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