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James McKerrell

James McKerrell

James McKerrell, Chief Executive Officer, CRS Technologies (Pty) Ltd


After qualifying in the accounting field and having run a Fund Raising entity, James became interested in technology and joined CRS as a consultant way back in 1991. He was tasked with starting the CRS Cape Town office, and later moved back to Johannesburg as Ops Director, where he took over the management of the business and today plays an active role in the development of CRS's people, products, new markets and solutions.

CRS Technologies is a provider of services and solutions to the Human Resources and Payroll markets in Africa in general and South Africa in particular.

Established in 1985, the company has served as the premier provider of HR systems, solutions and remuneration products to business across expanding market segments.


CRS is a signatory to the Information Technology Association (ITA) and a member of the Payroll Authors Group of South Africa.


It is also a member of the South African Payroll Association, South African Rewards Association and the Institute of People Management.


James is passionate about the products and services, not forgetting their people and customers. He has a wonderful and supportive family and enjoys fly fishing (fishing not catching!) in his spare time.


As chairman of The South African Payroll Association (SAPA), James has to strategically focus the efforts of the EXCO to enhance the profile of the Association, increase membership, and also engage with other international Payroll Associations to form a “global body”.


He enjoys MC’ing the annual conferences and workshops that SAPA hosts as this gives him an opportunity to engage with the members. James is passionate about having payroll professionals recognized as professionals and spends much time lobbying for this cause.

James is pleased to be involved with the Association’s endeavour to become the accreditation body of payroll professionals in SA.

Website URL: http://www.crs.co.za

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Measuring your worth – productivity in the modern workplace

Productivity. The word continues to make its way into just about every business conversation today – yet, for all the emphasis and awareness, many companies fall short of being able to truly align and engage employees on this issue. The reality about productivity is that if buy-in is achieved, in line with company strategy, the result is an increase in shareholder return and business growth.


When we speak of productivity, what do we actually mean? It is a simple but important question – particularly because there is often a discrepancy between what a business perceives to be employee value add through measurable output and what an employee feels he or she is ‘putting into the job’.


From a Human Capital Management (HCM) point of view, productivity is understood to mean outputs from a particular activity and the metrics involved in measuring these outcomes include time, quantity and quality.

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Compliance is key to hassle-free compensation in business

Compensation, the term used to define the cost of employment of employees, can be a major headache for decision makers in business, particularly if it is not managed properly and issues like compliance are not taken seriously.


One of the main reasons why this responsibility can turn the world of an employer upside down is because it encompasses far more than just salary. Although employees tend to associate compensation exclusively with salary, it is actually far broader than that – in fact, it includes benefits, rewards, incentives and other costs.


So, in practice, compensation covers everything that an employee earns for bringing value to the employer.


In the South African context, the issue is of extreme importance because of the country’s strong trade union background and the ongoing problem of skills shortages.

Why having an engaged team will separate market competitors in 2014

Experts in Human Capital Management (HCM), solution development and application believe in terms of productivity and commerce, the year ahead will level the playing field between those with engaged personnel and those without.


Engaged members of staff are those whose careers, roles, performance and mindsets are aligned with that of the business and its direction/ purpose or focus.

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