1. Driving business performance with HR as a strategic partner
Chris Low 24/5/18

2. Agenda Letshego overview and performance The customer value chain
The people value chain
Creating the right culture and climate

3. From a proud Botswana heritage to Africa’s leading inclusive Finance Group

4. We are building a strong foundation to support the delivery of our strategy

5. In 2017 we executed on a number of key deliverables

6. And also achieved good growth in a challenging environment

7. To reliably influence these To effectively manage these
HR’s role in the customer value chain (CVC) is critical for business growth
IDENTIFY
STRENGTHS
THE
RIGHT FIT
GREAT
MANAGERS
ENGAGED
EMPLOYEES
LOYAL
CUSTOMERS
SUSTAINABLE
GROWTH
REAL PROFIT
INCREASE
STOCK
Performance Management
To reliably influence these
Customer experience
Employee engagement
To effectively manage these
In summary, we can’t control stock price - but we can influence employee engagement, which as we will see later in the presentation is a leading indicator of business performance measures by profitability, productivity, customer satisfaction and loyalty, and employee retention.
However, having talented employee in the right roles is not sufficient to create high performing workplaces.
What makes talented people productive? Research has shown that great managers are the key to productive workplaces.
They position employees for success, define expectations, give feedback, understand individual needs, understand their strengths, position them for success etc. Greta managers need to get the best out of the employees and everyone has different motivations and needs.
Know from the data that the manager is the key driver of employee engagement. The Manager’s role is to create the “engaged” employees who are productive, and drive customer loyalty and business results.
Playing to strengths

8. Delivering on CVC requires a leadership shift
Carrying out task to ensure performance
Monitoring “Stable” performance
Leading “Step Change” performance
Doing
Informing
Inspiring
Asking
Instructing
Guiding
Reporting
Demanding
Stimulating
Three hats -
Individual
Manager
Leader

9. The people value chain – HR has a role to play in all areas
1. Leadership Effectiveness
2. Talent Management and Placement
3. Learning and Development
4. Engagement Hierarchy
5. Compensation Approach

10. Our leadership competence wheel Leadership development
EFI
Letshego is investing in building transformation leadership capability
Our leadership competence wheel
Leadership development
Initiatives
Executive coaching
Leading from within
Transformational Leadership Development Centre
Leadership conferences and change champions workshops
Building capacity
Strengthened Group and Country teams
Launching a leadership development portal
Continuing performance related incentive plans
Continue to pursue cross border assignments
Ticks of what's there and what's coming
How many people have access
When everyone will have access
Have a computer available at the workshop for directors to interact with the – or flipcharts

11. Classification & Recruitment
Talent management and placement should be at the core of your people strategy
Up-skill senior and middle management through the development centre approach
Use “Strengthsfinder” tools
Complete Leadership competencies assessments
Assessment Tool
Classify employees into HIPOs, CRs, CCs, UA and UPs
Identify all critical positions and underpin with HIPOs
Recruit only the best in market
Classification & Recruitment
Identify a minimum 2 potential successors for all senior management roles
Ensure there is a pipeline of management
Identify HIPOs as successors
Succession Planning
Introduce lateral moves, attachments, secondments and promotions as well as international assignments (where possible)
Bridge competency gaps through development plans
Career Progress

12. Coaching and Mentoring Classroom and e-learning
05/04/ :42
The L&D Framework is essential to ensuring that you develop great managers and required capabilities
WHO
Understand the individual competency gap
Consolidate training needs analysis
WHAT
Assess internal and external delivery channels
Build internal training capabilities / champions
WHEN
Annual planner
Ongoing learning and mentoring
HOW
Execute plans and follow through
The L&D Mix
70%
Self Development
On the job
Toolkits
E-learning
20%
Coaching and Mentoring
Coaching
Mentoring
Feedback
Q12 – impact planning
10%
Classroom and e-learning
Lectures / classroom
Tests / Assessments
Notes / Presentations
E - learning

13. Employee engagement should never be underestimated – Gallup’s Q12 survey
Opportunity to learn and grow
Progress in last six months
(Overall Growth)
How
can
I Grow?
Best friend
Coworkers committed to quality
Mission/purpose of company
My opinions count
Do I belong here?
(Teamwork)
Encourages development
Supervisor/someone at work cares
Recognition in last seven days
Do what I do best every day
What do I give?
(Management Support)
I know what is expected of me at work
Materials and equipment
What do I get?
(Basic Needs)
This shows a progression to the questions in addressing the journey towards becoming engaged.
The bottom of the pyramid shows the more basic and if these are not attended to then the higher ones might not really matter.
It is important to build strengths starting from the bottom then gradually moving up.
If you give staff lots of opportunity to learn but they do not know what is expected, then you are training people to leave the organisation.

14. Getting to the right compensation approach is important
Understanding Full Cost To Company (basic salary and benefits, both tangible and intangible)
Total Package
Ensure that reward and recognition is competitive and leads to desired performance behaviors
Market Alignment
Build Strong employee brand, key people/ critical resources vs non-performers
Attraction and Retention
Saving Culture
Saving for a Better Tomorrow
Wealth Creation
“Fair, transparent and rewarding”
However “employee wellness” or the softer aspects of what is on offer to employees must not be forgotten.

15. However without the right culture and climate, alignment will not happen
Shared vision
HR systems & professional standards
Performance contracts
ALIGNMENT
Where is the organisation headed, what is its purpose and strategy, and how supportive is the internal environment?
EXECUTION
How does the organisation execute its strategy and deliver its services?
RENEWAL
How does the organisation understand, interact with and respond/adapt its situation the external environment?
Career opportunities
Reference again Chris’s slide.
Openness and trust
Collaboration
Transparent
Discipline
Receptive to change
Talent acquisition and development 5

16. EFI
Ultimately, building a “simply irresistible organisation” will drive business performance
Opportunity to
do best
Know what's
expected
Best
friend
Learn and
grow
Trust in leadership
Our teams should leverage their strengths and have the opportunity to do their best.
Our infrastructure should have the materials and equipment to do their work right
Our environment will drive employee satisfaction
Our people should appreciate and understand what is expected of them.
Our people should be able to express their opinion and influence our direction.
Our people should be recognised for doing a good job
Our people should have a “best “ friend at the work place
Our people should feel that leadership and colleagues care for them
Letshego staff should believe in the quality and outputs of their colleagues.
Our environment should provide opportunity for people to learn and grow.
Our leadership should encourage our teams to build capacity and develop their knowledge and understanding.
Our teams should believe in the leadership and the direction of the group.
Our leadership teams should have sufficient capacity to drive the business forward.