Page 235 - SAMRC Annual Report 2024-2025

HUMAN RESOURCES MANAGEMENT

all employees and managers in understanding and a voluntary funeral benefit was introduced in
navigating the process. Significant progress has partnership with a financial services organisation,
been made to implement practices that reflect enabling employees to access affordable group
consistent and transparent performance alignment cover. Uptake has been strong, reflecting both the
of individual, team, and organisational performance relevance and value of the benefit offering.
that further ensures equality in measurement across
the organisation. Following a medical benefits audit, affordability
challenges were identified among certain employees.
As a key strategy to embed the desired organisational In response, the SAMRC partnered with a healthcare
culture, the integration and standardisation of key service provider to introduce an affordable medical
values and behaviours into individual and team key insurance plan aimed at improving access to
performance areas (KPAs) as part of the performance healthcare coverage. The benefit has been well
contracting process has been identified as a key received, with strong interest and uptake across the
strategy. This represents a significant shift and organisation.
will require thoughtful and proactive change In addressing the broader challenges of attracting
management.
and retaining critical skills, the SAMRC also explored
group benefit schemes and compensation packages
Employee wellness programmes that remain responsive to market conditions while

With a holistic and proactive approach to employee reinforcing its commitment to being an employer of
wellness, the SAMRC appreciates the benefits choice.
of promoting a healthy and productive work
environment. The employee wellness programme Policy development
offers a variety of wellness initiatives to support While no policies were due for review during the
the physical, mental, and emotional well-being of reporting period, updates and amendments were
employees. made as needed in order to navigate through
important organisational decisions, including the
A Wellness Awareness Road Show was conducted
to embed a culture of well-being across the amendment to the Recruitment and Selection
organisation by raising awareness and promoting Policy and the Remuneration and Benefits Policy. In
addition, updates were made to Standard Operating
and encouraging employees to take proactive
steps toward their well-being. This initiative allowed Procedures (SOPs) and Guidelines to ensure effective
policy implementation, such as the Relocation SOP,
the opportunity for reflection and review of the Long Service Awards, and Internship Programmes,
employee value proposition (EVP).
together with a Guideline to implement a customised
While a range of offerings, such as a toll-free 24-hour Leadership Development Programme.
counselling service, was available to employees and
their families, customised support programmes Future HR plans/goals
were also facilitated to support employees who The successful implementation and sustainability of
experience vicarious trauma due to their research key strategic initiatives as aligned to the SAMRC’s
fields. This included training of team leaders on talent management agenda will form the foundation
conducting defusing (initial trauma debriefing). As of a focused approach for the upcoming performance
the first point of contact, it involves educating first- cycle and financial year.
line managers on trauma symptoms and how to
contain and then refer employees. Additional trauma Of particular strategic importance is the
debrief sessions were further conducted to support implementation of the integrated HR system, which
employees when working with difficult, emotional, will enhance operational efficiency and data-driven
sensitive or potentially traumatic research material decision-making. This is complemented by targeted
and information. capacity development initiatives designed to support
and embed the desired cultural and organisational
Amidst rising inflation and the increasing cost of shifts. The success of these efforts will depend on
living, the SAMRC remains committed to supporting effective change management practices to ensure
employee well-being through thoughtful and alignment, minimise disruption, and enable long-
responsive benefits. During the reporting period, term impact.

SAMRC ANNUAL REPOR T 2024-25 233