Valuable and Purposefully Giving this Social Development Month | Pay It Forward | The Love Trust | #ebizradio

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This October we commemorate South Africa’s commitment to caring for the most vulnerable in our society and hope to encourage others to participate in giving back to communities. In the wake of the Covid-19 pandemic which saw many NPO’s close their doors, and millions left unemployed, help is now needed more than ever.

A 2019 report done by Nedbank, the Giving Report IV surveyed the giving practices of high-net-worth individuals (HNWI) in South Africa in the year 2018. The report showed that although fewer HNWI were giving back to the community, those who were willing to donate before are giving even more now—more in terms of value in time. They were also more invested in terms of if their giving achieved its purpose and if there were other ways to become involved in the lives of the receivers. In addition, the report recorded that these HNWI were more thoughtful about where their money would make the most impact. Of the surveyed HNWIs, one-third of the givers had a planned budget and strategy for giving, and larger givers had a formalised approached.

The biggest supported causes were social and community development, along with religious institutions, and non-profits remaining the most supported type of beneficiary. Which shouldn’t surprise us as Iolanda Ruggiero, Managing Executive: Nedbank Wealth, points out. “Our non-profit organisations (NPOs) fulfil an important and invaluable role in our society, so it is vital for donors to work even more closely with each other to coordinate their efforts and compound the positive impact of their giving.”

This is something that seemed to resonate with givers as relationships with beneficiaries were predominantly long term. She says that “just over half of givers supported most of their beneficiaries for more than five years, while 21% had been supporting them for their entire lives.”

But how are these beneficiaries being chosen? The report highlighted five main reasons why these HNWI chose to give:

  1. They held religious beliefs.
  2. They cared about the cause.
  3. They wanted to make a difference.
  4. They were motivated by a family tradition of giving.
  5. They wanted to give something back to the community.

This feeds into the most popular channels givers use for identifying organisations: religious organisations, personal or family involvement, and their network of friends and peers. For example, when the decision was made to give “family members were the most likely to be consulted when making decisions about to whom to give to.”

Also importantly, how do we encourage others to give when they didn’t before? The report found that the most common reason for not giving in 2018 was that respondents were ‘not in a financial position yet’. However, “three-quarters of non-givers reported that they would consider becoming givers in the future were they to receive a direct request from a friend, family, NPO, or a charity, or in the case of a national disaster.”

These trends were highlighted and accelerated during the pandemic as noticed by The Love Trust. They saw some of their donors having to regrettably withdraw their support (due to the harsh financial crisis accelerated by the pandemic), but many of their longstanding and some new supports gave even more generously with long-term commitments. This allowed the NPO to not only survive the storm but flourish.

The Love Trust stands as a shining example of what can be achieved when donors and their beneficiaries build meaningful relationships. By leveraging our strengths, we can help others stand on their feet and move our nation forward.

About The Love TrustOur purpose

  • Founded in 2009, we are a South African not for profit organisation (NPO) with a vision to nurture future generations of servant leaders.
  • Providing vulnerable children with quality Christian education and social care that includes academic excellence, spiritual strength and moral integrity.
  • Creating a resilient organisation together with our partners to benefit the communities we serve.

What we do

  • Our two core focus areas in education are to –
  • Deliver quality Christian education to primary school and pre-primary children at our Nokuphila School in Thembisa, Midrand.
  • Train black South African adult women as accredited early childhood development teachers qualified to teach Grades 000, 00 and Grade R school children.
  • We support the South African government development commitments to the UN Sustainable Development Goals (SDGs) that by 2030:
  • All girls and boys will have access to quality early childhood education, development and care (equitable education)
  • Reduce poverty and social inequality through holistic education and care of primary and pre-primary children, including nutrition, psycho-social and remedial support (SDG , 4 and 10)
  • Empower black women to qualify as teachers and equip them to be leaders in their communities (SDG 5)
  • Form partnerships and alliances with other non-profit partners, industry bodies and affiliates to grow our impact and reach (SDG 17)
  • Bridge the digital divide by making technology-based learning accessible to vulnerable communities (SDG 4 and 8).

Visit the Love Trust website at www.lovetrust.co.za

Is the option to work from home inclusive and diverse? | #Insight | #Business | #HR | Devan Moonsamy | ICHAF | #ebizradio

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Working from home has been embraced by employees as the light at the end of the tunnel. When the pandemic struck the uncertainty around having a job coupled with pressure of paying bills saw this option as the way out of financial turmoil. 

The fact that businesses have included working from home in their business model implies that they are able to look at the options available to cater for the needs of their employees. But how does this do with including employees that are laden with work from home challenges? 

Many of our staff might not live alone. They might be sharing their home with family members or even roommates. Some of them might even be challenged with living in informal settlements and townships making it difficult to access electricity and a working WiFi connection. Does this mean that they should be excluded from the new work model? 

In order to make work from home a reality and to not be excluded from this new regime an employee might just step up and grab the opportunity but the challenges that come along with this might set them back from showing their full potential and putting their best effort into a task. 

What can be done to address more inclusivity and diversity in the new work from home model? 

  • We should start by engaging with our team on a one-on-one basis. It is pointless bringing the idea of work from home up in a group meeting in which most people are hesitant to raise any concerns. By speaking to our staff members individually we are able to identify what their challenges are and perhaps even assist them with solutions to solve this challenge. 
  • Since we have implemented the work from home model what have been our concerns? If it has been in place for a while perhaps this is the time to try and have a discussion around these facts and to look at how to better the work from home model being used by these staff. We should look at things like are we catering for the data needs of our staff? Is that included in their salary? It is for these reasons that we have the conversation around challenges. 
  • On the topic of data, we must acknowledge that not all staff are able to use a reliable internet connection. Some might still be using their phones as a modem or even struggling to connect due to the area they live in not having a stable internet connection. What can be done to remedy this is provide? We should provide a work from home kit or pack for staff needing resources to work from home. This means allowing access to staff to have company laptops and modems. This will allow them to complete their work and meet deadlines without excuses of resources. 
  • The aim of working from home previously was to reduce staff capacity in the office but now that more people are vaccinated the need to work from home has been reduced. More and more staff are working from the office now as we approach the festive rush, targets need to be met and economic recovery is a high priority. But how do we keep an open mind to staff not wanting to vaccinate? 

This is the puzzling question most businesses are facing. Implementing a vaccination policy is the approach most businesses are likely to take but until this does happen how can we cater for the views of those that are not wanting to vaccinate? In this instance a better approach would be to continue to allow those staff not wanting to vaccinate to work from home. This displays our openness to diversity and respecting the choices of our team. 

  • Working from home is not without its challenges and if the latest load-shedding roll outs are any indication this does have an impact on our online meetings. As a manager be understanding to these challenges. Ask team members to update you on their power outage schedule and ask them to fill in the time when the power returns. The whole 9 to 5 work day must be adjusted to help people work around these challenges. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 | Email: [email protected] [email protected] | Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Sharing more about RETT SYNDROME and how you can help! | #BusinessBrunch | Bjorn Salsone | #PayItForward | Rett-SA | #ebizradio

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Very little is is out there about this rare disorder. Today we find out more about Rett Syndrome and we ask that you please share and help spread awareness.

Brunch with Bjorn, today is somewhat different as we focus on Rett Syndrome and chat with two moms of children with the rare disorder and find out more about the syndrome and how you can assist with not only sharing more about it, but also how you can assist with funding going forward.

If you love running, physically on the ground or virtually you can participate this Saturday, 30 October in a fun run to raise awareness and to help bring in funds for treatment.

Equality, diversity and inclusion – starts with YOU | #Insights | #Diversity | Pabi Mogosetsi | Universum Global | #ebizradio

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In a women’s webinar held this recently, Employer branding agency Universum Global shared insights from its 2019 D&I (Diversity and Inclusion) Reportand hosted a discussion on the effect of equality, diversity and inclusion on human capital. Pabi Mogosetsi, Country Manager at Universum SA, shares some of the eye-opening insights that emerged.

“Our world is changing. And creating an inclusive environment is beneficial on more levels than many may realise. Besides the basic need for representation, inclusion is a driver of progress and innovation. In our current context, the employment landscape has been reinvented out of necessity, and employers are becoming increasingly aware of the need for a progressive and workable EVP (Employee Value Proposition), which is becoming essential to retaining talent. Inclusiveness is an invaluable component of a good EVP, as it helps engender a sense of belonging for every staff member, regardless of their race, gender, religion, culture, age or orientation. 

“As South African businesses serve a diverse population, made up of many cultures, representation on the inside fosters first-hand understanding of the market. In terms of legislation, South Africa is far ahead of most countries in ensuring that diversity and inclusion exists, due to its employment equity policies. At their core, however, organisations function like a living organisms, due to us having to nurture our ecosystems and ensure that there is a balance from within the organisation. In the bigger picture, this increases the quality of employee interactions and creates a greater standard on how everyone should behave towards each other. 

“Beyond legislation, we need to bring the ‘human’ back into Human Capital or Human Resources. The basis of all of this is leading with humanity first and then growing from within. Where the physical distance between ourselves and our colleagues is more of a factor than ever before, we as employers should be more intentional about inclusiveness – and that is about more than just meeting government standards. 

“It begins with breaking down silos. And this is particularly challenging during a pandemic. We can be our own worst enemies and create these silos because we’re often working in physical isolation. We need to be more mindful and intentionally open to learning from each other. 

“Organisations are naturally made up of diverse groups of individuals. And in order to do well in our market, we need to recognise that each of these individuals has something unique to offer. When these individuals pool their ideas, experience and resources, regardless of departmental or job description limitations, the organisation can work smarter, targeting its market more effectively and creating internal brand affinity, because every employee’s input matters. 

“Dissolving silos and building an inclusive environment begins with learning and development opportunities, inclusive management and transparency from the top down. It should be entrenched that, in order for one person to gain opportunity, another doesn’t have to lose out. In our new world, job descriptions could be more open to growth, by building in mechanisms that facilitate collaboration between departments. 

“Most importantly, don’t let prejudice lead. Let opportunity flourish by providing upskilling for employees that need it, so employees can progress horizontally or vertically within the company. The stark reality is that, despite our progressive legislation, out of 26 000 South African businesses surveyed by Deloitte, only 11% of top management was Black African. This statistic can be changed from within, by shattering silos and creating an environment that encourages personal development. Perhaps your next CEO could be someone who started out as a debtors clerk or a driver. 

“Ultimately, inclusion is not just about meeting quotas. It should be about a culture of true collaboration – a philosophy that benefits employee and employer alike”. 

For more information, go to Universum Global 

If you missed our previous conversation with Pabi Mogosetsi around Employee Branding – click here

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