Spartan takes a broad view of talent recruitment. Rather than aiming to attract individuals to fill certain positions, the organisation strives to create a pool of talent who may be deployed where necessary.
This according to HR Manager Pauline Bennett who points to the company’s determination to hold on to exceptional individuals, “We’ll create jobs for talented people, if none exist for them already.”
This according to HR Manager Pauline Bennett who points to the company’s determination to hold on to exceptional individuals, “We’ll create jobs for talented people, if none exist for them already.”
The leading specialist rental financier of technology hardware and software uses recruitment methodology based on validated and tested structured behavioural interviews and psychometric testing. During the interview phase, individuals are invited to make presentations to the company, as they would were they already on its work force, so that by the time an offer of employment is made, they’re already attuned to the company’s culture and mode of operating.
Bennett says that Spartan’s workplace is appealing to high achievers who are exceptionally driven and energetic; who have a thirst for knowledge and a positive approach to life. They should also be results oriented and passionate, with a strong belief in themselves and in the future of South Africa.
Staff relationships are mutually supportive and based on respect for each other, for the company’s values, and for the contribution each makes to the company’s vision and goals.
Kumaran Padayachee, Chief Executive Officer, says the corporate culture is grounded in its values: Passion, Honesty, Innovation, Respect for colleagues, self and the environment; an unquenchable thirst for Personal Growth and Determination. “We believe that without a strong will to succeed you will not have the resilience required to rise above difficulties.”
Spartan has recently introduced a balanced scorecard approach to help identify areas of development for each individual. These, together with performance reviews and psychometric assessments, form the basis of development plans.
“Our spend on training has increased tenfold since 2003, says Padayachee. “The company spends three percent of its annual payroll on training initiatives, compared to the industry average of one percent.”
Leadership development is a key priority and to this end, each individual at management level has a comprehensive development report outlining their level of strategic thinking, their unique strengths and areas requiring improvement.
“These are used to create customised training programmes, which may entail anything from mentoring to counselling or project based learning and practical experience”’ he explains.
Bennett says, “at junior levels, training is more skills based, although individuals who express a desire to develop their strategic thinking and business acumen are supported and assisted in their aims.” Bennett goes on to say, “we believe in empowered accountability, although we provide the tools and an enabling environment for self-development, the onus is on our employees to take advantage of these resources.”
Although Spartan does not have a defined retention strategy in place, Padayachee maintains that the culmination of the company’s working environment, opportunities and ethos are a compelling value proposition and inspire loyalty amongst employees. “We don’t want to create golden handcuffs. Instead we hope that our people stay here because they want to, and because they see the chance for self-development and self-actualisation.”
Study assistance is granted where necessary, with the company providing a loan which is written off when the individual passes. This is aimed especially at previously disadvantaged individuals.
As part of Spartan’s building refurbishment, the company has done its utmost to create a physical environment that supports its accent on Personal Growth and learning. Pause areas have been introduced in an effort to encourage communication between individuals in different business areas and to nurture face-to-face
engagement rather than emails.
The company is also installing a Knowledge Centre, a comprehensive collection of resources to facilitate learning in all forms. LCD’s will be placed
throughout the organisation, with the aim of keeping employees informed of current developments, a dedicated formal strategy room and a ‘quiet room’ – for those who need space to think – will also be included in the new additions.
Spartan aims to provide flexible remuneration structured according to employees’ needs. A cost-to-company structure is in place, enabling individuals to select how much they spend on benefits such as pension, retirement annuity, medical aid and life and disability insurance.
The company benchmarks salaries against two major national surveys, and strives to pay at the fiftieth percentile.
Sales-based roles have variable pay, with different divisions implementing varying commission structures and incentives. Commission is uncapped, which essentially means that staff can determine their own income. Their ability to do so is further enhanced by the fact that they have the choice of selecting higher or lower base pay as part of their cost-to-company package, and their targets are adjusted accordingly.
Bonuses are awarded based on individual performance, as per the employee’s balanced scorecard, in recognition of their contribution to the company. Stellar performers are recognised through the annual CEO Discretionary Awards.
Bennett says that Spartan’s workplace is appealing to high achievers who are exceptionally driven and energetic; who have a thirst for knowledge and a positive approach to life. They should also be results oriented and passionate, with a strong belief in themselves and in the future of South Africa.
Staff relationships are mutually supportive and based on respect for each other, for the company’s values, and for the contribution each makes to the company’s vision and goals.
Kumaran Padayachee, Chief Executive Officer, says the corporate culture is grounded in its values: Passion, Honesty, Innovation, Respect for colleagues, self and the environment; an unquenchable thirst for Personal Growth and Determination. “We believe that without a strong will to succeed you will not have the resilience required to rise above difficulties.”
Spartan has recently introduced a balanced scorecard approach to help identify areas of development for each individual. These, together with performance reviews and psychometric assessments, form the basis of development plans.
“Our spend on training has increased tenfold since 2003, says Padayachee. “The company spends three percent of its annual payroll on training initiatives, compared to the industry average of one percent.”
Leadership development is a key priority and to this end, each individual at management level has a comprehensive development report outlining their level of strategic thinking, their unique strengths and areas requiring improvement.
“These are used to create customised training programmes, which may entail anything from mentoring to counselling or project based learning and practical experience”’ he explains.
Bennett says, “at junior levels, training is more skills based, although individuals who express a desire to develop their strategic thinking and business acumen are supported and assisted in their aims.” Bennett goes on to say, “we believe in empowered accountability, although we provide the tools and an enabling environment for self-development, the onus is on our employees to take advantage of these resources.”
Although Spartan does not have a defined retention strategy in place, Padayachee maintains that the culmination of the company’s working environment, opportunities and ethos are a compelling value proposition and inspire loyalty amongst employees. “We don’t want to create golden handcuffs. Instead we hope that our people stay here because they want to, and because they see the chance for self-development and self-actualisation.”
Study assistance is granted where necessary, with the company providing a loan which is written off when the individual passes. This is aimed especially at previously disadvantaged individuals.
As part of Spartan’s building refurbishment, the company has done its utmost to create a physical environment that supports its accent on Personal Growth and learning. Pause areas have been introduced in an effort to encourage communication between individuals in different business areas and to nurture face-to-face
engagement rather than emails.
The company is also installing a Knowledge Centre, a comprehensive collection of resources to facilitate learning in all forms. LCD’s will be placed
throughout the organisation, with the aim of keeping employees informed of current developments, a dedicated formal strategy room and a ‘quiet room’ – for those who need space to think – will also be included in the new additions.
Spartan aims to provide flexible remuneration structured according to employees’ needs. A cost-to-company structure is in place, enabling individuals to select how much they spend on benefits such as pension, retirement annuity, medical aid and life and disability insurance.
The company benchmarks salaries against two major national surveys, and strives to pay at the fiftieth percentile.
Sales-based roles have variable pay, with different divisions implementing varying commission structures and incentives. Commission is uncapped, which essentially means that staff can determine their own income. Their ability to do so is further enhanced by the fact that they have the choice of selecting higher or lower base pay as part of their cost-to-company package, and their targets are adjusted accordingly.
Bonuses are awarded based on individual performance, as per the employee’s balanced scorecard, in recognition of their contribution to the company. Stellar performers are recognised through the annual CEO Discretionary Awards.
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1 comment:
Hi there,
Great blog entry, really informative. I love the transparency with which your organisation operates. Inspiring really!
Do you have another blog that is more recent or regularly updated that I can follow?
Thanks,
Jacqueline Swart
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