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The Employee Perception Survey (EPS) held during the year measures employee engagement and elicits valuable feedback from employees for management to address. Aligning individual plans and objectives with organisational goals is of paramount importance.
The voluntary employee attrition rate average of last 5 years is around 7%. This is quite low compared to industry standards. One key reason for the low attrition rate is because we have been successful in creating an environment of high employee sensitivity. There are multiple touch points available to an employee to resolve personal issues speedily.
Employee commitment or 'discretionary effort' is measured by the level and quality of Employee Engagement. Employee engagement has been defined as the Stay, Say and Strive behaviours demonstrated.
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Consistently speak positively about the organisation to co-workers, potential employees and most critically, customers (current and potential)
Have an intense desire to remain with the organisation
Are committed, exert extra effort and are engaged in work that contributes to business success |
Our performance incentive plan aligns performance with efficiency of return from resources utilised, including working capital, overhead expenditure and risk capital. This approach has created an organisation which is ambitious and entrepreneurial, whilst at the same time highly sensitized to utilising scarce resources judiciously. Our philosophy of giving meaningful employee stock to our management team has played an important role in encouraging our managers to act as owners. We have reduced our risks of execution in our various growth initiatives by ensuring that each time a new business is started, or a new location is opened, we are able to deploy a core team of senior managers who are tried, tested and proven to the new area of operation. Leadership teams for our new initiatives thoroughly understand our business model, our culture and our risk management systems and thus can serve as role models in the new operation.
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