Thomas Eksteen Unisa Seminar, 15 March Managing Performance for Business Results

Translating strategy into Human Capital Plans Using HPI to identify and zone in on poor performance Coaching and Assessing for Competence Turning Competence into Performance Measure, Measure, Measure

Human Capital strategy – We value our people

1 The Human Capital strategy is informed from diverse perspectives Absa’s Employment Brand Image Best practices for different segments Reward and Consequence Management Stickiness factors Attractors for talent Absa Human Capital Value Proposition Key Indicators Preferred features Absa’s Leadership Brand Key needs of segments 3-5 Preferred taxonomies Segmentation alternatives Current & Future Employee Segments Best practices for different segments Attractive work experiences Current baseline Human Capital SWOT

Competences, Knowledge, Skills Potential Performance Remuneration Strategy Business Performance Talent management: An integrated approach

Talent Attraction Talent Management Talent Development Talent Retention Culture/ Enablement Integrated Approach on Human Capital value proposition

Human Performance Improvement  Determine Business Results  Behaviour  Current  Gap  Cause Analysis  Identification of solution  Implementation

Applied Competence Application Foundational Knowledge Reflexive Competence

Outcomes Learn Assess

Coaching and assessing for Competence  Agreement on required standard  Focused coaching  Assessment once competent  Integration of assessment  Naturalistically and continuously  Instant feedback  Competence becomes behaviour

1.Reaction 2.Learning 3.Behaviour 4.Results 5.ROI