Employee disengagement rarely happens overnight.

Most people do not suddenly wake up one morning and stop caring about their work.

Employee Disengagement usually develops slowly.

It often begins when employees stop feeling:

• heard
• valued
• trusted
• supported
• or connected to the environment around them

At first, the signs can be subtle.

Someone contributes less in meetings.
Communication becomes more transactional.
Energy shifts.
A previously engaged employee begins doing only what is necessary.

Leaders sometimes interpret this as laziness or poor attitude.

But in many cases, disengagement is actually a response to ongoing workplace experiences.

Employees quietly disengage when they feel:

• overlooked
• emotionally exhausted
• micromanaged
• unfairly treated
• disconnected from purpose
• or unable to influence their environment

One of the biggest mistakes organisations make is assuming engagement is created through perks, events or motivational initiatives alone.

In reality, engagement is deeply connected to daily workplace experience.

People stay emotionally connected to work when they experience:

• trust
• fairness
• meaningful contribution
• healthy communication
• recognition
• and psychological safety

When those things slowly disappear, employees often stop investing emotionally long before they physically leave.

Leaders also need to recognise that disengagement is contagious.

When teams begin witnessing:

• inconsistent treatment
• unresolved conflict
• unclear leadership
• favouritism
• or ongoing stress

morale can decline across the wider environment.

Sometimes employees disengage because they no longer see a future for themselves within the organisation.

Other times, they disengage because they have spent too long operating in survival mode.

And in many workplaces, employees stop raising concerns because previous attempts led nowhere.

Silence should never automatically be interpreted as satisfaction.

Sometimes silence simply means people have stopped believing change is possible.

Healthy leadership requires curiosity.

Instead of only asking:
“Why is this employee disengaged?”

leaders should also ask:
“What has this employee been experiencing?”

That shift in perspective matters.

Workplace engagement is not built through pressure.

It grows when people feel respected, included, trusted and able to contribute meaningfully.

Employees are far more likely to remain connected to organisations where:

• communication is healthy
• expectations are clear
• leadership is emotionally mature
• and people feel psychologically safe enough to participate honestly

Sustainable workplaces are not created by keeping people productive at all costs.

They are created by building environments where people can continue contributing without slowly disconnecting from themselves, their work or each other.

Employee Disengagement is often a signal that something deeper in the workplace environment needs attention. HoHR supports businesses in strengthening communication, leadership and team culture to support healthier, more sustainable performance.

At Hands On Human Resources, we cater for start-ups and maturing organisations developing a bespoke employee handbook and drafting company policies and procedures. Whether you’re building a business from the ground up or refining your people practices as you grow, having the right tools in place to communicate expectations, values, and culture makes all the difference.

So, why is it so important to have an employee handbook?

Because it paints a picture of what you expect from your team and gives them the structure they need to put the pieces of the puzzle together. It outlines your policies, procedures, and employee rights and responsibilities, while giving insight into your company culture and how you operate. It also serves as evidence that your employees have been informed of your rules, something that can be invaluable should you find yourself at the CCMA.

While it’s not a legal requirement to draft and implement a handbook, it’s absolutely a best practice. Think of it as one of the most valuable tools in your HR toolkit  helping you build clarity, confidence, and consistency across your organisation.

Top 8 Reasons to Have an Employee Handbook

Your handbook is a living, breathing guide.

Here are the Top 8 Reasons to create one:

1. Defines your organisation’s rules for success
2. Acts as a motivational tool for compliance
3. Shows why your company is a great place to work
4. The first step towards building a great culture
5. Opens the lines of communication between employees and management
6. Helps new starters get up to speed with the do’s and don’ts
7. Feels like a group hug from your team, cultivating a sense of belonging and job satisfaction during onboarding
8. Serves as a comprehensive guide on how your business operates

What’s Inside a Traditional Employee Handbook

A Traditional (Standard) Employee Handbook focuses on clear, written content professionally drafted in MS Word and presented in PDF or your preferred digital format.

Typical content:

• Company philosophy, vision and mission
• Employment practices
• Performance management
• Disciplinary code and procedures
• Grievance procedure
• Health and safety
• Remuneration and benefits
• Workplace conduct
• Financial regulations
• Company facilities
• Skills development
• Confidentiality
• Conflict of interest

A well-structured handbook helps make employment laws work for you. But more than that, it’s an opportunity to communicate stability, community, opportunity, recognition, and innovation the building blocks of a strong organisational culture.

From Employee Handbook to Culture Playbook

As businesses evolve, so should the way we communicate culture. That’s where the Culture Playbook comes in.

A Culture Playbook takes the traditional employee handbook and brings it to life. It combines policies and culture with big, bold communication and a conversational writing style, making it fresh, readable, and engaging.

Think videos, e-books, infographics, or other digital formats that reflect your unique brand personality.

What we highlight in a Culture Playbook:

• Who you are
• Why work with you
• Why you do what you do
• What you do
• Your company culture and how you operate
• The employee lifecycle
• Snapshot of company policies
• Career paths and growth opportunities
• Work–life integration
• Health and safety
• Performance review process
• Benefit eligibility and perks
• Graduate programmes
• Coaching and mentoring opportunities
• Social events and team connection

Developing a Culture Playbook capitalises on why your policies are important and how they benefit your people. It turns compliance into culture and transforms information into inspiration.

Keep your Policies Alive

Your policy documents and handbooks shouldn’t gather dust. They are living documents, and they need to evolve with your business and with legislation. We recommend reviewing them annually, especially following any legal or organisational changes.

Policies we highly recommend including:

• COVID-19 Policy
• Work From Home (WFH)
• Internet Usage
• Social Media
• Incentive Scheme
• Travel and Expense Claims

Choosing What Fits Your Business

So, which option best suits your business?Whether you choose a Traditional Employee Handbook, a Culture Playbook, or a blend of both, the goal is the same  to create clarity, connection, and a culture your people believe in.

At Hands On Human Resources, we help you design employee resources that go beyond policies documents that inspire your people and strengthen your company culture as you grow.

✨ Let’s build your culture together.

Get in touch at www.hohr.co.za to start developing your next handbook or Culture Playbook.

Is the person an Independent contractor OR an Employee? How to tell the difference

A frequently asked question asked is “Is the applicant or person working for me an Independent contractor OR an Employee?” We see employers using Independent Contractor agreements to escape their legal obligations of offering employee leave benefits such as annual, sick, parental leave, and fringe benefits such as retirement savings plans, pension funds, wellness benefits and medical aid or bonuses and allowances.

Luckily we have a guideline (The Code of Good Practice: Who is an Employee? Published in GG 29445 of 1 December 2006) to help you in interpreting the labour law and understand the variety of employment relationships present in the labour market, atypical employment, and those disguised employment relationships.

Legally both the terms (independent contractor and employee) are mutually exclusive and are direct opposites.

How to Identify Independent Contractors

The person is presumed to be an employee if you can establish that ONE of the magnificent seven listed factors or conditions (S200A of the LRA) below is present in their relationship with a person who they work for or to whom they render services.

The Seven Factors:

1. The person is subject to the control/ direction of another person– are they required to obey lawful and reasonable orders, or instructions from managers, or supervisors?
2. The person’s working hours are subject to the control/ direction of another person– if the contract defines the total number of hours the person is required to work within a specified period, sufficient control may be present.
3. The person’s services form an integrated part of the employer’s operations.
4. The person has averaged 40 hours of work a month for the last three months.
5. The person relies on the remuneration from the person to whom they render their services.
6. The person uses the other person’s tools, equipment, technology, OR methodology.
7. The person does not work for anyone else.

Where the employee earns above the BCEA Threshold earnings amount the seven factors may be used as a guide for the purpose of determining whether a person is in an Employment relationship or is Self-employed.

Just because you label something a certain way doesn’t mean that’s what it is. This concept is known in law as the principle of “substance over form.” For example, even if you and someone else sign a contract agreeing that one of you is a unicorn, it doesn’t make it true. The courts will look at factors like control and dependency to determine what’s really happening. Regardless of what the contract says, they’ll conclude the person is a human being, not a unicorn—unless they have a horn, hooves, and a magical sparkle!

Still unsure if your applicant or person working for you is an independent contractor or an employee? Avoid costly legal mistakes and let us help you! Book a consultation today.

Disclaimer: We take great care to ensure the information on our website is accurate and up to date, readers are advised to always consult with an HR Consultant before acting on information. This information does not constitute legal advice.

Running a small or medium-sized business in South Africa is no easy task, where juggling compliance, employee satisfaction, and day-to-day operations can feel overwhelming. If you don’t have an in-house HR team, you’re not alone. Many SMEs face similar challenges but still manage to build thriving, compliant, and motivated workplaces.

Here are some key HR focus areas with practical solutions to address them effectively:

1. Navigating South African Labor Laws

South African labour laws, like the Basic Conditions of Employment Act, (BCEA), Labour Relations Act (LRA) and its Amendments and the new Employment Equity Act and its recent Amendments in 2025 can be tricky to navigate. Missing a step could result in costly penalties or even disputes with employees.

Start with getting a good understanding of the basics. Use free resources like the Department of Employment and Labour’s website or simple online guides. Templates for employment contracts, timesheets, and leave policies can also be lifesavers.

2. Managing Payroll and Benefits

Payroll errors can lead to disgruntled employees and compliance issues with tax authorities. Without in-house HR, you might feel lost when calculating UIF, PAYE, or other deductions.

Invest in an affordable payroll software tool designed for small businesses, such as Sage Payroll Software or PaySpace. Alternatively, consider outsourcing payroll management to a local payroll provider.

3. Recruiting the Right Talent Without Overspending

Recruitment can feel like searching for a needle in a haystack—especially when you’re on a tight budget. Leverage free or low-cost platforms like LinkedIn for high turnover roles, when it comes to Specialist, Senior or Executive positions we source quality talent at highly competitive rates.

4. Keeping Employees Happy and Motivated

High employee turnover is expensive, not to mention disruptive to your business. But keeping your team engaged doesn’t have to cost a fortune.

Small gestures go a long way. Recognize employees for their hard work, whether it’s through a thank-you email or an Employee of the Month program. Offer flexible work hours where possible, and take the time to listen to their feedback. We can’t overemphasize the importance of acknowledging your employees, and the positive impact this gesture will have on employee morale and engagement.

5. Avoiding Common HR Risks

Without proper policies and processes, small mistakes can spiral into big problems—think unresolved conflicts or poor performance management.

Set up the basics, like a written code of conduct, onboarding checklists, and a simple grievance procedure. We have developed an affordable HR /Employee Handbook to protect your business, available for download here.

6. Building a Strong Company Culture

Your company’s culture has a direct impact on employee satisfaction and retention. A positive culture can boost morale, attract talent, and increase productivity.

Define your company’s core values and ensure they’re reflected in everyday operations. Celebrate team achievements, encourage open communication, and foster an environment of trust and respect. Employees who feel valued and included are likelier to stay and contribute to your company’s success.

7. Upskilling Your Team Without Breaking the Bank

In a fast-changing world, continuous learning is key to staying competitive. But providing training can feel like an expensive luxury.

Look into free or low-cost training platforms such as Coursera, Udemy, or Google Skills for Africa. Additionally, explore SETA (Sector Education and Training Authority) funding opportunities for skills development programs relevant to your industry. We assist with preparing your Skills Development Plan and report to on your annual training to claim your mandatory and discretionary grants available from your sector SETA.

8. Supporting Employee Well-being

Mental health issues and burnout can reduce productivity and morale. Ignoring well-being is a costly mistake for any business.

Promote well-being initiatives, even if they’re small. For example, encourage regular breaks, offer access to free counselling services through NGOs, or start a wellness challenge. Creating a supportive environment goes a long way.

9. Infusing Purpose Into Work

More employees today want their jobs to mean something beyond just a salary. Purpose-driven workplaces are more engaging and productive.

Share your company’s mission and values with employees regularly. Get them involved in community projects or sustainability initiatives. When employees see how their work contributes to something bigger, their connection to your business deepens.

Where to Start?

Start by focusing on one or two areas that will have the biggest impact on your business. For example, set up a simple payroll system, and a handbook outlining various HR policies and processes defining HR touchpoints along the employee journey.

Small, consistent steps will make a big difference over time.

Remember, you don’t need an HR department to build a compliant, motivated, and happy workplace. With the right tools, resources, and mindset, you can handle these challenges head-on.

Need More Help?

For tailored HR solutions and support that suits your company’s unique requirements, reach out to Hands-on Human Resources. We specialize in helping SMEs navigate HR challenges without needing a full-time HR team.

Visit us at www.hohr.co.za to learn more about how we can support you.

Disclaimer: While we have mentioned certain tools and platforms as potential resources, Hands-on Human Resources is not affiliated with any of these service providers. Our recommendations are based purely on their suitability for SMEs and the value they may offer to business owners like you.

Employees are seeking out companies that provide flexibility and choice, a “working MY WAY” is the new attitude and seems to be the way the world is moving. So how can we continue to move forward with the world?

Transformation in the world of work was sped up because of the pandemic and we are seeing so many companies re-thinking their talent attraction and retention strategies and reinventing their workforce models to stay ahead of the curve.

Companies are consistently looking for opportunities to improve their talent offering, to attract the best talent and boost productivity and levels of engagement.

As the “Great Resignation“ slowly fades, we are now faced with “The Great Attrition”, which is most definitely likely to gain momentum unless we take a deep dive into why employees are leaving and take meaningful steps to retain them.

Trending in the world of work right now

• Multipotenialite’s are on the rise;
• Work-life Balance Is A Priority;
• People Are Packing Up And Going On Sabbatical (those fortunate ones…)
• Reset Days Are A New Leave Entitlement boosting employee well-being;
• 4- Day Work Week And More Flexibility.  South African Companies Pioneer Pilot Kicks Off In early 2023;
• Employers are embracing the new approach of a blended Workforce.

Talent acquisition and Recruitment

Terms that are used interchangeably, however, they are very different approaches to sourcing talent for your company, and hence the reason we are clarifying these for you.

The term “Talent acquisition” is similar to recruitment as they both involve finding people to work for your organization. The key differences are around the methodology applied to source the Talent. Talent acquisition is a proactive, strategic approach to finding your people, whereas recruitment is a reactive approach, we refer to it as the process of getting “bums in seats” or simply filling a vacancy. Often more value is placed on quantity over the quality of the candidates.

It’s a linear process of filling vacancies whereas Talent acquisition is geared towards building relationships, anticipating future hiring needs, and building a Talent pool.  Talent acquisition is a curated process where we partner with our clients to find the missing piece of the puzzle, the needle in the haystack, your very own UNICORN.

This is what lights us up!

6 STEPS in the talent acquisition process:

1. Sourcing new talent from various sources (these remain Top secret of course).
2. Attracting Candidates involves market research of compensation packages that are attractive enough to draw in the GEMS.
3. Interviewing and Assessing candidates by holding interviews to dig deep into the competencies required and assess if they meet the performance requirements and ascertain if they are a good match.
4. Background checks and or pre-employment assessments to ensure you employ the right fit and to help you avoid any risk to the company.
5. Selection of the most suitable candidate.
6. Onboarding and presenting them with an offer and orientating them with your company culture.

3 TIPS to effective Talent acquisition:

1. Talent map – this is a proactive approach used to forecast long-term hiring needs and subsequently cultivate organizational support for new roles over time.  It bridges the gap between a company’s goals and the workforce they require to achieve them.
2. Appoint Talent Specialists to partner with you to identify and track potential candidates
3. Take it slow – do not rush the process – in this instance, being meticulous is warranted. This will secure you get the right fit for your role.

Learn more about our Leadership Mentoring 

Wouldn’t it be amazing if we had access to an HR manual defining exactly how to navigate the unknown with proven tried and tested workforce strategies to implement in your organisation that work in the new world of work? Shifting your mindset to adopting new workforce strategies within your organisation this year has proved challenging to most organisations to say the least.

COVID-19 has proved that people and businesses are capable of tremendous growth under the pressure of a world crisis. The challenge for many of us will be to sustain this momentum to discover new ways to thrive long-term amidst the constant disruptions that keep resetting our paths forward.

Deloitte called on organizations to look at work and the workforce through three lenses, PURPOSE, POTENTIAL AND PERSPECTIVE, —to transcend a perceived conflict between humans and technology.  Reports were completed by more than 3,600 Executives in 96 countries, which included responses from more than 1,200 C-suite executives and board members, in addition to other management functions.

For the first time in the report’s 11-year history, business respondents (59%), including 233 CEOs, outnumbered HR executives (41%) in the survey—underscoring the growing importance of human capital- HR in organizational decision-making.

This year – 2021 has shown that putting people at the heart of an organization’s decisions about work and the workforce enables leaders to better stay-ahead of disruption. Now more than ever, purpose, potential, and perspective are essential to build an organization that can THRIVE in an unpredictable environment with an unknown future.

We agree that it is time for organizations to shift their focus from a survival mindset to a thrive mindset. For leaders to shift their strategies from preparing for the known to  preparing for the unknown.

How can you transform your thinking and position your business to thrive when all you are focused on is making the changes necessary to survive?

Deloitte believes that making the shift from “survive to thrive” depends on an Organisation’s becoming and remaining distinctly human at its core” a different way of being that approaches every question, issue and decision from a human perspective first.”

 

What are your thoughts on these workforce strategies?

How can we support you during this transformation? Get in touch.

Competency based interviewing does prove valuable in drawing out the required competencies, consideration for the soft skills, such as communication, creativity and emotional intelligence- personal qualities play a critical role in a potential employee’s ability to succeed are equally as important, and the most critical factor being “culture fit”. Research increasingly shows that hiring people for “cultural fit,” or seeking out individuals who align with your company’s unique culture and values, is an essential part of effective, strategic hiring. A study found that 84% of recruiters surveyed agree that cultural fit, is one of the most important recruitment factors, and 9 out of 10 have reported passing on applicants who didn’t feel aligned with their companies’ cultures which supports our opinion on the subject.

What is “culture fit”?

Cultural fit is the way in which an employee connects with the organisational culture. This culture is formed from the values, vision, norms, working language, symbols, belief systems and habits of staff, along with their tacit agreement to a set of acceptable behaviours.

When these elements are aligned, they create social cohesion, and a high level of social cohesion builds strength in the organisation.

Will the individual fit in with the culture of the organization, will they get along with their team members and management? You can train an employee to do things your way, the technical skills, to deliver the outcomes you set for them to achieve, unfortunately you cannot alter their values, habits and belief systems to make them and align with your culture.

The obvious solution is to look for candidates that fit both categories; possessing the skills required as well as fitting the culture, it is easier said than done I am afraid.

The Interview process

The interview process does not have to take place in a formal setting at a boardroom table, in fact we prefer to have a chat over a cup of coffee- even if it is a virtual coffee. This is a sure way to get to know the REAL person behind the CV. Further to this there are many assessment tools to use to determine whether the person will support the companies’ mission and vision and so you do not have to only rely on your “gut feeling” about a person.

Diversity is also a very important consideration,  you don’t want to accidentally build a team of people who all think, look and act the exact same way either, so be sure to assess the team dynamic to identify what knowledge, skills and attributes are lacking in the team dynamic to be sure of the most suitable talent to source.

The common questions we as HR Professionals traditionally trained to screen are exploring why the candidate was job hopping, noting if they prefer a corporate vs private employment, whether or not the individual is willing to work overtime (even if the role recruiting for is an office job working a typical 8 to 4) Where do you see yourself in 5 years? We understand this question is testing to see how ambitious the candidate is, how relevant are these questioning techniques in the new world of work which is ever-changing?

Problem solving, relationship building, prioritizing tasks, coping with work pressures and how the candidate responds to setbacks are important competencies to test.

6 QUESTIONS TO ASK IN THE INTERVIEW:

1. Why do you think your are suitable for the job?
2. What value do you think you can add to the position and company?
3. How do you spend your free time?
4. How do your work responsibilities impact your private life?
5. What are your expectations from an employer?
6. What kind of working conditions are important to you?

If you do not match the right talent with the role your employee is most likely to be stressed, de-motivated and will exit the business on the first opportunity they get.

It may surprise you to know that surveys indicate that up to 74% of people are most likely to leave their jobs because they do not identify with their companies’ culture, which is quite a high percentage.

Turnover is costly, recruitment fees can be exorbitant, and training the candidate to get them up to speed with the way things work in your organisation takes time before you see return on your investment.

We appreciate the impact that this has on both parties and so work closely with our clients to ensure we have a good understanding of their culture and carry out personal assessments to ensure we target the “culture fit” you require.

Sourcing with special care and professionalism for “the right fit” without breaking the bank.

Get in touch.

Despite re-designing the way we work and prioritising employee wellness in the daily management of employees, we have had to build a strong level of trust in accommodating remote working since the onset of the COVID 19 pandemic. If navigating the new “business un-usual” experience due to the pandemic and staying relevant with the latest news updates on the COVID 19 regulations has not proven challenging enough for business, the South African labour law amendments promulgated during 2020 have rendered policies and procedures outdated, posing risk to your business.

2021 will require organisations to prioritise policy review and formulation and we can support you with this process

We have highlighted a few labour law amendments which came into effect during 2020:

The Labour laws amendment Act, 2018, 1 April 2020 amendments came into operation to amend the Basic Conditions of Employment Act, 1997 these provide for parental, adoption and commissioning parental leave to employees; to amend the Unemployment Insurance Act, 2001, so as to provide for the right to claim parental and commissioning parental benefits from the Unemployment Insurance Fund. The National Minimum Wage Amendment Act 3 of 2020 came into effect in August 2020.

The Minister of employment and labour has determined that all employees earning in excess of R 211 596.30 per annum are excluded from specific sections of the Basic Conditions of Employment Act, 1997, effective 1 March 2021.

The Employment Equity Bill, 2020), seeks to amend the Employment Equity Act, 1998 (Act No. 55 of 1998) (‘‘the Act’’). We await the effective date.

Further provisions in the Protection of Personal Information Act (POPI) came into effect on 1 July 2020, payroll data, employee information, CVs, CCTV records, performance reviews and internal e-mail records fall within the scope of these POPIA requirements.

Companies need to mitigate these risks for what lies ahead in terms of labour law compliance. We assist small and medium size business to achieve this.

Avoid hefty fines and get in touch with us.

WHAT IS POPI AND PAIA ALL ABOUT?

The Protection of Personal Information Act (POPI) is just one of many Acts that govern South African law.  When looking at the requirements of the POPI Act, the requirements of other Acts should also be taken into consideration.

The Protection of Personal Information Act (POPI) and the Promotion of Access to Information Act (PAIA) hold a special relationship.  Both can be viewed as “information” laws and are each on one end of a continuum. On the one end, PAIA is an “Access” law, all about Freedom of Information. The POPI Act on the other end, is about privacy and prevention of exposure of information. They should not be competing, both rather, both are there to help ensure that information is managed correctly.

The POPI Act commenced on 1 July 2020.

Acts that may impact the POPI Act compliance process:

• Basic Conditions of Employment Act 75 of 1997
• Broad-Based Black Economic Empowerment Act 53 of 2003
• Close Corporations Act 69 of 1984
• Companies Act 71 of 2008
• Compensation for Occupational Injuries and Diseases Act 130 of 1993
• Consumer Protection Act, No 68 of 2008
• Copyright Act 98 of 1978
• Electronic Communication and Transactions Act 25 of 2002
• Income Tax Act 58 of 1962
• Intellectual Property Rights from Publicly Financed Research and Development Act 51 of 2008
• International Standard for Records Management (ISO15489)
• Labour Relations Act 66/1995
• National Archives and Records Service of South Africa Act 43 of 1996
• National Credit Act 34 of 2005
• Promotion of Access to Information Act 2 of 2000 (PAIA)
• Promotion of Administrative Justice Act 3 of 2000 (PAJA)
• Protection of Personal Information Act 4 of 2013 (POPI)
• South African National Standard for Records Management (SANS 15489)
• The Constitution of the Republic of South Africa 1996
• Value Added Tax Act 89 of 1991

In addition to these Acts, other Industry specific Act, Regulations, Codes of Practice should be considered.  In particular, the King Report on Corporate Governance, (King III and IV) should be considered.

The Promotion of Access to Information Act 2 of 2000 (“PAIA”) enables people to gain access to information held by both public and private bodies.  PAIA prescribes that every public and private body must publish an information manual to assist requesters who wish to access a record.

Although PAIA requires all private and public bodies to prepare a PAIA manual, a notice published by the Minister of Justice on 11 December 2015 exempts certain private bodies from compiling the manual contemplated in section 51(1) for a period of five years.  This exemption states that private companies with less than 50 employees or with a turnover of less than the amounts stipulated in the schedule in the notice will be exempt from compiling the PAIA manual until 31 December 2020.

This notice has allowed specific private bodies to be exempt from complying, however, once  this notice expires on 31 December 2020, all private bodies will need to submit their manual to the South African Human Rights Commission (“the SAHRC”).

WHO IS EXEMPT?

If your company has a total annual turnover that is equal to or more than the amounts in the table below or you have 50 or more employees, you need to compile a manual.

Industry	Turnover Threshold
Agriculture	R6 million
Mining and Quarrying	R22,5 million
Manufacturing	R30 million
Electricity, Gas and Water	R30 million
Construction	R15 million
Retail and Motor Trade and Repair Services	R45 million
Wholesale Trade, Commercial Agents and Allied Services	R75 million
Catering, Accommodation, and other Trade	R15 million
Transport Storage and Communications	R30 million
Finance and Business Services	R30 million
Community, Special and Personal Services	R15 million

The RISKS of non-compliance are that your Information Officer will be liable to a hefty fine of up to R10m or face up to 10 years imprisonment, or both.

Three are 5 Action Steps towards POPI compliance, it does take time and requires a culture shift within the organisation.

Step 1 – Identify

Step 2 – Audit – compliance  risk assessment

Step 3-  Amendment – once you know what you have you can go about amending to close up any loopholes

Step 4 – Supplement – for example, what are the areas you have not considered that may be posing a risk to your business  i.e. Employees working remotely

Step 5 – Implementation and monitoring

Get in touch – info@hohr.co.za