South Africa Human Capital Trends 2014 - Deloitte
South AfricaHuman Capital Trends 2014Engaging the 21st-century workforce
ContentsWelcome.2Engaging the 21st-century workforce.4The Global Human Capital Trends Report 2014.6Global Human Capital Trends 2014 Top findings for South Africa .9The 2014 human capital trends.18 Leadership . 20 Retention and Engagement . 29 Diversity and Inclusion . 38 Workforce Capability . 46 Talent Acquisition and Access . 54Conclusion.62Demographics.65South Africa human capital leaders.67Acknowledgements.69Human Capital Trends 2014 South Africa1
WelcomeWe are pleased to release the 2014 Human Capital Trends report for South Africa.This report is a country-based summary and should be read in conjunction with ourGlobal Deloitte report, which provides an extensive breakdown and interpretation ofthe findings of our 2014 Global Deloitte Human Capital Trends Survey.This year, we had a record response from our clients in South Africa to the DeloitteHuman Capital Trends Survey, with 266 respondents. This makes it a very validreflection of how these trends are affecting South African businesses across theindustry spectrum.Werner NieuwoudtHuman Capital LeaderDeloitte South AfricaIn addition, we have surveyed a number of other countries on the African continent.A survey for Africa incorporating the responses from these countries will be releasedlater this year and will be available on our website. This will provide an ideal additionfor those clients of ours who are active on the African continent and for whompeople issues are top of mind.Our Global Human Capital Trends 2014 survey is one of the largest organisationdevelopment, human-resource and talent-management surveys of its kind, with94 countries participating this year. Against the items surveyed, it is clear thatmost global organisations are grappling with the same people issues and in manycases are not fully prepared to deal with these major trends that are reshaping theworkforce.In this report, which is aimed at the South African market, we highlight the fivetrends that we believe should be top of the agenda for executives and humanresource teams in respect of finding, retaining, leading and developing their peopleover the next few years.From the 12 trends identified in the Deloitte survey, three strategic focus areas orthemes have emerged: Lead and develop Attract and engage Transform and reinvent2
South African respondents recognised the following top five trends in terms ofthe importance index : Leadership (77%), Retention and Engagement (71%),Diversity and Inclusion (70%), Workforce Capability (70%), Talent Acquisition andAccess (69%). Despite these being the most urgent trends, many of the companiessurveyed expressed reservations about their ability to address these issues in theshort-to-medium term.The 2014 human capital trends demand change, investment and focus if companiesin South Africa want to effectively compete both as employers of choice and ascompetitive businesses in a human-resource-constrained market. We trust that thisreport, along with the 2014 Global Deloitte Human Capital Trends report, will serveas a useful guide for strategic human capital management in the coming year. Pleasefeel free to contact us to discuss the reports in more detail. We would be delightedto assist you and your teams.We look forward to engaging with you around the findings and to helping to unpacktheir implications for your human capital, HR and talent management decisions.Yours sincerelyWerner NieuwoudtHuman Capital LeaderDeloitte South AfricaHuman Capital Trends 2014 South Africa3
Engaging the21st-centuryworkforce4
The 12 Human Capital Trends for South AfricaRanked in order of importance and urgency as rated by South African participants12Develop leaders at all levelsLeadership remains the top human capitalconcern—and the largest “readiness gap” inour survey. The need: develop new leadersfaster, globalise leadership programs, andbuild deeper bench strength.77%40%66%Move beyond retentionSurvey respondents say retention andengagement are the second biggest humancapital challenges they face (after leadershipgaps). What’s the secret to becoming a“talent magnet” in the coming years?71%743%870%45%70%947%1065%5669%35%Reskilling the HR teamHR pros need an increasingly wide range ofskills, not only in talent areas but also in theunderstanding of how the business works,makes money, and competes. How are HRteams staying current and viable?68%1112Importance Index33%Corporate learning redefinedIt’s a new age for Learning & Development.Online content, MOOCs, collaboration tools,and social media now fuel a training modelwhere employees own their skills and expertsshare knowledge freely.62%51%Race to the cloudCloud-based HR technology promises tointegrate people systems, enable learningand talent management, and reengineerrecruiting. But massive adoption of newsoftware is harder than it seems.60%37%38%Implement talent analyticsAnalytics is an exciting and fast-growing areafor human resources, but many companiesare lagging. How can they address this gamechanging area of HR to move quickly andmethodically into the future?64%Talent acquisition revisitedTalent acquisition and recruiting areundergoing rapid disruption, challengingcompanies to leverage social networks,aggressively market their employment brand,and re-recruit employees every day.34%Globalise and localise the HR functionA new model of “high impact” HR blendsglobalised talent practices for consistency andmobility with localised flexibility to attract,retain, and manage people appropriately.The quest for workforce capabilityOrganisations now compete globally forscarce technical and professional skills. Howcan you locate and develop this talent whenit takes years to develop expertise?437%Rescue the overwhelmed employeeTechnology and too much access have turnedus into “overwhelmed” employees. Nearlyevery company sees this as a challengeto individual productivity and overallperformance, but struggles to handle it.66%Shift from diversity to inclusionThe world has become highly diverse, butmany companies have not—especially whenit comes to combining diversity with theinclusive culture needed to truly build value.3Performance management is brokenCompanies worldwide are questioning theirforced ranking, rigid rating systems, andonce-a-year appraisal process. This is the yeara new model of performance managementwill likely sweep through HR.35%Readiness IndexHuman Capital Trends 2014 South Africa5
TheGlobalHumanCapitalTrendsReport20146
IntroductionThe Global reportThe Deloitte Global Human Capital Trends Report is a data-backed survey thatinvolved over 2 500 business and HR executives in 94 countries to measure theurgency of, and readiness for, addressing the trends. The global perspectives forthis year’s trends have been based on input from our human capital leaders across14 countries. The global report includes stories, case studies and recommendationsfrom interviews, with more than 50 CHROs, CLOs and VPs of Talent. Please refer toGlobal Human Capital Trends 2014: Engaging the 21st-Century Workforce n-capital-trends-2014/.Key findings from the global report: Leadership continues to be the biggest challenge that companies around theworld are facing. “The 21st-century workforce” is different – and engagement and retention arenow top issues on the minds of CEOs and CHROs. HR is falling behind in structure, skills, analytics, technology and the developmentof leading recruiting and learning and development programmes. Technology, analytics and the “overwhelmed employee” are acute focus areas forHR. Skills gaps, the rapid obsolescence of skills, the need for next-generation learning,and talent mobility will differentiate companies.Human Capital Trends 2014 South Africa7
On AfricaThe survey was sent out to clients in Africa. In South Africa, 266 responses werereceived, Kenya received the most responses from all other African countries, and aKenyan report will be released shortly.TUNISIAFor Africa, 347 responses were received from 15 African countries, including SouthAfrica. All responses received from Africa will be combined into an Africa report,which will be released later this year. The map below gives an indication of allAfrican respondent countries. As you read the report, you will come across an Africacomment that is a combined response from all the African countries URKINAFASOSIERRA ENTRALAFRICANREPUBLICCAMEROONEQUATORIAL GUINEAGABONBRACONGZAV IASOUTHSUDANDEMOCRATICREPUBLIC HOSOUTHAFRICACOUNTRIES RESPONDED TO SURVEYFigure 1: African countries that have responded to the TIUSREUNION
Global HumanCapital Trends2014 Topfindings forSouth AfricaImportance Index is the weighted average of rated importance by the respondents, normalizedto a 0-100 scale.Human Capital Trends 2014 South Africa9
The top five trends for South AfricaThe top five trends for South Africa, in order of the importance index, are:1. Leadership (77%)2. Retention and Engagement (71%)3. Diversity and Inclusion (70%)4. Workforce Capability (70%)5. Talent Acquisition and Access (69%)GlobalLeadership407434Retention and Engagement446723Diversity and Inclusion435512Workforce Capability466216Talent acquisition and access386426Leadership417231Retention and Engagement456520Diversity and Inclusion455510Workforce Capability496112Talent acquisition and access386325EMEASouth AfricaLeadership407737Retention and Engagement437128Diversity and Inclusion457025Workforce Capability477023Talent acquisition and access356934ReadinessImportanceDifferenceFigure 2: Top trends by Importance & Readiness Index vs Capability Gap shows the Deloitte Human CapitalCapability Gap Index.10
Relative urgency of human capital trendsThe following charts show the relative urgency of human capital trends for SouthAfrica, EMEA and Global. For South Africa, 22% rated workforce capability as urgent,while 67% rated it important. Leadership was ranked urgent by EMEA and Global.Workforce capability 296722Leadership 294643135331Retention & engagement 3Talent acquisition & access 6125230Diversity & inclusion 4164734Reskilling the HR function 5155228Performance management 4205126The overwhelmed employee 2225025Global HR & talent management 7184826Talent & HR analytics 719492559155317Learning & development 3HR technology 92320Not ImportantSomewhat ImportantImportantUrgentFigure 3a : Relative urgency of human capital trendsSouth AfricaHuman Capital Trends 2014 South Africa11
Leadership 4481237Retention & engagement 5185224Reskilling the HR function 5195125Workforce Capability 6206015Talent acquisition & access 62051Global HR & Talent Management 82051216012Learning & Development 523Talent & HR Analytics 824Performance management 92349192350192546192644214119HR technology 10The overwhelmed employee 929Diversity & inclusion 12Not ImportantSomewhat ImportantImportantUrgentFigure 3b : Relative urgency of human capital trendsEMEALeadership 34811Retention & engagement 41753Reskilling the HR function 5195225512426Talent acquisition & access 520Workforce Capability 5216015Talent & HR analytics 6225120Global HR & talent management 8215121Learning & development 5245911Performance management 8245018HR technology 8244721274421304316The overwhelmed employee 8Diversity & inclusion 11Not ImportantFigure 3c : Relative urgency of human capital trendsGlobal1238Somewhat ImportantImportantUrgent
HR report card and HR investmentRespondents were asked a few questions to help us to understand HR capabilitiesand investments in their organisation. They were asked how they rate thecapabilities of their organisations’ HR and talent programmes, and they were askedwhat their plans are to invest in HR in the next 12 to 18 months.According to the self-assessment of respondents of their HR and talent programmes,the South African respondents awarded themselves a grade point average of 1.5(translating to a letter grade of C). This figure is the same for the EMEA region andglobally. Refer to Figure 4 below.According to the self-assessment of HR investment in the next 12 to 18 months,South Africa’s growth in spending averages is at ( 1.77%), which is higher thanboth EMEA ( 1.18) and global results ( 1.32%).South Africa report card and investmentExcellent4Good29Adequate35Getting by22Underperforming10Figure 4a : HR and talent programmes report card15Increase (1 - 5%)43Remain the same29Decrease52Not applicable7Figure 4b : HR investment in next 12 to 18 monthsHuman Capital Trends 2014 South Africa13
EMEA report card and investmentExcellent4Good30Adequate34Getting by23Underperforming9Figure 4c : HR and talent programmes report card12Increase (1 - 5%)33Remain the same39Decrease82Not applicable5Figure 4d : HR investment in next 12 to 18 monthsGlobal report card and investmentExcellent5Good30Adequate31Getting by24Underperforming10Figure 4e : HR and talent programmes report card13Increase (1 - 5%)34Remain the same39Decrease62Not applicable6Figure 4f : HR investment in next 12 to 18 months14
Top five challenges for SARespondents were asked – “Based on the 12 human capital trends, which are thetop five most important challenges that you face in the next 12 to 18 months?” Thenumber next to each label indicates the total number of responses to this question.From the graph, Workforce Capability (67%), Leadership (63%), Retention andEngagement (63%), Learning and Development (50%) and Talent Acquisition andAccess (48%) are the five most important challenges that respondents rated that theywill face in their organisations in the next 12 to 18 months. Refer to Figure 5 below.Workforce capability67Leadership63Retention and engagement63Learning and development50Talent acquisition and access48Figure 5: The five most important challenges for South AfricaHuman Capital Trends 2014 South Africa15
Industry overview, South AfricaA highlight from the South African industry perspective is presented below. In thisdocument, after each section, there is a short, high-level overview that describes theresponses received for that trend based on an industry split.(*Please note that industries that have an under-30 response rate are not statisticallyvalid and should be used with caution.) Results for life sciences, healthcare andtelecoms, media and technology have been removed from the table below, as theresponse rate received was too low to be statistically valid.In the table below, our results indicate that:1. Leadership is the number-one global priority, with all industries and all regionsrating it as their most important challenge.a. In South Africa, Leadership is the number-one priority overall (89%). When thisis broken down by industry, we can see that it is the number-one priority in thefollowing industries:i. Energy and resources (97%)ii. Financial services (89%)b. In South Africa, Leadership is the number-two priority in the followingindustries:i. Manufacturing (92%)ii. Public sector (91%)iii. Consumer business (86%)iv.Professional services (88%)16
2. Retention and Engagement is the number-two priority (79%) globally, and it isthe number-two priority in South Africa. When this is broken down by industry, wecan see that consumer business (96%) and financial services (89%) rate this trend asmost important.GlobalSA25322661 (86%)1 (89%)2 (79%)TrendConsumerBusinessEnergy ufacturingPublic Sector283336255223Leadership5 (80%)1 (97%)1 (89%)2 (92%)2 (88%)2 (91%)2 (84%)Retention &Engagement1 (96%)5 (82%)1 (89%)3 (88%)4 (84%)3 (83%)3 (77%)4 (80%)Reskilling theHR function8 (75%)4 (88%)3 (83%)6 (79%)7 (79%)3 (83%)4 (75%)3 (82%)TalentAcquisition& access3 (82%)2 (94%)5 (81%)3 (88%)6 (80%)6 (74%)5 (74%)1 (89%)Workforcecapability2 (86%)2 (94%)2 (86%)3 (88%)1 (92%)1 (100%)6 (72%)7 (74%)Talent &HR analysis8 (75%)5 (82%)6 (78%)8 (71%)5 (81%)6 (74%)7 (71%)6 (75%)Global talent &HR management4 (81%)5 (82%)4 (82%)7 (75%)10 (72%)5 (76%)8 (70%)7 (74%)Learning &development6 (79%)6 (81%)7 (67%)5 (80%)8 (78%)8 (64%)9 (69%)5 (76%)Performancemanagement9 (70%)3 (91%)6 (78%)4 (83%)9 (73%)9 (61%)10 (68%)8 (71%)HR Technology10 (61%)7 (79%)6 (78%)5 (80%)11 (71%)8 (64%)11 (65%)5 (76%)Theoverwhelmedemployee7 (76%)8 (73%)6 (78%)3 (88%)6 (80%)7 (70%)12 (59%)4 (80%)Diversity &inclusion11 (54%)7 (79%)6 (78%)1 (96%)3 (86%)4 (77%)Figure 6 : Industry overview, South AfricaThe red-highlighted boxes refer to the number-one priority in that industry, and thisis indicated by the ranking number (1) within the box.The green-highlighted box refers to the number-two priority in that industry, andthis is indicated by the ranking number (2) within the box.Human Capital Trends 2014 South Africa17
The 2014 humancapital trendsIt’s better to lead from behind and to put others in front,especially when you celebrate victory and when nice thingsoccur, if you take the front line when there is danger thenpeople will appreciate your leadership– Nelson Mandela18
South AfricaIn total, the Deloitte global study identified 12 trends. These trends are highlightedin detail in the global report (Global Human Capital Trends 2014) and in the shortsummary given in Section 1.The 12 trends are listed in the table below; however, for the purposes of thereport, in-depth analysis has been conducted on the top five trends only. Thetrends highlighted in green are detailed in the report. The numbers indicated inparentheses, (1) to (5), indicate the importance that South African respondentsplaced on these trends, e.g. Leadership – at number one – is most important.Lead and developAttract and engageTransform and reinventLeaders at all levels: Close the gapbetween hype and readinessTalent acquisition revisited: Deploynew approaches for the newbattlefieldThe reskilled HR team: TransformHR professionals into skilledbusiness consultants1Corporate learning redefined:Prepare for a revolution5Beyond retention: Build passionand purposeTalent analytics in practice: Gofrom talking to delivering on bigdata2Performance management isbroken: Replace “rank and yank”with coaching and developmentFrom diversity to inclusion: Movefrom compliance to diversity as abusiness strategyRace to the cloud: Integratetalent, HR and businesstechnologies3The quest for workforcecapability: Create a global skillssupply chainThe overwhelmed employee:Simplify the work environmentThe global and local HR function:Balance scale and agility4The top five trends for South AfricaThe top five trends for South Africa, in order of the importance index, are:1. Leadership (77%)2. Retention and Engagement (71%)3. Diversity and Inclusion (70%)4. Workforce Cap
themes have emerged: Lead and develop Attract and engage Transform and reinvent Welcome Werner Nieuwoudt Human Capital Leader Deloitte South Africa. Human Capital Trends 2014 South Africa 3 South African respondents recognised the following top five trends in terms of the importance index : Leadership (77%), Retention and Engagement (71%), Diversity and Inclusion (70%), Workforce .
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We are pleased to release the 2016 Human Capital Trends Report for South Africa. This is a country-based report that can be read in conjunction with the overall findings from the 2016 Global Human Capital Trends survey. However, we have provided a synopsis of the Global Findings in this report so that it can be read as a "stand alone".
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital age H UMAN Capital Trends study respondents from Romania rated the following trends as top 3: 1. Careers and learning; 2. Employee experience; 3. Organization of the future. Top trends in 2017 for
Stats SA Library Cataloguing-in-Publication (CIP) Data CHILD POVERTY IN SOUTH AFRICA: A Multiple Overlapping Deprivation Analysis / Statistics South Africa. Pretoria: Statistics South Africa, 2020
management in Africa 3. Community involvement in natural resources management in Africa – regional overviews 3.1 Introduction: Different understandings of, and approaches to, CBNRM in different regions 3.2 Central Africa 3.3 East Africa 3.4 Southern Africa 3.5 West Africa 3.6 Summary 4. What has CBNRM achieved in Africa? The ‘3Es .
South Africa is located on the southern tip of Africa. Its two main physiographic categories include the interior plateau and the land between the plateau and the coast (Statistics South Africa, 2019). The most populated city in South Africa is Johannesburg with almost 13 million people. For comparison, New York has about 9 million residents.
7.5 Climates ofSub-Saharan Africa 7.6 Human Impacts on the Biosphere in Sub-Saharan Africa 7.8 Vulnerability to Climate Change in Sub-Saharan Africa 7.11 Visual History of Sub-Saharan Africa 7.21 Power and Politics in Sub-Saharan Africa 7.22 Urbanization in Sub-Saharan Africa 280 281 285 288 301 304 The South Asian Region 318
CONDUCTED AUTOMOTIVE EMC TRANSIENT EMISSIONS AND IMMUNITY SIMULATIONS. 3 AUTOMOTIVE SOlUTIONS The use of electronic and electrical subsystems in automobiles continues to escalate as manufacturers exploit the technology to optimize performance and add value to their products. With automobile efficiency, usability and safety increasingly dependent on the reliable function - ing of complex .
