As big data, blockchain and the Internet of Things continues to change the way data and information is verified and shared, payroll management software will be able to increasingly position itself as a personal data authority across a variety of sectors, says Cathie Webb, executive at the South African Payroll Association.
 
“People need proof of income for a variety of purchases, ranging from buying a television or car to taking out a cell phone contract, a home loan application, or a lease on an apartment. Institutions usually require a series of recent pay slips, which can be an administrative hassle in terms of retrieving and printing seeing as most pay slips are delivered electronically these days,” says Webb.
 
She notes that adding to the frustration on a company or loan institution’s side, is the fact that these documents can be manipulated by consumers if they want to take on debt or purchase a product that they don’t really qualify for in terms of their income.
 
“One way that payroll management software can solve this problem is by being the middleman between consumers and companies who require proof of income. Instead of a consumer having to print out a series of pay slips to gain access to a loan agreement or goods, the payroll management software company could speed up the process by acting as a central information depository,” Webb points out.
 
Protecting privacy rights
While this is still an emerging reality, there are companies who are in the early stages of developing functionalities and features around privacy protection. Two significant hurdles that will have to be overcome and managed is changing the way that institutions request and verify private information from consumers, as well as managing how this type of information affects people’s right to privacy.
 
“While most consumers will agree, at least in principle, with the idea of not having to print out pay slips for everything, South Africa needs a more rigorous ombudsman to deal with any potential issues that may arise from an industry overhaul such as this. For example, if you feel that your personal data security has been threatened, where do you report it and what process do you need to follow?” says Webb.
 
The information that gets shared may not be as personal as your monthly salary, but small breaches of privacy may leave consumers exposed and this is something that will have to be considered ahead of time
 
People are still reckless in terms of agreeing to applications and third parties having access to information on their phones. Every time we agree to terms of service, we are giving away our rights to privacy.
 
“Companies’ Payroll departments have access to a lot of employee related personal information and they have a legal obligation to protect their employees’ information thanks to the POPIA (Protection of Personal Information Act). These responsibilities need to be carefully managed when it comes to sharing information in new ways that can improve lives, because data security will remain a risk,” Webb concludes.
 
ENDS

MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za  
 
For more information on SAPA please visit:
Website: http://www.sapayroll.co.za/
Twitter: @SAPayroll
LinkedIn: The South African Payroll Association

The payroll professional has access to a vast repository of knowledge that can fundamentally change how employees engage with their income and the organisation.
 
While the payroll expert may innately understand how tax, medical aid and budgets fluctuate, for the employee this can be a number-filled minefield that makes little sense. By sharing knowledge and insight, the payroll practitioner could transform how employees feel valued by their organisation.
 
“People’s crises are often financial,” explains Cathie Webb, executive at the South African Payroll Association (SAPA). “They want to know why medical has gone up by 10% when their salary has only risen by a consumer price index related 5%, how to balance their budget, and how taxes impact on their finances.
 
Not all employees understand why they are taxed, who is responsible for the rules around taxation, and what impact this has on their daily lives.  Payroll should take on the role of educating and supporting employees, providing them with insight into new regulations and price hikes and how these will affect them in the future.”
 
By using foresight and planning, payroll can deliver relevant and timely advice to employees. Not when the changes hit, but in advance so everyone has time to prepare.
 
Proactive payroll pays off
“Share your knowledge through group sessions where you educate and inform people, not just one on one sessions that eat into your time,” adds Webb. “Use events such as National Payroll Week (every September!) to let people know what you do and why your expertise is invaluable.”
 
Many payroll practitioners find the idea of preparing regular training sessions outside their comfort zone, but these can really make a difference in how they engage with employees. In instances where the organisation is spread out across various branches, often those in the outlying areas have no idea what is going on. This is where payroll can shine.
 
“Payroll is the business internal shop window,” says Webb. “The information that comes out of payroll tells people a lot about how much the business cares about them. By proactively disseminating information from head office, payroll can show employees how much their needs are valued.”
 
If employees are battling with savings or budgets, perhaps introduce a savings scheme which they can access in December or when their main school fees are due. It’s an easy thing for payroll to do and it adds so much value. Another idea could be to implement a solution such as a debit card that doesn’t need each employee to FICA, but allows them to keep their cash secure.
 
“Look at how you are presenting your pay information to your employees as your payslip alone can add inordinate value,” says Webb. “Don’t have employees wait a week after payday to receive their payslip.  Consider sending an SMS to let them know they have been paid. Ensure that people are paid at the same time every month – it’s unfair to shift dates and times when they are relying on their funds.”
 
It says a lot about a company if its staff aren’t paid promptly or regularly.  Things can go wrong, though, and if they do, payroll can be the light that shines on the problem, giving people plenty of warning, explaining what has happened and giving clear timing as to when it will be resolved. Communication around payment failures is crucial and payroll should lead the charge.
 
“Finally, it is worth giving the ideas employees bring to payroll some thought, and proactively approaching management if they have value. Remember that a small thing can make a big difference to employees and their morale,” concludes Webb.
 
ENDS
 
MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za  
 
For more information on SAPA please visit:
Website: http://www.sapayroll.co.za/
Twitter: @SAPayroll
LinkedIn: The South African Payroll Association

Artificial intelligence (AI) is one of the many digital disruptions that is affecting all parts of business and it poses unique opportunities and risks to the local payroll sector, says Lavine Haripersad, vice chairman of the South African Payroll Association (SAPA).

In America over 550 start-ups raised around $5-billion in funding to incorporate AI as a core component of their services in 2016. In the same year, around £1 billion was invested in AI firms in the United Kingdom, with the expectation that the industry will be able to boost the UK’s economy by over £230 billion in the next 12 years.

“With increased app-based capabilities as well as vibrant systems, contemporary staff members are more used to getting personalised, on-demand communication and feedback. Not only is today’s workforce more likely to use self-regulating technologies, but HR teams are getting smaller and they must meet increasing demands from the business,” says Haripersad.

How AI can enhance the HR environment
While the idea of AI in payroll systems is still relatively new, the payroll sector needs to be adaptive towards the benefits that it can pose for companies, employees as well as payroll staff. Haripersad says that when incorporated ethically and in smart ways, AI can vastly improve payroll processes and enhance the working experience for all levels of employees.

AI involves the coordination, handling and processing of large amounts of data. One way that this can be incorporated into payroll systems is by creating AI ‘chatbots’ that can engage with employees.

“If an employee receives their monthly salary slip, for example, and sees that the amount of tax they are paying this month is higher than the amount of tax they paid in a previous month and they want to know why this is the case, an AI ‘chatbot’ can use pre-programmed knowledge and resources to answer an employee’s query effectively. Employee queries regarding payslips are a frequent occurrence in any HR department, so this can greatly alleviate the pressure on HR staff if it is set up correctly,” says Haripersad.

Personalised, digitised guidance
Another way that AI can help is in terms of decision making processes, such as helping employees with their choice of medical aid and retirement fund options. Many large companies offer their staff medical aid options as well as retirement plans based on their risk profiles, need for saving and income levels.

“An AI program can help an employee navigate their options by assessing their personal information and risk profiles. Retirement fund options and the associated levels of savings and investment risks can similarly be programmed in such a way that an employee gets suggestions that truly match their needs,” says Haripersad.

AI offers much more than regurgitating information; the deep learning capabilities brings a deeper level of analysis to the type of processing that can be provided at different levels.

​Haripersad notes that ethics and privacy issues will remain a top priority in any system that incorporates AI. However, we need to remain open to how it can enhance our lives and the lives of employees.

ENDS

MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za  
 
For more information on SAPA please visit:
Website: http://www.sapayroll.co.za/
Twitter: @SAPayroll
LinkedIn: The South African Payroll Association

Technology is changing and so is payroll software. While the advancements in payroll systems come with several benefits, these systems could also be exposing employers and their employees to online security threats, says Arlene Leggat, Director at the South African Payroll Association (SAPA).

“In the past, Human Resources and Payroll personnel would be the ones processing everything from timesheets to leave forms. If an employee’s banking details changed, they would need to notify the appropriate Payroll administrator to make sure their salary makes its way to the correct bank account. The next generation of payroll software has made it possible for employees to manage many of these tasks themselves,” says Leggat.

More sensitive information transferred electronically
Tasks that usually required paper trails and approvals, such as travelling allowances and overtime claims, can now be processed online, which leads to an increased amount of personal information being shared via web portals.

“As a Payroll company or a Payroll department, you will have a lot of employee related personal information at your fingertips. The more open and accessible your payroll system is, the more attention you need to be paying to things like firewalls, internet security, cyber threats and general information technology safety,” says Leggat.

Employers legally obliged to protect employees’ privacy
Employers now also have a legal obligation to protect their employees’ information thanks to the POPIA (Protection of Personal Information Act).  This legislation sets conditions for how personal information can lawfully be processed; it has been signed by the President and is now the law.

“Companies are responsible for making sure they are complying with this Act. It’s not only companies in the Financial Services and Healthcare sectors which need to understand their rights and responsibilities regarding personal information processing – any company who uses online payroll processing has to make sure they are protecting their people from harm as well as protecting their right to privacy,” says Leggat.

​International companies have an extra set of privacy concerns to deal with on top of the POPI Act. The GDPR (General Data Protection Regulation) was adopted by the European Parliament in early 2016 and while many of the stipulations are similar, a business will need to comply with both acts if they are transferring personnel and payroll data across borders.

“A company in South Africa may be outsourcing their Payroll function to their European counterpart. In this case, they would need to comply with both the GDPR and POPIA legislation. They are different flavours of data protection laws, but it could be necessary for you to tweak your Payroll processing strategy so that you have a global view and comply with what is common among them,” says Leggat.

Be future-ready
People are already wary of sharing their personal information, cell phone numbers, credit card numbers and addresses online. Having a future ready Payroll software solution can make your business more efficient, but it’s an employer’s responsibility to make sure that their employees are comfortable using it as well.

​“Companies need to take data protection seriously and their staff needs to know that their privacy is a top concern if you want widespread uptake in these systems,” concludes Leggat.

ENDS
 
MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za  
 
For more information on SAPA please visit:
Website: http://www.sapayroll.co.za/
Twitter: @SAPayroll
LinkedIn: The South African Payroll Association

 In reviewing the South African Reserve Bank (SARB) and National Treasury’s joint consultation paper for regulatory proposals on payroll deductions, Arlene Leggat, an executive of the South African Payroll Association (SAPA) has suggested that limiting voluntary deductions would be the preferred route to follow.
 
The recently released document also posits two other mutually exclusive options for dealing with SARB’s concerns about the increase in the number of entities offering voluntary payroll deduction services. These include disallowing voluntary deductions completely or allowing unrestricted voluntary deductions with non-preferential treatment of creditors.
 
Regardless of the option adopted, certain basic requirements will apply. These include an authenticated mandate from the employee; no more than 25% of an employee’s salary being committed to deductions of any kind; statutory and legal deductions taking priority over voluntary deductions; and employers not being obliged to provide payroll deduction services for voluntary deductions.
 
However, Leggat affirms that the payroll function should be dedicated to the payment of employee salaries and earnings, and little else. “Although payroll is obliged to make statutory deductions required by law, it shouldn’t be reduced to a debt collection service,” she says.

What are voluntary payroll deductions?
Employers may be enticed by a financial services provider to offer products, like funeral plans, at a discounted rate to staff, or to collect amounts such as loan repayments, on its behalf. However, these voluntary deductions are made by the payroll department before a worker is paid and therefore fall outside the regulated financial system that comes into effect after income has been deposited into employees’ bank accounts. This is permitted by law provided an employee agrees to the deduction.
 
SARB worries that this lack of regulation exposes over-indebted workers to higher financial risk, creates the opportunity for financial crime, and gives preference to one vendor over another, fostering anti-competitiveness. Even creditors who have obtained a court order for recovery of debt are given lower priority than those enjoying payroll deductions.

SAPA’s stance
In her response, Leggat says that “since medical aid and pension are essentially voluntary, the first option would rob workers of typically accepted benefits.”
 
She also rejects the third option outright. “It’s completely unacceptable from a payroll perspective. With the sheer number of providers and services available, each with its own instructions, payroll would sink into administrative chaos.” For example, if an employer fails to deduct the correct amount for a life insurance policy and the employee subsequently dies, who will be held liable if the service provider refuses to pay out? “Now multiply this by a hundred and imagine the sheer pressure payroll will face to get each deduction just right.”
 
Ultimately, Leggat admonishes organisations to protect the integrity of the payroll function. “Payroll is meant for payroll,” she says. “Don’t overload it with alternative duties at the cost of good service.” Finally, Leggat warns that any option adopted by SARB will have a massive impact on how payroll departments are run, what resources are required, and the benefits employers decide to offer.
 
SARB has invited the public to submit their comments on the proposed remedies by 30 April 2018.
 
ENDS
 
MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za 
 
For more information on SAPA please visit:
Website: http://www.sapayroll.co.za/
Twitter: @SAPayroll
LinkedIn: The South African Payroll Association

During the recent Budget Speech, former Finance Minister Malusi Gigaba announced that an additional R4.2-billion has been allocated to National Health Insurance (NHI) over the medium term. Cathie Webb, executive at the South Africa Payroll Association, questions what has been done with the money that has already been allocated to the plan and how will the new funds will be used.

“The NHI isn’t operational and government still has a way to go before it will come into effect. As the NHI seems still to be in a conceptual and planning phase, it’s time to question what infrastructure is being implemented – even if this infrastructure is only in administrative terms – to bring the programme to life,” says Webb.

The NHI funding gap
An additional R700-million has been set aside for the NHI for the 2018/19 period, R1.4-billion for the 2019.20 period and R2.1-billion for the 2020/21 period – all to be funded through amendments to the medical tax subsidy. These funds, however, are far from what the NHI will cost.

A White Paper by economics consultancy Econex estimates that the cost of healthcare under the NHI by 2025 will be R256-billion, which is almost as large as the estimated revenue collected from South Africans in the 2015/16 fiscal year. The White Paper also estimates that the NHI expenditure in the 2020/2021 will be R185-billion.

“The cost projections of the NHI leaves massive funding gaps, making it hard to envision how the plan will be rolled out and how government will be able to pay for a national health care initiative. Even if the money somehow materialised, how exactly the NHI is going to work remains vague. Adding money to a system that isn’t working now won’t solve the problem,” says Webb.

Will our hospitals be adequate?
Many existing public hospitals are understaffed and there is an underinvestment in key medical infrastructure and equipment. With the goal of making a package of essential healthcare free to all citizens, the Department of Health will not only have financial concerns, but also operational concerns about how they are going to provide healthcare to the masses.

“The NHI has very high, noble ideals, namely that everyone should have access to quality healthcare and that this care should be free, equitable and efficient. If the current general hospitals can’t meet these needs now, what will happen when millions of people are added to the mix?” asks Webb.

National healthcare schemes where essential healthcare is free to citizens isn’t uncommon, but it’s not necessarily working in other parts of the world. In Britain, for example, government is currently looking at alternatives to their universal healthcare plan, is riddled with challenges including hours-long waits in the emergency unit, patients being treated in corridors during intense flu season and cancelled elective surgeries.

“Perhaps a starting point to ensuring that citizens have access to medical care would be to insist that every business ensure that their employees are covered by a medical aid.  A country’s ability to supply care is rarely able to meet the demand of its citizens. In South Africa, where the population is growing faster than we can fund and where approximately two-thirds of the country’s revenue is already being allocated to social security matters, we need to question whether this is the right option for South Africa and be realistic about the funding that it will require,” concludes Webb.
​
ENDS

MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za  
 
For more information on SAPA please visit:
Website: http://www.sapayroll.co.za/
Twitter: @SAPayroll
LinkedIn: The South African Payroll Association

Flexi time, home based jobs and remote workforces are a growing trend in South African businesses. While this type of flexibility is a selling point for employers and something that workers are actively seeking out, companies also need to consider how this can change the way they manage their payrolls, says Arlene Leggat, Executive at the South African Payroll Association (SAPA).

“Like elsewhere in the world, the way in which we work is changing. People want a better work-life balance and they want to be able to work how, where and when they like. An increasing number of South African businesses are accommodating these needs not only to attract and retain talent, but out of necessity,” says Leggat.

The 2017 TomTom Traffic Index showed that cities such as Cape Town and Johannesburg are the most congested cities in the country and people lose days and possibly weeks each year due the time they spend in their cars travelling to and from work. This congestion also has a broader impact on the economy. According to former Johannesburg mayor, Parks Tau, the economic impact that results from congestion in South Africa is over R1-billion per year.

“Spending hours in traffic each day, whether travelling in one’s own vehicle or using public transport, is not conducive to having a good work-life balance and it’s not helping a company’s bottom line or the South African economy. The technology that we have at our disposal, such as smartphones and internet connectivity at home, means that for many roles it’s no longer necessary to work from an office every day,” says Leggat.

Switching to output-based deliverables
One way that a remote workforce impacts payroll is through the lack of work time indicators that have traditionally been drawn from access control and/ or time and attendance systems. If a company relies on security systems to track the movement of staff to determine their remuneration, then they may need to consider other ways of measuring a person’s output.

“A business that wants to enable a remote workforce can’t function as a clock watching shop. Employers need to not only be more trusting and open minded for this to work, but they will need to restructure many employees’ roles so that their remuneration is based on Key Performance Indicators and output as opposed to time spent on the premises,” says Leggat.

A solution that companies can consider is to enforce ‘core business hours’ for all employees, regardless of where they are based. A company could, for example, make their core business hours from 9am and 2pm and office-based as well as home-based workers are required to be online and available for meetings and calls during these times.

Trust, responsibility and accountability is key
Before overhauling your business structure to include remote working, companies need to fully understand how they are going to assess employees’ output and time-based work.

​“There are ways to track the time a person spent on a company’s network or systems, but instead of policing people, it’s better to create a trusting relationship with employees so that responsibility and accountability issues are understood and ironed out from the beginning,” concludes Leggat.

ENDS

MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za  
 
For more information on SAPA please visit:
Website: http://www.sapayroll.co.za/
Twitter: @SAPayroll
LinkedIn: The South African Payroll Association

Everyone wants to know how they can grow their salary, how they can take their increase above the standard percentage point and take home more for their hard work. Fortunately, there are steps that anyone can follow that will help them to grow their salary and their value.
 
“Your first step is to know your value and believe in yourself,” says Lavine Haripersad, Payroll Manager, South African Payroll Association (SAPA). “If you walk into a meeting to negotiate your salary and you’re vague on your value, then things are unlikely to change. If you’re confident and recognise how you contribute to the business, then you are more likely to negotiate with confidence.”
 
Have a clear understanding of your job requirements and what is expected of you. Things are always changing, in every profession, and those who keep abreast of the latest trends and technology, who are constantly updating their knowledge will be in a strong position when looking to negotiate a raise.  Build a network of peers, expand your understanding of your role and develop your skills.
 
“This will make a huge difference in how you can negotiate,” says Haripersad. “It is further supported by going the extra mile. Hard work does pay so if your standard increase is 7% and you are angling for a 9% increase, then you can’t be a 9-5 person. Ensure that you achieve performance scores beyond what is expected of you.”
 
Show your value
In fact, by consistently overachieving on your KPIs, you are placing yourself in a very strong position as an employee. However, you also need to let the business know that you are a high achiever and that you are adding value to the business. It is important to showcase your work, to let management see how you are performing and to make yourself an indispensable resource.
 
“You almost want to ensure that your company is now working to keep you happy,” says Haripersad. “Put your hand up, accept challenges and expand your role. Be the person who is visibly making an effort to be a part of the company.”
 
Before moving into any salary negotiation, you also need to do your research. Find out what your role is worth on the market and what the salary benchmark is. There are different levels of benchmark, so you need to do all the right things to negotiate and earn at the upper level.
 
Be willing to grow
“Know your strengths and your weaknesses too, and be receptive to criticism,” adds Haripersad. “Show how you are working to grow yourself and to make all the right changes. Look for ways to work smarter and be sure to share your knowledge.  Use feedback to build a strong relationship with your manager and an open line of communication. If you talk to your manager and make his or her life easier, they will see your value to them as well.”
 
Finally, be unique. Don’t be the run-of-the-mill employee, be the person who stands out and makes a positive and constructive difference. This doesn’t mean vibrant feathered hats; rather a focus on doing the best you can while ensuring that people know you are there and willing to do your job. By immersing yourself in the culture and future of your company, you will be in a strong position to grow your salary that important extra percent.
 
ENDS

MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za  
 
For more information on SAPA please visit:
Website: http://www.sapayroll.co.za/
Twitter: @SAPayroll
LinkedIn: The South African Payroll Association

There used to be a stigma attached to those who hop from job to job, raising their salaries and expectations along with their restless move from organisation to organisation. Considered flighty and a risk to the company, job hoppers were perceived as less reliable than those who set down roots and reputation.
 
However, the millennial generation sees job hopping as leaping towards new opportunities, and research is showing that they aren’t “flaky escapees”, but stronger recruits because of this trend. Still, whether flaky and fanciable or building a serious career trajectory, job hoppers of any age should keep their financial future and security top of mind.
 
“Job hopping can be a double-edged sword and it is important to consider factors such as UIF, savings and pension as you move,” advises Arlene Leggat, Director, South African Payroll Association.
 
UIF stands for the Unemployment Insurance Fund and it is an emergency savings account designed to support individuals when they are between jobs and battling to find work. If job hoppers tap into these funds while they look for the next big thing, then they are running the risk of not having a safety net in times of real hardship.
 
“UIF works on a credit basis,” adds Leggat. “The more you contribute, the more credits you build. If you are unemployed you can claim those credits, but ideally you should save them for a real emergency.”
 
A professional stance
It is also worth remembering that many organisations still work on a ‘last in, first out’ policy when times are tough and retrenchments are in the pipeline. Job hoppers are more likely to be in the firing line and their short time at the company will mean a small severance pay and financial risk.
 
“Another consideration is your pension,” says Leggat. “If you take out one third of your pension every time you leave a job, that’s money you are lopping off your retirement package. Many of the younger generation of job hoppers don’t think about this and it is important. Keep that that money sitting there and growing until you hit retirement age rather than spending it on a new car when you change jobs.”
 
To ensure your pension remains stable, never take the funds out when moving company unless you absolutely must. Then open a preservation fund that can move with you – transfer your pension from one company policy to the next, but use the interest gained in the preservation fund to bolster it.
 
Leggat also advises that you have at least six months of salary put aside before job hopping. If you are retrenched with one week’s salary, you will then have something substantial to support you. She also recommends putting a percentage of your salary into a savings fund each month.
 
“It doesn’t have to be a massive amount, around 7-10% of your gross income,” she concludes. “You then have a nest egg to keep you going when times get tough. Rather follow this strategy than tap into your pension or UIF as those funds are vital for your long-term financial security.”
 
ENDS

MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za  
 
For more information on SAPA please visit:
Website: http://www.sapayroll.co.za/
Twitter: @SAPayroll
LinkedIn: The South African Payroll Association

The year is off to a brisk start, with many people feeling refreshed after the holidays and promising themselves that they will maintain a better work-life balance in the new year. But is it really possible in this day and age?
 
Cathie Webb, director at the South African Payroll Association (SAPA), says people talk about work-life balance as if one can interchange the one with the other without any issue. “I do not think that is as achievable as we would like it to be.”
 
Understand your purpose
People have to take responsibilities for their roles in a business, and they should understand that they are employed for a purpose. People also need to know where they fit in to the organisation that they work for, and why they are important for the business.
 
“In many instances people understand what their jobs are, but they don’t understand why it is integral to the success of the business,” says Webb. There are very few businesses who have “reserves” to fill in the gaps when people are not available, or when they are not doing what they are supposed to do.
 
The South African reality
Many South Africans have to commute extraordinary distances between their home and workplaces, especially when dependent on public transport. Increased traffic and deteriorating roads mean that an eight to five job may take many more hours out of one’s day than the time actually at work.
 
People who tend to have a more balanced work and private life are those who generally work in isolation and who do not have to keep regular office hours. Even if a company allows for more flexibility – where people can start earlier and finish earlier or the other way around – there is an added level of complexity as soon as the job is “customer facing” or the employee is part of a team.
 
Webb stresses the importance of honest and open communication at work and at home. “It is important for employees to be honest about challenges they may be facing at home. They must be equally honest at home about challenges they are facing at work.”
 
Signs of imbalance
Webb says people start working longer hours to get tasks done, or they tend to come in a bit later than they should in the mornings. Managers who have smaller teams will be able to pick up on signs that the balance between work and private life is affected. “Make time to meet with your team regularly. It does not have to be a lengthy meeting with everyone weekly, but you need to meet often enough to understand what is happening in their lives.”
 
Webb says if someone has issues at home which affect performance at work, one should try to find workable solutions for the company and the employee who is trying to keep all the balls in the air.  For example, time given off formally to deal with a specific issue, rather than “stolen” hours having to be taken randomly through a work day, may mean much to an employee under pressure.
 
Statistics provided by the South African Revenue Service and National Treasury indicate that 2,744 taxpayers worked over-time in 2013 compared to 656 in 2016. The income from overtime dropped from a combined R33m to R14m during the same time.
 
There is no underlying information to these stats, and the reduction may be due to the economic requirement for businesses to reduce overtime spend.  But, Webb says, it may signify an increased awareness on the part of employers that people need “me time” too, even in a pressurised economy.
 
Stock responses
When people are asked how they are, most tend to give the “stock response” of Fine, Hectic or Does not help to complain. Many of these responses become a habit. People should learn to check their habitual response to this question, and ask themselves why they use them.  Managers equally have to pay attention to why people respond the way they do.  If someone is always genuinely hectic, there is something wrong, somewhere.
 
“We are responsible for the way we think about ourselves. We can make ourselves feel more positive about ourselves and our day, as well as making others feel more optimistic.”
 
The key
Webb says the balance comes from being “fully present” when you are at work. People have to be committed to the tasks they need to fulfil. “You need to find a way to switch-off when you are on your way home so that you can also be fully present at home.”
 
She says the importance of spending time with the family over dinner (not in front of the television) should never be underestimated. If you need to put in extra time at home, at least spent time during dinner to catch up on the day.

ENDS

MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za  
 
For more information on SAPA please visit:
Website: http://www.sapayroll.co.za/
Twitter: @SAPayroll
LinkedIn: The South African Payroll Associatio