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By April 2009, Hollard Insurance had been in Arcadia, its new building, for a little over three years. A key motive behind the move had been to draw all Hollard employees together, so as to sustain and reinforce a common culture and facilitate communication across business units
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Thomas Bowler, MD of Pipeco, reflected on what had been an eventful, but unsatisfactory, 12 months.
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Vodacom Customer Care provided an extensive training programme for new call centre employees.
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It was that time of year again: performance appraisal and salary review time. Nadia Strom, the new branch manager at the Pentlands branch of Barrows Bank, had one of her most difficult appraisals coming up the next day.
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In early 2006, Tikkun Consulting (Pty), a niche, public-sector focussed, legal consultancy was plunged into heated conflict when the firm’s co-director...
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By May 2006, Dr Trevor Fisher, the chief executive officer (CEO) of Kalafong Hospital (situated to the west of Pretoria and one of South Africa’s largest regional hospitals) was at his wits’ end over the staff shortages at the hospital.
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Nedcor Bank management considered the strategic re-positioning of the HR function at Nedcor, along the lines of a proposed new HR model for the bank.
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It was November 2006, just over a year since Shani Naidoo had taken up the position of HR director for the Foschini Group (FOS).
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Barbara Care, Human Resources Director of Stride Pharmaceuticals, invested considerable effort during the past few years...
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In August 2002, Matthew Thompson, head of the structured finance division at Rand Merchant Bank (RMB) faced an unusual dilemma.
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