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Workplace mentoring as a tool of empowerment

Workplace mentoring as a tool of empowerment

By Baronice Hans

Managing Director at Bank Windhoek

Much has been written about mentoring in past years. Mentoring is best described as a developmental process- dynamic and unique to each person.

Mentoring is not only a tool for transferring knowledge and skills but is also a learning partnership between employees for purposes of sharing technical information, institutional knowledge and insight about a particular occupation and profession.

We find that more and more organisations are implementing mentoring either in its formal structures to empower and educate its employees, or that it is adopted informally where the need arises.

Organisations often use the terms coaching and mentoring interchangeably. It is, however, essential to distinguish between the two. While both coaching and mentoring focus on the individual, there are significant differences between the two regarding approaches and methodologies.

The International Coach Federation defines coaching as the process of partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential, while mentoring is a relationship in which a more experienced person, or mentor, in a particular field or area of expertise shares past experiences and wisdom to help and guide a less experienced person – the mentee – through the transfer of skills and knowledge for the individual’s holistic needs. Both approaches are aimed at enriching and empowering the personal and professional growth of individuals and both support translating learning into performance and vice-versa.

Recently, Forbes stated that mentorship could play a fundamental role in the proliferation of a healthy learning organisation. Mentorship aids mentees in breaking through old patterns and inviting new insights, enabling employees to take ownership of their roles and reach their full potential.

Pairing a recent graduate, for instance, with a seasoned mentor will help the new employee acclimatise to the environment and ensure a solid cultural fit as they learn to navigate problem areas and opportunities that aren’t necessarily covered in an employee handbook. Having used this example, the notion that mentorship is the sharing of knowledge and experience from an older person to someone younger is quickly changing in modern business context.

With an emphasis on knowledge and experience sharing, it is fast becoming standard practice to have peer to peer mentorship as well as younger individuals mentoring older individuals within organisations. Forbes found that while workplace mentorship is not a requirement, it could certainly add to an organisation’s competitive edge when taking into account employee growth and development. In this sense, mentorship becomes not only a healthy cultural component, but a force multiplier.

In my experience, mentoring has been an invaluable tool for my personal and professional growth and development. Being both a mentor and mentee, I have gained new insight into workplace dynamics, transformation leadership and business influence. One gains knowledge that you won’t be able to learn from a textbook or course.

Mentorship not only inspires employees, but also encourages experts and more experienced employees to hone their skills, gain new ones or adapt to remain relevant in their different spheres of work.

There are however limitations to what mentoring can and cannot do.

Mentoring Do’s:

• increase individual and team commitment to an organisation and its goals

• help improve communication within the organisation

• help change organisational culture for the better

• allow individuals to gain a greater insight into the organisation

• create networking opportunities amongst employees within the organisation

• improve levels of professional success.

Mentoring Dont’s:

• succeed unless clear objectives are agreed to in advance

• succeed unless there is an agreed plan of action

• act as a replacement for conventional training

When taking these opinions into account, it is clear that the benefits of mentoring are considerable and can have tangible outcomes for any organisation. It would seem obvious, then that all leaders, in whichever capacity they may serve, should implement pro-active mentorship programmes.

The desired outcome – and reward – could feed into a very effective succession plan across all levels of an organisation, ensuring that it remains competitive, relevant and adaptable to market conditions. Distilled to its very essence, mentorship is about being a “servant leader”, one who is willing to go the extra mile for their employees by enriching and empowering them through sharing knowledge and skills.


Caption: Baronice Hans is the Managing Director of Bank Windhoek and previous Namibian Businesswoman of the year.


About The Author

Sanlam 2018 Annual Results

7 March 2019

 

Sanlam’s 2018 annual results provides testimony to its resilience amid challenging operating conditions and negative investment markets

Sanlam today announced its operational results for the 12 months ended 31 December 2018. The Group made significant progress in strategic execution during 2018. This included the acquisition of the remaining 53% stake in SAHAM Finances, the largest transaction concluded in the Group’s 100-year history, and the approval by Sanlam shareholders of a package of Broad-based Black Economic Empowerment (B-BBEE) transactions that will position the Group well for accelerated growth in its South African home market.

Operational results for 2018 included 14% growth in the value of new life insurance business (VNB) on a consistent economic basis and more than R2 billion in positive experience variances, testimony to Sanlam’s resilience in difficult times.

The Group relies on its federal operating model and diversified profile in dealing with the challenging operating environment, negative investment markets and volatile currencies. Management continues to focus on growing existing operations and extracting value from recent corporate transactions to drive enhanced future growth.

The negative investment market returns and higher interest rates in a number of markets where the Group operates had a negative impact on growth in operating earnings and some other key performance indicators. This was aggravated by weak economic growth in South Africa and Namibia and internal currency devaluations in Angola, Nigeria and Zimbabwe.

Substantial growth in Santam’s operating earnings (net result from financial services) and satisfactory growth by Sanlam Emerging Markets (SEM) and Sanlam Corporate offset softer contributions from Sanlam Personal Finance (SPF) and Sanlam Investment Group (SIG).

Key features of the 2018 annual results include:

Net result from financial services increased by 4% compared to the same period in 2017;

Net value of new covered business up 8% to R2 billion (up 14% on a consistent economic basis);

Net fund inflows of R42 billion compared to R37 billion in 2017;

Adjusted Return on Group Equity Value per share of 19.4% exceeded the target of 13.0%; and

Dividend per share of 312 cents, up 8%.

Sanlam Group Chief Executive Officer, Mr Ian Kirk said: “We are satisfied with our performance in a challenging operating environment. We will continue to focus on managing operations prudently and diligently executing on our strategy to deliver sustainable value to all our stakeholders. The integration of SAHAM Finances is progressing well. In addition, Sanlam shareholders approved the package of B-BBEE transactions, including an equity raising, at the extraordinary general meeting held on 12 December 2018. Our plan to implement these transactions this year remains on track.”

Sanlam Personal Finance (SPF) net result from financial services declined by 5%, largely due to the impact of new growth initiatives and dampened market conditions. Excluding the new initiatives, SPF’s contribution was 1% down on 2017 due to the major impact that the weak equity market performance in South Africa had on fund-based fee income.

SPF’s new business sales increased by 4%, an overall satisfactory result under challenging conditions. Sanlam Sky’s new business increased by an exceptional 71%. Strong growth of 13% in the traditional individual life channel was augmented by the Capitec Bank credit life new business recognised in the first half of 2018, and strong demand for the new Capitec Bank funeral product. The Recurring premium and Strategic Business Development business units also achieved strong growth of 20%, supported by the acquisition of BrightRock in 2017. Glacier new business grew marginally by 1%. Primary sales onto the Linked Investment Service Provider (LISP) platform improved by 5%, an acceptable result given the pressure on investor confidence in the mass affluent market. This was however, offset by lower sales of wrap funds and traditional life products.

The strong growth in new business volumes at Sanlam Sky had a major positive effect on SPF’s VNB growth, which increased by 7% (14% on a comparable basis).

Sanlam Emerging Markets (SEM) grew its net result from financial services by 14%. Excluding the impact of corporate activity, earnings were marginally up on 2017 (up 8% excluding the increased new business strain).

New business volumes at SEM increased by 20%. Namibia performed well, increasing new business volumes by 22% despite weak economic conditions. Both life and investment new business grew strongly. Botswana underperformed with the main detractor from new business growth being the investment line of business, which declined by 24%. This line of business is historically more volatile in nature.

The new business growth in the Rest of Africa portfolio was 68% largely due to corporate activity relating to SAHAM Finances, with the East Africa portfolio underperforming.

The Indian insurance businesses continued to perform well, achieving double-digit growth in both life and general insurance in local currency. The Malaysian businesses are finding some traction after a period of underperformance, increasing their overall new business contribution by 3%. New business production is not yet meeting expectations, but the mix of business improved at both businesses.

SEM’s VNB declined by 3% (up 6% on a consistent economic basis and excluding corporate activity). The relatively low growth on a comparable basis is largely attributable to the new business underperformance in East Africa.

Sanlam Investment Group’s (SIG) overall net result from financial services declined by 6%, attributable to lower performance fees at the third party asset manager in South Africa, administration costs incurred for system upgrades in the wealth management business and lower earnings from equity-backed financing transactions at Sanlam Specialised Finance. The other businesses did well to grow earnings, despite the pressure on funds under management due to lower investment markets.

New business volumes declined by 13% mainly due to market volatility and low investor confidence in South Africa. Institutional new inflows remained weak for the full year, while retail inflows also slowed down significantly after a more positive start to the year. The international businesses, UK, attracted strong new inflows (up 57%).

Sanlam Corporate’s net result from financial services increased by 4%, with the muted growth caused by a continuation of high group risk claims experience. Mortality and disability claims experience weakened further in the second half of the year, which is likely to require more rerating of premiums in 2019. The administration units turned profitable in 2018, a major achievement. The healthcare businesses reported satisfactory double-digit growth in earnings, while the Absa Consultants and Actuaries business made a pleasing contribution of R39 million.

New business volumes in life insurance more than doubled, reflecting an exceptional performance. Single premiums grew by 109%, while recurring premiums increased by a particularly satisfactory 56%.

The good growth in recurring and single premium business, combined with modelling improvements, supported a 64% (71% on a comparable economic basis) increase in the cluster’s VNB contribution.

Following a year of major catastrophe events in 2017, Santam experienced a relatively benign claims environment in 2018. Combined with acceptable growth in net earned premiums, it contributed to a 37% increase in gross result from financial services (41% after tax and non-controlling interest). The conventional insurance book achieved an underwriting margin of 9% in 2018 (6% in 2017).

As at 31 December 2018, discretionary capital amounted to a negative R3.7 billion before allowance for the planned B-BBEE share issuance. A number of capital management actions during 2018 affected the balance of available discretionary capital, including the US$1 billion (R13 billion) SAHAM Finances transaction. Cash proceeds from the B-BBEE share issuance will restore the discretionary capital portfolio to between R1 billion and R1.5 billion depending on the final issue price within the R74 to R86 price range approved by shareholders.

Looking forward, the Group said economic growth in South Africa would likely remain weak in the short to medium term future, and would continue to impact efforts to accelerate organic growth. The outlook for economic growth in other regions where the Group operates is more promising. Recent acquisitions such as the SAHAM transaction should also support operational performance going forward.

“We remain focused on executing our strategy. We are confident that we have the calibre of management and staff to prudently navigate the anticipated challenges going forward,” Mr Kirk concluded.

Details of the results for the 12 months ended 31 December 2018 are available at www.sanlam.com.