Page 199 - SAMRC Annual Report 2023-24

HUMAN RESOURCES MANAGEMENT

and resources such as access to a mobile platform, the year of review are the immediate goals and
and weekly and monthly topical talks being hosted are prioritised for the next performance cycle and
by experts in the topical fields. In addition, lunchtime financial year.
fitness sessions are available and annual wellness
days with several health tests are on offer. The e-HR strategy requires a staggered approach
to implementation, with clear short- and medium-
Policy development: term goals, while appreciating the importance of
effective change management processes for ease
The continuous monitoring and regular review and effectiveness.
of SAMRC policies and procedures are critical to
ensure alignment with changes in labour legislation The optimisation of the competency framework has
and the overall regulatory environment. During been prioritised to continuously improve capacity
the year under the review, policies including the: development by ensuring that all employees have
Remuneration Policy, Performance Engagement the expertise and sufficient capabilities to perform
Policy, Leave Policy, and subsequently, the the work required of them; reducing the skills and
Conditions of Service were reviewed and updated. knowledge gaps; and allowing a proactive approach
In addition, the Board approved that the Mandatory to planning for growth, succession, or effective
Vaccination Policy be retired, with an option to re- expansion.
implement it at short notice if required.
The successful implementation and continuous
Future HR plans/goals: monitoring of the structured leadership capacity
development programme to develop the senior
The implementation and sustainability of some leadership pipeline is another priority and is eagerly
key strategies as updated and developed during anticipated.

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