Gambling regulation is a niche function and it requires the attraction of best talent to ensure that the organisation delivers on the mandate of the Board, the dti and government in general. It is the Board's intention to ensure that its human capital is fully engaged so that it can be retained. The Board is part of the global village and best practices in the cyberspace such as online, mobile gambling and cloud computing will most certainly impact on gambling regulation in the African Continent in general. To be geared up for such challenges, the Board strives to attract and retain the best talent in the labour market in order to fulfil its strategic mandate.
It is the Board's intention to create a high performance culture that will lead towards attainment of organisational excellence. The Board strives to implement a robust and interactive performance management system as vehicle to deliver the desired performance.
The GRB’s reward strategy is to ensure that employees are adequately remunerated, rewarded and recognised. The GRB reviews its remuneration strategies by benchmarking itself with similar organisations in the market including the Department of Public Service and Administration. Employee benefits are designed to ensure that the Board is able to retain its skilled workforce.
The Board is committed towards up-skilling and improving the functional and behavioural skill sets to ensure that employees achieve their full potential. A culture focused on continuous and relevant learning and development, need-based and value-added training programmes is encouraged to optimise organisational excellence. These initiatives are geared to empower our employees to perform optimally and that they remain motivated to take on challenges posed by the dynamic gambling regulatory environment.
Our Human Capital technology which enables the Board's HR processes to follow a streamlined and systematic HR approach is in place. With the revised corporate strategy, the Human Capital Department has set itself targets of reviewing its human capital technology to be aligned with business technology and enhance organisational reporting. Integrated systems human capital technologies that ensures employee self service are in place to create user friendly systems and excellence in reporting.
Our human capital policies are informed by the labour legislation. These policies are aligned to the Board's corporate strategy and are reviewed regularly to ensure alignment with best practice. Furthermore, the developed and revised Human Capital policies are communicated internally to ensure employee buy-in and managing human capital risk.
The Board's intention is not only to work on internal skills development strategies but also work towards empowering regulators through partnerships and collaborative work. Strategic forums within the gambling environment are critical in ensuring the comprehensive and coordinated Human Resources Development Strategy linked to the Human Resource Development Strategy for South Africa, the National Skills Development Strategy framework, and the Skills development legislation. Our collaborative approach takes in to consideration key local and international training and education stakeholders to drive the skills development agenda in the gambling environment.