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Currently viewing: Our sustainability: Our employees / Next: Our sustainability: Our environment Our Sustainability: our employees Our Employees – Investing in our People It is important that our human capital (“HC”) solutions drive the importance of people and their contribution in the organisation. To deliver on the HC mandate of developing and implementing people-centric practices and policies that will enable AfroCentric Health and the greater AfroCentric Group to achieve its strategic objectives, a solid foundation was built and enhanced over the past two years and aligned to global best practices. The structure of HC includes: Centre of Excellence which are thought leaders in HR and understand business and territorial specific requirements Business Partner Function, which supports all our stakeholders whilst ensuring adherence to policies and good governance principles. This Business Partner function further enabled the HC specialists to develop business solutions, congruent to the achievement of individual business unit objectives. Shared Services which is where the engine of HR administration (including payroll) occurs with practice ownership for performance management, wellness, compensation and benefit and organisation design. Our Human Resources Information Management system remains central to our HC practices and informs strategic decision making in relation to our human resources. In 2013 and further in 2014, HC positioned its offering to align with the current business reality by shifting focus from foundational practices to valued added human resources management solutions to maintain and build organisational capability and competencies to ensure the organisation is sustainable and well-positioned for growth and diversification. Our brand proposition (Passion for Performance, People and Health) required that we continue to focus on attracting, developing and retaining employees who are passionate and engaged, knowledgeable and skilled in their respective fields. This was aligned to the group objective of “Maximising growth opportunities in SA, diversification in SA, Africa and International, transforming our culture to enhance and optimise performance, learning and innovation”. We regularly review our functional operating model, to ensure we provide flexible and appropriate best practice interventions that contribute to the organisation having a competitive advantage through leveraging on our most important resources, our people. Talent acquisition We continue to focus on attracting the best talent, at the right capital investment within the shortest possible timeframe to minimise business risk and increase capability to execute on our strategy and to be positioned for growth. Through various initiatives, including the increased utilisation of an internal referral programme, the establishment of an applicant database and participation in university career days we have been able to acquire exceptional talent. Internal referral programme Our internal referral programme allows employees to refer suitable external candidates for vacancies. The programme was actively promoted in the business with 51% of all vacancies over the year being advertised via the internal referral programme. To further enhance the efficacy of the internal referral programme, the process has now been automated on Oracle to allow for better integration with the recruitment process and system. This is substantially lower than if these vacancies were filled via recruitment agencies. Candidate data-base Our candidate data-base used to retain and maintain information on external candidates who have been sourced via university career days, referrals or job applications. Over the course of the year, 29 placements were made from the database, contributing toward reduced costs as well as reduced turnaround times in sourcing candidates. Career site The career site has been designed to provide external job seekers with an overview of our employee value proposition and organisational culture and thus contribute toward the right talent being attracted to our business. University career days To attract high calibre and talented employees at all levels, we participated in several university career days. This provided us with a platform to market our company to tertiary students and develop our employment brand. The events saw numerous tertiary students being added to our candidate database. This will further contribute toward candidates being readily available for vacancies in the business, thereby reducing turnaround times and costs. To further augment our focus on attracting and placing the right calibre of employees, we focused on developing our assessment centre offerings and rebranding our internal vacancy communication (Career Buzz).
Passion for performance We continued to focus on creating a high performance culture where all employees recognise their contribution in achieving our vision. By doing so, employees are motivated to be empowered to effectively manage their own performance. A totally revamped performance management system was successfully operationalised, which included the incorporation of the principle of driving performance management from a top down approach and cascading of objectives, quality validation process and a moderation process was included. The performance management process also includes a 360 degree survey for all staff and included it as a mandatory output in all performance contracts. The measures were:
Performance management was also introduced and implemented within legal entities that were not yet aligned to group standardisation and best practice:
Talent development including skills development We remain committed and focused on developing our employees and leadership capability to sustain a competitive advantage through our employee capabilities. We further remain focused on creating value for our employees and by extension our clients, in support of this, we had spent in excess of R17,5 million (actual and indirect investment expenditure) in training a total of 1 839 employees. Leadership Development Ignite and Evolve Leadership Development Programme 2013/2014 We successfully concluded the second intake of learners on the Harvard Business Review: Ignite and Evolve programmes which saw a 90% successful completion rate. A total of 306 employees successfully completed the programmes. Leading in Complex Times – A series of Conversations “Leading in Complex Times – A series of Conversations” is a programme designed for employees who were identified as part of the high potential pool of employees, as well as employees who hold scarce or critical skills. A total of 70 learners have been enrolled on the programme and are largely at a general and senior management level. The programme is based on application learning and is sponsored by Executive Directors (including the MDs of the three main operating businesses in South Africa), all the Executive Managers and General Managers. The 10 sponsors were accountable for mentoring the participants through the development and implementation of their application learning projects. getAbstract® The getAbstract, online book abstract and reviews are made available to all Executives, general and senior managers, as well as all those who attended the Ignite and Evolve programme. The product embraces technology and includes virtual chat forums, e-book cafés, quarterly themes as well as monthly top reads. This serves as an important tool to continue to drive blended learning within the business and to encourage users to read to acquire knowledge on various subject matters. The Learning and Performance Academy ("LPA") The Learning and Performance Academy that was established during 2012 is currently in a major process of evolution. Our training venues in Roodepoort have undergone an upgrade during the recent months. The newly revamped training centre can now cater for groups from seven to 25 delegates in 10 well-equipped training rooms. Each room features state-of-the-art multimedia equipment as well as other facilities to cater for any learning event. Nine of the 10 rooms are also equipped with computer workstations. The flexible room layouts furthermore ensure that learning takes place in a comfortable, highly professional and enjoyable corporate environment. The purpose of this revamp was not only done because we believe that the quality of a training centre can have an impact on the competence results of employees that attend training, but also for the reason that the LPA has lodged an application with the Services SETA to obtain status as an accredited training provider. This accredited training provider status will be the first step in becoming a fully accredited private further education and training college over the next few months. This will mean that the LPA will be able to offer tertiary qualifications registered on the National Qualifications Framework. E-Learning Academy
Our pilot programme (Business Writing in Plain English) for our AfroCentric Health Online Leaning Academy was completed in April 2014. We are pleased that the programme was an overall success, with 300 learners who are located in, Mauritius, Namibia, South Africa (all regions), Swaziland and Zimbabwe, registered on the course. Learners needed to score a final of mark of 70% to complete the course and receive a certificate of completion.
Talent development statistics Number of learners trained per legal entity
Remuneration, employee benefits and rewards Our reward philosophy matured over a number of years and has been further refined during the 2014 financial year. The total personnel costs equate to 68.65% of the expense line of the organisation. The spend on the personnel line needs to be spent optimally to ensure we attract, retain and reward the skill set required to ensure sustainability, be innovative and to be positioned for growth across all territories. The strategy, principles, processes and governance pertaining to our total reward package are researched and benchmarked to ensure that they are in line with best practice, legislative requirements in differing territories and ensure that we as an organisation can be competitive and drive optimal performance. In relation to the remuneration strategy, focus was placed on the following components this financial year:
It is becoming more widely accepted and acknowledged that recognition plays a major component in reward for an employee and monetary reward is not always the way to motivate and create an engaged workforce. Our organisation has very successful recognition programmes in place at a Group level, namely: Service Heroes – which factors in experiences and compliments from clients. 110% Achiever Recognition Programme – which recognises employees across RSA, Africa and International on how our top performers best demonstrate the organisational values: Accountability, Mutual Respect, Integrity, Empowerment and Innovation. Variable pay strategies are constantly reviewed and aligned with the organisation's philosophy of pay for performance and include raising the bar for both management and operational levels. Our variable pay policies have a dependency on individual and Group performance.
As per the Department of Labour EEA10 form, the tables below reflect the EE profile for the business for the financial year. Occupational levels Summary of the Employment Equity Progress Report – Workforce Profile at 30 June 2014
Summary of the Employment Equity Progress Report – Disability Profile at 30 June 2014
Note: A = Africans, C = Coloureds, I = Indians and W = Whites |
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| AFROCENTRIC INTEGRATED ANNUAL REPORT 2014 |