About the SABC

SABC PeopleSABC staff are the means by which the Corporation strives tomeet its mandate.HUMAN CAPITAL SERVICES (HCS)HCS’s primary role is to enable the Corporation to manage itshuman resources.HCS includes six major functional areas; Learning and Development;Remuneration and Reward (which includes HCS Policy); EmployeeRelations; Employee Wellness; Organisational Development(including Employment Equity); Performance Management andTalent Management.LEARNING AND DEVELOPMENTInvestment in skills development has been a key focus. In the2008/09 fiscal year the SABC spent R34.26 million on skillsdevelopment initiatives. This excludes related costs such astransport, subsistence, accommodation and printing. A totalof 1035 employees attended programmes that were linked topersonal development plans (“PDP”).BursariesA total of 128 bursaries were awarded by the SABC, with 43new bursaries awarded to employees and 20 to children ofemployees.Skills Development InitiativesCompetition for broadcasting industry skills intensified duringthe year under review, with skilled presenters and broadcastengineers being lost to competitors. At the same time, it proveddifficult to attract skills in the areas of broadcast engineering,economic news, current affairs and IT.The following skills development initiatives focused on technicaltraining, operational requirements training and learnerships inscarce skills such as Broadcast Engineering:★ Journalism Internship (SABC News): A total of 55 interns wereselected for training and practical work exposure in news. Ofthese, 23 were subsequently permanently absorbed into theCorporation’s News Division.★ Broadcast Engineering: A learnership in Broadcast Engineeringsaw 23 unemployed learners placed with the National ElectronicMedia Institute of South Africa (“NEMISA”).★ Film and Television Practical Learnership: In the film andtelevision practical learnership, the SABC’s Technology Divisionprovided experiential learning to 50 unemployed learners whileanother 20 graduates were given practical experience.Formal partnerships were established with entities such as HESA(Higher Education South Africa), MAPPP-SETA, the NationalElectronic Media Institute of South Africa (NEMISA) and privateenterprise to mobilise and harness their diverse and complementaryexpertise for the purpose of addressing skills shortages within theSABC and the media industry at large.Leadership DevelopmentIn an effort to strengthen the SABC’s leadership, the LeadershipPipeline Model was developed with five strategic performancestandards comprising Financial and Operational, Management,Leadership and People, Customer and Stakeholder Relations andInnovation and Technology. This will assist SABC managers tooptimise business results.The Leadership Pipeline Model is designed to enhance worklevels and outputs at relevant management levels i.e. getting theright work done at the right level to increase performance andcompetitiveness.A succession planning process has been developed and thesuccession review will form part of the corporate calendar. Thefirst phase identifies critical and key leadership positions withinthe SABC.Skills AuditA skills audit project was started and various skills matrices werecompleted for business units, with a pilot project undertaken inthe Technology Division. The skills audit was conducted as partof the SABC’s critical and ongoing effort to identify skills requirednow and in the future in order to ensure that all the organisation’slearning and development initiatives are aligned with its strategicobjectives and operational requirements.80 South African Broadcasting Corporation Limited