Leave, discipline, onboarding and a workforce plan that reaches five years out

Leave was applied for on a form, approved on the form, and captured into payroll from a pile of forms, which meant balances were wrong often enough that employees stopped trusting them. Onboarding was a checklist that lived in the HR officer's head: contracts signed late, protective equipment issued after the employee had already started work, induction recorded inconsistently.

Disciplinary records were the weakest point — warnings filed in personnel folders at the site where they were issued, so an employee's history did not follow them, hearing notices drafted from scratch each time, and outcomes recorded in a way that would not have held up if challenged. Employment equity reporting was reconstructed each year from payroll extracts and guesswork about occupational levels, and workforce planning beyond the current year did not exist in any written form.

Leave is applied for on a phone, routed to the right approver, and reflected against a balance the employee can see, with the rules for each leave type built to the client's own policy. Onboarding runs as a workflow with owners across HR, IT, payroll and the site, so the employee does not reach their first shift with an open item, and induction and equipment issue are recorded as evidence rather than assumed.

Disciplinary case management was designed alongside the client's own industrial relations advisors: the register holds every warning with its validity period so history follows the employee between sites, hearing documents are generated from the case record, and the outcome, the evidence and the appeal are held together as one file. Employment equity data comes off the live workforce profile by occupational level rather than being reconstructed at reporting time, and the same profile carries the five-year plan — numerical goals, identified successors and the gap between the two.

This system keeps records and enforces the client's own policy and procedure. It is not a substitute for the legal and industrial relations advice a client takes on any individual matter.