Page 49 - Capricorn IAR 2020

2020 INTEGRATED ANNUAL REPORT
Demand for specialist skills driving focused development, training and diversity
We recognise the value of building a positive employer brand to instil brand pride and awareness among our employees.
The Group prioritises employing the right people in the right positions and also invest in acquiring, building and developing talent. However, our priority is to leverage and develop internal talent for future needs. We recognise the limitation in relying only on the external market to fill a growing skills gap.
In an attempt to keep our employee skill sets relevant, we partnered with the University of Stellenbosch for tailor-made management programmes. Thirty employees are currently enrolled for the New Manager Development Programme, and 30 employees have completed the Manager Development Programme.
In addition, we partnered with the Renewables Academy based in Germany, where three employees completed training in sustainable financing.
We furthermore collaborated with accredited coaches as part of our leadership development offering to support leaders in achieving their own goals and objectives as well as supporting their team to do the same. The opportunity was extended to 55 executives and 67 senior management across Capricorn Group entities.
As part of upskilling the youth we have allocated bursaries for four students, of which the study fields vary between commerce, computer science, investment management and technology degrees. These individuals will join the Graduate Development Programme once they complete their studies. Parallel to this, we employed five interns.
Bank Gaborone’s graduate programme has seen three out of nine candidates absorbed into permanent roles before the end of their contracts. This programme has enabled the business to address existing skills gaps.
Strategy implementation, performance management and recognition
Successful implementation of our strategy relies on employees that understand the strategic choices, are clear about their role and contribution, and are incentivised to deliver on targets. Therefore, we must ensure that our internal communication, rewards and recognition, employee value proposition, training initiatives and performance management are aligned and support implementation.
The performance development process ensures we align the Group’s goals with those of individual employees. We identify, evaluate and enhance the performance of employees through rewards and recognition, regular feedback and career guidance.
The human capital team provides continuous communication and support to upskill leaders. We want them to have honest, transparent and future-focused developmental conversations with employees in terms of their careers and well-being.
An automated performance development process was rolled out in June 2019. Performance reviews and actions are completed online, and employees are encouraged to do 360-degree feedback as part of the process. The online recognition system, Sparkfolios, consists of four different types of rewards:
• Thank you (non-monetary)
• On-the-spot award: manager to team member on-the-spot rewards (monetary)
• Quarterly award: award by a business unit nominations committee (monetary)
• Annual award: award by entity nominations committee (monetary)
We measure diversity through our rating by the Namibian Preferential Procurement Corporation. The Group achieved 98.87% (exceptional equitable economic empowerment level contributor status) in 2020.
STAKEHOLDERS THAT HAVE AN INTEREST IN THIS MATTER
Employees Shareholders Communities
RELATED STRATEGIC CHOICES
Building our foundation
Win through operational excellence
RELEVANT PRINCIPAL RISK BOARD OVERSIGHT
People Group board HR committee Compliance Remco
Reputation
Group CEO’s report from page 23
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