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Leadership Model and Employee Value Position
Women in Leadership
Due to the societal and structural impediments that often disadvantage females in the workplace, SARS has established an active platform to conscientise the organisation intentionally to be aware of gender discrimination and promote gender equity. It is a platform “for women, by women,” but visibly championed by the Commissioner through an active programme of interventions that addresses aspects such as representativity on internal and external platforms, career mobility, gender pay parity and positive discrimination.
SARS Leadership Model Every SARS Leader shall 1. Display personal proficiency WHO I AM (Personally and Professionally)
Higher Purpose (Level 5 Ambition)
2. Manage people and work WHAT I DO (Personal Competence) 3. Impact others positively WHAT I STAND FOR (Personal Brand)
Balance an indomitable will with genuine humility. Ambitious not for themselves, but for a worthy cause.
SARS Junior Board
The Junior Board is an institutional platform that recognises the voice of next generation leaders. Members of the Junior Board are selected through a rigorous and open process of self or peer nomination, endorsed by their line manager, and finally interviewed and selected to serve for a period of 2 years. The platform provides them with direct access to the Commissioner and SARS Leadership regardless of their own level in the organisation. They engage in the challenges and opportunities to advance the vision and strategic intent of SARS. They are themselves required to be more audacious, bring youthful insights, and challenge the conventional ways of working. Junior Board members are expected to be exemplary in their respective work roles. 3.7.2 EMBEDDING AN ENVIRONMENT FOR POSITIVE EMPLOYEE ENGAGEMENT No organisation can achieve performance excellence by relying only on the technical competence of its employees. Employees have to be engaged. Empirical evidence suggests that high employee engagement can add a substantial increment to organisational performance. Organisation culture is integrally important to establish a workplace conducive to employee wellbeing and in turn SARS has adopted the following: » Employee Rights Charter - that sets out the composite experience every employee should legitimately expect in the relationship with their direct manager in particular, and the organisation in general. These are expressed as 5 employee rights, viz.: 1. The right to enjoy their work 2. The right to understand the meaning of their work 3. The right to know what “winning” means 4. The right to regular feedback to help them win 5. The right to a “fair deal” - the employee value proposition » Employee value Proposition (EVP) - the composite experience of an employee which consists of financial, non-financial, and other “soft” benefits implicit in their employment relationship, like “SARS has talent” or “Best Employer” brand association.
Stewardship
Care and Growth
Leadership is an inordinate privilege.
Invest in Talent
Go beyond merely employing others to do work.
Strategic Formulation
Holding in trust on behalf of others. Bequeath something greater than what was inherited.
Personal Proficiency
Demonstrate an interest in the wellbeing of employees. Inspire employees to be the best version of themselves.
Engaging Talent
Execute Strategy
Place interest of others ahead of their own.
Service Obsession Delivering Impactful Results against Clear Objectives. Displays Fanatical Discipline, Productive Paranoia. Empirical Creativity to ensure exponential growth (10X).
Figure 3 SARS Leadership Model
The leadership model sets a clear standard that codifies the SARS Leadership Code, by responding to three questions, viz.: 1. Who am I as a leader? 2. What is my leadership work? and 3. What do I stand for as a leader?
SARS Modernisation White Paper 2025/26 – 2029/30
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