Top HR Leaders | 3rd Edition

MISKYAH TOTH

CEO, BDCS

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20 AWARD WINNERS | 100 FINALISTS

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COVER STORY

8 | Miskyah Toth, CEO, Business Directive Contract Services

LEADERSHIP

12 | Happy employees lead to better performance

16 | Leading a digi-first culture

18 | Mentorship as a tool for growth

20 | Cultivating a culture of abundance

22 | How to build a team of leaders

BEST PRACTICE

30 | The evolution of HR technology

34 | The role of AI in inclusive recruitment

36 | Tailoring your workspace to retain and attract talent

40 | CPOs - nurturers of inclusive and positive organisational culture

42 | What you need to know about mental health in the workplace

WORKPLACE

50 | Overcoming the burnout crisis

54 | Today’s workplace: A new approach to employee skills

56 | Bullying in the workplace: What you need to do as an employer

58 | What rights are you entitled to in the workplace?

60 | Quiet quitting has become angry quitting

62 | Healthy and happy: Your role in employee wellness

CREDITS

CEO

Ralf Fletcher

TOPCO STUDIO

Production Director

Van Fletcher

Group Editor

Fiona Wakelin

Deputy Editor

Koketso Mamabolo

Graphic Designer

Tashwell Brown

Kerwin Pillay

Traffic Manager

Daniël Bouwer

Head of Brand

Lee-Ann Bruce

Project Manager

Justin Daniels

Business Development Manager

Clayton Petersen

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DISCLAIMER

CONTRIBUTORS

Boitumelo Moselane Human Resource Manager for Eaton South Africa.

Andile Mgudlwa Managing Director of Facilities Management Division at Empact Group

Archana Arakkal Practice Lead: Intelligent Data Engineering at Synthesis Technologies

Chris Ogden CEO of RubiBlue

Heath Huxtable Executive Head/Managing Director: Braintree

Helené Smuts Founder of Credo Growth

Lana Hindmarch Co-Founder and CEO of BREATHE

Merissa Himraj Business Executive

Silke Rathbone Principal Partner, LabourExcel

Jessie Taylor Writer

Sinazo Mkoko Writer

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I’m writing this on November 5 – Guy Fawkes Day, a commemoration of when Mr Fawkes tried to blow up the English Houses of Parliament – and coincidentally the US electorate are casting their ballots. I’m not sure if there is any significance in the two happening on the same date.

However, I need to turn my gaze from the global stage to these pages which celebrate success and represent a focused concern for organisational wellbeing. We learned many lessons from the seismic shift which the pandemic wrought across the globe, and when businesses had to pivot to hybrid/on-line, digi-first in order to survive (many, sadly, crashed and burned), the importance of the role that human resources played in keeping the ship afloat became paramount. With COVID firmly in the rearview (fingers crossed) keeping those lessons current and ensuring a positive workplace culture is key to growth and sustainability. HR practitioners are the curators of workplace culture.

On the front cover, our icon for this 3rd edition of Top HR Leaders is Miskyah Toth, CEO of Business Directive Contract Services who shared this inspirational message:

“My biggest piece of advice is to stay resilient. Entrepreneurship is a journey filled with highs and lows, and success often comes from how well you handle challenges. Always be willing to learn and adapt because the business world is constantly evolving. Surround yourself with people who inspire and support you, but don’t be afraid to make tough decisions when necessary. Most importantly, believe in your vision, even when others don’t. Your passion and perseverance are what will set you apart. Don’t wait for the perfect moment to start – take the first step and build from there,” - Miskyah.

Inside we take a dive into the 3 pillars of HR: best practice, leadership and the workplace.

For best practice, the focus is on what it means to be a Chief People Officer; the latest HR trends; ensuring staff retention; diversity, equity and inclusion; AI and embracing dynamic talent management. The leadership pillar zooms in on digitisation and transformation of the workplace –how to make it work; combining people, performance and purpose; organisational transformation and mentorship.

And for the heart of the organisation, the workplace, we unpack that all important suitcase term – happiness; then the focus shifts to workplace bullying; burnout; quitting; rights and responsibilities; and career-pathing.

From myself and the amazing team who worked tirelessly to bring you this magazine, we hope you enjoy the read.

FIONA WAKELIN | GROUP EDITOR

Toth,CEO,

Business Directive Contract Services

“Your greatest achievements often align with your greatest challenges.”

Miskyah

BDCS is your all-in-one workforce management partner, specialising in the supply chain and logistics sector. We provide efficient, cost-effective staffing solutions, powered by innovative technology and a people-first approach. From recruiting and training top talent to handling payroll, HR, and statutory requirements, BDCS ensures that operations run smoothly. With a focus on streamlining operations, reducing costs, and boosting efficiency, we help businesses access pre-vetted workers on demand while staying compliant with labour regulations. Our mobile app empowers the workforce by offering easy access to pay slips, leave management, and payroll queries, allowing companies to scale confidently and adjust to changing demands.

Miskyah Toth founded Business Directive Development Group (Pty) Ltd in 2012; eight years later an opportunity arose to purchase a contract with a leading South African online retailer. At that stage, more than 250 people were employed by the company. Business Directive Development Group (Pty) Ltd purchased the contract and Miskyah then created Business Directive Contract Services (Pty) Ltd (BDCS) to manage the contract of BDCS’s functions as a separate entity, under the auspices of Business Directive Development Group (Pty) Ltd. To put things into perspective, the outbreak of COVID-19 began in Wuhan, China in December 2019 – so the purchase of this contract was made at the beginning of the global pandemic. “I was, however, very comfortable with my decision. It allowed me to think outside the box and it allowed me to think bigger. We’ve since expanded our services, providing more tailored solutions, and empowering businesses and job seekers through comprehensive, personalised recruitment and career management strategies,” – Miskyah Toth.

We asked Miskyah to share with us what it takes to be a game changer in the HR realm:

IRON IN SILK

After years of dedication and sacrifice, I have earned recognition on a global stage. In 2024, CIO Views named me one of Africa’s 10 Most Empowering Businesswomen. I was awarded Female Entrepreneur Coach of the Year in South Africa by MEA Markets and honoured as the Top Global Business Leader by the International Association of Top Professionals. Additionally, I was chosen as The Women Leader of the Year in Human Resource Management by the Asian-African Chamber of Commerce and Industry and selected as 1 of the 100 Most Influential Women in South Africa. As described, ‘Iron in Silk’ – is “strength enveloped by beauty and grace”. These accolades are a testament to overcoming significant challenges, including managing over 500% growth in just four years and navigating the complexities of running a large company as the sole female owner. Maintaining my health and balance amidst these responsibilities has also been a crucial challenge.

WHAT IS YOUR ‘WHY”?

My “why” is simple – to empower people. Whether it’s helping someone land their dream job, supporting businesses with their recruitment needs, or mentoring young entrepreneurs, my purpose is to uplift others. This message stems from my own life experiences, including the challenges I faced as a businesswoman and single mother. I’ve always believed that with the right support, anyone can overcome obstacles and achieve success. I founded BDCS to create opportunities and provide that support to others, particularly in South Africa, where high unemployment rates make empowerment through job creation so crucial.

Miskyah.com

Miskyah.com is a platform that showcases my journey, insights, and expertise as a leader and entrepreneur. It is a space where I can share my thoughts on business, empowerment, and personal growth. Through this platform, I also aim to connect with aspiring entrepreneurs, business leaders, and anyone looking for inspiration or guidance. Miskyah.com offers a blend of personal stories, business tips, and reflections on leadership. It’s also a place where I promote my autobiography Iron in Silk, which delves deeper into my experiences and the lessons I’ve learned throughout my life and career. Through this platform, I provide aspiring entrepreneurs with the tools and guidance they need to succeed. My “Let’s Talk Business” series is designed to share real-world insights, helping individuals turn their ideas into thriving businesses. Additionally, my “Women for Change” initiative is a space where women can find inspiration, mentorship, and community support to pursue their dreams. I am passionate about coaching and developing entrepreneurs, equipping them with the strategies and confidence to navigate their entrepreneurial journey with resilience and success.

THE MOST IMPORTANT GAME-CHANGING TRENDS IN HR?

Technology, particularly AI, is revolutionising HR. AI-driven recruitment tools streamline hiring, ensuring faster and more precise candidate matching. Additionally, hybrid work models are here to stay, with flexibility becoming a key factor in employee satisfaction. Diversity, equity, and inclusion (DEI) initiatives are also transforming the workplace, emphasising the importance of creating inclusive environments where all employees can thrive. Lastly, mental health and well-being are taking center stage as companies recognise the

need to support employees beyond their professional roles. HR leaders must adapt to these trends to stay competitive and cultivate thriving future-ready workplaces.

WHAT

DOES SECURING THE NAMING RIGHTS FOR THE FUTURE OF HR CONFERENCE AND AWARDS MEAN TO YOU AND YOUR COMPANY?

Securing the naming rights for The Future of HR Conference and Awards is a significant milestone for BDCS. It reflects our dedication to driving innovation in HR and our commitment to being at the forefront of industry trends. This partnership allows us to showcase our leadership in HR recruitment, while also contributing to the ongoing conversation about the future of work. It’s an opportunity to highlight our values –empowerment, technology integration, and talent development – on a larger scale, while also creating meaningful connections with other industry leaders who share our vision for the future of HR.

ADVICE FOR ASPIRING ENTREPRENEURS

My biggest piece of advice is to stay resilient. Entrepreneurship is a journey filled with highs and lows, and success often comes from how well you handle challenges. Always be willing to learn and adapt because the business world is constantly evolving. Surround yourself with people who inspire and support you, but don’t be afraid to make tough decisions when necessary. Most importantly, believe in your vision, even when others don’t. Your passion and perseverance are what will set you apart. Don’t wait for the perfect moment to start –take the first step and build from there.

EXCITING THINGS ON THE HORIZON

There’s a lot to look forward to!

BDCS is expanding its offerings, incorporating more AI-driven recruitment tools to improve efficiency and accuracy. We’re also launching new initiatives focused on upskilling and reskilling, aimed at empowering professionals to stay

competitive in the ever-changing job market. Additionally, we’re exploring opportunities for international growth, allowing us to bring our unique approach to recruitment to a global audience. I’m excited about continuing to mentor and inspire other entrepreneurs, particularly women, through my platforms and speaking engagements. The future is bright, and we’re committed to staying at the cutting edge of HR innovation.

A MESSAGE OF INSPIRATION

No matter where you are in life, remember that your current situation doesn’t define your future. I’ve faced many personal and professional challenges, but each one has taught me invaluable lessons and made me stronger. Trust in your abilities, embrace growth opportunities, and never be afraid to pursue your dreams. Surround yourself with people who believe in you, but more importantly, believe in yourself. Success isn’t about avoiding failure – it’s about learning from it and continuing to move forward. Keep pushing boundaries, and you’ll be amazed at what you can achieve. n

POWERING YOUR WORKFORCE

DRIVING

YOUR BUSINESS

Are you facing staffing challenges in your supply chain & logistics operations?

BDCS is your all-in-one workforce management partner, specializing in:

Warehousing Distribution Transportation

Happy employees lead to better performance

Meet Shivani Ramsaroop

By Koketso Mamabolo

It starts with buy-in from your employees. “A high performance culture grows and develops when people willingly want to contribute to their organisation’s success because they understand and share a common purpose,” says Shivani Ramsaroop, the HR Manager at TransUnion’s Global Capability Centre Africa.

When creating a high performance culture, Shivani advises that businesses build meaningful relationships with their employees, learning about their experience in the company. One of the tools that can help you build that culture is receiving feedback from the people in your organisation. By finding out what your employees think, and how they feel about working in your organisation, you are able to respond accordingly and nurture trust which is integral to a strong performance culture.

Happy employees result in better performance. Here Shivani delves into the challenges she’s overcome since she took up her role, her advice on creating a high-performance culture, and attracting top talent,

with examples from the success she’s found at TransUnion’s Global Capability Centre Africa.

HOW DOES ONE BUILD A HIGHPERFORMANCE CULTURE WITHIN AN ORGANISATION?

A high performance culture grows and develops when people willingly want to contribute to their organisation’s success because they understand and share a common purpose, and the organisation’s mission and values align to their own mission and values too. Having meaningful and authentic relationships built on a strong foundation of trust means people can show up as they truly are as the environment is inclusive and flexible to cater and balance people’s personal and professional needs. A high performance culture is one where feedback happens, is embraced and the work environment is mutually rewarding and fun.

At TransUnion GCC Africa, we emphasise inclusivity and flexibility –which are both made possible by our fully virtual working model. This model has meant that so many people who

would otherwise have been restricted by access to offices or technology are able to be a part of a global organisation that is widely recognised for its focus on its people.

HOW DOES ONE BUILD AN INCLUSIVE ORGANISATIONAL CULTURE?

In my organisation we build an inclusive organisational culture by creating opportunities to invite employees and managers to openly voice their experiences and formally address unconscious biases. We create occasions for honest dialogue about inequalities and differences to create more understanding to broaden our perspectives.

WHAT DO BUSINESSES NEED TO BE DOING TO ATTRACT TALENT?

Businesses attract top talent by building a strong organisation that remains relevant and has withstood the test of recent times by successfully adjusting to change and making the right investments and decisions in leadership, strategy, culture and growing a brand that is morally and ethically strong.

Being adaptable and responsive to significant changes in the world of work has seen TransUnion and the GCC Africa attract the top talent that will build the scope and sustainability of the business in a global financial services environment that is constantly evolving, thanks to constant developments in technology.

WHAT DO BUSINESSES NEED TO BE DOING TO RETAIN TALENT?

Businesses that retain talent understand what is important to each employee.

Regular engagements between leaders and their team members should include checking-in frequently and understanding how to help and support the team, taking a proactive rather than a reactive approach. It’s important to constantly invest in development and recognise each individual journey.

In my own organisation, we have an active and ongoing talent retention strategy that extends from offering competitive pay, an extensive suite of employee benefits, ongoing opportunities for further studies within the organisation and externally - and even ‘surprise and delight’ moments like wellness days off.

WHAT TRENDS ARE YOU NOTICING IN THE HR SPHERE AND HOW CAN BUSINESSES ADAPT TO THEM?

COVID-19 has made remote working the new normal and cross-border career opportunities possible without the hassle of travel and visa requirements. This means more access to global talent pools and the need to move to digitising HR practices to suit the virtual work

environment. It’s why so many of our GCC Africa colleagues are actually supporting colleagues in an increasing number of international markets.

We’re noticing that the employee experience is changing through digitalisation and automating processes, analysing, and acting on employee data to make more informed decisions; and implementing self-service channels are still areas of focus for HR professionals.

HOW IS TECHNOLOGY CHANGING THE HR PROFESSION?

Technology is helping HR professionals better manage administrative tasks, elevating their offering with smarter and faster solutions. Technology boosts the efficiency of the recruitment process, making it quicker and more cost-effective while creating better candidate experiences. There are products that deliver single-platform solutions and hyper-personalised experiences for candidates, recruiters and employees as well as AI technologies that are user-friendly, and that assist candidates with selfscheduling to interactive chatbots on career websites.

At TransUnion, we’ve set up a comprehensive digital onboarding process to create on demand microlearning experiences as well as mobile-

enabled solutions that ease the time and travel requirements, giving our people time back to work smarter and not harder.

HOW CAN THE EMPLOYEE

EXPERIENCE BE IMPROVED?

Employee experience should be a key focus of the leadership team, and top of mind in every HR solution design. At TransUnion we invite colleagues to participate in the design process of HR solutions, which also ensures that the needs of our people are taken into account as well as creating opportunities for employees to openly share their feedback so solutions are impactful and meaningful.

WHAT CHALLENGES HAVE YOU FACED IN YOUR CAREER AND HOW DID YOU OVERCOME THEM?

The challenge has been moving into

leading a team where I was once an individual contributor and peer in the same company. The relationship dynamic will naturally change in a situation like that, and when I had my first 1-on-1 with each team member as their manager, it was quite awkward and strange, especially when I started taking notes. This of course did not remain a challenge as we just needed time to adjust and I did not change as a person, it just meant that my feedback carried more weight and was more impactful.

In my role at TransUnion’s Global Capability Centre Africa (GCC Africa), I’ve always made a point of engaging with everyone equally and respectfully, with that experience in mind. n

PUT THE WORK IN WELLNESS

Stay happy, stress-free and active with Virgin Active’s Workplace Wellness programme.

Partnering with us unlocks exclusive corporate specials and provides your employees with a 20% discount on their membership fees. This not only encourages a culture of fitness but also makes wellness more accessible to your team.

Investing in employee health pays dividends, as healthier employees are more focused, energized, and engaged in their work.

Drop your company details for more information on our workplace wellness programmes or call us on 0860 GET FIT . Email workplacewellness@virginactive.co.za for a complimentary team building experience for your employees.

Leading a digi-first culture

Meet

Trishen Moodley

By Sinazo Mkoko

“My unique approach looks at understanding the current business situation, identifying the delta and visualising the end solution. This allows me to clearly define the requirements ensuring that the business stakeholders' expectations are always met.”

These are the words of Trishen Moodley, who has been leading technological innovation as the Head of Information Technology at Liquid Intelligent Technologies in South Africa. Since joining the team, Trishen has taken the business to greater heights and made decisions that have significantly and positively contributed to business growth.

Liquid Intelligent Technologies is a business with a telecommunications heritage, and its processes have long been known to be people-based and expensive to execute. Trishen has transformed this and changed things for not only the clients but the business as well.

"We have transformed these into a digitalfirst culture and have digitised all interactions with our business, resulting in increased revenue, lower costs, a higher EBIDTA, and a substantially improved NPS. "Being part of the executive committee has given me the ability to translate the metrics in the company’s balanced scorecard to technology initiatives that deliver tangible business value that shift the key levers of the business and lead the business by providing technology solutions to complex business problems," he says.

He shares that his proudest achievement as a business analyst was defining the customer master data management solution for Liquid Telecom. This involved combining and linking customer data from 17 disparate sources to create a single customer master record.

Trishen adds that he’s currently working on a software-defined network programme that will transform the way services are delivered to customers and will be the first of its kind on the African continent.

"Customers will be able to place orders on a world-class self-service capability and have their services provisioned in minutes using our software-defined network."ouching on his interest in technology, Trishan says he has always been passionate about system analysis.

"I have the innate ability to critically and analytically analyse business problems, workflows, and data to create innovative solutions for even the most challenging business problems. I have developed a wide array of analysis and design techniques, which is an asset to my career profile and aspirations.

"My biggest achievement as a systems analyst was defining and overseeing the implementation of a systemdriven lead-to-cash process for Liquid Telecom. Before this implementation, Liquid Telecom had difficulty linking its sales pipeline to billed revenue. and

this implementation solved the massive revenue leak that the organisation was experiencing."

He says his primary role when he joined the company was to design and oversee the implementation of the group CRM application across 16 operating companies spread over Africa, Mauritius, the UK, and the UAE. He says he's had the pleasure of working with and managing multivendor strategies, creating a high level of employee engagement to deliver a leading customer experience by embracing a culture of diversity in the team."I have also had the opportunity to define Liquid Intelligent Technologies’ entire data architecture. This includes the organisation’s business process and the governing set of rules, policies, standards, and models that govern and define the type of data collected and how it is used, stored, managed, and integrated within an organisation and its database systems."

At the 2023 Africa Tech Week Awards, Trishen of Liquid Intelligent Technologies scooped the Business Leader of the Year award.

The award recognises a communityminded thought leader who demonstrates the drive to improve business engagement and demonstrates the success they contributed to the strategies transforming parts of a business through AI innovation; Trishen proved to be such a thought leader. n

Mentorship as a tool for growth

By Merissa Himraj Business Executive

Mentoring and mentorship are some of the most valuable tools in your career growth and development. As someone who has been mentored as well as being a mentor, I am a super fan of this way of learning and growing.

For the mentee, it’s like having your personal coach or advisor with whom you can discuss any challenges you might be facing in the workplace or personally that relate to work performance. A good mentor creates a safe psychological space for you to explore different ways to problem solve. As one of my favourite mentors once said, “ you hold the key, I just help you unlock the right door.”

The mentor’s role will be to help you with tips, techniques, and training or observation that allow you to solve your problems whilst you continue to learn as you do so. A mentor is not going to have the answers to your every problem, what they will teach you is how to think critically, and problem-solve without fear. They will also guide you in terms of career growth and what your roadmap might be for future success. Mentors can also teach you critical skills like networking, closing sales or making difficult decisions in an informed manner.

For the mentor, the benefit of sharing your experience to help someone grow their career is both rewarding and educational. Having mentored different types of people over time, I learnt that mentorship keeps you on

your toes, as the problems you might assist in resolving can range from time management to more complex issues like team leadership, respectfulness, and discrimination. Watching someone grow from being uncertain about making decisions to becoming more confident in making a call, and sticking with it is an amazing privilege.

In my opinion, the big winner in any mentorship programme when done right is the business that invests in this way of growing knowledge. What you end up with are critical problem solvers who are confident with delivering on business imperatives in a way that will sustain the business. As part of the WPP and GroupM networks, Wavemaker is part of several mentorship initiatives from WPP Stella which is a programme for female business leaders, to GradX which is a GroupM talent initiative, that has mentorship baked into the programme pillars. In addition, several senior members of the Wavemaker EXCO and MANCO act as mentors in their personal capacity to grow talent in our industry.

More organisations are realising how important mentoring and mentorship are to future-proof not only their organisations but long-term business networks too. Our next focus should be to consider the role of sponsorship in business. Sponsorship is the natural evolution in the mentorship roadmap and one that when done right will enhance and complement an individual’s career growth. n

Cultivating a culture of abundance

By Chris Ogden, CEO of RubiBlue

A culture of abundance isn’t packed with cake and coffee, it’s teeming with engaged employees and cooperative thinking.

MINIMISE POOR PERFORMANCE

A culture of abundance in the business can be easily described as a buzzword. It’s certainly leapt up in business articles, podcasts and books. It’s the soughtafter culture that puts everyone in the centre of an abundant workplace where resources, recognition and relationships are equal and accessible. However, it’s not an easily achieved goal, nor is it simply a hype or a hot trend. If given the right leadership attention, if made part of a business strategy, and if embedded within the organisation’s culture – this trend has the potential to minimise toxicity and poor performance while enhancing productivity, engagement and growth.

TAKE A HOLISTIC APPROACH TO PLANNING AHEAD

The first step is to have a plan. What does a culture of abundance look like to you? How do you plan to achieve this within your current climate and structure? Once you’ve got a clear idea of what kind of culture you want to achieve, and how this drives abundance within your business, then you need to document it, and

preach it. Yes, include wellness and health factors. Yes, consider personal and career growth. Yes, unpack equality and diversity and what this means for your people. But also, be realistic about how you can achieve these goals and how well they will go down with your people.

GET YOUR PEOPLE’S BUY-IN

Taking this plan further will need a set of moral fibres. Loosely translated – you can’t create this vision of a culture of abundance and then only apply certain rules to leadership. There has to be moral and ethical tenets that uphold your plan because these will weave a fabric that will last. They will also be the primary reason why other people

buy into your culture. And you need people’s buy-in. Your culture will fizzle and pop if only two leaders and the guy in Marketing like the plan.

CREATE HEALTHY HABITS TO DELIVER CONSISTENTLY

So, this means be consistent. Live the plan every day. Be the leader that upholds what the plan stands for. Erode cynicism and criticism with actions that prove the plan right, and their concerns wrong. Show people how these actions and strategies deliver meaningful results, and how they can benefit if they become engaged. Don’t stop, don’t get tired after a year, or two years. Live it until you don’t notice that you’re doing it anymore – it’s become a habit.

WANT A CULTURE OF ABUNDANCE? LEAD BY EXAMPLE

If you get people to believe in this vision, then they will become the multipliers that you need to embed this into your company culture. Lead them by example, and help people when they’re stuck or unsure. This creates a transparent and engaging platform from which people can engage with you and your business. If you’re open to discussion around your culture and the vision that shapes it, then you’re allowing people to connect with what it represents on their own terms. This transforms a plan from a document to a living breathing culture that self-evolves, that grows, and that will consistently take you and your people into a successful and engaged future. n

How to build a team of leaders

By Heléne Smuts

Perhaps the best way to power up your business is by empowering the rest of your team to be leaders. Do you wish your staff would come to you with solutions, not just problems? Here’s a leadership tool to help you nurture leaders in your team and build a coaching culture.

BUILDING A TEAM OF HIGH-PERFORMING LEADERS

COLLABORATIVE CONVERSATIONS

Encouraging collaborative conversations allows team members to reflect on their situations and challenges. By creating an environment where team members can openly discuss their experiences, you foster a culture of mutual support and continuous improvement. These conversations are not just about airing grievances but about collectively brainstorming solutions and learning from each other’s perspectives.

SOLVING THEIR OWN CHALLENGES

Empower your team by giving them the opportunity to solve their own challenges with you acting as a soundboard. This approach encourages autonomy and critical thinking, essential traits for any leader. When team members feel supported yet independent, they are more likely to take initiative and develop innovative solutions. Your role as a leader shifts from being a problem-solver to a facilitator of problem-solving, which can lead to more sustainable and scalable outcomes.

EXPRESSING AREAS OF FOCUS

Provide your team members with the opportunity to express what they regard as their areas of focus. This allows them to take ownership of their development and align their personal goals with the organisation’s objectives. By fleshing out these focus areas, you can help them set clear, actionable goals and create a roadmap for their growth. This alignment not only boosts their engagement and motivation but also ensures that their efforts contribute directly to the organisation’s success.

THE IMPACT OF A COACHING

CULTURE

Building a coaching culture within your organisation can have a significant impact on performance, customer service, and employee engagement. According to the Human Capital Institute and International Coaching Federation’s 2018 report on “Building a Coaching Culture for Change Management,” organisations with a strong coaching culture are more likely to be high-performing and resilient in the face of change.

HIGH PERFORMERS

61% of organisations with a strong coaching culture are also classed as high-performing organisations. This statistic underscores the correlation between coaching and overall organisational performance. By investing in coaching, you equip your team with the skills and mindset needed to excel in their roles and contribute to the organisation’s success.

CUSTOMER SERVICE

82% of organisations with a strong coaching culture said their organisation had fared either above average or one of the best compared to competitors. Effective coaching can enhance customer service by improving communication skills, empathy, and problem-solving abilities. When employees feel supported and capable, they are more likely to deliver exceptional service and build lasting customer relationships.

EMPLOYEE ENGAGEMENT RATINGS

69% of organisations with a strong coaching culture said their organisation received higher or much higher employee engagement scores than two years ago. Engaged employees are more productive, satisfied, and loyal. A coaching culture fosters a sense of belonging and purpose, which can significantly boost engagement levels and reduce turnover.

ACCESS TO A LEADER WHO USES COACHING SKILLS

70% of people surveyed said that access to a leader with coaching skills was helpful in delivering change management initiatives. Leaders who coach can effectively guide their teams through transitions, helping them navigate challenges and embrace new opportunities. This support is crucial in maintaining morale and ensuring successful change implementation.

In conclusion, empowering your team to become leaders through coaching can transform your organisation. By fostering collaborative conversations, encouraging autonomy, and aligning individual goals with organisational objectives, you create a high-performing, engaged, and customer-focused team. Investing in a coaching culture not only enhances your team’s capabilities but also drives your business’s success. n

Sanlam

Putting people first and turning principles into practice

Sanlam Human Capital leadership

Sanlam’s recognition as a Top Employer and one of South Africa’s Top 500 Best Managed companies, reflects its peoplecentred approach to human resources, highlighting its dedication to cultivating a rewarding and supportive work environment where employees can truly thrive.

At the heart of the company’s HR strategy is its ongoing review of its people practices. This assessment helps it to remain attuned to the evolving needs of its employees and create a space where both individual and organisational growth are priorities. By regularly benchmarking its human capital strategies against industry standards and actively gathering employee feedback through various listening channels, Sanlam guarantees an exceptional employee experience rooted in relevance and engagement.

Sanlam Group Human Capital Executive Sana-Ullah Bray says, “At Sanlam, our people are at the heart of everything we do. That’s why we’re committed to creating an exceptional employee experience. We believe that investing in the wellbeing and development of our employees empowers them to reach their full potential and drives the success of our business. We continue to focus on employee improvement, feedback, and innovative initiatives that enable us to attract, retain, and nurture top talent.” Central to Sanlam’s success is its focus on attracting, hiring, and retaining diverse

“At Sanlam, our people are at the heart of everything we do. That’s why we’re committed to creating an exceptional employee experience.”

talent. The company recognises that its competitive edge in the global market is built on the strength of its people. To sustain this, it emphasises creating a workplace that not only attracts top talent but also nurtures and retains it.

Sanlam’s approach to culture and leadership further enhances its position as a Top Employer. The company is committed to embedding a strong leaderled culture that guides and supports the teams, creating a positive, collaborative environment that encourages every employee to perform at their best.

In a rapidly changing business landscape, agility and efficiency are crucial. Sanlam addresses this by supporting the effective implementation of business transactions and enabling high-performance teams across the Group. This ensures that the organisation remains responsive to market demands and operational challenges, positioning itself for sustained success.

Recognising the importance of continuous learning in today’s dynamic work environment, the company is also committed to empowering employees to adapt, innovate, and excel, supporting employees to remain relevant and capable of meeting the challenges posed by an ever-evolving workplace.

Technology also plays a vital role in Sanlam’s HR strategy. The company is digitally transforming its Human Capital

value chain and enhancing its data architecture to deliver actionable insights that drive business success. The integration of digital tools ensures that the organisation’s decision-making processes are informed, strategic, and aligned with its broader goals.

As Sanlam continues to grow, its people practices position the organisation for future success. By focusing on employee development, building strong leadership capability, and digital transformation, the company is confident in its ability to meet future demands, including the integration of AI and other technological advancements. This approach cements it as a leader not only within the insurance industry but also as an employer of choice, committed to the growth and wellbeing of its people.

Contact us

Address: Sanlam Head Office, 2 Strand Road, Bellville

Telephone: +27 21 003 6500

Website: sanlam.co.za

LinkedIn: Sanlam

Facebook: Sanlam

Twitter: @sanlam

Always forward and never backward

Interview with Serena Kesari, Head of Human Resources, Mondi South Africa

Mondi South Africa’s award-winning Head of Human Resources, Serena Kesari, is driven by a commitment to doing the right thing, placing the well-being of the organisation’s employees at the centre of everything she does. The two awards Mondi South Africa took home at the 2024 Future of HR Awards, the Employer of Choice: Large Organisation and the HR Leader of the Year Award, reflect their hard work and dedication to creating an environment where they feel valued and empowered. “We grow, create, and inspire together as inclusive teams, performing purposeful jobs in safe and supportive workplaces,” says Serena. Here she tells us how Mondi has been empowering women in the organisation and how they’re working to reach their sustainability targets.

You have been Head of HR at Mondi for nearly 2 years – what have been your greatest challenges and how did you overcome them?

At Mondi, the greatest challenges have been the war for talent and increasing women’s representation in manufacturing. Talent competition is intense, with national industry turnover at 16.7%. Mondi South Africa has maintained a significantly lower annual turnover than the industry average. This success stems from strong employee engagement, leadership development, brand building, market mapping, and robust talent pipelines.

Mondi Group aims to achieve 30% women representation by 2030, and Mondi South Africa has already reached this milestone in 2024. This success is the result of intentional female appointments, maintaining a strong focus on women in our student pipeline, and a commitment to fostering a culture of diversity and inclusion. While there is still work to be done, these milestones highlight progress.

What has been your most memorable “aha” moment?

One of my most memorable “aha” moments happened early in my career. Freshly qualified as a board-certified

industrial/organisational psychologist, I was proud of my achievement. Then came my first job: taking minutes, binding training manuals, and photocopying. I felt frustrated because real-life work experience wasn’t matching up to what I had studied.

After about a year of administrative tasks, I had built tolerance. It no longer made me feel frustrated and I began to enjoy seeing familiar faces. I was happy, though I didn’t quite know when this internal shift happened.

Upon reflection, it was through those administrative tasks that I learnt so much about the business and built relationships with stakeholders. This eventually led to my personal and professional growth. The “aha” moment was realising that in every task or person you meet, there is an opportunity to learn something. No matter how mundane or ordinary a situation may seem, you can still grow and learn if you shift your mindset.

What excites you about what you do? I love making a difference, no matter how big or small. I believe in leaving things better than I found them. In HR, there are endless opportunities to do just that. Whether contributing to a leadership development discussion, welcoming a new hire, or refining a policy –every action plays a part in enhancing the employee experience. Each step, no matter how small, helps create a better world of work. For me, it’s about showing up with purpose and striving to leave a positive mark. Together, we can always leave things better than we found them!

Please share about the Mondi Action Plan 2030.

The Mondi Action Plan 2030 (MAP2030) sets out the actions, targets and milestones we need to achieve to meet our ambitious 2030 sustainability commitments. It is a framework built on our purpose of contributing to a better

world by making innovative packaging and paper solutions that are sustainable by design.

Our efforts are focused on three key areas:

• Circular driven solutions: Innovative packaging and paper solutions that keep materials in circulation and avoid waste

• Empowered people: An empowered and inclusive team that contributes to a better world

• Taking action on climate: Climate resilience through our forests and operations for the future of the planet

Do you have a message of inspiration for our readers?

This is a tough one, but one of my favourite quotes is simple yet powerful: “Always forward, never backward!” Life brings tough moments—regrets, setbacks, and feelings of being overwhelmed. But the key is to keep moving forward. Even small steps can lead to big things. With momentum and the willingness to adjust along the way, success will follow. It’s about progress, not perfection, and trusting that each step brings us closer to where we are meant to be.

Contact us

Address: Merebank Mill

Travancore Drive, Merebank, 4052

P.O. Box 31024, Merebank, 4059, South Africa

Telephone: +27 (0)31 451 2538

Fax: +27 (0)31 451 2742

Website: www.mondigroup.com

LinkedIn: Mondi Group

AN INSPIRED FOUNDER

Inspired by a vision of making a difference and driven by a mission to uplift marginalised communities, Zakhele Mgobhozi founded Modern Centric Holdings (MCH). The company began with a laser-like focus on transforming lives and advocating for social equity and inclusion - and over the years has evolved into a multi-award-winning organisation, rooted in the principles of sustainable development. MCH is now a dynamic collective of subsidiaries dedicated to creating impact through human capital solutions, community upliftment, and diverse youth empowerment initiatives. The company’s journey is captured in the mission #ModernCentric1million , reflecting Zakhele’s dream to positively impact the lives of over 1 million individuals in his lifetime.

PRODUCTS AND SERVICES

Modern Centric Holdings delivers a broad range of services across its subsidiaries, each designed to drive social and economic impact. These include human capital solutions, recruitment, and project management. Modern Centric Holdings also provides accredited training and skills development through Modern Centric Academy, agricultural support with Modern Centric Agricultural Solutions, and event management, planning and consulting via Modern Centric Events.

Modern Centric Holdings Founder Zakhele Mgobhozi: Dedicated to Economic Inclusivity

The social responsibility arm, Modern Community Foundation, leads initiatives such as the Zakhele Reusable sanitary pads, Shumela Hayani- agricultural training, DEI workshops, Adopt a Family initiative and the I AM ME conference offering support to Persons with dis-Abilities and the LGBTQIA+ community. Together, these subsidiaries create a cohesive ecosystem for growth and empowerment.

WHAT SETS MODERN CENTRIC HOLDINGS APART FROM THE COMPETITION

As a Level 1 BEE contributor, Modern Centric Holdings stands out by integrating a social impact-driven approach into all its operations. Unlike many competitors, MCH’s focus extends beyond profitability to foster lasting social transformation. The company’s commitment to diversity, equity, and inclusion is deeply embedded in its corporate DNA, seen in initiatives supporting Persons with dis-Abilities, marginalised communities, youth empowerment, and the LGBTQIA+ community. Additionally, MCH’s strategic alignment with the United Nations Sustainable Development Goals 2030 and the Leave No One Behind agenda, ensures that every subsidiary not only meets business objectives but also contributes meaningfully to sustainable development. This dedication to inclusivity and transformation sets MCH apart as a leader in social responsibility.

MOST MEMORABLE MOMENTS

One of the most memorable moments has been witnessing the growth and success of employees from underserved backgrounds. Empowering individuals through skills training, mentorship, and seeing them advance professionally has been incredibly fulfilling. Another highlight

was offering B2B DEI workshops, fostering diversity, equity and inclusion within communities and corporate South Africa. These workshops address issues often overlooked in corporate spaces, creating a more inclusive workforce. The pride of seeing Modern Centric’s values resonate within the team and impact the broader community stands out as a remarkable achievement in my HR journey.

A MESSAGE OF INSPIRATION

My message to readers is to lead with purpose and never underestimate the power of compassion in business. Real, lasting change comes when we focus on uplifting others and addressing inequalities head-on. Modern Centric Holdings is built on the belief that no one should be left behind. I encourage each person to recognise the impact they can have by choosing to support, empower, and inspire those around them. Together, we can build a future where every individual has the opportunity to thrive, regardless of background or circumstance. Embrace your journey and believe in the change you can bring to the world. n

Contact us

Address: 26 Sturdee Avenue Rosebank, Johannesburg, 2196

Telephone: 010 003 7864

Email: info@moderncentric.co.za

Website: www.moderncentric.co.za

Discover the latest trends, success stories, and thought leadership in our 23rd edition of Impumelelo Top Empowerment

The evolution of HR technology

By Jessie Taylor

Technology, artificial intelligence (AI), and machine learning are becoming a part of our daily lives and are increasingly influencing our workplaces. More than a third of companies today use AI in their business, with an additional 40% exploring the ways it can be used.

One survey found that almost 90% global organisations believe that AI will give them a competitive edge, and around 40% of large companies said they plan to invest further in AI services.

But this increasing use of technology doesn’t stop at automating tasks or making workflow more efficient – it has great potential for adoption in the HR space to retain talent and improve working environments.

Here are just some of the trends being shaped by increased use of technology in the HR space.

1 Using the power of new digital worlds

HR will be increasingly shaped by new digital worlds, such as the Metaverse and gamification. These can be used as essential tools to bring staff together.

Gamification is becoming a popular tool for HR practitioners and involves using game principles and techniques in a non-game context. It can be used to engage employees in learning new skills or knowledge or to encourage staff to reach their goals through the use of points, badges, and leaderboards.

Gamification provides mechanisms for recognition (stimulating progress), feedback, fun and collaboration. It is often used to draw the attention of job candidates and raise interest in job openings through the use of digitally supported recruitment that speeds up the process and helps to evaluate the future job performance of the applicant. This could play out through a game, for example, that virtually simulates the workplace experience, providing points for performance.

Onboarding is another process that can be digitised using gamification techniques. Digital platforms that allow new recruits to collaborate while learning about compliance, ethics and procedures are successfully being used by a number of companies and could be paired with a virtual office tour.

The Metaverse – essentially a virtual work where people can interact as three-dimensional avatars - could be harnessed for virtual events, employee onboarding, career fairs, and meetings. Around a quarter of people will spend an hour in the Metaverse every day within the next few years, and this space could be harnessed to build a creative, collaborative, and productive world without being restricted by physical conventions.

2 Flexible working environments and technology

Remote working will continue to be a trend, with many employees actively seeking out work opportunities that allow for hybrid working. To enable an environment where remote working is feasible, companies will need to ensure they have communication and collaboration tools that allow all employees to stay connected no matter where they are.

Around one in five HR managers say that hybrid working is likely to be a priority over the next three years, and processes such as onboarding, feedback, coaching, learning, and wellbeing will largely need to be adapted to online platforms to allow for remote workers.

Technology can assist businesses in managing hybrid workforces, and around 16% of businesses are adopting technology to monitor their employees’ productivity. Others rely on mobile apps to ensure employee wellness or online onboarding platforms for new recruits.

Hybrid work impacts HR practices and technology investments, and companies are increasingly finding they need to create a framework that defines how hybrid working will be managed. HR plays a critical role in defining these conditions, especially as these policies impact employee wellness. . Research suggests that almost 90% of employees at organisations with clear hybrid working guidelines feel connected to their job and their team. This drops to around 64% in organisations without such guidelines.

The guidelines will need to dictate what days team members will work in-office, how remote working will be managed, the core hours for remote and hybrid workers and how managers should review team members in the hybrid work model.

Companies will also need to ensure their workforce has the technology and hardware (such as headsets, video cameras, mobile lighting etc.) that can be transported between home offices and company offices.

3 Where technology and employee wellness meet

This is why employee wellness will remain a focus for HR practitioners, especially in the face of increasing technology use and remote working.

Estimates say that workplace stress brought on by the pandemic was experienced by three out of five people, and issues such as the energy crisis, inflation and increased cost of living are adding to the stress experienced by employees.

Employee burnout has become a significant concern in the post-pandemic world, and applications are more and more choosing companies that prioritise employee wellness.

These programmes may include benefits such as mental health services and encouraging self-care, but they will also need to address technology use among employees.

The digital transformation, while allowing for many workplace advancements, has also triggered mental health problems for some employees. This is in part due to intensive remote working and sole technology-based interactions.

Finding ways to minimise the intrusion of technology on employees' lives while prioritising communication and connection with online platforms will be a goal for many HR teams in the next few years. Understanding when and how technology can support employee wellbeing is going to be essential for HR teams as they look to prioritise employee health.

4 The role of technology in retaining talent

One of the skills HR practitioners will have to master to retain talent is creating digital trust. Digital trust is the confidence workers have in the ability of people, technology and processes to create a secure digital world while they are at work.

In the past, digital trust has largely been focused on consumers and users to ensure data integrity, privacy and security. However, this safety needs to extend to employees as well and can be eroded by exposure to phishing attempts or the overuse of technology that monitors employees, such as spyware. HR practitioners will need to consider using open and transparent digital tools to track and report on work performance to mitigate this digital mistrust.

Along with digital transparency, retaining talent will require HR practitioners to focus on company culture over the next few years.

More than half of HR practitioners say they will be focusing on company culture over the next three years.

A record number of people quit their jobs during the great resignation in 2022, and today creating a healthy company culture to keep top talent has been cited as a high priority by most companies. To retain talent, companies will need to provide cultures built on transparency, autonomy, control, a sense of belonging, connectedness, and authenticity – and technology can be harnessed to help grow a number of these.

HR practitioners will need to focus on supporting employees as they reprioritise their time and focus towards meaningful work. This will require establishing social contracts with the use of HR tech and tools while driving hybrid company cultures.

5 Technology and AI as HR tools

As workplaces embrace technology, AI and machine learning, so too will HR departments have to incorporate these features into their work

Many HR departments are already relying on algorithmic HR, which uses people analytics to inform their choices. This means decisions are based on objective data instead of human observation. Research shows that around half of HR managers say they are already using AI in their departments, and close to 60% are using people analytics.

This type of technology can be useful in employee monitoring in terms of targets or deadlines and can automatically trigger rewards for good performance without any human bias.

Removing bias is favourable in the hiring process, and technology is likely to play an increasingly important role in this sphere. Using AI to assess a person’s skills and experience removes the possibility of them being discriminated against on the basis of gender, race or disability. Predictive modelling could indicate employees are likely to leave the business and allow HR practitioners to intervene to retain those employees.

HR practitioners will have to become more comfortable using data and working with predictive analytics, which anticipates behavioural patterns before they occur. They will have to learn to derive insights from this technology and translate them into interventions for the workforce.

But there is also likely to be the incorporation of AI for HR functions such as hiring and firing, growing the candidate pool, and facilitating employee engagement in the workplace. n

The role of AI in inclusive recruitment

By Archana Arakkal Practice Lead: Intelligent Data Engineering at Synthesis Technologies

While many South African women find it challenging to access positions in the ICT sector in general, the recent interest in artificial intelligence (AI) provides them with a perfect platform to acquire new skills to access more specialist jobs. AI brings with it the opportunity for women to reinvent themselves and reskill for a more digitally-driven environment. Women can embrace the new wave of technology to align their skill sets to better reflect the agile needs of modern organisations.

Of course, AI opens the doors for all genders to embrace the thought

revolution currently underway in ICT. This starts at a young age with learners getting access to more information about STEM that appeals to their curiosity in how the Fourth Revolution is improving the world around them. Over the years, some of humanity has been lost when it comes to skills development.

People have had to become more corporate-focused and, as a result, more thick-skinned to approach their jobs like machines. Emotional intelligence has fallen by the wayside in the push to become more efficient due

especially in the ICT sector. However, AI brings with it the opportunity to move more mundane jobs to the machines and enable people to strengthen their softer skills to deliver strategic value. Freeing up this capacity to build more emotional intelligence can help people across genders become more fulfilled. Women and men bring with them different approaches. It is therefore not a ‘one versus the other’ scenario. Teams that benefit from these respective skill sets stand to become more dynamic, agile, and relevant to modern organisational needs.

CHANGING PERCEPTIONS

One of the ways to change legacy thinking around gender roles in ICT is to move beyond the perceptions that tech is just about coding or building hardware. The sector has become so diverse that it offers something for people with any interests. For instance, if you are a painter there are opportunities in graphic design. For analytically-minded people there are opportunities to be project managers. The list goes on.

Changing perceptions and giving people visibility into the options available to them in tech must therefore be prioritised at a grassroots level. This is where it is important for the

ICT sector to provide support where needed. I have been fortunate that all the companies I have been involved in have given me this support to break through the glass ceiling. I, like many other females in tech, want to help create even more support mechanisms to make the industry more accessible to females.

This also requires those in senior positions to make time for people trying to break into ICT. It is therefore essential to drive a realisation that technology caters for people across genders with all interests. Techies are not only passionate gamers, but they can be rock climbers, gardeners, motoring enthusiasts, fitness junkies, and so on.

So, instead of the ICT sector focusing on what makes us different, the spotlight must be on what brings us together. And that is where the genuine interest in technology comes in. Whether you are a man or woman, people in tech love tech. They want to innovate and break boundaries.

In a very direct way, this helps organisations across verticals solve the problems they face daily. By putting more effort into unifying people across genders and not the discrepancies, the ICT sector can truly drive change with AI being one of the game-changing enablers to do so. n

Tailoring your workspace to retain and attract talent

By Andile Mgudlwa Managing Director of Facilities Management Division at Empact Group

There is very little doubt that dealing with the global pandemic resulted in a significant shift in how we perceive our workplaces. Whilst society as a whole seems to have gone back to how things were before March 2020, the workforce and the businesses they are employed by seem to be divided on how best to move forward.

Employers are on a drive to get people back to the office for better corporate culture and face-to-face collaboration. Workers on the other hand seem to be torn between the flexibility that comes with working remotely (and the resultant savings on transport costs) and missing the in-person interaction they have with their colleagues when they are at the office.

Hybrid working arrangements seem to be the solution that more employers are adopting to address these different needs. Most companies have put policies and incentives in place to

entice people to spend some time at the office with the option of working from home on selected days. Some of these initiatives are starting to produce the desired result, however a large part of the working population has found it difficult to abandon the comfort of their home offices.

For a significant shift to happen there needs to be a re-think in how the office is currently perceived. Insisting on keeping the office set up the way it has always been, is not an option anymore. In order to attract and retain key talent, employers need to come up with innovative ways to address the needs of the increasingly young workforce. More and more companies are now looking towards facility managers to support them develop workspaces that will provide the required balance and keep people engaged. This has resulted in a shift in the traditional role of a facilities manager, a shift referred to as “basement-to-boardroom”.

Facilities management is now seen as one of the levers that employers can utilise to drive this strategy and deliver the required results.

Facilities managers who used to focus only on maintenance and the provision of services are now spending more time thinking about enhancing the experience of people working and visiting their facilities. Companies now look to facilities managers to understand the needs of their employees as well as clients and tailor the workplace environment to meet their combined needs. In order to remain competitive in the current talent war, a company’s employee value proposition needs to stand out above the competition. Facilities managers together with their clients need to constantly keep asking themselves what the future of working in an office building looks like.

" Hybrid working arrangements seem to be the solution"

Facilities managers have a number of tools available in their toolbox to support an organisation in meeting its strategic goals

Some these tools include:

1

2

Focus on the experience: Consider what the employees need and want in a workplace environment. It could be a comfortable work area, an inspiring view, or a quiet space to work. Tailor the workplace environment to meet these needs.

Create a healthy workplace: A healthy workplace environment is attractive to potential employees. Ensure that the workplace is clean and hygienic and provide access to healthy food and snacks. Encourage employees to take breaks and provide opportunities for physical activity.

3

Provide a modern work environment: A modern workplace environment is essential to attract new talent. Consider providing up-to-date technology, ergonomic chairs and desks, and advanced software applications.

4

5

Encourage collaboration: Employees want to work in a collaborative environment. Provide opportunities for team building and encourage crossfunctional collaboration. Use collaboration friendly workspaces to encourage informal conversations and knowledge-sharing.

Promote work-life balance: Promote a healthy work-life balance by providing flexible working arrangements, such as remote work on certain days, flexible hours, or part-time work. Encourage employees to take time off and provide opportunities for training and development.

Deciding which is the best tool to reach the strategic goal will depend on the company’s specific requirements at the time and these requirements will evolve as the company’s strategy evolves. Facility managers and facilities management providers therefore need to keep their fingers on the pulse to ensure that the experience is in line with the company’s requirements. The real-time data that comes from

the CAFM (Computer Aided Facilities Management) and IWMS (Integrated Workplace Management System) technologies will ensure that decisions made are informed and data driven. That way the facility managers will always support the organisation by enhancing the workplace experience to meet the ever-changing requirements of the workforce.

As Managing Director of the Integrated Facilities Management Division at Empact Group, chemical engineer Andile Mgudlwa went on to complete his Masters in Engineering Management, with a particular interest in renewable energy. Andile is committed to ensuring Empact Group’s Facilities Management is at the forefront of the sector. n

CPOs - nurturers of inclusive and positive organisational culture

Helping to re-imagine organisations

By Sinazo Mkoko

In today’s ever-shifting business environment, organisations have to be agile in their decision-making as they ride the waves of disruption.

This, according to the report by the Society for Human Resource Management (SHRM), requires the Chief People Officer (CPO) to develop a people strategy that "prioritises self-organising teams, transparency, experimentation, and collaboration."

WHAT IS A CHIEF PEOPLE OFFICER,

AND WHAT EXACTLY DOES THE ROLE ENTAIL?

Teamflect describes the CPO as a high-level executive responsible for overseeing and managing an organisation’s human resources and people-related strategies.

"This role goes beyond traditional Human Resources functions and focuses on cultivating a positive work culture, fostering employee engagement, and aligning the company’s workforce with its overall strategic goals," they said. Among other things, CPOs lead the recruitment

processes to ensure the organisation not only attracts and retains top talent but also implements learning programmes to develop employee skills and career growth.

They are also responsible for nurturing an inclusive and positive organisational culture and enforcing fairness by being advocates of Diversity, Equity, and Inclusion (DEI).

In its 2023 report, SHRM, a global HR association with a mission to elevate Human Resources, says it takes agility and courage on the part of the CPO to move an organisation forward in a new direction.

"The CPO must have the ambidexterity to become a business leader and an architect of successful business initiatives while also continuing to support HR’s operational activities.

This mandate requires that the CPO have the foresight to create the organisational structure and find and land the talent required to win on the

new frontiers of competition."It is vital for the CPO to take on this mandate and make it a strategic priority in order to be better able to respond to new threats as well as opportunities. Considerable upside exists for HR leaders and their teams who embrace a forward-thinking, agile mindset," the report said.

CHALLENGES OF THE ROLE

Among the top challenges facing CPOs across the globe, these executives state that creating a sense of belonging among employees remains a problem as each employee has different needs. What makes one employee feel like they belong might not necessarily be the same for the next.

Managing change and employees is another challenge that CPOs face.

Change, while needed for the growth of the business, is not always great for employees, as some end up being laid off and losing their jobs, and the CPO has to manage such challenges.

RE-IMAGINING THE ORGANISATION

The report states:

There is a huge risk of not getting culture and leadership right. Without these foundational elements, companies will not be able to attract and retain high-value talent, engage the workforce to execute the business model, or accelerate innovation; therefore, it’s essential that HR executives rethink traditional culture and leadership models and take action to imagine their organisation anew:

Make inclusivity a business imperative: CPOs must position an inclusive culture as a business imperative, not an HR initiative; yet, there is a gap between CPOs and CEOs regarding their progress in using culture to enable the organisation.

Live your values: Support for an inclusive culture begins at the top through effective role modelling and communication. Senior executives serve as stewards of an inclusive culture. They need to engage the workforce through an ongoing narrative highlighting how the organisation lives its core values. That engagement will help drive collaboration, which is critical to unleashing the power of a diverse workforce.

Addressing bias: Unconscious bias is often a roadblock to building an inclusive culture. Left unaddressed, it can impact decisions on recruitment, performance management, promotions, succession planning, innovation, team composition, and more.

Organisations will want to identify indications of these biases, conduct unconscious bias training for their leaders, and measure the results of holding leaders and managers accountable for eradicating bias in the workplace.

Empower leaders on the frontlines: CPOs must empower leaders on the frontlines to create a "safe" environment where there is a tolerance for risk-taking and workers can freely share ideas without fear of negative repercussions. In a safeto-fail environment, workers feel like they are part of the team, take ownership over their contributions, and feel safe to experiment and test new ideas. This environment is the necessary underpinning of an innovative workplace that looks to solve previously unseen problems and create value in new ways. n

SOURCES: TeamFlect|SHRM|

We’re all human

What you need to know about mental health in the workplace

By Silke Rathbone Principal Partner, LabourExcel

There is no doubt that mental health issues have been around for a very long time, and managing staff who are experiencing these issues still needs to be dealt with delicately. With the onset of the pandemic, mental health-related illnesses and ailments have become front and centre in our world. However, many employers do not know how to deal with this. The truth is that one needs to manage possible mental health problems as you would any ill health or injury.

With reference to the CCMA’s info sheet on Ill-Health and Injury of 2017, an employer should apply the standard conditions and rules when an employee cannot be at work.

The basic sick leave conditions are (herein taken directly from the CCMA info sheet) *that sick leave works in a three-year cycle. An employee who works five days per week is entitled to 30 days paid sick leave, and an employee who works six days per week to 36 days during a threeyear cycle. During every sick leave cycle, an employee is entitled to an amount of paid sick leave equal to the number of days the employee would normally work during a period of six weeks.

For example, an employee may take one day’s paid sick leave for every 26 days worked during the first six months of employment, and thereafter an employee may take the number of days he/she normally works in six weeks during each three-year cycle.

An employee may be requested to produce a valid medical certificate if he/she has been absent from work for two days in a row or more than twice in eight weeks. If the employee does not have a valid medical certificate, the employer does not have to pay the employee for the sick leave taken.

WHEN CAN AN EMPLOYER DISMISS BECAUSE

OF ILLNESS OR INJURY?

Fairness should always take the president above all rules. First, determine whether the illness or injury is temporary or permanent. Oftentimes, that may not be clear from the onset, but over time it can reveal itself. If it is not apparent, a professional may need to be called in to determine this. This is important because the following steps are different for each type of illness or injury. In keeping with the topic here, mental illness does fall within this.

PERMANENT INCAPACIT

The employer must determine whether they can:

• find alternative employment for the employee; and

• adapt the duties or work circumstances of the employee to

• accommodate the disability/illness.

• If they cannot do either, then dismissal may be justified.

TEMPORARY INCAPACITY

Where the incident seems to be a temporary issue, the employer should:

• Investigate the severity of the incapacity

The employee should be given an opportunity to state his/her case during the investigation and may be assisted by a trade union representative or a fellow employee.

Where it appears the employee most likely will be off for a very long period of time, the employer must consider all the alternatives before dismissing. These are the areas to take into consideration:

• the nature of the job;

• the period of absence;

• the seriousness of the illness/injury; and

• the possibility of a temporary replacement.

An employee who contributes to the unemployment fund may, in certain circumstances, have the right to apply for illness benefits on account of his or her illness.

Employers should make a special effort to accommodate employees who have been injured at work or who contracted a work-related disease.

While these are the legal parameters to take into account, I cannot stress enough that you are dealing with a human being and that all possible scenarios should be considered, and always look at what is fair to both parties involved. Both parties being the employee (and their collective family) and you (and your business)

A mental health condition may not reveal itself quite as clearly as, say, a broken leg, the flu, or even COVID-19, but it is still as serious and should be treated as such.

Diana Johnson, Area HR Director for BAT Sub-Saharan Africa Creating A Better Tomorrow™ by Building a Smokeless World

BAT has been around since 1902 and has evolved into one of the world’s leading consumer goods companies. We have strong foundations and are excited about our continuing transformation, our purpose to create A Better Tomorrow™ and our vision to Build a Smokeless World. We have 46 000+ employees globally and operate across three regions: Americas & Europe (AME), Asia Pacific, Middle East & Africa (APMEA) and the U.S.

Our world is changing. Many of our consumers seek new products that have a reduced risk compared to smoking. We aim to be at the forefront of this change as we strive towards our longheld ambition to provide our consumers with a wide range of innovative reduced-risk* products.

As we continue on the journey of transforming our business, we want to attract the best people and offer an inspiring place to work. As such, protecting our people’s wellbeing and listening

to their views are fundamental. We want a stretching and supportive culture founded on strong values that attracts, engages and retains diverse talents.

We are proud of the external recognition we receive each year for our standing as a leading employer in countries worldwide.

In January 2024, we were recognised as a Global Top Employer for the seventh consecutive year by the Top Employers Institute across six regions – Africa, Asia Pacific, Middle East, Latin America, North America and Europe, and in 34 markets. This global accolade reflects our commitment to nurturing and fostering meaningful career experiences to our people globally.

Diana Johnson, Area HR Director for BAT Sub-Saharan Africa, is responsible for leading a strategic HR agenda aligned to the company’s ‘Better Tomorrow’ ambition. She leads a team of more than 60 HR professionals, across 19 markets.

“In BAT SSA, alongside our People agenda, we proudly deployed a unique HR digital strategy designed to elevate the employee experience from Hire-to-Retire. Since launch, we have developed and deployed more than 16 fit-for-purpose digital HR tools across our patch. What’s more, six of them have been elevated to global standards within the BAT Group, which is a strong endorsement of their value-add to the business.”

Most memorable moments at BAT I have so many memorable moments over the last 17 years! And personally, my stint in Africa has been the highlight of my career. The amazing people I have met, the formidable cultures I have come to know and learn from, the challenging – but equally exciting – business agendas, and the privilege of leading such a great and diverse team. Something to be proud of, for sure.

Stakeholder and talent management

Various countries’ needs are not so different when you think about the overall talent principles and our bold business priorities. However, there are certainly local

nuances that you need to learn and cater for, to be effective. Our markets –and our talents – have so many different backgrounds and therefore, many different needs. For that, the HR function needs to be empowered to build a solid stakeholder and talent management plan.

The challenges of different legislative frameworks in sub-Saharan Africa

It is well-known that the continent’s regulatory environment, and its related legislation and compliance frameworks, are primary inhibitors of business start-up and growth. Personally, the excessive red tape and ‘old-school’ labour laws, human and industrial relations, tax and tax-related issues, and local regulations are the primary obstacles experienced by small companies and large multinationals, such as BAT, alike. From the HR side, we not only experience this as the effect of lost business opportunities, but also in our attempt to further expose and develop African talent across the sub-Saharan patch. Simple things like visa requirements and unreasonable processing timelines bring an extra burden. Simply bringing someone to the headquarters can easily take 6 months which can cause multiple delays to people’s career progression.

Building a Smokeless World

As a company, we have seen the world change, and many unique inventions and radical transformation moments over the years. We are changing alongside the world because we recognise that our consumer needs and preferences are also changing. Therefore, our corporate purpose is to create A Better Tomorrow™ by Building a Smokeless World - by providing alternatives to our consumers, to which they should be allowed to try, choose and migrate.

The importance of ESG Sustainability is not only important, but it is front and centre of everything we do.

As a Group, we have made significant progress on our ESG journey, endorsed by notable independent recognitions over the years, which includes as an example the Alliance for Water Stewardship (AWS) certification in South Africa and many global ones such as the 2023 Bloomberg Gender Equality Index; 2022 Workforce Disclosure; Best-in-class ISS Environment & Social Quality Score; MSCI ESG A Rating and many more.

For BAT it is clear that reducing the health impact of our business is key, as well as placing a greater emphasis on addressing environmental, social and governance impacts. With this comes a strong commitment to our sustainability agenda: switching consumers from combustible to non-combustible products, carbon neutrality, as well as eliminating single-use plastic in our products and packaging.

Bringing it closer to home, in South Africa, for example - at our Heidelberg Factory in Gauteng - we invest heavily in initiatives to drive down our energy and water consumption. As tangible examples, we optimised - by more than 40% over the past five years - our energy consumption using natural and LED lighting, motion sensors, and solar panels. And, an intricate water recycling process has allowed us to decrease freshwater usage by 50%, leading to our most recent AWS certification. From the HR side, we are not only living our ‘Do The Right Thing’ value, we are elevating the company’s employee value proposition as we ensure our ESG commitment is in line with our talent needs and the companies they choose to work for.

Exciting plans on the horizon

We have exciting plans in motion this year, which we’re calling the year of ‘Excellence in Execution’ across BAT Sub-Saharan Africa. We have recently unveiled an inspiring set of new corporate values. We have also launched a thought-

provoking ‘Sustainable Decision Making’ programme led by business leaders and, within our DEIB agenda, our new female-targeted mentorship programme (Shemuka) is flying high.

A message of inspiration

Something I not only believe but serves as a mantra for me: “Don’t delegate your motivation to others”. This is how I’m able to keep my energy levels high and bring a balance of hard work and fun to my day-to-day life. I don’t expect others around me to motivate me; I do it for myself, as we all need to be kind to ourselves. And with this mindset, your level of expectations dramatically changes... you will be the one assessing and working towards your motivation drivers. It might seem counterintuitive in some ways, when we are so used to delegating this to our employers – or even our line managers, but it is quite powerful to bring that responsibility to you, taking accountability for what makes you smile.

* Based on the weight of evidence and assuming a complete switch from cigarette smoking. These products are not risk-free and are addictive. n

Contact us

Address: British American Tobacco South Africa, Waterway House South, No 3 Dock Road, V&A Waterfront, Cape Town

Telephone: +27 21 003 6500 Website: www.batsa.co.za

Unlocking your leadership potential

Compose your masterpiece and harmonise your team with Blanchard South Africa

“We have great leaders!” This phrase often echoes through the halls of businesses worldwide. Everyone believes their leaders are maestros, skillfully conducting and inspiring their teams. But what truly makes a great leader?

Leadership is similar to playing a musical instrument. While raw talent provides a solid foundation, it is the dedication to relentless practice that refines and elevates one’s abilities. Just as a musician must regularly tune their instrument and master complex compositions, a leader must continually develop their skills, adapt to new challenges, and inspire their ensemble. Without consistent effort and a commitment to growth, both a musician and a leader risk becoming rusty, losing their edge, and failing to perform at their best.

Effective leadership, like a beautiful symphony, is the harmonious result of natural aptitude, relentless practice, and an unwavering passion for excellence.

At its core, exceptional leadership encompasses three key elements: leading yourself, leading others, and leading the organisation. By mastering these areas, leaders can unlock their full leadership potential and orchestrate a thriving, sustainable, and high-performing workplace.

SELF-CONDUCTING: LEADING YOURSELF

Before you can lead others, you must first learn to lead yourself. Self-leadership is about taking charge of your own growth and well-being, ensuring that you are in the best possible condition to inspire and guide those around you.

This involves prioritising self-care, just like a musician caring for their instrument, by focusing on physical and mental health through regular exercise, proper nutrition, and sufficient sleep. Mental health can be tuned with practices like mindfulness and stress management techniques which enhance emotional resilience. Establishing and maintaining good habits, setting goals, and staying committed to them is essential for self-discipline. Equally important is understanding your strengths, weaknesses, and emotional triggers. Self-awareness and emotional intelligence allow you to navigate challenges more effectively, just as a musician must understand their instrument’s nuances to play it flawlessly. Blanchard’s programme on Self-Leadership teaches individual contributors the mindset and skills to

Before you can lead others, you must first learn to lead yourself. Self-leadership is about taking charge of your own growth and well-being, ensuring that you are in the best possible condition to inspire and guide those around you.

Ken Blanchard

lead themselves. If every individual in the company were to be an accountable self-leader, imagine at what heights the business could be functioning.

HARMONISING: LEADING OTHERS

Effective leadership extends beyond personal development to creating an optimally motivating environment where your team can thrive. Providing guidance and support through Blanchard’s Coaching Essentials® workshop, helps team members develop their skills and reach their full potential. Building an atmosphere of psychological safety ensures that team members feel free to express their ideas, take risks, and learn from mistakes. Trust , the bedrock of any successful ensemble, is established through reliability, transparency, and consistency. Building Trust , a programme that teaches leaders and their team members how to build trust results in increased engagement, creativity, and commitment to the organisation. Once such trust has been established, open and honest communication, which is key to addressing issues and driving improvement can take place in a psychologically safe environment. Blanchard’s Conversational Capacity® programme makes candid conversations easier - a vital part of leadership - and ensures that there will be no false notes in the conducting of the business.

ORCHESTRATING: LEADING THE ORGANISATION

Leading an organisation requires a strategic vision and a commitment to creating long-term value. Just like an orchestra that is made up of several different individuals, each with their own style and role to play, so does an organisation consist of a group of diverse individuals each with their own strengths, weaknesses and developmental needs. Research has shown that most leaders are limited to a single leadership style— so they don’t know how to unleash the potential of their people as their needs shift. Leaders need to learn how to lead situationally. Blanchard’s SLII® (a situational approach to leadership) empowers leaders to become adaptive—a requirement for our uncertain times. Backed by 40 years of research and an unmatched track record of results, The SLII Experience™ teaches leaders how to lead situationally by giving their people the right support and direction at the right time. When leaders and individual contributors speak the same language and truly understand their goals and what is needed by everyone for these to be reached, there is synergy and harmony and the outcome is improved results and relationships.

Developing practices that ensure the long-term viability of the organisation, considering environmental, social, and economic impacts, is essential

for sustainability. Delivering legendary service further differentiates your organisation from competitors ensuring every interaction exceeds expectations.

By focusing on leading yourself, leading others, and leading the organisation, you can drive unparalleled success and create a thriving, sustainable, and high-performing workplace. Compose your leadership symphony and watch as your harmonious efforts elevate every member of your ensemble. Contact Blanchard South Africa to unlock your leadership potential and transform your leadership, your team, and your organisation into a masterpiece.

ABIGAIL VISAGIE

Broadcaster, Media Personality, Content Creator and News Anchor

FIVE TIPS ON SURVIVING AND THRIVING IN BUSINESS

1. You won’t always feel confident, learn to take on opportunities even if you’re scared.

2. Stay ready so that you don’t need to waste time getting ready. Be proactive in your preparation.

3. Be a sponge, soak up as much information and practical experience as you can.

4. Network, meet new people and attend events that add value.

5. Always look the part.

HOW DID YOUR EARLY INVOLVEMENT IN THE ENTERTAINMENT INDUSTRY AND BEING A SEMIFINALIST IN THE 2010 MISS SOUTH AFRICA PAGEANT INFLUENCE YOUR CAREER TRAJECTORY AND PERSONAL DEVELOPMENT?

I don’t see my journey in Miss SA as contributing much to my personal development. I don’t think I made it far enough for

it to have made an impact. Although I do see value in the platform today because of the platform it gives the winner. My day’s on crazE helped me find myself,

I remember one of the people in charge telling me that I’m feeding off the energy of my co presenter and not really being myself. I remember the moment so vividly because it really forced me to think about who I am and what I bring to the show. I must have been in my early teens at the time but it’s something I always carry with me. It was such a major lesson for me to remember to be authentically myself.

WITH 6 AND A HALF YEARS OF LIVE TELEVISION BROADCASTING EXPERIENCE, WHAT SKILLS HAVE YOU FOUND ESSENTIAL FOR SUCCESS IN THIS FAST-PACED ENVIRONMENT, AND HOW HAVE YOU HONED THEM?

There’s nothing that can prepare you for LIVE television other than LIVE television itself. One of the skills I think

“You can’t be brave if you aren’t scared, so do it even if you’re scared.”

- Abigail Visagie -

are of importance is being able to hold discussions with people in a way that allows for them to be comfortable talking to you and open up, so often my guests will thank me for creating an environment where they feel comfortable to talk and answer sometimes difficult questions. As a broadcaster you have to be able to engage with a human, there always has to be a level of respect and unbiasedness for the person you’re interviewing because you’re always engaging with others, uncovering the story and asking the right questions. You are the anchor to the conversation so you easily allow a conversation to unfold or clamp up.

PARTICIPATING IN “THE SEARCH: E! HOST SOUTH AFRICA” AND FINISHING AS THE FIRST RUNNER-UP MUST HAVE BEEN A ROLLERCOASTER! WHAT WERE YOUR KEY TAKEAWAYS?

It was an incredible journey, but one that had its challenges as well! Finding a balance as a news anchor and entertainment journalist was such a struggle because I kept being told I’m ‘just a little too Newsy’ I really had to sit down with myself before each challenge and channel the right type of energy for this specific role, during this time I learnt that I don’t need to box myself! I can have a love and passion for both current affairs and entertainment news and I could be really good at both! So often we box ourselves into one career or one niche while we have multiple talents. This time period in my life reminded me that I can be good at multiple things and that I should be constantly pushing myself to explore all my interests.

WHAT CRITERIA DO YOU USE TO DECIDE WHICH BRANDS TO COLLABORATE WITH, AND WHY IS MAINTAINING AUTHENTICITY SO IMPORTANT?

content creation career, when you’re trying to build your following, brands won’t really reach out often because you haven’t proven what you’re capable of, so in the start of my content creation journey I would take on whatever brand approached me because I needed an opportunity to showcase what I can do! I’m nowhere near the pinnacle of my content creation journey but I’m working with some of the biggest brands in the world on some amazing campaigns. And now I have more say in who I want to collaborate with, for me it needs to be an authentic fit, the brands that I use in my personal life, the brands and products that I genuinely love and want to work with, I’m at a point in my life where I have the luxury of picking and choosing - which is wonderful but it doesn’t start out that way. Maintaining authenticity is vital because I have thousands of followers who trust my word and who will spend their hard-earned money on something that they see me promote online. As a creator your followers are worth everything because without them you don’t have a platform.

and try again. It woke something up in me that day! Something that still drives me and helps me overcome challenges to this day. I was also a reminder to myself to one day pay it forward and remind other young women of their worth.

WHAT ARE SOME OF YOUR PROFESSIONAL GOALS FOR THE NEXT FEW YEARS, AND ARE THERE ANY NEW AREAS OF MEDIA OR ENTERTAINMENT YOU WISH TO EXPLORE?

I have a few personal goals that I’m currently working on. The biggest one right now is probably my eagerness to get into radio. It’s always been a platform that I’ve loved and wanted to be a part of but also just focusing on growing as a broadcaster. I’m part of a group of young individuals who really are the future of broadcasting in our country so I’m always honing my skills because I don’t take the position lightly.

WHAT ADVICE WOULD YOU GIVE TO YOUNG ASPIRING MEDIA PERSONALITIES LOOKING TO BREAK INTO THE INDUSTRY? Study! Journalism or Media Studies, something along those lines. It will help you to get your mind into the right spaces and once you’re in you can then position yourself for the position you’re really eyeing. I think it’s also vital to network, put yourself in environments where you can meet the right people and then don’t be scared to start conversations and make your interests clear, you never know when there’s an opportunity available. Once you get the opportunity it’s a constant journey of proving yourself, being a self starter and improving your craft. My biggest piece of advice is that in this industry you have to stay ready because when the opportunity presents itself it’s go time! n

For me now it’s really important to be authentic and I use the word now because at the beginning of one’s abigail.vis@gmail.com

YOU HAVE MENTIONED GERRY ELSDON AND CHANTAL RUTTERDROSS AS INFLUENTIAL MENTORS IN YOUR PROFESSIONAL JOURNEY. PLEASE UNPACK Yes. These two women guided me at the start of my career in broadcasting. I remember my very first live broadcast being a complete disaster, Gerry Elsdon was training me at the time and watched it all unravel in real time. After my broadcast I was ready to quit. I was in tears in the bathroom and I’ll never forget the words from Gerry, she said ‘Wipe your tears, get up and you’ll try again tomorrow”. At that moment I didn’t want to hear any of it because I had no intention of coming back tomorrow after the humiliation I just put myself through. That was another defining moment for me, a moment where I was reminded by a woman that I admired that I needed to be strong, I needed to pick myself up

Overcoming the burnout crisis

By Lana Hindmarch Co-Founder and CEO of BREATHE

Long before the pandemic, people were exhausted and depleted. I was one of them.

When I hit bottom though, no one was talking about burnout. Now, everyone’s talking about it, yet it’s getting worse, and the impact on women, especially on women leaders and their families is devastating.

And they’re leaving the workforce in record numbers. Although all leaders - both men and women - are frazzled, an estimated 43 percent of women leaders feel burned out, compared to only 31 percent of men who are at the same level. That’s according to a recent McKinsey report.

HOW DID WE GET HERE?

THE ORGANISATION’S ROLE IN BURNOUT

For a long time, burnout was seen as an individual problem only. But in

2019 the WHO reclassified burnout as a workplace phenomenon brought about by prolonged workplace stress that had not been successfully managed.

This was significant because, for the first time, burnout became a WE issue, not just a ME issue. Therefore, to solve the current burnout epidemic, we need to look at what in the workplace is causing this prolonged stress for women leaders.

OVERWORKED AND UNDERVALUED

Women leaders work twice as much as men. They deliver in their traditional nine-to-five roles and are often also looking after initiatives like diversity, equity, and inclusion.

Females also carry the lion’s share when it comes to fostering collaborative environments, increasing engagement, supporting the

emotional well-being of employees and helping to manage workloads. This unseen work women perform helps organisations survive, but unfortunately, their efforts often go unseen and are undervalued.

And as the primary caretakers for their families, they’re carrying most of the load at home as well. Many of the leaders I work with talk about feeling perpetually guilty because they’re not able to do it all perfectly.

LACK OF FAIRNESS, BELONGING AND SUPPORT

Women in leadership roles often face gender bias and stereotypes. Sometimes they’re seen as too soft and sometimes as too pushy, which can lead to them not being taken seriously. Women also experience microaggressions, such as having their judgement questioned or being mistaken for someone more junior.

They’re often perceived as less competent or experienced than their male counterparts, and this leads to less opportunities for advancement, made worse by the glass ceiling perception that still exists.

When I facilitate Women’s Circles, they repeatedly talk about the isolation they experience as a result of their underrepresentation in leadership roles and how being left out of important decisions and not being given access to the same resources as their male colleagues, increases their feelings of not belonging.

Another challenge women leaders face is a lack of access to networks and mentors - they often don’t have the same support as their male colleagues.

All of the above creates prolonged stress, that over time results in a melting pot of exhaustion, loneliness, anxiety and hopelessness – a perfect recipe for burnout.

WOMEN’S ROLE IN BURNOUT

Yes, the organisation has a big role to play in the stress that women leaders

are experiencing but in solving burnout, women also need to take responsibility for their part.

MAKING SURE EVERYONE IS OKAY

Evolution-wise, women have been conditioned to be nurturers and to take care of people. As a result, we see women neglecting their own needs, wanting everyone else to be okay.

But there’s even more to it. I often see female leaders making themselves too available and even taking on others’ work. I coached a very senior female leader who was recovering from burnout and when we got deeper and explored her limiting beliefs, she realised her permanent open-door policy actually comes from wanting to be liked. This is very common with high achievers. High achievers are high performers, but they're also extremely self-critical. And so, they're always trying to influence how others perceive them.

It’s much easier for men to put up boundaries. Yes, there are loads of great males that genuinely care about people, but they don’t have an ‘always available’ sign on their door.

HUSTLING HARDER

In my own life, my burnout was selfmade and that’s part of the reason I know we can’t just put the blame on the organisation.

I was a workaholic, addicted to busyness and urgency. Often the fact that I was so responsive is what got me ahead because I was able to take on so much - I became the ‘go-to person.’ I carried this title proudly but it eventually led to my crash.

And I see this repeatedly with the women leaders I work with. There is a false belief about what being a high achiever is. Women ignore their own energy needs, putting in more and more hours and juggling more balls, running high on adrenaline and on their own stress hormones. But, over time, more and more leads to less and less, until there’s simply nothing left in the tank.

I now teach women about the ‘hustle hangover’ that is the inevitable consequence of being the ‘go-to’ for too long. Women need to understand that while it might feel good now, it’s not sustainable.

WHAT ORGANISATIONS CAN DO TO PREVENT BURNOUT AND RETAIN

WOMEN

Most companies know they need to take proactive steps toward establishing an inclusive workplace, with familyfriendly and flexible work policies and clarity and transparency in career development.

What is not focused on enough though - and until this needle shifts, the high rates of burnout in women leaders will continue - is the culture change aspect; organisations must build cultures that reward renewal as much as they reward performance. Energy is the most precious resource in organisations today. Without energy, people can’t bring their skills and talent to life.

While the ‘more, bigger, faster’ mantra remains the norm, the system will not give women leaders the permission they need to renew their energy.

I worked with a conscious female CEO recently who was determined not to leave a legacy of burnout in her organisation. We embarked on a global programme, starting with leaders, to implement a global standard around work-life balance. Culture change is never an overnight process but new, healthy norms around ways of working are already being modelled and I have no doubt this organisation will retain its women leaders and outperform its competitors.

TO TACKLE THE BURNOUT CRISIS, WHERE SHOULD FEMALE LEADERS START?

There will always be a macro environment that we cannot control. Now, more than ever, there is a need for women to take responsibility for what they can do something about.

IT STARTS WITH US

The best place to start is to put our own oxygen mask on first and renew our own energy - we can only inspire excellence in others if our own tank is full. What leaders do has a disproportionate impact on others.

People can’t be what they can’t see. Younger women especially are looking to their leaders to display work-life balance. They’re more likely to stay at their companies when they see their women leaders walking the walk.

Part of this involves knowing when to say no, when to ask for help and how to prioritise. It’s also about knowing ourselves. We need to become unequivocal about our limitations in the workplace and non-negotiable about creating breathing space in our lives.

This way, we move from ‘maxedout’ to creating the energy and the oxygen that allows the sparks of our efforts to catch fire. And collectively, we create a new worldview - one that acknowledges that downtime is our birthright and that burnout is not simply the price to be paid for success.

THE FUTURE OF WORK NEEDS FEMALE LEADERS WITH FULL TANKS

We don’t just need more women leaders. We need women leaders with full tanks.

Leaders who show up as the best version of themselves, who mobilise the energy of those they lead, who show kindness and empathy, who nurture but also challenge their people, and who create cultures that give people permission to rest and recharge.

These are the women who will build sustainable organisations. These are the leaders who will create the world we all want to work in. n

SOURCES: McKinsey: Women in the Workplace 2022

Today s workplace

A new approach to employee skills

By Heath Huxtable Executive Head/Managing Director: Braintree ,

The world is evolving at a rapid pace and only those who actively commit to keeping up will be relevant in a few years' time. That may sound alarmist, but it’s true. Like a 5000m track event, if someone lets the gap between themselves and the frontrunners grow too large there might not be enough time to reel them in

Think about it. Not too long ago everyone was talking about big data, data lakes and lake houses, containers and the metaverse… and today?

ChatGPT has taken the world by storm, but rest assured the next big thing is

around the corner. What does this mean? Often, it means that people jump into topics and learn about them up to a certain level of proficiency and then jump off and move on to the next trend. It’s not dissimilar to new solutions or updates within existing platforms or technology ecosystems. There really is little use in being 15% proficient at something even if we agree that 15% is surely better than nothing.

The reason there needs to be deeper focus is because in the world of technology, we are called on to build a business case. Technology

has changed and evolved so quickly that most people are lagging behind in their theoretical understanding of technology and this prevents a deep understanding of technology’s business applicability.

It is all good and well to be at the forefront of the tech curve but there still needs to be effort to ensure it is made commercially viable. It’s not uncommon to find people with a proficient level of understanding of a new technology yet they have almost no idea how it can be commercialised.

The fact remains that we must incorporate tech into current business challenges. This is the missing link, as it were. Broadly, there is no problem in the industry with people willing to learn, however, there is somewhat more of a challenge in finding people who are prepared to focus deeply enough to extract the commercial business case of a new technology.

THE WORKPLACE TODAY

Some call it a generational issue, while others say it is a sign of the times, but if one talks to business leaders broadly there is a sense that people are looking for the so-called ideal job: Nice fat salary with zero risk or stress. People want the highest returns for the lowest amount of risk. There is no such thing as a stress-free or easy job, and a simple mindset shift goes a long way towards helping an employee become an invaluable member of the team.

Beyond this, aptitude is equally vital. Even if someone can’t do something today, if they have the right aptitude and attitude, they can learn the skills and mould themselves according to the business and challenges.

This combination of attitude and aptitude is crucial in an industry that evolves rapidly. Changes to methodologies, technology stacks and required skill sets are not just driven by customers, but also by technology vendors themselves. If a vendor discontinues a product line or adds or changes functionality, you must adapt, and do so quickly. This forced reinvention of personal

skills is driven by multiple forces and employees, whether they are 21 or 51, must be willing to adapt.

WHAT BUSINESSES CAN DO?

Looking for culture fits is a crucial first step. A business leader may well wonder: What is our culture? Defining and refining this, and hiring people managers to nurture and foster this culture is an important investment. This enables a business to hire someone for their aptitude and ability to fit into and adapt to an existing team and business - remember, unique skills can be taught, so hire the right person first.

Balancing out the capabilities of each individual employee and then aligning business requirements with the talent pool, is a tactical way of not only extracting the best results but also retaining scarce skills. Another effective tool is by allowing skilled individuals to become trailblazers and innovate: encourage them to stay abreast of new technology and start understanding it and researching ways of applying it to business challenges.

Ultimately, the workplace of today is in many instances unrecognisable from just five years ago. In Braintree’s case, what used to be onsite implementations of up to six or eight months are now 100% remote and done in a fraction of the time. This is a day and night change and the only way a business and its employees can navigate such rapidly changing environments is through reinventing the approach to personal skills. n

Bullying in the workplace

What you need to do as an employer

By Jessie Taylor

An estimated 78% of South Africans say they have experienced some form of victimisation in the workplace. But there is legislation to protect the workforce against workplace bullying and to compel employers to intervene to prevent bullying and harassment at work

IN LINE WITH INTERNATIONAL BEST PRACTICE

Bullying can cause physical and psychological health problems, including increased blood pressure, panic attacks, increased stress and anxiety. Not only does bullying affect

the well-being and productivity of an employee, but it can also affect the performance of the wider team. It can take a number of forms, including belittling a colleague’s opinion, false accusations, taking credit for another’s work, overloading others with work as a form of punishment, intimidation, verbal abuse and sexual or racial harassment.

Sometimes bullying can be as subtle as giving someone the silent treatment or spreading gossip about a colleague. This behaviour can result in the lowering of the victim’s self-esteem or self-confidence.

The International Labour Organisation estimates that workplace bullying is better reported in developed economies, as there is greater awareness of the issue. For example, in the UK, an estimated 53% of workers say they have experienced a hostile work environment, and 78% have witnessed bullying in the workplace. In the USA, Workplace Bullying Institute (WBI) poll showed that 68% of executives considered “workplace bullying a serious problem”, and almost half of Americans are affected by workplace bullying.

Last year, the Code of Good Practice on the Prevention and Elimination of Harassment in the Workplace came into effect and empowered victims to act against all manner of workplace abuses, including sarcasm, condescending language, and joking at someone else’s expense.

The code aims to remove any uncertainty about harassment in the workplace that may have existed before and clearly defines forms of physical, psychological, and sexual harassment to ensure workers are protected from their employers as well as other employees.

The code prohibits threats, shaming, hostile teasing, insults, constant negative judgment, and language that is racist, sexist, or LGBTQIA+ phobic. It also addresses cyberbullying.

The development of the code comes after South Africa became the 10th country in the world to ratify the International Labour Organisation’s Violence and Harassment Convention 190, and aims to implement global policies in line with international labour standards.

AN OBLIGATION ON EMPLOYERS

The code describes harassment as “unwanted conduct which impairs dignity and which creates a hostile or intimidating work environment for one or more employees”.

It applies to all employers and trade unions in all sectors, including the informal sector, and applies to anyone who has dealings with an employer.

The code states that bullying involves the abuse of coercive power by an

individual or group of individuals in the workplace and may involve aggressive behaviour in which someone repeatedly causes another person injury or discomfort. It places a duty on employers to do their bit in preventing bullying in the workplace. It also reinforces that employers are under an obligation to take proactive and remedial steps to prevent bullying and other forms of harassment in the workplace.

Because bullying is considered a form of harassment, employers are obligated to eliminate it from the workplace to comply with the Employment Equity Act.

The Employment Equity Act prohibits unfair discrimination against an employee, in any employment policy or practice, on one or more grounds, including race, gender, sex, pregnancy, marital status, family responsibility, ethnic or social origin, colour, sexual orientation, age, disability, religion, HIV status, conscience, belief, political opinion, culture, language, birth or on any other arbitrary ground.

In addition, the Act also provides that “harassment of an employee is a form of unfair discrimination and is prohibited”.

Employers who fail to take steps to eliminate bullying within a reasonable period of time after it has been brought to their attention are at risk of being found liable in terms of section 60 of the Act.

these acts are committed in the scope of their employment.

In the event that an employer finds an employee guilty of harassment such as bullying, they may – depending on the severity of the conduct – dismiss the guilty employee.

The Act and code together obligate employers to maintain a bullyingfree workplace. This includes taking a decisive, zero-tolerance stand against bullying and having policies and procedures in place to ensure employees respect one another in the workplace. They are also required to carry out a risk assessment of harassment to employees and educate employees on harassment. Employers are also required to speedily and fairly address any allegations of bullying or harassment.

Employers should also assist employees who may be experiencing bullying to report such conduct and ensure that those who do report bullying are not further victimised or subjected to any reprisals. n

In addition, according to the Act, employers are indirectly liable for the wrongful acts of their employees if

What rights are you entitled to in the workplace?

By Jessie Taylor

Human Rights Month is commemorated in March to remind South Africans about the sacrifices that accompanied the struggle for democracy. It serves as a reminder of the rights that are enshrined in South Africa’s Constitution.

Every person in the country is able to enjoy these human rights and there are various pieces of legislation that protect them, whether it is in the public domain or in the workplace. Employees rights are the cornerstone of a fair, just and prosperous society as they ensure that employees have access to safe working conditions, and the opportunity to build an economically-resilient society.

WHAT LEGISLATION PROTECTS YOUR LABOUR RIGHTS?

South Africa has a past in which workers were often exploited. From early settlers relying on slave labour, to the workers being subjected to the migrant labour system, passes and influx control, job reservation, poverty wages and apartheid oppressive laws. This is why their rights are not protected by several pieces of legislation.

The Constitution ensures that every employee has the right

• Not to be unfairly dismissed

• To be treated with dignity and respect

• To be paid the agreed wage on the agreed date and at the agreed tim

• To be provided with appropriate resources and equipment to enable him/her to do the jo

• To have safe working conditions

• To fair labour practices

• To non-victimisation in claiming rights and using procedure

• To all the protection and benefits of the Basic Conditions of Employment Act

However, there are also two key pieces of legislation that expand on these basic rights: The Labour Relations Act and the Basic Conditions of Employment Act (BCEA). These two acts provide minimum standards for employment and seek to protect vulnerable workers.

The legislation allows employees to refuse to comply with an instruction or conditions of employment that is

contrary to the BCEA. The BCEA limits the hours that may be worked in a week and regulates meal breaks and rest periods. The Act also sets entitlement to annual leave, sick leave, maternity leave and family-responsibility leave. It explains what workers can expect if their employment is terminated.

This legislation prohibits forced labour and the employment of children under 15 years old.

The Labour Relations Act intends to bring labour law into conformity with the Constitution and with international law. It recognises and regulates the rights of workers to organise and join trade unions, and the right to strike, as well as prevent unfair dismissals and discrimination.

The Act also established a number of important bodies, such as the Commission for Conciliation, Mediation and Arbitration - which creates simple procedures for the arbitration and resolution of labour conflict - and the Labour Court and Labour Appeals Court, which adjudicate disputes.

THESE ARE THE RIGHTS YOU ARE ENTITLED TO AS AN EMPLOYEE

THE RIGHT TO A FAIR WAGE

The South African government has set a national minimum wage, which sets a baseline for earnings across all sectors. An increase to the minimum wage is effective from 1 March 2023 and will move it from R23,19 per hour to R25,42 per hour (an increase of almost 10%). The minimum rate for farm workers and domestic workers is on par with the national minimum wage.

THE RIGHT TO FAIR LABOUR PRACTICES

For most employees, legislation states the maximum normal working time allowed is nine hours per day (excluding lunch break) if the employee works a five-day week. Employees are not obligated to work more than 45 hours per week. If a worker clocks for more than 45 hours per week, they are entitled to claim overtime compensation.

In addition to fair compensation, workers are entitled to a minimum of 21 consecutive days or 15 working days’ annual leave on full pay. Annual leave is accumulative, meaning for every 17 days worked, one day of leave is granted. In every 36-month cycle, employees are entitled to the number of sick days equal to the number of days they would normally work six weeks.

THE RIGHT TO NOT BE DISCRIMINATED AGAINST

The Constitution states that no person may unfairly discriminate, directly or indirectly, against an employee in any employment policy or practice. This includes job applicants and former employees.

THE RIGHT TO SAFE WORKING CONDITIONS

Employees have the right to safe working conditions, which is prescribed in the Occupational Health and Safety Act (OHSA). Some of the rights include proper toilets, first aid, drinking water, changing facilities, protective clothing, ventilation, lighting and temperature. Workers are also entitled to compensation should they be injured, killed or become ill due to a workplace accident or work-related disease.

THE RIGHT TO ORGANISE

The Constitution gives every worker the right to participate in trade unions and to strike. Every employee has the right to make a complaint to a trade union representative, and every trade union representative has the right, at the request of an employee, to inspect any record that relates to the worker’s employment.

The legislation also allows trade unions to determine their own administration, programmes and activities; to organise; and to form and join a federation. They also have the right to engage in collective bargaining. n

SOURCES: Con Court | Gov | Labour Guide | IRS

Quiet quitting has become angry quitting

By Sinazo Mkoko

Between 2021 and 2022, we’ve read about the great resignation and watched people quiet quitting in search of better working environments, higher salaries and better opportunities.

Silke Rathbone, Senior Principal Partner at Labour Excel, describes quiet quitting as the time when employees have limited their tasks to their job description to avoid extended hours. “They want to accomplish the bare minimum and create clear boundaries to achieve work-life balance. These employees still do their jobs but don't subscribe to the 'work is life' culture to lead their careers and stand out to their seniors. Instead, they do what's in their job description and when they leave work, they leave 'work' at the office,” she says

However, people have moved from the phenomenon of quiet quitting and are now quitting angrily while being vocal about it. This phenomenon is called rage quitting. What is it and how is it different from quiet-quitting? Rage quitting is defined as the point where an employee gets so fed up with a toxic work environment that they decide to quit on the spot. They often have no backup plan and impulsively decide, right there and then, to quit their job without serving their notice period.

According to a survey conducted by Skynova, people often rage quit due to different reasons with the top being, amongst others, a toxic work environment, excessive work stress, a culture of overworking, being underpaid, feeling underappreciated and lack of regard for employee mental health. The survey showed that more than half of those who “rage quit" expressed anger toward their employer, and 76% let their employer know what their issues were.

While it may look like it’s all impulsive thinking, the frustration often builds up over time until one incident triggers the employee. According to Acara Solutions, the people who rage quit the most are Gen Z and Millennial workers. According to the Deloitte Global

2022 Gen Z and Millennial survey –which was published in May 2022 and polled more than 14 000 Gen Zers in addition to over 7 400 millennials from 46 countries – the workers who fall under these generations want to work on their own terms. The survey found

THE IMPLICATIONS ACCORDING TO SOUTH AFRICAN LABOUR LAW:

that the Gen Zers are more passionate about finding a job that aligns with their personal values putting higher compensation, improved work-life balance, opportunities for career growth and flexible work arrangements as top priorities.

The Basic Condition of Employment Act section 37 - prescribes the notice periods in writing for not less than:

AOne week, if the employee has been employed for six months or less

WHAT CAN EMPLOYERS DO TO DEAL WITH RAGE-QUITTING?

While some situations may be beyond control, there are steps employers can take to deal with or avoid getting to the point of no return. The steps include:

• Check in with your employees more often and communicate more honestly

• Deploy employee surveys

• Create more team-building opportunities

• Seek employee feedback n

BTwo weeks, if the employee has been employed for more than six months but not more than one year.

CFour weeks, if the employee: Has been employed for one year or more or Is a farm worker or domestic worker who has been employed for more than six months

Healthy and Happy

Your role in employee wellness

There has been a significant upswing and focus with regard to employee wellness. Put aside the surreal two years we have all experienced in the shadow of COVID-19; with many jobless, many going through depression, uncertainty, loss and grief, the need to look after our own is super important.

When it comes to an employee’s health, wellness and happiness, as a boss, you can do so much to make their time with you amazing. No, it is not all up to you, but seeing as they will spend most of their adult life working, you may as well do what you can to make it a pleasant experience.

By Silke Rathbone

WHY BOTHER WITH HEALTH & HAPPINESS IN THE WORKPLACE?

Your business cannot function without people. From the customers who buy from you to the staff that help you run the company, you need to be focusing on the humans around you.

Healthy Employees

A healthy employee is mostly a happy employee. When your staff feel good and lead healthy lives, they are less likely to take sick days off, will be more present when at work and will send out a positive vibe which affects other employees in a good way.

Productive Employees

An employee who is healthy in body will generally be healthy in mind. Having staff that feel good inside and out means a more productive workforce, leading to happier customers and higher revenue.

Local Employees

The stats show that an employee who is looked after well will stay longer in employment at the same company. Having employees who stay longer increases your revenue, mostly just because you don’t have to re-employ. On the other hand, the cost of replacing staff is very high.

HOW CAN YOU HELP YOUR EMPLOYEES BE MORE HAPPY AND HEALTHY?

Host Wellness Days

Encourage exercise, even at their desk or in the break room or organise a weekly Zumba or yoga session

Consider flexi-working hours that works for everyone’s schedule

Keep healthy snacks on hand

Bring in a coaching methodology –where employees help each other – or even have an external objective coach available

Encourage an open-door policy for when they need to talk

Implement an employee assistance programme – where your staff have access to a trained professional to discuss their daily challenges (believe me this works) n

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EMPLOYER OF CHOICE: SMALL - MEDIUM ORGANISATIONS

EMPLOYER OF CHOICE: LARGE ORGANISATIONS Sponsored by BDCS

EMPLOYER OF CHOICE: PUBLIC SECTOR ORGANISATIONS

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