Talent management - 2015 update
Progress was made in enabling and facilitating the development and
growth of AECI’s people. The focus on organisational effectiveness
and development motivated several projects and programmes to
enhance employees’ engagement and workplace experience.
The Talent Management Department assisted the Group in driving employee engagement through benchmarked and researched interventions summarised as follows:
recruitment of suitably qualified and experienced employees in support of AECI’s transformation objectives, in the most cost-effective manner possible. This included direct headhunting, refinement of the AECI Career website and negotiating preferential rates with placement agencies. For the 39 Senior management and Professional positions that became available, shortlisted candidates’ profiles indicated progress in terms of attracting individuals of the desired calibre. This was particularly evident among designated group applicants;
improved talent effectiveness and leadership ability through the Group’s partnership with the Gordon Institute of Business Science (“GIBS”), which provides accredited and customised programmes for the AECI Management Development Ladder. This is designed for leaders from Junior to Senior management levels. The third intake participated in 2015 and the initiative’s sustained success was pleasing. Over three years, 277 individuals have benefited, with 82% of these from designated groups.
The GIBS programmes offer participants the most up-to-date knowledge and expose them to stretch assignments, both syndicated and individual. These assignments have highlighted specific potential strategic growth opportunities for the AECI Group as a whole and a number of collaborative interventions between two or more AECI businesses have emerged.
As was the case in prior years, Executives and Senior Managers were enrolled in the GIBS Global Executive Development Programme. Four participated in 2015, with two of them placed in the Top 3 of the class. The 2014 participants’ action learning projects were implemented successfully, resulting in measurable advantages for AECI;
the Performance Improvement intervention was initiated in the year, with Group-wide management upskilling and cascading of the process. The intention is to ensure that Performance Management processes and procedures are standardised, that strategic objectives and goals are aligned and that they are cascaded effectively to Group employees at all levels, speaking to the pay-off line “One Team — Great Performance”. Implementation commenced in early 2016, with individual goals and objectives for management and employees at professional and managerial levels being set as a first step;
the Talent Management Department assisted in the review of AECI’s values. All businesses participated in developing the BIGGER values and corresponding behaviours, applicable Group-wide. Thereafter, an awareness campaign was rolled out to all employees;
the AECI Group Induction Programme, presented twice each year over two days, makes a significant contribution in enabling the Group’s strategic goal of better cohesion and collaboration across its businesses. The Programme assists in defining a unified view of the Group and its values. It also gives new employees an opportunity to build relationships beyond those with their immediate colleagues;
the design of a system to standardise and harmonise job grading in the Group was completed and implementation for non-Bargaining Unit employees will commence in 2016. The initial focus will be on the Group’s employees in South Africa.
Also in 2016, the design of an HR Information System will be initiated. This System will enhance the efficiency and effectiveness of all employee-related matters.