Mid-year is the perfect time to re-evaluate your performance and reward management processes and practices, as this marks the financial year-end for several organisations in South Africa. ‘Many are already reviewing the performances of individuals and the organisation as a whole and could use this opportunity to also reflect on how their reward systems could be improved or developed,’ says Janine O’Riley, Chartered Reward Specialist and EXCO member at the South African Reward Association (SARA). ‘It’s crucial to ensure that these systems truly drive the right employee behaviours in our fast-changing environment.”
 
Beyond financial rewards
“In South Africa, many organisations still use performance ratings and hierarchical structures to evaluate performance and allocate mostly financial rewards,” says O’Riley. “This traditional approach often emphasises individual achievement and measurable outputs, which can lead to a focus on visible accomplishments like meeting sales targets or project milestones rather than equally valuable contributions like teamwork, mentorship, or fostering a positive organisational culture.”
 
Research shows that employees are increasingly motivated by non-financial factors. They seek meaningful work, independence, opportunities to “make a difference”, and earn acknowledgement that resonates with their personal values and aspirations.
 
O’Riley says that by evolving or adapting performance and reward strategies to incorporate intrinsic motivators – such as individual purpose, growth and development opportunities, flexible work arrangements, and personalised reward and recognition – organisations can build deeper engagement with their employees, boost productivity, and build a more loyal, motivated, innovative workforce.
 
Blending intrinsic and extrinsic motivators
Financial incentives will always remain an extrinsic motivator. “Being paid a market related salary and short- and long-term incentives or performance bonuses will almost always have a motivating effect on employees, especially in South Africa with our volatile economic situation,” says O’Riley. She gives the example of a call centre that offers performance-based bonuses that motivate employees to improve service quality, which benefits both employees and the organisation.
 
In contrast, a strong intrinsic motivator could be enabling employees to work independently and empowering them with decision making and ownership. This could, for example, mean allowing them to provide suggestions on continuous improvements or innovation, thereby boosting their daily motivation. 
 
Meanwhile initiatives around employee wellness programmes can serve as both intrinsic and extrinsic motivators. An organisation might implement a reward system that combines financial incentives for meeting objectives with recognition programmes that celebrate community involvement and personal growth. For instance, employees who participate in financial literacy outreach programmes could receive certificates of appreciation as well as opportunities for professional development.
 
How to remain competitive
Organisations should critically review and consider innovating their performance and reward systems. They should aim to embed trust and purpose into their culture and use technology to support these innovations. O’Riley gives two specific suggestions:
 
*             Create a culture of psychological safety, where employees feel comfortable sharing ideas, giving feedback, and admitting mistakes without fear. This is critical for nurturing genuine trust and collaboration, especially in the South Africa context where historical and socio-economic factors influence workplace dynamics.
 
*             Integrate social purpose and community impact into performance and reward systems to significantly boost intrinsic motivation, particularly for younger generations like Gen Z and Millennials who prioritise purpose and social responsibility above financial motivation. Recognising and rewarding contributions that benefit society or align with personal values can deepen engagement, motivation, and loyalty.
 
“Open-minded organisations are experimenting with more holistic performance and reward systems, peer recognition programmes, and recognition of soft skills that support organisational agility and social impact,” says O’Riley. “Ultimately, performance management should be an ongoing journey rather than something to tick off on the calendar.”

ENDS
 
MEDIA CONTACT: Idele Prinsloo, [email protected], 082 573 9219, www.atthatpoint.co.za 
 
For more information on SARA please visit:
Website: www.sara.co.za  
X: @SA_reward
LinkedIn: South African Reward Association
Facebook: SARA – South African Reward Association

MultiChoice, Standard Bank and others celebrated for setting new standards in reward excellence
 
Achieving greater transparency, simplifying the reward processes and addressing employee needs. Projects that achieved these goals took top honors at the 2024 Annual Reward Awards ceremony, hosted by the South African Reward Association (SARA).

The awards annually recognise businesses and individuals who create excellence in rewards that attract and retain employees, while also motivating them to contribute to their organisations.

The two big winners on the night were MultiChoice Group Ltd, which won the SARA Project of the Year Award for their Total Reward Online Tool, and Standard Bank, which received the SARA Remuneration Report Award.

The prestigious President’s Award went to Lindiwe Sebesho, with Bukelwa Molefe honored as the second-ever recipient of the Young Remuneration Professional Award.

SARA Project of the Year Award
This year’s Project of the Year Award recognised the impressive work of MultiChoice’s Total Reward Online Tool project, chosen from a strong pool of nominations spanning multiple industries. The project’s goal was to develop a streamlined tool to manage the annual remuneration review cycle, covering salary increases, bonuses, share allocations, and payroll submissions. The tool’s efficient, user-friendly design supports management across various levels and ensures swift, accurate approval processes. Judges praised the project for its impactful business benefits, effective project management, and ease of use, making it a well-deserved winner.

In second place, Doré Burger from BMW South Africa received acclaim for her leadership in BMW’s Total Reward Statement project, a benchmark for the company’s global Total Reward Statement reporting.

Joint third-place honors were awarded to RCL Foods and ABSA for their respective Penny Wise project and eKhaya Colleague Share Scheme, both of which have successfully enhanced employee financial well-being and engagement.

Remuneration Report Award
This award traditionally celebrates the alignment of reward reporting with the principles of the King IV governance guidelines, particularly in fair and transparent policy practices. From what the judges deemed a “very competitive pool” of eight nominations, Standard Bank earned first place with a report described as excellent in terms of readability, disclosure, and narrative clarity.

“The report’s balance of detail, transparency, and stakeholder focus is impressive, setting a benchmark for excellence in remuneration reporting,” the judges agreed.

Vodacom’s “clear, strategically aligned” report took second place, while Old Mutual’s “creative, visually engaging” submission also secured a spot on the podium.

Young Remuneration Professional Award
Bukelwa Molefe, currently serving as Compensation and OD Manager at Adapt IT, was awarded the Young Remuneration Professional Award. Bukelwa’s journey has been marked by rapid advancement and a commitment to giving back to the reward profession. She holds a BComm Honours degree in Economics and several professional designations, including the SARA Reward Specialist  designation. Her leadership roles in various SARA committees reflect her dedication to advancing the profession, and her peers regard her as an inspiring and committed leader in the field.

President’s Award
The prestigious President’s Award was presented to Lindiwe Sebesho for her lifelong contributions to the reward industry. With an impressive career spanning several senior leadership roles and an academic background that includes an MBA and a Master Reward Specialist designation, Lindiwe has consistently championed professional standards and governance. Her contributions to SARA include terms on the Executive Committee, meaningful policy discussions and mentorship initiatives, making her a true advocate and leader in the field.
 
ENDS
 
MEDIA CONTACT: Idele Prinsloo, [email protected], 082 573 9219, www.atthatpoint.co.za 
 
For more information on SARA please visit:
Website: www.sara.co.za 
X: @SA_reward
LinkedIn: South African Reward Association
Facebook: SARA – South African Reward Associatio

Since the pandemic began, Work-From-Home (WFH) has been lauded as the new working model for many occupations.
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Now, with vaccination efforts ramping up, some employers are eager to get their staff back to the office.

“Organisations need to plan and execute that migration sensibly and with sensitivity to keep productivity high,” says Muhammed Goolab, Exco member at the South African Reward Association (SARA).

He offers the following advice on key considerations they should be aware of.

Unique business needs
Unique driving forces may require employees to resume their duties on premises. Certain types of teams are simply more productive working together than remotely. Some management structures and styles are not easily adapted for digital collaboration, or managers perceive a loss of control under a WFH model.

It can also be more difficult to onboard new employees or impart essential skills to junior staff at a distance.

Remote employees themselves could feel disconnected from the organisation and isolated from their peers. A lack of personal connection can weigh heavily on their mental health, well-being and productivity. “This is especially concerning when the customer experience is impacted by demotivated frontline staff,” says Goolab.

Hybrid working models
Although circumstances may require a return to work, employers will likely favour a hybrid model. A mix of on-site and WFH employees can increase productivity and offer flexibility that promotes employees’ overall well-being. While remote workers enjoy lower work-related expenses, like travel, employers can also scale back on office space, equipment, canteen and other costs.

“Conversely, tensions need to be managed as on-premises workers may perceive their remote counterparts as less productive but receiving better benefits, and therefore unfairly remunerated,” warns Goolab.

Culture shock
For some employees, long-term WFH has become an entrenched work culture in their daily lives and a sudden return to the workplace could prove disruptive. Others are only too happy to get back to a professional environment free from distractions.

“Employers can leverage these contrasting attitudes to map out a planned and gradual return that welcomes affected workers back a few days more each week or month to ease their transition to full-time attendance,” says Goolab.

WFH as a reward
Before getting all hands back on deck, organisations should review WFH as a benefit that can attract and retain in-demand talent. Employees with sought-after qualifications and skills, and who value greater flexibility, will be drawn to employers that afford them more freedom, trusting them to manage their workload responsibly.

“Employers can also attract talent from a much wider and more diverse talent pool than they could if requiring staff to be at the workplace,” says Goolab.

ENDS


MEDIA CONTACT: Rosa-Mari Le Roux, 060 995 6277, [email protected], www.atthatpoint.co.za 
​
For more information on SARA please visit:
Website: www.sara.co.za 
Twitter: @SA_reward
LinkedIn: South African Reward Association
Facebook: SARA – South African Reward Association
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The South African Reward Association (SARA), the registered professional body for the reward industry, held its annual Reward Awards ceremony on 5 November 2016. The event honours Reward Professionals and teams who have designed and implemented reward and remuneration programmes and practices that made an outstanding contribution to their organisation's strategic objectives and promoted their respective organisations as “employers of choice”.
 
“We live in a society that seeks equity and an economy that demands cost savings whilst driving performance outputs and productivity. To satisfy these demands, various ethical, compliance and strategic imperatives have evolved, making modern reward and remuneration practices a complex matter that many organisations struggle to master,” said Master Reward Specialist Peet Kruger, Chairperson of SARA’s Reward Awards and Conference Committee. “Those who excel in this critical area of business must be recognised and acknowledged appropriately, which is what the SARA Reward Awards is all about.”
 
“The awards not only encourage Reward professionals and specialists to excel, but also promote awareness of the excellence and standards that organisations should strive for in the management of total reward,” said Kruger.
 
The Reward Project of the Year Award consists of a 1st, 2nd and 3rd prize presented to the winning nominees.
 
The Remuneration Report award is presented to a company for exemplary implementation of the King III governance requirements for executive remuneration. “There’s often a negative perception of executive remuneration in the media,” reported Kruger. “So it's important to recognise companies who have taken significant steps to restore public confidence.”
 
Finally, a special President's Award honours outstanding achievement in the field of reward.

Ronel not only led SARA as President from 2004 to 2006; she also spearheaded the project of applying for and acquiring professional status for the Association, which was granted in January 2013 by the SA Qualifications Authority (SAQA). Ronel also participated actively in the development of the Remuneration Practice Notes of the King Code of Corporate Governance and has implemented many market leading reward projects at Nedbank and Sasol.

​ENDS
 
MEDIA CONTACT: Cathlen Fourie, 082 222 9198, [email protected], www.atthatpoint.co.za 
 
For more information on SARA please visit:
Website: www.sara.co.za 
Twitter: @SA_reward
LinkedIn: South African Reward Association
Facebook: SARA – South African Reward Association