Youth employability in South Africa
By Ray-Ann Sedres, Head of Foundation, Sanlam Driving socio economic inclusion across our business In my role, I am driven by a passion to ensure that our business is a beacon of Diversity, Equity and Inclusion (DEI) across all territories in which we operate. I believe that our success is intertwined with the success of our stakeholders, and that’s why my team and I work determinedly to ensure that our transformation interventions are executed across the business, aligning with our business strategy. We take a holistic approach to DEI, overseeing initiatives that promote financial inclusion through our products and services. Increasing access to markets and reducing inequality Through our supply chain, we strive to increase access to markets for SMMEs and partners, providing them with the resources and support they need to thrive. We also work to reduce the risk protection gap by enabling financial education and business development support for the SMMEs and the broader society, thereby empowering individuals and communities to make informed decisions about their financial futures. Compliance and beyond In addition to driving DEI initiatives in South Africa, my team and I also oversee our Broad-Based Black Economic Empowerment (B-BBEE) verification process, ensuring that we meet our compliance obligations. But we don’t stop there – we also guide our business’s socio–economic programmes that address pressing socio-economic challenges facing the communities., recognising that our success is inextricably linked to the success of the communities we serve. In this role, I am committed to creating a more equitable and just society, where everyone has the opportunity to thrive. Barriers preventing young people in South Africa from securing meaningful employment South Africa faces significant challenges in terms of youth unemployment, with the unemployment rate among youth being around 55%. Several barriers contribute to this issue, and some of the biggest barriers to young people securing meaningful employment include: These barriers make it challenging for young people in South Africa to secure meaningful employment. Addressing these challenges will require a comprehensive and collaborative approach from government, civil society, the private sector, and individuals. Supporting South African youth through partnerships with organisations such as Youth Employment Services and the Youth4Tourism (Y4T) programme The Youth4Tourism (Y4T) initiative, is a collaborative effort that aims to tackle the country’s pressing youth unemployment crisis. This bold endeavour brought together leading corporates, with Sanlam at the forefront, to empower young minds and spark economic growth. The journey began with a clear vision: to upskill youth in the Gig Economy, unlocking employment and entrepreneurial opportunities that would stimulate the critical tourism sector, intertwined with other industries. This strategic alignment supported Sanlam’s transformation and sustainability goals, paving the way for youth empowerment, economic growth, job creation, and industry development. As Y4T embarked on its maiden voyage, the results were nothing short of remarkable. In Phase One, which spanned from October 2023 to July 2024, the initiative created over 1 040 jobs, surpassing its initial target of 1 000. Fifteen corporates, including Sanlam, joined forces to drive this movement, with repeat support from several partners. The youth beneficiaries of Y4T secured an impressive R2-million plus in gigs, directly benefiting from their newfound skills. Moreover, 35 young entrepreneurs took the bold step of establishing their own businesses. During this phase, we held the Y4T Exhibition, which was a resounding success, showcasing the talents and achievements of the young participants. As the programme continued to gain momentum, it expanded its reach, placing youth in international chambers of business, including the Italian, Spanish, UK, Indian, and Swiss chambers. The focus then shifted to supporting 60 youth-owned SMMEs (Small, Medium, and Micro Enterprises) from the first-year cohort. The goal was to catapult them to the next level, and the progress was astounding. 48 businesses had initiated the process of digitizing their financial records and ensuring tax and CIPC compliance, making them eligible for Enterprise and Supplier Development opportunities. Youth-owned businesses began integrating into corporate supply chains of YES corporate partners. As the journey continues, the focus remains on supporting these ambitious youth, developing a further pipeline of 1 000 new participants, and enhancing entrepreneurship and job creation opportunities. The goal is clear – to create a thriving ecosystem that fosters growth, innovation, and prosperity for generations to come. Youth4Tourism is more than just an initiative – it’s a beacon of hope, a testament to the power of collaboration, and a reminder that, together, we can create a brighter future for all. Integrating diversity, equity and inclusion into Sanlam’s transformation agenda. As mentioned earlier, we take a holistic and integrated approach to driving diversity, equity and inclusion into the business and touch our entire value chain. Through the products and solutions, we have on offer in driving financial inclusion, to the diversification of our staff complement and supply to mention only a few areas. Our journey began by examining our business’s value chain, identifying areas where we could integrate DEI principles to create a more equitable and inclusive environment. I worked closely with our leadership team to develop and execute transformation interventions that are aligned with our business strategy, ensuring that our efforts were deliberate, measurable, and sustainable. Are we on track to achieving Vision 2030? Youth unemployment is a pressing concern in South Africa, and partnerships between the government and private sector play a crucial role in addressing this issue. In my view, the effectiveness of these partnerships is mixed. On the positive side, initiatives such as the Youth Employment Service (YES) and the Presidential Youth Employment initiative have shown promising results in creating job opportunities and providing training for young people. The private sector has also made significant contributions through apprenticeships, internships, and mentorship programmes. However, despite these efforts, youth unemployment remains a significant challenge. Regarding Vision 2030, South Africa’s National Development Plan aims to reduce unemployment to 6% by 2030. While there have been some improvements in recent years, the current pace of progress suggests that achieving this target might be challenging. To get back on track, I believe that
South Africa’s Gen Z workforce: Are we setting our youth up for success?
By Lyndy van den Barselaar Commemorated annually on 16 June, Youth Day is a powerful reminder of the responsibility South Africa holds to invest in its next generation of leaders. Yet, as Generation Z (those born between 1996 and 2012) becomes a growing segment of the national workforce, the question arises: Are our workplaces truly ready for them? According to a global white paper from ManpowerGroup, World of Work for Generation Z in 2025, Gen Z will make up a third of the global workforce by 2030. But many are already struggling to find their footing. Nearly half of Gen Z workers globally say they are considering leaving their current roles in the next six months, and the trend is just as concerning in South Africa. South African employers must move beyond stereotyping young talent and begin to engage this generation on their terms. On Youth Day, we are reminded that this generation is shaped by loadshedding, remote learning, unemployment, and digital disruption, yet they remain determined, entrepreneurial and values-driven. We owe it to them, and our economy, to adapt how we recruit, upskill and support them. South African employers face a pressing opportunity to better engage and retain Gen Z talent by understanding their unique needs and priorities. Almost one in two Gen Z employees are considering leaving their current roles, driven by high levels of daily stress, financial insecurity, and mental health challenges. Purpose is central to this generation’s work experience, with 86% stating that meaning and values matter more than salary alone. Many are proactively upskilling, with 45% taking on side gigs or short-term projects to build their capabilities, reflecting both ambition and financial strain. As of the fourth quarter of 2024, South Africa’s youth unemployment rate stood at 44.6% for individuals aged 15 to 34, according to Statistics South Africa’s Quarterly Labour Force Survey. With youth unemployment among the highest in the world, these trends present both a warning and an opportunity. As we honour the legacy of 16 June, we must also confront the reality that thousands of South African youths are entering a world of work that often leaves them behind. Employers have a responsibility to actively invest in their success. With South Africa facing both a youth unemployment crisis and a widening skills gap, building workplaces that support Gen Z is no longer optional, but a national priority. Employers must rethink recruitment by focusing on skills and potential rather than outdated experience-based criteria. Once hired, young professionals need dynamic development opportunities such as digital learning, job shadowing, and mentoring to grow with the pace of change. Holistic support also matters: financial well-being, mental health resources, and empathetic leadership help build trust and long-term engagement. Just as crucial is clarity around career paths and regular, meaningful connections, whether in-person or remote, to foster belonging and purpose. Globally, many companies are already adapting, offering flexible work, improved tech, better pay, and strong development pipelines. For South African businesses, the time to act is now. Supporting Gen Z isn’t just good leadership, it’s a wise investment in the country’s future. On this Youth Day, let’s move from reflection to action. The world of work is changing. Our young people are ready. It’s time our systems and structures meet them there. Lyndy van den Barselaar is the Managing Director of ManpowerGroup South Africa
Mentorship beyond career advice: The quiet power of mentorship on the leadership journey
By Phryne Williams There’s a widely held assumption that mentorship is about career advice – helping someone get promoted, mapping out a five-year plan, or sharpening their CV. And yes, sometimes it is. But from what I’ve seen over the years, the most powerful mentorship moments aren’t packaged that way. They come in the form of presence, perspective, and honest conversations at the right time. And for those stepping into leadership, especially women and first-time leaders, mentorship can be the nudge that turns hesitation into action. In my experience, leaders don’t get to where they are without help. Behind many confident, high-impact professionals is someone who offered honest guidance, a fresh perspective, or simply believed in them before they fully believed in themselves. That’s mentorship. Most leaders have had someone who saw something in them early on, or helped during a difficult time, to just figure things out. Sometimes it was a formal mentor. Often it wasn’t. It might have been a colleague, a previous manager, a peer, or even someone just one step ahead. Mentorship creates a bridge between experience and ambition — a relationship that encourages reflection, builds confidence, and sharpens judgement. At its heart, mentorship is simply two people figuring things out together – one with a bit more perspective and a willingness to listen and share their experiences. The other with a bunch of questions and curiosity. It’s where you can ask the real questions, talk things through without pressure, and feel okay not having everything figured out. The best mentors don’t give you a formula. Instead they ask thoughtful questions, challenge your thinking, and try to help you see things more clearly. They don’t try to be impressive. A good mentor just shows up, listens properly, and reminds you what you’ve got in you. This doesn’t mean mentors need to be senior. In fact, some of the best mentorships I’ve seen have come from peers. Peer mentors are usually walking a similar road, which is why those relationships can be so helpful. There’s a bit of give and take. Someone who gets how pressurised things are and understands the hectic pace, and the second-guessing that comes with leadership. Where can you find the right mentor: Mentorship can take many forms. Some companies run structured programmes, and when done well, these can be powerful. Some of the best mentoring doesn’t happen in scheduled sessions, it can be a quick chat after a tough day, a coffee, or a quiet nudge of encouragement to say:“You don’t need to wait to be noticed — you’re ready for that promotion. Ask for it.” Research from Harvard, McKinsey and Forbes continues to show that people with mentors are more likely to be promoted, to stay with their organisations, and to report stronger feelings of inclusion and engagement. Mentorship isn’t just a feel-good initiative. It supports retention, leadership development, and culture. When it works, mentorship offers: And it goes both ways. Mentors often walk away with new energy, clarity on their own leadership style, and a reminder of what they’ve learnt along the way. When done well, mentorship benefits both people in the relationship. So if you’ve had someone who helped you feel more grounded, more capable, or more seen, this might be the moment to offer that same support to someone else. And for those longing for that kind of support? Have the courage to ask for a coffee, to seek out guidance, and to suggest meeting regularly with the intention of learning. Mentorship doesn’t always land in your lap — most times, in my experience, you have to initiate it. Phryne Williams is Founder and Director at Capital Assignments
How to expand your companies’ social impact
By Sam Gqomo, Director, Womandla Global Network In today’s world, companies are increasingly recognising the importance of not only generating profit but also making a positive impact on society. As a social entrepreneur with extensive background in public relations and communications, I have dedicated my career to advocating for women and girls, leveraging various strategies to enhance social impact. Here are key strategies to assist companies expand their social impact: Building strong partnerships and stakeholder relationships One of the most effective ways to amplify social impact is through strategic partnerships and strong stakeholder relationships. Collaborating with NGOs, community organisations, and other businesses can create a synergistic effect, allowing for a broader reach and more significant impact. Here are some steps to consider: Identify common goals: Look for partners who share your company’s vision and objectives. This alignment will ensure a cohesive effort towards common goals. Engage stakeholders: Regularly engage with stakeholders to understand their needs, concerns, and aspirations. This can be achieved through surveys, town hall meetings, and one-on-one interactions. Leverage each other’s strengths: Utilise the unique strengths and resources of each partner. This could include sharing expertise, networks, and financial resources. Media and storytelling for advocacy These are powerful tools for advocacy and raising awareness about social issues. Effective communication can shape public perception and inspire action. Companies can use the following tactics: Craft compelling narratives: Develop stories that resonate with your audience, highlighting the human aspect of social issues. Personal stories of those affected can be particularly impactful. Engage with media outlets: Build relationships with journalists and media outlets to ensure coverage of your initiatives. Press releases, opinion pieces, and media kits can help in this regard. Use social media: Leverage social media platforms to share your stories, engage with your audience, and create a community around your cause. User-generated content and interactive campaigns can boost engagement. Integrating sustainability research in corporate communications Sustainability is a critical component of social impact. Companies can enhance their social impact by incorporating sustainability research into their corporate communications and marketing strategies. Consider the following: Conduct Thorough Research: Stay informed about the latest sustainability trends and research. This knowledge can guide your strategies and ensure they are grounded in current best practices. Transparent Reporting: Regularly report on your sustainability efforts and progress. Transparency builds trust and demonstrates your commitment to making a difference. Incorporate Sustainability into Branding: Highlight your sustainability initiatives in your branding and marketing materials. This not only differentiates your brand but also attracts customers who value social responsibility. Leveraging corporate communications for advocacy Corporate communications can be a powerful vehicle for advocacy. By integrating advocacy into your corporate communications strategy, you can amplify your impact the following ways: Advocacy campaigns: Develop and launch campaigns that address social issues relevant to your mission. Use these campaigns to educate, inform, and mobilise your audience. Employee advocacy: Encourage and empower your employees to be advocates for your cause. Provide them with the tools and resources they need to effectively communicate your message. Stakeholder collaboration: Work with stakeholders to amplify your advocacy efforts. Collaborative advocacy can lead to more substantial and lasting change. Expanding a company’s social impact requires a multifaceted approach that leverages partnerships, media, storytelling, and sustainability research. As a social entrepreneur, I have seen firsthand the power of these strategies in advocating for women and girls. By integrating these tactics into your corporate communications and marketing plans, your company can make a significant and lasting impact on society. Together, we can create a world where businesses not only thrive but also contribute positively to the communities they serve. Let us commit to expanding our social impact, one partnership, story, and sustainable practice at a time.
Turning a tip into millions: Y-Brand Founder Kabelo Ncholo
By Fiona Wakelin and Koketso Mamabolo “Hao o eletsa batho dilo tse ntle le bona ba tla ho eletsa botle (When you wish good for others, they will in turn wish you great things),” said Kabelo Ncholo’s late great-grandmother, Mosela Magdaline Ncholo, describing the communal, collaborative essence of empowerment. Not satisfied with merely riding the wave of the success of his award-winning marketing agency, and his impressive list of accolades, Kabelo is scaling up while conscious of the broader socio-economic impact the business could have. He’s seen significant progress in the marketing, advertising and communication (MAC) sector in the last five years, including policy changes crafted with empowerment and inclusivity in mind, such as a target to increase Black ownership with 10 -15%, which is consistent with the B-BBEE policy. “The success of black entrepreneurs in South Africa is, and will continue to be, one of the major means of moving this country and the continent forward in terms of creating employment, economic participation, and redressing the uneven and unjust system of the past,” says Kabelo. “The sustainability of black-owned businesses is crucial to the health and stability of the African economy.” Kabelo is leading by example, coming from humble beginnings to build a 100% black-owned “one-stop shop” marketing agency which offers below-the-line, above-the-line and digital marketing solutions, running an average of 50 campaigns a year across its six offices. The child of a single mother who was working as a domestic worker, Kabelo describes himself as an entrepreneur by default, like many young people from townships and villages – “flying the plane while building it.” Fresh out of matric with great results, Kabelo had been awarded a bursary to study medicine at the University of the Witwatersrand but had no means of getting to Johannesburg from the village of Bapong in the North West province. His aunt, Rebecca Seilane, gave him a lifeline of R2 000 but, unfortunately, by the time he arrived the academic year had already commenced and his only option was to shadow doctors until he could register the following year. Little did he know at the time that he had hemophobia (an extreme aversion to blood) and after collapsing a few times, in Lenasia Hospital’s casualty ward, Kabelo realised a career in medicine was not for him. While working as a waiter at the Mac Ribs restaurant at the Garden Court Hotel, in Milpark, Kabelo noticed room for improvement in how matric farewells were hosted. He voiced his concerns to a colleague whose response marked the genesis of Y-Brand: “Kabelo, as black people, we like to complain without taking action.” Inspired, Kabelo made a promise he would soon regret: He would either host the best matric farewell people had seen or, if he still worked at the restaurant, he would pay his colleague R10 000. He was reminded of it at every turn, and in the end it became a provocation, with him choosing to resign instead of forking out the money. In 2002, using the R350 he had gathered in tips from a table he’d served at the restaurant, Kabelo printed out a business profile and began contacting the schools who rented out the restaurant, offering them the services of his newly-founded company, Yourself Function Organisers. He quickly secured his first four clients, making his first R100 000 at the tender age of 19. In 2004 the company was properly established after a contract from the Wits University School of Mining and Law, and began trading as Yourself Events Management, before evolving into a marketing agency after Kabelo met his mentor, Michelle Combrink, a few years later. WHAT HAVE BEEN YOUR COMPANY’S IMPORTANT DIVERSITY, INCLUSION AND EQUITY MILESTONES? The most significant one is Y-Brand reaching the 20-year milestone as a business. This achievement supports our vision statement to exist for over 100 years. The second milestone is transforming people’s lives. The company has over 300 full-time employees and, at the busiest times of the year, our activation and field sales department employs over 1 000 seasonal employees. The third milestone is the business winning award, including the Top Empowered Employer of Choice: Small-Medium Organisations and I was the 2024 Top Empowered: Richard Fletcher Entrepreneur of the Year. The agency is committed to improve the lives of the disadvantaged by addressing South Africa’s serious economic problems, especially the severe skills gap that contributes to economic challenges such as high unemployment. My mission is to create job opportunities through the agency and prioritise skills development for students and professionals seeking career advancement in the marketing or communications industries. Over 100 students have been given full-time employment to date by the business and more are working as seasonal staff while still studying. The corporate social investment (CSI) body of the business is called Y-Brand Cares and the business contributes 1% of its revenue and provides tertiary bursaries for students. Through this programme we plan to develop our own talent from schools, especially village schools (my background) and afford them the opportunity to study marketing or communications at esteemed institutions, and give them experience through our seasonal jobs such as activations and office support while studying. Currently we are sponsoring six students and looking forward to seeing them working with us in two years when they complete their degrees. In addition, Y-Brand Cares, together with partners (consisting of Y-Brand clients), have reached out to communities to deliver corporate social investment worth millions of rands through a range of initiatives, including the donation of food parcels to various schools and children’s homes. WHAT SETS Y-BRAND APART FROM THE COMPETITION? Our clients are everything to us, they are not only clients, but also investors. They gave us the opportunity to grow and become who we are today. Our clients are the actual “bosses” of the business. Without them Y-Brand does not exist. Through our processes and systems, we have established an operating rhythm to maintain performance to satisfy them. We discover relevant cultures and trends to assist our clients
Overcoming talent scarcity: How South African businesses can overcome the skills shortage
By Daniella Frank & Susan Truter According to the Forvis Mazars C-Suite Barometer: Outlook 2025, business leaders are focusing on new or revised talent and retention strategies, which will play a major role in redefining organisations and creating opportunities to unlock growth, compete for market share, and sustain a competitive advantage. However, as talent rises as a strategic priority in 2025, just under half (43%) of organisations continue to report a struggle to recruit talented people, with the emphasis shifting to high-quality employees at more junior levels. Executives are reporting widespread difficulty in attracting and hiring the right talent and the bigger challenge now is in recruiting entry and mid-level talent, rather than senior talent as we saw in 2024. In some regions, C-suite executives are having an especially tough time finding the right people. Leaders in Africa report the most difficulty, with smaller businesses bearing the brunt of recruitment challenges, with more than half struggling to hire top talent compared to around a third of $1-billion+ organisations. Locally, businesses are struggling to attract and retain skilled professionals, despite rising unemployment. Findings from the report reveal that South Africa faces a dual challenge of high youth unemployment and a skills mismatch, particularly in tech and finance. From a talent acquisition standpoint, companies are seeking individuals who can effectively integrate artificial intelligence (AI) with business goals and utilise it adeptly. The success of AI and the businesses that embrace it is dependent on the skills of those who implement and operate it, because the technology will not replace professions like auditing. Instead, AI will enhance organisational efficiency and help distinguish the service offering by enhancing human skills and traits like understanding, trust, empathy, personal connections, and nuanced approaches to the specific cultures and needs of its people. Establishing trust with clients and effectively communicating findings and solutions are critical skills that AI cannot replicate. Our auditors are evolving into strategic advisors, concentrating on higher-value tasks such as interpreting complex data trends, focusing on areas of judgement and estimate, offering insights, and making risk-based decisions. As such, all staff, from the CEO to team members, need to enhance their proficiency in AI applications, which is why we have launched initiatives like our data school. However, finding, attracting and retaining people with these skills is a major challenge facing organisations in every sector. While a generous salary and benefits remain the top factor (96%) in the report, the salary premium already being paid in certain sectors is making it harder for organisations to put inflated offers on the table that are big enough to persuade candidates to join. As such, companies need to look at other means to secure the right candidates for the business. In this regard, learning and development opportunities (94%) continue to feature highly as important factors to attract and retain talent. To get the best people, organisations must recognise the importance of learning and development opportunities for employees and their business but may need to review with their people what they expect from their employer of choice. In addition, findings from the report suggest that companies need better employer branding, upskilling programmes, and flexible work models to remain competitive, as how companies structure work will impact talent attraction and retention. To make their organisations more attractive places to work, C-suite executives are focusing on flexibility and hybrid working. However, there is still a split in consensus regarding ways of working. While many are leaning into flexible working, another group is doubling down on standard working hours, with compliance with this traditional model still chosen by 37% of executives. In South Africa, certain industries like finance, law, and consulting are resisting full flexibility. The reality is that business leaders cannot bring back the working models used before COVID-19, and they cannot lead an organisation as they did even 10 years ago. If leaders expect and push everyone back to the office, they will struggle to retain their best people. Business leaders need to consider intergenerational differences in how and where people want to work. Among organisations that use hybrid working, the aim is to be as flexible as possible for employees, not ensure that everyone is in the office. Based on the findings shared in the report, three in five executives say that a key goal of hybrid working for their business is to “be fully flexible for our people”. Business leaders should view the workplace model as an opportunity to readdress their business strategies, listen to their people and create a sustainable working model that retains experienced workers and attracts new talent, states the report. Alongside this, a modern working environment with access to tech increased by three points (93%) in the 2025 report, with employee engagement emerging as another important factor. To create engagement, it’s important to give people the trust and responsibility to ensure they know that they matter. At Forvis Mazars, we do this through our own people surveys to capture a consensus of opinions as well as the more personal day-to-day discussions during development. This is a great way to establish engagement and receive more value in return from your people. Ultimately, the talent is out there, leaders just need to approach their needs differently. Talent today does not necessarily need or want to work from a specific location or office. The more flexible organisations can be with their people, the more opportunities they will have to attract the best talent when combined with other factors, such as top-paying jobs and access to the latest technologies. Daniella Frank is the HR Senior Manager & Susan Truter is the Audit Partner and Member of the Executive Committee for Talent at Forvis Mazars in South Africa.
It’s just good business – this is why businesses enter awards
By Koketso Mamabolo When we watch awards ceremonies we see the flashing lights, red carpets and dazzling attire. We see the celebrations, hear the acceptance speech and debate who we think should’ve won. But why do people and organisations enter awards? What are the benefits? While a study by the University of Leicester found that within three years of receiving an award businesses see increases in, amongst others things, sales and share value, it’s about more than just money. Researchers have found that while business excellence awards (BEAs) have an impact on the long-term performance of a business – projecting status and credibility – they also have the effect of encouraging good and sustainable business practices. Markets are crowded, talent is scarce, and BEAs provide an opportunity for businesses, from SMEs to multinational corporations, to set themselves apart from the competition and attract talent. Here we breakdown the four main reasons businesses enter awards: 1. Credibility Whether local, regional or international, business excellence awards are a way for organisations to build trust in their brand with the stamp of approval from a respected third party. In a crowded market, traditional approaches to marketing aren’t as effective as they used to be in boosting an organisation’s reputation. Awards are tied to criteria which provide quality assurance, ultimately enhancing the business’ reputation. This is particularly true for new and small businesses – especially when awards are more niche and focused on issues such as gender empowerment or focused on a particular region. Interestingly, researchers have found that in South Korea businesses who enter awards are often the ones who are most involved in corporate social responsibility work despite it not increasing the prospects of winning. Simply put, organisations that do good tend to enter awards. 2. Image repair The reach of social media and the rise of conscious consumers means that a businesses reputation can be damaged extensively and at a rapid pace. What awards offer is a chance to show the good that businesses are doing, particularly with regards to ethics, community investment and people management. In the case of CEOs and other business leaders, individual awards have the potential to enhance a businesses reputation through association. The more credible the leader, the more likely people are to view the business itself as more credible – it starts at the top, as the saying goes. 3. Publicity Awards and the ceremonies themselves bring with them a large amount of press coverage. As a finalist or winner, your achievements will be broadcast across on multiple channels, reaching a wide audience, which not only includes consumers but also investors, lenders and potential suppliers. Whether it’s the organisation that organises the awards programme, their sponsors, or the media, the results and build-up to the ceremony will be covered extensively, giving you another marketing platform. Customers and investors want to know they’re putting their time and money into the best that is on offer. Entering an award opens up the opportunity for investors and customers to see what your company is about and where you are compared to your competitors. 4. Motivation In their paper, The gold rush for Business excellence awards: A discursive practice approach, Brunel University’s Asante Shadrack highlights the motivational aspect of entering awards: “These awards events provide staff with something to look forward to after their hard work throughout the year and also give employees to aim for or look forward to at the beginning of the next working year.” With specific criteria that needs to be met, businesses can set targets accordingly, giving employees a sense of purpose. Even if the business does not win, they know how they need to improve and can learn from their competitors. Internally, employees are able to focus on what the organisation is doing well which builds a sense of pride. When it comes to people management, awards can also serve as a motivator for executives and senior management to work consciously to empower and support employees. Awards that recognise innovation in a particular sector help encourage the kind of behaviour which leads to innovation: taking risks and experimenting with creative solutions. Get ahead of the pack It is said that sprinters run faster times when they have people to compete against. They’re given a push knowing they have someone to measure themselves against. Entering an award allows business a chance to see where they stand in their industry and the broader business community. Competition does not mean peers cannot celebrate each other’s achievements. There’s an old African proverb: If you want to go fast, go alone; if you want to go far, go together. We’re continually moving forward and often don’t have time to pause and reflect on the journey we’ve taken. Sitting down to submit an application for an award and putting together a motivation, attempting to meet all the criteria, can be a great ‘stock-taking’ exercise. Award ceremonies themselves are an opportunity for the business community to come together. Entrepreneurs are able to network with people, inside and outside their sector, exchanging ideas, opinions, stories and contact details. In the end it’s not only about performing better and taking home the bragging rights. As we say here at Topco Media, It’s about inspiring the world to do good business. Are you a tech giant or startup looking to stand out from the rest? For over two decades Topco Media has been recognising and giving exposure to organisations doing good business. Be part of the Africa Tech Week awards. Enter now. Sources: Brunel University | Wiley
From start-up to scaling: The growth goal of South African small businesses
By Magdaleen Scott, Managing Director at KVD Communications Starting a small business is a significant milestone; however, the transition to scaling it presents a unique set of challenges that many entrepreneurs often underestimate. While South African visionaries aspire to transform their start-ups into flourishing enterprises, the reality is that scaling demands meticulous strategic planning, effective marketing, and an acute awareness of the ever-evolving business landscape. To put this into perspective, consider that approximately 66% of small businesses in South Africa fail within the first five years, with nearly 50% not surviving beyond their inaugural year. This stark reality not only highlights the need for innovative solutions but also underlines the necessity of a cohesive growth strategy aligned with the Theory of Constraints, as articulated by Eliyahu Goldratt in his seminal work, The Goal. This theory posits that every organisation has at least one constraint that limits its performance. Identifying and addressing these limitations is crucial for long-term success. In the start-up phase, an entrepreneur’s vision must align seamlessly with exceptional execution, as identifying market gaps, developing compelling offerings, and establishing a strong brand are foundational steps in this journey. However, many ventures stumble at this stage largely due to a lack of scalability in their business models and little understanding of an evolving economy and market entry dynamics. Without these insights, business owners often struggle to grasp the needs and behaviours of their target audience, hindering their ability to create sustainable models. Additionally, a distinctive brand identity is crucial for differentiation in a competitive market, while delivering exceptional customer experiences is vital for building trust and credibility, both of which are essential for fostering repeat business and driving future growth. Navigating the growth stage is a pivotal moment for any business that has begun to gain traction. At this juncture, the primary focus must shift towards enhancing sales, expanding market reach, and optimising operational efficiency. However, it is often during this important phase that many organisations encounter significant roadblocks. Limitations in resources, ineffective marketing strategies, and an inability to adapt to the ever-changing consumer landscape frequently hinder progress. This is where the Theory of Constraints becomes essential; identifying and addressing the specific ‘bottlenecks’ within your operations is crucial for unlocking growth potential. By recognising these constraints and developing targeted strategies to overcome them, businesses can not only navigate the prevailing challenges but also position themselves for sustained success in the marketplace. We have to remain agile and responsive, continually assessing our capabilities to drive scalability and achieve our growth objectives. The role of marketing in scaling a business cannot be overstated, particularly for small enterprises striving to make their mark. Strategic marketing can serve as a transformative force, propelling businesses toward enhanced brand awareness, lead generation, and ultimately positioning them as industry leaders. It is essential to recognise the importance of investing wisely in marketing strategies that drive growth. In South Africa, where access to connectivity continues to rise, establishing a digital presence is non-negotiable. Businesses that adeptly leverage digital platforms — such as social media, search engine marketing, and content marketing — gain a distinct competitive advantage. Furthermore, adopting a data-driven approach allows businesses to harness customer insights effectively, refining their marketing strategies and enhancing engagement. Don’t underestimate the influence of public relations and thought leadership initiatives – it’s still one of the best spheres in marketing strategies for establishing credibility through media placements which amplifies brand authority. According to Goldratt, if resources are limited, marketing investments must be strategically targeted to address the most pressing constraints within the organisation. By focusing on overcoming these challenges, businesses can ensure their marketing efforts not only resonate but also contribute to long-term growth. To achieve successful scaling, it is imperative to automate and streamline operations by investing in technology that enhances efficiency, reduces costs, and improves service delivery. This is also the time to look at expanding your customer base through the exploration of new markets, forging strategic partnerships, and adopting innovative distribution channels is essential to broadening your reach. Furthermore, investing in your team is not just an option—it is a necessity. A business is only as strong as its people, so upskilling employees and making strategic hiring decisions are crucial for laying the foundation for long-term success. We must identify and address ‘what’ inhibits growth, ensuring that every area of the business operates at its full potential as we move beyond the small business status. The South African market, while presenting unique challenges, also offers incredible opportunities for entrepreneurs who are willing to embrace change and invest strategically in their brand’s growth. We can identify and overcome the barriers that hinder progress, ensuring that we not only navigate the complexities of the market but also capitalise on the strengths of our dynamic environment. In this landscape, success belongs to those who are committed to evolving and redefining their approach at every turn. At KVD Communications, we are dedicated to assisting businesses in navigating this critical transition through strategic communication, brand positioning, and marketing excellence. By establishing a solid foundation, embracing digital marketing, and optimising operations, small businesses can not only scale but thrive in today’s economic landscape—moving beyond mere survival to achieving enduring success.
Leadership is broken – Blanchard SA’s Jayson Naidoo knows how to fix it
What if the real problem in your company isn’t the strategy, the economy, or the competition… but you? In this episode of the Business Unusual Podcast, hosted by Ralf Fletcher, leadership coach and Blanchard South Africa CEO Jayson Naidoo flips the script on traditional leadership. Raised on a small farm, Jayson’s journey from cricket captain to an expert on leadership is anything but conventional—and so is his leadership philosophy. He unpacks the real reasons teams underperform, the shocking truth behind toxic work cultures, and why most leaders—yes, even the “good” ones—are guilty of what he calls “leadership malpractice”. This episode dives deep into the human side of leadership: Whether you’re leading a team, scaling a startup, or just trying to survive in a high-stakes workplace, this conversation will challenge how you think about leadership—and give you the tools to transform it. Because at the end of the day, leadership isn’t something you have—it’s something you do. Hit play. Your team, your company, and your legacy depend on it:
Changes to the labour policies
By Jessie Taylor Nedlac proposals signal major overhaul of labour laws in South Africa South Africa is on the brink of its most comprehensive labour law reform in decades, following the conclusion of extensive negotiations between organised business, organised labour, and government under the auspices of the National Economic Development and Labour Council (Nedlac). If the proposed amendments become law, they could fundamentally alter the country’s employment landscape—especially for high earners, small businesses, and workers facing retrenchment. The reforms aim to streamline dispute resolution, enhance worker protections, and promote greater flexibility for start-ups while addressing inefficiencies in existing labour systems. They span four key pieces of legislation: the Labour Relations Act (LRA), the Basic Conditions of Employment Act (BCEA), the National Minimum Wage Act (NMWA), and the Employment Equity Act (EEA). In total, the proposed package includes 65 legislative changes—47 to the LRA alone. A new framework to streamline dispute resolution A central feature of the proposed reforms is a limitation on the remedies available to high-income earners (defined as those earning more than R1.8 million annually). Under the proposed changes, these employees would no longer have recourse to reinstatement through the Commission for Conciliation, Mediation and Arbitration (CCMA) in cases of unfair dismissal—unless the dismissal is found to be automatically unfair, such as whistleblowing or discrimination. Instead, remedies for other unfair dismissals would be restricted to capped compensation. The earnings threshold will be adjusted annually based on the consumer price index, and the changes aim to reduce the caseload burden on the CCMA and speed up dispute resolution processes. Another major focus is retrenchment law. Labour stakeholders successfully pushed for the extension of the facilitation period in large-scale retrenchments from 60 to 120 days. This is designed to ensure that retrenchment is a last resort, and that employers have exhausted all alternative options. Additionally, statutory severance pay is set to increase from one week to two weeks of remuneration per year of service – although business representatives opposed the change. The amendment will only apply to service accumulated after the commencement of the new legislation. Other proposed changes to the retrenchment process include: These reforms aim to align legal processes with Labour Court rulings and to reduce delays in resolving retrenchment-related disputes. Start-up relief and small business flexibility In a move aimed at encouraging entrepreneurship, the government proposed exempting start-up businesses with fewer than 50 employees from conditions set by extended bargaining council agreements. This proposal was supported by business, but opposed by labour, which raised concerns about potential abuse. To mitigate this risk, additional safeguards are proposed, such as requiring that the directors of a new company not have previously been registered within the last two years and imposing a financial threshold to prevent wealthy entities from qualifying as start-ups. These changes form part of a broader recognition of the role that small and medium-sized enterprises (SMMEs) play in job creation and economic growth. Another significant change involves revising the scope of what constitutes an unfair labour practice. Under the proposed amendments, issues such as disputes over promotions would no longer fall under this definition. Instead, the focus would be limited to unfair suspension or disciplinary action short of dismissal, and occupational detriment arising from protected disclosures. However, a one-year transitional period has been proposed for certain sectors—such as public service, education, and police—during which time promotion disputes can still be pursued, allowing time for new collective agreements to be established. Another key area of reform is procedural fairness in dismissals. A proposed amendment clarifies that an employee must be given a fair and reasonable opportunity to respond to allegations before dismissal—reinforcing a move away from overly formal or adversarial processes. Furthermore, a new three-month probationary period is proposed, during which new employees will have limited protection from unfair dismissal. The rationale behind this is to reduce hiring risks and encourage job creation, especially for young and inexperienced job seekers. The Nedlac Report, including draft amendment bills and supporting working papers, has been submitted to Employment and Labour Minister Nomakhosazana Meth. The next steps include review by the State Law Adviser, followed by submission to Cabinet and then Parliament. Once tabled, the proposed laws will be subjected to the full legislative process, including public participation and potential revisions. Notably, not all proposals received unanimous support from Nedlac’s social partners. This means further negotiation and refinement may occur during parliamentary deliberations. While some future-facing issues—like remote work, climate-related heat stress, and just transition policies—have not yet resulted in specific legislative proposals, working papers on these matters have been developed and may inform future reforms. Sources: Engineering News | Business Live | BizCommunity