Making Africa a better place to work
- Amanda Dormehl
ccording to Project Director David Conradie, (pictured right) the Value Proposition for organisations partaking in the Deloitte Best Company to Work For (BCTWF) 2012 programme is identifying and celebrating those best companies to work for as rated by their most important stakeholder group, their employees. Apart from the benefits of Industry, Size Category and Regional benchmarking, each participating organisation also gains valuable insights into the reported employment priorities and experiences of its employees. This serves has the basis to optimise their overall employment experience; thereby enhancing the organisation’s performance and status as a recognised employer of choice.
A
Conradie acknowledges that companies operate in contexts which are ever-changing and the appropriate re-engineering of the survey is paramount: “It is critical to ensure that our offering remains current and simultaneously addresses issues relevant to our broad participant base.”The 2012 survey, that runs in South Africa, Botswana, Namibia and Kenya, spans 10 dimensions and the process concludes with standard and interpretive and post participation workforce engagement options.
1. Sense of Confidence in the Organisation: This dimension relates to the sense of confidence employees have in organisations’ long term sustainability and its ability to adapt to changing operating conditions as well as the expectations of its stakeholders including those of its employees.
104 Management Today | June 2012
2. Working Relationship with Manager / Supervisor: The nature and quality of this relationship is an important element of overall employment experience. How do employees feel about their working relationship with their direct manager or supervisor?
3. Overall Job Satisfaction: How much satisfaction do they get from the job that they are doing?
4. Sense of Inclusion in the Organisation: How involved and included do employees feel in the activities and decision-making at their organisations?
Do they understand the organisation’s strategy and policies, and are they kept informed about important aspects that affect them and their job?
5. Operational Effectiveness: How well is the immediate place of work resourced with the necessary tools, materials and equipment and how well do colleagues collaborate with one another? How do these factors impact personal effectiveness?
6. Ethics and Integrity in the Organisation: All organisations claim that they are fair, honest and that their leadership can be trusted. Only first-hand experience will confirm if this is true or not. How do employees experience the ethics and integrity of their organisation?
7. Career Development: How satisfied are they with the organisations’ actions to support their career development and advancement?
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106