Narrowing workplace gender bias needs strong leadership
“PWC’s recent insights into gender equity, released in March this year, highlight significant gender empowerment gaps globally, and in previous years have honed in on South Africa, where men remain more empowered in the workplace than women.”
Future of HR Awards 2025: Celebrating the architects of tomorrow’s workplaces
“We’re not just handing out trophies. We’re shining a spotlight on the unsung heroes who manage the most unpredictable, complicated, and vital aspect of any organisation – its human capital.”
We all procrastinate – what’s the impact?
“Understanding these patterns is the vital first step towards regaining control and living with greater purpose. As we move forward, the focus shifts to action.”
3 ways to incorporate micro-wellness into your day
“Whether you’re a manager trying to energise your team, or an individual looking for balance, remember, small steps, done often, create lasting change. So, take a stretch break right now — your spine will thank you later. “
Balancing progress and protection: How restraint of trade safeguards South Africa’s workforce and innovation
By Jessie Taylor In a fast-paced, competitive economy such as South Africa’s, where knowledge and intellectual property often determine an organisation’s value, the concept of restraint of trade remains a cornerstone of contractual employment. Designed to protect businesses from unfair competition and the leakage of proprietary information, restraint of trade clauses continue to be tested against the constitutional right to freedom of employment. Striking a balance between protecting legitimate business interests and upholding an individual’s right to work is one of the most nuanced tasks within South African labour law. These clauses—widely used in both the public and private sectors—require careful drafting, regular review, and, increasingly, judicial interpretation. The legal foundation of restraint of trade In essence, a restraint of trade clause is a provision in an employment contract that limits an employee’s ability to compete with their former employer after leaving their job. This can include restrictions on working for a rival, starting a competing business, or soliciting former clients for a specific period and within a specific geographic area. Historically, such clauses were viewed with scepticism. However, since a landmark in 1984, South African courts have shifted their perspective. The case established the principle that restraint clauses are presumed valid unless proven unreasonable and contrary to public policy. In other words, employees must now demonstrate why a restraint is unfair or overly restrictive. This reversal of the burden of proof reflects a strong judicial inclination to uphold contractual freedom, but not at the expense of constitutional rights – particularly the right to work as enshrined in the Constitution. The primary legal test for the validity of a restraint of trade involves four essential considerations: 1. Is there a protectable interest?This could include confidential information, client connections, trade secrets, or unique business methods. 2. Is that interest being prejudiced?Would the employee’s new role jeopardise these interests? 3. Does the employer’s interest outweigh the employee’s right to work?A fair weighing of competing rights. 4. Is enforcement contrary to public policy?Would enforcing the clause unduly harm the economy or an individual’s career? These criteria have allowed courts to apply a flexible approach, often adapting to context, such as seniority of the employee, the industry involved, or whether compensation was provided during the restraint period. A balancing act A common misconception is that any restraint clause is enforceable if signed. In reality, courts scrutinise scope, duration, and geographical limits. While restraint clauses are more common in private-sector contracts – especially in technology, finance, and sales – public sector employers are also increasingly turning to them. Roles involving sensitive data, policy formulation, or technical innovation may warrant restraint provisions to prevent undue political or commercial exploitation after an employee exits. However, the public sector faces unique challenges. Any restriction must consider transparency and the public interest. Moreover, because taxpayers ultimately fund salaries and public projects, any restraint must be proportionate and serve a defensible policy objective. Should an employer wish to enforce a restraint, the process usually involves applying to court for an interdict (injunction) to prevent the former employee from engaging in prohibited activities. Importantly, employers must act swiftly when a breach occurs. Delays in enforcement weaken the argument that the restraint protects urgent and valuable interests. To ensure a restraint is enforceable, employers—especially in the public sector—should observe the following: From the employee’s perspective, restraint clauses are serious undertakings that should never be signed without understanding their implications. Ultimately, restraint of trade clauses operate at the intersection of contract law, constitutional rights, and labour relations. They remind us that in a democratic society, freedom of contract cannot override the right to dignity and economic participation. This legal terrain is neither black nor white, and as the economy becomes more complex, restraint of trade litigation is likely to increase. Employers in both the public and private sectors would be wise to treat restraint clauses not just as contractual boilerplate, but as strategic, legally sensitive instruments that require nuance, clarity, and fairness. Sources: Bowmans Law | DotNews | Labour Guide | Pagel Schulenburg
Success, innovation and productivity: The importance of employee engagement
By Paula Quinsee In today’s evolving landscape, organisations are realising that success extends way beyond profits and products. A company’s true strength lies in its people, and cultivating a workforce that is not only motivated but also aligned with the organisation’s values and mission is critical to everyone’s thriving. This is where effective employee engagement and culture strategy play a key role and are drivers of productivity, innovation, and success. So how do we define an employee engagement and culture strategy? Employee engagement is a delicate ecosystem where the professional and emotional needs of employees meet the company’s goals and values. It cultivates the level of commitment, passion, and enthusiasm employees bring to their roles and is closely linked with their overall job satisfaction and well-being. Culture, on the other hand, refers to the shared beliefs, values, norms, and practices that shape the behaviours and interactions within an organisation. It’s the glue that holds a company together and guides decision-making processes at an individual, team, and holistic level. An employee engagement and culture strategy should be deliberate and embody a holistic approach to shaping these dynamics by creating an environment where employees feel connected, valued, and inspired to contribute their best work while aligning their efforts to the organisation’s purpose. So why is it important to have an intentional strategy? Employee performance and productivity Engaged employees are more productive and go the extra mile. When individuals feel that their contributions matter and their efforts are recognised, they become more invested in their work (the power of positive reinforcement) and overall success. Initiative and creativity When employees are encouraged to share their ideas without fear of criticism or intimidation, they feel empowered to be creative in their thinking. A culture that values the diversity of its people creates space for creativity and collaboration as employees work together to find solutions to challenges. Reduced turnover High employee turnover can be a huge cost for organisations and impact their growth. When employees are happy, fulfilled, and stimulated in their work environment, they are less likely to seek opportunities elsewhere. This leads to a more stable workforce, which in turn reduces churn, recruitment, and training costs. Attracting talent Organisations that attract key talent and skills by prioritising employee engagement and a positive workplace culture have a significant advantage over those that don’t. Top talent is drawn to companies that provide more than just a job, rather than a place to thrive in, which enables them to become an employer of choice. Improved relationships The way employees interact with each other, service providers, and customers is a direct reflection of their engagement levels and the culture within which they operate every day. Engaged employees are more likely to provide excellent service levels due to their positive experiences. This can lead to enhanced customer and supplier loyalty and positive word-of-mouth referrals. Aligned to the organisation’s objectives An effective engagement and culture strategy ensures employees are aligned with the company’s mission, vision, and values. When employees understand, see, and believe in the bigger picture, they are more likely to be proactive in supporting the organisation’s long-term goals. Coping with change The landscape is constantly changing, so being adaptable is crucial for individuals, teams, and leaders. A healthy culture nurtures resilience and flexibility among employees, making it easier for organisations to navigate through challenges and evolve as things change. How does one craft an effective employee engagement and culture strategy? Creating a successful employee engagement and culture strategy requires a multifaceted approach: Leadership buy-In Leadership’s buy-in and support are critical to the success of an employee’s culture strategy. Leaders need to champion the cause, actively embody the desired cultural traits, and walk the talk when it comes to participating in engagement efforts. Close the communication feedback loop. While open and transparent communication is critical every step of the way, so is closing the feedback loop by regularly and consistently giving updates on implementation and progress. Employees need to be taken on the journey by having a clear understanding of the company’s values, goals, and how their roles contribute to the bigger picture; where possible, join the dots back to their KPIs. Empowerment and growth One of the key reasons for employees leaving organisations is the lack of growth opportunities. When employees feel their work is meaningful and they have room to grow, they are more engaged. However, in today’s world, the structure of hierarchies are flatter, so there is limited room to grow upwards; therefore, organisations need to find creative ways to grow their employees outwards in their current roles. This can be done through additional responsibilities, taking the lead on special projects, and more. Recognition and rewards Everyone wants to feel appreciated, and it’s the smallest things that can have the greatest impact. It’s not always about the money. When employees’ contributions are acknowledged, such as a job well done or a thank you for going the extra mile, it can go a long way in creating belonging and boosting morale. Work-life balance Environments that empower employees to have a healthy work-life balance and applaud well-being also prevent burnout. Flexibility in work arrangements and encouraging personal time should be key to the culture and strategy. The importance and value of having an employee engagement and culture strategy cannot be overstated; it is key to the long-term success of both employees and organisations. Paula Quinsee, is the Founder of Engaged Humans
Help them dream big like Bezos: How to encourage innovation in the workplace
By Louine Griessel, Resource Development Director for MoreThanMeerAs Innovation is the lifeblood of any successful organisation, driving growth, efficiency, and a competitive edge. Yet fostering an environment where creativity and new ideas flourish is often easier said than done. Dreaming: Creating a visionary culture Innovation begins with vision. Leaders must create a culture that encourages employees to dream big and envision new possibilities. According to a study by McKinsey & Company, organisations that foster a strong vision and purpose are more likely to innovate successfully. Here are some ways to incorporate the principle of dreaming into your workplace: Healing: building a supportive environment Innovation thrives in environments where employees feel safe, supported, and valued. The principle of healing is about creating a workplace culture that nurtures emotional and psychological wellbeing. According to the Harvard Business Review, a psychologically safe workplace is crucial for innovation. Here’s how leaders can foster such an environment: Innovation: implementing and sustaining change The principle of innovation emphasises the continuous process of implementing and refining new ideas. Leaders play a crucial role in not just sparking innovation, but also sustaining it. According to Forbes, continuous innovation requires a strategic approach and ongoing commitment. Here’s how to put this into practice: How to foster innovation in their workplaces By integrating these principles into your leadership strategy, you can create a workplace culture that not only encourages, but thrives on innovation. Together, let us build environments where every individual feels empowered to dream, heal, and innovate, driving meaningful change and success for an organisation. Louine Griessel is the Resource Development Director for MoreThanMeerAs (Image of Jeff Bezos courtesy of Daniel Oberhaus, 2019)
Leading with Heart in the Age of AI
By Brian Eagar In 2025, leadership is changing in two main ways. The first is through human-centred leadership. This style has come about after many years of leadership that focused on authority, hierarchy and top-down control, often ignoring people’s well-being and personal needs to pursue productivity and profit. Human-centred leadership flips the script and puts the needs, well-being and growth of individuals before tasks or profit. It values empathy, listening carefully and creating a supportive place where people feel respected. More and more organisations are choosing to operate this way, recognising the benefits of human-centred leadership to boost employee engagement and belonging, resulting in a marked improvement in productivity, innovation and ultimately business performance. The second way leadership is being shaped in 2025 is by the rise of AI. While AI’s promise of efficiency is exciting, relying too much on technology can hurt the goals of human-centred leadership. The focus on efficiency, innovation and growth can shift attention back to tasks and results, often ignoring people’s well-being. According to a CNBC SurveyMonkey Workforce survey, 60% of employees who use AI reported that they worry about its impact on their jobs. Insights from the Harvard Business Review also found that, in addition to concerns about AI’s impact, motivation dropped by 11% and boredom increased by 20% when using AI in the workplace. As concerns about job security and uncertainty grow, leaders need to act now. Success will come from leading with both people and technology in mind, with clear understanding and care. This means recognising the power of AI but also being aware of its hidden effects. The promises and reality of AI AI offers great benefits. It can take over routine tasks, help us make better decisions and let teams do more important work. From smart assistants that organise schedules and messages, to systems that give fast data insights, AI aims to make work easier and people more productive. By automating simple tasks, AI can reduce the time and energy employees spend on admin work. This should let people spend more time on creative thinking, solving problems and working closely with others. Leaders are told AI will boost human ability by handling boring tasks and helping us think and work better. In this view, AI does not replace people. It helps them. It is like a teammate, coach or tool that makes work smoother and opens up opportunities for new ideas and growth. But this is only part of the story. Even though AI has benefits, it also causes some hidden problems. Its advantages come with challenges that can negatively impact job difficulty, create stress and reduce how much control employees and teams have over decisions that are based on AI outputs. According to the Deloitte 2025 Human Capital Report, while AI is often praised for improving productivity and easing workloads, its impact on employees reveals significant hidden challenges. 77% of workers report that AI has increased their workloads and 61% fear it contributes to higher burnout rates. Although AI automates up to 45% of routine tasks, employees are left with more complex and mentally demanding work, making their jobs harder rather than easier. Additionally, 33% of workers report reduced human interaction and collaboration due to AI and 28% feel a loss of personal connection. This shows how AI can make workers feel isolated and lonely. Deloitte emphasises that these effects are often unintended and overlooked by leaders who focus on AI’s efficiency gains. This can erode trust and weaken the employee-employer relationship if not addressed proactively. Leading with both heart and AI With this type of study data available, it’s obvious that leaders will have to find the right balance between utilising AI and implementing human-centred leadership styles. Here are three simple ways to do this: 1. Understand the trade-offs Good leaders know that while AI can boost productivity, it can also create problems. Automating work can increase workloads and lead to burnout and letting AI make too many decisions can make workers feel less in control. Also, replacing human interaction with technology can lead to isolation. Leaders must recognise these risks and respond with care and responsibility, always putting employees’ best interests first. This includes intentionally creating an environment where people feel safe to speak up, share concerns and know that their well-being matters; not allowing the grind to take over but instead checking in regularly and creating space for genuine connection. When people feel psychologically safe and know their voices are heard, a sense of belonging grows, even in times of change and especially when that change is introduced through the use of AI. 2. Work with employees to adopt AI Instead of forcing AI on workers, organisations should involve them in deciding how and when it is used. This collaborative approach leads to better and more meaningful use of AI, builds trust and gives employees a greater sense of control. When people help shape the tools they use, they feel more ownership and confidence in their work. They feel their input is valued and respected and this, in turn, supports a stronger sense of belonging, because workers feel included in important decisions that affect their roles. 3. Reinforce the human core of work As the use of technology grows, the risk of loneliness and disconnection increases. Leaders should respond by investing in human connection through mentoring and opportunities for collaboration around shared goals. This creates space for forging genuine relationships, teamwork and emotional support. A strong team is built not just on tools but on trust, care and shared purpose. In 2025, strong leadership means balancing the power of AI and technology with a deep commitment to people. While technology can drive progress, it must not come at the cost of well-being, connection or control. Human-centred leadership reminds us that when people come first, business benefits through stronger performance and better results. Generative AI is positioned as a tool to augment human skills, not replace them. Leveraging human creativity, empathy and contextual
From DEI to AI: Nedbank’s Deb Fuller on why humanity is still key for success
From General Electric, building a bank, and now leading the HR portfolio at one of Africa’s leading banks, Deb Fuller’s story is one of how human-centred leadership trumps everything. In this episode of the Business Unusual Podcast, Deb joins Ralf Fletcher to discuss why DEI is evolving, the reason why culture is even more important than strategy or even execution. “If you’re not solving for execution, your strategy is merely a pipe dream. But from my perspective, I truly believe that culture is actually what eats execution and strategy for breakfast.” This is a must-hear for anyone ready to: Listen if you’re ready to challenge assumptions and accelerate leadership that matters.
One team, many locations: Building trust in remote teams
By Jo Eyre, Managing Director and Founder of Voxeon Communications Trust, in all its complexity, comes with a few challenges that should be mitigated if we’re to build thriving distributed teams. Remote teams may experience limited face-to-face interactions, which could make personal connections challenging in virtual environments. Reading non-verbal cues and body language becomes trickier, and communication barriers may arise as remote workers need to consider time zones, affecting the scheduling of meetings and asynchronous communication. There is also the risk of isolation and loneliness, and challenges in building rapport. While there may be challenges, there are many ways to address them head-on and take proactive steps to improve trust within your team. Whether you already have an established culture of trust in your team and want to improve it, are struggling with building trust in your team, or are personally looking for ways to build trust with your colleagues, these tips are a good starting point: Engage in clear and transparent communication Open and honest communication goes a long way within distributed teams. By clearly articulating goals, expectations, and updates, you will create an environment where team members feel comfortable sharing ideas and concerns. This reduces confusion and miscommunication, helping to build a shared understanding of expectations, and encourages a culture of openness and collaboration. It also enhances team members’ understanding of the bigger picture and reduces uncertainty. For example, holding regular team meetings where goals, progress, and challenges are openly discussed without judgement or criticism. Have guidelines on how and when to use tools and tech Leveraging technology for efficient communication, document sharing, and real-time collaboration enhances productivity and efficiency, facilitates seamless communication, and creates a tech-savvy team, which is of utmost importance in an ever-changing virtual work environment. It is also important to be clear on technology protocol and to ensure your team understands what to use and when to use it. Beyond being important for productivity, this helps to build trust in your team as everyone will be on the same page and knows what to expect. Have regular check-ins with your team Whether you’re a manager, team leader, or employee, regular virtual check-ins are a great way to build connection and trust in your team. These meetings allow time to discuss progress on tasks or projects, share updates and insights, and provide opportunities for personal connection and casual conversation. Check-ins like this allow for a sense of belonging within your team, where members feel seen, valued, and cared for. It also enables real-time problem-solving and collaboration, and keeps everyone aligned with project timelines and expectations. This could be in the form of virtual coffee or lunch breaks, or team-building activities that maintain a sense of connection and camaraderie. Create open channels for dialogue Encourage open discussions and create channels for team members to share ideas, feedback, and concerns. This requires the conscious effort to put these systems in place and make your team aware of it. Something like a dedicated Slack channel or space within weekly check-ins will create a sense of inclusivity and strengthen team cohesion. Establish clear expectations Clearly outlined role expectations and communication protocols in remote work ensures that each team member knows what they need to do and by when. This reduces stress related to role clarity. It also reduces ambiguity, minimises misunderstandings, and provides a clear roadmap for team members. Utilise one of the many project management tools available like Asana, Notion, or Trello that outline deliverables and expectations for each employee. Embrace recognition and appreciation Acknowledge and appreciate team members’ contributions through regular positive feedback. Quarterly awards or fun certificates for those who meet or exceed performance expectations give your employees something to work towards and add a bit of fun beyond the annual end-of-year functions. This boosts morale, enhances job satisfaction, and reinforces a positive culture of appreciation, trust, and respect. Provide constructive feedback for continuous improvement Open and respectful feedback will help your team to trust that you will let them know when something needs to be changed or fixed. This constructive approach to feedback contributes to building trust in each other’s work and ensures that your team operates with a clear understanding of expectations and improvements needed. Employee Experience platforms such as Culture Amp, Lattice and OfficeVibe all have in-built feedback tools. Set the tone for trust as leaders Team leaders and managers should demonstrate trustworthiness, integrity, and ethical behaviour. Lead by example to instil a culture of trust within your team. Not only will they see this and look up to you, but also implement it themselves. This builds trust in leadership, inspires confidence in your team, and sets the standard for trust and conduct across the organisation.