Page 197 - SAMRC Annual Report 2023-24

HUMAN RESOURCES MANAGEMENT

INTRODUCTION

The SAMRC is committed to delivering impactful The focus was ultimately to overcome these
scientific research and development through its challenges and deliver impactful results through our
people. The goal is to support existing and new talent that would benefit our nation.
research areas, initiatives, and capacity building
in the field of health research and innovation, in HR priorities and the impact of
line with the SAMRC mandate and to serve as a these priorities, while highlighting
national asset.
achievements:
To optimise human resources capability and With this context and challenges in mind, the HR
overcome current and future challenges within the
SAMRC, the SAMRC's human capital-enhancing strategy demanded a concentrated effort on specific
Human Resource (HR) strategy becomes imperative. priorities to attain the organisational objectives.
This strategy includes the continuous assessment One such priority was the development and
and consideration of external environmental trends implementation of a comprehensive e-HR strategy
and the potential impact on HR matters. to optimise technology and automate processes.
This involved a thorough analysis of potential
During the year under review, the increased gaps in HR systems, technology, and reporting, as
requirements for health research were considered, well as the overall HR analytics maturity within the
which was further compounded by the economic organisation. The definitive role of advanced people
challenges that our country faced with the anticipated analytics is appreciated and has been prioritised
impact on international investment and the labour as it adds significant value by enabling data-driven
market. Consideration was therefore given to budget decision-making to deliver on the integrated talent
constraints with the potential refocus of priorities, management strategy. The e-HR strategy includes a
together with the dormant impact on the retention strategic roadmap based on the assessments made
of scarce and critical skills due to the potential pool to further guide efforts to allocate resources, set
of available talent that could shrink. priorities, and plan strategies to improve.
The cost-of-living and high inflation, amongst others, Capacity building, including learning and
required further consideration of remuneration and development, remains a priority for the SAMRC
benefit packages that could be under strain to meet as various strategies and tools are enhanced or
skills attraction and retention requirements, while introduced. This includes the study support of formal
considering group schemes to assist employees qualifications and programmes. It further includes a
with affordable benefits. customised approach to leadership development

Further environmental realities and opportunities to provide SAMRC leadership with the necessary
that were considered include the rapid advancement tools and skills towards greater effectiveness as
in technology with the Fourth Industrial Revolution managers of people, a particular skill set to ensure
(4IR) and the impact of the Fifth Industrial Revolution high-performing teams. Senior leaders are further
(5IR) on the world of work. This includes the readiness equipped with the tools necessary to address the
and adoption of Artificial Intelligence (AI) and how challenges of the 21st-century world of work. The
it could affect efficiency and strategic priorities. It approach nurtures a strategic mindset, as participants
requires continuous exploration of digitalisation explore concepts around strategic innovation,
in the workplace, the readiness of the SAMRC to sustainability, and collaboration, organisational
operate beyond the 21st century, and the impact on change, business agility, and financial viability; all
alternative ways of working. It has been important in line with the strategic objectives and challenges
for the organisation to consider the required of the SAMRC. These structured programmes were
deskilling, reskilling, and upskilling initiatives to complemented with coaching initiatives as needed,
remain competitive and an employer of choice. in an attempt to offer bespoke solutions and support.

SAMRC ANNUAL REPOR T 2023-24 195