HR Excellence in the Eastern Cape - SABPP

SABPP EVENT PAPERHR EXCELLENCE IN EASTERN CAPEKey themesService delivery is key to economic and human development in the Eastern Cape.The performance levels required to produce this service delivery come fromemployees who are willing to deliver. A motivated workforce is the result of goodleadership which creates a positive organisational climate.Cathy described the SABCO leadership model, which has as its dimensions personal mastery, ability totransform, ability to take the business to the breakthrough point, and leadership on global sustainability.She mentioned that Coca Cola and SABCO need “Green” managers. In response to her CFO asking her“what do we as managers need to do for our people”, she developed the SABCO HR creed, which spell outthat each employee has the right to:A job profile, what is expected of youA People Plan – your 5 performance objectives and 7 soft skills requiredA Development plan – 3 development actions (not only training courses)Coaching and Mentoring - each manager is expected to use a coaching and mentoring styleCareer Path – for those who want it. The company respects those who don’t want to advance, buttries to find ways to keep people excited in their jobsHonest feedbackFair compensationSafe work environmentExciting work – geared to each individual’s need for excitementRespect for the whole person – recognising that people have multiple roles in life.Jongumuzi outlined many challenges which affect the efficiency and effectiveness within the public sectorat provincial level in the Eastern Cape. The work culture would require a lot of leadership to become morepositive, and the labour relations structures are not very functional in helping to build a positive culture. Ifperformance management is not carried out in a disciplined way, poor performance cannot be isolatedand dealt with, but neither can good performers be recognised and rewarded.Zomvu mentioned that at the Coega Development Corporation, there is a Balanced Scorecard for eachindividual and that accountability is strictly ensured – no performance score is accepted without aportfolio of evidence which is subjected to independent audit. A considerable amount of work has beendone on building ethics, and a recent dismissal for fraud had been widely publicised by the Corporation asa message. There is a flat organisation structure of 3 levels, and they use a dual career path salarystructure to reward specialists. Their employee turnover is a low 4.9%, and their sickness ratio is a low1.1%, which they attribute to their wellness programmes. They pay a lot of attention to staff developmentand 22.8% of staff are studying formally at tertiary level. Despite this, he feels that staff morale is notwhere it should be, which demonstrates that the creation of a positive organisation climate takes a lot ofleadership and a lot of work. CDC HR function plans more work on career development, an EVP, anddiversifying competencies through internal deployments and secondments.Mzandile considered the role of leadership and pointed out that workplace justice and efficiency workreciprocally – there can be no service delivery in a hostile administration / political environment. ServiceSABPP © 2012 www.sabpp.co.za4