Page 239 - SAMRC AnnualReport 2025-26

H U MAN R E S O U R C E S MANA G E M E N T

INTRODUCTION

The evolving landscape of global geopolitics and HR Priorities and
the increasing influence of artificial intelligence Key Achievements
(AI) continue to generate volatility, uncertainty,
complexity, and ambiguity, all of which require The HR directorate has successfully implemented
organisations to be agile and resilient. SAMRC various initiatives in HR and payroll as part of our
continued to undergo leadership transition, with commitment to enhancing organisational culture.
the recruitment and selection process unfolding The transition to an integrated HR and payroll
smoothly, marking a pivotal shift at the senior system, combined with the automation of payroll
management level for the organisation. These processes for short-term contracts (services
changes strengthened the organisation's mission to rendered), has improved accuracy, minimised
enhance the nation’s health and quality of life and manual intervention, and enhanced the employee
have a significant impact on organisational culture, experience. Furthermore, aligning payroll banking
offering valuable opportunities for innovation, practices and standardising salary payment dates
renewal, and strategic alignment. SAMRC remains have promoted greater equity and consistency
dedicated to fostering an inclusive organisational among staff, contributing to a more unified and
culture that embraces and promotes a diversity of inclusive workplace environment.
ideas, experiences, and perspectives.
Consistent with the state of address by the SAMRC
In February 2026, during his State of the SAMRC President and CEO and the Integrated Talent
Address, President and CEO Professor Ntobeko Management Framework, the SAMRC recognises
Ntusi emphasised that a key organisational priority that improvement initiatives cannot be viewed
is to strengthen our culture. He highlighted that in isolation; the interconnectedness and mutual
culture is not merely a concept but the foundation dependency of organisational elements require
of how we work, lead, and succeed together. Our a comprehensive and coordinated approach.
focus is on creating an inclusive, respectful, and With this perspective, three strategic HR priorities
high-trust environment where every employee feels remain:
valued and empowered. This includes fostering
psychological safety, encouraging open dialogue, i. Driving cultural and organisational change.
and creating opportunities for collaboration and
innovation at all levels of the organisation. ii. Building human capacity for the long-term
sustainability of South African research.
To this end, the Human Resource Management
I
Directorate remains committed to leveraging digital iii. nvesting in HR technology to strengthen digital
transformation opportunities to advance human capabilities.
resource effectiveness and future preparedness,
ensuring SAMRC remains agile and maintains its Capacity Development:
strong brand and reputation within an increasingly Building human capacity for sustainable research
flexible, knowledge-driven economy. Furthermore, excellence, in alignment with South Africa’s
HR continues to support the advancement of long-term strategy to strengthen its research
impactful science through its people by deploying ecosystem, depends on establishing a resilient
a transformative, human capital-enhancing talent pipeline. Customised leadership and
Integrated Talent Management Framework (ITMF) management programmes are implemented to
to attract, retain, and develop current and future advance expertise in critical skill areas and foster
capacity in healthcare research skills. transformative leadership across all career streams.

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