The Human Capital support service enables the group to reach its strategic goals through attracting and retaining specialist skills. Our Human Capital strategy is designed to create the necessary competencies, capabilities, experience and motivation to deliver on its purpose.
- We introduced a new company performance management system.
- Our new incentive programme was implemented.
- We introduced our new 70:20:10 approach to development.
- Ensuring we build and retain skills to keep pace with the digital revolution and growth across regional operations is challenging.
- Ensuring proper change management during the corporate restructure is ongoing.
Key performance indicators
Human Capital invested in technology to improve performance management and automation procedures. Employees now benefit from these tangible enhancements.
|1||This is broken down into Enabling Services: 66 (2016: 78); and Contact Centre: 90 (2016: 58).|
Training and development
We use a 70:20:10 approach to develop our employees. Under this approach employees obtain 70% of their development from job-related experiences, 20% from interactions with others, and 10% from formal interventions or educational events.
We believe that this approach will ensure we maximise the effectiveness of staff learning and growth through various activities, inputs and experiences working with, rather than against, the best learning methodologies.
BankservAfrica is committed to an inclusive culture that respects and embraces the diversity of employees, customers and communities. We attract, develop and retain the most capable employees from all ethnicities, races, genders, sexual orientations, beliefs, backgrounds and experiences believing that diversity assists us in understanding and being responsive to our operating context.
A = African C = Coloured I = Indian W = White
Performance management and remuneration
We believe that remuneration plays an important role in the successful delivery of our strategic objectives. Attracting and retaining skilled and experienced employees is central to our remuneration strategy. The cornerstone of this is the concept of pay for performance, within a sound risk management and governance framework, and with due consideration to market factors and our organisational values.
We link employees’ remuneration to their performance and behaviour at all levels and across all divisions. This takes into consideration a host of factors such as group performance, divisional performance and the employee’s individual performance. Target-based incentive schemes are used. Remuneration is based on market-related remuneration in similar roles.
Performance against targets is managed twice a year. This is done using a new automated process which forms part of the wider talent management system. The performance system aligns individual contribution (through contribution plans) with the corporate and departmental scorecards.
A new incentive programme was implemented in July. The incentive programme is comprised of an individual incentive, which applies to all employees; and a corporate incentive, which is allocated to key individuals involved in the key strategic goals of the company.
Looking ahead, we will be concentrating on creating a people DNA that focuses on establishing a leadership framework, ensuring our culture is clear and embedded in the business. We will also be developing a framework for engagement that supports the behaviours of our core purpose and strategy.