Page 198 - SAMRC Annual Report 2023-24

Capacity building was further underpinned by the Workforce planning and key
need to review and update the SAMRC’s competency strategies to attract and retain a
framework. This competency framework defines
the blueprint for 'excellent' performance within the skilled and capable workforce:
organisation. It is the library that holds and organises The success of the HR strategy is highly dependent
the descriptions of behaviours applicable at all on the people/workforce planning as a structured
levels for all job functions, while recognising that it approach to strategically manage talent in
is only successful in supporting decision-making if it alignment with the SAMRC’s objectives. After
accurately reflects the needs of both the job and the conducting a thorough evaluation to address
SAMRC in terms of skills, experience, and behaviours. the talent challenges and progress that has been
Moreover, the review and update of the competency made concerning diversity within the organisation,
framework created an opportunity to reflect on the it has been identified that there is still a challenge
alignment of capacity-building practices with the to achieve equity at the senior management level.
ethos, values, and desired organisational culture. To address this, succession planning has been
prioritised as a critical step to develop and ensure
The reviewed and updated SAMRC competency a diverse leadership pipeline. Additionally, deputy
framework further guides the medium and long- directors have been appointed to serve as a vital
term talent management needs for the allocation level of leadership in the organisation. Furthermore,
of budget and resources. In addition to the a structured capacity development programme
budget allocated for capacity building, resources has been designed to enhance the potential and
were complemented by capitalising on the capacity of participants to take up senior leadership
SETA Discretionary Grant that was awarded after roles when they become available. This programme
successfully submitting the SAMRC Work Skills Plan also aims to address the overall transformation
(WSP) and Annual Training Report (ATR). agenda within the organisation.
Initiatives are continuously explored to create
awareness and provide opportunities for developing Employee performance
the skills and competencies of SAMRC employees. management:
To this end, webinars have been successfully The SAMRC reviewed and updated the performance
introduced as an online platform for continuous management approach to include a philosophy of
learning and engagement. These webinars, which engagement. The term engagement in a knowledge-
can be attended voluntarily over lunchtime, based organisation acknowledges the self-directed
address areas of improvement towards the desired nature of the SAMRC careers, while aligning the
organisational culture, drive and support change individual and organisational values to ensure
management initiatives, as well as the socialisation commitment and discretionary effort. A philosophy
of policies. of engagement further promotes employee
The SAMRC appreciates that building community ownership of, and control over, the process.
takes a thoughtful journey of continuous engagement
and active participation of all employees. Extensive Employee wellness programmes:
time was spent on the process of sharing and A holistic and proactive approach to employee
unpacking the survey narrative, while the co-creation wellness recognises the benefits of promoting a
of the initiatives and actions for change continued healthy and productive work environment, while
during the reporting period. While common themes enabling the desired organisational culture. A
were identified across the organisation, the process variety of wellness initiatives are offered to support
enabled a tailored approach and strategies to the physical, mental, and emotional well-being of
support the unique experiences, context, and employees. This includes a range of offerings such
complexities in our environment. This will further as a toll-free 24-hour counselling service available
assist with the continuous review, monitoring and to employees and their family members living with
evaluation of initiatives and success indicators. them; together with education and awareness tools

196 SAMRC ANNUAL REPOR T 2023-24