HOW WE CREATE VALUE

Human capital

By prioritising employee development, engagement and well-being, SAICA has created a strong foundation for sustainable growth and success. Our employees are the driving force behind our ability to deliver value to all stakeholders.

KEY FOCUS AREAS IN SUPPORT OF STRATEGY

STRATEGIC PILLAR
FOCUS
  • Employee engagement
  • Organisational culture and integrated organisational identity through shared values
  • Talent management (talent acquisition and succession planning)
  • Employee-centric holistic wellness
  • Employee development and experiential learning
  • Performance-based reward and recognition
HUMAN CAPITAL STRATEGY
  • SAICA’s human capital strategy aims to engage and enable employees through the creation of a great employee experience.
  • The human capital strategy and initiatives are implemented by the Human Capital (HC) function and are overseen by the Human Resources and Remuneration Committee. The goal is to build a leadership brand that attracts the best calibre of talent to enhance a high-performance culture by linking performance with rewards and recognition to enable an environment where employees are engaged to serve with passion and excellence, and to grow.
  • As at 31 December 2023, SAICA had 246 staff members (2022: 228), 67,89% of whom were women (2022: 68%); 85% were deemed historically disadvantaged South Africans (HDSA) (2022: 84%).

KEY INITIATIVES TO CREATE VALUE IN 2023

FOCUS AREA

Employee Engagement

ACTIVITIES
  • SAICA conducts annual employee engagement surveys to gauge employees’ experiences within the organisation. These surveys provide valuable insights into employees’ priorities, highlight areas for improvement, and offer feedback on SAICA’s performance as an organisation
  • In addition, SAICA administered an employee engagement pulse survey to gather feedback on specific areas identified for improvement from the main employee engagement survey
IMPACT/DIFFERENCE MADE
  • The overall SAICA employee engagement score improved from 74,66% to 83,6%
  • The Pulse Survey Report culminated in an actionable plan that SAICA augmented on the main action plan to further improve employee engagement levels

ORGANISATIONAL CULTURE AND INTEGRATED ORGANISATIONAL IDENTITY THROUGH SHARED VALUES

ACTIVITIES
  • The revamped SAICA values were kept vibrant to create values ownership at all levels, instil a sense of authenticity and ensure an integrated organisational identity
  • The revamped MIPART values were incorporated into the Employee Recognition Awards to encourage all employees to embody the values. The awards were rebranded as MIPART Difference Makers Awards, which are held quarterly
IMPACT/DIFFERENCE MADE
  • The MIPART Difference Makers Awards inspire employees to embody our values, contributing to the high-performance culture we aim to establish within the organisation

TALENT MANAGEMENT AND SUCCESSION PLANNING

ACTIVITIES
  • SAICA’s ambition to be the employer of choice is supported by a robust and engaging talent management framework that focuses on ensuring effective business continuity through skills acquisition and retention
  • To achieve this, SAICA has developed a Comprehensive Talent Management Framework (CTMF) and a Talent Acquisition Framework (TA) which is integrated within the broader CTMF. These frameworks offer a targeted strategy for talent management and succession planning, ensuring proactive attraction, engagement, development, and retention of high-calibre talent aligned with SAICA’s strategic objectives
IMPACT/DIFFERENCE MADE
  • The CTMF plays a pivotal role in identifying positions targeted for succession planning, talent engagement, career development, mobility and retention. It also uses the Performance Potential Grid to assess talent performance, potential and aspirations, leading to the creation of structured development plans
  • The TA Framework proactively anticipates future staffing needs aligned with business requirements. This strategy positions the organisation effectively in the talent market by enhancing candidate experience, offering Employee Value Proposition (EVP), leveraging sourcing platforms, and optimising recruitment processes and systems to attract top talent amidst evolving talent expectations and increasing demands

EMPLOYEE-CENTRIC HOLISTIC WELLNESS

ACTIVITIES
  • SAICA prioritises employee wellness by investing in various initiatives aimed at promoting overall well-being. The Wellness Framework emphasises four pillars: mental health, financial wellness, social well-being, and physical health
  • In response to heightened challenges post-COVID, particularly in mental health, SAICA has intensified efforts to provide support and foster resilience among employees
  • Initiatives include financial wellness sessions, mental health first aid training for managers, a global wellness day promoting physical exercise, and a wellness day in partnership with CAMAF and Multiply to assess employee health data and implement targeted interventions
IMPACT/DIFFERENCE MADE
  • The wellness initiatives contributed significantly to enhancing the overall health of SAICA employees
  • The programmes culminated in the reduction of reported health and wellness issues on the employee wellness programme

EMPLOYEE DEVELOPMENT AND EXPERIENTIAL LEARNING

ACTIVITIES
  • A skills gap analysis was conducted using employees’ personal development plans (PDPs), informing the development of a workplace skills plan (WSP). The identified training needs were addressed through various job-related training programmes, with 223 employees participating in those programmes with a total investment of R3,7 million. The programmes focused on enhancing core and functional capabilities across the SAICA value chain
  • HC oversees the study assistance programme to empower employees to further their educational qualifications and harness their skills and competencies with accredited institutions of higher learning. 37 employees were awarded study assistance with a total investment of R1,7 million
  • HC also oversees an intensive cross-functional graduate/internship and a learnership programme aimed at building capacity and talent supply, particularly in business areas where there are scarce and critical skills. These programmes operate under the auspices of the Finance and Accounting Services Sector Education and Training Authority (FASSET). 31 graduates and learners were hosted across various business units
IMPACT/DIFFERENCE MADE
  • The learning and development interventions contribute to building key capabilities which ensure the continued fulfilment of business imperatives
  • The study assistance programme continues to improve employees’ educational profile – four study assistance recipients completed funded programmes. Others are still progressing towards their SAICA-funded academic qualifications
  • The programme offers graduates and learners opportunities to gain hands-on work experience commensurate with their qualifications and career aspirations, thus contributing towards curbing the high rate of unemployment. SAICA absorbed four graduates into permanent roles
  • The employee development and experiential learning programmes contributed towards the achievement of SAICA employment equity targets and improvement in the SAICA B-BBEE level from Level 4 to Level 2

REWARD AND RECOGNITION

ACTIVITIES
  • SAICA incentivises performance and duly rewards employees who meet or exceed the organisation’s objectives. This is done through performance-based incentives that are tied to the three organisational tiers, namely individual employee performance, divisional performance and overall SAICA performance
IMPACT/DIFFERENCE MADE
  • The performance-based incentives motivate employees to perform at optimum levels and this has culminated in SAICA achieving an overall performance rating of 3,52 out of 5 in the reporting period
BUILDING BRAND EQUITY

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