PulseHR Magazine Issue.1

April 2023 | Issue. 1

Job interviews in the age of AI Building a successful career abroad Can menstrual leave work in Namibia?

THE

STORY The science of exporting talent

How a talent development platform founded by a team of women in Namibia is disrupting the traditional approach to work and providing equal employment opportunities.

The official voice of HR in Namibia

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Why Pulse?

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Editor’s Note Dear PulseHR readers It is with great pleasure that we introduce PulseHR, the first of its kind Human Resource e-magazine in Namibia, designed exclusively for the HR community. As the editor, I am thrilled to present this magazine to you, knowing the immense value it will bring to professional development in the country.

Content Feature Story:

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The science of exporting talent: The Billet story

Global HR Trends:

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Rethinking conventional job interview techniques in the age of AI

Foresight:

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Supporting employees during a layoff: a Guide for HR practitioners Nepotism, cronyism and favouritism in the workplace How leadership styles shape organisational culture

Law @ Work:

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Can menstrual leave work in Namibia?

Wellness Corner:

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Preventing workplace suicide

Academic World :

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Bridging the classroom and the office

Diaspora:

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Building a successful career abroad

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Aspiring HR practitioner ready to start from the bottom

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HR career path: Everything you need to know

Beyond borders

Our team of experienced HR experts and talented writers have poured their hearts and souls into crafting a magazine that is informative, engaging, and thought-provoking. PulseHR is not only meant to serve as a source of knowledge and information but also as a platform for the HR community to come together, collaborate, and leverage the latest industry trends and best practices.

As the HR landscape continues to evolve, we understand the importance of staying up-todate with the latest developments and changes in the industry. This magazine has been designed with that in mind - providing you with insightful articles and interviews with some of the brightest minds in the Namibian HR landscape, to help you navigate the challenges and opportunities of the modern world of work.

We are confident that this magazine will be an invaluable resource for the HR community in Namibia, and we invite you to actively participate in its content creation. Share your experiences, opinions, and insights with your fellow HR professionals, and together we can create a thriving community that drives progress and innovation of Namibia’s most priced asset.

On behalf of the PulseHR team, I invite you to read and engage with this publication. We welcome your feedback and suggestions as we strive to continuously improve our content and make this magazine a true representation of Namibia’s dynamic HR community.

Sincerely, Aletta Shikololo

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Founder’s Note Often misunderstood, usually disliked, and rarely appreciated - if you work in Human Resources (HR), you know that the field doesn’t exactly have the best reputation and is certainly not the most popular among most employees.

HR has come a long way from being dubbed a glorified administrator to finally getting a ‘seat at the table’.

In recent years, organisations have recognised HR’s important role in achieving business success. As HR practitioners, we have, for the most part, embraced our role as strategic business partners and enablers of organisational transformation and change. The next natural step is for us to contribute to development goals and to re-imagine our identity and role in the digital economy.

“Curated by the HR community for the HR community, the Pulse HR magazine is your source of insight into what’s next for the field of people management.”

The Team Project Lead: Jonas Ileka Editor: Aletta Shikololo Art Director: Hendrik Gariseb Account Executive: Letisha Matheus

Curated by the HR community for the HR community, the Pulse HR magazine is your source of insight into what’s next for the field of people management. We are the official voice of HR in Namibia.

Our mission is to rebrand the HR profession from the inside-out. We believe that by connecting HR professionals and creating platforms where we can share insights, explore trends, and discuss common challenges, solutions, and opportunities, we can build a dynamic and progressive community of practice and ultimately advance the field in Namibia and beyond.

Pulse HR is a culmination of about 10 years of practice, research, and reflection. I am thrilled to see this idea, born during my last year of university, finally come to life.

The time is now.

In the famous words of management consultant, educator, and author Peter Drucker “The best way to predict the future is to create it”.

Join us in shaping the new world of work.

Acknowledgment The name ‘Pulse HR’ is an inversion of ‘HR Pulse’, which was the name of the internal HR newsletter of the Namibia University of Science and Technology (NUST), developed by the NUST HR department around 2017.

The Newsletter was run by a committee headed by Mr Shiwana Ndeunyema, of which our founder was a member and contributor.

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Welcome to the

PULSEHR magazine

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Feature Story

The science of exporting talent:

Interviewd by Jonas Ileka

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illet, a talent development platform founded by a team of women in Namibia, is disrupting the traditional approach to talent development in Sub-Saharan Africa by providing equal employment opportunities for talent through remote internships and freelancing opportunities. The co-founders were inspired by the challenges that they experienced first-hand pertaining to the traditional approach in securing employment and finding safe working environments that can further their skillset. On a mission to transform the way we work, theirs is a story of ingenuity, resilience, and the power of vision.

Billet is a manifestation of doing work better. The smarter way. I joined forces with the co-founders of Billet, Emmerita and Magnaem, who have directly experienced challenges pertaining to the traditional based approach in securing internships, employment prospects in Namibia and finding psychologically safe working environments that can further propel their skillset, to foster a better way of working.

Billet Chief Executive Officer and Co-Founder, Dr Asteria Pirola chats to PulseHR about her journey thus far.

2. How does Billet work, and what sets it apart from other talent development platforms in Africa?

Billet takes a unique approach to developing talent through remote internships and freelancing opportunities. We recently launched the Billet Intern Cohort in Namibia, which is a program that connects Sub-Saharan African tech professionals (software developers, data analysts, cybersecurity analysts, etc.) with hiring clients outside of Africa.

1. Can you tell us about your background and what inspired you to start Billet?

I have a background in Human Resources Management, Management Consulting, and Affective Neuroscience. My journey is rooted in building efficient systems and processes, which I capitalised on in my current role as the CEO of Billet, where I am responsible for the strategic direction of the company.

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Those three aspects were the catalyst for the services we offer today, which enable equal employment opportunities for talent based in Sub-saharan Africa.

Talent is vetted through industry-level skills tests developed in-house and career readiness assessments. We found those processes essential to de-risk hiring international tech talent.

3. What challenges have you faced in launching and growing Billet, and how have you overcome them?

Building trust for our brand and creating awareness of our services within Namibia was an early challenge we faced. Although we had a presence online, our physical presence was lacking, which we considered essential to gaining trust from the public. Therefore, Emmerita and Magnaem executed various go-tomarket strategies, one of which entailed attending networking events in Namibia and South Africa to build the demand side of Billet.

Another challenge we faced and continue experiencing today is finding support and opportunities for collaboration. The startup ecosystem within Namibia is in its infancy and we often find it unconducive for startups fully owned and run by women. To overcome this, we adopted an attitude where we don’t ask for a seat at the table or wait for doors of opportunity to open. We unapologetically run Billet because what matters at the end of the day is the impact it will have for Namibians and Sub-Saharan Africans.

Additionally, as with most remote-first companies, the biggest challenge was creating structure in terms of how the whole team would show up and communicate efficiently and the lack of adequate technological infrastructures in Southern Africa. To solve these issues, we created systems using platforms like Notion, Asana, and Slack to improve communication, project management, and task management.

4. What are some of the biggest challenges facing tech talent development in Sub-Saharan Africa, and how is Billet addressing them?

The public sector leaves a huge gap in education. As a result, tech talent face an issue where the skills they acquire at a secondary or tertiary level don’t match what’s needed in the market.

Billet takes a grassroots level approach to developing talent. We work with aspiring tech professionals to build their skills through remote working opportunities.

That way, they gain real-life working experience and are well-equipped to enter the workforce.

5. How do you envision Billet evolving over the next 5-10 years, and what impact do you hope to make in the African tech industry?

We intend to build Billet to be an unmatched talent marketplace bridging the skills gap within the tech industry in Africa and beyond the continent. With our commitment to develop talent through remote work opportunities, we aim to disrupt the traditional workplace by fostering a hybrid working culture on the continent.

Additionally, we hope to inspire more youth to pursue careers in technical fields, bring Africa on par with the rest of the world in terms of technological advancement and rebrand African talent so they’re recognized for the quality of their skills.

6. What can be done to address the unemployment crisis in Namibia, and how do you see Billet playing a role?

As we know, the unemployment crisis in Namibia is a complex situation that doesn’t have one solution.

It may require a mindset shift to address. This is particularly essential for the youth who look to the government to create employment opportunities for them.

Collaboration between the public and private sector, in terms of government organisations championing the formation of startup companies to solve complex problems in the country, may also be a possible route to take.

At its core, Billet serves as an educator, empowering unemployed youth to look beyond the local market for employment opportunities. We encourage people to consider alternative forms of working (freelancing and remote working) to make a living or to learn new skills that allow them to compete in the global market.

7. In your view, how has the HR profession and people management practices evolved in recent years, and what trends do you see emerging in the field in the future?

It is fairly evident that the profession has evolved over the last few years. This shift was accelerated due to the pandemic, which now means, in my view, the abundant ecosystem to create psychologically safe working environments, considering the state of affairs relating to the full scope of the HR value chain is at its highest priority. Crucial consideration would be around maximising value in terms of what the current global talent deems as important.

The following are the emerging trends that I believe should be a starting point: • Humanising leadership positions, anyone who is occupying human capital positions, ought to advocate to have their employees seen as more than “staff members”. A refreshed reiteration of the significance of each staff member towards an organisation’s mission ought to be reinforced, post pandemic; • Incorporating hybrid working style models and policies to take advantage of the current trend of retaining staff members; • Transforming HR departments to becoming autonomous and incorporating self-services for its employees. This would ideally be incorporated from the early stages of the recruitment process until the employee is fully integrated in a workplace; • Utilising data, in the form of people analytics (PA) to improve organisational objectives. I read a recent Deloitte article that speaks to the matter. Which they described as the use of measurement and analysis techniques to understand and optimize the people’s side of business.

• Optimising productivity by empowering employees to use more ways to meet each other digitally, for HR departments who would incorporate hybrid working policies can further encourage employees to work in the metaverse. In turn, this would foster collaboration between staff members who are working remotely/hybrid systems.

Billet is a true testament to the potential of exporting talent and the value of equal employment opportunities. With their commitment to developing tech talent through upskilling and creating a labour marketplace through remote work opportunities, Billet is paving the way for African talent to be recognised globally.

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Global HR Trends

Rethinking conventional job interview techniques in the age of AI Written by Jonas Ileka

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n Namibia, many companies have adopted innovative candidate selection methods, moving away from archaic interviewing techniques and commonly asked interview questions. Recruiters have realised that standard interviews are not a good predictor of how someone will perform on the job.

Confirmation bias and other unconscious biases have also rendered the traditional hiring process ineffective.

Common interview questions such as “What are your strengths and weaknesses?” or “Do you enjoy working independently or as part of a team?” are trivial and offer little insight about the candidate as the responses are often scripted and rehearsed.

For some time, the answer to this problem has been competency-based interview questions, designed to assess a candidate’s skills and abilities by asking for specific examples of past experiences and behaviours that demonstrate their competence in relevant areas. However, candidates now know exactly what questions to expect because there are literally hundreds of websites and social media pages that provide candidates with the most commonly asked competency and behavioural interview questions. As a result, the days when you could surprise a candidate with carefully crafted interview questions are long gone, but perhaps the strongest reason to change your current interview approach is the rise and exponential growth of Artificial Intelligence (AI) and Machine Learning (ML).

AI is particularly a game-changer as it can be a useful tool for preparing candidates for job interviews. For instance, some AI-powered applications such as ChatGPT can analyse the job description of the role and provide insights into the required skills, which can provide personalized feedback to help candidates improve and tailor their curriculum vitae (CVs) and cover letters to match the job requirements. AI-powered interview coaching platforms can also simulate interview scenarios, ask potential interview questions, and provide feedback on the candidate’s responses. Additionally, AIpowered chatbots can provide candidates with instant responses to commonly asked questions about the company or the job position.

Overall, AI can provide candidates with valuable insights and help them to better prepare for job interviews. Traditional interviews are thus no longer a reliable predictor of performance as they cannot effectively measure actual competence.

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It’s not all doom and gloom, however. Recruiters can still adopt variations and alternatives to modernise their recruitment processes and make them AI-proof.

Competency assessment tests A competency test or competency assessment is a tool for measuring an employee’s capabilities against the requirements of the job requirements.

Practical and written assessments for jobs have been around for some time but have recently grown in popularity. In this approach, shortlisted candidates are invited to complete an assessment as the first step in the interviewing process to test job-related competencies such as numeracy and language skills, creativity, reasoning and technical knowhow. A good competency test measures both the individual’s behaviour and their skill level. Although the test may be taken in person, especially for practical jobs, more recruiters have adopted online testing platforms. Candidates access the platform through a link and have a window of between 24 - 72 hours in which to take the test. The test is usually completed in one sitting once launched and may have face recognition capabilities to verify the identity of the candidate Examples of companies that have adopted this approach include Mobile Telecommunications Company (MTC) and the Meat Corporation of Namibia (Meatco).

Presentations An interview presentation is a short persuasive talk as part of an interview or assessment. This interview method has become increasingly popular in recent times, particularly for sales, business support, and managerial positions. Candidates may be requested to prepare a presentation ahead of time on a specific job-related subject, scenario, or challenge, or to give an impromptu presentation. This interview assessment can effectively evaluate the candidate’s industry or job knowledge, critical thinking and problem solving skills, communication skills, organisational skills, ability to follow instructions, ability work under pressure, and ability to think on their feet, among others. It can be structured in the form of a visual or purely oral presentation, with a set time limit.

In the case of impromptu or “blind presentations”, candidates receive a topic on the day of the interview and are given a limited time, generally 30 minutes to an hour, to prepare. The Namibia University of Science and Technology (NUST) applies this method to assess its lecturers by requiring them to prepare a mock lecture on a relevant subject.

Psychometric assessments Psychometric tests are no longer just for executive appointments. They have become a powerful tool for recruiters to make data-driven decisions in selecting the right candidate. These tests can be a powerful and insightful assessment tool as they reveal the candidate’s personality, motivation, beliefs and value system. The results of psychometric assessments can also be used to measure cultural fit, which refers to how aligned an employee is with the culture of an organisation.

“These alternative

ways of evaluating candidates can counter AI as companies seek to improve the quality of their hires in an increasingly competitive labour market. ” Background checks Pre-employment background checks have evolved beyond verifying work experience, educational background, and character. Background checks may now include criminal records, social media activity, and financial history. These checks vary depending on the level of risk that the position poses to the employer but have to be legally compliant and nondiscriminatory. The Namibia Revenue Agency (NAMRA) and Multichoice Namibia, are examples of employers who adopt this method. They conduct a financial background check on successful candidates for positions that have access to financial information, funds, or assets. Checking the financial integrity (and, where lawful, the credit) of candidates can provide insights into their financial background and responsibility, support your assessment of their suitability for such roles, and help reduce the risk of fraud and theft to your organisation.

A bad hire can waste time, money and other resources, as well as cause significant damage to your company’s culture and reputation. These alternative ways of evaluating candidates can counter AI as companies seek to improve the quality of their hires in an increasingly competitive labour market. So, as the world moves further and faster into the digital economy, recruiters need to be more proactive, creative and innovative in order to continue selecting and placing suitable hires for their organisations, despite the technological changes taking place.

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Foresight

Nepotism, cronyism and favouritism in the workplace Written by Matjiua Kandovazu

Many companies in Namibia claim to be “equal opportunity providers”, but what does that really mean, and is it the case?

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nemployment remains stubbornly persistent in the country, and while most job applicants crave genuine employment equity, nepotism, cronyism, and favouritism are still rife, especially in the private sector. Job seekers want to work in modern meritocracies where they are afforded a fair and equal chance to succeed and advance in their careers, regardless of their race, gender, religion, age, sexual orientation, who they know, or other personal characteristics and circumstances. However, job advertisements and interviews having seemingly become mere formalities, and decisions are made on golf courses, at barbeques, and even during afterchurch brunches.

Nepotism, cronyism, and favouritism practices are disadvantaging and disenfranchising. These unfair labour practices manifest in different ways in the workplace. In many private companies, it is common practice for managers to use their position, influence, and authority to give their relatives, friends, and acquaintances jobs, promotions, and 10

salary increases, even if they are not the most qualified candidate or deserving. As a result, there is a shockingly high number of companies where one can find employees with no qualifications and limited experience holding higher positions and earning more than their colleagues who are more qualified and experienced. Some companies have “inner circles” consisting of a small group of individuals who have close relationships with top management or hold positions of power within the organisation. This group often gets preferential treatment, such as better work assignments, more opportunities for training or advancement, and access to options not available to other employees. In terms of employee and industrial relations, ‘privileged’ employees walk away from clear-cut dismissible offences, disciplinary cases and grievances with less harsh punishment or without any corrective action at all. Additionally, poor performance and a lack of productivity are overlooked and usually have no real consequences.

Allowing personal relationships, rather than merit, to influence recruitment and work-related decisions has undesirable consequences for companies. It is, unsurprisingly, one of the main reasons why some companies in Namibia are not performing. It typically drastically decreases organisational performance as employees may feel demotivated and undervalued.

It also breeds a toxic workplace culture based on division, distrust, and apathy. This consequently leads to a negative employer brand and bad reputation, which decreases a company’s ability to attract and retain talent.

Employment equity is vital because it promotes fairness and equality in the workplace. It helps to ensure employee job satisfaction and can have a positive impact on business success.

In the future issue, we will explore ‘meritocracy, diversity, and inclusivity’ as antidotes to ‘nepotism, cronyism, and favouritism’ in the workplace.

Supporting employees during a layoff:

A Guide for HR practitioners Written by Jonas Ileka

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ayoffs or retrenchments are an unfortunate reality of the business world, and they can be a difficult, emotional, and at times even a traumatic experience for employees. The way it is handled can have a significant impact on employee morale and the perception of the company for both the laid-off employees and the remaining employees. As Human Resources practitioners, we are responsible for supporting laid-off employees during this challenging period of their careers. This article explores some best practices for helping employees during a layoff.

Provide advance notice Whenever possible, provide employees with advance notice of the layoff. This can help employees prepare financially and emotionally and may make the transition easier. The earlier the notice is given, the better.

Be transparent Transparency is vital when it comes to layoffs.

Employees being laid off need to know and understand the reasons for the discharge, the criteria used for selecting employees to be laid off, and how the layoff will impact them. As HR practitioners, we must be transparent and honest with employees about what the release means for their future with the company.

Offer generous separation packages Providing a severance package can help ease the financial burden of losing a job. Over and the above the severance package prescribed by the Namibia Labour Act 11 of 2007, consider offering a separation package that includes continued health benefits for a fixed period (such as three or six months), loyalty bonuses based on tenure, and other unemployment benefits such as “ex-gratia” payments in the form of a lump sum or a series of smaller monthly payments.

This will serve as a financial cushion for the employee and demonstrate to former, current and prospective employees that the company values and cares for their workers. Considering that layoffs are usually a last resort when the company finds itself in procarious financial position, the separation package should of course be dependent on and determined by the financial situation of the company at the time.

Offer job training or outplacement services Outplacement services can help employees find new employment by providing them with job search resources and coaching. This can help employees feel supported during a difficult time and may help them transition to a new job more quickly.

As HR practitioners, we should consider offering outplacement services as part of our support for laidoff employees. HR practitioners can also provide short courses on technical competencies and soft skills to improve the employability of laid-off employees.

These can also include business management and consulting skills for employees who intend to or may be interested in starting a businesses or consulting practice.

Provide emotional support Losing a job can be emotionally challenging. It is essential to support employees to reduce the risk of mental breakdowns, depression, and other health issues that may result from losing a job. Consider offering access to employee assistance programs or counselling services to help employees cope with the stress of the layoff. This can help employees feel valued and supported by the company.

Maintain positive relationships It is essential to maintain positive relationships with employees during and after the layoff. Be respectful, understanding, considerate and supportive during the process, and consider offering to provide references or networking opportunities to help employees find new employment. This will help to maintain a positive relationship with former employees, which can be valuable for the company in the long run.

It is important to support employees during a layoff with a thoughtful and compassionate approach.

Moreover, it’s essential to be transparent and provide advance notice while offering separation packages and outplacement services. But beyond that, we must also provide emotional support and maintain positive relationships with employees who are being laid off.

Through these actions, we can demonstrate that the company values and respects their contributions, and make this often-difficult transition a bit easier for all parties involved. It’s not an easy task, but by following these best practices, we can help alleviate some of the stress and uncertainty that employees may be feeling, and make a positive impact during a challenging time.

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Foresight

From the top down

…How leadership styles shape organisational culture

Written by Vera Njong

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rganisational culture refers to the shared values, beliefs, and attitudes that define an organisation’s identity and guide its employees’ behaviour. It can be thought of as the personality of a company or organisation. Just like people have unique characters that make them who they are, organisations also have a unique personality that makes them different from other organisations.

Culture influences employee experience, including how employees feel when they go to work, how they get along with their coworkers, how much they like their job, and what they think about their boss. It is thus a critical aspect of every organisation and has a significant impact on the growth and achievements of the organisation.

Leaders can significantly influence and shape the culture of their organisations in the way that they interact with employees, make decisions and communicate the organisational goals and vision. It thus comes as no surprise that some of the most notable business leaders of the 21st century used their leadership styles to positively influence the culture of their organisations and enhance organisational growth.

This includes figures such as Co-founder and former CEO of Apple, Steve Jobs, Reed Hastings; Co-founder and CEO of Netflix, Jack Ma; Founder of Alibaba, Tony Hsieh; CEO of Zappos, as well as Satya Nadella; CEO of Microsoft.

There are different leadership styles, each with its unique approach, which influences organisational culture in different ways.

“Even the best-laid

plans and strategies can fail if the organisation’s culture doesn’t support and align with them” Here are some examples of common leadership styles and their potential influence on corporate culture: Transformational leadership This leadership style is generally most visible in leaders who prioritise creativity, innovation, diversity and growth. It fosters a culture of innovation, development and continuous improvement where employees feel motivated and empowered to take challenges, pursue ambitious goals and develop new ideas and ways of doing things. Transformational leaders inspire and motivate employees by setting high standards, encouraging creativity and providing support, feedback and recognition.

Transactional leadership This leadership style promotes a culture of accountability, stability, and consistency and

makes employees feel valued for their contribution.

Transactional leaders typically focus on setting clear goals and measuring employee performance against these goals. These leaders use incentives and sanctions as tools for motivating employees.

This style of leadership is most suited for more giant corporations which prioritise bureaucracy and stability.

Autocratic leadership Leaders who ascribe to this style make decisions without consulting employees and expect complete adherence to their rules and regulations, and decisions.

They are generally very authoritative and desire to maintain control over all employees and absolute dominion over the operations of an organisation or department. This leadership style cultivates a culture of fear, insecurity and distrust and makes employees feel powerless and unmotivated. This leadership style often results in a lack of innovation, low employee morale, high employee turnover rates, and many other undesirable effects. Although autocratic leadership does not typically work for most organisations, it may be suitable for organisations that require strict control and command, such as military units.

Participative leadership This leadership style stimulates a culture of collaboration, teamwork, open communication, trust, respect and shared responsibilities where employees have a sense of ownership leading to job satisfaction, engagement and loyalty. Leaders with this leadership style value employee feedback and employee involvement in decision-making. This best suits organisations that value collaboration, teamwork, inclusivity and innovation.

Servant leadership Leaders with this leadership style tend to prioritise the needs of their employees over their own needs and ensure to provide support, guidance and resources to help employees grow and succeed. This leadership style fosters community, and culture of empathy, compassion and respect, where employees feel valued and supported. It creates a sense of shared purpose among employees, leading to greater job satisfaction, motivation and loyalty. This leadership style is most suited for organisations prioritising employee wellbeing, personal growth and development, such as; healthcare organisations, educational institutions and most service-oriented organisations.

By nature or nurture, leaders will possess one or a combination of these leadership styles. Research indicates that there is a significant causal relationship between specific types of organisational cultures and leadership styles. The secret lies in understanding the organisational goals, identifying the required organisational culture, and adopting the leadership style or combination that cultivates the sort of culture that aligns with strategy. Even the best-laid plans and strategies can fail if the organisation’s culture doesn’t support and align with them. It is therefore crucial for leaders to prioritise building a healthy and supportive culture where employees are motivated, engaged, and committed to achieving the company’s goals.

This includes promoting values such as transparency, accountability, and continuous learning, and fostering a sense of trust, respect, and collaboration among employees.

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Law @ Work

Can menstrual leave work in Namibia?

Written by Staff Reporter

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enstrual symptoms, such as cramps, fatigue, and headaches, can significantly impact women’s ability to work efficiently, and providing menstrual leave can allow them to rest and recover, leading to better performance when they return to work. The concept of menstrual leave is not new, but it has gained renewed attention as more companies are recognising the impact that menstruation can have on women’s health and well-being. In this article, we will examine what menstrual leave is and how it has been implemented globally. We will also provide recommendations on how this policy can be implemented in African countries such as Namibia.

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“Namibia does not currently have a

national menstrual leave policy. However, there have been discussions about the need for menstrual leave in Namibia.”

Menstrual leave Menstrual leave policies enable women to take time off from work during their menstrual cycle. The purpose of this policy is to provide women with the necessary time and space to manage their menstrual symptoms without having to worry about the impact it may have on their work performance. Menstrual leave is not a new concept, and it has been implemented in different parts of the world in various ways.

Global implementation of menstrual leave Several countries have implemented menstrual leave policies in recent years. However, the concept is not new. For instance, in Japan menstrual leave is a statutory right since 1947 and in South Korea, menstrual leave has been a policy in some companies since 2001.

Indonesia, Taiwan, and several other countries have also implemented menstrual leave policies. In Italy, menstrual leave was proposed in 2017, but it was not passed into law. Spain introduced a national law on menstrual leave in March 2021. The law allows women to take up to four days off work per menstrual cycle, but it is not mandatory for companies to provide paid leave for this purpose. The law has been widely debated, with some arguing that it reinforces gender stereotypes and could be discriminatory.

Implementing menstrual leave in Africa In Africa, menstrual leave policies are not widespread, but several organizations and companies have started to implement menstrual leave policies, but there is still a long way to go. For instance, Zambia introduced menstrual leave for female employees in its public service in 2017, allowing women to take one day off per menstrual cycle. In 2018, Uganda’s parliament passed a law that allows female employees to take up to four days of menstrual leave per month. Some private companies in Africa, such as Kenya’s K24 TV, South African chapter of global accounting firm PwC, and Nigeria’s Co-Creation Hub, have implemented menstrual leave policies. In addition, some unions in South Africa have called for menstrual leave to be included in the country’s labor laws. While menstrual leave policies in Africa are still relatively uncommon, there is growing recognition and awareness of the need for such policies to support women’s health and well-being in the workplace.

The case of Namibia Namibia does not currently have a national menstrual leave policy. However, there have been discussions about the need for menstrual leave in Namibia, with some activists and lawmakers calling for the government to introduce a policy. In 2019, a member of Namibia’s parliament at the time, Agnes Limbo,

proposed a motion that would give women working in the public sector five days of menstrual leave per month. The motion was not passed, but it generated much needed discourse around the issue.

One of the challenges of implementing menstrual leave policies in Africa is the stigma associated with menstruation. In many African cultures, menstruation is still considered a taboo subject, and women are expected to keep it to themselves. This makes it difficult for women to discuss menstrual symptoms with their employers and to request time off work.

To overcome this challenge, companies in Namibia can start by creating a culture of openness and understanding around menstruation. This can be done by providing education and training for employees and managers on the importance of menstrual health and well-being.

Companies can also implement flexible work policies that allow women to work from home or take time off work when they need it. This can be especially useful for women who experience severe menstrual symptoms that can impact their ability to work.

Factors to consider Before implementing a menstrual leave policy, a company should consider several factors.

Companies should ensure that the policy does not discriminate against any gender or group and that it is inclusive and accessible to all employees who may need it.

Companies should assess the potential costs of implementing menstrual leave, including the financial impact of providing paid leave, as well as the potential impact on productivity and staffing levels.

Companies should also assess existing employee benefits such as sick leave which allow for an employee to be absent due to illness for up to two days without the need to provide a doctor’s note.

By considering these and other factors, companies can develop a menstrual leave policy that is appropriate and effective for their organisation and employees.

Offering menstrual leave can promote a more inclusive workplace culture and demonstrate the company’s commitment to gender equality and supporting women’s health needs. While there has been progress in implementing menstrual leave policies globally, there is still a long way to go, especially in Africa.

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Wellness Corner

Preventing workplace suicide

Whose responsibility is it anyway?

Written by Jacobina Shikesho

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n the 18 of January 2023, the body of a 25-year-old Walvis Bay supermarket employee was found at Independence beach at Walvis bay. It was reported that she committed suicide after complaining about alleged abuse by her boss. The community was deeply saddened, and members of the public, including her coworkers, were enraged, demanding immediate action against her manager and employer.

The issue of workplace suicide is a global crisis with devastating consequences for families, friends, and colleagues left behind. Employees spend a lot of their time at work, and workplace stressors can have a significant impact on their overall well-being. The number of employees battling suicide ideations due to work-induced or aggravated reasons in Namibia is shocking. What is even more shocking is the number of reported and unreported suicide attempts and actual suicides due to the same reason.

Despite this, employers can take steps to prevent this tragedy from happening. From fostering supportive workplace cultures to providing mental health resources and training, organisations can address this critical issue.

Sadly, incidents like the suicide of a 25-year-old Walvis Bay supermarket employee in January this year and many others who take their own lives due to toxic working environments

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“Create a workplace culture and

environment where employees feel supported, safe, secure, and happy.” serve as a painful reminder of the urgent need for action. According to the WHO mental health report 2022, one in four people worldwide suffer from a mental health condition, and workplace issues can exacerbate or even directly cause these challenges.

As a workplace mental health practitioner, I have seen first-hand how job insecurity, burnout, workplace violence and bullying can negatively impact employee well-being, leading to depression, anxiety, and suicidal ideation. However, employers, employees, and coworkers all have essential roles in creating a supportive and safe work environment that prioritises mental health and well-being.

Role of employers • Employers must recognise their role and responsibility in addressing this critical issue. This involves providing the necessary financial and human resources to develop evidence-based mental health and suicide prevention programs and interventions. To ensure these resources are utilised efficiently, workplace surveys, focus-group discussions, health data, and wellness analytics should be used to inform program development and evaluation. By prioritising suicide prevention and adopting a data-driven approach, employers can create a workplace culture that supports employee well-being and saves lives.

• Offer mental health anti-stigma training and suicide prevention training to people in your workplace, such as Mental Health First Aid. • Incorporate mental health and suicide prevention into your employee wellness strategy by offering counselling services and emergency resources like crisis lines and other employee benefits and employee assistance programs.

• Provide access to physical or virtual safe spaces where workers and/or managers can talk, destress and unwind.

• Be aware, identify, recognise and take action against social dynamics and workplace factors that can affect mental health, such as harassment, bullying, stigmatising, financial well-being, and fears and uncertainty over the risk of job loss.

Role of employees • Employees need to prioritise their own mental health by recognising physical and/or emotional indicators such as feelings of chronic fatigue, digestive problems, heaviness, hopelessness, despair, lack of motivation, or a feeling of disconnectedness.

• • Talk about how you feel, and open up without fear of judgment, to your manager, a trusted co-worker, or a trained professional such as a social worker, counsellor or wellness officer.

• Know when to seek help and use your medical benefits, employee assistance program, or community resources to access help.

• Practice self-care, give yourself time and be aware of the effects of grief, loss and stress on your mental and physical health.

• • Adopt healthy coping strategies. For example, stay connected with others, exercise (even a short walk counts), rest when needed, pick up a new hobby or creative outlet and pursue daily activities that bring you joy.

Role of co-workers • Co-workers may be the first to notice a decline in a colleague’s mental health. Typical signs include emotional distress or a noticeable behaviour change such as a sudden drop in productivity, mood swings or isolation, or has talked about suicide.

Learn how to spot co-workers at risk of suicide and approach them with compassion, kindness, and sensitivity since we don’t know what a person may be going through.

• Check in regularly with your co-worker and listen and communicate without judgment. Please invite them for lunch, a coffee, or a phone or video call, but also know when to give them space.

Understand your limits when providing support and encourage them to seek help from a professional.

Preventing suicide and promoting mental health is a collective responsibility that requires action from both employers and employees. Employers need to take the lead by prioritising the mental health of their employees and create a workplace culture and environment where employees feel supported, safe, secure, and happy. Employees and co-workers also have a responsibility to take ownership of their mental health, seek help, and support each other.

Workplaces can and should serve as sanctuaries for employees dealing with social issues rather than toxic breeding grounds that cause and aggravate poor mental health. The tragic death of the Shoprite employee should serve as a cautionary tale – one which we need to prevent from repeating at all costs.

Let’s all play our parts.

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Academic World

Bridging the classroom and the office

Written by Aletta Shikololo

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n today’s fast-paced world, students seek practical experience in school, preparing them for successful careers after graduation.

With the collaboration of industry and academia, cooperative education, also known as co-op, has emerged as a pathway to career success, allowing students to work in their field of study while completing their degree program.

A co-op is a unique approach to learning that combines classroom instruction with practical work experience. For students, Work Integrated Learning (WIL) provides the opportunity to understand how their academic coursework applies to the workplace, gain real-world work experience, develop industry-specific skills, build professional networks, and enhance their resumes. For employers, WIL programs offer access to a pool of potential talent, opportunities to train and assess future employees, and the ability to build relationships with academic institutions.

PulseHR conducted an exclusive interview with Martha Namutuwa, a cooperative education specialist and HR lecturer at Namibia University of Science and Technology (NUST).

The insightful discussion centred on her noteworthy career in cooperative education and her recent transition to fulltime lecturing, while also addressing the challenges that must be surmounted to equip students with the necessary skills for the job market.

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Martha Namutuwa is a renowned figure in cooperative education, having amassed years of extensive expertise and making remarkable strides in the advancement of co-op programs, effectively bridging the gap between academia and industry.

Throughout her career, Namutuwa has collaborated with innovative teams and facilitated the signing of over 300 Memorandum of Agreements (MoAs) with diverse organisations, thereby providing NUST students with ample WIL placement opportunities.

“I have also spearheaded the implementation of the Employability Improvement Programme (EIP) aimed at enhancing the work readiness of WIL-eligible students.

In addition, I have laid the groundwork to pilot the EIP employee training in the industry,” stated Namutuwa.

Namutuwa explained that the EIP programme originated from projects she coordinated, including the Japan International Cooperation Agency (JICA) through the bilateral cooperation between Namibia and Japan.

She co-developed an employability handbook during her four-month staff exchange in Germany in 2015, which was integrated into the ePre-WIL work readiness course implemented at NUST. The program aims to better prepare the students for their careers and the workplace before they are placed for work-based learning in industry.

In addition, Namutuwa has also developed extensive knowledge and skills in this field through her research.

“I have co-presented papers at several national and international conferences, and my research experience has inspired me to focus my Master’s degree thesis on the impact of WIL on the employability of graduates using psychological career resources at a higher education institution in Namibia,” she said.

Work Integrated Learning Incorporated within the curricula of academic programs, WIL is a learning development initiative that contributes to the final qualification conferred by Higher Education Institutions (HEIs).

This involves experiential learning, where theoretical knowledge is put into practice through work-based education, apprenticeships, problem-based learning, project-based learning, simulations, and other methods.

Namutuwa notes that WIL allows students to apply their classroom learning to industry and community settings.

She said the programme has transformed from a voluntary internship for experience to an integral component of various programs, including nursing, teaching, hospitality, and information technology, to mention a few.

According to the WIL expert, it is now mandatory for all undergraduate programs at institutions like NUST, and some other higher education institutions in Namibia, to have a WIL component.

However, the Covid-19 pandemic has resulted in significant changes in the coordination and implementation of WIL. “Workplaces were inaccessible during the pandemic, and placement opportunities have decreased postpandemic. Additionally, the monitoring and evaluation of WIL activities have shifted from face-to-face to virtual,” she explained.

Challenges/barriers to implementing WIL Similar to other academic domains, WIL also encounters various challenges.

According to Namutuwa, the absence of a national framework, regulation, and funding to support the implementation of WIL in Namibia is a significant hurdle to its successful implementation.

She also highlighted that the lack of incentives for WIL training activities is discouraging for the industry to meet educational institutions halfway to produce wellrounded graduates better equipped for the job market.

Namutuwa believes these challenges can be addressed through strong collaboration between industry and academia to implement career guidance, coaching, and employability improvement programs.

“By doing so, they can promote the career readiness and professional development of graduates, enabling them to be ready for the local and international labour market,” she added.

Namutuwa highlighted the importance of entrepreneurship and business simulation hubs in supporting career readiness and self-employment creation for the youth, which can aid their career development and socio-economic conditions.

Regarding the current job market in Namibia, Namutuwa noted a demand for skills that are in short supply.

Work experience is also a prerequisite for recruitment in various fields.

She further stated that there is a disconnect between the skills produced by Higher Education Institutions (HEIs) and those required by the job market.

To address this issue, she suggested collaboration between industry and HEIs to prepare graduates with the skills necessary for the labour market and to support work-based learning programs to bridge the skills gap.

Additionally, Namutuwa advised graduates to take WIL placement opportunities seriously as it helps them better prepare for the job market.

“Graduates should engage in career readiness and employability programmes. Most importantly, graduates also need to seize opportunities at platforms that can keep them informed about job market skills requirements and opportunities and possible entrepreneurship programmes that can motivate and mentor them to create employment,” said the cooperative education expert.

By working together, academic institutions and employers can create mutually beneficial partnerships that enhance the skills and employability of students while also addressing the needs of the labour market, thereby bridging the gap between the classroom and the office.

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Diaspora

Building a successful career abroad Interviewed by Aletta Shikololo

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iving and working abroad can be a thrilling adventure, offering the chance to experience new cultures, develop new skills, and broaden one’s horizons.

But for many people who leave their home country to work in the diaspora, the experience can also be challenging and fraught with obstacles. From language barriers and cultural differences to feelings of isolation and homesickness, working in the diaspora can be a rollercoaster ride of emotions.

During a brief conversation with PulseHR, Rauha Shekupalela (28), originally from Namibia but currently residing in Malaysia, discussed the advantages and challenges of working abroad and offered advice on making the most of this unique opportunity.

“It is excellent

to work with colleagues from different cultures as it provides a chance to learn about different customs and traditions.”

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1. Briefly introduce yourself?

I am Rauha Shekupakela, born in the culturally-rich town of Tsumeb, Namibia.

2. Can you describe your educational background I attended Etosha Secondary School and completed my high school education in 2012. During the national exams, I was honoured to receive national colours for being 3rd in Business and Economics Higher Level. I then received a scholarship to study accounting at Multimedia University in Malaysia but had to cut my studies short after three years due to unforeseen circumstances.

Despite this setback, I went on to earn an Honours Degree in International Business from Limkokwing University in 2019, self-funded. Continuing my education, I recently obtained a Master of Business Administration (MBA) degree from the same institution in 2021. Through my educational journey, I have gained a diverse set of skills and knowledge that have contributed significantly to my personal and professional growth.

3. How did you end up working in Malaysia, and what is your professional background?

My professional background includes a diverse range of experiences across various fields, including content moderation, teaching, sales, and marketing. Currently, I am working as a Content Moderator at Concentrix in Kuala Lumpur, a role I began in 2022. Prior to this, I worked as an English Teacher at the Nauka Języków Obcych Agnieszka Stasick Centre in Poland from 20182022, where I offered online classes and administered weekly lessons. In addition, I have worked as a freelance model for companies such as McDonald’s and Dettol during my school years.

As a freelancer, I had the opportunity to network and make connections with new people. It was through one of these connections that I learned of a job opportunity at Concentrix in December 2022.

I successfully went through the interview process and was offered a contract, but unfortunately, I had to leave and return to Namibia. However, in January 2022, Concentrix contacted me again and showed me the job as they needed someone who understood Afrikaans. I happily accepted the offer and returned to Malaysia, excited to work in the diaspora again.

4. What is your current job, and what does your typical workday look like?

I am employed by one of the leading technology companies as a content moderator/policy agent for Concentrix Malaysia. My shift runs from 7 am to 4 pm, and I am responsible for ensuring that all content is moderated in accordance with client policies and guidelines. To achieve this, I manage and safeguard content on digital platforms, provide users with empathetic and accurate responses to their inquiries, and remain up-to-date with all client policies and guidelines. Additionally, I utilise a content management

system to analyse user engagement and website traffic metrics.

Each day, we begin with a morning briefing, where we discuss any updates or priorities. While I have minimal supervision, I can access maximum support 24/7, should the need arise. At 2 pm, we take a daily online test to refresh our knowledge of policies, as client data often requires frequent policy upgrades.

To promote wellness, we have one hour daily to utilise the game room and participate in weekly wellness sessions to help cope with stress or burnout. During production hours, we are not permitted to use our phones due to the sensitive nature of our work and client privacy requirements.

5. How would you describe the work culture in your current workplace? Are there any unique aspects to working in the diaspora?

The work culture in my current workplace at Concentrix Malaysia is entirely laid back compared to other companies I have worked for. There are a lot of young people working here, which creates a vibrant and dynamic atmosphere.

One of the unique aspects of working at Concentrix Malaysia is that there are many growth opportunities in terms of promotions. The company values the development of its employees and provides various options for career growth and advancement.

Another unique aspect is the diversity of people from different countries working here. It is excellent to work with colleagues from different cultures, as it provides a chance to learn about different customs and traditions.

Overall, the work culture at Concentrix Malaysia is very supportive, and the management team encourages us to work hard while maintaining a healthy worklife balance. The company’s focus on employee development, diversity, and inclusivity makes it a great workplace.

6. What attracted you to the type of work that you do in Malaysia?

The timing of Concentrix Malaysia’s job offer is what initially piqued my interest in the work I currently do in Malaysia. I had recently resigned from my previous job in Namibia when they contacted me only weeks later.

While the salary wasn’t particularly attractive, I was eager to gain different experiences rather than remain idle at home waiting for other job opportunities.

As content moderation and policy enforcement rapidly expand, I recognised that the experience would be a valuable addition to my skill set. Moreover, working for a big4 tech company provides an excellent opportunity to gain exposure to cutting-edge technologies and industry standards.

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7. What perks or benefits does your current employer offer, and how do they compare with what you might find in Namibia?

My current employer offers a range of attractive benefits, including the chance to work in a dynamic and supportive environment. The company strongly emphasises recruiting young individuals and creating job opportunities, even for those without previous work experience. They believe that with a willingness to learn and a passion for the work, any job can be taught.

Furthermore, the opportunity for career growth and advancement is impressive, with a high internal promotion rate and a solid commitment to employee development. This contrasts my previous job in Namibia, where such opportunities may have been more limited.

Concentrix Malaysia also places great importance on employee wellness, providing access to a game room and weekly wellness sessions. These benefits are valuable in promoting mental and physical health and encouraging breaks from work. While some similarities exist between the perks and benefits offered in Namibia and Concentrix Malaysia, the latter emphasises employee growth and development and provides more robust support for employee wellness.

8. Are there any particular challenges that you have faced as someone working in the diaspora? If so, how have you addressed those challenges?

As someone working in the diaspora, I have faced challenges, particularly finding accommodation. Some landlords do not want to rent to foreigners, which can make the search for housing quite tricky. I was homeless for at least one month when I first arrived in Malaysia. Luckily, I was studying here, so I already had friends that I could stay with while I was looking for a friendly landlord. I spent much time searching for a place to live, which was sometimes frustrating.

However, I eventually found a charming Malay landlord willing to rent. She has been astonishing, and I feel very fortunate to have found such a great place to live.

Other than the challenge of finding accommodation, I haven’t faced any significant issues as someone working in the diaspora. Of course, cultural differences can take some getting used to, but I find it a very enriching experience overall.

9. What advice would you give someone interested in finding a job in the diaspora? Are there any specific skills or experiences that are particularly valuable for working in this context?

If one is interested in finding a job in the diaspora, I advise maintaining an open-minded and flexible attitude. While working in a foreign country can present challenges, it can also be incredibly fulfilling.

It is essential to consider the language spoken in the

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country of interest. If the language is not already fluent, it may be beneficial to begin learning prior to arrival or to take language classes upon arrival. This will assist in better communication with colleagues and clients and will aid in integrating into the local culture.

Adaptability is a vital skill when working in a different culture, and it is critical to success. This entails learning quickly, being open to new ideas and approaches, and stepping outside one’s comfort zone. Networking is also crucial when seeking employment in the diaspora.

Connecting with local professionals in one’s field can provide insight into the job market and may lead to potential job opportunities. Attending events or joining local professional organisations can assist in building one’s network.

Although having experience in one’s field is advantageous, a lack of experience should not deter individuals from pursuing opportunities in the diaspora.

Many employers are willing to provide training and mentorship, and being eager to learn and grow can be just as valuable as prior experience. In conclusion, maintaining an open-minded, adaptable, and willingto-learn attitude is essential for those seeking employment in the diaspora. Working in a foreign country can be an incredibly fulfilling experience with the right mindset and approach.

10. Finally, can you tell us about any exciting projects or initiatives you are working on? What are your plans and goals for your career?

I am currently enthusiastic about my YouTube channel, “Life with Rauha,” which I launched in January 2023.

My channel shares overseas scholarship and job opportunities, along with safe ways to look for jobs online and abroad. It’s a beautiful feeling to help people in this manner and to know that my channel is positively impacting their lives.

In addition to my YouTube channel, I am also registering my NGO, Sunraeproject and making it more sustainable. Though finding time and resources has been a challenge, the encouraging feedback from volunteers and our successful past projects have motivated me to keep moving forward.

Regarding my plans and objectives, I am seeking new job opportunities as my contract with my present employer ends soon. Although my current employment has been a great learning experience, and my contract was renewable, I have opted not to renew it since my goals and aspirations do not correspond with my current position. As a result, I believe it’s time for me to push myself and seek a new opportunity that better aligns with my aspirations.

Beyond borders:

How companies can leverage diaspora talent to fuel innovation and drive growth Written by Sandra Marini

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frican nations boast some of the fastestgrowing economies worldwide, abundant natural resources, and a young, dynamic population.

However, many Africans leave their homelands for what they regard and perceive as better opportunities abroad. This phenomenon known as human capital flight tends to be most common among individuals who have received advanced training.

Fortunately, there are strategies that organisations and governments can employ to attract diasporic talent back to their home countries. First, it is crucial to identify the skills and knowledge gaps in your organisation, especially those skills that are specialist, scarce or critical, as well as positions in which international experience and exposure can be beneficial to the organisation.

The World Bank estimates that approximately 39 million Africans live in North America, 113 million in Latin America, 13.6 million in the Caribbean, and 3.5 million in Europe.

It is also essential to target the talent pool and identify candidates with the right skills, and where they are located.

Although the return of expatriates to their home countries is considered to be advantageous, most of the migrants never return to their countries. Factors such as unfavourable socio-economic environments and policies hindering them from conducting desired businesses; cheaper and more accessible education and medical benefits; and long-term financial commitments such as mortgages, among others, often deter their return.

However, the emotional attachment that diasporic individuals have to their homeland can overcome these factors if the right opportunity, and suitable conditions, presents itself.

While migration offers numerous benefits for the individual, losing skilled workers has high economic and social costs for African countries. The net costs for the home country are sometimes referred to as a “brain drain”.

To attract diasporans back, companies need to create a professional and economic environment that offers adequate remuneration and living conditions.

Remuneration packages need to be competitive with those offered abroad, and opportunities for career progression and investment must be made clear.

Skilled professionals are realising that there are opportunities in Africa and are returning home in more significant numbers. Companies need to craft and clearly articulated compelling employee value propositions (EVPs) and employ effective hiring strategies.

Recruiting top talent from the diaspora can bring significant benefits to your company, such as access to a diverse pool of highly skilled professionals with cross-cultural experience and the potential to increase global market reach and understanding. By tapping into this talent pool, you can gain a competitive advantage in today’s globalised world.

www.recruitmentmattersaf rica.com

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Aspiring HR practitioner ready to start from the bottom Written by Aletta Shikololo

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ndrew Kavindja Kavura, a final year Bachelor of Human Resource Management student at the Namibia University of Science and Technology (NUST), is driven by his passion for people and desire to make a meaningful impact in the workplace.

The 22-year-old aspiring HR practitioner is eager to begin his career from the bottom and work his way up the corporate ladder.

While some of his peers have high expectations of landing lucrative jobs with prestigious titles immediately after graduation, Kavura is realistic about the challenging job market. He understands that practical work experience is often a prerequisite for most employers, and students lack that experience.

“That’s why I don’t mind starting in entry-level positions where I can relieve the HR department of repetitive administrative tasks like processing leave, administering overtime or updating employee files, while learning from more experienced HR practitioners,” he said.

The enthusiastic and soft-spoken student says he chose to study HR to follow in his father’s footsteps. “My father is my mentor, and I often turn to him for guidance and support. This is a good career for me because studying HR management can help one achieve business success by managing people effectively.”

Regarding what the future holds for his career in the ever-changing world of human resources, Andrew noted that technology would play a significant role.

“With the right tools, HR professionals can analyse employee performance, store files, and communicate with employees more easily than ever before.

However, technology can also be a hindrance if not used properly. It can eliminate human interaction and create a sense of distance between employees and HR professionals.” He said.

“The role of HR is continuously evolving and becoming more automated. As an HR professional, it will be important for me to stay ahead of the curve and work with different types of technologies. I will need to troubleshoot basic issues, find innovative solutions to common problems, and understand which software programs work best for different tasks.” He added.

To stay updated with the rapid developments in the field, Andrew says he is always learning and networking. He is also on various HR WhatsApp groups and regularly attends industry events.

“I am currently looking for an internship with a reputable organisation where I can soak up as much knowledge as possible. The internship is also a requirement for me to graduate next year.”

With an insatiable appetite to learn and grow, and an evident passion for HR, the future looks very bright for Andrew.

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HR career path:

Everything you need to know Written by Dr. Dieter Veldsman

“Whether you’re just starting out in HR or have had years of experience under your belt, planning out your HR career path plays an essential role in helping you achieve your personal and professional goals. You have many possibilities to grow and shape your career based on your competencies and interests. By mapping out your HR career path, you will be able to determine the direction in which you want to progress in the future based on your HR career goals and capabilities.”

Human Resources covers multiple functions besides general HR, and the value that HR professionals add to the business reaches far and wide. You can provide general advice to your business, support the implementation of technology or other digital initiatives, build and maintain a healthy organisational culture, or strategically integrate the HR value chain into business activities.

In this article, we’ll discuss what the modern career path looks like, the various HR career paths that you can take based on four HR profiles that we’ve developed, and three HR career progression examples to help inspire you.

Not so long ago, a career was traditionally viewed as a series of steps leading up to the highest point of success — a leadership position. The typical progression of a worker’s career path went from an employee to a manager overseeing a team, to a director of a function, to a Vice President of a department, to a senior Vice President, and so on.

develop your knowledge and skills. Your career might follow an upward trend, and you might still eventually end up in the Senior Vice President position. However, the roles you had before are not just stepping stones to the highest point of your career.

This idea represents the shift from careers as a hierarchy to careers as experiences. According to research from Deloitte, 84% of workers consider this shift to be important or very important. The reason for this change can be partly attributed to the fact that to succeed in today’s disruptive business environment (with the COVID-19 pandemic being a prime example of that), you need a diverse set of skills and competencies that cannot be achieved by simply following the traditional hierarchical career progression.

In other words, your career usually followed the hierarchical structure of your organisation. Each role you took up was simply a stepping stone to support you in your path to a higher position.

A successful HR professional needs more than just in-depth knowledge of compensation and benefits, talent acquisition, or learning and development.

You also need to understand the operations of the business, including how its products are made, how it delivers its services, how it makes a profit, and so on. This is why it is now very common to find HR professionals who have previously worked in Marketing, Sales, or Product Development.

However, these days, thinking of a career in terms of organisational hierarchy is no longer the norm. The modern career path is now treated as a series of experiences, each providing you with opportunities to

For a deeper dive into the various HR career path options, the core HR competencies, and how to map your HR career progression, read the full blog article here.

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Contributors

Vera Njong Is an Industrial Engineer and Business Strategist at Legion Business Operations Consulting and Technologies (LOTS). She is also the founder and Managing Director of Akah Consultancy where she assists companies to enhance efficiencies and profitability and reduce costs and waste. She specialises in business process reengineering and optimisation, strategic planning, performance management, operations management, and organizational culture and change management.

Dr Dieter Veldsman Dr. Dieter Veldsman is an organizational psychologist with 15+ years of experience across the HR value chain and lifecycle, having worked for and consulted with various organizations in EMEA, APAC, and LATAM. He has held the positions of Group Chief People Officer, Organizational Effectiveness Executive, Director of Consulting Solutions, and Chief Research Scientist. He is a regular speaker on the topics of Strategic HR, Future of Work, Employee Experience and Organisational Development.

Aletta Shikololo Aletta is an award-winning journalist, creative writer, and media practitioner.

She currently works for the New Era newspaper. She has extensive experience in marketing, having successfully executed marketing campaigns for clients in the retail and technology industries.

Sandra Marini Sandra is a recruitment consultant currently working for Recruitment Matters Africa. She has global experience in talent sourcing, recognition programmes, employee engagement, and communications.

Matji Kandovazu Matji is a Human Capital Practitioner with extensive experience in the logistics and FMCG industries. She is currently an HR consultant at Esquire, where she consults on labour relations, organisational development and general HR management.

Shikesho Jacobina Jacobina is a Wellness Officer and Social Worker in the Ministry of Health and Social Services. She is also a co-founder of bwell, a Namibian web-based mental health services platform and mental health improvement movement.

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