Page 241 - SAMRC AnnualReport 2025-26

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

Employee Wellness: further assistance. To support this, additional
The SAMRC is committed to cultivating a healthy, trauma debriefing sessions are offered to help
productive work environment by adopting a staff members manage challenging, sensitive, or
comprehensive, proactive approach to employee potentially traumatic information in their research.
wellness. Our employee wellness programmes
encompass a variety of initiatives designed to Future HR Plans/Goals:
support the physical, mental, and emotional Looking ahead, the Human Resources department
health of all staff members. The annual Wellness prioritises reinforcing the SAMRC culture, promoting
Awareness campaign seeks to establish a sustained value-based decision-making through ongoing
culture of well-being across the SAMRC by engagement, and utilising advanced technologies
promoting awareness and motivating employees to boost operational efficiency and effectiveness.
to take proactive steps to manage their well-being. These objectives will be supported by targeted
This initiative also provides an annual opportunity capacity development initiatives designed to
to reflect on and review the employee value facilitate and embed the necessary cultural and
proposition (EVP), ensuring that the organisation organisational changes. Achieving these outcomes
consistently prioritises employee well-being. will require robust change management practices
to ensure alignment across the organisation,
A range of resources, including a free 24-hour minimise disruption, and enable sustainable impact
counselling helpline, are available to employees over time. The primary focus will be on developing
and their families. Customised support a skilled and adaptable HR team capable of
programmes are continually introduced for staff meeting evolving workforce demands while also
exposed to vicarious trauma through their research strengthening strategic collaborations with line
work. Training is provided to team leaders so management. Through these combined efforts,
they can offer initial trauma debriefing for their HR will be positioned as a proactive contributor
teams. As frontline contacts, managers have to organisational excellence and as a catalyst for
gradually learned to recognise trauma symptoms, a more integrated, efficient, and future-oriented
respond appropriately, and refer employees for workplace.

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