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Transformation Through People

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Financial services company RCS, a Top Employer for 2019, is driving new ways of working and empowering employees to take ownership of their career development.

 

I am inspired in my ambition to run a successful business because it not only creates job opportunities that put individuals in positions where they are able to support themselves and achieve their dreams, but also their families’, says Regan Adams, CEO of RCS. RCS, a financial services company that was bought by BNP Paribas in 2014 is in the midst of an exciting business transformation. Adams believes that this transformation will be achieved by driving a new culture and new ways of working. It is exactly this belief that informs the HR strategy, which places employees at the heart of the business’ transformation, ensuring that they are equipped and empowered for this change. This strategy was created through a strong collaboration between the local HR team, the business, and support from the BNP Paribas Corporate HR team in Paris. With the solid blueprint in place and the wheels set in motion, the HR team embarked on the journey for RCS to become accredited as a Top Employer. Sandi Richardson, Deputy Head of HR explains that this accreditation is not only a prestigious accolade for RCS but will continue to elevate the HR team’s delivery through the benchmark reports and feedback provided by Top Employer. Richardson says that participation in the Top Employer certification process will deliver a sustained and strengthened performance, supporting the team’s mission to make RCS a great place to work.

Richardson says that this is an exciting time for the RCS team. The HR function have accelerated their own transformation with the introduction of a BNP Paribas sponsored, digital employee tool, called ‘About Me’. This tool is intended to empower employees to take ownership for their career development. ‘About Me’ puts the employee in the driving seat of their career by integrating the individual’s data around their career preferences and professional profiles. The use of algorithms then suggests learning and mobility offerings from both the Learning Management System and Recruitment tools. This tool also hosts the employee’s appraisal (including the functionality for continuous feedback) and personal development plan. The digital nature of the tools means that it promotes transparency, flexibility and accessibility in these fundamental topics.

RCS equips its leaders to lead differently by providing Leadership Development programmes that are not only focused on the technical aspects of transformation but the behaviours required of those entrusted to guide its teams. RCS employs many new entrants to the labour market, particular into its call centre. A host of development programmes are put in place to support the growth of these employees. Some of these initiatives include secondments across the business, an internal graduate programme and financial assistance to fund their tertiary education.

RCS further invests in the wellbeing of its employees by providing holistic, world class wellness facilities both onsite and offsite. These include clinics providing primary healthcare, gyms, fitness classes of varying natures to suit the diverse preferences of its employees and a host of initiatives throughout the year. RCS also invests in the education of the children of their qualifying staff, through its annual bursary programme.

This drive to empower extends beyond the borders of RCS as Adams explains that RCS strives to be an organisation that contributes to the building of South Africa’s nation. This is done through various contributions and the efforts of its employees in a number of organisations and projects that are focused on the upliftment of the communities within which RCS operates.

Brand Voice

Continental Tyre’s Values Create Value

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For Continental Tyre, it is critical for its employees to know and understand how wealth is created and distributed.

 

By Genevieve Jozaffe-Naidoo, Training Management and Organisational Development (TMOD) Manager

 

Care is a verb at Continental Tyre South Africa, which is why the company has consistently been named a Top Employer in South Africa.

It is critical for all employees to know and understand how wealth is created and distributed within the organisation.

Equally, every employee needs to appreciate their individual contribution towards common goals. To this end, our leadership team has established line-of-sight for each employee.
Growth and profitability can only be achieved through shared purpose and values (Trust, Passion to Win, For One Another and Freedom to Act), coupled with employees’ talents, motivation and willingness to learn.

Our values unify how we engage and challenge our actions, results, successes and opportunities. Trust and transparency talk to just some of the lived values of our leadership team – sacrificing short-term gains for long-term growth. The leadership team have committed their time, efforts and minds being of service down the line to create “one Continental”.

Over the past few years, there has been significant investment in building our people capability. Hosting development programmes aimed at enhancing critical skills was just one of the interventions we undertook.

2018 has certainly challenged our business. This year – in the spirit of building capability – business sustainability and humanising the scoreboard has been our priority. Political and economic uncertainty, both locally and globally, has created added pressure to deliver affordable, quality products consistently. These challenges have brought us full circle to our values.

Our people have responded well to these challenging times. Dialogues and joint action planning define our culture, with various platforms accommodating multi-faceted conversations. We are motivated to change our lived experiences by creating alliance and value, striving always to be an attractive and progressive employer.

Participating in the Top Employer awards has been of tremendous use in raising our awareness on policy, process and practice. Additionally, it has added value to our brand. Continental Tyre South Africa’s 70-year presence in South Africa is evidence of our leadership and learning agility. Our organisation is fully geared toward shaping our future in motion.

OUR PEOPLE, OUR CULTURE, OUR FUTURE.

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Brand Voice

Making Work Rewarding For Generations To Come

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Sanlam’s approach to its employees is the same as its approach to its clients, to enable them to live their best possible life.

 – Content supplied by Sanlam 

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Brand Voice

Transforming For The Future

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Dimension Data turns employee careers into worthwhile experiences with tools, technology and now robotics.

Seventy two percent of our workforce today is made up of millennials. A generation looking to government, as well as to corporates to solve societal problems. Overwhelmed employees need work that inspires them and enables them to make a difference in society.

To be a Top Employer and to attract and retain our talent and that of the future, means we need to create an environment built on empathy, wellbeing, one that provides coaching and mentoring, where careers are transformed into experiences.

For too long we’ve had robotic expectations of human performance. It’s about time we hand over the mundane tasks to robots, so we can focus on work that inspires us. A successful organisation of the future must become a data-led social enterprise, treating employees fairly, transparently and in an unbiased manner – says Dimension Data Middle East and Africa HR Executive Michaela Voller.

Voller says they need to reimagine how they will operate and transform Dimension Data to be fit for the future, and have begun their journey of transformation. They have adopted a Scaled Agile Framework (SAFe) methodology to allow them to scale lean and agile work practices, and are moving towards agile workspaces to support this. ‘Our aim is to provide a more efficient service to our clients through this collaborative approach’.

We recently launched a new way of working through our global HRIS platform – Workday, continues Voller. We needed to improve the employee experience with tools that provide real-time transparent information, and enable employees to manage their own careers. Our employees can set performance objectives and get feedback on their progress from various peers at any time. They can in turn ‘give feedback’ and recognise their peers for great work. They can also showcase their careers by sharing their career history, competencies and aspirations, and can map their learning journey through our integrated learning platform, making them more accessible for promotional opportunities.

We also launched a new on-boarding experience – continues Voller. We decided to digitise induction as part of our broader digitisation journey, through a mobile application to ensure a social experience to on boarding. By digitising the knowledge transfer on the platform, we’ve managed to create time and space for human connections through conversations.

Dimension Data is also integrating robotics into their organisation. As one example, our bot ‘Pippa’ screens thousands of CV’s, cutting out the bias nature of candidate selection currently performed by HR departments – explains Voller.

These are massive mind set shifts and we are encouraging and empowering our people to consider these changes and make this a success in our business. Our transformation journey is not nearly over, as we look forward to further exciting challenges ahead.

In our world today, change after all is the only thing we can be sure of.

 

– By Jenni Burgum, Dimension Data.

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