MANAGING TALENT
INTEGRATED TALENT MANAGEMENT UNDERPINNED BY A KEY FOCUS ON DIVERSITY AND INCLUSION TO DRIVE EXCELLENCE AND WINNING BEHAVIOURS
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OUR PEOPLE ARE A CRITICAL SUCCESS FACTOR
Recognising that our people are critical to achieving our business strategy, we focus on attracting, developing engaged, high-performing leaders and teams.
In 2020, we launched the One Barloworld Employee Engagement survey that enabled us to focus on improving the level of engagement of our people. The survey was completed by 8 440 of our employees and the results are summarised in the tables alongside.
We have used the feedback from the survey as a basis for acknowledging the positive aspects of our people focused talent strategies and for driving improvements that will ensure we achieve our goal of becoming a Top Employer whose people delight customers and inspire a world of difference.
We remain committed to ensuring that our people solutions enable us to create great everyday employee experiences that drive engagement.
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The diagram reflects the human capital purpose pyramid that enables us to instill a high-performance culture.
EMPLOYEE ENGAGEMENT SURVEY SUMMARY RESULTS
SUMMARY OF BARLOWORLD LIMITED RESULTS
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HIGHLIGHTS IN 2020
| 1. | Barloworld's commitment to gender equality celebrated at the 8th Gender Mainstreaming Awards 2020. The company took top honours as the Gender Mainstreaming Champions of 2020. We also won the Investing in Young Women Award and the Women Empowerment in the Workplace awards (JSE-listed company as well as OVERALL winner in this category). |
| 2. | Barloworld Limited achieved an Employee Engagement score of 63.7% and a Silver Seal of Achievement in the first One Barloworld Engagement Survey. |
| 3. | The company effectively responded to the COVID-19 pandemic and put in place a COVID-19 Policy that ensure the health and safety of all its employees. |
MANAGING FOR VALUE IN 2020
13% of senior management employees were appointed in new and existing roles and standardised talent management and performance optimisation practices to enable the Group executive committee's oversight of all senior management (Grade 15+) talent processes. Other highlights from our focused talent managed efforts included:
DIVERSITY AND INCLUSION (D&I)
- Continued focus on achieving sustainable D&I through a 20% weighting for D&I on the divisional scorecards. This contributed to gender recognition that the company received acknowledgement for at the Gender Mainstreaming awards 2020
- Implemented the B-BBEE system to enable effective compliance tracking and reporting
LEARNING AND DEVELOPMENT
- Successfully ran the Once Barloworld chartered accountant trainee programme, YES programme and other young talent development programmes
- Trained most of Leaders on the company's Transformation Leadership Journey which is a critical part of our Barloworld Business Systems (BBS) Programme
- Ensured that HC employees participated in the Lean Continuous Improvement Bronze certification training which is also part of the BBS programme
TALENT AND PERFORMANCE OPTIMISATION
- Successfully created the One Barloworld Talent Supermarket and centralised the talent sourcing function ensuring an efficient and career growth focused way of recruiting for the Group
- Embedded the One Barloworld scorecard with a Going for Gold rating scale to align individual performance to the business metrics required to achieve our bold ambition of sustainably doubling our intrinsic value every four years
- Rolled out the One Barloworld Intellectual Capital Review (ICR) process to middlemen management and selected employees and used it as input for talent discussions aligned to our people's aspirations, thereby enabling more informed talent and development actions, especially following the retrenchment process
REMUNERATION AND BENEFITS
- 98% of shareholders approved the company's revised LTI scheme at the February 2020 AGM
- Meaningful engagement's with shareholders were also held to address remuneration report issues raised. This resulted in a review of the company's remuneration policy details of which are reflected under the remuneration section of the report
HC TECH SYSTEMS AND OPERATING MODEL
- Approval for the implementation of the PEOPLE1st Workday HC tech systems was granted
- The programme has since commenced with go live expected later in the new financial year
EMPLOYEE RELATIONS
- Reviewed and aligned all employee relations polices and procedures for the Group
2021 STRATEGIC PRIORITIES
To deliver on our purpose, we will continue to implement various employee engagement improvement focused initiatives in partnership with leaders and employees with a specific focus on:
LEADERSHIP
- Ensuring that All leaders to have Leader's Standard Work (LSW)
- Holding leaders accountable for People and Values by including related metrics in their 2021 scorecards
- Implement Change focused leadership development programmes
DIVERSE AND INCLUSIVE TALENT
- Continued focus on diverse top talent for now and the future. This should sustainably enable the Group to achieve >40% female representation by 2020 and progress towards our 2025 EAP targets in South Africa
- Improving our EVP awareness by communicating Pay & Benefits policies
- Embedding Talent/ Intellectual Capital Review (ICR) to all levels with emphasis on female talent development
HUMAN EXPERIENCE
- Implement our PEOPLE1st Workday system to improve HC processes and experience
- Enhance employee wellness offering (i.e. ICAS) and partnership. A key focus will be managing effects of workload (burnout) on our remaining employees
- Continue supporting employee safety and well-being
CULTURE
- Embed "Respect for People" BBS culture
- Roll out psychological safety focused interventions
- Improve ongoing communication and launch group-wide suggestion boxes/platforms
- Implement One Barloworld Induction Journey