Performance Management and Remuneration Committee
The organisation’s individual performance
management system (iPMS) focuses on the
enabling behaviour. The enabling behaviour that
is supported by the organisation espouses the
following values:
(i) We will uphold the highest level of
organisational ethics and adhere to
policies and procedures
(ii) We will be responsive and member
centric
(iii) We will strive for and recognise excellence
(iv) We will work collectively in co-operative
teams
(v) We
will
communicate
timeously,
accurately and appropriately
(vi) We will promote mutual respect
All of the above mentioned behaviours have their
sub-behavioural statements which will help as
measures when deciding on the rating:
The performance measurements of the
behaviour’s charter is conducted through
the application of a 360 degree assessment
which include feedback from an employee’s
subordinates, peers and supervisor, as well as a
self-evaluation
1.6
Remuneration packages that are on
“Personal to Holder” basis
SALGA has as part of its remuneration escalation
management efforts, sought to provide very tight
salary grading and remuneration curve for all
positions per HAY grading system and with this
remuneration modelling exercise it has identified
employees which are remunerated within the
range at the time of adopting the HAY grading
system and also identified employees that are
outside the approved grading scales.
The organisation’s remuneration and benefits
policy recognises that there are a few instances
where individual employees might be receiving
salary packages which exceed the maximum of
the relevant salary band within the organisation’s
salary framework. Examples of such instances
include:
•
Individual salaries inherited during the
amalgamation of some of its provincial
offices into the organisation
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•
•
•
Where the need for a certain skill requires
SALGA’s salary offer to exceed the
maximum of the salary band in order
to attract this specific skill (note this will
only be in instances where the successful
candidate’s existing salary package is
equal to or higher than the maximum
of the SALGA salary band within the
framework)
Where an employee has, due to higher
annual salary increases as a result of
continuous
excelling
performance,
moved outside of the band irrespective
of the fact that the bands may have been
adjusted with the base cost of living
increase on an annual basis
Where certain employees’ salary packages
exceed the maximum of the respective
salary bands within the framework.
These employees who are outside this range, are
ring-fenced as employees whose remuneration
is being managed on a “personal to holder basis”
until their contract employment term expires.
SALGA employs its executive management
team on a fixed term contract. This applies to
the incumbent Chief Executive Officer and his
direct reports. The Chief Executive Officer’s
current remuneration has been identified to be
one of those categories of employees who are on
a “personal to holder basis” till the expiry of the
contract or through natural attrition or earlier.
This means that when SALGA recruits a
replacement candidate, it shall remunerate that
new employee on the basis of the approved
remuneration scale that will be substantially
less than the current “personal to holder” legacy
packages that is disclosed in the annual report.
Notwithstanding, the efforts to manage the
escalation of remuneration at SALGA, particularly
those of Executives, it is important to note that
SALGA had to review its remuneration policies
as it pertains to its Executives and benchmark
these with municipalities particularly Metro’s
since metropolitan municipalities pose the
greatest direct remuneration competitor to
SALGA. The review exercise was necessitated
by the recent recruitment and poaching of top
SALGA Executives over the past three years by
the Gauteng Metropolitan municipalities that