Extract from the Research Report by Oracle
Full report here
While some regions around the world are going through a period of massive change in their job markets, the current employment environment in South Africa is remarkably stable—but that isn’t necessarily a good thing.
Years of declining economic conditions have created an environment where getting a job isn’t easy for everyone, and where once someone has a job, their top priority is keeping it rather than growing within it. That desire to hold on to jobs has made employees across the region hesitant to explore new opportunities, or even push their employers for greater opportunities.
And it’s not just employees that have grown complacent; it’s businesses too. HR practices in the region still tend to be very transactional and traditional. Talent management as a concept isn’t really seen as essential yet, and a large number of businesses in South Africa still aren’t really making the most of the full strategic value that can be delivered by a modern, talent-focused approach to HR.
That has opened up a massive opportunity for organizations that are willing to take the leap into the future of talent-focused HR. With a job market full of people that are hungry for new opportunities but hesitant to pursue them, any business that makes the leap into modern HR and starts delivering superior employee experiences can easily pull ahead of the pack and start attracting the best talent the market has to offer—and building an engaged and productive workforce.
But before any business can fully achieve that, they must first fully understand what it is that drives employee engagement and satisfaction, so that they can begin crafting the kinds of career opportunities and working experiences that top South African talent is hungry for.
To help, Oracle recently created an entirely new way of visualizing employee engagement and understanding the complex network of factors that help drive it. This is our global model of employee engagement, illustrated above.
The model tells a lot of stories about engagement, but the big lesson to take away from it at a glance is that while a relatively small number of influences and factors directly drive employee engagement, there is an entire network of drivers and behaviours working behind the scenes to influence them.
It also shows us that at an employee level, engagement is dependent on three key things:
- The opportunities they’re given to develop, grow, and progress
- How well they fit in with the culture, values, goals, and working environment of the business
- If they’re being provided with all of the information and technology they need to do the best job possible