particularly valuable for organisations facing financial, logistical, or other constraints that might otherwise impede transformation efforts.
The chapter proceeds to outline specific legal requirements for Employment Equity implementation. A crucial element is the appointment of an Employment Equity Manager, as mandated by Section 24 of the Act. This senior executive position carries significant responsibilities, including:
– Implementing Employment Equity Act requirements
– Drafting and adopting the organisation’s employment equity constitution
– Implementing election processes for forum representatives
– Ensuring confidentiality through appropriate agreements
– Providing necessary training to forum representatives
– Reporting barriers, disparities, and potential discrimination to management
The consultation process receives particular attention, with the chapter emphasising the importance of regular and meaningful engagement with stakeholders. The book outlines specific requirements for consultation, including:
– Regular consultation with the Workforce Employment Equity Forum
– Consultation before preparing and submitting statutory reports
– Conducting quarterly meetings during office hours
– Maintaining comprehensive records of all consultations
– Monitoring compliance with numerical goals and targets
– Involvement in recruitment processes
– Participation in exit interviews
The workplace and workforce analysis section provides detailed guidance on conducting comprehensive assessments using the EEA12 framework. This analysis must verify the absence of discriminatory barriers across various organisational aspects, including:
– Documentation and record-keeping
– Workplace and operational environment
– Organisational practices
– Policies and procedures
– Job analysis, occupational levels, and remuneration
The chapter emphasises the importance of developing and implementing effective dispute resolution procedures before completing the employment equity plan. This proactive approach ensures mechanisms exist for addressing potential conflicts or disagreements during implementation.
Particular attention is paid to the monitoring and evaluation of affirmative action measures. The chapter stipulates that Employment Equity Forums must prepare detailed schedules outlining how, when, and who is responsible for implementing various measures. This systematic approach ensures accountability and enables effective progress tracking.
The book acknowledges the challenges of implementation, providing practical guidance on addressing potential barriers and resistance to change. It emphasises the importance of maintaining open communication channels and ensuring all stakeholders understand both the requirements and benefits of employment equity implementation.
The chapter concludes with a competence assessment framework, requiring practitioners to identify unimplemented sections of the Act within their departments and develop implementation schedules. This practical approach ensures theoretical understanding translates into actionable implementation plans.
Throughout the chapter, emphasis is placed on the practical application of employment equity principles, with particular attention to the Kaizen approach of continuous, incremental improvement. This methodology proves especially valuable for organisations that might find comprehensive immediate changes challenging or impractical.
The chapter successfully combines theoretical understanding with practical implementation guidance, providing Employment Equity committees with the tools and frameworks necessary for effective operation. Its emphasis on continuous improvement, combined with clear delineation of responsibilities and requirements, creates a comprehensive guide for employment equity implementation at the committee level.
Read more: Chapter 7
Implementing Employment Equity. Available on paperback
