The document summarizes the results of a survey of 347 business and HR leaders from 15 African countries on the key human capital trends in Africa. It finds that the top 5 trends in order of importance are: 1) Leadership, 2) Retention and engagement, 3) Workforce capability, 4) Reskilling the HR function, and 5) Talent acquisition and access. However, readiness to address these trends is low, with the largest gaps being 35% for leadership and 27% for retention and engagement, showing that while these issues are seen as urgent, many organizations are unprepared for them.
Attracting and Retaining Executive Talent in AfricaHenry Scarlett
The document discusses the findings of a survey on attracting and retaining executive talent in Africa. Some key points:
1) Businesses in Kenya, Nigeria, and South Africa face a growing talent gap for executives as their economies expand rapidly. There is a scarcity of traditional management skills among leadership talent.
2) Tapping into the African diaspora who have worked or studied abroad is seen as an important source of talent, but willingness to return varies by country. It is perceived as easier now to recruit the diaspora to Kenya and Nigeria compared to 10-15 years ago.
3) To attract and retain talent, companies need to offer more than just compensation - things like empowering organizations,
Nationalisation 2.0: Real-Life Case Studies and a Toolkit for Implementing Su...The HR Observer
This interactive, action-oriented session led by nationalisation experts will provide participants with practical tools on creating and implementing sustainable strategies based on the unique Nationalisation 2.0TM model. The session will highlight latest research on national talent and provide real-life case-studies from leading employers in the GCC. It will focus on a holistic approach to nationalisation – on how to attract, engage, perform, develop & retain talent. Delegates will receive their own toolkits to implementing Nationalisation programmes.
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
The document discusses how the current business environment is characterized by volatility, uncertainty, complexity and ambiguity (VUCA). It notes that connectivity, the rise of e-commerce, and a more technology-savvy consumer base are driving changes. Workforces are becoming more demanding, globally mobile, and connected 24/7 via technology. Many companies will face leadership shortfalls. To thrive in VUCA times, organizations must be agile and empower decentralized teams. HR will need to change to develop talent with skills like adaptability, collaboration and an entrepreneurial mindset. Talent development should focus on providing critical experiences early through techniques like action learning, stretch assignments and scenario planning. Gamification can be leveraged to engage and develop talent
The document discusses the importance of talent management and developing HR standards in South Africa. It notes that attracting, developing, and retaining talent is a top strategic priority for organizations globally. Furthermore, talent affects a company's ability to implement strategy, capitalize on opportunities, and deliver leading products and services. The document then outlines South Africa's process of developing national HR standards over several phases from 2013 to 2014 through workshops with over 400 HR professionals. This included creating standards for the HR management system and specific HR practices like talent management, succession planning, and learning culture.
Human Capital Insights Book (March 2015) - ChapterSunil Puri
This document discusses developing global Asian leadership talent pipelines. It argues that while Asia is growing rapidly, few companies are focusing on developing Asian leadership talent. Regional human resources (HR) departments face challenges such as a lack of quality entry-level talent in some countries, company biases against developing local talent, and Asian employees lacking certain leadership skills. The document recommends four key roles for regional HR: 1) Being a trusted advisor to ensure Asian talent development remains a priority, 2) Advocating passionately for opportunities for Asian talent, 3) Marketing global roles to Asian talent as career-advancing, and 4) Continuously helping Asian talent develop necessary global leadership skills.
Attracting and Retaining Executive Talent in AfricaHenry Scarlett
The document discusses the findings of a survey on attracting and retaining executive talent in Africa. Some key points:
1) Businesses in Kenya, Nigeria, and South Africa face a growing talent gap for executives as their economies expand rapidly. There is a scarcity of traditional management skills among leadership talent.
2) Tapping into the African diaspora who have worked or studied abroad is seen as an important source of talent, but willingness to return varies by country. It is perceived as easier now to recruit the diaspora to Kenya and Nigeria compared to 10-15 years ago.
3) To attract and retain talent, companies need to offer more than just compensation - things like empowering organizations,
Nationalisation 2.0: Real-Life Case Studies and a Toolkit for Implementing Su...The HR Observer
This interactive, action-oriented session led by nationalisation experts will provide participants with practical tools on creating and implementing sustainable strategies based on the unique Nationalisation 2.0TM model. The session will highlight latest research on national talent and provide real-life case-studies from leading employers in the GCC. It will focus on a holistic approach to nationalisation – on how to attract, engage, perform, develop & retain talent. Delegates will receive their own toolkits to implementing Nationalisation programmes.
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
The document discusses how the current business environment is characterized by volatility, uncertainty, complexity and ambiguity (VUCA). It notes that connectivity, the rise of e-commerce, and a more technology-savvy consumer base are driving changes. Workforces are becoming more demanding, globally mobile, and connected 24/7 via technology. Many companies will face leadership shortfalls. To thrive in VUCA times, organizations must be agile and empower decentralized teams. HR will need to change to develop talent with skills like adaptability, collaboration and an entrepreneurial mindset. Talent development should focus on providing critical experiences early through techniques like action learning, stretch assignments and scenario planning. Gamification can be leveraged to engage and develop talent
The document discusses the importance of talent management and developing HR standards in South Africa. It notes that attracting, developing, and retaining talent is a top strategic priority for organizations globally. Furthermore, talent affects a company's ability to implement strategy, capitalize on opportunities, and deliver leading products and services. The document then outlines South Africa's process of developing national HR standards over several phases from 2013 to 2014 through workshops with over 400 HR professionals. This included creating standards for the HR management system and specific HR practices like talent management, succession planning, and learning culture.
Human Capital Insights Book (March 2015) - ChapterSunil Puri
This document discusses developing global Asian leadership talent pipelines. It argues that while Asia is growing rapidly, few companies are focusing on developing Asian leadership talent. Regional human resources (HR) departments face challenges such as a lack of quality entry-level talent in some countries, company biases against developing local talent, and Asian employees lacking certain leadership skills. The document recommends four key roles for regional HR: 1) Being a trusted advisor to ensure Asian talent development remains a priority, 2) Advocating passionately for opportunities for Asian talent, 3) Marketing global roles to Asian talent as career-advancing, and 4) Continuously helping Asian talent develop necessary global leadership skills.
Marius Meyer - SABPP IPM NAMIBIA 12 AUGUST 2014SABPP
The document discusses the development of national HR standards in South Africa and Namibia. It provides an overview of an event held by SABPP, which included discussions on HR trends, the state of the HR profession, and the development of an HR competency model and national HR standards. Key topics included the need to professionalize HR and ensure consistent, high quality HR practices through the establishment of standards. The event highlighted South Africa and Namibia's leadership in developing national HR standards to raise the bar for the HR profession.
Why talent is important – slides by Marius Meyer Rising Star Summit #SABPPSABPP
The document discusses the importance of talent management for organizations. It summarizes that talent is a top strategic priority globally and affects companies' ability to implement strategy, capitalize on opportunities, and deliver high quality products and services. It also outlines the objectives of the South African Board of People Practices' talent management standard, which provides a framework to attract, develop, retain, and optimize talent to ensure organizational sustainability. Additionally, it encourages managers to play a proactive role in addressing their organizations' talent needs.
This document summarizes a presentation given by Rre Elijah Litheko, CEO of IPM, to discuss emerging trends in the HR field. Litheko discusses how the world is changing with increased connectivity, technology advances, and less ability to predict the future. HR professionals must innovate to stay competitive and collaborate to remain ahead of changes. Litheko promotes the benefits of professional recognition and membership with IPM, including credentials, career support, learning opportunities, and contributing to the profession through mentoring.
The document provides an agenda for the Talent Management Asia 2015 conference, which will take place over two days at Resorts World Sentosa. The conference will feature keynote speeches and panels from global thought leaders on topics related to talent management, HR, leadership development, and diversity and inclusion. Attendees will gain tools and strategies for building high-performance organizations through harnessing innovation, understanding cross-cultural differences, and leveraging successful talent practices. The agenda lists over 30 sessions, with speakers from organizations like Monsanto, Liberty Mutual, and Towers Watson.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were: 1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues. 2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them. 3) Leadership development was seen as the single most urgent issue. 4) Retention and engagement was the second most urgent issue but often lacks clear ownership. 5) Reskilling HR was also a top priority as HR transforms its role from administration to a business partner.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were:
1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues.
2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them.
3) Retention and engagement are seen as a shared responsibility between HR, leadership and management rather than owned solely by HR.
4) HR is undergoing a major transformation from an administrative to a strategic business partner role, requiring new skills.
This document discusses the importance of educating employees through sharing expertise within organizations. It notes that 84% of organizations do not have all the skills needed to be successful. Developing a collaborative learning culture where employees are mandated to spend 10% of yearly hours (40-50 hours) on education can yield benefits. These include being 17% more likely to be a market leader, 58% more prepared for the future, with 37% greater productivity and 46% more likely to be first to market. Implementing mobile, social, and collaborative learning environments can help create a smarter workforce.
Heal 2015 paradigm shift in hr practicesAbdul Razak
The document discusses the need for transformation in HR practices in the healthcare sector in the United Arab Emirates. It notes that healthcare depends heavily on its workforce but that the workforce is facing challenges in being sufficient, motivated, competent, well-distributed and well-supported. The document advocates for shifting HR practices from an operational to strategic focus, with an emphasis on talent management, leadership development, and building capabilities to address a mixed generational workforce and leadership shortage. It highlights trends in engaging and developing employees, reinventing HR's business impact, and reimagining work through simplification and technology.
Leadership Deficit And The Future Of Executive And Leadership Development In ...milemadinah
This presentation highlights the immense leadership deficit that our region suffers from. It also demonstrates how our educational and training institutions, both at corporate and government levels, fall short in catering for the enormous leadership development requirements in the region. The presentation sheds light on a new strategic initiative to establish a world-class executive and leadership development institution which aims at bridging this gap. The initiative aims at building local intellectual capital and is based on a business model that ensures sustainability and provision of high quality, affordable and relevant life-long development opportunities to our future business leaders. The Madinah Institute for Leadership and Entrepreneurship (MILE) was initiated as one of Savola Group’s CSR programs. MILE is a non-profit organization and will be established at the heart of the Arab and Muslim World at the Madinah Knowledge Economic City. MILE’s first pilot program which attracted more than 150 senior executives from 16 countries has provided strong evidence of the viability of the proposed model.
THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity to integrate people, pr...SABPP
The document introduces the South African Leadership Standard, which aims to provide a consistent guideline for leadership practice. It outlines a process used to develop the standard, including stakeholder consultation. The standard focuses on five elements: instilling a vision, delivering results, living values, influencing people, and reflecting for improvement. Each element is further defined by outcomes, requirements, and questions. The goal is for organizations to apply the standard to improve leadership in South Africa by addressing issues like poverty, inequality, and job creation.
The document discusses the looming global talent crisis and India's talent shortage challenges. It notes that within 20 years, there will be millions of unfilled jobs globally due to demographic shifts like baby boomer retirements in developed countries and skills gaps in developing countries. In India specifically, 48% of employers say they face difficulties filling jobs. The top 10 hardest jobs to fill in India are listed. The document outlines strategies for companies to respond to the crisis, such as strategic workforce planning, easing migration, developing talent "trellises", encouraging temporary mobility and virtual work, extending the talent pool, and increasing employability.
This document discusses advancing the HR profession in South Africa through setting HR standards and metrics. It proposes a competency model and professional registration levels to recognize HR professionals. It also outlines SABPP's value proposition in providing resources like research, tools and recognition to advance the profession. Metrics on topics like learning and development benchmarks, scarce skills, and workforce analytics highlight the need for HR standards and consistency in people management.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
The skills gap exists due to several converging factors:
- The changing nature of work and pace of innovation require continuous reskilling and upskilling of workers. Jobs are becoming more technologically advanced and specialized.
- The knowledge economy demands higher levels of STEM skills that are lacking in many current and potential workers. Digital skills are increasingly necessary across many industries.
- Rapid changes in business strategies, markets, and technologies outpace the abilities of many organizations to reskill their existing workforces or find new talent with the needed skills.
- Multiple generations now coexist in the workforce with different skills, and retiring baby boomers will take decades of experience and knowledge with them unless it is properly transferred.
The document discusses human resource development in the IT industry. It analyzes HR functions like recruitment and selection, training and development, performance management, and compensation management at companies like Accenture, Oracle, and Wipro. It details their recruitment strategies that leverage tools like social media and their campus placement programs. It also describes their training programs for new hires and ongoing skills development. Their compensation structures include annual leaves, medical benefits, and performance-linked bonuses. The objective is to understand how these companies engage employees through effective HR strategies.
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
This document provides an overview of the South African Board for People Practices (SABPP) and their work developing national HR standards for South Africa. It begins with welcoming remarks and introducing SABPP's professional values. It then outlines SABPP's value proposition through providing professional recognition, resources, and research to advance the HR profession. The document discusses various HR standards developed by SABPP, including standards for strategic HR management, talent management, HR risk management, and HR measurement. It provides definitions, objectives and implementation guidelines for each standard. The document emphasizes the importance of standards for consistency, continuous improvement, and managing risk in HR practices.
Driving Talent and Strategic Transformation through HR TechnologyThe HR Observer
How can HR technology impact your organisation and how can this cultural impact be managed? During this session Nelly will discuss the important role that HR plays in driving the performance of talent within the business. You will develop an understanding of how to identify skill shortages within your talent pool as well as finding and developing the future talent the organisation requires. Join this session to understand where to start with HR technology and how it can help you develop talent and bring transformational change. You will learn how to find and nurture new talent into the business and how data is important in driving your decisions.
Nelly Boustany, HR Director, SAP Middle East and Africa
Frontline management profiling study potentials and pitfalls in leading mil...Salt & Light Ventures
Presented by Liza Manalo-Mapagu at the 6th Happy at Work Conference on June 14, 2016.
This study was initiated using a competency framework to look into the critical dimensions impacting performance at the frontline management level. Participants will be able to gauge the readiness and competency levels of team leaders and the possible interventions to address the developmental areas both on company and industry levels.
As an HR-OD practitioner, she specialized in test development, competency-based assessment, training and consulting on HR capability building programs from talent acquisition on to talent management. She now oversees HR Avatar US’ assessment program implementation in SEA, Middle East and China.
Marius Meyer - SABPP IPM NAMIBIA 12 AUGUST 2014SABPP
The document discusses the development of national HR standards in South Africa and Namibia. It provides an overview of an event held by SABPP, which included discussions on HR trends, the state of the HR profession, and the development of an HR competency model and national HR standards. Key topics included the need to professionalize HR and ensure consistent, high quality HR practices through the establishment of standards. The event highlighted South Africa and Namibia's leadership in developing national HR standards to raise the bar for the HR profession.
Why talent is important – slides by Marius Meyer Rising Star Summit #SABPPSABPP
The document discusses the importance of talent management for organizations. It summarizes that talent is a top strategic priority globally and affects companies' ability to implement strategy, capitalize on opportunities, and deliver high quality products and services. It also outlines the objectives of the South African Board of People Practices' talent management standard, which provides a framework to attract, develop, retain, and optimize talent to ensure organizational sustainability. Additionally, it encourages managers to play a proactive role in addressing their organizations' talent needs.
This document summarizes a presentation given by Rre Elijah Litheko, CEO of IPM, to discuss emerging trends in the HR field. Litheko discusses how the world is changing with increased connectivity, technology advances, and less ability to predict the future. HR professionals must innovate to stay competitive and collaborate to remain ahead of changes. Litheko promotes the benefits of professional recognition and membership with IPM, including credentials, career support, learning opportunities, and contributing to the profession through mentoring.
The document provides an agenda for the Talent Management Asia 2015 conference, which will take place over two days at Resorts World Sentosa. The conference will feature keynote speeches and panels from global thought leaders on topics related to talent management, HR, leadership development, and diversity and inclusion. Attendees will gain tools and strategies for building high-performance organizations through harnessing innovation, understanding cross-cultural differences, and leveraging successful talent practices. The agenda lists over 30 sessions, with speakers from organizations like Monsanto, Liberty Mutual, and Towers Watson.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were: 1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues. 2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them. 3) Leadership development was seen as the single most urgent issue. 4) Retention and engagement was the second most urgent issue but often lacks clear ownership. 5) Reskilling HR was also a top priority as HR transforms its role from administration to a business partner.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were:
1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues.
2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them.
3) Retention and engagement are seen as a shared responsibility between HR, leadership and management rather than owned solely by HR.
4) HR is undergoing a major transformation from an administrative to a strategic business partner role, requiring new skills.
This document discusses the importance of educating employees through sharing expertise within organizations. It notes that 84% of organizations do not have all the skills needed to be successful. Developing a collaborative learning culture where employees are mandated to spend 10% of yearly hours (40-50 hours) on education can yield benefits. These include being 17% more likely to be a market leader, 58% more prepared for the future, with 37% greater productivity and 46% more likely to be first to market. Implementing mobile, social, and collaborative learning environments can help create a smarter workforce.
Heal 2015 paradigm shift in hr practicesAbdul Razak
The document discusses the need for transformation in HR practices in the healthcare sector in the United Arab Emirates. It notes that healthcare depends heavily on its workforce but that the workforce is facing challenges in being sufficient, motivated, competent, well-distributed and well-supported. The document advocates for shifting HR practices from an operational to strategic focus, with an emphasis on talent management, leadership development, and building capabilities to address a mixed generational workforce and leadership shortage. It highlights trends in engaging and developing employees, reinventing HR's business impact, and reimagining work through simplification and technology.
Leadership Deficit And The Future Of Executive And Leadership Development In ...milemadinah
This presentation highlights the immense leadership deficit that our region suffers from. It also demonstrates how our educational and training institutions, both at corporate and government levels, fall short in catering for the enormous leadership development requirements in the region. The presentation sheds light on a new strategic initiative to establish a world-class executive and leadership development institution which aims at bridging this gap. The initiative aims at building local intellectual capital and is based on a business model that ensures sustainability and provision of high quality, affordable and relevant life-long development opportunities to our future business leaders. The Madinah Institute for Leadership and Entrepreneurship (MILE) was initiated as one of Savola Group’s CSR programs. MILE is a non-profit organization and will be established at the heart of the Arab and Muslim World at the Madinah Knowledge Economic City. MILE’s first pilot program which attracted more than 150 senior executives from 16 countries has provided strong evidence of the viability of the proposed model.
THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity to integrate people, pr...SABPP
The document introduces the South African Leadership Standard, which aims to provide a consistent guideline for leadership practice. It outlines a process used to develop the standard, including stakeholder consultation. The standard focuses on five elements: instilling a vision, delivering results, living values, influencing people, and reflecting for improvement. Each element is further defined by outcomes, requirements, and questions. The goal is for organizations to apply the standard to improve leadership in South Africa by addressing issues like poverty, inequality, and job creation.
The document discusses the looming global talent crisis and India's talent shortage challenges. It notes that within 20 years, there will be millions of unfilled jobs globally due to demographic shifts like baby boomer retirements in developed countries and skills gaps in developing countries. In India specifically, 48% of employers say they face difficulties filling jobs. The top 10 hardest jobs to fill in India are listed. The document outlines strategies for companies to respond to the crisis, such as strategic workforce planning, easing migration, developing talent "trellises", encouraging temporary mobility and virtual work, extending the talent pool, and increasing employability.
This document discusses advancing the HR profession in South Africa through setting HR standards and metrics. It proposes a competency model and professional registration levels to recognize HR professionals. It also outlines SABPP's value proposition in providing resources like research, tools and recognition to advance the profession. Metrics on topics like learning and development benchmarks, scarce skills, and workforce analytics highlight the need for HR standards and consistency in people management.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
The skills gap exists due to several converging factors:
- The changing nature of work and pace of innovation require continuous reskilling and upskilling of workers. Jobs are becoming more technologically advanced and specialized.
- The knowledge economy demands higher levels of STEM skills that are lacking in many current and potential workers. Digital skills are increasingly necessary across many industries.
- Rapid changes in business strategies, markets, and technologies outpace the abilities of many organizations to reskill their existing workforces or find new talent with the needed skills.
- Multiple generations now coexist in the workforce with different skills, and retiring baby boomers will take decades of experience and knowledge with them unless it is properly transferred.
The document discusses human resource development in the IT industry. It analyzes HR functions like recruitment and selection, training and development, performance management, and compensation management at companies like Accenture, Oracle, and Wipro. It details their recruitment strategies that leverage tools like social media and their campus placement programs. It also describes their training programs for new hires and ongoing skills development. Their compensation structures include annual leaves, medical benefits, and performance-linked bonuses. The objective is to understand how these companies engage employees through effective HR strategies.
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
This document provides an overview of the South African Board for People Practices (SABPP) and their work developing national HR standards for South Africa. It begins with welcoming remarks and introducing SABPP's professional values. It then outlines SABPP's value proposition through providing professional recognition, resources, and research to advance the HR profession. The document discusses various HR standards developed by SABPP, including standards for strategic HR management, talent management, HR risk management, and HR measurement. It provides definitions, objectives and implementation guidelines for each standard. The document emphasizes the importance of standards for consistency, continuous improvement, and managing risk in HR practices.
Driving Talent and Strategic Transformation through HR TechnologyThe HR Observer
How can HR technology impact your organisation and how can this cultural impact be managed? During this session Nelly will discuss the important role that HR plays in driving the performance of talent within the business. You will develop an understanding of how to identify skill shortages within your talent pool as well as finding and developing the future talent the organisation requires. Join this session to understand where to start with HR technology and how it can help you develop talent and bring transformational change. You will learn how to find and nurture new talent into the business and how data is important in driving your decisions.
Nelly Boustany, HR Director, SAP Middle East and Africa
Frontline management profiling study potentials and pitfalls in leading mil...Salt & Light Ventures
Presented by Liza Manalo-Mapagu at the 6th Happy at Work Conference on June 14, 2016.
This study was initiated using a competency framework to look into the critical dimensions impacting performance at the frontline management level. Participants will be able to gauge the readiness and competency levels of team leaders and the possible interventions to address the developmental areas both on company and industry levels.
As an HR-OD practitioner, she specialized in test development, competency-based assessment, training and consulting on HR capability building programs from talent acquisition on to talent management. She now oversees HR Avatar US’ assessment program implementation in SEA, Middle East and China.
This document discusses research conducted by PwC on female millennials. Some of the key findings include:
- Female millennials, born between 1980-1995, make up a large portion of the current and future workforce. They are more educated than previous generations and entering the workforce in larger numbers.
- Female millennials are more confident in their career progression than previous generations of women. However, a confidence gap still exists compared to male millennials.
- Opportunities for career progression is the most attractive employer trait and top reason female millennials have left employers.
- Flexible work arrangements and work-life balance are very important to female millennials. Employers will need to adapt practices to attract and
The female millennial: A new era of talentPlanimedia
This report aims to provide some insight
into the minds of female millennials and
how to position your organisation and
talent strategies towards the attraction,
retention, engagement and development
of this significant talent pool.
Recruiting Excellence for Africa ProgrammeLulu Gao
This document provides an agenda and information for the "Recruiting Excellence for Africa Conference" being held on November 21, 2014 in Johannesburg, South Africa. The conference will include keynote speakers, panel discussions, and breakout sessions on topics related to talent acquisition and recruitment in Africa. Attendees are HR and business leaders looking to optimize their talent strategies for sourcing, engaging, and selecting local, regional, and international talent for Africa. The document provides details on session topics, presenters, panelists, sponsors, and a floor plan for the event.
The making of Leaders in Africa: Success factors for executive leaders of tod...Morgan-Philips
70% of the Millennials in Africa expect to achieve a role in the C-suite during their working life. How can today's leaders leverage the Gen Y's ambitions and sustain them over the long-term?
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
The document discusses the paradigm shift in HR practices in the healthcare sector in the United Arab Emirates. It notes that healthcare depends heavily on its workforce and that HR accounts for a large portion of healthcare budgets. It also discusses the need for HR transformation, including moving to integrated talent management and operational HR models. Key trends in HR include focusing on leadership development, employee engagement, talent analytics, and technology and social media. The new HR operational model emphasizes delivering value through operations, talent management, and strategic workforce planning.
HR Standards & metrics driving good governance, slides by Marius Meyer, CEO o...SABPP
The document discusses the need for HR standards and metrics to promote sound HR governance, risk management, and compliance. It outlines how developing national HR standards can help improve consistency and quality of HR practices. The presentation also emphasizes the importance of HR measurement and integrating HR practices into an organization's governance, risk management, and compliance frameworks.
This document discusses the development of HR standards in South Africa by the South African Board for People Practices (SABPP). It provides an overview of 13 HR management standards covering areas such as strategic HR, talent management, risk management, and HR service delivery. The standards were developed through consultation with over 400 HR leaders. The document outlines the process undertaken and support received from various organizations. It emphasizes the need for HR standards to improve consistency, quality and professionalism in HR practices.
This document discusses managing talent during an economic recession. It defines talent management as the systematic attraction, identification, development, engagement, retention and deployment of high potential individuals. During a recession, companies focus on financial stability, talent management, business efficiency and employee engagement. Common strategies are layoffs, developing business competencies, and leadership training to retain talent after the recession. Companies also reduce recruiting, retention efforts, and older worker programs. Moving forward, talent management must be a priority to sustain performance by focusing on workforce rightsizing, engagement, and preparing for growth through mergers or acquisitions.
This document discusses the challenges that multinational companies face in finding, attracting, and retaining executive skills in Africa. It conducted interviews with executives from 13 successful companies operating in multiple African countries. Some of the key lessons learned include: business leaders need to understand local politics and macroeconomic conditions; employing expats is increasingly unattractive due to high costs; local networks and employer brand are important for attracting local talent; there is an experience gap rather than an education gap for executives; retention is challenging due to competition and community expectations; and doing business in Africa involves high costs that vary significantly across countries.
This document discusses emerging trends in talent management based on a survey of employers and employees. Key findings include:
- Organizations have not adapted talent strategies for a multigenerational workforce, despite this being a top mistake cited.
- Employers and employees are out of step on what strategies work best for different generations. Flexible work is highly valued by all generations but underestimated by employers.
- There is growing demand for organizations that provide purpose beyond profits, reward performance, and foster collaboration and career growth.
- Data analytics and flexible working arrangements are increasingly important but bring challenges around productivity and employee awareness of policies. Cultural considerations and Indigenous inclusion also require more focus.
The document discusses the development of national HR standards in South Africa by the South African Board for People Practices (SABPP), including an overview of the standards development process, support received from various organizations, and the benefits of establishing consistent HR standards for improving people management practices.
The document provides insights from CEOs and PwC leaders in Africa about doing business on the continent. It discusses Africa's growth potential due to its young population and expanding middle class. However, CEOs face both opportunities and challenges, such as infrastructure gaps and policy uncertainty. The document highlights sectors driving growth like technology, consumer markets, and resources. It emphasizes that collaboration between government and business is needed to ensure sustainable, inclusive growth across Africa.
Poultry India - Knowledge Day 2015 Speaker Mr. Christodoulou YiannisPoultry India
Poultry India 2015 - Knowledge Day Technical Seminar - Presentation by Mr. Christodoulou Yiannis on "Attracting and Retaining Talent in Poultry Sector"
This document provides an agenda for the HR Winners Africa Conference taking place on November 11-12, 2015 in Nairobi, Kenya. The conference will focus on making Africa a better place to work and feature over 20 top HR professionals from leading companies as speakers.
The first day will include keynote speeches on the evolving role of HR and a vice-versa session between CEOs and HR Directors. Breakout sessions will discuss topics like managing diversity, talent attraction and retention, and improving gender equality.
The second day will cover talent management strategies, embedding a coaching culture, and talent analytics. A think-tank will discuss becoming an employer of choice, and other sessions will address preventing talent poaching, succession planning
Join Laura as she look at practical ways to learn from each other’s experiences, successes and mistakes. Using tips from inside and outside of the sector. Let’s evaluate and learn from our mistakes rather than repeat them.
The document discusses the challenges employers face attracting top talent, or "impact players", in 2014. It states that the candidate-driven market will be even more challenging this year as exceptional candidates gain more leverage due to specialized skills and a shrinking talent pool. It suggests employers must compete harder than ever before to recruit and retain top talent needed to lead their organizations into the future. It provides tips for how employers can make themselves more attractive, such as creating an engaging work environment, including millennials in succession planning, providing continuing education, and keeping recruitment technology simple.
Launch of #hrstandards in Zululand - 28 November 2014SABPP
The document discusses the development of national HR standards in South Africa by the South African Board for People Practices (SABPP). It provides an overview of the SABPP's work over the past year to develop 13 standards with input from over 400 HR professionals. The standards cover areas like strategic HR management, talent management, learning and development, and performance management. The document emphasizes that the standards will help professionalize HR and improve consistency and quality in HR practices.
Similar to Dtt_Africa_Human_Capital_Trends_2014 (20)
2. Human Capital Trends 2014 Africa 1
Contents
Welcome.................................................................................2
Africa.......................................................................................4
Respondents............................................................................4
Global Human Capital Trends 2014 Top findings for Africa.......6
HR Report Card and Investments .............................................14
Business Outlook ....................................................................16
Demographics .........................................................................18
Contacts..................................................................................20
3. Welcome
2
We are pleased to present the 2014 Africa report and results as part of the Global
Human Capital Trends survey and analysis conducted by Deloitte. Deloitte conducted
an online survey to assess the key human capital trends in Africa and the readiness
of business and HR executives to meet these challenges.
This report summarises the talent and HR trends and priorities that are likely to
shape the business agendas for corporate leaders across Africa in 2014 and beyond.
This customised report compares the Africa results to the global and EMEA results
of Deloitte’s comprehensive survey of more than 2,500 business leaders and HR
executives in 94 countries comprising the world’s major economic regions. The
Africa report includes responses from 347 business and HR leaders from 15 African
countries. The findings present the top five leading Human Capital trends for
African businesses, ranked by importance, these are:
1. Leadership
2. Retention and engagement
3. Workforce capability
4. Reskilling the HR function and
5. Talent acquisition and access
Perhaps the greatest challenge for business and HR leaders is the reported low levels
of readiness and preparation to address these trends. For these trends, the gaps
between urgency and readiness was 35% (the gap for leadership) and 27% (the gap
for retention). These are important guideposts for future efforts.
Kimani Njoroge
Human Capital Leader
Deloitte Consulting (Pty) Ltd
4. This report has been designed to complement Deloitte’s 2014 Global Human Capital
Trends report, “Engaging the 21st Century Workforce.” We hope both the Africa
report and the global the reports will provide useful insights to your organisation’s
leaders on planning critical talent, leadership and HR decisions to drive your business
results in the future.
Human Capital Trends 2014 Africa 3
Yours sincerely
Kimani Njoroge
Human Capital Leader
Deloitte Consulting (Pty) Ltd
East Africa
6. Human Capital Trends 2014 Africa 5
MOROCCO
ALGERIA
TUNISIA
EGYPT
LIBYA
NIGERIA
WESTERN SAHARA
MAURITANIA
CAPE
VERDE
ISLANDS
MALI
SENEGAL
GAMBIA
GUINEA-BISSAU GUINEA
SIERRA LEONE
LIBERIA
BURKINA
FASO
NIGER
CHAD
SUDAN
CENTRAL
AFRICAN
REPUBLIC
ERITREA
DJIBOUTI
ETHIOPIA
SOMALIA
COMORES
SEYCHELLES
MAURITIUS
REUNION
CAMEROON
GHANA
IVORY
COAST
TOGO
BENIN
EQUATORIAL GUINEA
GABON
CABINDA
DEMOCRATIC
REPUBLIC OF
CONGO
ANGOLA
NAMIBIA
ZAMBIA
BOTSWANA
SOUTH
AFRICA
UGANDA
ZIMBABWE
KENYA
TANZANIA
RWANDA
BURUNDI
MALAWI
MOZAMBIQUE
SWAZILAND
LESOTHO
MADAGASCAR
CONGO
BRAZAVILLE
COUNTRIES RESPONDED TO SURVEY
SOUTH
SUDAN
The survey was sent out to clients in Africa in October 2013. 347 responses were
received from 15 African countries. The map below gives an indication of all the
African respondent countries.
Responses were received from the following countries
• Benin
• Mozambique
• Tanzania
• Botswana
• Namibia
• Tunisia
• Ghana
• Nigeria
• Uganda
• Kenya
• South Africa
• Zimbabwe
• Lesotho
• Swaziland
8. The 12 Human Capital Trends for Africa
Ranked in order of importance and urgency as rated by African participants
67%
72% 66%
65%
Human Capital Trends 2014 Africa 7
Develop leaders at all levels
Leadership remains a top human capital
concern—and key barrier to organisational
growth. The need: develop new leaders
faster, globalize leadership programs, and
build deeper bench strength.
40%
77%
45% 35%
Readiness Importance
Performance management is broken
Companies worldwide are questioning their
forced ranking, rigid rating systems, and
once-a-year appraisal process. This is the year
a new model of performance management
will likely sweep through HR.
43%
Move beyond retention
African respondents ranked employee
engagement and retention as their no.1
priority and globally it was ranked as the no.
2 priority. What’s the secret to becoming a
“talent magnet” in the coming years?
Rescue the overwhelmed employee
Technology and too much access have turned
us into “overwhelmed” employees. Nearly
every company sees this as a challenge
to individual productivity and overall
performance, but struggles to handle it.
The quest for workforce capability
Organisations now compete globally for
scarce technical and professional skills. How
can you locate and develop this talent when
it takes years to develop expertise?
Implement talent analytics
Analytics is an exciting and fast-growing area
for human resources, but many companies
are lagging. How can they address this game-changing
area of HR to move quickly and
methodically into the future?
49%
Reskilling the HR team
HR professionals need an increasingly wide
range of skills, not only in talent areas but
also in the understanding of how the business
works, makes money, and competes. How are
HR teams staying current and viable?
Globalise and localise the HR function
A new model of “high impact” HR blends
globalised talent practices for consistency and
mobility with localised flexibility to attract,
retain, and manage people appropriately.
40%
Talent acquisition revisited
Talent acquisition and recruiting are
undergoing rapid disruption, challenging
companies to leverage social networks,
aggressively market their employment brand,
and re-recruit employees every day.
40%
Corporate learning redefined
It’s a new age for Learning & Development.
Online content, Massive Open Online Courses,
collaboration tools, and social media now fuel
a training model where employees own their
skills and experts share knowledge freely.
Shift from diversity to inclusion
The world has become highly diverse, but
many companies have not—especially when
it comes to combining diversity with the
inclusive culture needed to truly build value.
Race to the cloud
Cloud-based HR technology promises to
integrate people systems, enable learning
and talent management, and reengineer
recruiting. But massive adoption of new
software is harder than it seems.
1
2
3
7
8
9
4
5
10
11
6 12
48%
34%
53%
39%
37%
70%
69%
69%
65%
64%
69%
61%
9. 8
Top trends by Importance
The Top five trends in Africa in 2014 are
• Leadership
• Retention and engagement
• Workforce capability
• Reskilling the HR function
• Talent acquisition and access
As illustrated in figure 1, organisations in Africa report they are largely not ready
to address these trends. Though African business ranks Leadership (availability,
depth, and development) as the most urgent trend, it is important to note that the
readiness gap for Leadership is reported as the largest gap (35%) with a low level of
readiness at 43%, even though the importance index stands at (77%).
This significant readiness gap in leadership is not limited to Africa alone.
Leadership was identified as the most urgent and important trend in the global
survey and in the EMEA survey, this finding applied across all industry groups.
In case of the second most important trend, retention and engagement the extent
of importance associated with the retention and engagement trend is highest in
Africa at 72%, the capability gap is 27%, this is higher then the EMEA result (20%)
and the global result (23%). The results indicate that even though it is viewed as
urgent and important, many organisation in Africa are not ready for it. The large
capability gap is an indication of the difference between the urgency and readiness
for the trend.
10. -11%
-12%
-16%
-7%
-9%
-10%
Importance Index is the weighted average of rated importance by the respondents, normalized to a 0-100 scale.
-12%
Human Capital Trends 2014 Africa 9
Africa
Leadership
Retention and Engagement
Workforce Capability
Reskilling the HR Function
Talent Acquisition and Access
Diversity and Inclusion
Performance Management
The Overwhelmed Employee
Talent and HR Analytics
Global HR and Talent Management
Learning and Development
HR Technology
43%
45%
49%
40%
39%
48%
35%
40%
53%
37%
77%
72%
70%
69%
69%
69%
67%
66%
65%
65%
64%
61%
30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90%
-35%
-27%
-21%
-29%
-30%
-26%
-21%
-31%
-31%
-25%
-23%
-35% -30% -20% -15% -10% -5% 0% 5%
40%
34%
-25%
Trends Readiness
Importance Difference
Global
Leadership
Retention and Engagement
Reskilling the HR Function
Talent Acquisition and Access
Talent and HR Analytics
Workforce Capability
Global HR and Talent Management
HR Technology
Performance Management
Learning and Development
The Overwhelmed Employee
Diversity and Inclusion
45%
33% 60%
45%
44%
41%
40%
41%
40%
38%
37%
39%
38%
34%
32%
49%
46%
36%
35%
53%
50%
33%
43%
74%
72%
67%
66%
Readiness
65%
65%
63%
62%
61%
60%
59%
59%
58%
64%
62%
62%
61%
60%
60%
59%
59%
55%
55%
30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90%
-31%
-34%
-23%
-20%
-21%
-22%
-22%
-27%
-26%
-25%
-25%
-27%
-25%
-30%
-21%
-25%
-24%
-26%
-35% -30% -20% -15% -10% -5% 0% 5%
40%
36%
-25%
Trends Readiness
Importance Difference
EMEA
Trends
Leadership
Retention and Engagement
Reskilling the HR Function
Talent Acquisition and Access
Global HR and Talent Management
Workforce Capability
Talent and HR Analytics
Learning and Development
Performance Management
The Overwhelmed Employee
HR Technology
Diversity and Inclusion
30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90%
-30% -25% -20% -15% -10% -5% 0% 5%
Importance Difference
Measure Names: Difference Importance Readiness
Figure 1
NOTE: The difference between the weighted average for importance and readiness equals the capability gap.
There may be a +/- 1% difference in the data in these charts due to the rounding methodology used.
Importance Index is the weighted average of rated importance by the respondents, normalized to a 0-100 scale.
11. 10
Workforce Capability
Workforce Capability refers to corporations competing globally for increasingly scarce
technical and professional skills. African respondents have identified this as the third
most urgent and important challenge for Africa, with 91% of the respondents rating it
as urgent and important while 21% indicating their lack of readiness.
The global report identifies that this trend helps explain the “talent paradox” that
has emerged in recent years: High unemployment rates point to a surplus of labour,
yet companies report great difficulty finding and keeping the skills most important
for their growth.
The global competition for skills is even tougher in fast-growing new business areas.
The supply of skills in software engineering, mobile computing, big data analytics,
life sciences, advanced manufacturing, and new energy technologies is struggling
to keep up with demand. Engineers, life scientists, statisticians, geophysicists, and
others with technical skills are in short supply.
Other challenges for consideration in Africa are the unskilled African workers and
economic migrants relocating to other continents. The OECD discovered that out of
the 40 countries with the most acute brain drain problems, 21 are African. Although
only about 10 percent of highly educated immigrants in OECD countries are
Africans; this number is significant: African countries have relatively small numbers
of highly educated people (including doctors, nurses, teachers, engineers).
Efforts to integrate regionally aim to help African countries overcome some of the
economic and development challenges currently faced (e.g. small domestic markets,
weak productive structures, slow progress on reforms, slow economic growth
and widespread conflict and political instability) by allowing countries to reap the
benefits of economies of scale, stronger competition, and more domestic and
foreign investment. (Integrating Africa’s Workforce: African Development Bank)
12. Reskilling the HR function
The global economy is poised for a growth cycle. A limiting factor will be the
increasing scarcity of talent, which will only intensify the need for HR to ably lead
the organisation forward. HR teams that rise to the challenge will see their internal
effectiveness, external market value, and overall stature climb.
Reskilling HR was rated the third most urgent and important trend in our 2014
global survey, with 77 percent of respondents ranking it as “urgent” or “important.”
Businesses report that their HR teams are “not ready” or up to the job in critical
areas including leadership, retention, global, and analytics.
In Africa this was rated as the fourth most urgent and important challenge with
81% rating the trend as urgent and important while 37% rate themselves as not
ready for it.
To achieve better business results, companies will need to reskill and invest in their
HR and talent capabilities. Focusing on emerging HR skills, such as analytics and
deep business and global skills, is a place to start.
Talent Acquisition and Access
Talent acquisition and access has changed in fundamental ways due to shifts in
global talent markets, skills shortages, new ways of working, and the growing
importance of social media and employment brand. To compete for talent in 2014,
HR teams must move to more marketing oriented, innovative, social media-savvy,
and global approaches to talent acquisition. This demands innovation on the front
end of recruiting, coupled with the need to “re-recruit” employees, managers, and
leaders every day. 83% of African respondents rated this challenge as urgent and
important while 37% are not ready for it.
Human Capital Trends 2014 Africa 11
13. Five Most Important Challenges for the Next 12 - 18 Months
Respondents were asked: “Based on the 12 Human Capital trends, which are the top five most important challenges that you face in the next
12-18 months?” The number next to each label indicates total number of responses for this question. From the graph, Workforce Capability,
Leadership, Retention and Engagement, Learning and Development and Talent Acquisition and Access and are the five most important
challenges that respondents rated that they will face in Africa in the next 12-18 months within their organisations. The Top five challenges for
Africa are aligned to the EMEA and the Global Trends Overall.
Africa
Workforce Capability
Leadership
Retention and Engagement
Learning and Development
Talent Acquisition and Access
12
63%
70%
63%
64%
64%
117
114
116
103
118
100
74
99
79
86
62%
40%
61%
43%
53%
HR
Non-HR
HR
Non-HR
HR
Non-HR
HR
Non-HR
HR
Non-HR
EMEA
Leadership
Workforce Capability
Retention and Engagement
Learning and Development
Talent Acquisition and Access
69%
66%
54%
65%
54%
519
269
408
266
406
246
350
247
294
186
60%
46%
61%
39%
46%
HR
Non-HR
HR
Non-HR
HR
Non-HR
HR
Non-HR
HR
Non-HR
Global
Leadership
Retention and Engagement
Workforce Capability
Learning and Development
Talent Acquisition and Access
69%
66%
57%
61%
55%
1.177
544
973
503
931
522
845
482
702
365
63%
50%
58%
41%
44%
HR
Non-HR
HR
Non-HR
HR
Non-HR
HR
Non-HR
HR
Non-HR
Figure 2
HR and business respondents : challenges in the next 12-18 months
Region Total
Africa 347
EMEA 1 162
Global 2 532
< 8
> = 8
14. Analysing the trends by HR and non-HR respondents provides additional insights
on the challenges that they will be facing within their organisations in the next
12-18 months
Human Capital Trends 2014 Africa 13
Figure 2 highlights the importance of leadership as well as retention and
engagement and workforce capability.
The results for Africa highlight that workforce capability is viewed as a greater
challenge by non-HR executives (70%), than HR executives.(63%)
70% of Non-HR respondents have rated Workforce Capability as the most important
challenge, while 63% of HR respondents rated this as a challenge.
16. According to the self-assessment of HR and talent programs included in the survey,
HR investments are less than adequate for African countries. As Figure 3 depicts,
African businesses give themselves a 1.6 (translating to Grade C minus) while self-assessing
their HR and talent programs, this is the same as the global result and the
13%
Human Capital Trends 2014 Africa 15
EMEA result both at (1.5, C minus).
The growth in spending averages for Africa is (+1.96) is in line with the EMEA
results at +1.18%, this is lower then the global results which shows the growth in
spending averages at +1.32%
Africa
59
157
91
13
GPA 1.6 (C-) Growth in spending averages at +1.96%
Excellent
Good
Adequate
Getting by
Underperforming
15
106
121
69
36
4%
31%
35%
20%
10%
Significantly increase (more than 5%)
Increase (1 - 5%)
Remain the same
Decrease
Significantly decrease
Not applicable
4 1%
23 7%
17%
45%
26%
4%
EMEA
140
389
455
91
GPA 1.5 (C-) Growth in spending averages at +1.18%
Excellent
Good
Adequate
Getting by
Underperforming
48
348
390
269
107
4%
30%
34%
23%
9%
Significantly increase (more than 5%)
Increase (1 - 5%)
Remain the same
Decrease
Significantly decrease
Not applicable
28 2%
59 5%
12%
33%
39%
8%
Global
Significantly increase (more than 5%)
Increase (1 - 5%)
Remain the same
Decrease
Significantly decrease
Not applicable
320
873
987
164
44 2%
144 6%
GPA 1.5 (C-) Growth in spending averages at +1.32%
34%
39%
6%
Excellent
Good
Adequate
Getting by
Underperforming
121
762
794
610
245
5%
30%
31%
24%
10%
Figure 3
HR Report Card and Investments
18. The African businesses are taking an optimistic view with regards to business
outlook and 22% expect strong growth when compared to 2013, this is higher then
the results for EMEA (14%) and the global results (16%).
Human Capital Trends 2014 Africa 17
Africa
Strong growth compared to 2013
Moderate growth compared to 2013
Similar growth compared to 2013
Slower growth than 2013
Much slower growth than 2013
76
129
105
33
4
22%
37%
30%
10%
1%
EMEA
Strong growth compared to 2013
Moderate growth compared to 2013
Similar growth compared to 2013
Slower growth than 2013
Much slower growth than 2013
157
411
426
125
43
14%
35%
37%
11%
4%
Strong growth compared to 2013
Moderate growth compared to 2013
Similar growth compared to 2013
Slower growth than 2013
Much slower growth than 2013
411
923
858
260
80
16%
36%
34%
10%
3%
Global
Figure 4
Business Outlook
20. Respondents from Africa contributed largely to the overall survey, with 347
responses from the African continent, in relation to the 1162 total responses for
EMEA. This was the second highest response rate among the EMEA region.
Human Capital Trends 2014 Africa 19
Responses were received from the following countries
Organisation Size
Job Function
Level in Organisation
Industry Group
Professional Services
Financial Services
Other
Consumer Business
Energy and Resources
Manufacturing
Public Sector
Technology, Media and Telecommunications
Life Sciences and Health
Real Estate
62
51
47
42
18%
15%
14%
12%
37 11%
32 9%
30 9%
28 8%
15 4%
3 1%
HR
Non HR
185
162
53%
47%
Board Level
C-Suite
Vice President
Senior Manager
Manager
Individual Contributor
66
46
20
102
19%
13%
6%
29%
63 18%
50 14%
Large (10,001+)
Medium (1,001 to 10,000)
Small (1 to 1,000)
91
87
169
26%
25%
49%
Benin
Botswana
Ghana
Kenya
Lesotho
Mozambique
Namibia
Nigeria
South Africa
Swaziland
Tanzania
Tunisia
Uganda
Zimbabwe
22. Human Capital Trends 2014 Africa 21
Kimani Njoroge
Human Capital Leader
Deloitte Consulting East Africa
Tel : +254 20 423 0267
Direct: +254 72 481 3208
Email : knjoroge@deloitte.co.ke
Werner Nieuwoudt
Human Capital Leader Africa
Tel : +27 12 482 0129
Direct: +27 82 451 4850
Email : wnieuwoudt@deloitte.co.za
Joseph Olofinsola
Partner
Tel : +23 41 904 1733
Direct: +23 48 055 417 712
Email : jolofinsola@deloitte.com
Kurt Oellermann
Partner
Tel : +23 41 904 1747
Email : koellermann@deloitte.com