ELS LATEST COMPANY PROFILE

Registration No. 2015/167621/07
Tax No: 9418009180 & Clearance Certificate No. 0088/2/2015/0007765740

ELS

  AS FEARLESS AS A HONEY BADGER
Website – effectivelaboursolutions.net
Copyright© KNOWLEDGE IS KEY

LABOUR RELATIONS AND CLINICAL LABOUR RELATIONS AND CLINICAL
TRAINING PROFILE TRAINING PROFILE
ELSCopyright© KNOWLEDGE IS KEY

ELS LABOUR RELATIONS AND CLINICAL ELS LABOUR RELATIONS AND CLINICAL
TRAINING PROFILE TRAINING PROFILE
LABOUR RELATIONS AND HIV/AIDS,TB STI PROFESSIONAL LABOUR RELATIONS AND HIV/AIDS,TB STI PROFESSIONAL
TRAINING TRAINING
 Specialize in a provision of a full spectrum of training and consultancy Specialize in a provision of a full spectrum of training and consultancy
in Industrial Relations including Clinical training on HIV/AIDS, STI and in Industrial Relations including Clinical training on HIV/AIDS, STI and
TB TB
     * Labour law consultancy * Labour law consultancy
     * Training and development* Training and development
     *Services Seta accredited Training Provided*Services Seta accredited Training Provided
     * Services Seta assessors and Moderators* Services Seta assessors and Moderators

VARIOUS TRAINING PROVIDEDVARIOUS TRAINING PROVIDED
 Initiating Disciplinary hearingsInitiating Disciplinary hearings
 Conducting/Chairing Disciplinary hearings Conducting/Chairing Disciplinary hearings
 SA Labour LawSA Labour Law
 Conflict management and negotiations skillsConflict management and negotiations skills
 Employment EquityEmployment Equity
 Organizational development/ relationship buildingOrganizational development/ relationship building
 Performance managementPerformance management
 LRA Amendments of 2015LRA Amendments of 2015

TRAINING RELEVANT FOR MANAGEMENT TRAINING RELEVANT FOR MANAGEMENT
AND SHOPSTWARDSAND SHOPSTWARDS
INITIATING DISCIPLINARY INITIATING DISCIPLINARY
PROCES/ HEARINGSPROCES/ HEARINGS
 Providing skills in;Providing skills in;
 Gathering of evidenceGathering of evidence
 Leading evidenceLeading evidence
 Preparing witnessPreparing witness
 Evidence in chiefEvidence in chief
 Cross examinationCross examination
 Closing argumentsClosing arguments
 Evidence in mitigation and Evidence in mitigation and
aggravatingaggravating
 Course objective;Course objective;
 Analyze and communicate Analyze and communicate
workplace dataworkplace data
 Identify and categorize Identify and categorize
transgressionstransgressions
 Implement procedure for non Implement procedure for non
dismissible offencesdismissible offences
 Represent the employee at a Represent the employee at a
disciplinary hearingdisciplinary hearing

CONDUCTING DISCIPLINARY HEARINGSCONDUCTING DISCIPLINARY HEARINGS
 Right to a hearingRight to a hearing
 Rationale for a pre dismissal hearingRationale for a pre dismissal hearing
 Substantive fairnessSubstantive fairness
 Procedural fairnessProcedural fairness
 Proof on a balance of probabilities/ beyond reasonable doubtProof on a balance of probabilities/ beyond reasonable doubt
 Relevant Case studies (These are provided during training)Relevant Case studies (These are provided during training)
         DismissalDismissal
         misconductmisconduct
         incapacityincapacity
                  probationprobation



CONFLICT MANAGEMENT AND CONFLICT MANAGEMENT AND
NEGOTIATIONS SKILLS NEGOTIATIONS SKILLS
TO BE ABLE TO NEGOTIATE AND HANDLE CONFLICT ANDTO BE ABLE TO NEGOTIATE AND HANDLE CONFLICT AND
PREVENT OR RESOLVE DISPUTES IN AN EFFECTIVE MANNER.PREVENT OR RESOLVE DISPUTES IN AN EFFECTIVE MANNER.
 Obstacles to effective conflict handling are fewerObstacles to effective conflict handling are fewer
 That consensus based approaches to conflict management are used That consensus based approaches to conflict management are used
as first step in conflict handlingas first step in conflict handling
 That the outcome of conflict are more needs focusedThat the outcome of conflict are more needs focused
 That the negotiations process are more needs focused than positionalThat the negotiations process are more needs focused than positional
 That the outcomes of negotiations are more needs focused and of That the outcomes of negotiations are more needs focused and of
mutual gainmutual gain
 That the behaviors of managers are more conducive to effective That the behaviors of managers are more conducive to effective
outcomesoutcomes
 That meetings are more participative and achieve needs based That meetings are more participative and achieve needs based
outcomes. outcomes.

LABOUR LAWLABOUR LAW
 Section 1Section 1
 1.11.1 Law and MoralityLaw and Morality
 1.21.2 Who is an Employee versus and Independent ContractorWho is an Employee versus and Independent Contractor
 1.31.3 Back Ground to Labour Relations ActBack Ground to Labour Relations Act
 1.41.4 Dispute Resolution Procedure under the LRADispute Resolution Procedure under the LRA
 INTRODUCTION TO LAW OF DISMISSALSINTRODUCTION TO LAW OF DISMISSALS
 2.12.1 What is a dismissal in terms of section 186What is a dismissal in terms of section 186
 2.12.1 Identifying fault in dismissal disputesIdentifying fault in dismissal disputes
 2.32.3 Jurisdiction in dismissal disputesJurisdiction in dismissal disputes
 2.42.4 The need for a disciplinary hearingThe need for a disciplinary hearing

CONTINUATION SUBSTANTIVE LAWCONTINUATION SUBSTANTIVE LAW
CONTENTCONTENT
 2.52.5 Procedural FairnessProcedural Fairness
 2.62.6 Case Study – Identifying the reasons for dismissal.Case Study – Identifying the reasons for dismissal.
 2.72.7 Substantive and procedural fairness in dismissal disputes.Substantive and procedural fairness in dismissal disputes.
 Substantive Fairness in Misconduct – Detailed Case StudySubstantive Fairness in Misconduct – Detailed Case Study
 Substantive Fairness in Misconduct – Minor Case StudiesSubstantive Fairness in Misconduct – Minor Case Studies
 Dismissal LawDismissal Law
 Miscellaneous forms of Misconduct – Case StudiesMiscellaneous forms of Misconduct – Case Studies
 Remedies for Unfair DismissalsRemedies for Unfair Dismissals
 Determining the date of dismissalDetermining the date of dismissal
 Dismissal for Operational ReasonsDismissal for Operational Reasons

 Dismissal Law (cont)Dismissal Law (cont)
 Individual Operational Requirements disputesIndividual Operational Requirements disputes
 Transfers of Contracts of EmploymentTransfers of Contracts of Employment
 Automatically Unfair DismissalsAutomatically Unfair Dismissals
 Unilateral Changes to Terms and Conditions of EmploymentUnilateral Changes to Terms and Conditions of Employment
 Contractive DismissalsContractive Dismissals
 Probationers and IncapacityProbationers and Incapacity

 Basic Condition of Employment ActBasic Condition of Employment Act
 6.16.1 What is the purpose of the BCEAWhat is the purpose of the BCEA
 6.26.2 Who is not covered by the BCEAWho is not covered by the BCEA
 6.36.3 What are the different ways of setting employment conditions?What are the different ways of setting employment conditions?
 6.46.4 Variation of BCEA conditions – exercise on variationVariation of BCEA conditions – exercise on variation
 6.56.5 Extensive exercises – Calculations in terms of BCEAExtensive exercises – Calculations in terms of BCEA
 6.66.6 Differences and similarities between the old and the new BCEADifferences and similarities between the old and the new BCEA


 AA UNFAIR DISCRIMINATIONUNFAIR DISCRIMINATION
 7.17.1 Background – Schedule 7 of LRA Item 2(1)(a)Background – Schedule 7 of LRA Item 2(1)(a)
 and Employment Equity Act Provisionsand Employment Equity Act Provisions
 7.27.2 Recruitment and SelectionRecruitment and Selection
 RESIDUAL UNFAIR LABOUR PRACTICESRESIDUAL UNFAIR LABOUR PRACTICES
 7.37.3 Unfair Conduct of Employment relating to promotion, demotionUnfair Conduct of Employment relating to promotion, demotion
training and the provision of benefits Schedule 7 Item 2(1)(b)training and the provision of benefits Schedule 7 Item 2(1)(b)
 7.47.4 Unfair suspension and other forms of disciplinary action short ofUnfair suspension and other forms of disciplinary action short of
dismissal – Schedule 7 Iterm 2(1)(c )dismissal – Schedule 7 Iterm 2(1)(c )
 7.57.5 Failure to re – employ in terms of an agreement – Schedule 7 IFailure to re – employ in terms of an agreement – Schedule 7 I
term 2(1)(d)term 2(1)(d)

 7.67.6 Remedies for Unfair Labour PracticeRemedies for Unfair Labour Practice
 7.77.7 Case Study – Discrimination or promotion?Case Study – Discrimination or promotion?

LRA AMENDMENTS OF 2015LRA AMENDMENTS OF 2015
 RLA AMENDMENTSRLA AMENDMENTS
 Objectives:Objectives:
 It is a building initiative for workplace leaders, shop stewards, unionIt is a building initiative for workplace leaders, shop stewards, union
members, union officials and management. The training is intended tomembers, union officials and management. The training is intended to
recognise the ability to explain Labour Amendments to participants.recognise the ability to explain Labour Amendments to participants.
Rather, it is intended to recognise participant’s own understanding ofRather, it is intended to recognise participant’s own understanding of
Labour Law amendments in relation to their workplace situation.Labour Law amendments in relation to their workplace situation.
 AIMS:AIMS:
 It is to build capacity on the latest Labour Relations Amendments andIt is to build capacity on the latest Labour Relations Amendments and
to ensure that shop stewards and union officials are able to implementto ensure that shop stewards and union officials are able to implement
same in their workplaces.same in their workplaces.

LRA AMENDMENTS CONTINUATIONLRA AMENDMENTS CONTINUATION
 On completion of this program and some practical exercises,On completion of this program and some practical exercises,
participants should be able to demonstrate basic understanding of theparticipants should be able to demonstrate basic understanding of the
Labour Law Amendments including specific aspects of the LabourLabour Law Amendments including specific aspects of the Labour
Relations Amendments, which amongst others include;Relations Amendments, which amongst others include;
 11 Understanding the purpose of Labour LawUnderstanding the purpose of Labour Law
 22 Identifying specific amendments in different pieces of Labour LawIdentifying specific amendments in different pieces of Labour Law
 33 Understanding the meaning of amendments in contextUnderstanding the meaning of amendments in context
 44 Apply amendments to workplace situationsApply amendments to workplace situations
 55 Understanding the impact of amendments to workplacesUnderstanding the impact of amendments to workplaces
 66 Undertake to enforce amendments in workplace situationsUndertake to enforce amendments in workplace situations

DURATION OF THE COURSESDURATION OF THE COURSES
 Initiating disciplinary procedure 2 daysInitiating disciplinary procedure 2 days
 Conducting disciplinary procedure 3 daysConducting disciplinary procedure 3 days
 Conflict management 3 daysConflict management 3 days
 Labour LawLabour Law 5 days5 days
 LRA Amendments of 2015LRA Amendments of 2015 2 days2 days

CLINICAL TRAINING PROVIDEDCLINICAL TRAINING PROVIDED::
RELEVANT FOR MANAGERS, SHOPSTEWARDS, ANDRELEVANT FOR MANAGERS, SHOPSTEWARDS, AND
THE ENTIRE WORKFORCETHE ENTIRE WORKFORCE
What is HIVWhat is HIV
Difference between HIV and AIDSDifference between HIV and AIDS
Origins of the virusOrigins of the virus
Types of HIV virusesTypes of HIV viruses
How does the HI Virus enter your bodyHow does the HI Virus enter your body
Which drugs are usedWhich drugs are used
What is HCT,PICT and VCTWhat is HCT,PICT and VCT

CONTINUATION OF CLINICAL TRAININGCONTINUATION OF CLINICAL TRAINING
RELEVANT FOR MANAGERS,RELEVANT FOR MANAGERS,
SHOPSTEWARDS AND ALL CATEGORIESSHOPSTEWARDS AND ALL CATEGORIES
OF WORKFORCEOF WORKFORCE
 What is TBWhat is TB
 How does TB spreadHow does TB spread
 Prevention of TBPrevention of TB
 TB treatmentTB treatment
 What are STI,SWhat are STI,S
 How do you get an STIHow do you get an STI
 How to prevent themHow to prevent them
 STI treatmentSTI treatment

NURSES, PHARMACISTS,SOCIALNURSES, PHARMACISTS,SOCIAL
WORKERS DIETICIANS AND ALL HEALTHWORKERS DIETICIANS AND ALL HEALTH
CARE WORKERSCARE WORKERS
 Difference between HIV and AIDSDifference between HIV and AIDS
 Origins of the virusOrigins of the virus
 Types of HIV virusesTypes of HIV viruses
 How does the HI Virus enter your bodyHow does the HI Virus enter your body
 Which drugs are used and how they workWhich drugs are used and how they work
 How to perform an HIV testHow to perform an HIV test
 Different types of test kitsDifferent types of test kits
 What is HCT, PICT and VCTWhat is HCT, PICT and VCT
 PALSA PLUS AND PC101PALSA PLUS AND PC101

CONTINUATION OF TRAINING RELEVANTCONTINUATION OF TRAINING RELEVANT
FOR DOCTORS, NURSES,FOR DOCTORS, NURSES,
PHARMACISTS,SOCIAL WORKERSPHARMACISTS,SOCIAL WORKERS
DIETICIANS AND ALL HEALTH CAREDIETICIANS AND ALL HEALTH CARE
WORKERSWORKERS
 What is TBWhat is TB
 How does TB spreadHow does TB spread
 Pathophysiology of TBPathophysiology of TB
 Prevention of TBPrevention of TB
 Different types of TBDifferent types of TB
 TB treatmentTB treatment
 TB and HIV collaborationTB and HIV collaboration

CONTINUATIONCONTINUATION
 What are STI,SWhat are STI,S
 How do you get an STIHow do you get an STI
 Prevention of STI,SPrevention of STI,S
 STI treatmentSTI treatment

DURATION OF THE COURSESDURATION OF THE COURSES
 HEALTH CARE WORKERS 2 DAYSHEALTH CARE WORKERS 2 DAYS
 DOCTORS 1 DAYDOCTORS 1 DAY
 NURSES 5 DAYSNURSES 5 DAYS
 PARMACISTS 1 DAYPARMACISTS 1 DAY
 MANAGERS, SHOP STEWARDS /EMPLOYEE’SMANAGERS, SHOP STEWARDS /EMPLOYEE’S 1 - 2 DAYS1 - 2 DAYS

INITIATION & CONDUCT OF DICIPLINARYINITIATION & CONDUCT OF DICIPLINARY
HEARINGHEARING
FINANCIAL IMPLICATIONSFINANCIAL IMPLICATIONS
Fees structure for two days training on Labour RelationsFees structure for two days training on Labour Relations
R 10 000.00 per day, per delegate including catering andR 10 000.00 per day, per delegate including catering and
accommodationaccommodation
R8 000.00 per day, per delegate excluding catering and accommodationR8 000.00 per day, per delegate excluding catering and accommodation
The above fees excludes transport fess to and from the training venueThe above fees excludes transport fess to and from the training venue

FINANCIAL IMPLICATIONSFINANCIAL IMPLICATIONS
Fees structure for two days training.Fees structure for two days training.
LRA Amendments 2015LRA Amendments 2015
R8 000.00 per day, per delegate excluding catering and accomodationR8 000.00 per day, per delegate excluding catering and accomodation
The above fees excludes traveling costs to and from the training venueThe above fees excludes traveling costs to and from the training venue
Fees structure for three days trainingFees structure for three days training
Conflict Management & Negotiations SkillsConflict Management & Negotiations Skills
R 10 000.00 per day, per delegateR 10 000.00 per day, per delegate
R8 000.00 per day, per delegateR8 000.00 per day, per delegate
The above fees excludes traveling costs to and from the venueThe above fees excludes traveling costs to and from the venue

CONFLICT MANAGEMENT &CONFLICT MANAGEMENT &
NEGOTIATIONS SKILLSNEGOTIATIONS SKILLS
Fees structure for three days trainingFees structure for three days training
R10 000.00 per day, per delegate including catering and accommodationR10 000.00 per day, per delegate including catering and accommodation
The above fess excludes traveling costs from and to the training venueThe above fess excludes traveling costs from and to the training venue

Substantive LawSubstantive Law
Fees for five day training on Substantive LawFees for five day training on Substantive Law
The above fess excludes traveling costs from and to the training venueThe above fess excludes traveling costs from and to the training venue

CONTINUATION OF FINANCIALCONTINUATION OF FINANCIAL
IMPLICATIONSIMPLICATIONS
 The above entire trainings costs include training material whereThe above entire trainings costs include training material where
applicableapplicable
 Excludes venue and food, which should be on client’s account unlessExcludes venue and food, which should be on client’s account unless
specific arrangements agreed uponspecific arrangements agreed upon
 Costs are informed by specific training needs of the client and thusCosts are informed by specific training needs of the client and thus
negotiable as the main objective is to empower our clients the best wenegotiable as the main objective is to empower our clients the best we
cancan

LIST OF CLIENTSLIST OF CLIENTS
 GEPGEP
 HYTTE HOTELHYTTE HOTEL
 ECCAWUSAECCAWUSA
 MANGETHE EXPRESSMANGETHE EXPRESS
 SAASAA

THE ENDTHE END
THANK YOUTHANK YOU
SIYABONGASIYABONGA

ELS LATEST COMPANY PROFILE

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