Top HR Leaders by Topco Media

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INSIDE:

The 7 PILLARS of HR Outplacement is in! How to integrate it into your workforce strategy

MARC PRIVETT General Manager of Simplify.hr

in association with

futureofhr.co.za

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CONTENTS

EDITORIAL 54

is changing

7 PILLARS OF HR

The HR digital revolution

6 Steps of the High-impact HR Operating Model

12 16

5 Ways hiring and employment

How to build a future-proof workforce today

LEADERSHIP 94

DIGITAL TRANSFORMATION

EMPLOYEES’ EXPERIENCE

DIVERSITY & INCLUSION

RECRUITMENT

SKILLS DEVELOPMENT

HEALTH & WELLNESS

How confident are you that your HR data is secure?

Fast-mover advantage: The importance of adapting policies to reflect the dynamic new environment

100

Are you suffering from pandemic fatigue? How to move and become proactive

102

Employoing the right people is key - who is finding them for you?

108

9 tips on how to track the health of your staff

110

Outplacement is in! How to intergrate it into your workforce strategy

PODCASTS Ia

. C ooper

Ahlers

e r M a r q uet

4 | TOP HR LEADERS

iv i

nei

cOl

h Fu

FEATURED CLIENTS

INTERVIEWS 62 Nicole Bodenham - HR Director, Pearson Ground your decisions on good data 67 Wanita Berry - Head of HR, Wavemaker SA Work-life balance: Eat, pray, love 68 Ian Fuhr - Founder, The Hatch Institute How to build transformative company culture

Botswana Communications Regulatory Authority

Lesson Desk Systems

Pharma Dynamics (Pty) Ltd

Simplify.hr Umgeni Water

IFC, 32 104

72 Lizelle Strydom - Managing Director, CareerBox Finding that first formal job 74 Dr. Mariheca Otto - Owner and Manager, Motto Business Consulting How to increase productivity through organisational strategies 78 Ian McAlister - General Manager, CRS Technologies How to achieve agility through payroll digitisation 80 Upuli de Abrew - Director, Insight Consulting How do you ensure a cultural DNA that is dynamic? 84 Kerry Morris - CEO, Tower Group Have you found the career of your dreams? 86 Dana Smith - Kellogg’s SA Take time to celebrate you?

AT THE BACK 112

Future of HR Conference and Awards 2020

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CONTRIBUTORS CREDITS CEO Ralf Fletcher ASSOCIATE PUBLISHER Lee-Ann Bruce lee-ann.bruce@topco.co.za BUSINESS DEVELOPMENT MANAGER Quarnita Jumat TOPCO STUDIO PRODUCTION DIRECTOR Van Fletcher van.fletcher@topco.co.za GROUP EDITOR Fiona Wakelin ASSISTANT EDITOR Charndré Emma Kippie ART DIRECTION / DESIGNER Christine Siljeur TRAFFIC MANAGER Daniel Bouwer artwork@topco.co.za IMAGES iStock Pexels HEAD OFFICE Top Media & Communications (Pty) Ltd T/A Topco Media 2nd Floor, Elkay House 186 Loop Street, Cape Town, 8001 Tel: +27 86 000 9590 | Fax: +21 423 7576 Email: info@topco.co.za Website: www.topco.co.za DISCLAIMER

may be reproduced, stored in a retrieval system or transmitted, in any form or by any means,

electronic mechanical, photocopying, recording

or otherwise, without the prior written consent of

Top Media & Communications (Pty) Ltd T/A Topco Media. Reg. No. 2011/105655/07. While every care

has been taken when compiling this publication,

the publishers, editor and contributors accept no responsibility for any consequences arising from

Frith Thomas

Harpreet Singh

Frith Thomas is an Account Director at Irvine Partners, a full-service public relations and integrated marketing agency, with offices in London, Cape Town, Johannesburg, Nairobi and Lagos. A seasoned writer, editor and communicator, she has been at the helm of SA's top magazines, and specialises in creating compelling content for brands. Her experience across traditional and digital outlets has seen her previously work at establishments such as Elle Decor and The Citizen. Under her helm, publications have

In his role, Singh oversees all aspects of Talent for 100 Hotels in Operation and Development and the Radisson Hotel Group offices in Dubai, UAE and Cape Town, South Africa. Singh has worked across India, Singapore and now in Dubai. Singh holds a Bachelor in Hotel Management and a postgraduate Certificate in Human Resource Management. He is a Certified Hospitality Educator, Certified Emergenetics Associate and Certified user of SHL Psychometrics. He is passionate about people development

been recognised by the Mpasa PICA Awards and the ADvantage Admag Awards.

and loves studying organisational behaviour and psychology.

Lindiwe Miyambu Lindiwe Miyambu graduated from the University of Lesotho with a B Ed and has 18 years of experience in the HR field. Before taking on the role of Group Executive: Human Capital at African Bank, she was the Head of Leadership and Management at Nedbank Group HR, as well as the Head of HR at Nedbank Corporate. She has also worked at the World Bank as a consultant in the Organisational Effectiveness Unit. People are her passion and Lindiwe believes that if you can fully engage people in all aspects — physically, sociably, financially and emotionally — then you can supersede any business requirement. She enjoys the process of getting to the essence of what makes people tick.

Marc Privett Marc Privett is the General Manager of Careers24. com, South Africa’s leading jobs destination. He has extensive marketing, product and operational management experience with leading online organisations both locally and abroad. He has worked with FTSE100 companies and start-ups alike within the online classifieds, gaming and search spaces, with a focus on maximising revenue and market share.

Louise Mow Louise Mowbray, Managing Director, Mowbray by Design is a Leadership Coach, Advisor and ThoughtPartner to entrepreneurs, c-suite, leaders and teams across a number of sectors, cultures and countries. She specialises in working with purpose-driven organisations as an external coach and sounding board, challenging the status quo to unravel complexity and turn obstacles and challenges into growth opportunities. As a professional speaker she is regularly invited to deliver keynotes, lectures and workshops for organisations and business schools.

Silke Rathbone Silke Rathbone is one of the Principal Partners at LabourExcel which specialises in offering a variety of Labour Law and HR Solutions. Silke has crafted and honed her skillset and assists corporates and individuals along the labour journey to ensure they understand what is required of them at all levels. She prides herself on having both an HR and Law degree, using her qualifications to successfully aid companies with all their HR and legal issues.

any errors or emissions.

TOP HR LEADERS | 7

EDITOR’S LETTER

Welcome to this most recent addition

In this special first edition you will find:

to the Topco suite of powerful

• Thought leadership pieces on the

publications. Top HR Leaders joins the

7 Key HR Pillars, namely Leadership,

ranks of our distinguished editions,

Diversity & Inclusion, Employee

some of which, like Top Empowerment,

Experience, Recruitment and Talent

have been inspiring businesses to do

Acquisition, Digital Transformation,

better business for over 20 years.

Skills and Development, and Health & Wellness.

As with most things that have

• Industry insight from the likes of

happened since November 2019, the

Marc Privett (General Manager:

Covid pandemic played a critical role

Simplify.hr & Careers24), Lindiwe

in decisions we have made over the

Miyambu (Group Executive: Human

last 2 years at Topco HQ. First and

Capital, African Bank), and Harpreet

foremost, we pivoted to digital – with

Singh Chhatwal (Area Senior

our events and our publications.

Director, Human Resources, Middle

Secondly, during 2020 we took a

East & Africa, Radisson Hotel Group)

close look at how the businesses who

– to only name a few.

managed to build their ships as they

• Thought-provoking podcasts that

were sailing them, were able to survive

will equip you with secrets for

and adopt an agile approach which

organisational success, including

would eventually lead from surviving to

Brett M. Cooper, Ian Fuhr, Janine Ahlers,

thriving. We discovered that a key role

Luc-Olivier Marquet, and John Sanei.

was being played by HR practitioners.

• Exclusive interviews with HR professionals from top companies

In this list of Covid challenges which

such as Kelloggs South Africa,

face the workplace, compiled by PwC,

Wavemaker SA, Tower Group, CRS

the role of Human Resources is loud

Technologies, and Pearson South Africa.

and clear:

• Advice and tips geared towards 1 - Managing health and safety

4 - Encouraging empathy in policies

Ensuring a healthy and safe work

and culture

environment needs to remain a priority.

Leadership teams must make an effort to understand the new situations their

helping your organisation stay on top of emerging HR trends you can’t ignore in 2021 and beyond! The timely new digi publication

2 - Leading and communicating

people face. This requires organisations

change

to ensure they are set up to account for

As we navigate through these changes,

employees’ individual circumstances

organisations must lead with purpose

and comfort levels, including underlying

to manage the adoption of new working

health issues, child care, etc.

Fletcher, Editor Charndré Emma Kippie,

5 - Changing facilities and technology

Manager Daniel Bouwer.

practices and employee concerns. 3 - Operating under new demands

In order to ensure safe distancing,

In these turbulent times organisations

organisations may need to reconfigure

must look to ramp up operations to

would not have been possible without the tireless and inspired input from Production Director, Van Designer Christine Siljeur and Traffic

We hope you enjoy the read.

their workplace.

meet evolving demands. Organisations must set-up return-to-work schedules based on volume forecasts, regulations

Top HR Leaders acknowledges and celebrates the key role that HR

and new operating hours. What needs

practitioners play not only in the

to be determined is which employees

survival of businesses – but also the

do you need – when and where?

trajectory to abundance.

Fiona Wakelin Group Editor

TOP HR LEADERS | 9

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Virtual Sum it & Aw ards

teG o y ru o c p m il e m ntary seat yb su ing this cod:e

HRMAG20 1 REGIST HER

Brought to you by

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futureofhr.co.za

HR PILLAR: LEADERSHIP

Industry Leaders Weigh in on Retaining The Best Talent Out There By Frith Thomas, Account

Director at Irvine Partners

Create an environment where employees can flourish

Fostering the right company culture is another powerful tool in

Aisha Pandor, CEO, SweepSouth

retaining talent. It helps to create

aving employees who are

Looking after your team is about

feeling of identity. A strong culture

happy working for you isn’t

looking after your business. People

promotes a feeling of enhanced

just a personal matter, it’s an

who enjoy their jobs are more likely

trust and cooperation (we’re in this

economic one. Happy employees

to stay, helping you to retain star

together, we believe in the cause!)

are more focused, creative,

employees and decrease turnover.

between employees and bosses,

motivated, productive, and

On the flip side, losing employees

with employees more likely to enjoy

positive -- all factors which help

costs the company money, results

work when their needs and values

shape a company’s performance.

in loss of organisational knowledge,

are consistent with the company’s.

It also helps you to retain star

and uses more resources, as hiring,

One of the ways we achieve this is

employees, which is vital for

training, and onboarding new

through our team members being

business success.

employees is a time-consuming,

able to nominate a colleague as

expensive process.

SweepSouth’s weekly Values Hero

We asked five industry experts

focus among and engenders a

- a staff member who embodies

for their tips on creating a happy,

To create the right atmosphere,

the company’s values of delivering

strong and successful work

you should build a team that suits

quality work and being respectful,

environment where employees

the business in terms of skill-set,

can thrive, feel valued, and be

culture, and personality, but also

inspired to bring their A-game

prioritise diversity in terms of age,

to work every day.

gender, background, professional experience, and nationality. Focus on shaping a work environment that promotes trust and a feeling of safety, encourages cooperation

“Looking after your team is about looking after your business.”

and teamwork, that gives team members support to flourish, and allows responsible freedom. And get people to buy into the fundamental reason that you do what you do. Having buy-in from skilled people on your team who want to be a part of the mission you’re on, is invaluable.

12 | TOP HR LEADERS

innovative, flexible and trustworthy.

Industry Leaders Weigh in on Retaining The Best Talent Out There

clocking, or time sheets, but rather

home doesn’t. That is, a pleasant

about the success they have.

environment that is designed with the needs of a specific

Having said that, there is value

organisation in mind -- be that

in regular in-person interaction

extra-width desks, sufficient quiet

between creatives and in the

spaces for meetings or simply an

creative environment, whether it’s

ergonomic chair to sit on.

in a traditional office or elsewhere. Engagement between staff and

Don’t underestimate the value in

management, as well as bouncing

an office space that is stylish, fit-

ideas off each other is crucial

to-purpose and with facilities and

for progress and overall job

amenities like coffee shops, gyms

satisfaction.

and secure parking close by. The impact of our physical surroundings

Don’t force square pegs into round holes

Anine de Wet, Managing Director, 2AM Agency

In our experience the best way of

on our wellbeing and our output is

retaining the top creative talent is

well documented, and retaining the

to trust them to do what needs to

best people includes providing the

be done, without looking over their

best office space in which to work,

shoulder all the time.

on the days when they are in office.

Generally speaking, the workplace

Yes, any business needs processes

At TBE the appeal of the physical

is governed by systems and

and systems, but talent is far

space is key to our serviced

processes. For years there was a

more likely to deliver within the set

widely held belief that the quality

framework if there is a sufficient

office offering. We’ve put thought,

of output was as a result of the

expertise and effort into the

level of trust and freedom in place

design and layout of the space

effectiveness of those systems

that allows them to do the creative

and processes. Today we know

to reflect a modern, pleasant and

things they do. Our company

ergonomically sound environment

this is not true, and especially not

culture is built on the tenets of

that promotes productivity and

in the creative industries where

freedom, trust and transparency.

retains talent.

innovation and out-the-box thinking is our currency. Creativity doesn’t keep office hours, which is why we strive to create an open culture of trust and transparency that values

The physical space must encourage creativity, collaboration and comfort

David Seinker, Founder and CEO, The Business Exchange

output and performance as the key measure of productivity. Desk

With more companies

time, or even time in the office,

transitioning to a hybrid model

does not necessarily correlate

whereby employees have the

with the quality of work and it’s

flexibility to work from home

important to be aware of the

some of the time and from an

distinction. Employees are so

office the rest of the time, it

much happier when they know

becomes essential to ensure that

that it’s not about clocking in and

the space offers what work from

TOP HR LEADERS | 13

Industry Leaders Weigh in on Retaining The Best Talent Out There

Focus on company values and brand reputation Matt Poladian, Vice

President of People, Liferay

Build diversity and inclusion into everything you do

The new generation of workers wants

Group’s Regional Manager

are part of the solution to societal

to be proud of the company for

Basel Talal, Radisson Hotel

which they work and to feel as if they

for Saudi Arabia, Kuwait

problems rather than part of the

and Levant

problem.

The hospitality industry is no

Being identified as a company that is

stranger to diversity — both in

involved in and supports charities and

those who are employed by

the local community can assist to

it as well as the many guests

retain employees who are passionate

who make use of its services.

about helping others and making a

Radisson Hotel Group, for

difference. This might be expanded to address specific issues like education,

example, has a corporate

Having a diverse team

culture that relies on the fact

also enables us to create

that the company comprises

places where every staff

many different mindsets. As

member can express their

Employees worry not only about

such, diversity and inclusion is

own authentic self, seize

who they work for, but also about

embedded into both the Group’s

opportunities, voice their

who they work with. Encouragement

HR policies and the promise

opinions and make decisions

of a friendly environment and

they make to their guests, that

with confidence. I think this is

team-building events will positively

is, the need to respect individual

crucial. We have also learnt

reflect on employees, emphasizing

differences, life experiences,

that different perspectives

the company’s dedication to the

and the diverse world views of

result in different skill sets

employee experience.

wherever colleagues or guests

being brought into the

come from.

workplace, which helps us to create the memorable

This outlook has allowed

moments that have become

us to remain dedicated

one of our group’s key

to building a truly global

objectives.

team of employees. In turn, our employees are able to

Diversity in the workplace

understand the diversity of

makes employees feel

the guests we serve in terms

accepted, it makes them

of their needs, and how we

feel they belong and are

should adapt our operations

valued, and it also makes

to meet their requirements

very good business sense

and expectations.

in reducing staff turnover.

14 | TOP HR LEADERS

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HR PILLAR: Transformation

Celebrating the human element in digital transformation By Lindiwe Miyambu, Group Executive for Human Capital at African Bank

“...digital transformations are just as much about the people as they are about the technology.“

R digital transformation

Covid-19 has in fact been the

transformations are just as much

is a hot topic for HR

unexpected catalyst for digital

about the people as they are

professionals who are well

adoption. Significantly, those

about the technology. The term

aware of the power of digital

companies that had solid digital

reflects the alignment of people,

technology and its potential

foundations are now tweaking

process and systems/technology

and ability to transform HR as

aspects of their offering, as

to empower people, engage

we know it. Covid-19 has given

opposed to building digital

customers, optimise operations

this revolution a turbo boost

solutions from the ground up

and transform products.

and amplified the challenge of

and HR has needed to be front

transforming how HR operates

and centre, finding the tools to

Finding ways of getting people

on the one hand, and how the

empower individuals to work more

to work differently is the real

workforce needs to transform

effectively.

challenge. It’s not only upskilling

on the other. It has also clearly

teams, but also inspiring them

highlighted the human impact

What’s become very clear is

to want to make the change.

in digital transformation.

that, although it’s assumed

Losing sight of the impact on

digital transformation is heavily

your people and culture is one

Many companies find themselves

technology centred, it’s a mistake

of the biggest reasons digital

in an uncanny situation where

not to appreciate that digital

transformation so often fails.

16 | TOP HR LEADERS

Celebrating the human element in digital transformation

Change is the only constant

what” questions.

They’ve had to

Digital transformation

develop new skills to

must then be clearly

accommodate new

Like anything else in an

articulated and

learning styles and the

organisation, to be successful,

supported with a

ability to change not

this drive for change cannot

clear plan to enable

only the pace of what

rest within your Human Capital

people to formulate

they need to learn,

division alone. The focus on

when they need to do

but how they need to

overall improvements to

what and how that

learn. Learning needs

resources and people needs

needs to cascade

to encompass the entire

effectively through the

organisation. If the pandemic

organisation. Everyone

has taught us anything, it is that

is then involved in the

the culture of most companies

execution which deals

has changed irrevocably. The

with the ‘how’ factor,

“how we do things around here”

which in turn ensures

is changing daily, and in some

a smoother transition

cases forever. We have had to

into this new, more

find new ways of embracing the

agile way of working.

“With change being the only constant, how we respond to change will determine the future of our organisations.“

must be met at an individualised basis, at a more constant pace with new and changing tools. What is true today is generally not true tomorrow in this fastpaced environment, so continual learning and adoption is essential.

benefits of digital transformation. Not only are we changing With change being the only

how people typically make

At African Bank we are working

constant, how we respond to

decisions, relate and engage

towards a 70:20:10 split, with our

change will determine the

with one another in a work

preference and learning, leaning

future of our organisations. The

project environment, we are also

towards an almost 70% digital/

higher our adaptability quotient

changing the way they learn.

virtual learning approach.

the more likely an organisation will be to adjust and thrive in an environment of change. One thing is clear, everyone within the organisation is responsible for its success. It becomes a company’s philosophy and in turn it must become everyone’s responsibility to continually learn, unlearn and relearn in order to grow and adapt. HR digital transformation starts with leadership driving change and creating a platform for change which needs consistent evaluation and investment. Leaders should start by answering the big “when and TOP HR LEADERS | 17

Celebrating the human element in digital transformation

Empowering people to make decisions

These days, to successfully

The best method is to ask

grow and thrive you need

your people how they want

structures which facilitate

to be managed while working

The ability to make decisions per

quicker decision making and new

remotely. All of this requires

se, is not the challenge within

product methodologies that can

leadership to fully understand

organisations, but rather learning

accommodate this change. All

that relationship building is a key

how to empower people to make

teams need to share the same

ingredient that will enable them

decisions. Agile empowers teams

business vision, cascading down

to employ different methods

to make project execution work

by clear Objectives and Key

for their diverse teams. Agility,

decisions and instils agency within

Results (OKRs), with short sprints

adaptability, transparency and

these teams. Leaders do not,

of decision making and quick

empathy are essential qualities

therefore, need to be consulted

identification and removal of

for leaders today.

about every small decision, given

impediments.

Looking forward

that their goals and Objectives, Key Results (OKRs) are very clear.

But again, without individuals feeling empowered and brave

Looking forward, we believe

A key focus has been building

enough to make decisions

the workplace of the future

a psychologically safe working

which could be wrong, the entire

will become a hybrid model

environment where work groups

structure falls flat. Too much

of people working from home

are comfortable to voice their

oversight can show teams signs

and at the office. Leaders will

opinions and ideas, without

of mistrust and punishing failure

be required to relearn new

the fear of being judged or

will only result in immobilising

ways of leading in a remote

reprimanded. Leaders have

their work. Engaging and

world as the predominant

needed to learn not to micro-

inspiring others to see more

delegate-and-comply model

manage these groups but rather

than just the problems before

of management will no longer

to allow decisions to be taken far

them, has become a priority for

work. Encouragement of ongoing

more regularly and quickly. The

leaders who need their teams

human connection through

traditional way of waiting weeks for

to see the possibilities within

continuous communication and

a decision to be approved by the

the problems and to be brave

leadership one-on-ones, which

hierarchy are a thing of the past.

enough to make decisions they

promote higher levels of trust,

believe in.

engagement, and productivity are key.

Allowing for flexibility This change in culture, in the way

18 | TOP HR LEADERS

Then of course with many teams

people interact with each other,

still working remotely, flexibility

how they learn, and what tools

is another key requirement.

they use, has an impact on how

Although a concrete plan is

problems are solved and how

important, leaders should be

business decisions will be made

open to adjusting strategies as

in future. There is no doubt that

needed. Whether they choose to

digital transformation is ongoing,

put in their hours in the morning

and HR will need to remain in a

or evening should not matter, as

state of continuous review and

long as the work gets completed

transformation. At the centre of

and is of high quality.

everything will remain people.

Connect with us:

HR PILLAR: Employees’ Experience

Work: It’s No Longer a Place By Louise Mowbray, Managing Director, Mowbray by Design

“The illiterate of the 21st century

will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

prepared to walk it back, as we’ve

“Before the pandemic, we

witnessed over the last couple

encouraged people to ‘bring

of months with pushback from

their whole self to work,’ but it

employees around the world.

was tough to truly empower

- Alvin Toffler, Futurist & Author

“I

them to do that. The shared Our relationship to work is

vulnerability of this time has

’m going to work, I’m at

changing and it’s not just the

given us a huge opportunity

work or I’m working” used

practicalities of ‘working’ - it’s our

to bring real authenticity

to be rooted in something

collective awareness of a system

to company culture and

physical, something tangible. Work

that no longer serves us. A system

transform work for the better.”

was a place that had working

designed for people who have

Jared Spataro, CVP,

hours, people, culture, water

minimal parenting responsibilities,

Microsoft 365

coolers and big corner offices for

who can afford to live close to

management. Interestingly, today we are beginning to redefine work

the office and are measured in

We are becoming more aware

industrial style ‘productivity’ terms.

of the need for a more agile,

as an activity rather than a place,

mutable approach to work

and it’s no surprise considering

The shared vulnerability we have

and life. And we know that the

the eighteen months we’ve all

all experienced over the pandemic

minute the majority of people

been through.

has fundamentally shifted our

change their awareness, the

appreciation of who we are and

rules that govern our actions

That’s a big shift in our collective

how we might thrive as ‘whole’

and behaviours begin to

behaviour and it seems we’re not

human beings.

change too.

20 | TOP HR LEADERS

Work: It’s no longer a place

“At the moment when we bend the beam of collective attention

is remote, exactly? The findings from PwC’s latest Workforce

this is a huge opportunity for more transparency over pay in general.

back onto our own process and

Pulse Survey are interesting: 22%

More importantly, it’s a rare

when we begin to see ourselves

of employees are planning or

window to shift the axis of equal

through the eyes of others, and the

considering a move more than

pay to support the business case

eyes of the whole, then we begin

80km away from their core office

for diversity, which is now stronger

to unfreeze the hardened state

and another 10% have already

than ever.

of social reality into a more fluid

made such a move since the start

state that allows us to reimagine

of the pandemic.

and reshape reality as needed.” Otto Scharmer: Ten Lessons from

Covid for Stepping into the Decade of Transformation

Will we use this opportunity to right some of the inherent wrongs

This naturally gives organisations

in our current systems - or let

a wider geographic talent pool

it slip away amid the noise of

and better retention tools. It

location, location, location?

also presents a few challenges

Work: It’s a Collaboration Hub For knowledge workers, we need

and in some countries, tax and

to reimagine and redesign the

reimbursement policies.

As we think more deeply about hybrid work, corporate culture and what drives us, we’re faced with a myriad of questions.

rather than a place of day-to-day

The reality is that talent is

Our corporate cultures are so

work. And no, we’re not talking

everywhere in a hybrid work world.

much more than a common

about the crowded collaboration

On LinkedIn, remote job postings

mission, vision and a set of values.

spaces in offices of old, rather a

have increased more than five-

They’re a system of beliefs and

redesign of our workspaces to

fold during the pandemic, which is

behaviours we encounter and

bring people together to address

having a profound impact on the

enact with, day-to-day.

some of the negative effects of

overall talent landscape.

including how to incentivise employees to come into the office for significant occasions

office as a collaboration hub

working from home.

Culture frames how we experience With all this focus on location,

our organisation and our place

With little opportunity to bump

we’re also hearing much about

into people in the office, people

within it. It reflects how we show

pay cuts for remote workers.

up and get things done. Its power

and teams have become much

Google, Facebook and Slack have

lies in creating and nurturing a

more siloed, which has limited

said they will cut people’s salaries

sense of belonging and a deeper,

our ability to build our near and

should they decide to work from

meaningful connection to a

distant networks and to spark

home. On the other hand, Reddit,

greater purpose.

innovation. We must actively seek

the message board site and Zillow,

out new ways to foster the social

the property marketplace have

The pandemic and a new era of

capital, cross-team collaboration

announced they will pay people

hybrid working have forced us

and spontaneous idea-sharing

the same whether they work from

all to step back, re-evaluate and

that’s been the driving force in

home or the office.

reimagine cultures we want to be a

workplace innovation for decades.

part of. Employers need to accept It’s always interesting when a

the stark reality of a widening

So just how many people want to

‘system’ is given a good shake. On

disconnect between how they and

work remotely and how remote

the upside, whatever the outcome,

their employees see the future. TOP HR LEADERS | 21

In the push to establish some

A number of big tech companies,

There are vital lessons we can

sense of normalcy, employers are

including Google, Salesforce,

all learn as we witness this

focused on logistical solutions

Facebook and Amazon have

‘push and shove’ playing out in

that give them a sense of control

already gravitated toward a

real-time. Many leaders are still

including the number of days in

hybrid model. On the other hand,

stuck in pre-pandemic thinking,

the office, collaboration tools and

Spotify is still offering employees

attempting to reclaim, recapture

policies on pay levels to mention a

the opportunity to work from

and drive the benefits of the ‘hive

few. However, we need to accept

anywhere they like as they believe

mind’. To go back to office-based

there is no ‘new normal’ in sight

it allows people to do their best

corporate cultures so strong as to

and it’s not a destination to be

“thinking and creating”.

collectively move as one and drive

relentlessly pursued.

productivity. In stark contrast, last month The

Today, Microsoft research shows

Washingtonian’s editorial staff

The reality is, our experience over

that 41% of the global workforce

stopped work after Catherine

the pandemic has debunked the

is likely to consider leaving their

Merrill, CEO of Washington Media,

need for all people to return to the

current employer within the next

penned an op-ed column saying

office in order to be productive.

year, with 46% planning to make a

corporate managers have “a

You can dig into the detail in

major pivot or career transition.

strong incentive” to demote

McKinsey’s report; What’s next for

employees who don’t return to

remote work: An analysis of 2,000

their offices.

tasks, 800 jobs, and nine countries.

embark on co-designing a future

She went on to suggest that

When we get into the hybrid

they want to be a part of, we’re

remote workers can’t participate

debate about the right ratio of

going to suffer the effects of the

in office life and associated

days in the office to days at home,

widening chasm between what

activities like “helping a colleague,

agile-thinking organisations will

people want and what’s on offer.

mentoring more junior people,

benefit from finding what’s right

celebrating someone’s birthday

through rapid prototyping and

- things that drive office culture.”

experimentation. The key here is to

If we’re not able to meet employees where they are and

Right now, as we think more deeply about culture and what truly drives

communicate openly, collaborate

us, we’re clearly faced with many

Investment banks are also on a

with employees and try different

more questions than answers.

drive to get bankers back to the

options (2:3 / 3:2) in a given time

Where should we spend our time,

office with Goldman Sachs and

frame. Things are moving way

energy and money? How can

JPMorgan taking a heavy-handed

too fast to settle on decisions we

we create diverse, regenerative

approach in recent months. There

make today and expect them to

cultures to support the future we

are some practical reasons for

work in the near future.

are all co-creating? What are the

this sector to be (mostly) office-

mental models leadership teams

based, not least the threat of

The four-day workweek is also

need to create cultures we want

cyber attacks over insecure home

on the rise. Organisations (and

to be part of in a hybrid world?

office networks. However, the

some governments) in countries

pushback is real and the sector

including New Zealand, Spain,

is experiencing a great deal of

Iceland, Denmark, Germany, the US,

attrition, forcing some banks to

UK and Japan have been running

offer bonuses or perks to sweeten

experimental Pilot programmes

the deal.

with promising results.

The battle over shaping post-pandemic corporate culture has well and truly begun. 22 | TOP HR LEADERS

Work: It’s no longer a place

Workers reported anywhere

- when many people go through

If we’re smart, we’ll take the three

from a 25% to 40% increase in

a hugely traumatic event at the

essential stages of recovery,

productivity, fewer sick days, a

same time.

which are establishing safety,

healthier work/life balance, less

remembrance and mourning, and

money spent on childcare, more

“Our moral responsibility is not to

reconnection into consideration

family time and better morale.

stop the future, but to shape it…

and build them into our plans.

If this isn’t compelling evidence,

to channel our destiny in humane

Forewarned is, after all, forearmed.

we’re clearly missing the point.

directions and to ease the trauma

Let’s consider another key factor, that of “Re-Entry Anxiety”.

of transition.” Alvin Toffler

“Anxiety is known to decrease work performance, reduce job

“Re-Entry Anxiety” is

satisfaction, and negatively

showing up in all manner of

affect interpersonal relationships

ways including increased

with colleagues, among other

It’s definitely a thing. We’re going

absenteeism, social avoidance

ills. For the global economy, the

to need to pay close attention

and self-imposed isolation.

loss of productivity because of

to this emergent phenomenon

Symptoms range from fear,

poor mental health—including

when shaping our corporate

distress, mistrust, depression

anxiety—might be as high as

cultures of tomorrow.

and anxiety in social and

$1-trillion per year.” - McKinsey:

public places. Not to mention

What employees are saying

We’ve heard so much about the

worries about reinfection

about the future of remote work

impact of the pandemic on our

(despite being vaccinated),

mental health. COVID-19 has been

exposure to other illnesses,

categorised as a mass trauma

death and future disasters.

The Big Q’s As we embark on reimagining and redesigning our office spaces, corporate cultures and ability to attract diverse talent, we first need to appraise where we are. Are we thinking in futures terms - do we have our big-picture lenses in? Are we agile and innovative? Are we creatively collaborating and challenging our own preconceptions through diverse perspectives? Are we dealing with the reality of what is, not what we hope it will be? All good Q’s, which are well worth considering. If we’re not evolving, we too will surely suffer the consequences of pushback and attrition. Old-school thinking simply won’t work in a new world paradigm. TOP HR LEADERS | 23

HR PILLAR: Diversity & Inclusion

Are you interested in increased productivity?

reasons why should you invest in a Diversity & Inclusion Policy

Silke Rathbone,

Let’s break it down …

Labourexcel

When referring to Diversity, one

Principal Partner,

must differentiate which type you are referring to first. There are

“Diversity is having a seat at the table, and Inclusion is having a voice and taking part in the conversation” – Satrix.

generally 4 types:

• Gender • Education • Nationality • Language • Physical Ability • Mental Ability

Inclusion have become

• Sexual Orientation

commonplace in the work

• Cultural Identity

environment - but is there a appreciation of these terms?

2. External Diversity related to those aspects which people are not typically born with but take on or have some control over, such as: • Appearance • Education • Religious Beliefs • Relationship Status • Personal Interests • Socioeconomic Status • Life Experiences • Family Status • Location

24 | TOP HR LEADERS

• Job Function • Seniority • Management Status • Union Affiliation

• Pay Type and Benefits

• Culture

he words Diversity and

common understanding and

• Place of work • Employment Status

1. Internal Diversity with a further breakdown into:

• Age

3. O rganisational Diversity relates to what makes someone different from another in an organisation such as:

4. Worldview Diversity which often merges the above three diversities, however, is opinion-based and can change over time. These may include: • Outlook on life • Moral Compass • Political Beliefs • Epistemology (generally the knowledge of belief, justification and truth)

4 reasons why should you invest in a Diversity & Inclusion Policy

Let’s move on to Inclusion. The sum of Inclusion comes down to a feeling and is not as easy to describe as Diversity; however, just as important to understand. A list of what Inclusion means to most is: 1. Feeling like one has an equal political power 2. Feeling like one is heard 3. Feeling like one is part of a team 4. Feeling like one is valued and respected A highly diverse and inclusive workforce will lead to not only higher Productivity, but higher Employee Engagement. And, the only way that all happens is that your employees are happy. It may seem simple – make sure your employees are happy – but remember that there are many forces at play when it comes to self-happiness – home life, worklife – relationships – mental state – and many other factors. As the employer or manager, your role is to tackle and manage what you have control of, and that is your people. It starts with who you employ – and then the way they treat others, the way they communicate, and how you upskill them, not only in how you want work to be actioned and handled, but what they understand about Diversity and Inclusion.

How to bring the importance of DIVERSITY and INCLUSION into the workplace In South Africa, it is clear we have a very diverse workforce and embracing it will lead to a more creative and innovative workforce, giving companies a competitive advantage. When a company learns the importance of embracing Diversity and Inclusion, they will be able to: 1. Retain their best people and talent pool 2. Drive innovation within that pool 3. Better understand their customers 4. And bring about better financial performance Let’s break that down further … 1. Retaining your best people When your staff feel they are

their mind’s opening up to more possibilities. They will feel they can be more creative, more daring with their ideas, thereby producing more effective work and results. 3. Better understanding your customers Through your employees’ eyes, you will see how they welcome your customers better, taking time to understand their needs, their problems that need solving, and how they can be the best for your customers. 4. Bringing about better financial performance

This will, in turn, lead to higher productivity and better financial performance all around. They are all interlinked. And, at the end of the day, you want your business to grow and prosper. And, what is at the heart of your business’s success? Your people.

heard and valued, you stand a higher chance of staff retention – thereby not only keeping the cream of the crop, but also reaping the benefits of their training and upskilling. Should they leave, your competitors will profit from your investment. 2. Driving innovation When you have people around you who are secure in themselves, in their colleagues, and you, as the business owner, you will find

TOP HR LEADERS | 25

Diversity is represented at these levels: · Board members and directors · Hiring roles · Leadership positions Get them thinking open-mindedly and with a thought for the greater good, and it will filter down into all the rest of your people, even your customers and suppliers.

The place to start is a Diversity and Inclusion Strategy. How to put a Diversity and Inclusion Strategy together 1. Start with the top – your Board, Directors, Stakeholders When the top management understand and appreciate what Diversity and Inclusion are about and then see the benefits, they will be on board to put this strategy together. You will need to precisely layout the benefits for them, the

The Mission is how you will

4. The Internal Perspective

achieve that vision, and

Here, we go deep into the archives

generally, this is where the

of your business. First, you will

people are brought in.

need to ensure Diversity and Inclusion is understood and also

The Values of the business fall down from top management and speak to the fundamental beliefs. Here is where you will see if all parties involved have the same

staff, and the company as a whole.

values or not. Sure, not all will

2. Understand the Core of the

and core values will have some

Strategy

be the same, but the essential resonance with each other.

If you have never put a values, vision and mission statement

3. The External Perspective

together, now is the time. It

If you haven’t bothered to find

may seem old school and very

out what your customer’s wants

corporate, but there is merit in

and needs are and whether

detailing these elements.

you are offering solutions, then you need to take a look back.

The Vision of the business will help

Are you satisfying them every

your people understand where

step of the way, and are your

you want to go.

employees in the know too?

26 | TOP HR LEADERS

accepted. There will be hard times, challenging questions and possibly some unhappy faces, but at the end of the day, you will land up with a policy in place that can stand up for itself, and you will have people that fit with your vision. 5. The Learning Game The process of obtaining Diversity and Inclusion nirvana is not an overnight process. There will be workshops set up, there will be training on the go constantly, there will be rehashing even months after the training, and there will be a rebirth of your company and your people. Infrastructure needs to be put in place in order to tackle this issue.

4 reasons why should you invest in a Diversity & Inclusion Policy

A typical Diversity and Inclusion

The Diversity and Inclusion Check Sheet Book time with your top management Discuss what they understand about Diversity and Inclusion Get to a point where you have a workable list Recap your company’s vision, mission and values, and agree to a formal policy Communicate the policy to staff Educate and set up workshops to help them understand and get on board Address any glaring gaps such as with regards to disability and gender inequality Ensure your new policy feeds into new recruitment processes – training may be required here for unbiased approaches Set milestones to check in regularly – this is a long-game and not an overnight express – suggestion is to make use of technology for ease and automation – but don’t forget the human interaction Ensure your leadership team are on board and are articulate in discussing, empathising and finding solutions

Ensure there are role models for your staff to access when needed – a great idea is to bring in speakers who are adept with the topic and open to helping Regularly review and reward those stepping up to make a difference Use your Diversity and Inclusion policy to engage with your customers, suppliers and, of course, Stakeholders

The Diversity and Inclusion Scorecard Like with all business processes, you should be measuring. Having a Diversity and Inclusion Score Card will show you: - Where you are currently

Score Card will measure areas such as: 1. How transparent and dedicated your organisation is towards this way of working and living 2. How aware your organisation and people are about Diversity and Inclusion and how much is understood 3. How much you involve everyone to get stuck in and shine through their differences and similarities 4. How clear your Diversity and Inclusion plan is and whether it takes into account changes environments and situations into the future 5. How agile your plan is so that no matter who steps into a leadership role or other role, knows precisely what this plan is about and how to implement/ carry on with it The idea around keeping a scorecard is not to call anyone

- Where you want to go

out. Instead, it is about agreeing

- And, how you will get there

the plan, implementing the plan,

to a plan of action, formulating and checking in regularly to

The Diversity and Inclusion

ensure the plan is still on track.

Scorecard can help your business achieve equality

It may take a village to raise a

across all spheres. Your

child, but it takes everyone at

Diversity and Inclusion culture

an organisation to keep a strong

can be significantly adjusted

Diversity and Inclusive policy going.

with a more positive outlook. The Score Card will be a

Yes, this will be tough.

go-to tool to ensure you are keeping everyone on the right

Yes, this will be trying and stressful.

path to a cohesive, diverse and inclusive environment.

But, at the end of the day, you will

It will help you see whether

have moulded your perfect team

everyone is being recognised,

with one vision in mind – a 100%

heard and valued.

diverse and inclusive organisation.

TOP HR LEADERS | 27

HR PILLAR: Recruitment and Talent Aquisition

How recruitment technology is rising to new workplace challenges

By Marc Privett*, General Manager of Simplify.hr

here is no doubt that we

This need to find innovative

priced accordingly. Simplify. hr

have all been impacted

solutions to new people

is a full feature cloud-based

by the perfect storm of

management problems is fuelling

recruitment management solution

the pandemic accelerating

a boom in the HR tech space. The

for businesses of all sizes. In a short

the inevitable march towards

HR tech market is estimated to be

space of three years Simplify.hr

the 4th industrial revolution, a

worth a whopping $24bn annually

failing economy driving record

and seeing significant growth.

has seen significant growth and attributes their success to the

unemployment rates and new

In the first six months of the

fact they cater to the specific

data privacy laws demanding

year alone there has been over

needs of the SA market and is

a paradigm shift in how we

$3.6bn in venture capital raised to

extremely attractively priced in

manage personal information.

support innovation in the HR tech

comparison with on-premise

While these events have impacted

space, which is a clear indication

and international solutions.

businesses as a whole, it has

not only of the need, but also

profoundly impacted how human

the impact that HR technology is

resources departments attract,

having on our evolving workforces.

hire and manage talent. Without the adoption of recruitment

Closer to home we have seen new

technology, companies face

entrants into the market such as

significant reputational and

Wamly.io, the South African based

compliance risks and can easily

video interviewing platform that

fall into remote hiring booby traps

not only caters for the specific

in this changing landscape.

needs of our market, but is also

28 | TOP HR LEADERS

How recruitment technology is rising to new workplace challenges

HR technology is a key component of the success of an evolving HR function. Here are a few key reasons why your organisation should be leaning on HR tech platforms and services to manage your hiring and employee management efforts.

Data Privacy The Protection of Personal Information Act (POPI Act) that came into effect in July this year places a significant onus on businesses to responsibly

the Act. This means that collecting

privacy and data policies. A good

collect, store, manage and delete

paper-based CVs are an absolute

recruitment management system

data which includes candidate

no-no. Most applicant tracking

will do the heavy lifting for you here.

personal information collected

systems can manage the consent

during hiring and employee

for you. It is important that consent

Personal information must be

information of current and

management must tie in with the

safeguarded and access must

previous employees. Failure to act

data policy for your organisation.

be restricted. The POPI Act

in accordance of the provisions of the act could result in hefty fines

places considerable emphasis Data can only be processed for

on safeguarding personal

from the regulator and significant

purpose. Personal information

information. In the context of HR,

brand reputational damage. Here

must only be used for the purpose

candidate and employee records

are three data considerations

in which consent was granted and

must be stored in a safe and

when dealing with personal

be kept only for as long as the

protected environment where

information in the HR space:

initial purpose remains relevant.

access is recorded and controlled.

In the case of an applicant, the

This cannot be practically done

Consent must be obtained by the

purpose is to be eligible for a

using paper-based systems,

data subject. You are required

specific opportunity. By the strict

which includes accepting physical

to obtain consent to collect and

letter of the law, you may only

CVs. Leading HR technology

store personal information from

keep a candidate’s personal

solution providers focus on data

each data subject, in our case

information until it is no longer

security to ensure that stored

candidates and employees. This

needed, which means when the

personal information is done so

especially applies to candidates

position has been filled. If you

in a controlled and safe central

when applying for positions. In

would like to keep the record

repository. Quite frankly, it is unfair

addition you are required to prove

for longer, say for future hiring

to expect that HR teams carry

consent should the regulator

opportunities, you would need

the significant burden of data

request so. Unless you have

to obtain consent from the

security, but outsourced tools and

a mechanism to record such

candidate. This can be covered in

services allow for the HR function

consent (and consent may not be

your terms of service and should

to focus on what matters the

implied) you could be in breach of

also align with any organisational

most, people management.

TOP HR LEADERS | 29

Although many organisations adopt recruitment and people management platforms to gain efficiencies and cost-savings, these platforms play a crucial role in ensuring data privacy compliance.

The changing digital workspace The pandemic has changed the nature of work, with an initial enforced work-from-home requirement. Many organisations will continue to adopt some form of blended working environments to cater for the short and medium term requirements under the

The new challenges of remote

you can focus your time on

veil of covid, but also to the

work has required HR departments

the ones that matter. Simplify.

changing demands of the talent

to adapt quickly. Everything

hr has added over 26,000 hours

that they wish to attract. On the

from attracting, engaging and

of productivity to clients by

one hand, the “fringe benefit” of

hiring new talent to onboarding,

streamlining the candidate

being able to work from home

managing and retaining team

shortlisting process.

is becoming an increasingly

members has had to have a

important consideration for

rethink. Here are some areas where

On the other side of the spectrum,

prospective hires, especially in

HR technology is paving the way

in-demand candidates have

some of the scarce skilled sectors

for a better experience.

become far more selective in engaging with new opportunities.

like software development where proximity has no bearing on

South Africa is a strange dichotomy

A core function of modern HR

productivity. On the other hand,

where we have the highest

is employee branding, which if

forward-thinking organisations

unemployment rate in the world,

done correctly, not only acts as a

are seeing the opportunity of

but conversely have significant

mechanism to attract the right fit

adopting telecommuting as

shortage of skills in certain areas

for your organisation but also can

a way to tap into previously

such as engineering, software

play a significant role in attracting

unavailable pools of talent in

development and sciences. This

candidates who usually gravitate

other regions. The negative

reality drives eye wateringly

towards other companies with

knock-on effect in the South

high numbers of applications for

strong brand recognition. A great

African context is that more

advertised roles, but a shortage of

employee branding strategy will

and more offshore based

suitable candidates. Any recruiter

assist in attracting scarce skilled

multinationals are fishing in our

can attest to the amount of time

candidates. Many recruitment

talent pool, offering higher than

wasted in scanning irrelevant CVs.

management systems offer

market related salaries for scarce

A good recruitment management

fantastic opportunities to build rich

skills, pushing the cost of talent

system will be able to help weed

content to highlight the benefits for

through the roof.

out non-suitable candidates so that

working at your company.

30 | TOP HR LEADERS

How recruitment technology is rising to new workplace challenges

Engaging with prospective hires

outside the bubble and find it much

The last twelve months have

in our new digital reality can

harder to navigate the organisation.

challenged everything that we

be extremely tricky. Interviews

Physical induction programmes

know and hold true. We have

with candidates over video can

have by and large been put

been thrown in the deep end

be daunting for the candidate

on hold. A good onboarding

and we have had to adapt

and in many cases candidates

programme will guide a new

our strategies and operations

do not have access to the tools

employee, give structure to both

to meet the challenges that

required. One option is to adopt

the hire and those who manage

have thrown at us. New and

asynchronous video interview

and interact with the employee

existing HR technologies are well

tools which allow candidates

and give a sense of purpose and

suited to help HR professionals

to answer interview questions in

belonging. The best onboarding

and organisations organise,

their own time without the pain

platforms can automate complex

manage and grow their teams

of scheduling.

task-driven workflows while driving

in a meaningful and positive

a great employee experience.

way while removing a lot of

One of the challenges of hiring

More importantly they offer

administrative and compliance

remotely is getting a clear

accountability, measurability and

burden on your teams.

indication of fit for the job. While

consistency that is a necessity in

skill and aptitude assessments

our new working environments.

have been around for a long time, it has become more important than ever to ensure that you have the right person for the job. Nuance often picked up in face-to-face interviews is often lost in digital translation, and assessments can often offer insights that you would not have gained using video interviewing. It is also important to assess based on the requirements of the “new normal” such as selfmotivation and adaptability. Onboarding new employees in a work-from-home environment is incredibly challenging to

*Marc is the author Recruitment

Simplified, a step-by-step guide

to effective recruiting. Download a free copy of the e-book here: https://blog.simplify.hr/wpcontent/uploads/2019/10/

Recruitment-Simplified.pdf

say the least, not only from the logistical practicalities such as equipment set-up but also from the perspective of inclusion. It is very difficult for a new employee to feel “part of the team” without physical contact or having a shared workspace where people gather. They often feel disconnected and TOP HR LEADERS | 31

CREATING TOP TIER TEAMS IN A WORLD FILLED WITH INTUITIVE SOFTWARE, SIMPLIFY.HR IS MORE THAN JUST ANOTHER ATS SYSTEM...

ounded in 2017, Simplify.hr (a proud member of the Naspers family) is a leading recruitment management platform in South Africa with a holistic approach to the art of hiring - ensuring a 360° approach to effective cloud-based recruitment. The company offers training and consulting to assist businesses of all sizes in unlocking their potential through efficient hiring of top quality talent. Simplify your recruitment with the intuitive recruitment software solution that helps you find, manage and recruit quality candidates.

APPLICANT TRACKING PROCESS Simplify.hr allows you to track, screen and filter all applicants efficiently with its intuitive applicant management software. Visual hiring pipelines give recruiters a quick overview of their hiring status. You’ll be able to view the number of candidates at every stage for every job to focus your attention on where it is needed. The software also does all the heavy lifting for you from parsing CV data, to enriching data with social profiles and creating automated summaries of candidates based on their resumes. 32 | TOP HR LEADERS

Recruitment analytics will assist in keeping track of your current hiring status and planning your future hiring strategy. Uncover the bottlenecks in your process and make data-driven improvements optimise and improve your recruiting. You can also get actionable feedback from the hiring team on potential hires at any point of the hiring process. They’re automatically shared with the hiring team for complete transparency. In addition, communication is made simpler. Communicate directly with candidates from the platform, keep a history of all interactions, and utilise the built in email templates (or add your own custom templates for a more personalised approach). Collaborative Hiring This innovative system will help you create the team you need for each vacancy and unleash the power of collaborative hiring. With transparent communication, collaborative notes, evaluations and references everyone in the team is kept up to speed. You can also engage with your external recruiters to keep all your candidates and prospects in one place.

TALENT CRM FEATURES Candidate Database Build a candidate database, a complete record of everyone who has been sourced or applied Candidate Timelines Keep a unified view of candidate history & engagement, including history of all interactions Automated Messaging Use personalised automated messaging and triggers using configurable templates to do the heavy lifting for you Personalised Communication Engage with talent with personalised messages & notifications Segmentation Use tags and filters to segment your talent pool and proactively engage your desirable candidates

SIMPLIFY.HR | Advertorial

Reporting & Analytics Elevated • Uncover the bottlenecks of your recruitment process to improve your time to hire • Track the sources of hires to optimise your recruitment marketing efforts • Improve productivity of the hiring team by measuring the overall team activity Gain Access To Custom Employer Branding With Simplify’s holistic approach, users are able to create mobilefriendly career and custom application pages without needing a coding qualification. They’ll be able to connect with candidates on the move with a mobile friendly, branded careers website. Thus, taking control of their employer brand with autoupdating careers pages. • Get up and running in minutes - absolutely no coding knowledge required. • Automatically publish jobs to your site - no additional updates will be required. • Reach candidates where they browse with our mobile-friendly templates.

PRACTICAL INTERVENTIONS TO IMPROVE THE CANDIDATE EXPERIENCE Henneri Crous, Head of Sales at Simplify & Careers24, provides tips on the importance of a positive candidate experience: • Gives a candidate a view or image of your organisation’s brand and influence. • Opportunity to increase your organisation’s fan or customer base. • The greater the candidate experience, the more loyalty and respect you’ll have. • It is a great way to increase your talent pool, especially in pipelining unsuccessful candidates with potential. In terms of process, the focus should be on making sure that the application and selection process is as efficient as possible: • How long is the selection process? • How do you want to do your interviews? Culture is also important: • Organisations must create a culture that drives engagement and must promote putting employees first. • Organisational culture is seen as the practical observable experience of what it is like to work there. • The rule is that candidates seek an organisation that fits in with their personal values and culture. • Millennials and Generation Z candidates highly value understanding organisation culture and contributing to the organisation and general society. Therefore it is imperative that you know your organisation’s culture and make it visible. Current trends show that millennials” job searching is booming on job boards (69.61%) and job search engines (37.99%). Gen Z commonly makes use of search engines (67%) - with social media coming up as the least favourite.

• Create custom job application forms with auto-filtering options. • Add videos, images and testimonials to paint a rich working experience for prospective hires. • Add a jobs widget to your existing company portal or use our API for full customisation.

CONTACTS Telephone: 011 713 9571 Email: info@simplify.hr Website: https://www.simplify.hr/#

TOP HR LEADERS | 33

HR PILLAR: Skills and Development

A New Dawn: Skills And Development Trends in Human Resources By Harpreet Singh Chhatwal, Area Senior Director, Human Resources, Middle East & Africa, Radisson Hotel Group As workplaces have adapted to the impact of COVID-19, massive shifts have taken place in human resource

management. Harpreet Singh

Chhatwal, Area Senior Director, Human Resources, Middle East

& Africa, Radisson Hotel Group, maps out the key trends in a post-COVID-19 era of work

In the hospitality industry,

And herein lies the quandary for

where employees have worked

human resource professionals in

tirelessly throughout the

the hospitality industry.

lockdowns as hotels became quarantine facilities and

The coronavirus pandemic has

refuges in bio-bubbles, to the

ushered in new technological

eventual re-opening of local

developments and expectations

then international travel, the

from hotel guests and travellers.

challenges are not as clear cut.

These include increased health

Before COVID-19, human resource

and safety measures that adhere

staff were often tasked with

to COVID-19 regulations, less

s vaccinations become

ensuring employees displayed the

frequent interaction with hotel staff

increasingly available and

capabilities to assist a company

and disruption to processes. With

more of the world opens

in achieving its strategic goals,

these changes, human resource

up again, human resource

along with moderating employee

professionals in the sector have

departments across the globe

grievances, onboarding new

had the mammoth task of swiftly

will face challenges distinct

hires, ensuring compliance with

responding to business priorities,

from those of the pre-pandemic

rules and regulations, and more.

fluctuating workforces due to both

era. For many, reintegration

While many of these challenges

illness and economic conditions,

into office life will be a top

still remain, the evolving work

and harnessing digital technology.

priority, while many more will

environment now also calls

Amid all these changes, these are

be required to find a solution for

on the need for soft skills,

some of the exciting trends that

employees not ready or willing

employee wellness and digital

lie ahead for the human resource

to return to the workplace.

transformation, among others.

profession in hospitality.

34 | TOP HR LEADERS

A New Dawn: Skills And Development Trends In Human Resources

Soft skills

skills such as digital literacy and

within the workplace, employers

data analytics, critical thinking

should look to provide employees

The past 18 months have shown

skills such as strategic thinking

with work flexibility. While it may

that while specific knowledge and

and conflict management, and

seem counterintuitive, in my own

abilities are necessary, soft skills

soft skills such as emotional

experience, it has proved highly

such as adaptability, flexibility,

intelligence and creativity.

successful. Additionally, it must

resilience and independent problem solving are more

be noted that engagement will

Employee wellness

take different forms for different employees so understanding

important than ever before. Lockdowns and remote work

an employee’s drivers for

and other hard skills can be

have made it even more difficult

engagement and taking action

developed with dedicated training,

for employees to separate work

when needed will further enhance

however, even traditional jobs

and home life. This has led to

employee wellness programmes.

that require these skills are being

increased stress levels and more

When employees feel nurtured and

redefined at this very moment. At

competitive work cultures. As such,

supported, they are more likely to

Radisson Hotel Group, our focus

human resource professionals

be motivated, engaged and loyal.

has always been on developing

must prioritise employee well-

employees to be more adaptable

being, going further than mere

and flexible, and this has stood

mental health days to embrace

Industry-specific certifications

Digital transformation

us in good stead throughout the

stress management, team

Over the last decade, a lot has been

pandemic as teams have rallied

building and other activities that

written about the Fourth Industrial

together and brought unique

are not directly related to work.

Revolution (4IR) and in regions such as Africa, the true possibilities of 4IR

perspectives and initiatives to Encouraging direct and open

technologies are only now being

interaction has always been a

harnessed, spurred on by COVID-19.

This does not mean that other skills

core tenet of Radisson’s work

Whereas before, companies

have now become redundant;

culture, with pulse surveys and

were hesitant to embrace new

instead, in their recruitment drives,

virtual and in-person sessions for

technologies, remote working and

human resource professionals

dialogue and feedback helping to

prolonged lockdowns demanded

will be required to seek out

gauge employee sentiment and

a swift move to the digital realm.

candidates that display a more

drive action where it is needed

Recruitment processes now include

holistic set of skills. These include

most. To enhance engagement

virtual hiring, remote employees,

their responsibilities.

online training videos and access to digital staff portals that house company assets, manuals and other digital tools. In hospitality, hotels implemented technology that improved their guests’ stays and made it easier for staff to monitor and conduct processes online. Some hotels even went as far as replacing traditional roles with service robots, meaning guests never have to interact with another human being during their stay.

TOP HR LEADERS | 35

A New Dawn: Skills And Development Trends In Human Resources

Radisson Blu Hotel, Zurich Airport

With this evolution in operational

women in leadership programmes

in Switzerland is one example of

structures, companies will seek to

as part of their initiatives. This

this, having introduced JEEVES,

upskill their employees in digital

points to the fact that, no matter

a service robot, as part of its

capabilities. As such, there exists

its size, an organisation can do

operations team. That said,

the need to motivate employees

right by its people through a

Radisson — and many other hotels

and keep them excited about

commitment to implement and

— will undoubtedly not surrender

new training and development

highlight gender diversity, and then

its human workforce. Instead, the

opportunities, which can be done

follow it through with actionable

Fourth Industrial Revolution, where

by placing an emphasis on career

steps that not only shows this

optimisation and automation

paths. Further to this, with more

commitment but also represents

reigned, will evolve into the

employees having access to digital

an example to their peers.

Fifth (5IR), where humans and

technologies, remote and mobile

technology will collaborate to

learning makes it possible to take

find a common purpose. In the

learning out of the workplace

hospitality sector, this will translate

and into the home, allowing

to employing a combination of

employees to actively engage

both technology, which is a critical

with learning in their own time.

organisations to create

Diversity and inclusion

member can express his

component in scaling up, and the human touch, arguably the cornerstone of hospitality. The challenge will be to maintain a

Radisson’s corporate culture relies

healthy balance between the two,

on the fact that many different

so neither overwhelms the other.

mindsets exist in one company. Therefore, embedded into both our

Evolving roles

Additionally, having a diverse team also enables spaces where every staff or her own authentic self, seize opportunities, voice their opinions and make decisions with confidence.

human resource policies and our promise to guests, is the need to

In the same vein, digital

respect individual differences, life

Different perspectives result in

transformation will permeate

experiences and the diverse world

different skill sets being brought

every aspect of a business, and

views of wherever our colleagues

into the workplace, which further

hospitality is not exempt. The last

or guests come from. While this

creates the memorable moments

five years alone have introduced

should be an important aspect

that have become one of

new career opportunities that

of any hospitality establishment,

Radisson’s key objectives.

did not exist before and this has

it rings true for other sectors as

prompted Radisson to establish

well. By being able to understand

Companies, specifically those in

the role of digital experience

the diversity of the people being

the hospitality sector, can only be

executives in our area support

served — whether guests at a hotel,

successful with a talented and

offices. These are the team

consumers of a retail brand or

engaged workforce. Therefore,

members who work to enhance

clients of a large conglomerate —

it makes sense to create a work

the digital experiences of both

employees are then able to adapt

environment that values not only

guests and other employees and

operations to meet the needs and

an employee’s skill set but also

will most likely not be the last

expectations of this audience.

takes a holistic approach to their career development path. And the

digital-focused roles to erupt from the advances in technology, with

The diversity and inclusion

bridge to a highly successful and

roles specialising in information

policies of the majority of large

engaged employee lies with the

technology (IT) and digital

corporations now also include a

very core of an organisation: its

becoming more common.

balanced leadership agenda or

human resources department.

36 | TOP HR LEADERS

HR PILLAR: Health and Wellness

Post-pandemic Wellness Challenges:

An HR Perspective

By Madelein Hendrick

– MD, HR Company Solutions

uman Resource professionals are, by and large, driven by

their passion for people. When embarking on this profession one knows that having the best for our employees is always at the forefront as we navigate through regulations and company culture. For many organisations the Human Resource function was a formality to ensure compliance with the regulations put forward by governing bodies and bargaining councils; but since the pandemic I believe there has been a shift in approach and this has given us the opportunity to dig deeper into the health and wellness of the employees of our organisations. The pressure that HR departments have faced in establishing policies and strategies which affect the real wellbeing of our employees during COVID has been enormous.

38 | TOP HR LEADERS

Creating and implementing

We have seen organisations

these policies - with little to no

adapt to working from home

guidelines of professionals who

options, to dividing workforces

have done this in the past - was

to create social distancing

challenging for many businesses

practices and many other

but as I continue to recruit HR

out-of-the-box ways to

professionals, I am delighted to

ensure optimal safety for our

see these skills now listed on their

employees.

resumes as an accomplishment they are proud of.

I applaud the hard work HR professionals have done when

What I am most fascinated about

I outline the above but sadly

seeing is how HR professionals

the battle is not won as many

have put the wellness of their

employees do not adhere to the

employees above everything else in

policies implemented for their

the business, including productivity,

own protection.

finance, and other crucial aspects as they simply had to keep the

The challenges that HR

health and wellness of their people

departments are facing as

as key to business survival.

we shift post pandemic:

Post-pandemic Wellness Challenges: An HR Perspective

1. Mental health and wellbeing

equipping your HR departments

initiating hiring freezes, many

The sudden shift in work culture

with the correct training and tools

employees have been feeling

took a toll on overall employee

they need to tackle this problem is

overworked and drained.

health and wellbeing, exacerbating

essential in your business. This has impacted the number

stress, anxiety, and other mental health issues.

2. Employee Isolation and

of grievances to HR departments

quarantine

which is keeping them on their toes.

Many organisations have initiated

Whilst HR departments are doing

wellness programmes and

their best to ensure the safety of

3. Communicating the

provided employees with health

employees, there is a trend amongst

uncertainty.

benefits, and flexibility to help them

some staff towards non-compliance

There are certain types of

overcome their health issues. But

with protocols, thereby putting

uncertainty which are energising

the sudden COVID-19 outbreak has

themselves and others at risk.

and there are others that are draining. The daunting feeling

brought the employees’ mental This is deeply frustrating for HR

of not knowing what the future

departments as employees are

holds or what measures to take to

When you have your workers

finding themselves in isolation and

sustain organisational operations

working in an office work

quarantine more frequently than

is a huge challenge and speaks to

businesses can keep up with.

the latter.

you tackle any issues that arise.

If you have to go out, think twice.

HR teams are responsible for

But with employees going remote,

Be wise, sanitise. There are only so

ensuring alignment, which in

communication routes have been

many posters and awareness we

turn should provide some form

significantly compromised, leaving

can create around this pandemic but

of clarity, however, to respond to

the managers without the usual

they are of no real consequence for

the crisis and develop effective

indicators.

those who are not taking it seriously.

measures and strategies for all

problems to the fore.

environment, you understand their pulse and sensitivity, which helps

is taking its toll on the wellness I believe that this is a major concern

As companies have had to relook

of even the strongest HR

for HR professionals right now and

at their finances, with many

professionals.

Advice for employee wellbeing in times of uncertainty:

people work, embracing hybrid work

1. Create and implement a wellness

models, increased remote work days and talent pools no longer

programme in your organisation. 2. Conduct a wellness risk

Uncertainty around the future

bound by geography, wellness

assessment.

of jobs, the company and the

is going to be a centrepiece in

economy has seen anxiety levels

any effort to increase or maintain

functions such as coaching,

rise to unhealthy highs. And the cost

engagement and productivity.

stress management courses

3. Invest in outsourcing wellness

and training programmes.

of not addressing issues such as mental health has been estimated

Organisations realise now more

to be in the billions for businesses.

than ever the value of a resilient

4. Step up the employee engagement within your

workforce, and it’s something

organisation with improved

Balance has been a hard thing to

they’re going to need as future

communication strategies.

come by and as companies now

crises are bound to impact the

look to once again change the way

business yet again.

5. Educate your HR departments on the values of employee wellness.

TOP HR LEADERS | 39

MISSION: To regulate the communications sector for the promotion of competition, innovation, consumer protection and universal access.

VISION: A connected and digitally driven society.

VALUES: Excellence – We will strive to be the world-class leader in the provision of regulatory services through committed teams and impeccable customer service. Proactiveness – We will be forward looking in the delivery of our mandate, to keep up with evolving industry trends. Integrity – In the execution of our mandate we will demonstrate openness, honesty and accountability in all our decisions. People – We believe that our people are key to driving our success through their commitment and excellence. We shall therefore harness and develop individual skills and strengths to work as one.

CONTACTS Physical Address: Plot 50671 Independence Avenue, Gaborone, Botswana Telephone: +267 395 7755 Fax: +267 395 7976 Email: info@bocra.org.bw Website: www.bocra.org.bw Facebook: www.facebook.com/BTAbw/

40 | TOP HR LEADERS

Botswana Communications Regulatory Authority (BOCRA) is an independent commission founded under the Communications Regulatory Authority Act, 2012 (CRA Act) on the 1st of April 2013. BOCRA is responsible for regulating all matters related to Telecommunications, Internet, Information & Communications Technologies (ICTs), Radio Communications, Broadcasting, Postal Services in the Republic of Botswana. BOCRA also issues licences to telecommunications and broadcasting service providers, enforces compliance with rules and regulations, protects consumers from unfair business practices and poor quality services and controls and manages the effective use of radio frequency spectrum.

PROJECTS Over the years BOCRA has undertaken several projects in pursuit of achieving its mission and values: Connect an employee Connect an employee is an initiative developed by BOCRA to encourage Government, parastatals, and the private sector to connect their employees to residential broadband internet. This includes employers paying for monthly residential internet of their employees as an incentive/ benefit that will allow them to work from home. The initiative has made massive strides with more than 10 companies with over 5000 employees giving a positive response by connecting their staff members. Struizendum Primary School Struizendum is a small village located in the Kgalagadi district south of Botswana, which lies in the most poverty-stricken area in the country. As such, BOCRA was motivated to adopt Struizendum Primary School to help relieve the situation at hand and meet some of the United Nations Sustainable Development Goals (SDGs) of No Poverty and Zero Hunger.

BOCRA | Profile

BOCRA in part of its adoption strategy supports the school academically and socially whenever there is a need. As such we have donated COVID-19 essentials and other requested items for the school, including stationery, sanitary pads and school shoes, for 157 students. BOCRA Sports & Social Club To promote social interaction amongst employees, a social club was formed by BOCRA employees with support from management. The Club is mandated to host social events and promote health and fitness at BOCRA. Planning and hosting fun social events for employees is proven to increase employee engagement and staff morale, which is an important thing for a productive and efficient workplace.

BOCRA Sports & Social Club at a social event

BOCRA Sports & Social Club doing community work

and gainer crowned at the end of the competition with co-ordination from a professional Personal Trainer. Schools Connectivity BOCRA through the UASF (Universal Access Service Fund) BOCRA Chief Exectutive, Martin Mokgware, donating has commenced The Items to Batlang Support Group School’s Connectivity Project to provide financial assistance for the computerisation and Batlang Support Group (BSG) connection of broadband Internet BSG is a community-based in public schools in selected rural organisation established to areas. Phase 1 of the intended promote Positive Health Dignity School’s Connectivity Project has and Prevention for people living covered government schools in with HIV/AIDS through targeted Ghanzi, Kgalagadi and Southern interventions to achieve “A districts (68 Primary Schools), dignified life with no new HIV while the second phase is planned infection.” BSG currently runs the for some localities in Kweneng Batlang Day Care Centre that and North-West districts. enrols orphaned and vulnerable children in the Mogoditshane area, a small village near the Capital city Gaborone in Botswana. The BOCRA Sports & Social Club was galvanised to help Batlang Support Group by donating clothes, stationery and painting the Day Care Centre as part of their community involvement projects. To promote wellness and fitness in BOCRA, the Club hosted the ‘The Biggest Loser/Gainer’ competition, which encouraged participants to live a healthier lifestyle - inspired by the hit American series of the same name. The initiative was a huge success with the biggest loser

Media Graduates BOCRA, through the UASF (Universal Access Service Fund), has initiated the placement of 20 Media graduates on attachment at the Department of Broadcasting Services (DBS) to produce local content for the airwaves and give them first-hand working experience. The programme follows the signing last year of a Memorandum of Agreement between DBS and Botswana Communications Regulatory Authority (BOCRA). Its aim is to empower the youth and help put them in a better position to create employment opportunities for themselves and their peers.

TOP HR LEADERS | 41

PROMOTING A HIGH PERFORMANCE CULTURE - PUTTING EMPLOYEE HEALTH AND WELLNESS FIRST

o effectively implement its mandate, BOCRA operates on a five year Corporate Strategic Plan which commenced in 2019-2024 following on from the 2014-2019 Plan. A Human Capital Strategy has since been developed in alignment with the Corporate Strategic plan. The Human Capital Strategy aims to: •

Improve employee engagement from 71% to 80% by 2024

•

To create and promote high performance culture with 15% of employees exceeding performance threshold by 2024

HUMAN CAPITAL MANAGEMENT Employee engagement After every two years, BOCRA conducts an Employee Engagement Survey to measure employee engagement level. By 2024 BOCRA aims to achieve an 80% engagement index. In 2019 BOCRA employee engagement index stood at 71% surpassing the global employee index at 64%. Following the results of the survey, employee engagement impact plans are formulated and implemented to improve engagement in areas that attain a lower engagement score.

42 | TOP HR LEADERS

Flexitime guidelines The Authority implemented Flexitime in 2015. When Covid-19 hit the country, flexitime was then reinforced ensuring that only 50% employees are at the office while the rest are working from home. However, currently employees go to the office as and when necessary. The use of applications, such as Signiflow and Microsoft Teams, made transformation to the new normal seamless. So much so that the organisation continued to perform, and was even recognised at national level as one of the performing parastatals in the year 2020/21.

Talent management and succession planning BOCRA uses its Talent Acquisition process to ensure that the objectives of its Talent Management and Succession Management plans are fulfilled. On an annual basis supervisors and heads of departments conduct talent councils to talent profile each employee and nominate successors from supervisory to leadership level. This process supports prospects of promotions and talent development plans. It is worth noting that BOCRA is gender balanced with 50% of employees being male and 50% female.

BOCRA | Advertorial

Graduate Development Program BOCRA recruits graduates to support talent management and succession planning initiatives. Graduates are taken through a robust two year training programme where they rotate in all departments to appreciate the organisation and its operations. In September 2018 eight graduates were recruited and they completed their graduate programme in September 2020. Upon completion of the programme all graduates were employed and placed in different departments such as Legal, Technical Services and Business Development.

HEALTH AND WELLNESS BOCRA has adopted a holistic approach to employee health and wellness that addresses physical, emotional, financial and psychological dimensions. Employees are paid for annual gym subscriptions and counselling services are provided and paid for employees who may need it as and when required. Annually there is a Wellness Week where BOCRA treats staff to a variety of activities to encourage them to value and lead healthy lifestyles. Also, throughout the year BOCRA commemorates days such as Valentines days, Mothers and Fathers days, Women’s days, and employees get special gifts and are treated to moments of wining and dining.

France and Malaysia since 2019. For the past 3 years, 3% of the company’s annual budget was spent to sponsor employees on long term training.

HR TECHNOLOGY To efficiently serve employees and customers, BOCRA has put in place human resource Information systems to process payroll for its 90 employees and recruit candidates. The recruitment system has made recruitment an easy and efficient process. Since 2016 the Authority no longer receives manual applications but system applications only.

ORGANISATIONAL CHANGE BOCRA maintains a conducive employee relations environment through regular engagement with employees. The Union is engaged through the Joint Negotiation and Consultation Committee (JNCC) forum in accordance with the requirements of the Collective Labor Agreement (CLA).

LEARNING AND DEVELOPMENT BOCRA Learning and Development follows a 70:20:10 model where 70 percent of learnings and development are from job related experience, 20 percent from interaction with others and 10 percent from formal education (classroom situation). To achieve this model a Coaching and Mentorship programme was introduced in 2019 and by December 2021, 35% of employees had enrolled. The Authority fully sponsored 7 employees to pursue a Masters programme around the world e.g United Kingdom,

TOP HR LEADERS | 43

PODCASTS

How do we take control of our future?

“ Consumers are now holding businesses accountable and keeping them on their toes.”

John Sanei (Sah-nay) comes alive at the intersection of human psychology and futurism and uses his truly unique perspective to discover elegant ways for his global audience to build the clarity and courage needed to approach the future confidently. Honoured to be Africa’s first Singularity University faculty member, John is also a lecturer at Duke Corporate Education and an Associate Partner at The Copenhagen Institute of Future Studies. His rare ability to combine his fascination with emerging technology and its impact on society with a clear understanding of how memories and stories influence our reality has seen him share the stage with several world-renowned thought leaders, including Yuval Harari, Simon Sinek, and Robin Sharma, amongst many others.

– meet TedX speaker John Sanei 44 | TOP HR LEADERS

John is a serial author and has four best-sellers to his name and is busy writing his 5th book, titled ‘10 000 Days’.

John Sanei

Best-selling author, 4x TedX speaker, and futures strategist, John Sanei, is passionate about psychology and technology, and engaging with brands across the globe to assist in building an optimal mental approach needed to make their future more abundant than they ever thought possible. With the launch of his first book in 2017,

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST: • Public speaking is an exciting yet nerve-wracking opportunity to share your knowledge and

intentional and conscientious in all that you do. • Work towards being fuelled

experiences with audiences – it is

by excitement rather than

a chance to curate your thoughts

anxiousness. This will ensure the

and engage with people on a

best results.

deeper level.

• We are living in a ‘surplus society’

titled What’s Your Moonshot?,

• It is important to discuss failures

John inspired readers across

– once you’ve healed from the

the globe to be brave enough

experience, only then can you

to ask bold, critical questions

‘alchemise’ it and learn from it

about the future. In his second

‘winning’ is changing and we

the healthiest way possible –

need to keep up.

book, Magnetiize (2018), he poses compelling questions such as ‘How do we take control of our future?’ and ‘What can we do to stop chasing and start attracting the life we want?’. Since then, he has gone on to publish even more life-changing ideas and concepts. In this Business Unusual podcast, Ralf Fletcher, CEO of Topco Media chats with John Sanei for an incredibly insightful talk on ‘taking pain and alchemising it’ for future success. John touches on actively pursuing business and personal interests with intention, and asking the hard questions along the way. He also gives amazing advice for transitioning through times of uncertainty,

use these lessons to fuel your excitement for life. • Understanding financial

where everyone has similar qualifications, jobs, lifestyles etc. The structure of success and

• Collaborate with people who need the help of your skills and mindset – do not fear

management and your

competition and work in service

relationship with wealth is

of the human race.

imperative. Find out why and how the relationship was formed, what must change, then re-establish your overall relationship with money for the better. • When it comes to delivering

• Give yourself the permission to love new things, and question established ideas and structures. Learning better emotional management, rather than being too strict with yourself,

presentations, spend extra

will promote healthier rituals,

time on compiling your slides

creativity and curiosity.

to give your audience/clients a premium experience. Slides should exhibit intelligence, prolific story-telling, and offer value. This is essential for building a premium brand. • In business, make sure your

• Consumers are now holding businesses accountable and keeping them on their toes. Now is the time to be as transparent as possible, and uplift your employees and clientele – you need to build strong, loyal long-

actions are louder than your

term relationships to ensure

words. Be genuine, specific,

longevity of your business model.

discipline, and achieving ‘seamless abundance’ in all spheres of life.

To listen to the full podcast, please click here

TOP HR LEADERS | 45

PODCASTS

“ It is essential to remain aware of the social and cultural circumstances of your team and customers.”

Ian Fuhr is a serial entrepreneur, founder of the Sorbet Group – the largest chain of beauty salons in South Africa – and the CEO of The Hatch Institute: building a new breed of leader, purpose-fit for South Africa. His first business, K-Mart, catered to the lower LSM bracket in the late 1970s and early 1980s. Ian is passionate about fostering successful business cultures and creating a common purpose of obsessive customer service. In the early 1990s, Ian launched a labour consultancy called

‘ Failure is the path to success’ – Founder of the Sorbet Group, Ian Fuhr, talks paradigm shifts and culture-driven leadership 46 | TOP HR LEADERS

Labour Link, to assist businesses navigate race relations within their organisations during one of South Africa’s most tumultuous periods. He then launched Sorbet in 2004, which grew into the largest beauty salon chain in Africa. Today, Ian is passionate about grooming ‘cultureneers’ through his personal and leadership coaching and business support services at the Hatch Club.

Ian Fuhr

Ian Fuhr, has come a long way since starting

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

his very first business

allow for disruption in your field

in the late 1970s. Today,

• Entrepreneurs cannot be

he is a respected serial

afraid to make mistakes.

– be a ‘pioneer’ and challenge

entrepreneur with seasoned

Failure is the path to success

the status quo.

experience in leadership and

– every entrepreneur needs to

creating exemplary business

fail at least once on their journey

cultures. For Ian, culture

to learn what not to

always comes first; without it

do in the long run.

a business cannot thrive. In this Business Unusual podcast, Ralf Fletcher, CEO of Topco Media chats with Ian about facing failures head on and turning challenges into research for future business success. Together, Ralf and Ian unpack themes surrounding self-belief, crossing industry lines, building a strong culture that motivates employees, and learning to compromise. Ian provides insight into culture-driven leadership, building credibility, and challenging the status quo.

• Beware of ‘arrogance’: Often success blinds us completely and we miss out on important tips. Remember that the only thing you’ll get when looking back at old successes, is a stiff neck – stay humble. • Be careful of making naive assumptions about the market you’re working in; know your competitors, the culture of the field, and stay abreast of market trends. • When you miss the mark, brush it off; you have to learn to be flexible and agile – pivoting is a required skill. • Self-belief is a vital characteristic. When you doubt yourself, you are setting yourself 10 steps back.

• When culture and service perfectly align it’s magic – this is the secret recipe for success and involves nurturing your people and purpose. • It’s all about service before rewards/money. Coach and teach your employees to serve well, and the financial rewards are bound to come – this is ‘the soul of Sorbet’. • It is essential to remain aware of the social and cultural circumstances of your team and customers. The sociopolitical environment in South Africa is highly sensitive. We must create conducive work environments for transformation and progress. • There is a sense of hopelessness in the country at the moment and business leaders need to foster more hope, opening the mounds of

• Try not to be ‘contaminated’

employees and customers, and

by the ways of predecessors

learning to compromise and do

and older business conventions

things differently to get better

– fresh eyes are ideal and will

results across the board.

To listen to the full podcast, please click here

TOP HR LEADERS | 47

PODCASTS

Is your workplace a safe space to speak? Unilever SA Executive Vice President, Luc-Olivier Marquet, talks on the importance of creating spaces for employees to express themselves

Luc-Olivier Marquet, Executive Vice President of Unilever South Africa has 27 years’ experience in the FMCG industry, most of which was spent in developing and emerging markets. A French national, Luco worked for the L’Oreal group in Europe, Mexico, Puerto Rico, Miami and the Philippines until 2013 and led as the President and Managing Director of L’Oreal in the Philippines. His background includes working in Marketing (Brand Building and Brand Development), before moving to Customer Development as a Key Account Manager, then into Travel Retail (Europe and Americas). He has 10 years’ experience as a Country Managing Director with L’Oreal. He joined Unilever in August 2013 as Vice President for Unilever West Africa and Vice Chairman for the Board of Unilever Ghana Limited. He was Chief Executive Officer (CEO) for Unilever Cote D’Ivoire. In that role, he was responsible for developing Unilever business in the 13 countries west of Nigeria, which includes 3 operating companies (Ghana, Cote D’Ivoire, and Niger) and representation offices.

48 | TOP HR LEADERS

Luc-Olivier Marquet

“ It is hugely important to create a safe space for employees of all races to not only express their discomfort and frustrations, but also to simply express themselves.”

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST: • Life is about taking risks – both in and outside the workplace. • It is hugely important to create a safe space for employees of all races to not only express their discomfort and

In this Business Unusual podcast, Topco Media CEO, Ralf Fletcher is joined by Unilever SA Executive Vice President, Luc-Olivier Marquet.

frustrations, but also to simply express themselves. • The current social justice movements in the world

Born in France, Luc has worked in some of the

are showing us that there is

most sought-after destinations in the world, from

no more time – there is an

Mexico to Miami. He joined Unilever in August 2013 as Vice President for Unilever West Africa and Vice Chairman for the Board of Unilever Ghana Limited.

absolute sense of urgency for all of us to act now. • It’s going to take a long time

Having worked all over the world, Luc brings with him knowledge not only in the realm of the

for the world to recover from

workplace, but also on an interpersonal level. Ralf

the current global pandemic.

and Luc discuss the challenges we are facing as

We need to adapt to consumer

a society during this global pandemic, the current

needs and circumstances if we

social justice movements that we are seeing and

want to move forward.

how, when it comes down to it, the time for change

• It’s vital to take into account

is now – we are facing a sense of urgency and

the necessary balance between

have no more time to waste.

IQ and EQ. The personality of each individual, qualifications and work aside, is extremely important in the workplace. • In terms of principles, curiosity and adaptability, young people are fundamental in the trajectory going forward.

To listen to the full podcast, please click here

TOP HR LEADERS | 49

PODCASTS

Improve your personal and business performance! Janine Ahlers, Academic Director of the Centre for Coaching situated at the UCT GSB Janine is a certified Professional Integral Coach and Academic Director of the Centre for Coaching, a centre for excellence situated at the UCT Graduate School of Business. She also holds the position of Senior Lecturer at the GSB. She lectures at the GSB in Coaching and Leadership Development to MBA and

corporate career. She continues to play the violin

Executive Education students, and is currently

in orchestras and quartets whenever possible.

doing her research in coaching. She has delivered and published research papers at

Janine has been coaching since 2002, primarily to

several academic peer-reviewed conferences,

senior executives who are often working on strategic,

and has published book chapters and

leadership and relationship challenges.

articles on the topic of coaching in leadership development.

Her clients span a wide range, from South Africans to clients from Australia, New Zealand, Europe, UK,

Janine spent more than 10 years working in

Japan, Turkey, Dubai, East and West Africa and the full

the corporate, manufacturing and business

Southern African region. Her work in multinationals has

environment where she was required to

allowed her to develop a keen appreciation for the

network and operate at senior executive levels.

challenges facing leaders who operate in multicultural

She held positions as Director, Exco member,

global organisations. Janine lectures and facilitates

Head of HR, and also handled marketing,

on all courses run by the Centre for Coaching as well

production & start-up operations. Janine has

as running in-house coaching workshops, Coaching

held a number of musical positions in the

Circles and leadership development interventions for

National Orchestra before she started her

blue-chip clients all over the world.

50 | TOP HR LEADERS

Janine Ahlers

In this Top Women podcast, Topco

to improve performance in

Media CEO, Ralf Fletcher sits down

various aspects. There has been

with Janine Ahlers to discuss the

a shift away from telling people

ins and outs of coaching, why

what to do and towards making

we should always look inwards

suggestions and collaborating

and the secrets to successful

as a team. Moving towards a

leadership.

coaching culture means adopting a specific style in which we

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST: • Genuine curiosity is

When it comes to coaching – both

interact with people both inside

vital when it comes to

personal and professional – there

and outside the workplace.

successful leadership.

is often a massive misconception around how it’s done and what

As a professional Integral Coach

the goal is. What generally

and Academic Director of the

comes to mind is sitting down

Centre for Coaching, Janine

with someone and being given a

Ahlers is a guru in the field of

set of instructions on how to do

Integral Coaching – a form of

things. For this reason, coaching

coaching with a sound theoretical

often gets a negative connotation,

base. In this week’s Top Women

especially from those who struggle

podcast, Topco Media CEO, Ralf

to take orders.

Fletcher sits down with Janine to discuss the ins and outs of

There’s a science behind coaching

coaching, why we should always

and a strong link to neuroscience.

look inwards and the secrets to

In order to create change, we

successful leadership.

need to understand how the brain

• We don’t always know the enormous pressure on organisation leaders to be seen as always being ‘okay’ – who do they talk to when they need their own guidance? • The stress levels of people right now are both high and unpredictable – we need to do everything we can to regulate them in order to be productive. • It’s important to identify

naturally functions. Coaching,

what underlies the

which ultimately aims to transform

problems we are facing.

the way people think, react and

Often we get caught up in

behave, takes into account how

finding solutions without

the brain reacts to change so that

properly addressing what

strategies can be aligned and

is causing the inherent

implemented accordingly. Our

issue.

brains have their own inherent way of doing things, but unfortunately, sometimes wires get a little crossed and we need a little help. Contrary to what many people think, professional and personal

• Understanding ourselves and learning to navigate our lives in a constructive way is a journey within. We cannot look outside for these answers.

coaching is not about giving advice or being told what to do. It’s about being readily equipped with the tools needed in order

To listen to the full podcast, please click here

TOP HR LEADERS | 51

PODCASTS

How to embrace workplace differences and elevate your business

“ An organisation will be better off once differences are accepted and honoured”

Brett M. Cooper is the President & Co-Founder of Integris Performance Advisors – assisting organisations with Leadership Development, Balanced Scorecards and Lean Improvement. He is also a keynote speaker (virtual & stage) and a business advisor. Brett’s areas of expertise include Leadership Development, Public Speaking, Executive Coaching, Training, Management Consulting, and Business Consulting. He is also a best-selling author, taking the top spot on Entrepreneur Magazine’s 9 MustRead Books for 2021 list, and was voted Amazon’s #1 Best-Seller. Brett is a Board Member at Partners in Sustainable Learning, which is an organisation bringing developmentally sound early childhood education to marginalised communities in the developing world. He is a Leadership Challenge Certified Facilitator, receiving this certification via The Leadership

Celebrate diversity with best-selling author, Brett M. Cooper 52 | TOP HR LEADERS

Challenge, A Wiley Brand. Brett also completed the Lean Six Sigma Green Belt certification programme via GoLeanSixSigma.com.

Brett M. Cooper

Brett M. Cooper is renowned for influencing thousands of people in government, non-profits,

and corporate America to work together in more productive, more effective, and more human ways. His professional goal is to help others build work relationships that really work, and he lives by the philosophy that the best way to get what you want is to help others achieve their goals.

In this Business Unusual Podcast, Ralf Fletcher, CEO of Topco Media sits down for a profound interview with Brett, as the two discuss how workplace cultures are shifting in the ‘new normal’, how teams need to honour each members’ differences in order to come up with more efficient ways to communicate with each other. Brett dives into the different types of behaviours found in cohesive teams, assessing communication styles through the ‘DISC Analysis’, and the growing importance of soft skills. How well do you understand and honour the differences in people? Take the DISC EQ Survey today, using access code ‘unusual’, and you’ll receive a personalised report that shows your areas of strength and your opportunities for improvement, along with specific ideas for how to apply and expand

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST: • In order to change the culture of

• Research shows that conflict at

any organisation, we need to look

work occurs due to personality

at the real issues surrounding

clashes. This can be prevented

leadership, management and

by discovering your own

team dynamics.

communication style, and

• An organisation will be better off once differences are accepted and honoured – embracing

getting to know your team member’s styles. • Studies show that employees

different points of view will

who work for managers with

diversify and strengthen the

low emotional intelligence are

workplace.

4 times more likely to leave

• ‘People’ are not the problem! ‘People problems’ can be solved once work relationships are solidified. This is a process that requires effort and understanding between all parties involved. • Vulnerability-based trust is essential. Team members need to know that it’s okay to make mistakes, apologise, step back

their company. Emotional intelligence plays a key role in communication, and it is a skill set that can be learned. • It doesn’t matter if you’re good at marketing, sales or advertising – If you can’t communicate or work with people you and your business will be in trouble. • Team building exercises are

and evaluate what went wrong,

important to boost morale and

and then do better the next

motivate each other. Sharing

time around. Your staff cannot

personal stories and providing

fear messing up due to strict,

productive/constructive feedback

authoritarian leadership.

will get your team to the next

• Conflict can lead to ‘bad

fights’ (arguing and bickering)

level of trust – better results and business success guaranteed.

or ‘artificial harmony’ (fear

• Hard skills are becoming less

of judgement met with no

important. Emotional and

communication at all). Business

social skills (soft skills) are now

leaders need to get more

considered ‘essential skills’ for

comfortable with their team

navigating through ‘the new

members – this requires empathy,

normal’. Organisations need

open dialogue, productive conflict,

to invest more in these skills to

and being open to everyone’s

ensure success and longevity

ideas and opinions.

in 2021 and beyond.

your knowledge and skill. For more information, please click here.

To listen to the full podcast, please click here

TOP HR LEADERS | 53

ways hiring and employment is changing

ratio also increased from 37,5% to 38,2%, and the labour force participation rate increased from 54,2% to 56,6% during this period, indicating that more people are participating in the labour market.

By Charndré Emma Kippie

This meant that many were With the global pandemic

end of 2020. However, data

battling to find employment

reaching a third wave, South

collected also indicated a rise

throughout the lockdown period,

African businesses and

in the number of unemployed

putting major pressure on

recruitment agencies are forced

individuals, documenting that

recruitment and staffing entities

to once again pivot, adjusting

701 000 individuals were without

who experienced major shifts in

practices and outlooks to meet

employment by the fourth quarter

acquiring new skills and talent,

pending changes, and a growing

of 2020.

retrenchment and organisational

need for constant technological

strategies geared towards

innovation, required to keep the

These changes significantly

workforce going strong.

impacted all major labour

weathering the storm.

market rates. South Africa’s

Despite the fall in overall

Sector Overview

unemployment rate, thus, soared

hiring activity throughout

According to the Quarterly

from 30,8% to 32,5% by the end

2020, employment prospects

Labour Force Survey (QLFS), South

of the year. This was the highest

are steadily improving for

Africa witnessed an increase

unemployment rate recorded

professionals in sectors such as:

of 333 000 in the number of

since the start of the QLFS in 2008.

the business management, ICT

employed persons near the

The employment-to-population

and logistics.

54 | TOP HR LEADERS

5 ways hiring and employment is changing

5 WAYS HIRING & EMPLOYMENT IS CHANGING

Reassessing required skill sets The last two years have taught us

Hybrid work model 2.0

to pivot, compromise, and value the

Times are constantly changing,

smaller steps taken forward. The

and while remote working may

same can be said for emerging jobs

be efficient, employees miss the

markets and skills development.

human element of the workforce.

Going forward, recruiters will be

Hybrid employment terms and

more invested in Soft Skills. These

hub-and-spoke workspaces will

take the form of communication

be a major trend this coming

methods, collaboration,

year, as employers opt for smaller

adaptability, and capacity for

offices and permit employees

team-working and relationship-

to work remotely, allowing for

building. These skills will be looked

flexibility.

for when evaluating applicants.

Innovative HR technology The adoption of cloud-based HR

Performance analytics trends

technologies will be emphasised,

A critical business aspect that

in order to provide a better

has changed considerably

employee experience while

this last year is performance

working remotely. New HR

management. Business entities are

Analytics Programmes may also

now measuring what matters: a

assist in keeping employees

focus on work completed efficiently

motivated and productive. HR tech

and visions accomplished – it’s

proves useful for virtual hiring,

not about hours on the clock

online learning and development,

anymore. We will see performance

tracking performance and smart

reviews and continuous feedback

decision-making.

happening more frequently. Talent analytics tools will also be used to

Remote interview processes

MOST IN-DEMAND SKILLS BEING SCOUTED Software development Middle/department management Representative/sales consulting

TOP 5 DIVISIONS REQUIRING MORE RECRUITS Information Technology Business & Management Finance Sales Admin, Office & Support

gather new data on employees.

As companies learn to embrace remote working more and more, employers now rely on digital recruitment practices, such as Zoom and Google Meet interviews, as well as online skills tests. To sift through the massive talent pool, recruiters are learning to adopt new hiring technologies, such as AI and automation. This trend is set to continue, bettering hiring quality, requiring less time, and enhancing talent acquisition procedures.

TOP HR LEADERS | 55

The HR

Digital Revolution

By Charndré Emma Kippie

Empowering the SA workforce Digital transformation, essentially,

transformation. Thus, digital

adequate adoption of

transformation within the public

new technologies.

sector has become an imperative. Innovative, automated

refers to the utilisation of emerging digital tools geared towards

Moving to a more ‘digital way of

recruitment tools help save

solving business challenges. This

life’ will, undoubtedly, not only

time and resources for HR staff,

term, which society has come

assist in organising Government

streamlining administrative

to know pretty well, typically

structures and making operations

tasks such as scheduling, pre-

pushes the mind towards ideas

more efficient, but it will also

screening candidates and

surrounding AI, Cloud and software

permit the public sector to better

recruiting on-the-go by means

development. However, at its core,

serve its citizens.

of a mobile app. Digital tools as such improve candidate

‘digital transformation’ is actually underpinned by empowering

In order to ensure that digital

experience, providing applicants

individuals to work more effectively.

transformation becomes a

with a good first impression of

reality in this stream, Human

the organisation, and speeds

Resources (HR) is required to

up most processes. This, in

While many industries have

step in and pave the way for

turn, means that hiring and

looked at news ways of

critical transition – leveraging

onboarding happens faster,

embracing and savouring the

technology to innovate from

giving existing staff members

benefits of digital transformation,

within Government.

more time to zoom in on their

A new way of efficiency

now more than ever, there are

main objectives as Government

stuck and challenged by the

Better recruitment strategies

idea of pivoting. In South Africa,

In order to pivot around digital

we are starting to see positive

transformation, it increasingly

change as more and more

becomes HR departments’

On-demand access to vital information

organisations and agencies begin

responsibility to prioritise

When organisations are

to acknowledge and celebrate

key elements such as skills

able to significantly invest in

the human element of digital

development, digital fluency, and

digital learning and upskilling

others that find themselves

56 | TOP HR LEADERS

employees — attending to the various needs of our citizens.

The HR Digital Revolution

solutions, which have the capability to distribute

Future-fit solutions Digital solutions specifically

is the Chief Technology Officer at Boxfusion – believes in assisting

tailored for governments will, in

South Africans with efficiency in

they need it, their chances

addition, provide them with an

the workplace, especially within

of being able to better serve

immediate connection to citizens,

the public sector.

citizens will increase twofold.

providing them with up-to-date

As a front-end staff member

insight on what their needs and

Boxfusion – an organisation

at a government agency, it

expectations are. Kickstarting

synonymous with homegrown

is often quite challenging

reform and innovative projects,

technology solutions that assist

having to deal with frustrated

user-centered design and co-

the South African public sector

customers and having no

creation are just two examples

to streamline and automate its

knowledge of how to properly

of how to encourage citizens to

complex administrative processes

use the technological tools

get involved in how their leaders

on a daily basis – has been aware

needed for problem-solving.

govern, and many of these

of the hesitancy and lethargy

On-demand access to

projects are successfully enabled

in government to digitise, citing

learning tools and service

by apps and digital technologies.

impediments such as legality

content to employees as

prevents situations as mentioned above, offering training and even refresher workshops/courses for employees who need them

of digital decision making,

Local expertise on HR and digitisation

cost of digitising, technical and user readiness for digital

Weighing in on the digital

transformation, and low success

conversation, Julius Segole – who

of digitisation efforts. “The company saw a niche opportunity to offer government departments affordable digital solutions that address immediate pain points within government such as continuous audit findings, lethargic service delivery and inefficient manual processes whilst complying with regulatory prescripts such as Electronic Communications and Transaction Act (ECT Act)”, commented Segole. “By addressing the technology adoption impediments in the

TOP HR LEADERS | 57

The HR Digital Revolution

public sector and the pain

to account for leave as well as

(PMDS) and Recruitment.

points of bureaucracy we were

evident financial losses resulting

These modules proved very

able to deliver a fit for purpose

from this state of affairs.

useful especially during the

digital solution, driving much

COVID lockdown, enabling

needed digital transformation

“We developed the leave module

easy processing of these HR

in government and deriving

and we were able to successfully

functions without the need for

immediate and long term value.”

integrate with the government HR

face-to-face engagement or

system called PERSAL ensuring

in-person presentation of HR

Performance management and development in focus

seamless and end-to-end digital

documentation.”

Today, Boxfusion plays a vital

On the other hand, this delivered

The SmartGov way

role in contributing to enhancing

better leave management for

Boxfusion’s SmartGov Platform

Digital Transformation, in HR,

supervisors and management”,

is aimed at treating the public

within the public sector. One of

Segole explained.

sector’s inefficient, archaic

experience for employees.

the organisation’s major areas

paper-based processes.

of concern was the annual audit

“We also digitised other

and management of leave.

HR functions such as

“All government entities that took

Most of the findings were due to

Performance Management

our leave module have been able

lack of information or records

& Development System

to eliminate leave related audit findings and reduce financial losses related to unaccounted leave. Business units within these public entities have been able to manage staff availability through full visibility of all leave planned within the team and how it impacts service delivery thereby negotiating optimal leave plans for the business unit”, said Segole. “The Performance Management System reduced the time it took to comply with regulatory requirements for performance management, reduce process ambiguity, enforce better measurement metrics thereby reducing disputes and employee unhappiness. The departments have been able to conclude and comply with submissions of employee performance on a quarterly and annual basis.”

58 | TOP HR LEADERS

There’s never been a better time to ask: What if? “WHAT IF” is a powerful question. It challenges the status quo and anticipates possibilities in the same breath. WHAT IF your retirement fund was able to harness leading-edge technology to save you time, money and effort? WHAT IF your consultants were able to engage with and influence your employees to make better financial decisions? WHAT IF your employees became more productive because they were in better control of their health and finances? WHAT IF you had a partner who looked at things a little differently? A partner who helped you to explore how advice, retirement funding, insurance and healthcare could transform people’s lives. A fully empowered partner with Africa’s largest insurance footprint. At Sanlam, we continue to explore the “what if” questions that enable financial resilience and prosperity for institutions and your employees. Visit www.financialresilience.co.za to begin to ask: What if?

Sanlam is a Licensed Financial Services Provider.

Steps of the High-Impact HR Operating Model

Sponsored by Yellow Seed Effective HR establishments are

The latest research has shown

type of model will increase the

taking on an entire new identity

that only 12 % of HR organisations

levels of expertise and innovation.

by means of using automation

currently use predictive analytics

Products and tools are used that

and streamlining activities in

for talent decision making and

deliver intelligence base outputs,

order for them to be able to

49 % of organisations plan to do

support faster data retrieval and

focus on design, values, culture,

so in the near future.

emphasis is placed on the entire

leadership and productivity. This is not only HR specific but it gives companies insight into running

business. The operating model

High Impact HR Operating Model

their business functions more

links the vision of the business to the design of the organisation and thus ultimately contributes

effectively and ensures that the

In order for any business to

to the company’s success.

focus is placed on

succeed and grow they need to

Businesses are likely to see

the business as

adapt to changes in technology,

immediate ROI.

a whole.

customers, markets, workforce and society in general.

It is to be noted that the role of

The role of a High

technology may transform the

Impact HR

HR operating model as well as

Operating

employee data management

Model is to

tools that currently dominate

take the role

50% of the technology

of HR to the

market. Companies should

next level of

place emphasis on adopting

maturity and

structured data management

to optimize

tools in combination of

the entire HR

automated transaction layers

function. The

with a robust self-learning

HR team will

engine and in return use these

be turned

strategic insights that have been

into expert

formulated. HR will evolve faster

consultants as

than any business function when

well as advisers that are close to the business. In addition this

60 | TOP HR LEADERS

all three layers (technology, automation and intelligence) have been covered.

6 Steps of the High-Impact HR Operating Model

6 STEPS of a High Impact HR Operating Model

CREATE OPPORTUNITIES FOR SUSTAINABLE BUSINESS PERFORMANCE

HR is the only function with the ability to turn disruptions into opportunities to ensure sustainable business performance. Delivering the business strategy, driving workforce performance and engagement and enhancing the experience for the employees.

DIGITIZE THE WORKPLACE The workforce demands ease of experience at work. Digital access to

information and actions should be embedded as part of the integrated engagement experience. The digital workplace will enable productivity, collaboration and automation almost anywhere. This type of workplace will offer a personalised experience.

START WITH THE HR CUSTOMER The HR customer is placed at the center of the model. Applying a

design thinking approach. Develop an operating model, enabling processes and technologies that will meet the needs of the business and the customers. Understand the workforce characters.

EVOLVE HR CAPABILITIES Customer-centricity, digital readiness, adaptability,

agility, strategic consulting, and analytical acumen are at the top of the list. HighImpact HR : HR organisation is rooted within the business, recommending and innovating alongside its business leaders.

The shift is from reporting to owning the

data by delivering concrete workforce

and fit-for-purpose operating model. The

insights and guidance to the business.

organisation structure should become clear.

OWN THE DATA HR can be better prepared with significant workforce data.

GET BEYOND STRUCTURE High-Impact HR is about new methods of working. Organisational

design is an output of a well-designed

TOP HR LEADERS | 61

INTERVIEW

“ Ground your decisions on good data!” By Charndré Emma Kippie

Nicole Bodenham, HR Director at Pearson, shares 3 tips for adapting to new HR Tech

icole Bodenham, Human

Her tech experience

Resources Director and

equipped her with an

Board Chair at Pearson

indispensable understanding

South Africa, has established

and appreciation of agile,

herself as an end-to-end

nimble, impact-driven, and

commercial business partner

fundamentally human ways

with a specialisation in

of working, where questioning

enabling synergies between

norms became the norm and

individual and organisational

making a positive impact was

success. She is currently the

the driving principle.

HR Lead for Pearson Africa, as well as the global English

While having benefited

Language Technology and

from insights gained from

Marketing Teams.

living and working in Europe and Latin America, Nicole

Building on the principles

is clearly passionate about

of Clarity, Confidence,

harnessing the potential

Impact and Enablement,

of local solutions to build

and embracing reimagined

a future state aligned with

ways of working, Nicole has

sustainable, inclusive,

established the HR function

innovative, collective human

and served on the board

values.

of several multinational businesses, including

Bachelor of Social Sciences

Coty Africa, and

Degree at the University of

Pearson South Africa. She has

62 | TOP HR LEADERS

Nicole completed a

Elizabeth Arden SA,

Cape Town, having received the Dean’s Merit Award for

also worked with

outstanding performance

inspiring tech

while juggling three majors:

organisations

Psychology, Organisational

across South

Psychology and Political

Africa including

Science. She is currently

Silicon Cape,

completing her Masters

Workshop17,

in International Business

Hyperli and

Administration, at SOAS,

Click2Sure.

University of London.

Nicole Bodenham

Q: What are your main career

embedded exceptional customer

America, learn Spanish and

objectives? How do you hope

service principles into my work

volunteer. This was an incredibly

to make a difference?

philosophy.

humbling experience where I lived

A: Harnessing the beautiful diversity of human beings to enable innovative problem solving, value creation, social and environmental wellness through lifelong learning opportunities and experiences. Q: Please could you tell us a bit about your background – how did you get to this point?

with local families and faced “Elbow-grease,” luck, and

poverty in a way that I had never

exceptionally valuable volunteer-

personally experienced in South

based work experience, helped

Africa. Lacking access to drinking

when my attempts to engage in

water, flushing toilets, and having

the formal workplace failed after

limited access to basic services

graduation. I suspected that I

and food, left me more aware of

had something valuable to add

what I did not know about how

to South Africa and needed to

communities lived at home, and I

find an opportunity to test that

became conscious that I did not

belief. Cold-calling organisations

understand the struggles that

that provide HR support and

many South Africans faced daily.

A: I was fortunate that my

services eventually helped me

It seemed unacceptable and

family prioritised my education

get my foot in the door with an

within humanity’s reach to rectify.

and encouraged my love

advisory consulting firm.

I spent five weeks in Cuba which

of reading. Books fuelled a

was awe-inspiring. Although

curiosity and a belief that there

Mentors and coaches nurtured

poor by Western standards,

are always ‘other ways’ of

a faith in myself that was

communities thrived. There were

seeing things, that life is filled

grounded on the idea that we

good standards of education

with opportunities to learn. Even

can arrive at solutions if we give

and good basic living standards.

as an adult I am still fiercely

ourselves the space and time to

There was a rich sense of

curious about most things and

pause, assess, reflect, and

quite addicted to reading.

understand ourselves and our environment

compassion, kindness, and community, and it offered

My curiosity was partnered with

with openness

a very practical awareness that

and generosity.

hard work and grit was required

I learned that

of how,

to live the life I aspired to. I

bringing

despite

worked as a Clown at the Spur

different

limited

in Newlands and as a sales-

perspectives

material

assistant at Edgars while I was

into decision-

wealth,

at school. While at university, I

making with

worked at Mount Nelson and at

humility exposes

a few smaller hotels, bars, and

our personal blind

nevertheless

restaurants to sustain myself

spots and enables

exist. It was an

and fund my studies. Workplace

richer outcomes.

experiences like these provided

an insight in terms

exceptional wealth could

eye-opener to me that there were ‘other

me with opportunities to learn

In 2007, I took a gamble and

ways’ of doing things, and that

about myself and other people

stepped out of the working

those other ways might require us

in the work environment and

world for a year to explore Latin

to measure success differently.

TOP HR LEADERS | 63

Before returning to South Africa,

When he was two, I left the role

I spent 2 years in the UK working

as an executive board director

for non-profit organisations. I

at Elizabeth Arden Africa to work

volunteered with an incredible

closer to home, while continuing

women’s advocacy group which

as a non-executive board director

Q: What excites you the most

was founded by inspiring female

for the team. I realised that the

about the work that you do?

refugees from across Africa

world expects women to take

while working full time with

the nurturing role in child-rearing,

the UK National literacy Trust

and that even with a co-parent

and the Wandsworth Volunteer

who supports challenging those

Sector Development Agency. I

existing norms, social and work

returned from the UK wanting to

structures do not often enable

use what I had learned in Latin

that. This needs to change.

in local and global communities.

I joined Pearson in 2014 as

ways of working to enable

America, and the UK to make a positive impact in South Africa.

the HR Business Partner for I worked briefly on a project

Africa. Pearson struck me as an

for the Namibian government

incredible place to work because

and then moved into a role

of its intentional focus on human-

as an advisory consultant

centered values and positive

for PWC (Price Waterhouse

community impact through

Cooper). Here again I was

learning. I stepped away from

fortunate to have a mentor

Pearson in 2016 and re-joined this

appointed to me who is still

global learning company in 2020

an active ally in my ongoing

as the HR Director for Africa and

career development. My need

as an executive board member

to see change through to the

and company chairperson. I re-

end resulted in me moving out

joined a company that inspires

of consulting and into the HR

me because of its intentional

Director Role for Elizabeth Arden.

commitment to supporting

By sticking my nose into finance,

development and enabling

marketing, sales and operations

our teams and learners to

projects and volunteering to

flourish. Sustainability is woven

help wherever I could, I ended

into everything we do as a

up driving a global IS change

business, and a reason I feel so

management project based in

passionately about the role I play

Spain and China.

in ensuring that everyone (all South Africans) achieves their

Towards the end of the Elizabeth

potential through learning. It is

Arden Change Project, I had my son

incredibly exciting to see how we

8 weeks premature - this traumatic

engage with technology to reach

experience reoriented my priorities.

more learners with more impact.

64 | TOP HR LEADERS

There is an extremely bright road ahead.

A: Exploring, identifying, and harnessing peoples’ diverse and unique talents and experiences, helping them to nurture those gifts so that it makes a positive impact This in practice means reimagined reimagined ways of engaging with learners, leveraging rapidly evolving research and tools in technology and pedagogy. The past year has required us to pivot. From an HR standpoint, what has Pearson done to navigate through this “new normal”?

Nicole Bodenham

“Challenge “why” we are doing the things that we have been doing up until now. If there is a justifiable reason for doing it, then to challenge whether the way in which we are doing it is future-focused.”

Pearson South Africa immediately

Alongside the conscious leadership

Q: What 3 tips do you have

engaged in a conscious leadership

programme based on Brene

when it comes to adapting to

programme that was aimed at

Brown’s Braving model, we pushed

(new) HR Tech?

empowering leaders as holistic,

an agenda that normalised

vulnerable, impacted humans, to

discussing wellness and mental

support the wellness needs in their

health and introduced an

bring to organisations is

teams. We felt that conventional

employee assistance programme

based on their diverse life

norms around ‘good’ leadership,

where employees and their

traits traditionally defined as

households had free confidential

experiences, their personal

masculine, needed to be revisited.

access to trained therapists.

Ways of working traditionally

A: • Accept that the value people

journey, and the skills they are mastering – elements that AI (Artificial Intelligence)

defined as feminine, were more

Overall, there was a directive

aligned with what our teams

within our business to listen to

AI can and will be able to

indicated they needed at this point.

what teams were experiencing

replace complex decision

Empathy and vulnerability were

and develop human solutions to

tree-styled processes, and

needed to connect meaningfully

support them, primarily as humans,

this creates space for human

with team members. We needed to

and secondly, as team members.

creativity, innovation, and

establish safe spaces that enabled

diversity-driven competitive

shared communication and an

Q: What challenges are HR

understanding of challenging lived

professionals experiencing

experiences for employees and

right now?

leaders when the separation of the home space and the workspace unexpectedly collided, and we were catapulted into virtual

• Global competition for talent • Work-life balance • Wellness challenges

pandemic. We needed to do our

• Ongoing uncertainty about

our teams, but first we needed to understand what they needed.

advantages. • Challenge “why” we are doing the things that we have been doing up until now. If there is

working in the context of a global best to accommodate and support

will not be able to replace.

the future • Reimagined ways of work – drag/resistance

a justifiable reason for doing it, then to challenge whether the way in which we are doing it is future-focused. • Ground all decisions, namely, people and commercial decisions, on good data.

TOP HR LEADERS | 65

Nicole Bodenham

Q: Have you listened to any podcasts that have inspired you and your career thus far? A: • Jane Goodall – You are

“Don’t focus on an

reason for hope

• Simone de Beauvoir

industry – focus on

(The Second Sex)

understanding what

– Philosophize this! • Tara Brach – Humility

you care about and on

Q: What is your ‘why’

understanding yourself well

i.e. Bottom line? And how do

enough in order to get experience in

you stay motivated?

your areas of strength; to become

A: I am grateful that despite a

great at what you do; and to make sure

challenging background, that I was fortunate to have the opportunity to have exceptionally

that you make an impact in whatever

good education experiences.

field or industry you end up in.”

I was lucky to stumble into mentorship programmes without initially realizing how critical good mentors are in career progression

their teams to have clarity and

what you do; and to make sure

– the support, guidance,

confidence in what they do, to

that you make an impact in

sponsorship and trust they have

ensure that organisations equip

given me is invaluable.

whatever field or industry you

themselves with appropriate

end up in.

tools to achieve their goals, Q: Outside of work, are you

and that these actions are all

involved in any extracurricular

directed at making a clear,

activities and/or community

measurable impact.

outreach projects? A: I am actively involved in nonprofit volunteering, specifically within tech and refugee

Q: What advice do you have for future generations who aspire to work in your industry?

• Love your whole self. We cannot be perfect in everything, and that is okay. But we also all have something we can be brilliant at. Align with people whose strengths complement your own. • Find a few good people, who have found their own way, who

communities. Through these

see the potential in you, who

experiences, I understand more

• Don’t focus on an industry

believe in you, who will create

about the challenges which our

– focus on understanding

a space at the table for you –

fellow human beings are facing,

what you care about and

and hold onto them by working

and the solutions that various

on understanding yourself

hard, creating a personal

players are trying to implement.

well enough in order to get

brand based on exceptional

I leverage my experience in

experience in your areas of

performance, strong values,

HR to assist them in allowing

strength; to become great at

impact and ongoing learning.

66 | TOP HR LEADERS

Wanita Berry

INTERVIEW

n a time of ever-changing and ever-evolving human resource practices, it’s imperative that

human resource professionals

Work-life balance: Eat, pray, love

keep up. There are so many

a welcome, a handshake. And

rules and regulations – Labour

importantly, it’s in the love we have

Law, BCEA, B-BBEE, to name

for what we do, because if you love

a few – that we need to stay abreast of to ensure that the human resource systems in our businesses run smoothly. How do we strike a balance between being aware of recent developments, dealing with talent (whether good or bad) and managing our personal lives? How do we ensure our people’s health and well-being in a remote working situation? How do we stay sane and in control in a time when we have little or no control? How do we not take our work “home”, bearing

Wanita Berry, Head of Human Resources at Wavemaker South Africa

what you do then it comes across in how you deal with people. Eat: How you connect with people Eating isn’t just about what goes into our bodies, but what we absorb in terms of people, feelings and learnings. Eating is continuous, a never-ending daily occurrence. We all know the saying, “You are what you eat”. If we look after our health and our bodies, why don’t we look after everything we “absorb” on a daily basis? We are continuously surrounded by people: “absorb”

in mind we’re already there?

them, stay in touch, connect – really

I don’t have all the answers, and I

affected by someone’s hardship.

probably never will. But what I can share is what works for me: eat, pray, love, (not necessarily in that order) (Yes, I’m talking about the book by Elizabeth Gilbert, or the

connect, care. And it’s ok to be We are human after all. Pray: How to look out for people’s well-being Religious or not, we all pray. We

movie with Julia Roberts.)

pray for the well-being of our

Love: How you deal with people

health, wealth, success and love.

Firstly, we have to love and make peace with ourselves – who we are and where we come from – if we are going to be able to love anyone or anything else. Love is not only in the way we touch someone, it’s in the way we speak, how we make someone feel. It’s in a smile, a hug (I miss those), an “I care”,

families and friends, we pray for My day starts and ends in prayer: “Thank you for another day,” I say. “Thank you for my wonderful and caring family and friends. Thank you for my Wavemaker family!” These are basic things we teach our children, but we sometimes forget them ourselves – these are things that make the world a better place.

TOP HR LEADERS | 67

INTERVIEW

How to build a transformative company culture By Charndré Emma Kippie

Ian Fuhr, Founder of the Sorbet Group

erial Entrepreneur and

ethnic backgrounds that

Founder of the Sorbet

they are valued, and that

Group and The Hatch

their physical, psychological

Institute, Ian Fuhr, has come

and financial health are

a long way since starting

important to the business.

his very first business

When a strong company

in the late 1970s. Today,

culture is built, in which

he is a respected serial

employees are treated like

entrepreneur with seasoned

human beings, and not

experience in leadership

just units of production, a

and creating exemplary

transformation takes place.

company cultures. For

Employees have a common

Ian, culture always comes

purpose, and they feel like

first; without it a business

they belong. They care about

cannot thrive.

the business, each other, and the customers they serve.

Q: What are your main career objectives? A: After more

out into their communities with this same ethos, which

than 5 decades

supports South Africa’s

of starting and

growth and transformation,

building successful

and, because the end-

businesses, I

result is obsessive customer

am now 100%

service, the business does

focused on helping

well. I believe that businesses

South African

have an important role

organisations

to play in addressing

to build strong

systemic racism and racial

company cultures.

polarisation in South Africa,

Transformative

and that by helping them

business cultures

to address their company

treat employees with

culture from the ground up,

dignity and respect.

we are playing a small but

They show employees

significant role in that growth

from all walks of life and

68 | TOP HR LEADERS

These same employees go

and development.

Ian Fuhr

Q: Please could you tell us

embraced them. We listened to

purpose of work and employees

a bit about your background

our employees, respected them,

work together even if views

– how did you get to this point?

and worked together to build a

and cultural backgrounds are

brand that touched people’s lives. I

not shared. It fosters obsessive

sold Sorbet in 2017 when it had 220

customer service, which

franchised outlets.

ensures customer loyalty and

A: I launched my first business, K-Mart, with my brother in 1976. We started a discount retail business in Johannesburg. Our employees and customers were all black, and so we quickly realised that we needed to understand people who came from a very different background to us. In those early years, I learnt about the two South Africas that lived side by side, and how devastating the apartheid system was to 90% of South Africa’s population, as well as how businesses served to only further entrench systemic racism.

ultimately better revenue and Today, the Hatch Institute is the

profit margins. There is so much

culmination of the successes

good that can be done to help

we had with Sorbet. We have

businesses achieve and live their

formalised a methodology, called

purpose.

Cultureneering, which is the process of creating a strong culture

Q: What life mantra do you live by?

in a diverse workforce which

A: I have two. The first is that “if

lays the platform for obsessive customer service, and have taken it to South African businesses. Q: What excites you the most about building company cultures?

service is beneath you, leadership is beyond you”. This basically means that the purpose of leadership is to serve – leaders should be serving the people who serve the people. If you expect

By 1991, I had built and sold a couple

A: We’re changing people’s lives.

your employees to serve your

of businesses, and launched a

Our Cultureneering programmes,

needs, they won’t be focused on

consultancy, Labour Link, to help

race relations workshops and

your customers.

organisations address racism in the

even our personal leadership

workplace for a new, transformed

coaching are all designed to help

The second is that building a

South Africa. Throughout my

our clients support their staff

company culture doesn’t help

career, I had paid close attention to

with dignity and respect, whether

the bottom line – it is the bottom

concepts, frameworks and business

they’re dealing with a colleague

line. Get your culture right, and

methodologies that addressed

or customer.

everything else, including your

purpose and culture, which I used to develop my own culture framework.

Our democracy is almost 3

What I experienced through

decades old,

Labour Link filled me with purpose,

and we’re still

profit margins,

The right culture solves so many problems.

will fall into place. But you can’t expect to

and when we launched Sorbet in

struggling

succeed if all

2005, I was essentially testing out

with high

my culture theories. I wanted to

levels of racial

on is making

transform the local beauty salon

polarisation in

money. The

sector, but more importantly, I

the workplace.

purpose of

believed that we could build a

Customer service levels are sub-

business should be to serve

successful brand by putting our

par and businesses are struggling

the needs and wants of your

people first and tackling racial

to meet their objectives. The right

customers. Money is always the

polarisation head-on. We didn’t

culture solves so many problems.

reward for good service, it is

shy away from the issues. We

Everyone understands the

never the purpose of business.

you’re focused

TOP HR LEADERS | 69

Ian Fuhr

Q: What 3 tips do you have when it comes to implementing solutions in your field? A: • First, understand that culture is built around a set of moral values that puts people first and is entirely focused on customer service. • Second, understand and navigate the socio-political environment in which we live and work. This is critical to the success of

Q: Have you read any books

purpose of life and work is to

that have inspired you and

serve others. I have also been

and community building

your career thus far?

inspired by Richard Branson and

become the foundation

A: Simon Sinek’s Start With Why

building strong company cultures. Trust, respect,

of a culture that everyone can believe in.

and Brene Brown’s Dare to Lead have both been very useful.

• Finally, ensure that your

Robbie Brozin of Nandos. Q: As an expert in your field, what advice do you have for aspiring entrepreneurs?

employees have a sense

Q: What is your ‘why’ i.e.

of belonging regardless of

Bottom line? And how do you

A: Don’t wait to build the right

their group or background.

stay motivated?

culture. Many start-ups are so

When this is achieved, serving others becomes the common focus of the business and is deeply fulfilling for every member of the organisation.

A: My true purpose is to inspire people to make a positive impact on the world. The purpose of humans (and therefore all businesses) is to serve others. Business leaders need to understand this simple truth, which will in turn build better lives for each of their employees. Q: Who mentored you? And what’s the biggest lesson you took from that experience?

focused on sales and customers and R&D that they forget about their cultures. It’s much, much harder to fix a bad culture than it is to bake it in from the beginning. Make this a priority. You’ll end up building a business with the right people on board who are obsessed with serving your customers, which will increase customer retention and help you to build a better, more sustainable business – plus, you’ll be positively impacting the lives of your employees.

A: I was mentored by Jerry Schuitema back in the 1990s, who taught me that the

70 | TOP HR LEADERS

*To listen to Ian Fuhr’s Business Unusual podcast session, please click here

Improving productivity by diagnosing, advising, implementing, monitoring and evaluating solutions aimed at improving South Africa’s competitiveness.

Get the latest news from Productivity SA straight to your inbox.

productivitysa.co.za

INTERVIEW

Finding that first formal job Lizelle Strydom, Managing Director at CareerBox, on making a positive impact through HR practices

By Charndré Emma Kippie

urban-born Managing

thousands of young people

Director at CareerBox,

have been placed in

Lizelle Strydom, holds

sustainable jobs in the digital

an impressive 16 years

economy. Her personal

experience in the Business

experience and direct exposure

Process Outsourcing

to previously disadvantaged

sector. Lizelle has been

communities has enabled

instrumental in developing

her to relate to the realities

the unique, market leading

of the communities that the

impact sourcing offering

CareerBox team serves.

that is CareerBox, providing opportunity amongst youth

Q: What are your main

and women in South Africa.

career objectives?

Lizelle has been involved in the BPO industry since 2004, having started as a call centre agent at CCI before working her way up, with roles including administrator, recruiter and recruitment manager amongst others, giving her first-hand insight into the career opportunities available within the sector. In her current role Lizelle operates at the coal face of youth development and women empowerment in South Africa,

others in making an impact in reducing unemployment among women and youth in the country. Regardless of how small each person might feel their contribution is, it is a start that we can then build upon. Organisations, like the one that I head, can play a key role in providing youth and women from previously disadvantaged communities with the skills and training they need to gain access to entry level jobs in sectors that often don’t require any previous work experience. Q: How did your journey in HR begin?

working with

A: I wanted to be a lawyer

CCI and other

when I was young, but lacked

international

the resources to study. I

corporations, 72 | TOP HR LEADERS

A: My objective is to work with

entered the contact centre

Lizelle Strydom

industry 16 years ago as an agent

developments, excites me. It also

and be there to engage with

with CCI, thinking that it would be

means that I can be a role model

individuals. You can always

something that helped raise the

for people entering the industry, as

teach people new things,

funds. I needed to study, but then

my career progression showcases

but being kind and genuine

fell in love with the environment

what is possible.

and taking an interest in the

around me. Through hard work

development of people, actually

and dedication, I worked my way

Q: What 3 tips do you have

toward promotions, but realised I

when it comes to working in HR?

still wanted to do more to advance the industry I was in. This started with volunteering to assist the human capital team, which saw me first become an administrator, and then recruiter, before becoming a recruitment manager. At that stage, the company wanted

Q: Have you read any books

A: • Regardless of what situation you find yourself and confident in your own

Obama, and have learnt a lot

abilities, and what you can

from her latest book, Becoming.

bring to your organisation.

We are all here for a purpose, and

• It then takes hard work and

and founded CareerBox – an NGO/

overcome challenges and

PBO focusing on adult education

show your value.

to join as a recruitment manager there. Being an ambitious young woman, I wanted to succeed in my role and even become the head of human capital or the chief people officer. While I have since worked my way to becoming the Managing

your career thus far? A: I’m hugely inspired by Michelle

persistence so that you can

sector, and I took the opportunity

that have inspired you and

in, you need to be brave

to expand its presence in Africa

in order to develop skills for the

goes a long way.

• You also need to be genuine and authentic, and not compromise for anybody. Q: What advice do you have for effective skills development in organisations? How can companies do better?

need to be steadfast in pursuing our dreams and aspirations despite the challenging circumstances. Q: What keeps you going on a daily basis? A: The first thing I face when walking into the office each day are dozens of youths and women of different ages who are often nervous and unsure of what to expect, and looking for their first chance

Director of CareerBox (appointed

A: South African companies need

at a formal job. Knowing that

in 2013), I am just looking to make a

to believe in the talent that we have

organisations such as CareerBox

positive impact wherever possible,

locally, but also need to invest in

exist to offer these people hope,

irrespective of what my title is.

order to get the best out of their

and possibly an opportunity for

employees. A lot of companies still

their first formal job, is what keeps

Q: Why are you passionate about

tend to carry out mentorship and

me dedicated to the work that I do.

the HR landscape in SA?

learnership programmes as tick-

A: Being in this industry allows me to interact with like-minded people from all walks of life, as well as make a positive contribution toward skills development and job creation in the country. Having started off as a contact centre agent, getting to

box exercises, and this needs to

Q: What do you get up to in your

change if they are to identify the

spare time?

talent that they have internally. Q: In your opinion, what are the key attributes of a recruitment specialist?

A: Similarly to my work with CareerBox, I am also committed to making a difference in the lives of school goers, with regards to getting a good education. I am

see how the industry is progressing

A: Recruitment specialists have

currently working with the Dr. JL

and playing a role in these

to take a people-first approach,

Dube High School, in KwaMashu. TOP HR LEADERS | 73

INTERVIEW

How to increase productivity through organisational strategies By Charndré Emma Kippie

Dr. Mariheca Otto, owner and manager of Motto Business Consulting

r. Mariheca Otto has

and business conferences.

been the owner and

She has almost 20 years

manager of Motto

of lecturing, training and

Business Consulting for

facilitation experience,

more than 15 years, and is

and is seen as a leader

dedicated to her work in

in the field of internal

the field of organisation

marketing, as a result of

development and internal

her phenomenal work.

marketing for various clients, in different

Through her PhD research

industries. Dr. Mariheca Otto

Dr. Mariheca Otto has

also works in association

developed the Motto Model

with credible consultants

and subsequently the

and HR related service

Motto Survey™ and Motto

providers on a daily basis.

Individual Assessment™ tools. The climate and

She completed a B.Com

culture measurement tool

Honours degree in Industrial

focuses on all the internal

Psychology and Sociology,

business elements related

HED, M.Com, and a PhD in

to HR and organisation

Business Management at

development strategies.

the North-West University

Tallying all survey results,

(previously known as the

Dr. Otto designs and

Potchefstroom University).

guides implementation of

Dr. Otto has delivered

strategies to elevate the

papers at both

capacity and culture of the

national and

organisation, this includes

international academic

individuals, teams and leadership figures.

“...make sure your strategy is inclusive and participative so as to get everyone’s buy-in.” 74 | TOP HR LEADERS

Dr. Mariheca Otto

Q: What are your main career

when I became a mother) and

objectives? How do you hope

after that, I started consulting

to make a difference?

full-time from around the age of 30.

A: My main career objectives have always been to cocreate organisational health. A requirement for organisational health is to ensure that the individuals, the leaders, and the teams within an organisation function optimally. I hope to make a difference by creating awareness. We know that creating awareness is the first step for any transformation journey or change process, and the moment people become aware of what is going on for them right now (what is working and what isn’t working) transformation can immediately start, because perception drives behaviour. It is through doing this that individuals and organisations start to show growth and become “better”. Q: Please could you tell us a bit about your background – how did you get to this point? A: I started with a BCom degree in

Since then, I have been very privileged to be able to use the Motto measurement instruments to measure the perceptions within organisations, implement change processes, and then remeasure to track progress. The feedback on the measurements identify pain points or areas of discomfort, which then inform the way forward and enable us to customise interventions that we implement to the specific organisation’s needs. We facilitate these interventions by means of both individual and group processes, whether they take the form of meaningful group conversations, leadership workshops, or individual processes such as Personal Development Plan conversations, coaching and

Q: What excites you the most about the work that you do?

mentorship processes. We have

A: What excites me most and

been able to do these things and

gives me energy is seeing the

see how organisations get through

measurable transformations that

difficult times, move through change

take place within organisations,

successfully, and emerge as much

and how the people within those

Industrial Psychology and I ended

stronger and thriving businesses on

organisations start to become

up doing my PhD through the

the other side, in a climate in which

self-empowered enough to take

creation of the Internal Marketing

most change processes fail.

the positive shifts further. It excites

model, which is all about how to

me to see organisations thriving,

create buy-in into vision. It is based

Over the years, more and more

really finding their niche, finding

on the Marketing Relationship

consultants that we have

the best possible work culture

theories, which by their nature

collaborated and worked with have

and ways to function, and seeing

draw from the fields of Industrial

expressed interest in using the

leadership truly own the vision-

Psychology, Sociology, and

Motto Tools in their processes, so

casting responsibility and learning

Business Management. I owned

we have gradually moved towards

to inspire their subordinates. I

businesses prior to starting my

a point where 90% of our focus is

love being part of that enabling

career in consulting about 20 years

now on empowering and certifying

process that creates a space

ago, including an educational

organisations and other consultants

in which organisations and

publishing business (which I sold

to use our tools independently.

individuals can thrive.

TOP HR LEADERS | 75

Q: What 3 tips do you have for businesses trying to improve their organisational strategies? A: I think that now more than ever, it is incredibly hard not to get distracted. My first tip is to focus on what really matters, because what an organisation focuses on is what people will put their energy into and where you will see growth. If too much focus is constantly put on negative internal issues, that is where all the energy will be directed, and organisations run the risk of making things worse. The second tip is to make sure that your strategy is clear and that it inspires. This needs to be incredibly clear in order for businesses to get through difficult times such as this past year with Covid and all the financial challenges that were held. This brings me to my third tip, which is to make sure your strategy is inclusive and

Q: In your line of work, why is

as giving guidance in the form

coaching and mentorship so

of questions that unlock the skills

important?

and knowledge of the individuals

A: Coaching and mentoring are so important in my line of work, because no organisational development can occur optimally without individual development journeys, in addition to the group processes. Coaching processes help individuals to align what they think and what they feel, and

within the workforce. Essentially, a supportive leadership style that invites participation is what drastically increases productivity. Q: Have you read any books or listened to any podcasts that have inspired you and your career thus far?

move them into action, which

A: I am a huge fan of the

is why we use the TEA coaching

Craig Groeschel Leadership

model. Mentorship processes

Podcast from a leadership and

help both the mentors and the

management point of view, and I

mentees to align their personal

often share his podcast links with

and organisational visions and

many people. I find that the level

purpose, create fantastic learning

of research done prior to recording

opportunities for both parties,

the podcast is phenomenally

and ensure that an organisation’s

thorough and up to date, and

succession strategy, as well as

the podcasts are concise and

its retention strategy works. This

practical (no longer than 20

is why individual processes are

minutes). A book that I find to be

absolutely vital for successful

incredibly underrated is The Four

growth. Q: What tips do you have for increasing productivity?

participative so as to get

A: If you want to increase

everyone’s buy-in. As it is,

productivity, you cannot stand

people are feeling isolated and

behind people with a whip. It is

uncertain, and are primarily

an archaic and ineffectual style

focusing on meeting basic

of management. We have moved

to recover and become

needs, so it is crucial to get those

past the phase where we just tell

people involved and to pull them

people what to do during periods

creative, and trying

into the hope and healing side of

of panic. We are now moving

to motivate through

where the organisation is going

into a space where we have to recover and become creative, and

fear has been shown to

in terms of its change journey. You need to constantly sell that

trying to motivate through fear

completely kill creativity

story, and in that, the internal

has been shown to completely

and innovation.”

turmoil will subside and start to

kill creativity and innovation. This

ease out, as people will be able

is why a participative leadership

to see that there’s a joint vision.

style including lots of supportive behaviour is so crucial, as well

76 | TOP HR LEADERS

“We are now moving into a space where we have

Dr. Mariheca Otto

Agreements: A Practical Guide

consultants and organisations.

Q: What advice do you have for

to Personal Freedom (A Toltec

The growth is measurable, so we

young women/future generations

Wisdom Book) by Don Miguel

can clearly see when there are

who aspire to work in your

Ruiz. The book empowers leaders

positive shifts in the data and in

industry?

to adopt a calm, but energised

an individual’s perceptions. This

and focused way of looking

is a huge motivator too, because

at the world and approaching

we have hard data which proves

situations. In my opinion, if we just

the creation of greater awareness

stick to those “four agreements”

within people and our value-

mentioned in the book, it will result

add. The reason we are able to

in much better decision-making

obtain this data in the first place,

and leadership in general.

is because people allow us to ask the difficult questions, and

Q: What is your ‘why’

they actively participate and

i.e. Bottom line? And how do

show up authentically. It is highly

you stay motivated?

motivating to me that people are

A: Ultimately my “why” is to find out how I can help and serve by creating organisational health, and through that, mental health. I stay motivated through the positive feedback that we

brave enough to be real and open in how they participate and to own their growth. Q: What inspires your work ethic on a daily basis?

A: In terms of advice that I would give to young women in my industry, I think of a lesson that hit home for me years ago during a conference I was attending. There was an organisational development (OD) guru present, who we could ask questions, and one of the participants in the session asked what would hold people back from development, growth and learning. The guru answered that there are two things, namely: arrogance and fear. Both of these things play out because of our egos kicking in. Especially as a woman operating in what is a

receive on a regular basis about

A: I have always been incredibly

man’s world 90% of the time, the

the value-add of our products

driven, simply because there

risk is that we are surrounded

for individuals, leaders, other

is so much that needs to be

by matters of egos and status,

done, as well as so many

and we need to avoid falling into

opportunities out there.

patterns of fear or arrogance

This is what drives my

ourselves.

work ethic. However, my challenge now is to make

When insecurity causes you to

sure that I have balance,

feel the need to throw around

that I’m calm, and that I

your credentials, qualifications

have to focus on a daily

and expertise when interacting

basis. Part of what I do

with people, you immediately

to achieve this is to do

lose the battle. The trick is to

yoga and meditate before

pause, to centre yourself, and

starting my day, to set

to find the inner strength and

clear boundaries in terms

courage that will allow you to do

of what I can and can’t do,

what you’re meant to be doing.

to ask for help when I need

When you deal with others who

it, and to surround myself

operate from within their egos,

with incredibly supportive

it’s important to avoid taking it

people. These are all

personally and to rather just be

things that enable me to

aware and mindful of where it’s

have a healthy work ethic.

coming from.

TOP HR LEADERS | 77

INTERVIEW

How to achieve agility through payroll digitalisation By Charndré Emma Kippie

igital solutions create massive opportunities Digitalising payroll

solutions can signify the watershed moment for a company to embrace a

Ian McAlister, GM at CRS Technologies,

some of this risk. Of course, it is not a case of blindly implementing security and data controls that make systems unusable, it is about finding the right balance between dealing with compliance

cloud-based approach

while remaining operational and

across its systems and

delivering services to employees

processes. Ian McAlister,

and end-users.

General Manager at CRS Technologies, believes that

“The normalisation of remote

this provides an organisation

working has highlighted how flexible

with a massive opportunity

companies can become in their

for growth while enabling

workforce. This has also expanded

it to become more agile

the talent pool for a business as

and responsive to market

geographic limitations to finding

requirements.

the right candidates are no longer a constraint. Whether a person lives

Ensuring the protection of customer information

in the US, Nigeria or China, if a cloud environment is in place, that person

With the deadline for

can contribute to the growth

Protection of Personal

of the organisation,” says

Information Act

McAlister.

(POPIA) compliance having come and gone on 1 July, companies are under pressure to ensure they have taken all

Adaptability to laws & regulations However, he cautions that with this comes a responsibility

reasonable steps to

by the

protect the personally

organisation

identifiable information

to ensure the

of customers. Digital

payroll can

systems can help mitigate

78 | TOP HR LEADERS

adapt to the

Ian McAlister

VIRTUAL SUMMIT & AWARDS in association with

THE FUTURE OF HR

Virtual Summit & Awards

specific regulations and laws of

an effective payroll solution

the country from which a person

must be an obvious strategic

is working.

priority. A digitally led payroll environment introduces such

“Digital payroll solutions can

features as employee self-

accommodate for this while

service and online payslips.

providing the customisability

Even on-demand payments

and scalability for the

(thanks to the gig economy

organisation to adapt to any

workforce) have become an

geographic territory. And yet,

accepted way of doing business

despite this, human resources

with a growing digital-friendly

and payroll are often overlooked

employee base.

halfpage advert

when it comes to digitalisation. An international study has found

“Through integrating this digital

that 76% of human resource

payroll with human resource

leaders say their department’s

systems, the data can provide

value was overlooked in digital

a range of critical workforce

transformation projects,” says

insights that can be used to

McAlister.

improve internal processes and support the human resource

Investing in effective payroll

function with its role in digital

solutions

transformation. Fundamental

When combined with the fact

to this is adopting a mindset

that another survey found

that digitalising the payroll

that financial matters are the

environment is an ongoing

biggest cause of stress for

process with both upfront

employees (at least in pre-

costs and ongoing expenses to

COVID-19 days), investing in

consider,” concludes McAlister.

Brought to you by

INTERVIEW

How do you ensure a cultural DNA that is dynamic? By Charndré Emma Kippie

Upuli de Abrew, Director of Insight Consulting

ri Lanka-born Upuli

Upuli de Abrew recognises

de Abrew, Director of

that Insight Consulting’s

Insight Consulting, is

team members are its most

passionate about ensuring

valuable resource. There,

that her customer and

she is passionate about

consulting partnership is

mentoring them, and building

as seamless as possible,

their capabilities in order

and that the business’s

to improve their ability to

solutions and service

engage and deliver in line

delivery maximise value

with the Insight Consulting

for customers. Upuli de Abrew is a graduate of Rhodes University, and holds a Master’s degree in Information

ethos. We spoke to her about how businesses can derive maximum value from their data and ensure a cultural DNA that is dynamic.

Systems. As a strong female leader, Upuli de Abrew is motivated to continually learn, and enjoys being exposed to a wide range of industry and functional areas where she has the opportunity to expand her

80 | TOP HR LEADERS

Q: What actionable steps do you have for building a platform strategy that best serves businesses and their needs? A: We have developed a Customer Journey framework, which helps define a strategy for how businesses can derive maximum value from their

knowledge,

data. This journey, whilst

and use her

following the same basic

experience to

steps for all customers, is

more effectively

tailored for each business

advise her

based on their unique needs

customers.

and budgets.

Upuli de Abrew

AT A HIGH LEVEL, OUR FRAMEWORK INVOLVES THE FOLLOWING STEPS:

• Pre-Engagement – Initial discussions regarding the scope of the customer need. • Evaluation – Detailed discussions with stakeholders to understand the as-is, with a specific focus on problem and opportunity areas • Blueprinting – Propose a strategy for the way forward based on the evaluation stage • Onboarding

• Adoption

to continue helping the

implemented, ensuring

business to derive value from

adoption is key to their ability

their implemented solutions,

to create the value they were

delivering enhancements

designed to deliver. This step

and performing maintenance

in the framework involves

where required. This process

application training, data

leads naturally into the next

literacy training, change

step of expansion.

management and consistent

– Initial setups and definition

support. Senior stakeholder

of processes (e.g. project team

buy-in is an important

structures, training processes,

aspect of adoption – they

communication processes,

should therefore be engaged

technical setups)

throughout the process in order to ensure that companies

• Implementation

capitalise on their ROI.

– Begin blueprint implementation. It is key

and ensure we stay involved

– Once solutions have been

• Expansion – Once the initial blueprint has been delivered, and users become accustomed to their business intelligence solutions, there is nearly always scope for further value that can be derived. The expansion is

• Retention

often driven by application

to break the blueprint down

– once the blueprint has been

users who see the potential

into self-contained actionable

implemented, Insight does not

for further insights from data.

chunks that enable quick

step away from the customer.

Expansion and Retention are

time to value, rather than a

We embrace the concept of

continuous loops that support

big bang approach.

true business partnership,

each other.

TOP HR LEADERS | 81

Q: Please briefly tell us

to the decisions that the business

crafting solutions and strategies

about your vision for Insight

made. This was really where I fell

to turn those businesses’ data into

Consulting.

in love with the concept of truly

value. I am lucky enough to work

actionable data, and realised that

with a team of highly passionate

working in and with data would

individuals who are leaders in their

also allow me to learn and apply

fields, and am constantly learning

my knowledge across the value

from my colleagues, which makes

chain of actual businesses.

me feel like we have a collective

A: At Insight Consulting, our 2023 vision is as follows: • Keep our position as the Number 1 Qlik consulting organisation in South Africa • Become the Business

that is certainly greater than the When I first saw Qlik (we chose

Intelligence partner of choice

it as the BI tool at the company

for South Africa

I was with at the time), I simply

• Be the South African employer of choice for Business Intelligence • Use our high quality resources to expand our international footprint by delivering great services at great prices to the international market. Q: How do you hope to make a difference in your role at Insight Consulting?

could not believe how easily and

Q: Please could you provide 5

quickly we could get answers

tips for creating a cultural DNA

to the business questions that

that is innovative and dynamic.

had previously required far more time intensive and laborious processes. I’d always wanted to do something entrepreneurial, and so, together with my former colleague and good friend, Sean Taylor, we quit our corporate careers and started Insight Consulting with a vision to bring fast, easy business intelligence to our customers , using Qlik as our

A: My greatest professional joy

tool of choice. With a lot of hard

comes from seeing the people in

work, a ton of lessons learned

my organisation succeed. Thus,

and a few lucky breaks, we grew

I hope to be a positive influence

our two man band in 2007 to

on their success by using my

a company employing over 50

professional and personal

consultants in 2021.

inspire them.

Q: What excites you the most

Q: Please could you tell us

about the work that you do?

– how did you get to this point?

A: • Create a win win win scenario – make sure that the customer wins, the employee wins, and the company wins. Everyone should feel that they are receiving value out of each engagement. • Take time with recruitment and hire people who are diverse, yet fit with the ethics and value system of the company. Show people you value them and their contribution. • Ensure that there are constant opportunities to learn and grow.

experience to guide, motivate and

a bit about your background

sum of its parts.

A: I have the opportunity to continuously learn and problem

• Create an atmosphere of ownership and encourage people to lead and drive their own activities, whilst still providing a framework and

A: Having worked within the

solve. There is never the feeling

corporate environment, in the

of doing the same old thing –

early part of my career at Business

every customer is different, every

Intelligence, I gained exposure to

business unique in its strengths

and acknowledge feedback

a number of business areas, and

and challenges. I love learning

from and at all levels

saw how data added huge value

about new businesses and

82 | TOP HR LEADERS

support system to tap into. • Be honest – always encourage

Upuli de Abrew

“Create a win win win scenario – make sure that the customer wins, the employee wins, and the company wins. Everyone should feel that they are receiving value out of each engagement.”

Q: Have you read any books

rewarding, full of growth

great people make a great

that have inspired you and

opportunities, and I work with a

company. Therefore, people

your career?

simply amazing bunch of people.

development is one of my

I love to see others grow and

key areas of focus in the next

excel, and take pride in seeing the

6 months. We are aiming

people in the Insight business go

to enhance and re-launch

from strength to strength.

our successful InQBate

A: At the moment, I am all about productivity and making the best use of my time, both professional and personal. I recently read The 12 Week Year by Brian P Moran and Michael Lennington, and have found it extremely useful in terms of breaking my goals down into

programme for young Q: Outside of work, are you

graduates looking to enter

involved in any extracurricular

the field of data analytics and

activities and/or community

consulting.

outreach projects? Q: What advice do you have

smaller chunks, and making

A: I support the SPCA, Meals

sure that I stay focused on

on Wheels and the Domino

achieving them. I found the

Foundation in my personal

book so inspiring that we

capacity on a regular basis,

A: Data is only useful when

have started to implement

and, as a company we pledge

it is contextualised. In order

the guidelines throughout

and pack boxes for the Santa

to ensure that you are able

the Insight organisation, and

Shoebox project every year.

to create value out of data,

achieved some amazing results

Most recently, as well, we are

you have to understand the

in the process.

doing a blanket drive for the

critical areas that are relevant

Elder’s Voice KZN.

to businesses today. Whilst

Q: What is your ‘why’

for young people looking to enter your field of work?

learning the tech is important,

i.e. Bottom line? And how

Q: What is your vision as a

the ability to apply the tech to

do you stay motivated?

woman leader going into the

real world scenarios is the key

next 6 months of 2021?

success factor. Stay interested,

A: The simple answer is that I love what I do. I find it challenging (who

A: As a consulting business

doesn’t love a good challenge!),

we learned early on that

read widely, keep learning.

TOP HR LEADERS | 83

INTERVIEW

Have you found the career of your dreams? By Charndré Emma Kippie

Tower Group CEO, Kerry Morris, shares advice on creating top-class HR solutions

erry Morris, Chief Executive

changing peoples’ lives and

Officer of Tower Group (Pty)

making a lasting impact.

Ltd, hails from Durban, Kwa-

Zulu Natal, and is incredibly

Q: Please could you tell us a bit

passionate about enabling

about your background – how

growth and development

did you get to this point?

in others. With expertise in leadership, recruitment and business process outsourcing, Kerry is the driving force behind Tower Group’s business solutions, and is strategic, flexible and future-focused in all aspects of her career. Tower Group is one of South Africa’s leading providers

84 | TOP HR LEADERS

A: Since leaving school, I have been in the Recruitment industry for 21 years, and it has become a deep passion of mine. I have always had a natural entrepreneurial spirit and the drive to grow and develop. Q: What excites you the most about the work that you do?

of recruitment services

A: As a leader, the part that

and integrated business

excites me the most about my

solutions. The organisation

job is being able to change

comprehensively analyses

someone’s life by helping

client requirements and

them find the career of their

constructively develops

dreams. Being in a position to

customised recruitment

encourage and enable growth

and integrated business

and development in others,

solutions to suit any business

and to watch them continue

organisation’s unique needs

to succeed in life, is extremely

and objectives.

rewarding for me.

Q: What are your main career

Q: What life mantra/

objectives? How do you hope

inspirational quote do

to make a difference?

you live by?

A: My main career objectives are

A: A life mantra that I would

to continue building a company

choose is to “Live every day

that contributes towards growth

with intention” – this is

and transformation in South

something I am mindful

Africa and that continues

of daily.

Kerry Morris

“ Remain fluid when implementing any solutions in your business.”

Q: What 3 tips do you have when it comes to implementing solutions in your field? A: • Be crystal clear about the solution and what the final

Q: Have you read any books

Q: Outside of work, are you

that have inspired you and

involved in any extracurricular

your career thus far?

activities and/or community

product looks like once

A: I am an avid reader, so I have

implemented.

read many books that have

• Remain fluid when implementing any solutions in your business. When implementing a solution, it may not always work the first time around, however, instead of looking at this as a failure, adjust the implementation plan and try another method. • The implementation team

inspired me in my career thus far. I am currently reading Atomic

Habits by James Clear, and am thoroughly enjoying this book as it’s practical, very engaging and changes your outlook on everyday life – I highly recommend it. Q: What is your ‘why’ i.e. Bottom line? And how do you stay motivated?

outreach projects? A: I have a very soft spot for animals. As someone that grew up with dogs and always had a dog as my best friend, I always support animal shelters i.e. the SPCA. There is a massive need for us as humans to support these causes, for the greater need of innocent animals. I also support Summerhill House, a beautiful NGO for orphaned children on the North Coast of Kwa-Zulu Natal.

is critical to the fulfilment of

A: My “why” is to make an impact

solutions. Ensure that you

on those around me. Staying

Q: Who or what inspires you on a

have the very best people

motivated is not always an easy

daily basis?

in your implementation

task, we are all human and we

team, regardless of their

all have our good and our bad

role within the business –

days, but focusing on my why,

often the best skills / ideas

and remembering how far I have

will come from people not

come, and what I still have left to

employed in that specific

achieve gets that driving force in

area of the business.

me daily.

A: Most definitely my Mother! She has been an inspiration my entire life as she is resilient, patient and caring and loves with no boundaries. I can only hope that I become more like her every day. Q: What advice do you have for young women who aspire to work in your industry?

Be clear on who you want to be, and what you want to achieve in life and then go for it.

A: Be clear on who you want to be, and what you want to achieve in life and then go for it. Find someone that can mentor you. I was very fortunate to have had an older female mentor early on in my career which most definitely gave me invaluable life experiences that I wouldn’t have got elsewhere.

TOP HR LEADERS | 85

INTERVIEW

“Take time to celebrate you!”

Q: In what ways do you think your organisation/business is enhancing the South African economy? A: Kellogg is a food company that not only invests in its people

By Charndré Emma Kippie

but in our food products and we continuously innovate. We not

3 top tips for Women in HR from Dana Smith, Head of HR Corporate for Kellogg SA

: What got you into the field

you’re currently in?

A: I have spent most of my

career in the FMCG industry in the commercial space mostly in male dominated environments. I transitioned into HR a year ago and have no regrets. I am hugely passionate about people as I believe people are the foundation of success. I have always been able to absorb all I can on leadership, motivation and people at work so when I got the opportunity I leapt into HR. HR can have a profound impact on a company, not only shaping culture but also working with leadership to attract, develop, retain and manage talent which ultimately distinguishes one from your competitors. Q: What excites you the most about your role?

86 | TOP HR LEADERS

only manufacture, market and sell our products but we also provide employment and create further opportunities through our learnership and intern programmes. Through our South African manufacturing facilities we export our food products to Africa. We source 70% of our raw materials for our cereal business locally and 98% of our products are produced locally. We are committed to environmental and social economic objectives. We are a responsible corporate citizen and through various initiatives we support our communities. We are a company with heart and soul and through our better days programme we feed people in need. Q: Do you think your field is diverse in terms of gender equality? A: There is a vast majority of females in HR and some of this

A: I love what I do, in HR

stems from stereotypes about

you are constantly growing

gender roles. This is one of the

and changing. There is a

fields where female representation

bit of everything from law,

(even in executive positions) is

technology, employee

more favourable than in other

expectations, engagement.

professions. There are various

It is never boring and there

theories as to why this is, yet there

is always something to

are few barriers preventing men

challenge you.

from finding HR jobs. However,

Dana Smith

when it comes to salaries, females

Q: What are your goals for the

are still being paid less than their

future?

male counterparts in this area and more can be done to create equality.

A: Having a career and being a mom can be challenging and I want

Q: What are your top 3 tips for ensuring the success of women in your field?

spending quality time with all my kids even on my busiest days. I want to be able to recharge more and look forward to a future where we

A: 1.

to be able to make a daily habit of

E mpathy: incorporate this trait into your daily work and you will achieve the desired results to become an effective leader

2. S trive to be a servant leader

are able to travel and explore again. My long term career aspiration is to

young women entrepreneurs who

your people. Put them first

training and cross functional

at work and at home

experience. Surround yourself with a good support system and don’t be afraid to network and build your confidence. There are times where you are going to need a really thick skin when it comes to criticism… but embrace feedback because

Q: What have been some major

even if there is 2% truth to what you

obstacles in your career, as a

are being told it will help you learn

woman, and how did you overcome

and grow. Always be prepared, this

them?

takes away anxiety, especially when

A: Some of the obstacles, particularly in sales, relate to micro-aggressions and everyday sexism, male competence assumptions, imposter syndrome and not being treated equally. In order to overcome these

demonstrated history of

working in the consumer

goods industry. Skilled in

Key Account Management, Marketing Management,

Consumer Goods (FMCG),

A: Don’t underestimate education,

productivity and happiness

Channel Manager with a

Q: What advice do you have for

growth and well-being of

as this ultimately shapes your

SA, is an experienced

Customer Insight, Market

aspire to work in your field?

your workspace work for you

Corporate for Kellogg

become a General Manager.

focusing primarily on the

3. P rioritise your time: make

Dana Smith, Head of HR

you are faced with daunting and intimidating situations. Q: Do you have a special message for women across South Africa as we celebrate Women’s Month?

you really need to believe in yourself,

A: Let your passion burn brighter

stand by your success and allow

than your fear, not just today or in

those around you to recognise it.

Women’s Month but every day. You

Build your network, seek mentorship,

really are amazing and you deserve

sponsors and take advice from

to be celebrated, so take some

experts and don’t neglect those that

time out and just celebrate you. As

stand behind you. In doing this you

Eleanor Roosevelt says “No one can

will gain confidence and you will be

make you feel inferior without your

empowered to move forward.

consent”. Go shine!

Planning, Fast-Moving

and Customer Marketing.

Dana is a strong business

development professional with a Bachelor of Arts

(B.A.) (hons) focused in

Marketing Communication/ Media from the University of South Africa (Unisa).

She also completed her LLB at Unisa.

She has worked at Kelloggs for more than 5 years. Kellogg’s was recently recognised as a Top

Employer in South Africa, by the Top Employers Institute programme - certifying

organisations based on the participation and results

of their HR Best Practices

Survey. This survey covers

6 HR domains consisting of 20 topics such as People

Strategy, Work Environment, Talent Acquisition, Learning, Well-being and Diversity & Inclusion and more.

TOP HR LEADERS | 87

A Dynamic Heartbeat - Meet

CHANDRE ANDREWS-LINTNAAR We probe some of the biggest challenges of maintaining a robust and resilient workforce in a volatile, uncertain, complex and ambiguous (VUCA) landscape. Q: How do you keep your HR strategy relevant with so much changing demand as the workforce evolves?

“ Culture is a living thing, and like all living things it must change.”

eading up the HR department for SA’s leading provider of cardiovascular medicine and one of the country's fastest growing generic pharmaceuticals, Chandre Andrews-Lintnaar has been with the organisation through its most significant transitions. From its infancy as an entrepreneurial start-up, to its integration with multinational powerhouse, Lupin Laboratories, and through its most recent metamorphosis into an entirely hybrid business model following the COVID-19 pandemic. 88 | TOP HR LEADERS

A: The HR landscape has evolved exponentially in terms of digitalisation and alternative approaches to HR, such as outsourcing the function. It is my experience that while many functions can be automated or digitised, the ‘human element’ is the key to effective human resource management. An active HR strategic partner is invaluable to business. Whilst there are various HR solutions and digital options on the market, if these are not honed in on specific needs within your organisation or considered fit for purpose in terms of the organisation’s unique culture and personality. For me the HR credibility is lost. We are then keeping management and staff engaged in HR activities that will not support the notion of creating value nor further the business’ strategic imperatives. For any HR Strategy to be effective it is important to understand that people are at the heart of making the strategy come to life. My HR team and I pride ourselves on

being diligent in our response to the business needs while remaining an ally to all employees. Finally, for an HR strategy to be effective a synergistic view about the HR architecture should be taken. This entails understanding that the sum of all the HR activities i.e. recruitment, performance and compensation management, employee wellness and HR innovation, contributes to the overall success of the HR strategy - and no one HR initiative supersedes the other. Q: Pharma Dynamics transitioned from an entrepreneurial start-up to a subsidiary of a multinational corporate pharma company. Can you elaborate on managing the transition while still maintaining the organisation’s culture A: When Pharma Dynamics transitioned to a multinational there was apprehension that our entrepreneurial approach to work would be impacted. It became imperative for leadership to demonstrate that our operations would only be impacted as much as we allowed them to be. We were, after all, a well performing business with a commensurate competent workforce – a position we are proud to maintain to this day. A beacon that guided us through the transition, without losing our focus on the cultural aspect of change was our values.

PHARMA DYNAMICS | Interview

As anticipated, we saw an increase in productivity brought on by the hybrid working model. HR thus endeavored to balance the sense of seeing people busy by articulating the output-focused management approach while encouraging employees to self- manage.

Being born from an entrepreneurial start- up, passion for excellence underpinned our way and approach to work. We therefore continue in this pursuit and we challenge ourselves and each other to carry on with that legacy. The change management efforts became more about the mindset of our people rather than having to pivot the entire organisation to a new way of work and leadership. It came down to positioning and addressing people's perceptions about the “unknown” which is a natural response to anything new. Retaining talent - our people through this transition was an absolute priority. The senior leadership team, led by Erik Roos, focused its energy on a long-term, people-centric vision and actively worked to provide that sense of security and stability, albeit under new ownership. As the HR team we had to enhance our internal value proportion efforts.

Q: Few organisations were unscathed by the COVID-19 pandemic and the swift change it demanded. How did Pharma Dynamics ensure business continuity in this volatile time? A: Pharma Dynamics transitioned to a hybrid working model in August of 2020. At first, it posed several challenges as our digital/ automation infrastructure in certain areas was still in its infancy. The employee and manager approach and mindset about what hybrid constitutes also needed to be tweaked through education. There were several challenges initially that the hybrid working model brought but none as strong as the need for seeing activity, seeing bums on seats, and fingers on keyboards. We realised that years of viewing work as a ‘place’, rather than an ‘action’ had made us slightly rigid and unyielding in our thinking.

A question that I've been asked on several occasions is whether the hybrid working model impacted the corporate culture of Pharma Dynamics. My response is that culture is organic, it is the sum of everyone's collective contributions. I further challenged the enquiry with the resilience of our culture - if our culture before the hybrid model was as strong as everyone felt it was, why should a working model affect our culture? The truth is that the culture must and will be affected. Culture is a living thing, and like all living things it must change. The challenge then for us as a senior leadership team is then to let-go of the desire to maintain our culture, but rather to guide it and nudge it towards something better, to fit for the new reality we must face together. Tying into our inherent culture, Pharma Dynamics has become known as a family orientated, high performing organisation. While there are small changes to the way we interact daily, it is my view that the hybrid model has not shifted that, if anything it has further revealed how strong our culture is. I’m pleased to say that we've been able to maintain a sense of family - I’d go as far as saying an increased sense of unity and solidarity - through the crisis that the COVID-19 pandemic has brought. TOP HR LEADERS | 89

Interview | PHARMA DYNAMICS

Q: While there were some positive transitions for many organisations through COVID-19, it also led to job losses in many industries. Did Pharma Dynamics need to retrench staff, and if so how did this impact the organisation? A: Like many organisations in South Africa, we were not spared the unfortunate consequences of the COVID-19 pandemic. Workforce restructuring became part of our agenda. When going through such a process it is very difficult for all parties concerned. What was important to me having to drive and facilitate the process was to ensure that the affected jobs and the people in those roles were treated with the utmost dignity, transparency, and respect. For the staff who remained, it was to provide a sense of security and stability, ensuring business performance was maintained. Striking such a balance was no easy feat, it was only through the collective effort of HR, the senior leadership team and management structures that we were able to navigate this very difficult time. We also found constant communication from leadership and the consistency thereof to play an important role. Q: In a digitising world, sourcing talent is becoming more and more challenging as positions and required skillsets change with the working environment. What is your recipe for spotting talent? A: As much as we have been propelled into the fourth industrial revolution (4IR) through digitalisation and the automation of certain job functions or tasks it is in my view that a good balance needs to be

90 | TOP HR LEADERS

drawn between people and which areas actually need to be digitised. At Pharma Dynamics we first seek to reimagine our own talent through reskilling and education, rather than to perpetuate the cycle of competing for skills externally. We do find that this contributes to our success with staff retention, with an average tenure of 7 years. We however continue to position Pharma Dynamics as a place to work through our Employee Value Proposition (EVP) for external talent as our organisation grows and evolves. Q: Building on above, what do you think the secret is to your good retention rate? A: At Pharma dynamics retaining and engaging our current talent is important to us and it is the HR Philosophy that we see employees as a ‘whole person’ and not just a resource. For us this means understanding that an employee is more than the job that they are employed to do. They have passions, they have families, they have aspirations and as far as we possibly can as an organisation, we aim to integrate that into our employee value proposition. Some of our efforts to date include the launch and implementation of: • The hustle initiative. We advocate for our people to invest their time in their passion projects which we showcase internally on our Intranet and for those that are running small businesses employees can support these businesses. • Also, understanding we have employees who aspire beyond their current jobs, our historical L&D infrastructure includes study

assistance. We also provide digital learning opportunities through our e-learning platform and have ensured to clearly articulate competency requirements for all job roles which is visible for our aspiring staff. We seek to build on this HR pillar of people, learning and development. • With our Total Rewards we are consistently reviewing our approach, balancing being competitive and fair and recognising group and individual efforts. • We are also mindful that our employees face varying challenges irrespective of their socio-economic background, so our Employee Wellness offering is something we advocate for and drive. As an HR professional the philosophy that my team and I uphold is that nothing comes close to that oneon-one discussion when it comes to employee engagement. Being that sounding board, being that ally for an employee, manager etc. - no frills involved. Knowing that there is someone that wants you to succeed, wants you to be the best version of yourself, is important to people. As the Head of HR, I pride myself on relationships across the business, being intentional in my interactions and being as authentic a leader as I can.

CONTACTS Telephone: 0860 742 762 Email: info@pharmadynamics.co.za Website: www.mydynamics.co.za

AGENTS OF CHANGE 4 NOVEMBER 2021 In partnership with

How to build a

future-proof

workforce today By Chris Ogden, CEO of RubiBlue Want your employees to leap into

perfect people for your business,

Do you have a clearly defined

the future world of work with zest

it’s also in how you invest into

strategy and roadmap? If so, what

and joy? Then build a business

your existing talent pool. If

skills do you need to achieve that

they want to be part of, first.

you want the kind of company

future? What kind of talent will

that drips with brilliant people

boost your business and give it

Consider internal skills training for employees

and great skills, then you need

the legs it needs to run forwards

to consider internal training,

at speed? Then, start on another

What skills do you think your

opportunities and plans that

roadmap, one that identifies the

employees should have? Should

keep your employees engaged

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they be excellent at technology?

and learning.

engages with them around their

What about people skills?

aspirations. Find out how their

Or should they know the ins

Create a defined strategy

goals align with the business and

and outs of social media and

The first step on this long

matrix these; this will help you to

connectivity tools? The answer

road of constant and evolving

create a strategic outline of the

to these questions is not just in

development is to unpack where

future skills you can provide to

your hiring process, in picking the

you see your company’s future.

your employees.

92 | TOP HR LEADERS

How to build a future-proof workforce today

Provide growth & support for employees Next, document these skills and create clear plans that outline who gets the skills, who could benefit from additional training, and how to build internal systems that support skills development. Yes, there is the risk that you train someone up and they get headhunted and leave, but there’s also the very good chance that they will stay with you because you offer them the kind of growth and support that’s rarely found elsewhere.

Build a future-proof workplace This level of granular focus on skills development and individual growth within your business is not just to

culture that’s passionate about

• Engineer and architectural resources

it also helps you create a

growth, skills development and

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• Data analysts and scientists

learning is a long game. It puts

strategy that will put you on

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a stable footing, capable of

• Leadership skills and intrapreneur skills

footing, it gives you the chance

weathering almost any storm

to build a stable foundation,

life throws your way. And,

and it can fundamentally shift

remember, it’s important to

your culture in positive ways.

the benefit of the business,

fail. This helps you to refine your plans and address the gaps and fix the problems. Failure is an opportunity to identify what works and what doesn’t, and it’s as much a

Ultimately, building an internal

And what skills are most needed today? These are some that should be sitting on your business radar, right now:

• Self-motivational skills • Health and wealth skills for healthy and financially stable employees • Basic skills relevant to their role, helping them refine their skill sets and growth • Skills on how to innovate, create and, most importantly, ensure delivery

skill to learn as anything else.

TOP HR LEADERS | 93

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Fast-mover advantage: The importance of adapting policies to reflect the dynamic new environment By Ian McAlister, General Manager at CRS Technologies

Remote working has become

bringing with it a host of evolving

part of the standard operating

requirements. In the past the

procedure at virtually every

concept centred on just having

Trust in the workplace has never

business, irrespective of industry

an employee log in to their email

been as important as it is today.

sector or geographic location.

and perhaps a cloud-based

Thanks to the normalisation of

With even manufacturing and

document repository. But as the

remote working, companies have

mining introducing elements

events of 2020 have shown, the

employees accessing their back-

of telecommuting due to the

potential for remote working is

end systems from anywhere they

COVID-19 pandemic, not only

far-reaching, as it impacts every

have a reliable internet connection.

are IT departments required to

business process, despite the

keep up with the operational

convenience of cloud solutions.

requirements of this new normal,

Embracing trust

But beyond the technology challenges of implementing

but human resources teams need

With this changing environment

remote working practices,

to go back to the drawing board to

comes a fresh impetus to

review how existing policies should

reinvent the organisation from

managers must have confidence

be modernised to better reflect

the ground up, starting with its

while working outside the

the demands of an expanding

human resources systems. This

remote workforce.

brings numerous opportunities

traditional office environment.

in their employees’ effectiveness

However, those organisations that

for innovation and growth that

have a high degree of trust in place

From infrastructure to

many decision-makers would

are more effective at collaborating,

collaboration, security, revised

likely not have considered were it

being productive, and enjoying a

policies and even employee

not for the lockdown restrictions

higher degree of loyalty between

wellbeing, remote working is

‘forcing’ their hand.

employees and their managers.

96 | TOP HR LEADERS

Fast-mover advantage: The importance of adapting policies to reflect the dynamic new environment

“...the reality is that remote working will be integral to the success of any organisation as it charts the path into 2021 and beyond.”

and understandable

longer have line of sight of how

strategy for employees to

adept people are at performing

follow. None of this happens

their job functions or their ability

in a vacuum. Given the

to upskill and reskill themselves.

rapidly evolving regulatory environment, companies

This has seen the emergence

must ensure that however

of more effective resource

they choose to embrace

management and reporting

remote working, it adheres to the legal framework. Moreover, their policies must be adapted to reflect this dynamic new environment.

Unlike the pre-pandemic days,

This is not a once-off process. The

companies can no longer rely on

evolving requirements of remote

a purely roles-based environment.

working require continuous tweaks

It is now about being outcomes-

and revisions that must permeate

based. Regardless of whether

all business processes while

an employee is working at 01:00

delivering always-on availability

or 13:00, if the work gets done,

to applications and solutions

there should be no issues. For

through the cloud.

those companies that never embarked on managing the

Whether it is remote working,

remote workforce and have no

flexible hours, or just maintaining

plan to do so in the future, it is

a new work-life balance, the new

easy to fall back to the old way of

normal is here to stay for quite

doing things. But the reality is that

some time. How an organisation

remote working will be integral to

embraces it to take care of its

the success of any organisation

employees will depend on its

as it charts the path into 2021 and

willingness to adapt to a post-

beyond.

COVID-19 landscape.

This is not to say that trust in the

Evolving with requirements

workplace (especially during the

tools like CRS Envolve that automate the tracking of people’s skills and assists in their development. This platform empowers managers to track people’s skills, develop them and provide further opportunities to upskill staff for the digital requirements of business today. These tools and technologies are a central theme when it comes to remote skills upliftment. Using solutions like Envolve, companies can manage performance improvements through obstacle transparency and peer visibility. And because these solutions can integrate throughout the organisation, all departments and divisions have a clear view of the number of hours required to optimise efficiencies and flag potential skills burnout concerns.

Skills development

new normal) is easy to cultivate.

One of the challenges when it

It becomes significantly more

comes to this environment, is the

complex when people are not

ability to effectively track the skills

Empowering workers with the

bound to a central office location.

development of employees. The

skills, tools, and applications to

Consequently, positive leadership

decentralisation of work means

become more effective at their

is important to drive a credible

managers and executives no

jobs while operating remotely is key.

TOP HR LEADERS | 97

This is where human resources play a critical role as traditional, paper-based approaches are no longer relevant. Digital channels will be the preferred pathway to manage payslips, leave applications, employee appraisals, skills development and so on. Those companies willing to embrace this more agile mindset will be better positioned to adapt to any future environmental conditions, whether

Fast-mover advantage

But while the pressure to adapt

The necessity (and speed) of

not mean companies do not

adopting remote working policies and procedures has caught many organisations across industry sectors off guard. With it has come massive disruption to traditional working methods, especially when it comes to people management and appraising the effectiveness of employees to fulfil their job functions.

has been immense, it does have to apply solid change management strategies to facilitate as smooth a transition as possible. In our experience, doing so with easily digestible chunks of new innovations can go a long way towards ensuring minimal disruption for employees and managers alike. Fundamentally, the

that is another wave of infections or something else entirely. Modernising systems provide scope for increased flexibility, especially when guided by a people-centricity that might have been lacking in traditional systems. By embracing digital solutions and processes, a company will not only be able to survive market uncertainty, but also create a resilience that better delivers economic efficiency. This is where strategy becomes important as it helps guide decision-makers on identifying the stakeholder partners to pursue, the employees best fit for reskilling and upskilling, and incorporate flexibility in how those engagements take place. Technology is therefore the enabler to reach the potential for a digitalised working environment. But providing the parameters to do so effectively requires a focus on getting the most out of people and valuing them for more than the skills they provide.

98 | TOP HR LEADERS

“Part of this change management process must be an awareness of the psychological impact on the individual who works from home”

Fast-mover advantage: The importance of adapting policies to reflect the dynamic new environment

human resource processes

The big picture

within the organisation must involve everyone. It is therefore

This is where human resources

the responsibility of senior

policies and procedures must

managers to explain the reasons

look at a holistic approach that

for change to employees, as well

also factors in where people live.

as demonstrate why this will be

With remote workers reliant on

good for the business in the long

internet infrastructure, what are

term.

the repercussions if they cannot connect due to fibre going down or

Obtaining buy-in from

mobile networks being congested?

employees will ensure that the transition to a remote working

Resource management will

environment, driven by cloud-

therefore become even more

based solutions, is more readily

important than before. Internet

accepted. It is about making

access is one part of the

sure everything works for the

equation, but so are sensibilities

good of the business and its

around work/life balance. These

employees. After all, strip away

cannot always be remedied with

the technology, processes

policies. Instead, management

and procedures, and all the

must evaluate employees

company has is its people.

individually and assess what is

While traditionalists will be more

likely to work for that person. This

risk-averse to fully adopting

will always require a balancing

a remote work culture, the

act. Trying to force too much

company has a responsibility

control on remote workers can

to slowly build their comfort

all but eliminates this. The risk is

stifle innovation, while giving

levels unless they want them

burning out employees who feel

them free reign might lead to

to simply fall back to the old

that they cannot afford to take

unstructured business practices.

way of working.

time off and be with their family while at home.

Part of this change management

All told, it comes down to embracing remote working with

process must be an awareness

It is therefore critical for

more than just the technology,

of the psychological impact

companies to ensure that

systems, and processes in

on the individual who works

their remote workers establish

place. It is about weighing in the

from home. Suddenly there are

clear boundaries between this

human factor and educating

no boundaries between work

divergence of work/personal roles

employees (whether they are

and personal life. In the past,

and responsibilities. The easiest

managers or workers) on the

commuting to the office provided

way to do this is by having an

merits of doing so effectively.

a useful and much-needed buffer

assigned workspace at home

And underpinning this is a

to get thoughts ready for the day

and allocating time slots to be

continued focus on developing

ahead. The same applied on the

focused on business. Outside

skills in more innovative ways

way back home – a person could

of these hours, the person must

than before, using automated

disengage and start thinking

switch off their office computer

solutions better equipped for

about family. Remote working

and spend time with loved ones.

remote management.

TOP HR LEADERS | 99

Are you suffering from

pandemic fatigue?

How to move on and become proactive By Charndré Emma Kippie

As we move past the half year

From a business perspective,

compliance with Covid-19

mark for 2021, it is a time of

many employees are growing

protocols, such as constantly

reflection as we realise how

tired of all the ongoing

maintaining safe social distance

far the world has come in our

pandemic-related restrictions,

when in office and wearing a

efforts to combat the coronavirus

updates and the need to

face mask all day. This behaviour

pandemic. Going on to two years

constantly adapt and then

is a clear sign of ‘pandemic

of prevalence in South Africa,

re-adapt to changing lockdown

fatigue’, which is creating

Covid-19 has had major effects

levels. As a result, many

challenges and potential legal

on all sectors of our nation.

employees are becoming

risks that employers urgently

heedless in maintaining

need to address.

The reality is that everyone is exhausted; tired of ‘pandemic talk’ and drained by the rollercoaster of lockdown level adjustments.

A Decrease in Compliance The University of Johannesburg (UJ) and the Human Sciences Research Council recently completed a study to zoom in on the use of face masks in public spaces in South Africa throughout the pandemic. The study indicated a concerning trend pointing to ‘Pandemic Fatigue’, as well as decreasing public compliance with health safety measures, as South Africa desperately looks to avoid further waves of Covid-19 infections. 100 | TOP HR LEADERS

Are you suffering from pandemic fatigue? How to move on and become proactive

Patterns of Cause & Effect There are multiple documented causes behind pandemic fatigue. This includes anxiety, the lingering effects of adjusted lockdown levels, the ‘inconvenience’ of stipulated health protocols such face masks on people’s lifestyles and livelihoods, and increasing complacency when good news is

Adjusting to these new behaviours expected of us, such as social distancing and hypervigilance, has undeniably taken a toll on society, having a noticeable negative effect on the workplace.

• Compliments: Give positive feedback to boost employee morale. • Confidence: Take an optimistic approach in the face of uncertainty. Consistency is Key Employers should try, at all costs, to be consistent in their treatment of staff, regularly checking in with

revealed and vaccinations increase.

employees to make certain that each team member is okay. A staff

note the risk of sabotaging their

Moving Beyond & Being Proactive

organisation’s health and safety

All business owners are bound

news of a friend or family member

programmes should they resort to

by legal obligations to make sure

having tested positive for Covid-19;

a habit of ‘picking and choosing’

that Covid-19-related health and

may have a family member who

which regulations to enforce

safety protocols are adhered to

is in a hospital or health care

and which to not adhere to. For

within the workplace. Here are

facility that is not allowing any

example, if some employees are

some suggestions for proactive

visitors; or may have recently lost

merely allowed to ignore face

steps that employers can take to

someone to the virus. At this point

mask protocols, why not develop

combat pandemic fatigue:

in time, support is in high demand,

At this point, employers need to

member may be coping with the

and should be given to your staff

an attitude towards wearing hard hats or safety glasses for safety

Regular reiteration of all

members (who are your greatest

requirements as well?

safety rules

assets) as much as possible.

Now, more than ever, employers Pandemic fatigue may also present

need to make safety a core pillar

Resilient Innovation

itself through more apparent

of workplace culture. Covid-

Leaders in any business need to

changes in employees’ moods

19-related protocols should

highlight all the customer, product

or demeanor. This may result in

become intermeshed with other

or organisational innovations that

a severe lack of concentration

safety rules and regulations, and

have been offset by the pandemic,

because an employee is

be part of one holistic safety

and will serve the company well

experiencing sleeplessness and

guide. Employers should also

moving into the future. It is a good

angst during these trying times.

try to incentivise their staff to

time to encourage employees

Relieving stress has also not been

comply with health and safety

to be active participants in

that easy as of late, with gyms and

rules,and reward compliant

this process and offer their

many public spaces being off limits

behaviour regularly through the

innovative, yet realistic ideas

at times due to constantly changing

4Cs: compassion, calmness,

that may empower the business

lockdown alert levels in the country.

compliments and confidence.

in the long run. Expressing such

Essentially, pandemic fatigue has become prevalent in our society due to living and working under unwavering Covid-19 restrictions for a prolonged period of time.

• Compassion: Recognise and show empathy towards challenges we are all facing. • Calmness: Foster a sense of stability in the workplace.

confidence in and appreciation for your employee’s individual ingenuity, and commitment to stay the course, will go a long way in boosting team spirit and the overall workplace culture. TOP HR LEADERS | 101

Employing the right people is key

Who is finding them for you?

By Vanessa Rogers, Business Owner at TextBOX Conceptual

102 | TOP HR LEADERS

You’re the director of a big corporate seeking to fill a couple of the high-level positions that you have

openings for. Read on for

reasons to partner with an executive search firm and how to get the very best work from them.

Employing the right people is key - who is finding them for you?

If you’ve gotten to the point of knowing you need an executive search firm in your corner, it is likely because you do not have the network available from which to seek the calibre of candidates your company most needs. You

“ Hiring an executive search firm is akin to making an investment in your people and your progress”

want that hotshot manager or executive who can drive efficiency and boost profits, but you don’t

have time to sift through a trillion CVs; and your in-house HR team

assess from the outside what sort of

as possible – ranging from what

is too junior to even begin to

organisational culture you have and

you hope the new candidate will

fathom the complexities of what

which of the available candidates is

be able to achieve once they have

the new manager or executive’s

likely fit well into that,” he enthuses.

moved across to you, to industry

role will entail.

The Perfect Partner

Define The Role

Next up, you can’t expect to

competitors whom you secretly admire and aspire to emulate. “Hiring an executive search firm is

First up, you don’t want a hunter-

recruit the best candidate if the

gatherer of CVs for this level of

role that needs to be filled has a

people and your progress,” enthuses

sketchy set of responsibilities and

in the game who is sufficiently

Bossenger. “We love working with

a remuneration package that is

companies that are responsive to

skilled, experienced and has

below industry standards. Certainly,

our questions and excited by our

the maturity to establish your

your executive search partner will

feedback; who understand how

expectations upfront, woo each

be able to streamline the finer

time-consuming the hiring process

points of the role, as a result of

can be for top talent; and who give

at hand, while simultaneously

experience they’ve had in previous

approvals on documents and make

providing you with regular updates

writing of job descriptions – but the

time for interviews. Without this,

on their progress. Patience is of

bold print needs to come from you.

the search progress can become

the essence, because the best

As far as salaries go, you should

disjointed and formerly interested

person for the job is usually happily

make sure what you’re offering

candidates may lose focus.”

employed elsewhere. So good

is more than industry standard,

advice, according to Jeremy

because those senior individuals

Just as you would never hire a

Bossenger, director at BossJansen

who are happily employed would

senior staff member and then

Executive Search, is to trust in the

need a few extra perks to make a

set about micromanaging their

high-level recruitment process

move into the relative unknown.

every move, your executive search

position-filling; you want a partner

candidate as to the position

that your executive search partner

akin to making an investment in your

partner needs to be empowered

is following. “It is going to take

Give and Take

some time, and will require a bit of

And remember that the best

your trust and respect – and

budget, simply as a result of the

partnerships involve considerable

then left to go forth and conquer,

research to be undertaken, the

levels of give and take. So be sure

bringing home the ideal candidate

network that must be tapped into

to provide your executive search

after the detailed search process

and your skilled partner’s ability to

partner with as much information

they follow has reached its close.

with all the relevant information,

TOP HR LEADERS | 103

Highs in a year Highs ayear year Water Highs inin aa year ofHighs lows –in Umgeni lows –Umgeni Umgeni Water of lows –on Water ofof lows –Umgeni Water delivers its mandate delivers on mandate delivers on its mandate delivers on itsits mandate The supply of water and sanitation services across difficult hilly terrain and vast rural areas in KwaZulu-Natal is a familiar challenge that Umgeni has faced for difficult nearly of water andWater sanitation services across difficult The supply ofsupply water and sanitation services across TheThe supply of water and sanitation services across difficult 50 years. But Covid-19 provided entirely new issues hilly terrain and vast rural areas in KwaZulu-Natal hilly terrain and vast areas in KwaZulu-Natal a is a hilly terrain and vast ruralrural areas in KwaZulu-Natal is is athat forced the water board to Umgeni drastically change thefor way infor nearly familiar challenge that Water Umgeni Water has faced familiar challenge Water has faced for nearly familiar challenge that that Umgeni has faced nearly 50 years. But Covid-19 provided entirely newthat issues which operates. 50ityears. But Covid-19 provided entirely new issues that that 50 years. But Covid-19 provided entirely new issues forced the water to drastically change the the water board to drastically change the way forcedforced the water board toboard drastically change the way ininway in which it operates. it operates. whichwhich it operates.

Nagle Dam Nagle Dam Nagle Dam

Nagle Dam

with Covid-19, we further built upon those areas. In fact, close to 40% of our capital classified as essential workers, “ While capabilities. Presently, we can now remotely expenditure is dedicated towards infrastructure people working within the water with Covid-19, we key further built upon those hile classified as essential workers, Inareas. fact, close to 40% our capital with Covid-19, we further built(with upon areas. those hile classified as essential workers, operate nearly all infrastructure and wastewater sector are unfortunately In areas,” fact, closeofto 40% of our capital “ projects those Naidoo. with Covid-19, we further builtnow upon thosea areas. hile classified as essential workers, “ capabilities. Presently, we can remotely Ininis fact, close towards to adds 40%infrastructure of our capital people working within the water W expenditure dedicated capabilities. Presently, we can now remotely “not people working within the water capabilities. W margin of safety),”says Naidoo. considered ‘frontline workers’ like our expenditure is dedicated towards infrastructure Presently, we can now remotely Wandpeople working within the water operate nearly all key infrastructure (with a wastewater sector are unfortunately expenditure is dedicated towards infrastructure projects in those areas,” adds Naidoo.

operate nearly all key infrastructure (with a projects in those areas,” adds Naidoo. andinwastewater sector are unfortunately colleagues the health sector. “For many years.areas,” Umgeni Water has directed operate all key Naidoo. infrastructure (with a projects and wastewater sector are unfortunately margin nearly of safety),”says not considered ‘frontline workers’ like our in those adds Naidoo. margin Naidoo. not considered ‘frontline workers’ like our Over the past of 18safety),”says months, Umgeni Water has a significant amount of its own resources or margin of safety),”says Naidoo. not considered workers’ like our colleagues‘frontline in the health sector. “For many years. Umgeni Water has directed in the health sector. intoUmgeni an organisation “For many large years.infrastructure Umgeni Water has directed This is colleagues strange because Over funds to co-fund projects, Over the pastevolved 18 months, Water has a“For colleagues in the health sector.there has been successfully significant amount of its own resources or many years. Umgeni Water has therunning past 18 remotely. months, Umgeni Water has a significant amount of its owndirected that is Over largely The water hasoraO resources a justifiable focus on water successfully evolved intoUmgeni an organisation with funds from the Regional Bulk Infrastructure This is increased strange because there has and been Over the past 18 months, Water has funds to co-fund large infrastructure projects, a significant amount of its own resources or asset successfully evolved into an organisation This is strange because there has been board has continued to fulfil its core mandate funds to co-fund large infrastructure projects, sanitation infrastructure and service delivery h that is largely running remotely. The water Grant, water and sanitation evolved into an organisation with This ais justifiable strange increased because focus there on haswater beenand successfully funds from the providing Regional Bulk Infrastructure funds totowards co-fund large infrastructure projects, to Co that is largely running remotely. The water a justifiable increased focus on water and by responding timeously to breakdowns and with funds from the Regional Bulk Infrastructure as a means of combatting the virus. While a board has continued to fulfil its core mandate a sanitation infrastructure and service delivery services to rural municipalities by putting that is largely running remotely. The watermandate Grant, towards providing water Bulk and Infrastructure sanitation a justifiable increased focus onand water and delivery with funds from the Regional board has continued to fulfil itsallcore sanitation infrastructure service countt Grant, towards providing water and sanitation repairing any failures, while meeting water by responding timeously to breakdowns and lot of our support staff (human resource staff as a means of combatting the virus. While a services to rural municipalities by putting infrastructure in the ground (like the uMshwathi board has continued to fulfil its core mandate sanitationasinfrastructure and servicethe delivery Grant, providing water and sanitation responding timeously to breakdowns and towards Umge a means ofstaff combatting virus. While a by repairing any failures, while all water services to rural quantity and quality requirements. lot of work our support (human resource staff members in the frontline are crucial in the ground (likemunicipalities the uMshwathi by puttingc Regional Bulk Water Supply Scheme). responding timeously to meeting breakdowns andall infrastructure as a means of our combatting theand virus. While ato by services to rural municipalities by the putting ISO 5 repairing any failures, while meeting water lot of support staff (human resource staff members work in thewastewater frontline andservices),” are crucial to quantity and quality requirements. infrastructure in the ground (like uMshwathi the supply of water and Regional Bulk Water Supply Scheme). repairingquantity any failures, whilerequirements. meeting all water infrastructure in the ground (like the uMshwathi the ceU lot of ourmembers support staff (human resource staff and quality work in the frontline and are crucial to the supply water and wastewater services),” Regional Bulk Water Supply Scheme). “In addition to water and sanitation supply We also explains Dan inof Naidoo, regional manager of quantity assist them with water demand “AsseI and quality requirements. members work theNaidoo, frontline andwastewater are crucial to Regional Bulk Water Supply Scheme). the supply water and services),” “In addition to water and sanitation supply explains Dan of regional manager of services, We also assiststrategies them with water demand Umgeni Water worked closely with Umgeni Water. management and conservation.” the supply of water and wastewater services),” our bt addition to water and sanitation services, Water worked closely with supply explains Naidoo, regional manager of “In Umgeni Umgeni Water.Dan We also that assist them Water with is water demand“ management strategies and conservation.” municipalities to make sure that a greater Naidoo explains Umgeni unique “In addition to water and sanitation supply explains Umgeni Dan Naidoo, regional manager of We assist with water demand water municipalities to Umgeni make sure that a greater services, Water closely with also Water. thatthem Umgeni Water is conservation.” unique management strategies and people had access toworked water, with Naidoo In a bid to protect its core staff, who are number of o in thatexplains it is not a centralised water board – its Umgeni worked closely with Umgeni number of peopleWater hadto access tosure water, with In Water. a bid to protect its core staff, who are services, management strategies and conservation.” municipalities make that a greater in that it is not a centralised water board – its is uniquew Naidoo which explains that Umgeni Water boreholes and water sure storage tanks. The infrastructure, fundamental to the provision of water and municipalities is spread across KwaZuluto make that a greater boreholes and water storage tanks. The fundamental to the provision of water and number of have people had challenging access to water, with in Naidoo explains Umgeni Water is unique In aservices, bid to protect itsvirus, core Umgeni staff, who past are few which isnot spread across KwaZuluthat it isthat a centralised water board – its been but infrastructure, from the different areas across municipal number of months people access to water, tanks. with past few months had have been but Natal, Inwastewater a wastewater bid fundamental to protect itsto core staff, whoof are services, fromprovision the virus, Umgeni boreholes and waterchallenging storage The inNatal, that itfeeds is different not a centralised water board – KwaZuluits feeds areas across municipal the water and infrastructure, which is spread across also very rewarding for Umgeni Water,” adds WaterWater had to make operational changes. These boundaries. “We have committed to supply also very rewarding for storage Umgeni Water,” adds boreholes tanks. The boundaries. had tothe make operational These fundamental to provision of changes. water and pastand few water months have been challenging but Natal, “We have committed to supply infrastructure, which is spread across KwaZuluwastewater services, from the virus, Umgeni feeds different areas across municipal Naidoo. company employees were transported to to work water and sanitation services to remote areas. Naidoo. company employees workThese past fewalso months have beenforchallenging but water wastewater services, fromwere thetransported virus, Umgeni and sanitation services toacross remote areas. very rewarding Umgeni Water,” adds Natal, feeds different areas municipal Water had to make operational changes. boundaries. “We have committed to supply and back home via specially arranged vehicles. By supplying infrastructure to these places, back home via specially arranged vehicles. also very rewarding for Umgeni Water,” adds Waterand hadcompany to make operational changes. These By supplying infrastructure to these places, Naidoo. employees were transported to work boundaries. have committed supply areas. water “We and sanitation services to to remote INFRASTRUCTURE DEVELOPMENT Access to all plants was also restricted – INFRASTRUCTURE DEVELOPMENT Access to all plants was also restricted – weprevent prevent influx of people toareas. other Naidoo. we thethe influx of people to other company and employees were to workvehicles. back home viatransported specially arranged water and services to remote By sanitation supplying infrastructure to these places, making sure that onlyonly the the necessary personnel making sure necessary personnel municipalities that have water services. municipalities that have water services. The The and back home viathat arranged Access tospecially all plants was vehicles. also restricted – INFRASTRUCTURE DEVELOPMENT By supplying infrastructure to these places, we prevent the influx of people to other As a consequence of Covid-19, the roll-out of As a consequence of Covid-19, the roll-out of werewere onsite. onsite. resettlement of people to these areas put an resettlement of the people to these areas put an INFRASTRUCTURE DEVELOPMENT Access to all plants wasonly also making sure that the restricted necessary – personnel we prevent influx people other municipalities thatofhave watertoservices. The infrastructure projects projects was was slowed infrastructure slowed down downbyby additional strain on thatthat infrastructure. This This is is additional strain infrastructure. making sure that only the necessary personnel As a consequence of Covid-19, the roll-out of resettlement were onsite. municipalities thatonhave watertoservices. The put an of– people these areas lockdowns, additional additional safety safety concerns, and During the second wave of Covid-19, lockdowns, concerns, and During the second wave of Covid-19, the purpose of an SOE we invest in places the of people an SOEto– these we invest places As a consequence of Covid-19, the roll-out were onsite. infrastructure projects was slowed of downresettlement by purpose of areasin put anThis is additional strain on that infrastructure. difficulty accessing materials. Presently, key members of the operations team their difficulty inin accessing materials. Presently, key members of the operations team leftleft their where nono other businesses wouldn’t, creating where other businesses wouldn’t, creating infrastructure projects was slowed down by lockdowns, additional safety concerns, and During the second wave of Covid-19, additional strain on that infrastructure. This the purpose of an SOE – we invest inis places Umgeni Water has restarted many of its families and were put into isolation in various economic growth.” Umgeni Water has restarted many of its families and werewave put into isolation in various lockdowns, economic growth.”SOE – we invest in places additional safety concerns, and difficulty in accessing materials. Presently, During thekey second Covid-19, members ofofand the operations team left their the purpose capexprojects. projects. There are currently over 25 whereofnoanother businesses wouldn’t, creating hotel rooms or bed breakfasts tokeep keep capex There are currently over 25 hotel rooms or bed and breakfasts to difficulty in accessing materials. Presently, Umgeni Water being has restarted many its no key members of the team left their families andoperations were put into isolation in various development projects – – of where other businesses safe. economic growth.” wouldn’t, creating ASSET MANAGEMENT development projects being implemented implemented themthem safe. ASSET MANAGEMENT Water has restarted many of its capex projects. There are currently over 25 families and put or intobed isolation in various to Umgeni hotelwere rooms and breakfasts keep i.e. pump stations, reservoirs, wastewater economic growth.” i.e. pump stations, reservoirs, wastewater projects. There are currently over 25 While– Umgeni development projects being implemented them hotel “This rooms orsafe. breakfasts keep treatment works, pipelines, water treatment was abed hugeand sacrifice; many to of our staff capex ASSET has aMANAGEMENT capex programme treatment works, pipelines, water treatment “This was a huge sacrifice; many of our staff While Umgeni has a capex programme stations, wastewater projects being implemented – that works,i.e. and pump bulk water supplyreservoirs, schemes. The them safe. members lived away from their homes and development ASSET MANAGEMENT builds new infrastructure, it also has a works, and bulk water supply schemes. The members lived away their homes and that builds new infrastructure, it also has a water board spends up topipelines, R2 billion annuallytreatment treatment works, water pump stations, reservoirs, wastewater families for close tofrom three months. However, “This was a huge sacrifice; many of ouri.e. staff structured asset management that While Umgeni has astrategy capex programme water board spends up and to R2 billion families for close to three months. However, structured asset management strategy thathas a on capital expenditure serves a annually mix of takes infection ratessacrifice; among Umgeni Water staff treatment works, andpipelines, bulk water supply schemes. The works, water treatment lived away from homes and “This wasmembers a huge many of their our staff of existing that builds infrastructure, it also Whilecare Umgeni hasnew ainfrastructure. capex programme onmunicipalities capital expenditure andlarge serves abillion mix infection ratesremained among Umgeni Water staff that are either orof takes care of existing infrastructure. members extremely low andand there water board spends up toand R2urban annually families for close totheir three months. However, works, and bulk water supply schemes. The members lived away from homes structured asset management strategy that that builds new infrastructure, it also has a municipalities that are large andserves urban a or mix members remained extremely low and there veryboard rural remote. wasfor minimal with covid-19 infections,” on and capital expenditure and of maintains infection rates among Umgeni Water water staff Naidoo that Umgeni infrastructure. Water hasthat a spends upeither to R2 billion annually families closenumbers to three months. However, takes caremanagement of existing structured asset strategy very rural and remote. was minimal numbers with covid-19 infections,” addsmembers Naidoo. Naidoo maintainstowards that Umgeni Water has a municipalities areserves either large andofurban or care thorough approach the management remained extremely and on there capital expenditurethat and a mix infection rates among Umgeni Water low staff takes of existing infrastructure. “Thesevery ruralrural municipalities operate in adds Naidoo. thorough approach towards the management of its infrastructure. “Asset management and remote. was minimal numbers with covid-19 infections,” municipalities that are either large and urban or members remained extremely low and there Naidoo maintains that Umgeni Water has a challenging environments operate and often rural municipalities in battle is ofa its In addition to protecting its staff, Umgeni Water “These fundamental component to a successful infrastructure. “Asset management adds Naidoo. rural and remote. was minimal numbers with covid-19 infections,” very thorough approach towards the management Naidoo maintains that Umgeni Water has a with revenue collection. Their balance sheets prioritised the implementation of technology environments and operate often battle In addition to protecting its staff, Umgeni Water challenging infrastructure We have ato clear asset is a fundamental component a successful “These rural municipalities in adds Naidoo. of approach itsbusiness. infrastructure. “Asset management thorough towards the management are therefore unable to sustain significant the to be controlled remotely. “Over the years, with revenue collection. Their balance prioritised the implementation of staff, technology strategy that isWe internationally challenging environments and sheets often management battle infrastructure business. have a clear In addition to protecting its Umgeni Water “These rural municipalities operate is a fundamental to aasset successful of its infrastructure. “Assetcomponent management infrastructure investments. is in the reason benchmarked. Water has used “Over remotethe monitoring are therefore unablecollection. to This sustain significant Astrategy significant portion of our the toUmgeni beprioritised controlled remotely. years, with revenue Their balance sheets management that is internationally the implementation of technology environments and often battle infrastructure business. to Wea have a clear asset In addition to protecting its staff, Umgeni Water challenging why Umgeni Water executes projects in is a fundamental component successful and control solutions; expenditure is geared towards maintenance infrastructure investments. Thistois sustain the reason Umgeni Water used remote monitoring are therefore unable significant benchmarked. A significant portion of our behas controlled remotely. “Over the years, with revenue collection. Their in balance sheets management strategy that internationally prioritisedthe theto implementation of technology partnership with municipalities rural infrastructure business. have aisclear asset and extending the life of ourWe assets.” why Umgeni Water executes projects in and control solutions; infrastructure investments. This is the reason expenditure is gearedA towards maintenance Water has “Over used the remote monitoring are therefore unable to sustain significant management benchmarked. significant portion of our the to be Umgeni controlled remotely. years, strategy that is internationally partnership municipalities in rural why with Umgeni Water projectsand in extending and control the life of our assets.” expenditure is geared towards maintenance investments. Thisexecutes is the reason Umgeni Water has solutions; used remote monitoring infrastructure benchmarked. A significant portion of our partnership withexecutes municipalities in ruralin and extending life of our assets.” why Umgeni Water projects 104 | TOP HR LEADERS and control solutions; expenditure is gearedthetowards maintenance partnership with municipalities in rural and extending the life of our assets.”

Spring Groove Dam Wall Spring Groove Dam Wall

m Dam

apital capital ucture ructure

Spring Groove Dam Wall Spring Groove Dam Wall

UGENI WATER

UMGENI WATER

UMGENI WATER UMGENI WATER KwaZulu-Natal is the gazetted

KwaZulu-Natal is the gazetted

supply area of Umgeni Water and KwaZulu-Natal is the supply area of gazetted Umgeni Water and Mhlathuze Water and straddles supply area of Umgeni Water and aatotal Mhlathuze Water and straddles geographical area of 94 359 km2, total Over the past two years, Umgeni Water Mhlathuze Water and straddles a total geographical area of million 94 359 km2, ected which is home to 11.3 people Overthe theinternational past two years, Umgeni irected hasor adopted standard of Watergeographical of households. 94 which is home to 359 11.3 km2, million people es and 2.9 area million KwaZuluOver the past two years, Umgeni Water has adopted– the international standard ofwhich isand ces or management home to 11.3 households. million people asset ISO 55000. “Due 2.9 million KwaZulujects, Natal is comprised of: Over the past two years, Umgeni Water has adopted the international standard of asset management – one ISO in55000. “Dueand ojects, Natal is households. comprised of:KwaZulu2.9• million to Covid-19, there has been no the 1 Metropolitan Municipality ucture has adopted the international standard of in “Due asset management –been ISOno55000. to Covid-19, there has one the 1 District Metropolitan ructure Natal is• •10 comprised of: Municipality Municipalities country that can do the certification, but tation to Covid-19, there no one inbut the asset management ISOdohas 55000. “Due country that– can thebeen certification, 10local District Municipalities nitation • 1 Metropolitan Municipality • •43 Municipalities Umgeni Water hashas been audited against utting country that can do the certification, but to Covid-19, there been no one in the •14 43oflocal Municipalities Umgeni Water has been audited against putting • 10 District Municipalities • these Municipalities are water wathi ISO 55000 Umgeni and looks forward achieving has to been audited against • 14 of these Municipalities areinwater country doWater the certification, butachieving ISOcan 55000 and looks forward to services authorities as defined hwathi that • 43 local Municipalities the certification in due course,” says Naidoo. ISO 55000been and looks forward to achieving services authorities as defined Umgeni Water has audited against the certification in due course,” says Naidoo.• 14 of these the Water Services Act (No. 108 in Municipalities are water “Asset management adds value tovalue the infurther dueadds says Naidoo. Water Services Act (No. 108 ofthe 1997). “Asset management further toservices ISO 55000 andcertification looks forward tocourse,” achieving authorities as defined in mand of 1997). “Asset management adds further value to our balance sheet and assists in making In the reporting Umgeni Water our balance sheet and in makingthe Water Services the certification in due course,” saysassists Naidoo. Actperiod, (No. 108 emand n.” In the reporting period,delivery Umgeni Water our balance sheet and assists in making water more affordable for everybody.” has focused on service water more affordable for everybody.” of 1997).has focused on service delivery on.” “Asset adds further value to nique management water more affordable for everybody.” and largely derived revenue from In the reporting period, Umgeni Water unique and largely derived revenue from dour – itsbalance sheet and assists in making seven customers: has focused on service delivery rd – itsmore affordable for everybody.” water customers: aZulu• seven eThekwini Metropolitan Municipality and largely derived revenue from waZulueThekwini Metropolitan Municipality ipal • •iLembe District Municipality seven customers: cipal • iLembe District Municipality • Ugu District Municipality upply • eThekwini Municipality UguMetropolitan District Municipality supply • •Harry Gwala District Municipality areas. Harry Gwala District Municipality • iLembe District Municipality areas. • •uMgungundlovu District Municipality es, •Msunduzi uMgungundlovu District Municipality • Ugu District Municipality ces, • Local Municipality other •uThukela Msunduzi Local Municipality • Harry•Gwala District Municipality other District Municipality . The • uThukela District Municipality (the agreement between uThukela • uMgungundlovu District Municipality s. The ut an (the agreement between uThukela District Municipality and Umgeni • Msunduzi Local Municipality put is an his District Water hasMunicipality ended, withand the Umgeni handover • uThukela District Municipality This is laces has ended, the handover ofWater infrastructure onwith 30 June 2021). (the agreement between uThukela places ating of infrastructure on 30 June customers account for 2021). 44% of DistrictThese Municipality and Umgeni eating These customers area account for 44% of the KwaZulu-Natal and are home Water has ended, with thearea handover KwaZulu-Natal and are home tothe 72% of the households. of infrastructure June 2021). to 72% of on the30 households. These customers account for 44% of the KwaZulu-Natal area and are home to 72% of the households. a

sata hat

has a has a ement gement t essful cessful asset rllyasset fallyour of our nance enance

Umgeni Water has also signed a Umgeni Water has also signed a

15-year Bulkhas Supply Umgeni Water alsoAgreement signed a 15-year BulkKing Supply Agreement contract with Cetshwayo District 15-year Bulk with Supply Agreement contract King Cetshwayo Municipality starting from 1 JulyDistrict 2020. contract with King Cetshwayo District Municipality starting from 1 July 2020. Municipality starting from 1 July 2020. This includes: includes:and maintenance • This the operation

the operation andschemes maintenance Thisof•includes: 30 potable water of 30 potable water schemes • the(water operation and maintenance treatment plants and (water treatment plants and of 30 potable water schemes package plants) plants) (water treatment plants andborehole • package operating a total of 155 • operating a total 155 borehole schemes across theofdistrict. package plants) schemes across the Umgeni Water’s infrastructure assets • operating a total of 155district. borehole Water’s infrastructure assets inUmgeni support of its bulk water services schemes across the district. in support of its bulk water services business comprise: Umgeni Water’s infrastructure assets comprise: • business approximately 1 260 km of pipelines in support of its bulk • approximately 1 water 260 kmservices of pipelines and 67comprise: km of tunnels business 67 km of tunnels • and 15 impoundments • approximately 1 260 km of pipelines 15water impoundments • •20 treatment works and•67 of tunnels •1120km water treatment works wastewater treatment works. • 15Umgeni impoundments • 11 wastewater treatment works. Water delivers some impressive • 20numbers, water treatment workssome impressive Umgeni Water whichdelivers include: numbers, which include: • 11 wastewater treatment works. Umgeni Water delivers some impressive • despite a 0% tariff increase for the • despite a 0% tariff increase for the numbers, which include: 2019/20 year, Umgeni Water had 2019/20 year, Umgeni Water an 18% increase in profit overhad the

an 18% increase in profit over the corresponding period in 2019 • despite a 0% tariff increase for the period in 2019 • corresponding it received an unqualified audit from 2019/20 year, Umgeni Water had • itAuditor received an unqualified audit from the General an 18% increase in profit over the the Auditor General • bulk wastewater treated annually: corresponding period in 2019 • bulk wastewater treated annually: 32 million m3 • it received an unqualified audit from • 32 rawmillion water m3 abstracted from 18 the Auditor General • raw water abstracted 18 abstraction systems andfrom dams: • bulk wastewater treatedand annually: abstraction systems dams: 506 million m3. 32 million m3 m3. 506 million • raw water abstracted from 18 abstraction systems and dams: 506 million m3.

Durban Heights WTP Durban Heights WTP

Durban Heights WTP

TOP HR LEADERS | 105

uMvutshane Dam uMvutshane Dam uMvutshane Dam

UMGENI WATER UMGENI IS COMMITTED COMMITTED UMGENIWATER WATER IS COMMITTED TO IMPROVING QUALITY TO OFLIFE LIFE TOIMPROVING IMPROVING QUALITY QUALITY OF OF LIFE AND ENHANCING ANDENHANCING ENHANCING SUSTAINABLE SUSTAINABLE AND SUSTAINABLE ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT DEVELOPMENT ECONOMIC

U U

mgeni Water is a public entity established in 1974 to provide water and sanitation services mgeni Water is a publicentity entityestablished established in in 1974 to water and services mgeni Water a public to provide provide andsanitation sanitation services to the WaterisServices Authorities (WSAs) in1974 its service area.water The organisation operates to the Water Services Authorities (WSAs) in its service area. The organisation operates with the Water Services 108 of area. 1997)The andorganisation the Public Finance to in theaccordance Water Services Authorities (WSAs)Act in (Act its service operates in accordance with the Water Services Act (Act 108 of 1997) and the Public Finance Management Act (Actwith 1 of the 1999) amongst othersAct and(Act is categorised as a and “National Government in accordance Water Services 108 of 1997) the Public Finance Management Act (Act 1 of 1999) amongst others and is categorised as a “National Government Business”. Umgeni Water reports to the Department of Water and Sanitation through the Umgeni Management Act (Act 1 of 1999) amongst others and is categorised as a “National Government Business”. Umgeni Water reports to the Department of Water and Sanitation through the Umgeni Water Board Chairman and thetoUmgeni Water Chief Executive. The Executive Authority of Business”. Umgeni Water reports the Department of Water and Sanitation through the Umgeni Water Board Chairman and the Umgeni Water Chief Executive. The Executive Authority of Umgeni Water is the Minister of Water andWater Sanitation. Water Board Chairman and the Umgeni Chief Executive. The Executive Authority of Umgeni Water is the Minister of Water and Sanitation.

Umgeni Water is the Minister of Water and Sanitation.

310 Burger Street, Pietermaritzburg, 3201, Republic of South Africa / P.O Box 9, Pietermaritzburg, 3200, Republic of South Africa Tel: Burger +27 (33) 341 1111 / Fax +27 (33)3201, 341 1167 / Tollof free: 0800 331 /820 Email: info@umgeni.co.za / Web: www.umgeni.co.za 310 Street, Pietermaritzburg, Republic South Africa P.O/Box 9, Pietermaritzburg, 3200, Republic of South Africa Tel: +27 (33) 341 1111 / Fax +27 (33) 341 1167 / Toll free: 0800 331 820 / Email: info@umgeni.co.za / Web: www.umgeni.co.za

310 Burger Street, Pietermaritzburg, 3201, Republic of South Africa / P.O Box 9, Pietermaritzburg, 3200, Republic of South Africa Tel: +27 (33) 341 1111 / Fax +27 (33) 341 1167 / Toll free: 0800 331 820 / Email: info@umgeni.co.za / Web: www.umgeni.co.za @umgeniwater @umgeniwater

@umgeniwater

@umgeniwater @umgeniwater

@umgeniwater

@umgeniwater @umgeniwater

@umgeniwater

@umgeniwater @umgeniwater

@umgeniwater

@umgeniwater-amanzi @umgeniwater-amanzi

@umgeniwater-amanzi

STOP STOP STOP SERVITUDE ENCROACHMENT & INFRASTRUCTURE VANDALISM

SERVITUDE SERVITUDEENCROACHMENT ENCROACHMENT&&INFRASTRUCTURE INFRASTRUCTUREVANDALISM VANDALISM

Types of materials susceptible Dangers of Building on our Servitudes to vandalism andsusceptible or theft and Vandalising Infrastructure ofof materials Dangers ofof Building onon our Servitudes Types materials susceptible Dangers Building our Servitudes Types toto vandalism and oror theft and Vandalising Infrastructure vandalism and theft and Vandalising Infrastructure • Cables • Flooding of property in the event of pipe Air valves bursts of property in the event of pipe • ••Cables • •Flooding Cables Flooding of property in the event of pipe • Chambers • Drowning as the volume is significantly high • •Air valves bursts Air valves bursts • Death and or injury due pressure high • •Drowning asas the volume is to significantly Chambers Drowning the volume is significantly high • •Chambers • Cannot drain pipes fortorepairs and service • •Death and or injury due pressure Death and or injury due to pressure • Waterdrain Supply Interruptions • •Cannot pipes forfor repairs and service Cannot drain pipes repairs and service • Unplanned and costly repairs which result in • •Water Supply Interruptions Water Supply Interruptions high water tariffs to repairs the endwhich consumer. • •Unplanned and costly result in in Unplanned and costly repairs which result • Reduction of life expectancy of the high water tariffs to to the end consumer. high water tariffs the end consumer. infrastructure, thus not guaranteeing • •Reduction of of lifelife expectancy of of thethe Reduction expectancy sustainancethus of quality service to future infrastructure, notnot guaranteeing infrastructure, thus guaranteeing generations. sustainance of of quality service to to future sustainance quality service future • Reduction of safety to communities in general generations. generations. especially children (upon removalinofgeneral safety • •Reduction of safety to communities Reduction of safety to communities in general deviceschildren on pipelines). especially (upon removal of of safety especially children (upon removal safety devices onon pipelines). devices pipelines).

Umgeni Water Marker concrete posts Umgeni UmgeniWater WaterMarker Markerconcrete concreteposts posts

Report all Servitude Encroachments and Infrastructure Vandalism to: Report allallServitude Encroachments and Infrastructure Vandalism to: Report Servitude Encroachments and Infrastructure Vandalism to: 310 Burger Street, Pietermaritzburg, 3201, Republic of South Africa P.O Box 9, Pietermaritzburg, 3200, Republic ofofSouth Africa 310 Burger Street, Pietermaritzburg, 3201, Republic South Africa 310 Burger Street, Pietermaritzburg, 3201, Republic of South Africa Tel: +27 (33) 1111 / Fax +27 3200, (33) 341 1167 / Toll free: 0800 331 820 P.O Box 9,341 Pietermaritzburg, Republic ofof South Africa P.O Box 9, Pietermaritzburg, 3200, Republic South Africa Email: info@umgeni.co.za /341 Web: www.umgeni.co.za Tel: +27 (33) 341 1111 / Fax +27 (33) 341 1167 / Toll free: 0800 331 820 Tel: +27 (33) 341 1111 / Fax +27 (33) 1167 / Toll free: 0800 331 820 Email: info@umgeni.co.za / Web: www.umgeni.co.za Email: info@umgeni.co.za / Web: www.umgeni.co.za

@umgeniwater @umgeniwater @umgeniwater

@umgeniwater-amanzi @umgeniwater-amanzi @umgeniwater-amanzi

How to identify Umgeni Water What are Servitude (UW) Infrastructure? Encroachments? How toto identify Umgeni Water What are Servitude How identify Umgeni Water What are Servitude (UW) Infrastructure? Encroachments? (UW) Infrastructure? Encroachments? • Marker concrete posts in a straight Servitude Encroachment is building line (white, written UWininablack) • Marker concrete posts straight within servitudes or in close proximity • Marker concrete posts in a with straight Servitude Encroachment is building Chambers (Yellow Chambers Servitude Encroachment is building line (white, written UW in in black) line (white, written UW black) to Umgeni Water pipelines. metal lids) within servitudes or or in close proximity within servitudes in close proximity Chambers (Yellow Chambers with Chambers (Yellow Chambers with • 15m wide / 100m apart from to to Umgeni Water pipelines. metal lids) Umgeni Water pipelines. metal lids) each other. • •15m wide / 100m apart from 15m wide / 100m apart from each other. each other.

the health 9 of your staff

tips on how to track

By Kelsey Rod, Dynamic Body Technology Healthcare Ambassador

108 | TOP HR LEADERS

While there are many smart watches and other wearables that organisations can use to track the healthcare of their staff, there are also a couple of really easy ways to use tech without laying out thousands of rands on gadgets.

9 tips on how to track the health of your company

Here are a couple of helpful ideas:

Social Media Wellness Staff spend an enormous amount of time on social media so work with this trend. Encourage your staff to follow business or healthoriented minds on social media,

Prevent Mental Strain

Invest In Tech Tools

Businesses could utilise influential

Task management tools to help

online TEDx talks about mental

employees manage their time and

health in the workplace in their

deadlines as well as communicate

meetings – using them as the

and work better alongside their

backdrop for speaking openly and

co-workers – minimise pressure to

preventing mental health strain

ensure better mental health and

caused by the business. These TEDx

less stress. (Trello, ASANA and

talks can offer emotional support

Google docs).

and inspiration during tough times.

businesses are able to ensure employees are interacting with useful, productive information and identifying positive role models. Rethink your social media – it’s not just about pushing out marketing messages and sales but creating a company culture. Businesses could create a YouTube channel that workers can utilise to present

Raise In-House Awareness Pre-COVID, businesses used to love bringing in motivational speakers but how many of them actually dealt with things like diets, health and movement? Once a month, employers can hold a webinar with a professional via ZOOM or Skype in order to raise awareness and can provide a platform to share ideas.

Take A Moment To Breathe Look at holding mindfulness or meditation courses via webinars or pre-recorded sessions. These could be streamed at home later on for employees to utilise in their own time (Great examples of this can be seen on Alo moves and Gaia).

their ideas and views of mental health or their various business ideas in order to discuss

Get Fit Together Not all your staff are going to buy

important issues and run

into physical activity but if your staff

weekly check ins.

have a bit of a competitive streak they could use their phones, fit bits or Smart Watch to track things like steps, screen activity and movement

Combat The Stigma Have you ever actually asked your staff how healthy they are? The use of online survey

and log them on a leaderboard. Employees could be set challenges to show meaningful improvement.

Coaching is Key Use mentorship tools and education provide a platform for employees and business owners to feel secure, supported and understood (a good example of this is Score) where business owners and employees can be paired up with mentors or other employees who may be able to guide them.

tools (EG Survey Monkey)

Edu-Tech Makes It Simple

could be used to anonymously

Using technology as a way of

identify issues in the workplace

raising awareness and educating

of improvements that need to

employees on practices that

South African health and wellness

be made to assist the mental

promote mental health (Instagram,

business that works with organisations

well-being of employees. This

Twitter, blogs, YouTube channel). By

to develop solutions to ensure a

will allow employees to speak

encouraging employees to interact

competitive and healthy workforce of

up in a way that is beneficial

with meaningful, healthy ideas of

the future. Follow them on Instagram,

to their mental state in a work

mental health, they are able to gain

Facebook and LinkedIn for more

environment.

awareness on the topic.

advice on building your team.

* Dynamic Body Technology is a

TOP HR LEADERS | 109

Outplacement is in!

How to integrate it into your workforce strategy By Lyndy van den Barselaar, Managing Director at ManpowerGroup South Africa

The pandemic has changed

Prepare for career mobility

these employees in a different

careers and how companies

Flexible and remote working have

the company values.

view hiring, training and

cracked open the jobs market

transitioning employees.

with many workers transitioning

As such human resource

Yesterday’s outplacement

between jobs and shifting into

departments are evolving and are

designed solely as an exit

new roles and industries with

now expected to provide employees

strategy is being replaced with

ease. This is supported by Right

with insights about the job market,

outplacement’s evolving role to

Management’s study which

practical support and coaching

build career mobility and make

found that last year, 49% of

so that they have the confidence

smarter decisions in a rapidly

candidates who went through an

to take on a new role, even in a

changing workforce: career

outplacement programme moved

different industry. This results in

transition management for the

to a different industry and they are

employees expanding their skillset

entire employee lifecycle.

also more frequently changing the

and often landing new roles in

roles they perform.

more senior positions, with higher

the way that people view their

As early as 1948, Merriam

capacity and with a set of skills

pay than they had in their previous

Webster added a definition of

This trend, flexing to meet the

role. In 2020, 79% of outplacement

outplacement as “the process of

demands of an increasingly

candidates moved to a new role

easing unwanted or unneeded

fast-changing jobs market, has

with the same or higher position

executives out of a company

accelerated in the past two years

and 57% found a position with the

by providing company-paid

and shows little sign of abating.

same or higher salary.

assistance in finding them

As a culture of career mobility has

new jobs.” Fast forward to 2021,

emerged, workers have become

companies are transforming

increasingly agile. By constantly

that definition into a more

working to up-skill and develop

well-rounded approach that

staff, teams can successfully meet

considers the career journey

the new opportunities within their

for employees at every level

companies, reducing the need

from recruiting and retention to

to hire and minimise disruption,

reputation management,

career growth and exit.

whilst increasing workers’

it’s essential to protect

employability. This also primes

employees and create a

Here are three ways companies

an outgoing worker for successful

robust long-term workforce

can better integrate outplacement

and quick outplacement. And

career management strategy.”

into their overall workforce career

with goodwill established, there

management strategy:

is an opportunity to later re-hire

110 | TOP HR LEADERS

“Outplacement as part of the employment journey is not only an investment in future goodwill and

Outplacement is in! How to integrate it into your workforce strategy

Use insights to make better workforce decisions

Organisations are realising that agility is tied to creating a positive employee

Be ready for boomerangs

experience, from feedback systems to

What do Lebron James, Steve Jobs

diversity and inclusion programmes

and Jack Dorsey have in common?

The Covid-19 pandemic took

to skills development. Businesses that

They all left their employer and

most organisations by surprise

invest in employee experience are four

reunited to work with them again

with many unprepared for

times more profitable than those that

a few years later. ‘Boomerang

the tsunami of workforce

do not.

employees’ often return when

change that happened almost

companies provide outplacement

overnight. Judging by this rapid

Outplacement has an important role

when people leave, making it

pace of change, the next crisis

in the employee experience using

more likely for them to return

data-driven assessments to help map

at a later stage as the process

is not far behind.

the skills and capabilities of workers

adds credibility to an employer’s

If 2020 has

to ensure organisations leverage the

brand and improves employee

right talent in the right place, at the

experience and collaboration.

right time.

Many HR leaders believe rehiring

or transformation

taught us anything, it is how

former employees not only

crucial

These insights can also help determine

provides a valuable pool of talent,

agility is to

adjacent skills which are related

but can give their talent strategy

business

to a skill or competency a worker

an edge due to their institutional

survival.

already has. While they typically

knowledge and familiarity with the

are not targeted in job descriptions,

company culture.

adjacent skills play an essential role in enhancing an employee’s

Outplacement as part of the

ability to perform their jobs

employment journey is not only

more effectively and

an investment in future goodwill

make him or her more marketable for new positions.

and reputation management, it’s essential to protect employees and create a robust long-term workforce career

Developing

management strategy.

new, adjacent skills builds

The future of outplacement will

confidence in

combine data-driven insight and

employees

emotional intelligence in a two-

– a valuable

pronged ‘Tuning Fork’ evolution.

soft skill that

Outplacement needs to adapt for

is often cited by HR leaders

the vital role it will play guiding individuals and organisations

as one of the

through the pandemic recovery,

most important

helping create a confident, agile

benefits of outplacement programmes.

and valuable workforce, able to face the challenges of the years ahead.

TOP HR LEADERS | 111

VIRTUAL EXPERIENCE in association with

2 - 3 SEPTEMBER 2020

TRUSTED NETWORK OF EMPLOYERS OF CHOICE IMPACTING THE FUTURE OF WORK www.futureofhr.co.za

INTRODUCTION As a virtual event, the impact of this year’s Summit will know no geographical boundaries and we are immensely pleased to be hosting a number of delegates from around the world - we expect that many more HR visionaries from other countries will join us next year.

The Future of HR is global. The HR industry - and business in general - is pivoting and changing faster than most of us can keep up with. In the era of social media new HR trends, technology and trending debates spread like wildfire and any HR professional - in fact, any leader of people in any sphere - must keep on top of the information overload in order to stay relevant in the eyes of those they lead or manage. My hope is that you will come away from these two days with profound knowledge and insights that you can practically apply back in your own organisation - whether around tech solutions, wellness, agile management or other focus areas discussed at the Summit. We are pleased to be hosting you at South Africa’s premier virtual HR tech thinktank, in partnership with Gold Sponsor Simplify. If you’re reading this, you’ll already know that we have a fantastic, empowering and thought-provoking programme lined up featuring, highly-respected speakers. Special thanks to each of them for sharing their wisdom with our delegates and for being available for one-on-one Q&A sessions - something that was not possible in the “old normal”. It is the exceptional calibre of our speakers, panelists and moderators that truly sets Future of HR apart. They are, quite simply, the reason we are all here today. Also, great thanks and appreciation go to our sponsors and partners this year who made it all possible - Simplify, Alexander Forbes, NHFC, PPS, LexisNexis, Sanlam, IPM and SAFM.

Please take five minutes to complete our short survey before leaving the Summit, because this is your event. Your frank feedback is essential in order for us to evolve the Summit year-on-year in line with your expectations. Survey forms will be available in the poll section on the Hopin platform. Thank you sincerely for joining us for two days of your own valuable time. Don’t stop thinking about tomorrow.

Kind regards, Ralf Fletcher CEO Topco Media

TOP HR LEADERS | 113

OUR WORKPLACE EXPERTS

DIRUSHA GANAPATHY JUTA

MARC PRIVETT

DAVID WHELAN

VIRESH MAHARAJ

GENERAL MANAGER

MANAGING EXECUTIVE

FOUNDER AND MD

SIMPLIFY.HR

HEAD OF LINKEDIN TALENT SOLUTIONS AFRICA

MARGE MANTJIE

XOLANI MAWANDE

HUMAN CAPITAL HEAD, HUMAN RESOURCES

CEO

NICOLA TAGER

BEYOND TRANSFORM

SABPP

HEAD OF CAREERS INVESTEC

ALEXANDER FORBES

SANLAM CORPORATE: DISTRIBUTION

AYANDA NDIMANDE DEVELOPMENT MANAGER: RETAIL CREDIT SANLAM

JASMIN PILLAY

PROF SHIRLEY ZINN

DR JERRY GULE

HUMAN RESOURCES DIRECTOR

NON EXECUTIVE DIRECTOR

CEO

FOUNDER AND CEO

SANLAM

INSTITUTE OF PEOPLE MANAGEMENT

BREAKTHROUGH DEVELOPMENT

MICROSOFT SOUTH AFRICA

BUYANI ZWANE

ANNA SIWIAK

SHAUN BIGGS

DYLAN PIATTI

HENNERI CROUS

HEAD: PRODUCT DEVELOPMENT

BRANCH MANAGER:

MANAGING DIRECTOR AFRICA

HEAD OF COMMERCIAL

SANLAM CORPORATE: UMBRELLA SOLUTIONS

SANLAM KEY SOLUTIONS

ADVANTAGE GROUP INTERNATIONAL

SIMPLIFY.HR

Curriculum Vitae Candice Booysen, PhD

Contact details: Phone: +27 82-496-0725 or 0505850073 E-mail: candice@releasingeagles.co.za LinkedIn: linkedin.com/in/candice-booysen-2737a343 Skype: candice.booysen1 HELEN NICHOLSON

TSHIDI KHUNOU

BEDELIA THEUNISSEN

CEO

HEAD OF TALENT ACQUISITION

HEAD OF HR

HR DIRECTOR

THE NETWORKING COMPANY

FNB WEALTH

MTN

INTERCONNECT SYSTEMS

BRIGITTE CHETTY HR GROUP HEAD BLUE LABEL TYCOONS

DR CANDICE BOOYSEN

PERSONAL INFORMATION Surname Booysen Full Names Candice UAE ID Number 784-1983-2706850-2 (Resident) SA ID Number 8309270267088 Area of Residence 1002 Global Lake View, Jumeirah Lake Towers, Dubai Nationality South African Gender Female Contact Number +27 82-496-0725 or 0507031645 Email Address candice@releasingeagles.co.za Driver’s License Code 08 QUINTON DOUMAN RAPELANG RABANA NOMAZIBULO TSHANGA Languages English, Afrikaans LEADER FOUNDER AND CEO FOUNDER AND PPS ACADEMY MANAGING DIRECTOR REKINDLE LEARNING Availability 1 month notice ZIYANA BUSINESS CONSULTING Expected Remuneration Negotiable AND TRAINING PROFESSIONAL MEMBERSHIPS • Registered Industrial Psychologist (PS 0113506) • Executive member of SIOPSA: Membership Services (2016-2017) • President for Morningside club - Toastmasters International (2016) • Member of Executives’ Global Professional Network in South Africa (2016-2017) • Faculty member of Stellenbosch University Business School: Executive Development (Current) • Free to Grow Skills Facilitator (2019) • Associate Coach Propel International (2019-current)

SHELAGH GOODWIN

RICHARD RAYNE

KERSHINI GOVENDER

THAMI NKADIMENG

GM: HUMAN RESOURCES

MANAGING DIRECTOR

MEDIA24

ILEARN

EXECUTIVE HEAD: TRANSFORMATION & STRATEGY

MODERATOR, COMMUNICATIONS, MICE AMBASSADOR

NEDBANK

DUDUZILE MKHWANAZI

TUMELO SEAKETSO

FORMER CEO, PROJECT ISIZWE, ADVISORY BOARD MEMBER, GIRLCODE

DIRECTOR DELOITTE

KATHY DE GOUVIEA-SMITH HR DIRECTOR SUPPLY CHAIN

NOMSA NTSHINGILA EXECUTIVE MANAGER: HR NHFC

UNILEVER SOUTHERN AFRICA

DR KEVIN LUBBE

MASENYANE MOLEFE

SHARMANTHA VALJEE

DIRECTOR

GROUP EXECUTIVE: HR

CEO

GROKLUB

PPS

DESIGNTECH TRAINING ACADEMY

LUCIA CARUSO MCMULLAN HR DIRECTOR NANDO’S SA

AVANTHI MAHARAJ

DAVE MILLNER

DEIRDRE MITCHELL

KOBUS LOUW

MARKET HR CLUSTER LEAD

FOUNDER

GOOGLE EMEA

HR CURATOR

HONEYCOMB BEE

FOUNDER, MANAGING DIRECTOR DIGEMY

MORONGWA MAWELA

WASEEM CARRIM

JANINE AHLERS

GUY CHENNELLS

PAYROLL ADMINISTRATOR, FORMER STUDENT OF THE NHFC LEARNERSHIP PROGRAMME

CEO

DIRECTOR AND SENIOR LECTURER

GM AND HEAD OF PRODUCT: EMPLOYEE BENEFITS

CENTRE FOR COACHING, GSB, UCT

DISCOVERY LIMITED

NATIONAL YOUTH DEVELOPMENT AGENCY

THEMBA CHAKELA PRINCIPAL HEAD, HUMAN RESOURCES DIMENSION DATA

GIZELLE WILLIAMS FOUNDER AND DIGITAL NAVIGATOR

MICHAEL LEE

NOMIHLALI NTSUNGUZI

GLOBAL ADVISORY BOARD MEMBER, INNOVATION MINDS, FOUNDER, NNOTIVITY INSTITUTE

FOUNDER AND DIRECTOR NISSI HUMAN CAPITAL SOLUTIONS

DONALD KHUMALO HR DIRECTOR JSE

PADDY UPTON AUTHOR, PERFORMANCE COACH, PROFESSOR

KRYPTONITE

WATCH THE FUTURE OF HR 2020 SUMMIT HIGHLIGHTS CLICK HERE

TOP HR LEADERS | 117

AWARDS

VIRTUAL AWARDS 27 November 2020

TRUSTED NETWORK OF EMPLOYERS OF CHOICE IMPACTING THE FUTURE OF WORK

@ F u t u re_ of _h r # f u tu r e o f H R

F u tu r e o f H R Summit & A wa r d s

@Top c omed ia _

Futur e of HR Sum m i t & Aw ards

CONGRATULATIONS TO ALL OUR WINNERS!

CEO OF THE YEAR

RONALD ABVAJEE HEALTHY LIVING CONSULTING

HR DIRECTOR OF THE YEAR

BRIGITTE DA GAMA MCDONALD’S SOUTH AFRICA

EMPLOYER OF CHOICE: LARGE ORGANISATIONS

Nedbank

BEST LEARNING AND DEVELOPMENT STRATEGY

BMW SA

BEST HEALTH AND WELLNESS STRATEGY

Healthy Living Consulting

HR RISING STAR OF THE YEAR (35 YEARS OR YOUNGER)

ILANDA ELS HERBAL LIFE NUTRITION

BEST USE OF TECHNOLOGY

DHL Express

BEST WORKPLACE DIVERSITY AND INCLUSION STRATEGY

Gilbarco AFS

EMPLOYER OF CHOICE: SMALL TO MEDIUM ORGANISATIONS

DLK Group

EMPLOYER OF CHOICE: PUBLIC SECTOR ORGANISATIONS

EThekwini Municipality TOP HR LEADERS | 119

THE FUTURE OF HR JUDGES

BRENDAN SAYERS CHIEF EXECUTIVE OFFICER | LABOURNET

FRANCOIS WILBERS CHIEF EXECUTIVE OFFICER | WORK DYNAMICS

TAMARA PARKER CHIEF EXECUTIVE OFFICER | MERCER SOUTH AFRICA

DR JERRY GULE CHIEF EXECUTIVE OFFICER | INSTITUTE OF PEOPLE MANAGEMENT

XOLANI MAWANDE CHIEF EXECUTIVE OFFICER | SABPP

120 | TOP HR LEADERS

ABEY KGOTLE EXECUTIVE DIRECTOR HR | MERCEDEZ BENZ SA

ALICE BHEBHE EXECUTIVE DIRECTOR HR | PEARSON

VANISHA BALGOBIND EXECUTIVE HUMAN RESOURCES | EXXARO

NAOMI BREHM MANAGING DIRECTOR | EVA SOLUTIONS

NONHLANHLA MHLUNGU VP HUMAN RESOURCES | SWISSPORT SA

AWARDS

THANK YOU

TO ALL OUR SPONSORS & PARTNERS

BROUGHT TO YOU BY

TOP HR LEADERS | 121

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Top HR Leaders

Articles inside

Industry Leaders Weigh in on retaining the best talent out there

Celebrating the human element in digital transformation

Are you interested in increased productivity?

Is your workplace a safe space to speak?

Improve your personal and business performance

The HR Digital Revolution

Work-life balance: Eat, pray, love

Finding that first formal job

How to increase productivity through organisational strategies

How to achieve agility through payroll digitilisation

How do you ensure a cultural DNA that is dynamic?

Have you found the career of your dreams?

"Take time to celebrate you!" 3 top tips for women in HR from Dana Smith, Head of HR Corporate for Kellogg SA

A Dynamic Heartbeat: Meet Chandre Andrews-Lintnaar

How to build a future-proof workforce today

Fast-mover: The Importance of adapting policies to reflect the dynamic new environment

Are you suffering from pandemic fatigue? How to move on and become proactive

Employing the right people is key: Who is finding them for you?

Highs in a year of lows - Umgeni Water delivers its mandate

9 tips on how to track the health of your staff

Outplacement is in!

6 Steps of the High-Impact HR Operating Model

5 ways hiring and employment is changing

Botswana Communications Regulatory Authority

CREATING TOP TIER TEAMS

4 Reasons why should you invest in a Diversity & Inclusion Policy

Post-pandemic Wellness Challenges: An HR Perspective

A New Dawn: Skills And Development Trends in Human Resources

How recruitment technology is rising to new workplace challenges

Work: It’s No Longer a Place