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The PPS people strategy is aimed at attracting,
developing and retaining select employees capable
of delivering our member value proposition (MVP).
We require our employees to be as professional as the
members they serve.
The PPS employee value proposition (EVP) defines our
promise to prospective and current employees. It is the
value provided by the organisation in return for the
HUMAN CAPITAL
OVERVIEW
skills, capabilities and experience an employee brings
to the Group. It outlines the organisation’s intention
of creating a professional working environment that
supports the delivery of superior member service.
The EVP gives life to the principles of the culture that the
organisation seeks to build for its employees. A strong
EVP and a motivated and engaged workforce support
a strong MVP.
HUMAN RESOURCES STATISTICS 2018
Below is a breakdown of PPS employees according to some of the Department of Labour criteria, juxtaposed
next to the previous year’s figures:
Employment equity statistics
2018
2017 2018 (%) 2017 (%)
African, Coloured and Indian
992
941
72
71
White
375
375
27
28
Foreign
16
18
1
1
Total
1 383
1 334
100
100
Gender breakdown
2018
2017 2018 (%) 2017 (%)
Male
493
478
36
36
Female
890
856
64
64
Total
1 383
1 334
100
100
PERFORMANCE
Continuous improvement to the performance
management methodology at PPS led to the
implementation of a revised performance scorecard
and rating scale in early 2018.
Workshops were held to train staff on updated
performance management practices.
The Culture Journey
Senior leadership met regularly to envisage a desired
PPS culture of the future focused on
results
,
caring
and
learning
. Our vision for the future is framed around
brand leadership
, a brand that both members and
staff aspire to be part of.
Brand leadership
As a result, we have rolled out our flagship learning
solution for 2018 and 2019 titled Brand Leadership, an
immersion designed to mobilise our Vision 2022. This
two-day learning immersion will be delivered to the
entire organisation by the end of 2019. We commenced
with the design of the programme in January 2018 and
delivered the first session in June 2018 to the PPS
Executive team. The personalisation of Group strategy,
using an IT-based simulation, is a game changer in our
culture journey. Over and above its strategic alignment,
it also has a direct impact on critical skills required for
the future such as complex problem-solving, systems
thinking, decision-making, emotional intelligence
and collaboration.
Job Architecture
For most of our history, and in line with most
organisations, PPS had a more hierarchically-managed
structure. However, to be able to compete today,
organisations need to be more flat, nimble and structure
needs to be fluid and adaptive. We have responded to
this evolving world. PPS has become an organisation
with a more collaborative culture, more agile,
comfortable with continuous change, more flat in
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