MBL 5909 Strategic Human Capital Management PORTFOLIO October 2020

Table of Contents
1 Introduction..............................................................................................................................................2
2 Question 1: Standard Bank Strategic Human Capital Management..........................................................2
3 Question 2: Human capital management metrics and the corporate strategy of MTN............................4
3.1 Recommendations.............................................................................................................................5
3.1.1 Career advancement...................................................................................................................5
3.1.2 Employee retention....................................................................................................................5
3.1.3 Digital index................................................................................................................................6
4 Question 3: Principles of modern African management – Discovery........................................................6
5 Question 4: Training expenditure and remuneration of Standard Bank, Discovery and MTN..................8
6 Question 5: Strategic Human Capital Management intent of the three organisations.............................9
7 Question 6: Remuneration variance of Discovery and MTN Top 5 executives........................................10
8 Question 7: Strategic Human Capital Management Executives roles in taking care of ethical behavior
issues.........................................................................................................................................................13
9 Conclusion..............................................................................................................................................14




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, 1 Introduction
Strategic Human Capital management is the focal point of many organisations because
it is where all the organisation operations sprout from. Proponents of Strategic Human
Capital management hold that, whilst the personnel of the enterprise are working
towards achievement of the company objectives there is also need for their own needs
to be met for them to perform efficiently and effectively. Conventionally, there are some
issues which have been emerging in Strategic Human Capital Management which
includes skills development opportunities for employees, diversity of employees (which
means inclusion of females and also the disabled in the workforce), women’s rights and
equity and employee rights and retention. An organisation's Strategic Human Capital
reporting is as important as the conduct of SHCM within the organisation. Therefore,
this report evaluates Strategic Human Capital Management in the following companies:
Standard Bank South Africa, Discovery and MTN. The author will use documents which
show the adoption of Strategic Human Capital Management at Standard Bank South
Africa, MTN's metrics, protocols and procedures followed in modern African
management at Discovery, as references.

2 Question 1: Standard Bank Strategic Human Capital Management
Strategic Human Capital Management is described as the treatment of human
resources as an investment since they are a cornerstone of the operations in a firm. It
is concerned with issues like recruitment of new employees, training, payroll,
recognition and personnel relations. Strategic Human Capital Management has notable
and significant impacts on the organizational performance and brand. Therefore, when
enterprises implement it effectively and successfully it can result in huge increase in the
financial and non-financial performance of the organization. On the other hand, if it is
implemented poorly then it will also reflect in the overall enterprise performance.

The student supports that Standard Bank of South Africa is implementing Strategic
Human Capital Management as evidenced by its 2019 annual report. The evidence is
seen under the heading: "Employee Engagement". In this section, the report explores
on the indicators or metrics Standard Bank of South Africa uses to measure SHCM. The
student derived the following metrics from the section:


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