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EMPLOYERS

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BIOMÉRIEUX SOUTH AFRICA:TOGETHER, IMPROVING PUBLIC HEALTH

Created in the 1960s, bioMérieux has remained relevant and vital in the health care sector across the world.

BY MASHOKANE MAHLO

In the pursuit of improving public health and the fi ght against infectious diseases, Alain Mérieux founded

bioMérieux in the year of 1963 in France. Ever since then, the company has transcended four generations who have sought to expand its legacy to become what it is today: a world leader in the fi eld of biotechnology, specifi cally within in-vitro diagnostics. Not only that, the company has worked hard to create optimal employee conditions which has earned them a Top Employer 2020 Certifi cation.

“At bioMérieux, we fi rmly believe that in diagnostics, we contribute to saving lives,” says Dr Alfredo Giangregorio, General Manager of bioMérieux South Africa (SA). “[We] aim to be at the forefront of healthcare, taking the lead in alleviating poverty, promoting health, education and fostering community development. Our expertise lie in fi ghting sepsis, curbing antimicrobial resistance, and managing emergency conditions like heart failure, heart attacks, and pulmonary embolisms.”

The African region reports considerably high incidence and mortality rates of diseases such as cholera, meningitis, avian infl uenza and most recently Ebola. According to Sindé Chekete, Vice President of bioMérieux Africa, the most pressing issue in Africa when it comes to saving lives and disease control is diagnostic testing, especially in the public sector. “[This includes] low access to testing, slow results return, poor testing quality, and high testing costs,” Chekete adds.

To alleviate the strain, Chekete believes improving access to diagnostics with its partners and supporting medical education to healthcare stakeholders’ in order to maximize their knowledge and capacity is one of the several steps bioMérieux has taken in Africa. In this respect, the company has provided training to over 700 healthcare stakeholders across Africa and has opened two training centers in Abidjan and Johannesburg where more than 250 people were trained in 2019 so far.

Over the last 55 years and through the global leadership of Alexandre Mérieux, the company has grown its footprint to 45 countries worldwide and serves 160 countries with the support of a large network of distributors. Their South African team has grown to 50 full-time employees and graduates who service all private and public labs in SA, Botswana, Namibia, Swaziland and Lesotho.

To receive the Top Employer Certifi cation, bioMérieux South Africa has successfully shown that the company invests in its people

left to right: Deidre Otto – Human Resource Administrator South Africa; Dr Alfredo Giangregorio – General Manager South Africa; Pretheshini Moodley – Human Resource Director Africa; Pearl Ngobeni (in front)– Chief Finance O� cer South Africa

and their working environment. The company has developed several interventions that contribute to the success of its work culture. These include coaching programmes, fl exible working patterns and a tailored leadership development programme. “We [also] have an online learning platform which provides learning courses, videos and articles, to enhance fl exible learning that can suit di£ erent learning styles,” says Pretheshini Moodley , Human Resources Director of bioMérieux Africa .

bioMérieux places great value in the growth of their employees. According to Moodley, employees are encouraged to explore and further their career paths. This builds an environment where employees make meaningful contributions to the organization and are invested in its success. In lieu of this, a key priority for bioMérieux is attracting and retaining the right talent. To drive this, they employ skills development and talent management measures to ensure they have a well-trained, highly motivated and agile workforce.

One of the successful initiatives bioMérieux South Africa has launched is BioBasadi, a women’s development programme that encourages and supports gender diversity within the workplace. The Company has also built a graduate recruitment programme that runs concurrently with an initiative called the Ukukhula Commitment. The Ukukhula Commitment, which means “to grow” in Zulu, seeks to promote youth development as well as support the development of communities through related educational initiatives. “Our Ukukhula Commitment is an important initiative as we believe that it is our responsibility to make an impact in our communities so that together we can create a sense of belonging for all,” says Moodley.

Working with private and public healthcare providers, bioMérieux believes that its diagnostic solutions will add tremendous medical value to patients, and its well-established employee culture places the company in a good stead to achieve this. bioMérieux embodies that Diagnostics is power and that together they help save lives.

Mr Sindé Chekete - Vice President of bioMérieux Africa

Top Employers.indd 2 2019/11/14 10:56

FORBES AFRICA

4 | DECEMBER 2019 – JANUARY 2020

TOP EMPLOYERS | INTRODUCTION

AFRICA’S TOP EMPLOYERS 2020 CERTIFICATION PROGRAMME OVERVIEW

BY BILLY ELLIOTT, TOP EMPLOYERS INSTITUTE, REGIONAL MANAGER: AFRICA

Headquartered in the Netherlands, Top Employers Institute is the global HR authority on certifying

excellence in employee conditions. For over 28 years, our firm has been dedicated to accelerating the impact of people strategies to enrich the world of work through certification, benchmarking, and connecting Top Employers around the world.

Through our HR Best Practices Survey, we enable organisations to assess and improve their workplace environment. Recognition through our programme helps companies become elevated as an employer of choice.

We certify organisations worldwide. We recognise Top Employers based on a global four-stage programme governed by a strict standardised process. The leading-edge international research we conduct each year determines whether an organisation meets the required standard of excellence for Top Employer certification.

It gives me great pleasure to share an overview and some of the main research highlights from Africa’s Top Employers 2020 Certification Programme:

•230 organisations in Africa officially registered to participate in the Certification Programme. Of that, 210 organisations spanning 32 African countries and 23 industry sectors achieved the Top Employers 2020 Certification.

•There are 96 certified organisations which will carry the South African certification, while 114 certified Top Employers from other African countries have been certified.

•A bulk of the certified companies in Africa, 86%, are multinational corporations while the remaining 14% are national companies.

•The top 5 countries with the most certified organisations are: South Africa (96), Nigeria (13), Egypt (9), Kenya (9) and Ghana (8).

•The industry sectors in Africa with the greatest representation are: FMCG, manufacturing, transport and logistics, telecommunications, pharmaceuticals and financial services.

•There are 17 organisations that have earned the right to carry their country-specific and the continental certifications. The coveted Top Employers Africa Certification is earned when an organisation is certified in a minimum of four or more African countries in the same research period. These international organisations have proven they are able to offer a consistently harmonised development experience for their employees, no matter where they are located on the continent.

•Africa’s top 5 HR Priorities are: talent strategy, employee engagement, cultural and organisational change, leadership development, and career and succession management

•A high absenteeism rate can negatively impact an organisation’s bottom line and

is a clear sign of underlying engagement issues. The collective Top Employers average absenteeism rate is 4%. This important HR metric and impressive statistic proves that employees at these reputable organisations have high levels of productivity which can attributed to the world class people strategies and practices used to drive engagement.

•Almost two thirds, 64%, of Africa’s Top Employers measure their leadership satisfaction trend annually and indicated that their organisation is: stable (21%), slightly improved (19%) or strongly improved (16%). 85% measure their employee satisfaction trend annually and indicated that their organisation is: stable (19%), slightly improved (32%) or strongly improved (18%).

•Perhaps the most important and meaningful statistic is that this year’s group of Top Employers positively impact the lives of approximately 643,000 employees in Africa with the world-class HR conditions they currently have in place (and the improvements that will be made through our benchmarking process).

These high-performing organisations were officially certified at the annual certification dinner on November 21 in Johannesburg, South Africa. They became part of an exclusive global ‘employer of choice’ community and can credibly lay claim to having achieved certified excellence in employee conditions for the next year.

I’d like to congratulate Africa’s Top Employers for 2020. These are organisations of the highest calibre, continuously working hard to create, implement and advance their people practices. This group of Top Employers provide an outstanding workplace experience, empower employees, and make the working world a greater place.

Top Employers Institute believes employees make the organisation and when they are empowered by excellent people practices, they thrive.


FORBES AFRICA


TOP EMPLOYERS | INTRODUCTION

AFRICA’S TOP EMPLOYERS 2020 CERTIFICATION PROGRAMME OVERVIEW

BY BILLY ELLIOTT, TOP EMPLOYERS INSTITUTE, REGIONAL MANAGER: AFRICA

Headquartered in the Netherlands, Top Employers Institute is the global HR authority on certifying

excellence in employee conditions. For over 28 years, our firm has been dedicated to accelerating the impact of people strategies to enrich the world of work through certification, benchmarking, and connecting Top Employers around the world.

Through our HR Best Practices Survey, we enable organisations to assess and improve their workplace environment. Recognition through our programme helps companies become elevated as an employer of choice.

We certify organisations worldwide. We recognise Top Employers based on a global four-stage programme governed by a strict standardised process. The leading-edge international research we conduct each year determines whether an organisation meets the required standard of excellence for Top Employer certification.

It gives me great pleasure to share an overview and some of the main research highlights from Africa’s Top Employers 2020 Certification Programme:

•230 organisations in Africa officially registered to participate in the Certification Programme. Of that, 210 organisations spanning 32 African countries and 23 industry sectors achieved the Top Employers 2020 Certification.

•There are 96 certified organisations which will carry the South African certification, while 114 certified Top Employers from other African countries have been certified.

•A bulk of the certified companies in Africa, 86%, are multinational corporations while the remaining 14% are national companies.

•The top 5 countries with the most certified organisations are: South Africa (96), Nigeria (13), Egypt (9), Kenya (9) and Ghana (8).

•The industry sectors in Africa with the greatest representation are: FMCG, manufacturing, transport and logistics, telecommunications, pharmaceuticals and financial services.

•There are 17 organisations that have earned the right to carry their country-specific and the continental certifications. The coveted Top Employers Africa Certification is earned when an organisation is certified in a minimum of four or more African countries in the same research period. These international organisations have proven they are able to offer a consistently harmonised development experience for their employees, no matter where they are located on the continent.

•Africa’s top 5 HR Priorities are: talent strategy, employee engagement, cultural and organisational change, leadership development, and career and succession management

•A high absenteeism rate can negatively impact an organisation’s bottom line and

is a clear sign of underlying engagement issues. The collective Top Employers average absenteeism rate is 4%. This important HR metric and impressive statistic proves that employees at these reputable organisations have high levels of productivity which can attributed to the world class people strategies and practices used to drive engagement.

•Almost two thirds, 64%, of Africa’s Top Employers measure their leadership satisfaction trend annually and indicated that their organisation is: stable (21%), slightly improved (19%) or strongly improved (16%). 85% measure their employee satisfaction trend annually and indicated that their organisation is: stable (19%), slightly improved (32%) or strongly improved (18%).

•Perhaps the most important and meaningful statistic is that this year’s group of Top Employers positively impact the lives of approximately 643,000 employees in Africa with the world-class HR conditions they currently have in place (and the improvements that will be made through our benchmarking process).

These high-performing organisations were officially certified at the annual certification dinner on November 21 in Johannesburg, South Africa. They became part of an exclusive global ‘employer of choice’ community and can credibly lay claim to having achieved certified excellence in employee conditions for the next year.

I’d like to congratulate Africa’s Top Employers for 2020. These are organisations of the highest calibre, continuously working hard to create, implement and advance their people practices. This group of Top Employers provide an outstanding workplace experience, empower employees, and make the working world a greater place.

Top Employers Institute believes employees make the organisation and when they are empowered by excellent people practices, they thrive.


FORBES AFRICA


TOP EMPLOYERS

CONTINENTAL TYRE: ENGAGING OUR PEOPLE’S HEARTS, MINDS AND HANDS

Continental Tyre South Africa (CTSA) has faced many challenges this year, despite this we remained steadfast in

prioritising the individuals that are the very foundation of our company. As the business landscape shifts, so does the role and value of human relations.

The challenges of 2019 did not waiver the focus on our people. We engaged di� erently in communicating our challenges, worked closely with our trade union partners and guaranteed open and transparent information sharing on matters directly a� ecting them such as wage negotiations. We solicited feedback from our employees through face-to-face meetings, workshops and surveys, to not only gauge where we are at as an organisation but to ascertain the wants and needs directly form the individuals a� ected.

Our focus has always been engendering a

high-performance culture, digitalisation and a diversely-driven workforce. This remains our competitive advantage. Although the economic climate gets tougher each year, our people have risen to each challenge with determination and urgency. We are driven to be the company of choice by shifting our employee experiences and aspire to consistently make a di� erence in the lives of South Africans through our products.

Our approach is founded on the engagement of employees, which goes beyond satisfaction and commitment to enhancing the brand as a Top Employer. Our clear message is that our success is primarily in our own hands. Our four corporate values – trust, passion to win, freedom to act, and for one another – o� er us guidance with this.

CTSA supplies to all car manufacturers in South Africa. Meanwhile, our distribution network in the replacement market consists

of the CAG owned ContiTrade Africa entity running the over 140 BestDrive franchise and company owned stores. At CTSA both our sales and marketing organisation and the manufacturing plant are found under one roof, creating a great team spirit among the over 1,300 employees.

Aspen was established in South Africa in 1997 and after launching its Australian business in 2001, the Aspen Group (“the Group”) began an

extensive global expansion process. Mauritius was selected as an appropriate

location for the establishment of Aspen Global Incorporated (“AGI”) which began operating with one employee in 2008. Aligned to Aspen’s growth strategy, Mauritius o� ers unique investment opportunities and facilitates growth, is recognised as one of the best economies in Africa and is highly ranked in the world for its ease of doing business.

Samer Kassem, CEO AGI, said, “AGI is the holding company for the Group’s international businesses and our success at AGI has been defi ned by our professional team who managed strategic transactions that complement the Group’s strategy. Our highly skilled management team has concluded numerous acquisitions and agreements to facilitate the expansion of Aspen’s global presence and its product portfolio across multiple continents and in territories such as Europe, Brazil, Mexico, the Middle East and other parts of world.”

“Our people are at the core of our business. With more than 230 employees, we are a multinational, multilingual organisation comprising about 20 nationalities, with the majority being Mauritian.

In line with our commitment to local growth, our talent acquisition strategy includes repatriation of some employees by providing non-resident Mauritians with a unique opportunity to come back to their home country and work for a global business.”

“As an employer of choice, we continue to work towards maintaining or increasing the overall engagement level of our employees, be it through our robust reward and recognition program or through compensation and benefi ts. We believe in providing the right tools for our employees to foster an environment that promotes continuous improvement, innovation and personal professional development. Consequently, we have implemented an extensive talent management program together with other training and development opportunities. Our focus remains on retaining our standards of excellence while simultaneously enabling our people to expand their expertise and their authentic leadership capabilities.”

As a pharmaceutical player in Mauritius, AGI is committed to the upliftment of disadvantaged communities through activities that make a di� erence to chosen benefi ciaries. “One such organisation that we support is the Ranger Foundation which provides for the needs of

children who su� er from cerebral palsy. Our future projects include partnering with Caleb Centre to conduct awareness and educational campaigns around the importance of nutrition and a healthy lifestyle for diabetic patients,” adds Kassem.

“AGI’s recognition as a Top Employer, a� ords us an opportunity to renew our commitment to maintain and always enhance our employee conditions. Our people are the source of our growth and this certifi cation provides renewed motivation to continually strive towards attaining standards of excellence through our corporate values in order to live up to the honour of being recognised as Top Employer Mauritius.”

ASPEN IS A TOP EMPLOYER


Top Employers South Africa 2020

Since 1918

-

These organisations have been certified as the exclusive Top Employers in South Africa for 2020. They have proven to provide the very best working environment for employees through their progressive people practices.

Top Employers African Country 2020

These organisations have been certified as Top Employers in Africa for 2020. To achieve continental status the organisation needs to have been certified in at least four African countries.

Top Employers Africa 2020

These organisations have been certified as exclusive Top Employers in different African countries for 2020. They have proven to provide the very best working environment for employees through their progressive people practices.

Algeria & Tunisia Zimbabwe Mauritius

EgyptKenya & Nigeria

Egypt

EgyptMorocco

Morocco

Tunisia

Mozambique

Tanzania

GhanaKenyaSouth AfricaZambia

Burkina FasoCameroonCôte d’IvoireDemocratic Republic of the CongoEgyptGuineaMadagascarMaliMauritiusMoroccoSenegalSouth Africa

AngolaGhanaKenyaMozambiqueNigeriaSouth Africa

EgyptSouth AfricaMauritius

Senegal

AlgeriaEgyptMoroccoNigeriaSenegalSouth AfricaTunisia

GhanaKenyaNigeriaSouth AfricaUgandaZimbabwe

Democratic Republic of the CongoLesothoMozambiqueSouth AfricaTanzania

AngolaBotswanaCameroonDemocratic Republic of the CongoCôte d’IvoireEthiopiaGambiaGhanaKenyaMadagascarMauritiusMoroccoMozambiqueNamibiaNigeriaRwandaSenegalSouth AfricaTanzaniaUgandaZambiaZimbabwe

CameroonEgyptNigeriaSouth Africa

AngolaKenyaMozambiqueNigeriaSouth AfricaZambiaZimbabwe

NamibiaSouth AfricaSwazilandZimbabwe

KenyaNigeriaSouth AfricaZimbabwe

BotswanaGhanaMozambiqueNamibiaSouth AfricaZambia

KenyaNigeriaZambiaSouth Africa

AngolaGhanaNigeriaSouth Africa

Côte d’IvoireGhanaNigeriaSouth Africa

-

Côte d’IvoireKenyaNigeriaSouth Africa

Tanzania

AlgeriaEgyptMalawiMoroccoNigeriaSouth AfricaSudanTanzaniaTunisiaZambia

EgyptGhana

TOP EMPLOYERSFORBES AFRICA


ENRICHING THE EMPLOYEE’S LIFE THROUGH WORK

Top Employers Institute, a global organisation dedicated to enriching the world of work, and certifying Top Employers globally,

recently announced Africa’s Top Employers for 2020.

Top Employers Institute examined the people strategies and practices from 210 certified organisations in Africa and uncovered three trends that are reshaping HR.

CEO David Plink says: “We are extremely proud of the 2020 Certified Top Employers in Africa! The dedication each organisation has shown towards overall HR excellence and the importance they place on their people practices have inspired Top Employers Institute to base our annual 2020 key trends outlook on… enriching the world of work. To enrich is to improve, and we know that our recognised Top Employers in Africa are dedicated to a better world of work.”

1. ENRICHING EMPLOYEESWith the ever-changing business landscape, the employees’ family dynamics and responsibilities are also changing. Organisations need to adapt their family benefits and allow for better work-life balance. This has been evident with an increase in Top Employers offering flexi-time work schedules, telecommuting/working from home, and compressed working hours.

Additionally, there has been a rise in mental health issues globally. To mitigate this, organisations are implementing various mental wellness programmes such as vacation embargo and meditation classes.

2. ENRICHING CAREERSA stand-out trend is enriching careers which includes employee ownership and career development, teamwork,

The Top Employers Institute on the top three trends shaping HR in Africa for 2020 and what organisations can learn.

development of soft skills, and transparency.

Employee ownership and career developmentThere is quite a balancing act between giving autonomy to employees and providing enough guidance to ensure that the organisational objectives are achieved. Managers need to bridge the gap between company and employee expectations. 80% of Africa’s Top Employers are conducting ongoing (monthly or more) informal discussions about performance.

TeamworkAnother method to encourage autonomy, creativity and collaboration within your employees is by creating a culture where they rely on each other for support and not solely management. 93% of Top Employers facilitate cross-functional or departmental networking. A good starting point is through the creation of a social learning culture such as peer support programmes, communities of practice, involving high performance employees and ensuring employees are supported or incentivised.

Development of soft skillsWith the changing workplace, managers have had to acquire different skill sets in order to build relationships and evoke trust with employees. Companies are required to equip their leaders with skills to provide enough guidance in this autonomous environment yet remain on track in reaching company objectives. This includes encouraging open and two-way communication. 73% of Top Employers openly communicate their leadership development strategy, while 89% of Top Employers have 180/360-degree feedback in place.

TransparencyResearch indicates that companies with highly effective internal communication practices produce superior financial results and enjoy greater organisational stability. 97% of Top Employers have a communication plan in place to educate their employees about the business strategy, priorities and results while 91% provide opportunities for all employees to provide feedback into the overall organisational strategy, mission and vision.

3. ENRICHING SOCIETYCurrent and potential employees look at whether an organisation’s values are aligned with their own. 97% of Africa’s Top Employers have defined and communicated their values programme and 87% ensure that the impact and effectiveness of their programme is evaluated on a regular basis.

Another focus within this trend is the tangible contribution the organisation makes via a corporate social responsibility (CSR) strategy. Involving employees in the selection of CSR initiatives programmes leads to increased engagement and ownership by staff. Africa’s Top Employers are already doing this, 95% have defined an organisation-wide CSR programme, while 59% take their employees’ preferences into account.

The conversation surrounding enriching employees’ lives is critical for all organisations. Companies that understand these global trends are sure to stand out above the rest.


Talent Strategy Workforce PlanningTalent

Acquisition On-BoardingLearning &

Development

Performance Management

Leadership Development

Career & Succession

ManagementCompensation

& Benefits Culture

Have you got what it takes to be a Top Employer?

The Top Employers Institute Research Methodology

CertificationCompanies with a proven strategic investment in people strategies and practices can earn the certification as a Top Employer after completing a four-step Certification Programme and if their results in the HR Best Practices Survey meet the required global standard of excellence.

We certify organisations in single countries, different continents and globally. We recognise Top Employers based on a global four-step programme governed by a strict standardised process.

The HR Best Practices SurveyThe survey is the objective research methodology used to asses an organisation’s people strategies & practices. The survey is based on an international standard so participants are measured against globally applicable best practice. The survey contains 100 questions covering approximately 600 progressive people practices.

• Strategy and Policy

• Priorities

• Role & Support of Executive Management

• Practices

• Measurement/Evaluation of Practices

• Specific KPI’s

• Technology Support

The structure of the questions within the topics

The survey’s 10 topics

At the core of the Top Employers Certification Programme is the HR Best Practices Survey.The Top Employers Institute strives to keep the certification standard reflective of global trends in HR and people development.

The Certification Programme’s four steps



ENRICHING THE EMPLOYEE’S LIFE THROUGH WORK

Top Employers Institute, a global organisation dedicated to enriching the world of work, and certifying Top Employers globally,

recently announced Africa’s Top Employers for 2020.

Top Employers Institute examined the people strategies and practices from 210 certified organisations in Africa and uncovered three trends that are reshaping HR.

CEO David Plink says: “We are extremely proud of the 2020 Certified Top Employers in Africa! The dedication each organisation has shown towards overall HR excellence and the importance they place on their people practices have inspired Top Employers Institute to base our annual 2020 key trends outlook on… enriching the world of work. To enrich is to improve, and we know that our recognised Top Employers in Africa are dedicated to a better world of work.”

1. ENRICHING EMPLOYEESWith the ever-changing business landscape, the employees’ family dynamics and responsibilities are also changing. Organisations need to adapt their family benefits and allow for better work-life balance. This has been evident with an increase in Top Employers offering flexi-time work schedules, telecommuting/working from home, and compressed working hours.

Additionally, there has been a rise in mental health issues globally. To mitigate this, organisations are implementing various mental wellness programmes such as vacation embargo and meditation classes.

2. ENRICHING CAREERSA stand-out trend is enriching careers which includes employee ownership and career development, teamwork,

The Top Employers Institute on the top three trends shaping HR in Africa for 2020 and what organisations can learn.

development of soft skills, and transparency.

Employee ownership and career developmentThere is quite a balancing act between giving autonomy to employees and providing enough guidance to ensure that the organisational objectives are achieved. Managers need to bridge the gap between company and employee expectations. 80% of Africa’s Top Employers are conducting ongoing (monthly or more) informal discussions about performance.

TeamworkAnother method to encourage autonomy, creativity and collaboration within your employees is by creating a culture where they rely on each other for support and not solely management. 93% of Top Employers facilitate cross-functional or departmental networking. A good starting point is through the creation of a social learning culture such as peer support programmes, communities of practice, involving high performance employees and ensuring employees are supported or incentivised.

Development of soft skillsWith the changing workplace, managers have had to acquire different skill sets in order to build relationships and evoke trust with employees. Companies are required to equip their leaders with skills to provide enough guidance in this autonomous environment yet remain on track in reaching company objectives. This includes encouraging open and two-way communication. 73% of Top Employers openly communicate their leadership development strategy, while 89% of Top Employers have 180/360-degree feedback in place.

TransparencyResearch indicates that companies with highly effective internal communication practices produce superior financial results and enjoy greater organisational stability. 97% of Top Employers have a communication plan in place to educate their employees about the business strategy, priorities and results while 91% provide opportunities for all employees to provide feedback into the overall organisational strategy, mission and vision.

3. ENRICHING SOCIETYCurrent and potential employees look at whether an organisation’s values are aligned with their own. 97% of Africa’s Top Employers have defined and communicated their values programme and 87% ensure that the impact and effectiveness of their programme is evaluated on a regular basis.

Another focus within this trend is the tangible contribution the organisation makes via a corporate social responsibility (CSR) strategy. Involving employees in the selection of CSR initiatives programmes leads to increased engagement and ownership by staff. Africa’s Top Employers are already doing this, 95% have defined an organisation-wide CSR programme, while 59% take their employees’ preferences into account.

The conversation surrounding enriching employees’ lives is critical for all organisations. Companies that understand these global trends are sure to stand out above the rest.




SAS: LEADING WITH EMPATHY

BY: MASHOKANE MAHLO

Technology is shaping and redefi ning this world at an unprecedented rate with SAS Institute (SAS), an analytics

software and solutions conglomerate at the forefront of it all. It improves everyday life by transforming data into intelligence, whether it’s preventing fraud, treating diseases, improving e� ciencies of public transportation or your shopping experience, SAS uses artifi cial intelligence (AI) in dynamic and unexpected ways.

The company initially began as a project in North Carolina State University aimed at creating a statistical analysis system that would be used primarily in the agricultural departments at universities. The company was later incorporated in March 1976 by founder and current CEO Dr Jim Goodnight, known as “The Godfather” of AI.

Goodnight has built the organisation to become the world’s largest privately held software companies by revenue of $3.27 billion in 2018 and in footprint. In 2018, 92 of the top 100 companies on the Fortune Global 1000® are SAS customers. It operates in 147

countries with its software installed at more than 83,000 companies, governments and university sites globally. “Our data management, reporting, advanced analytics and powerful data visualisation software help reveal insights that would otherwise be buried in data,” says Akesh Lalla , SAS country manager, South Africa.

“About 25-30% of the company’s revenues are spent on research and development, which is the highest ratio among software companies of its size,” Lalla adds.

Currently, SAS employs around 3,592 employees across Europe, Middle East and Africa. “It is key for SAS to look at candidates that embody a growth mindset and [who] are prepared to become lifelong learners,” says Lalla. Head of Human Resources at SAS Africa, Ayanda Myeni, says the company looks for and successfully hires people who align to the values of curiosity, authenticity, passion and accountability.

Once hired, the company has put several programmes and initiatives to ignite employees’ creativity and provide them with the opportunity to change the world through an inclusive and enriching work environment. “We do everything possible to make SAS a great place to work, and that includes investing in training. Our employees [also] participate in an employee engagement survey, and we robustly put actions in place based on that feedback.”

According to Lalla, the company

In a highly fragmented industry, SAS has maintained its competitive edge by delivering on three primary forces driving disruption in the tech space today: AI, cloud computing and the Internet of Things (IoT).

culture blends di¤ erent backgrounds and experiences, with diversity and inclusion being one of the foundational elements. “We want everyone to feel confi dent in expressing their ideas, and know that they will be respected for their unique contributions and abilities,” he says.

Employees are invited to quarterly company update meetings to keep them informed about the company’s performance, strategy and to celebrate achievements inclusive of awarding outstanding high performers. “We retain our employees by ensuring favourable working conditions that include creating and o¤ ering learning and growth opportunities; a strong focus on employee wellbeing, competitive benefi ts, enabling and encouraging fun in the workplace,” Myeni adds.

The key initiatives the company employs to retain valued talent include the Advance Your Leadership Potential programme for key employees to enhance their role, responsibilities and capabilities within the SAS organisation. Moreover, “our global team also provides a yearly opportunity to review [and approve] benefi ts to make them more favourable or enhance them based on our local needs,” says Myeni. Also, the company hosts an annual wellness day that focuses on mind, body, soul, and fun presented through an active social committee that ensures that hard work is paired with serious play.

By leading with empathy, SAS has become one of the best organizations to work for globally, and their model was used as a benchmark for workplace perks at Google and as a case study in management seminars at Stanford University.

(Left-right): Ayanda Myeni, HR manager SAS Africa, Akesh Lalla, Country manager SAS South Africa, Desan Naidoo, Vice president SAS Africa



It’s time for Top Employers Institute, a global fi rm dedicated to accelerating the impact of people strategies to enrich the world of work, to announce

the group of Africa’s Top Employers for 2020. The highly anticipated and trusted

certifi cation programme honours the progression of human resources (HR) in Africa that sees leaders following best practices that organisations must embrace for their future employee developments. Top Employers Institute sifts through mountains of information employing a rigorous and objective research methodology determining which organisations have met the global standard of HR excellence. Across all territories, the four-stage certifi cation programme is based on a universal standard.

Top Employers Institute’s global ranking policy stipulates that the number of certifi ed Top Employers in each country and the continental certifi cation programme determines the nature of the overall ranking component.

For 2020, the ‘Overall Top 3 in Africa’, global tobacco company Japan Tobacco International (JTI) reigns as the Number 1 Top Employer Africa, Unilever in second place, followed by EY in third place.

The average score per organisation determines the overall ranking for the continental programme. This average is determined using the results from the countries with the four highest scores. These are calculated to represent an average organisational score which is

used for ranking purposes.The overall Top 10 Top Employers South

Africa list includes Microsoft at the top, followed by Vodacom Group Limited and Accenture (South Africa) (Pty) Ltd.

To succinctly summarise, these are the companies that have happier people and better bottom lines.

Top Employers Africa 2020: Overall Top 3 OrganisationsJTI, Unilever, EY

Top Employers South Africa 2020: Overall Top 10 Microsoft, Vodacom Group Limited, Accenture (South Africa) (Pty) Ltd, Tata Consultancy Services South Africa (Pty) Ltd, Unilever South Africa (Pty) Ltd, EY South Africa, Nestlé (South Africa) (Pty) Limited, JT International South Africa (Pty) Ltd, SAP South Africa, Sasol Limited

Top Employers South Africa 2020: Industry LeadersA minimum of 20 certifi ed organisations in the Top Employers South Africa Certifi cation Programme will constitute an industry ranking. Announced Industry Leaders have three or more certifi ed South African organisations and in places where there are two or fewer certifi ed South African organisations in the industry, the company must obtain a score that puts them in the overall top 20 positions. The following organisations

have achieved industry leader recognition:Automotive: Mercedes-Benz South Africa

Ltd, Chemicals and Energy: Sasol Limited, Construction Services: Hilti (South Africa) (Pty) Ltd, Financial Services and Insurance: Hollard, FMCG and Manufacturing: Unilever South Africa (Pty) Ltd., Healthcare: Becton Dickinson (Pty) Ltd, IT: Microsoft, Mining: Anglo American Platinum, Pharmaceuticals: Sanofi -Aventis South Africa (Pty) Ltd, Professional Services: Accenture (South Africa) (Pty) Ltd, Public Sector: Legal Aid South Africa, Retail: Clicks Group Limited, Retail Services: Smollan, Telecommunications: Vodacom Group Limited and Transport & Logistics: DHL International (Pty) Ltd.

Top Employer 2020 Rankings (outside of South Africa in Africa)No. 1 Top Employer Ghana 2020: Unilever Ghana LimitedNo. 1 Top Employer Kenya 2020: Unilever Kenya LimitedNo. 1 Top Employer Zimbabwe 2020: Unilever Zimbabwe (Pvt) Ltd.No. 1 Top Employer Tanzania 2020: Tanzania Cigarette Public Limited CompanyNo. 1 Top Employer Morocco 2020: JTI MoroccoNo. 1 Top Employer Zambia 2020: JTI Leaf Zambia LtdNo. 1 Top Employer Mozambique 2020: Vodacom MozambiqueTop Employer Nigeria 2020: Overall Top 3: EY Nigeria, British American Tobacco Nigeria and Unilever Nigeria Plc.

AFRICA’S TOP EMPLOYERS 2020 RANKINGS

BY: GYPSEENIA LION, JOURNALIST, FORBES AFRICA

Every year, Top Employers Institute certi� es employers based on excellence in people strategies and practices. Who would you want to work for in 2020?



Legal Aid Advice Line 0800 110 110 | Ethics Hotline 0800 153 728 | Send a Please Call Me to 079 835 7179 | www.legal-aid.co.za | Twitter and Facebook @LegalAidSA1

416,203 NEW LEGAL MATTERS TAKEN ON IN 2018/2019

308,050 PEOPLE PROVIDED WITH LEGAL ADVICE IN 2018/2019

18 CONSECUTIVE UNQUALIFIED AUDITS AS AT 2019

LEGAL AID SA DEMONSTRATES THAT EXCELLENCE IN THE PUBLIC SERVICE IS POSSIBLE

BY: AMANDA C. CLARK, HUMAN RESOURCES EXECUTIVE OF LEGAL AID SA

Legal Aid South Africa has been certifi ed a Top Employer in South Africa for 11 years, and named industry leader in the public sector

for fi ve years – a feat most unimaginable as we gingerly entered our maiden participation more than a decade ago.

There was a feeling that perhaps we had punched above our weight; how would it be possible for a public entity serving the poor and vulnerable with limited resources to square up against multinationals and corporates? Back then as is the case today, Legal Aid SA’s leadership has dared HR to be brave as it was adamant that the poor and vulnerable of South Africa deserve a world-class legal service. If this was to be, having a quality people management system was pivotal.

We appreciate everything the Top Employer SA benchmark has meant for Legal Aid SA, a public-funded entity. This process has provided a framework for the continuous improvement of the HR o� ering to our organisation. It stands logical that Legal Aid SA is its people, as the value we bring to clients is through our people. Our value proposition is delivered through the technical skill, values and compassion of our employees. The role of HR in ensuring the fi t between client requirements and our professional services cannot be

overstated. Being an certifi ed Top Employer SA has provided the structure for Legal Aid SA to ensure best practice aligned and top of class HR partnering with the core business.

Managing people is often referred to as ‘soft and fuzzy’, leaving line management overwhelmed. However, we must acknowledge that HR exists to meet the organisation’s operational requirements to achieve its mission and strategic goals.

Legal Aid SA has used the Top Employers Institute global benchmark to raise the bar of our people management systems, within the strategic talent management framework including our leadership pipeline and succession management, down to the level of our operational frameworks. We hire competent professionals, developing profi ciency in meeting current and future capability needs, continuously improving cognitive skills and mental models. Our values are embedded to ensure engagement, objective decision-making and relatedness to clients and each other, promoting respect and valuing humanism. Embracing technology is overarching in our approach.

Currently organisations, public and private, face extreme fi nancial pressures. Equally, employees face personal fi nancial hardship, with earnings not aligning with infl ation.

Organisations are in the invidious position of reducing costs or jobs. It would not be unusual for employees to question the value of having their employer certifi ed as a Top Employer during these di� cult times. The benchmark provides organisations with the tools and techniques for a time such as this.

The current age dictates that we shouldn’t undermine the lived experience of employees, regardless of the rational corporate metanarrative. Herein lies the relevance of the HR contribution. HR must advance the perspective that employees are whole beings inclusive of their circumstances and lived experiences. Simultaneously, we must help close the conceptual gap between the employer metanarrative and employee lived experience by advancing the validity of both truths. HR is challenged to build organisational consensus, admittedly di� cult, yet possible if we are ethical and build trust. Our accolades are dedicated to every Legal Aid SA employee, who show up to protect and defend the ones whom society has often prejudged and a� uent society prefers to forget. This takes a special kind of socially conscious professional, of whom we are proud. We would like to inspire other providers of public services that it is possible to be e� ective and relevant if best people practices are placed at the centre.

The emphasis of HR professionals is on partnering with business to meet its goals.



Legal Aid Advice Line 0800 110 110 | Ethics Hotline 0800 153 728 | Send a Please Call Me to 079 835 7179 | www.legal-aid.co.za | Twitter and Facebook @LegalAidSA1

416,203 NEW LEGAL MATTERS TAKEN ON IN 2018/2019

308,050 PEOPLE PROVIDED WITH LEGAL ADVICE IN 2018/2019

18 CONSECUTIVE UNQUALIFIED AUDITS AS AT 2019

LEGAL AID SA DEMONSTRATES THAT EXCELLENCE IN THE PUBLIC SERVICE IS POSSIBLE

BY: AMANDA C. CLARK, HUMAN RESOURCES EXECUTIVE OF LEGAL AID SA

Legal Aid South Africa has been certifi ed a Top Employer in South Africa for 11 years, and named industry leader in the public sector

for fi ve years – a feat most unimaginable as we gingerly entered our maiden participation more than a decade ago.

There was a feeling that perhaps we had punched above our weight; how would it be possible for a public entity serving the poor and vulnerable with limited resources to square up against multinationals and corporates? Back then as is the case today, Legal Aid SA’s leadership has dared HR to be brave as it was adamant that the poor and vulnerable of South Africa deserve a world-class legal service. If this was to be, having a quality people management system was pivotal.

We appreciate everything the Top Employer SA benchmark has meant for Legal Aid SA, a public-funded entity. This process has provided a framework for the continuous improvement of the HR o� ering to our organisation. It stands logical that Legal Aid SA is its people, as the value we bring to clients is through our people. Our value proposition is delivered through the technical skill, values and compassion of our employees. The role of HR in ensuring the fi t between client requirements and our professional services cannot be

overstated. Being an certifi ed Top Employer SA has provided the structure for Legal Aid SA to ensure best practice aligned and top of class HR partnering with the core business.

Managing people is often referred to as ‘soft and fuzzy’, leaving line management overwhelmed. However, we must acknowledge that HR exists to meet the organisation’s operational requirements to achieve its mission and strategic goals.

Legal Aid SA has used the Top Employers Institute global benchmark to raise the bar of our people management systems, within the strategic talent management framework including our leadership pipeline and succession management, down to the level of our operational frameworks. We hire competent professionals, developing profi ciency in meeting current and future capability needs, continuously improving cognitive skills and mental models. Our values are embedded to ensure engagement, objective decision-making and relatedness to clients and each other, promoting respect and valuing humanism. Embracing technology is overarching in our approach.

Currently organisations, public and private, face extreme fi nancial pressures. Equally, employees face personal fi nancial hardship, with earnings not aligning with infl ation.

Organisations are in the invidious position of reducing costs or jobs. It would not be unusual for employees to question the value of having their employer certifi ed as a Top Employer during these di� cult times. The benchmark provides organisations with the tools and techniques for a time such as this.

The current age dictates that we shouldn’t undermine the lived experience of employees, regardless of the rational corporate metanarrative. Herein lies the relevance of the HR contribution. HR must advance the perspective that employees are whole beings inclusive of their circumstances and lived experiences. Simultaneously, we must help close the conceptual gap between the employer metanarrative and employee lived experience by advancing the validity of both truths. HR is challenged to build organisational consensus, admittedly di� cult, yet possible if we are ethical and build trust. Our accolades are dedicated to every Legal Aid SA employee, who show up to protect and defend the ones whom society has often prejudged and a� uent society prefers to forget. This takes a special kind of socially conscious professional, of whom we are proud. We would like to inspire other providers of public services that it is possible to be e� ective and relevant if best people practices are placed at the centre.

The emphasis of HR professionals is on partnering with business to meet its goals.


FORBES AFRICA


TOP EMPLOYERS

I SAY LOGISTICS. YOU SAY FORESTRY?

And that might leave both of us confused. But not if you are global logistics solutions provider CHEP. Because this is a company

whose pooling solutions of pallets and crates form the invisible backbone of the global supply chain, yet sustainability and diversity sit comfortably at the core of their progressive culture.

As a pioneer of the sharing economy, CHEP is one of the world’s most sustainable logistics businesses. Its circular business model perpetuates the share and reuse of the world’s largest pool of reusable pallets and containers. This enables them to serve their customers while truly minimizing the impact on the environment and improving the efficiency and safety of supply chains around the world.

A core element of the CHEP sustainability story is their ownership of 10 timber farms in KZN in South Africa, as well as the Weatherboard sawmill near Creighton. Because they are on track to show by 2020 that all the wood they use comes from sources that are FSC certified.

FSC accreditation is one of two international gold standards for forest management, and adherence to its standards ensures that water quality is protected, loss of natural forest cover is prevented, the use of highly hazardous chemicals is prohibited, the rights of local communities are protected and often promoted.

And if there is one person who is particularly familiar with FSC requirements and its impressive output, it is Thabisile Molefe - a trailblazing female Zulu forester working on one of the CHEP timber farms.

Molefe (35) is a product of deep investment in its people by CHEP and

is living proof of how the company has fostered a culture of inclusivity where differences of thought and outlook are not only respected, but encouraged.

Molefe grew up in Mashingeni Location in nearby Howick in KZN. After completing matric, she won a bursary to study at Nelson Mandela University’s George campus, where she graduated with a National Diploma in Forestry.

The young graduate initially struggled to find work, but eventually found a job in 2013 as a forester for a CHEP contractor. Seeing Molefe’s potential, CHEP forestry manager Gordon McKenzie offered her a forester position at CHEP and she jumped at the opportunity. Since starting at CHEP in 2016, Molefe has received constant on-the-job training.

“While at CHEP, I have been fortunate to have completed several training courses, including courses on management, supervisory development, fire management and of course sustainability,” she says.

“CHEP has been extremely supportive of my career. Gordon is my mentor. He

gives me opportunities to get involved in various projects, so I can get a solid grounding in my field,” says Molefe.

As a forester at CHEP, Molefe has to oversee contractors tasked with felling trees at the plantation, a role she initially found difficult to step into. “I am the only female forester at CHEP, and I experienced challenges because men are sometimes reluctant to accept a woman’s authority. However, my co-workers and I have come to understand each other, and today we know and respect the roles we play in the operation,” she says.

“I always knew there was something special about Thabisile,” says McKenzie. “Watching her grow has been amazing. Investing in human capital is a business imperative and Thabisile is a prime example of how we can change lives by giving people a chance to flourish. I am very proud of how far she has come, and I am excited to see what she does in the future.”

Thabisile is a real-life example of how CHEP lives its values of diversity and sustainability and she will be blazing a trail for many like her to follow.




DHL has representation in every African country often with multiple business units covering express shipments, ocean

freight, road freight, air and supply chain services. DHL Global Forwarding, its freight and forwarding arm, has fully owned offices in 19 countries on the continent and works with trusted and reliable agent partners in others.

“We need to believe in our people, who are the best we can find in the continent. They are like the lions and falcons who are not just extremely skilful in their respective fields, but they wear their hearts on their sleeves, know Africa inside-out and are fiercely passionate about giving the best to our customers,” says Amadou Diallo, CEO of DHL Global Forwarding, Middle East and Africa. He always reiterates this and

DHL GLOBAL FORWARDING – A TOP EMPLOYER IN AFRICA

regards good people as the cornerstone of an organisation’s success.

In order to provide the best to customers, DHL Global Forwarding relies not just on world-class facilities in Africa, but also places emphasis on its 1,367 strong workforce in the region to build on its successful legacy.

Training opportunities and talent development programmes are consistently reviewed to ensure that they are the most rigorous. All employees go through a mandatory DHL Certified Forwarder programme upon induction to ensure that they adhere to the same global standards as everyone else in the business. In Africa, DHL Global Forwarding has been running a successful Young Talent program since 2015, which identifies and provides high-performing non-executives with coaching

and mentorship opportunities and project tasks, to prepare them for future leadership roles within the organisation. Diversity in the workforce is also celebrated and there is a “Women in Leadership” programme tailored to prepare selected individuals for country leadership positions in the near future.

This is the first-time which DHL Global Forwarding is certified by Top Employer Institute in Africa, with Cameroon, Egypt, Nigeria and South Africa obtaining its country certifications for the first time.

RCL FOODS – A TOP EMPLOYER INSPIRING GREAT PEOPLE

RCL FOODS is a leading South African food manufacturer with a passion to provide more food to more people, more often.

Our 21,000 employees are the engine that drives this passion daily.

RCL FOODS’ recent Top Employer Certification affirms the excellence of our people practices, our people-focused culture and our outstanding approach to

talent management. “We believe in seeing and doing things

differently, driving a culture that inspires our employees to be and do more. To do this we focus on what matters most to them: work that meaningfully impacts the company’s success, training and investment in our people, a sense of engagement and belonging, and more opportunity to grow within RCL FOODS,” says Group Talent Executive, Russell Baudach.

RCL FOODS is a relatively new company formed from four businesses with deep South African roots: Rainbow Chicken, Vector, the former Foodcorp, and TSB Sugar.

‘Inspire great people’ is one of its key strategic thrusts, was a vital enabler in our transition to a single RCL FOODS with a focused and compelling culture, and it continues to lie at the heart of our talent management strategy. The company seeks to continually develop and engage its

employees through innovative HR practices, like using digital platforms for recruitment, employee communication and even personal development. It is also introducing its own corporate college, creating learning academies to develop employees in functional areas, and actively developing a future talent pipeline through leadership programmes. In 2019 it invested R44.4 million in employee development alone.

“Receiving Top Employer Certification will enhance our reputation as a great company to work for. It will help us attract and retain great talent as it speaks to a need for work that is safe, fun, meaningful and enriching. In a nutshell, it shows that we value our employees and are committed to practices that put people first,” says Baudach.


FORBES AFRICA


TOP EMPLOYERS

CAREERS THAT CHANGE LIVESMEDTRONIC SOUTHERN AFRICA IS A 2020 TOP EMPLOYER

Medtronic has been recognised for its excellence in creating an enriching environment for its employees, by being

awarded Top Employer Certifi cation from the global Top Employers Institute.

Medtronic is a mission-driven company, uppermost in its quest being to contribute to human welfare by the application of biomedical engineering in the research, design, manufacture, and sale of therapies and solutions that alleviate pain, restore health, and extend life.

Connect to ImpactPeter Mehlape, Managing Director, Medtronic Southern Africa Region, who joined the company over a year ago, has made it his goal to connect employees and stakeholders to the Medtronic Mission, which seeks to increase access to a� ordable and e� cient healthcare in order to transform the lives of patients across Africa and the world.

“The most basic and powerful way to connect is to listen… and if we listen to understand, we can connect meaningfully with those around us,” he said. “This ability to connect reaches out across our beautiful country and our continent, uniting us in our endeavor to alleviate pain, restore health and extend life.”

Medtronic Southern Africa’s Transformation Strategy is key to its success, according to Mehlape. “A culture of diversity and inclusion allows us to see the world through the eyes of our customers and patients. This is the tangible translation of ‘Connect to Impact’; which ultimately benefi ts patients, employees, business partners, stakeholders and shareholders alike.”

“The most basic and powerful way to connect is to listen… And if we listen to understand, we can connect meaningfully with those around us,” said Mehlape

Further, TogetherIn achieving its mission, the company uses

an approach it calls ‘Further, Together’ — driving meaningful innovation at the therapy, procedural, and system levels, while devising powerful solutions with proven clinical and economic value through new, di� erent, and stronger strategic partnerships in the healthcare space.

“Working together is our model for success and no partner is more important to Medtronic than our employees,” he said. “Thus, we work hard to fulfi ll the fi fth tenet of our mission — to recognise the dignity and the personal worth of all employees.”

Employees, our greatest assetIrene Rajah, HR Leader, Medtronic Southern Africa Region, commented: “I believe that our employees are our greatest asset in that they touch and change lives daily through every transaction, every product order, every delivery, every procedure, one patient at a time.”

To put this into context, two people every second, 120 people every minute, 172, 800 people every day are impacted by the work of Medtronic employees.

“It is therefore critical for us to ensure there are key initiatives in place to attract, recognise and advance key talent in the organisation. It is equally important for us to create a healthy environment that fosters collaboration, inclusion, diversity and engagement that connects to our mission.

Medtronic key initiativesMedtronic’s employee philanthropic-led activities are among some of the many reasons it is considered a top employer:

•Young Graduate Programme – This is an e� ective driver in the company’s Transformation Strategy, enabling young people to enter the highly constricted job market. They are brought into the organisation and given on-the-job training and exposure, which signifi cantly contributes towards addressing the critical skills shortage in the Southern African region. Around 21 people are currently enrolled on the programme and the company aims to double this in 2020.

•Medtronic’s state-of-the-art, onsite training facilities and centres of excellence enable hands-on exposure to simulated medical procedures, conducted using some of the world’s most sophisticated medical technology devices. This not only dramatically enhances growth and career advancement within its Young Graduate Programme, but also upskills its employees to ensure they can support life-changing medical procedures out in the fi eld.

“Top Employer gives us the opportunity to showcase Medtronic as the Employer of Choice as we continue our journey to change lives every single day, of patients and employees alike,” Rajah concluded.

(Standing left to right):Peter Mehlape - MD Medtronic-SA; Othelia Langner; Irene Rajah; Phuti Setati; Vimal Ramkylas; (Seated – Left to right): Buli Joja; Michelle Goremusandu




A 2020 VISION FOR LEARNING ROI

BY: JANNEKE ROELOFS, TOP EMPLOYERS INSTITUTE

Budgeting for the year ahead has been sharply the focus for many organisations. With businesses operating in highly uncertain

environments, they will inevitably look very closely at the things that they can control in 2020 – their costs.

Tough questions can be expected around the return on investment (ROI) on every line of spending, with the ROI of the Learning and Development (L&D) budget notoriously hard to assess. So, it’s important for employers to understand that with L&D currently undergoing a revolution in strategy and delivery, the way they assess the value of learning may also need to change.

The very best businesses understand this already. Research among our 1,800 certifi ed Top Employers organisations globally shows a trend over recent years away from measuring a direct/quantitative ROI on specifi c L&D programmes, in favour of measuring the retention of knowledge within a business. Just over a quarter of them (28%) measure the former – the same proportion as four years ago – yet the number measuring “knowledge retention over time” has increased sharply to 60% from 41% over the same period.

This shift towards retained organisational knowledge runs alongside other important changes in the way corporate learning is being organised and assessed. There has been an evolution

Retaining knowledge within a business is becoming increasingly important.

60% of Top Employers measureROI of L&D programmes based on ‘knowledge retention ofer time’




A 2020 VISION FOR LEARNING ROI

BY: JANNEKE ROELOFS, TOP EMPLOYERS INSTITUTE

Budgeting for the year ahead has been sharply the focus for many organisations. With businesses operating in highly uncertain

environments, they will inevitably look very closely at the things that they can control in 2020 – their costs.

Tough questions can be expected around the return on investment (ROI) on every line of spending, with the ROI of the Learning and Development (L&D) budget notoriously hard to assess. So, it’s important for employers to understand that with L&D currently undergoing a revolution in strategy and delivery, the way they assess the value of learning may also need to change.

The very best businesses understand this already. Research among our 1,800 certifi ed Top Employers organisations globally shows a trend over recent years away from measuring a direct/quantitative ROI on specifi c L&D programmes, in favour of measuring the retention of knowledge within a business. Just over a quarter of them (28%) measure the former – the same proportion as four years ago – yet the number measuring “knowledge retention over time” has increased sharply to 60% from 41% over the same period.

This shift towards retained organisational knowledge runs alongside other important changes in the way corporate learning is being organised and assessed. There has been an evolution

Retaining knowledge within a business is becoming increasingly important.

60% of Top Employers measureROI of L&D programmes based on ‘knowledge retention ofer time’



away from the Kirkpatrick model, a previously tried and trusted way for L&D professionals to measure the effectiveness, with the momentum now with more personalised forms of learning. Put simply, this means a move away from the model’s more structured ‘What have you learnt and how do you rate it?’ typical approach and towards a more user-oriented form of learning, one which asks instead ‘What is your role and how has learning helped you perform more effectively?’

In essence, a new learning bargain is being struck between employer and employee – one from which both can benefit. L&D professionals can look afresh at how their organisation is performing and assess what strategic learning challenges need to be addressed to improve an individual’s performance directly for the benefit of the business. Similarly, employees now want and expect to have a greater say in their career development – a personalised career path, much in the same way they expect personalised service as customers.

To deliver on this bargain and maximise ROI from learning begins with a laser-like focus on what the L&D strategy should be. Clarity around business purpose and how L&D helps meet this purpose is everything: Our Top Employers research shows us that nearly all of those surveyed have consistently clear objectives for their L&D strategy (97%). But strategy is no longer a byword for structure – and this is why the same percentage design their L&D framework to be flexible enough to meet the need of different job roles or levels throughout an organisation. Similarly, over 76% say all of their employees have a Personal Development Plan.

Methods of L&D delivery are also changing. The retention of knowledge and growing popularity of social learning in the pursuit of learning is clearly reflected

in our research – over three-quarters (78%) of our Top Employers have now invested in “knowledge bases” to retain learning for the benefit of the organisation (up from 64% in 2015), while the delivery of mobile learning is used by almost as many (73%) - and far more widely than previously (42% in 2015).

One thing hasn’t changed – the pressure to measure ROI remains intense, even though learning itself is evolving rapidly. According to the Leo Learning annual survey of more than 1,000 learning decision makers from global organisations, the demand for data comes from the very top. Over two-thirds (67%) of L&D professionals surveyed feel under pressure from senior executives to measure the impact of learning – with a significant increase of 38% in a single year among respondents agreeing strongly with the statement.

While the demand for key performance indicators (KPIs) is clearly there, so too is the growing capability of technology to number crunch and deliver them. On the one hand, L&D professionals in the best performing businesses can best show the value of learning via transparently human and honest feedback with the leaders and managers they seek to serve. And on the other hand, to have the best possible discussions and decisions requires greater use of technology to allow accurate measurement, tracking and planning around individual performance before, during and after a learning intervention.

So this month, as many organisations dust off their budgeting processes and templates, it’s worth remembering that learning and development is undergoing a revolution, one for which a narrow financial ROI no longer suffices. A new vision for learning ROI is now required.

97% of Top Employers have consistently clear objectives for their L&D Strategy.




ON A HIGH

Pernod Ricard, the French-based world leader of the wine and spirits industry and owners of Jameson Irish Whiskey,

Ballantine’s, Chivas Regal and Absolut Vodka, amongst other well-known brands, has officially been certified as a Top Employer across the African continent.

Pernod Ricard South Africa first achieved Top Employer status in 2016. In 2018, Ghana, Kenya and Mozambique were certified, and in 2019, Angola and Nigeria have joined the fold, making all Pernod Ricard sub-Saharan Africa affiliates Top Employers.

Pernod Ricard offers employees the opportunity to work for a global company, strongly rooted in its local markets and supporting premium brands in a convivial, inclusive workplace.

“Top Employers Institute allows us to benchmark our Human Resources practices against global best practice ensuring that our employees remain at the heart of our business. We are proud to be the first company in the spirits and wines industry to be certified as a Top Employer on the African continent!” says Shireen Maharaj, Human Resources Director at Pernod Ricard, sub-Saharan Africa.

Entrepreneurial spirit, mutual trust and a strong sense of ethics; these are the three key values that underpin the company’s corporate culture. An exceptional workforce that lives and embodies the group’s culture and values each day is the key to its success.

Aligning with the global strategy to accelerate and grow, Pernod Ricard sub-Saharan Africa has been building a

respectable African footprint, starting in South Africa in 1994, and expanding into the rest of Africa since 2011, bringing globally-recognized brands to the continent.

Pernod Ricard continues to invest in its business in Africa through local production and meaningful partnerships, including the strategic partnership with Jumia, the e-commerce platform, and the recent acquisition of South African super-premium gin brand, Inverroche.

Attracting and developing talent remains a strong focus. The dynamic industry creates the perfect canvas to support growth and development in various careers. Pernod Ricard is a multinational that continues to groom and nurture an African talent pool that feeds its global talent pipeline.

The company believes that the new headquarters for Africa is the perfect place to welcome African talent, offering a great place to work with state-of-the-art facilities and technology, which perfectly blends its convivial culture with its ambition to be the leading company in the spirits and wines industry.

Staying relevant and adopting best-in-class practices is crucial to its business as

it continues to innovate in all functions in order to fulfill this aspiration. The most recent global launch of Workday is a great example of a company-wide initiative focused on ensuring HR tools and processes are more accessible and efficient.

As the “Createurs de Convivialité” and backed by sound business values and a belief in building lasting relationships, the respected Pernod Ricard tradition continues to be carried forward with vibrancy and passion by the men and women behind Pernod Ricard’s business in Africa.

With local roots and a global reach, Pernod Ricard in Africa offers employees a convivial, inclusive workplace and best practices that have now made it a Top Employer across the continent.

ABOUT PERNOD RICARD Pernod Ricard’s intent is to ‘Bring Good Times from a Good Place’ – to create a more convivial world, a world without excess. As the world’s leading premium spirits and champagne company we

provide brands of origin such as Jameson Irish whiskey, Ballantine’s,

Chivas Regal and The Glenlivet in the Scotch Whiskies portfolio,

Absolut Vodka, Beefeater gin, Martell cognac, Red Heart rum

and G.H. Mumm and Perrier-Jouët champagne. Based in France, the company has 86 affiliate

operations around the globe - adopting a consumer-centric

approach to marketing and doing business in local markets.

www.pernod-ricard.comwww.theconvivialists.com

WE ARE PROUD TO BE THE FIRST COMPANY IN THE SPIRITS AND WINES INDUSTRY TO BE CERTIFIED AS A TOP EMPLOYER ON THE AFRICAN CONTINENT!– SHIREEN MAHARAJ


Africa’s Top Employers 2020210 certified Top Employers spanning 32 African countries

Top 5 HR Priorities

Talent Acquisition

Performance Management

Cultural & Organisational

Change

Learning & Development

Career & Succession

Management

84%

of Top Employers achieved stable & improved revenue growth

643 000employees positively impacted by Top Employers in Africa

Top Employers Institute | For a better world of work | Learn more: https://www.top-employers.com/en/get-certified

Industry Sectors with the most Top Employers

FMCG

Manufacturing

Transport & Logistics

Telecommunications

Pharmaceuticals

Financial Services

Top 3 Global HR Trends

Enrichingcareers

Enrichingemployees

Enrichingsociety

Countries with the most Top Employers

96

13

South Africa

Nigeria

9

9

9

Egypt

Ghana

Kenya

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