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People Development

At Momentum Metropolitan we acknowledge that having the right skills and competencies is a competitive advantage in an industry where service excellence is a key differentiator.

We therefore believe in ongoing development of our employees and in creating a platform where learning and skills advancement is prioritised. Furthermore, we also recognise the need for different development strategies to upskill our diverse employee base. Our people development strategies are closely aligned to the Momentum Metropolitan People Strategy whose aim is to support Momentum Metropolitan in meeting its client-centricity vision and purpose. Additionally, our people development objectives advance the group’s commitment to transformation.

We endeavour to ensure an equitable representation of talent across all levels of the organisation in line with our employment equity plans.

For the current verification period, the company invested a total of R236 million in skills development. More than 840 individuals participated in Learnerships, Internships and Apprenticeships, of which 314 were unemployed black individuals.

The Momentum Metropolitan People Strategy sets out the broad objectives that we pursue in support of the group’s strategic objectives and transformation imperatives. This we do through the talent management, leadership development, learning and development, and skills development functions, as illustrated below.

Talent Management

We are investing our energy in ensuring that we have the right people in the right roles at the right time. Our approach to managing our employees enables us to enhance our strategic leadership capabilities and create authentic growth opportunities resulting in engaged talent.

A Leadership Development programme, focusing on African females at Executive, Senior, Middle and Junior management level is underway. This aims to invest in a talent pipeline of females that is essential to all tiers of the Business.

Outperforming organisations globally adopt a focused approach towards the development and retention of their talent. Effective management of critical and scarce talent has become a strategic imperative for outperforming organisations. Global organisations are focusing on HR/OD strategies that ensure the deliberate attraction of talent as a priority and towards the development of global leadership pools. The changing work environments demand a focused approach toward talent management in order to outperform.

Leadership Development

Leaders are key to the success of Momentum Metropolitan. To this end, it is important that we not only have the right people in leadership roles, but that we constantly develop and grow our leaders in line with the business requirements. We leverage both internal and external leadership programmes to expand the competencies of our leaders. Momentum Metropolitan has a defined and focused approach to leadership development that spans across junior to executive leadership levels. In addition to internal programmes we are participating in a Bain Academy Executive Development Initiative to grow talented leaders to assume broader and more senior executive leadership positions.

We also run management development programmes which align with the National Qualifications Framework (NQF) and our leadership pipeline. The skills development function, in partnership with divisional learning and development functions, ensures that relevant and appropriate development programmes are delivered across the group. We constantly review our programmes to ensure that they remain relevant to support our business goals and objectives.

Skills Development Function

The skills development function is responsible for ensuring that quality learning programmes with sound assessment practices are delivered to employees. Every year, Momentum Metropolitan Holdings submits its Workplace Skills Plan (WSP) and Annual Training Report (ATR) to Insurance Sector Education and Training Authority (INSETA), which includes all training and development concluded for the year under review, as well as proposed targets and training for the following year.

Every year, a deliberate effort is made to deliver learnerships to unemployed youth in support of the country’s commitment to skills development.

Furthermore, the skills development function drives work-based experiential learning programmes such as learnerships and internships for the group. These programmes support critical skills development. They bridge the gap between current education and labour needs; provide meaningful real work learning experiences, and support transformation as a strategic imperative for the group.

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