Devan Moonsamy 

It is that time of the year again when most organisations need to look at balancing the books. Financial year end procedures can be stressful and it usually sends staff members in a panic. It is important for companies to measure profitability over set period. But if it is not done correctly then there can be frustrations and challenges when the information is being captured at the close of books. 

A financial year end also allows for companies and each department to prepare for the year ahead. The financial year end is a time when accountants focus on reviewing the ledgers to prepare the financial reports to share with the directors. 

Whether you are a small business or a division of a large enterprise the process is the same. Stock take and inventory must be checked and listed to ensure all invoices are accounted for. 

There are no room for mistakes and even the smallest errors can have repercussions. 

Let us look at how we can ensure the process is done smoothly: 

• Preparation is key. A financial year-end should not happen without staff being aware well in advance about the process. An email must be sent out to all staff indicating that this is the date when stock take will happen and when the invoices need to be in for the departments to ensure finance department can capture the relevant information. If the employees are informed in advance, then arrangements can be made by other department members to assist in the stock take. 

• Ensure that all money coming in and out of the business is accounted for. If any employee has used business funds to do tasks for the business, they should be given a deadline as to when the information must be given to the finance department for capturing. This way the finance department can ensure their deadlines are met in terms of report completion. 

• When planning the stock take try to get it done before the financial year-end. This will have an impact on accuracy for your balance sheets. Make sure you are doing checks on your expiry dates, take shrinkage into account and also ensure that the current stock levels match the stock on hand. Doing the inventory check ahead can give you time to locate missing stock or assets and prevent writing off large amounts of stock. 

• We know that each department has to ensure that they are meeting the relevant deadlines for balancing the books. And each department might have been doing this correctly. It would be a good time now to get ahead of things and double check that the reports from all departments are accurate and balanced. Doing this can also be a great way to hold departments who are slacking accountable for their delay or lack of accuracy. 

• The end of the financial year is also a time to analyse the performance of your business. It gives business managers an opportunity to see which business decision have been showing results and what still needs to be worked on. This can show us business trends and even allow departments to forecast the year ahead. 

As much as the financial year-end brings along stress and pressure, it can also bring about new opportunities. This financial year-end look at creative ways to get the process done digitised. This way it can take less employees working till late. If systems can be improved and reporting systems better managed before year end, it would prevent time wastage when financial year-end needs to take place.

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: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy  

One of the leading causes for stress in employees comes from working in a toxic work environment. Working in a toxic environment can create mental health issues, physical health issues as well as a lack of motivation and low self-esteem. The negativity from the toxic work environment will eventually have an impact on an employee’s personal life. 

As much as working from home might have provided an alternative to the toxic work environment, it has also made us see why it is better to be alone instead of surrounded by people that make a work environment toxic.

Company culture plays a significant role in employee wellness. If the work environment is not welcoming and hospitable, employees will eventually start feeling the negativity and this can lead to burnout. It will also lead to employees resigning or looking for jobs elsewhere. 

The bottom line is a toxic work environment should be avoided at all cost. 

If you are about to take a job offer and you are worried about the toxicity of the work place then here’s what you should look out for: 

• Your new colleagues are quick to gossip. This should be seen as a red flag. If you have just joined a new company and your new co-workers just wait for an opportunity to have at it about another co-worker, then this is a clear sign of toxicity. This indicates that to the employees of this business drama is much more important than work. 

• Another sign of toxicity is when on your first day or week you are not welcomed. When you are a new employee, colleagues would ideally make an effort to show you around or introduce themselves. If you find there isn’t a hospitable vibe around inducting or welcoming a new employee then the work culture there is in need of major improvement. 

• On the same token, if a colleague has been assigned to mentor you or have you shadow them whilst you get your work space in order but they are constantly whining and trying to pawn you off to someone else – then that workplace is toxic. A healthy work environment is one in which staff are determined to guide new employees instead of leaving them to their own accord. A colleague not wanting to help you or show you how work is done could also imply that they are not proud of the work they are doing. This could also indicate that they are not pretending. They are no excited to show you around or how the workplace is because they are demotivated. 

• If in your first week there you witness rude behaviour, it’s a sign that this is normal in this workplace. The fact is that a toxic environment is one in which people are treated disrespectfully. If the workplace does not respect both clients and staff then it is a sign to rethink the decision of joining this firm. The reality is that bad or rude behaviour can be contagious and after a while being in this environment will have a negative impact on your mental health. It’s even more of a concern when managers don’t intervene. 

• A sign to get out as soon as you can would be when on your first day there, you find yourself not looking forward to the next day. There is a huge difference between having a bad day and having a dreadful day. A bad day can be when you spill coffee on your shirt or get caught in traffic.  A dreadful day would be when you feel unhappiness. This is when you should decide if you want to remain in a work environment that makes you feel this way. 

Listen to your gut. If you feel this environment isn’t one that would help you grow as a person, then make strides to leave before you become comfortable. A toxic work environment can also be spotted during an interview. Be sure to ask the right questions and conduct due research before signing your contract.

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: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

Now that most staff members are returning to the office, since the relaxing of the restrictions around Covid-19 regulations, the work load might pile up. This means that the work from home comfortability which allowed for working at any hour, would now turn into a routine at the office. This would result in a need for deadlines and due dates needing to be met. 

It can become stressful to keep up with all the activity and to remain ahead of the work load. Falling behind on work tasks can become a challenge and the stress that comes with this might have a negative impact on your return to the office. 

Time management is not the only factor to be considered when assessing what could be resulting in the lack of productivity. There could be multiple reasons as to why someone might be falling behind on work. 

But what remains to be seen is a strategy to combat this.

What can be done to get back on track and to remain at the top of your game at the office? 

• Instead of trying to fake that you have everything under control. The first step to getting on top of your game would have to be to accept you are in the trenches and need help. It is important to acknowledge when you can’t handle the pressure on your own. There is nothing wrong in admitting you are unable to do a task or that you need assistance to see the results of the task. Start by telling yourself you need to get ahead of this. Work on a strategy like writing down a priority list and work your way through that to complete the task. Being overwhelmed or distracted is not excuse enough to not have results. Once you identify a slump then something should be done. Step up and get ahead of the task. 

• Ask for help. You don’t need to run around crazy trying to meet a deadline. When you see that you are sinking under a pile of work. Take a quick walk. Clear your mind and maybe even have a glass of water. Once you have established mental calm, create a priority list that will allow you to complete the most important tasks first and then work your way down the list. Also speak to your manager. He would be best to find assistance for you to complete tasks that are nearing the deadline.  You would be surprised that instead of seeing you burnout your manager might actually be glad you have asked for help. Asking for help can also improve the quality of work you produce and it will allow you to divide your tasks and give every task the necessary attention that it needs. 

• It is also important to get your mind calm. The pile of work might make you anxious and feel frustrated. This can have a negative impact on your mental well health. It is essential to look at getting back on track to avoid having any panic or anxiety attacks. Being back at work might also be the reason for pressure. Working from home might have been easier without any pressure for deadlines. The ability to work whenever was seen as a great way to take your time to do tasks.

• It is for this reason that it is important for us to work on our time management. Whether it is working from home or at the office we must be able to manage our tasks in the given timeframe and if we are struggling to do this then speak to your manager to host a time management meeting. It could be that you are under pressure because there are contributing factors preventing you from doing your work. Things like supplier delays, customers changing their requests and  perhaps even other staff members not doing their job might be leading to you falling behind on your work. 

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: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

At some point of an employee’s career, they would have to bid farewell to the organisation. As much as many employees might stay on for years and we see this when they are awarded 30 or 40 years of service awards, we must remember that not everyone remains in an organisation past a certain point. 

There can be a number of things that contribute to why a person needs to leave. Whether they have to relocate to a new country or city for the sake of the family, they could have been job hunted and got a better offer or simply, they could have become tired of working in the same organisation. 

Whatever the scenario, there comes a point when even the most committed of managers must hang up their hat. And this leaves higher management in a fix. 

Should the role be filled internally? 

Would the company benefit better from an external manager? 

What if the person from outside doesn’t live up to the role? 

There are a range of questions that ultimately put into a motion a whole chain of events. Whispers start around the office. The second in charge feels that they might be offered the role and they start telling everyone if they do get it, they would refuse, but deep down they really do want the promotion. 

It will also create a whole new dynamic around how people would feel about an outsider leading their team. But at the same time how would they feel if one of their own started to head the team and there would be a change in power dynamics. The challenges and possibilities are endless.

Let’s look at some of the advantages of hiring internally: 

• Advantage: If you hire someone internally it won’t cost you as much. This means that the position can just be advertised on your internal communication forums like staff notice boards, sending out an email as well as on the company website that has a section for information for staff. This way you won’t need to pay a recruiting agency or organisation to get you a candidate. This also means you won’t need to have to spend more on background checks or calling references because the person suitable will be from within the office. 

• Advantage: Having the position advertised internally will make staff feel valued. This will show staff that you value your employees and that you want to invest and promote their growth and development in the business. By giving your staff more opportunities to grow in their jobs boosts their morale. It would make them want to work hard and stay committed to the organisation because growth is being encouraged and valued. 

• Advantage: Hiring someone internally means they would take less time to adjust to their duties and the business. Having someone in house take up the new position is a great way to ensure the time taken for someone to adjust to a new position is usually much less. Getting someone internal to fill the spot is great because they already know how the business is run, they know the policies and clients and they are familiar with the people. This way there isn’t need for major adjustments. 

Let us look at some of the disadvantages of hiring internally

• Disadvantages: Staff might start to feel resentment towards the new leader. This means if more than one staff member has applied for the position and they were unsuccessful, they might feel frustrated about working under someone for a position they felt would have been theirs. This might even be the case when someone external might fill the role. The resentment will also be there as an internal person was overlooked and an outsider filled the role. 

• Disadvantages: Hiring internally might limit the application process. You might find that replacing the person leaving internally is the solution but it does prevent you from expanding the search to someone with a fresh look on management on leadership. Having a vast net of applications can be helpful in finding new talent and fresh vision. 

• Disadvantages: When a staff member replaces a manager their position becomes available and you would need to replace them. This means going the route of internal hiring again. This might shake things up and upset the flow of work and lead to demotivation between team members. 

Here’s how to overcome the challenges of internal hiring 

• The process of replacement must be transparent and unbiased. Ensure that everyone who meets the job requirements in terms of experience and skills are aware that they can apply. 

• If you already have a candidate in mind then avoid communicating about the role openly. This will give the impression that there is no one running for the position at the moment and give hope to candidates who might feel suited for the role. 

• Use a balance of internal and external candidates. When you need to fill the role of someone leaving look at the job requirements and determine the what the advantages and disadvantages would eb of someone internal or external filling the role. 

• Managers should be tasked with training their team members with possible career goals. This way when they are leaving, they can recommend suitable candidates and justify why they feel so. They would also be vital in ensuring staff feel valued and motivated all along and not just when there is a promotion. 

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: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

Remote working has been the order of the day as more and more people are getting comfortable with the idea of working from home. Whether it is avoiding the peak hour traffic or not needing to get out of the house to work, working remotely has received tremendous encouragement. 

Hybrid work has also gained momentum as regulations for lockdown have eased. With schools allowing kids to head back full force, the work place has also done its bit to get foot traffic. Hybrid work has allowed for both remote working days and office days. Be it working from home or from the office, as long as the work is being done the process is applauded for as a success. 

However, hybrid and remote working could be doing damage to the years of work that have been put into coping with issues around diversity, equity and inclusion (DEI). Taking a closer look at the working situation can help us avoid popular office mistakes around DEI. 

The reality is that if we put in the right amount of effort and ensure due creativity, we would be able to offer unique opportunities to build a work environment that no matter where anyone is working from – everyone will feel like they are seen, being heard and even included.  

Let’s look at creative ways to gain hold of the opportunity to improve the DEI in office with remote and hybrid working: 

We can complement hybrid and remote working all we want but we can’t ignore the fact that for some people, not seeing an individual as often, might be seen as lack of work commitment. This is referred to as a Proximity bias. It is the tendency to look more favourably towards the people you see more often. This would definitely impact the DEI related challenges in the office whereby staff who are seen more frequently become the commended ones.

It should come as no surprise that management usually looks at those at the office as the ones putting in more work and this would imply raises or promotions. But this should not be the case. It is important to set up processes to evaluate performance of all staff members. Whether they are office or home based. Management must also be sent on training to ensure their understanding to the new work place environment that had to be implemented to keep the office going. This way one of the challenges in DEI can be addressed to prevent exclusion of anyone based on bias. 

A long-term solution with dealing with DEI is to ensure that it is the centre point of your framework. It must be echoed to all who join the work environment, especially management. It goes without saying that leaders in the workplace are the ones with the responsibility to eradicate the lack of DEI in the office. 

Another issues that might be brought about and can be an added fact under the DEI umbrella is the lack of communication around circumstances. The need to work from home to ensure relevance as an employee might outweigh the challenges an employee faces. By this we imply that a staff member might be so obliged to stay in the workspace that their only option to work from home might stress them out. Things like not having internet at home or living in a home with multiple people might make them feel discouraged from speaking about their challenges.  

It is essential that when the option to work from home is made available it should be done with the relevant resources and equipment necessary for work to take place. Have a conversation with team members who want to do this and even those who don’t. this might give you a better understanding to their circumstances and it will not make anyone feel excluded. 

At the same time health and support should be available. The fact is when people are working from, home they are hesitant to take a sick day because this might seem irrelevant as they are home. It is important to adjust policies and to explain the importance of employee well-being to ensure employees feel included. 

Ultimately, we need to change our mindset around the usual concept of work. Covid-19 has allowed us to change our working environment to benefit both employer and employee. Having an updated policy can prevent confusion and ensure management is prepared in coping with the new work world. 

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: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com