The process of satisfying the achievement of SAHPRA’s objectives requires that the Authority be capacitated with the required resources. The organisation was able to recruit 96% of the prioritised, budgeted vacant positions. During the 2021/22 financial year, SAHPRA was able to recruit externally while giving opportunities to internal employees. It is important that the organisation ensures that employees grow within the Authority and that key talent is retained.
SAHPRA was able to transfer staff members from NDoH to the Authority according to the Labour Relations Act (1995, Section 197). They were discontinued on the Public Service PERSAL Payroll System and thereafter moved onto the SAHPRA SAGE P300 Payroll System. This was not an easy exercise especially as NDoH were moving offices at the same time.
The backlog on the Performance Management and Development System (PMDS) since 2018 was addressed. Moderation committees were formed to address all the outstanding matters and the incentives to qualifying employees were paid out.
SAHPRA implements its own Performance Management System, through the Individual Development Plan for employees to conduct performance contracting. In September 2021, the mid-year reviews were conducted. It will be the first time that employees are performance appraised with the new Performance Management System for the end of the financial year. All employees have been trained on the new Performance Management System and continue to be guided in the performance management system process.
Employees have been oriented on the Rewards and Recognition Policy especially on the process of nominating their colleagues for recognition as best performing employees in the categories that are associated with living the Authority’s values.
The Human Resource Strategy was implemented to create employee relations, which supports the organisation in terms of its transformation path. The aim of the strategy is to build capacity for the effective management and retention of employees with core, scarce and critical skills.
The Talent Management Policy is enroute for approval. This policy will enable and ensure operational continuity and the sustainability of the Authority as well as having staff members with proper skills to achieve SAHPRA’s objectives.
Employee engagements which are known as the Human Resource Indaba sessions were held. The aim of the engagements is to unify SAHPRA’s employees to ensure a shared vision and an increased sense of belonging. During the financial year, four Human Resource Indaba sessions were held. The change agents, who are members of staff representing all business units, participated in the change management process to help plan and implement change at the floor level.
During the financial year, the Authority was able to acquire services for Leadership Coaching. Sixteen managers and executives are participating in the Leadership Coaching Programme. This programme will result in the advancement of leadership capacity through the development of skills and competencies.
SAHPRA commenced with the process of developing its Salary/Pay Scale, which is intended to be introduced in the new financial year. This will result in SAHPRA discontinuing its use of the Department of Public Service and Administration’s Public Service remuneration system.
The Authority has introduced an employee wellness program which is administered by the ICAS. Such services are critical, especially during the current times of the COVID-19 pandemic.
Improvements are being made to the human resource systems. Employees are now able to apply for leave through the Employee Self Service System and there are plans to improve and automate additional functions including the Performance Management System.