PulseHR Magazine Issue.3

November 2023 | Issue. 3

Institute for People Management:

Reflecting on the Journey so far and casting a new vision for the future

Technology advances that will influence HR by 2030:

Applied AI and Machine Learning

Ghosts in the Workplace:

Detecting and Preventing Payroll Fraud in the Workplace Building Futures One Post at a Time:

An Interview with Mel, The Job Opportunity Champion Selecting the ideal employer:

Picking one job offer from several offers

The official voice of HR in Namibia

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The Team Project Lead: Jonas Ileka Editor: Aletta Shikololo Art Director: Hendrik |Gariseb Account Executive: Letisha Matheus 2

Editor’s Note Dear Pulsers,

Content Global HR Trends

advances that will influence HR by 04 Technology 2030: Applied AI and Machine Learning Events

HR Forum explores technology and AI in the 06 Africa workplace Foresight

in the Workplace: 08 Ghosts Detecting and Preventing Payroll Fraud in the Workplace

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Culture is key to business growth and survival: Does your organisation have one?

Conquering End-of-Year Fatigue

Law@Work

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Labour Matter: Gross Insolence

HR Champions

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Building Futures One Post at a Time: An Interview with Mel, The Job Opportunity Champion

Feature Story

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This time, our cover story showcases an industry luminary, Tim Ekandjo, whose vision to professionalise the HR profession in Namibia has helped to shape and shine a spotlight on the HR profession. In the candid interview, Ekandjo reflects on IPMs 11 plus years of existence and casts his vision for the future of the professional body and the HR profession in Namibia.

The Unlikely HeRoes of Digital Transformation

Wellness Corner

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Welcome to the third edition of Pulse HR magazine, your premier source for navigating the ever-evolving landscape of human resources in Namibia and beyond.

Our latest issue is centred on HR technology and the role of the HR practitioner in enabling digital transformation.

Institute for People Management: Reflecting on the journey so far and casting a new vision for the future

Diaspora

You Don’t Need to Sacrifice Your 20 Why Passions for Your Career…

Academic World

towards sustainable 22 Moving development in Industry 5.0

As the year winds down, it’s common for both employees and organisations to slow down. Our feature on conquering end-of-year fatigue offers advice on staying energised during this period to help you power through in a healthy and budget friendly way.

Among the thought-provoking articles featured in this edition are career tips to help you select the right employer when you get an offer, and an inspiring opinion piece on how HR practitioners can claim their rightful place as strategic partners by going beyond what is typically expected.

We’re delighted to see our community of HR Pulsers growing. Your contributions, feedback, and engagement continue to inspire us, and we are committed to making each issue even more informative and insightful.

Thank you for being part of our vibrant community, and for your unwavering support. We encourage you to share your thoughts, ideas, and success stories with us.

Together, we will continue to push the boundaries of HR excellence.

Thrive

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Selecting the ideal employer: Picking one job offer from several offers

Warm regards Aletta Shikololo

Opinions

Power of HR: 26 The Enabling Success Beyond Boundaries Employee-Manager Relationships 28 Why Make or Break a Company

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Global HR Trends

Technology advances that will influence HR by 2030:

Applied AI and Machine Learning Written by Dieter Veldsman, Annelise Pretorius

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n the past, HR has been criticised for slow adoption of new solutions, reactive approach, and lagging value creation the business seeks.

Our recent report for the Academy to Innovate HR (AIHR) highlighted the importance of digital HR for the success of the human resource function. As new technologies emerge, we will again be challenged by the business to adapt, adopt and evolve if we are to remain a relevant and value-adding strategic partner. If not, we risk being relegated back to the “support” function of old, and the advances made in the strategic HR positioning since the early 2000s and the ground gained during the pandemic become irrelevant.

However, there is an opportunity for HR to grasp the window of opportunity, and there are four technological advances that HR can utilise to its benefit over the coming years leading up to 2030.

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In this article, we explore how Applied AI and Machine Learning will influence HR by 2030, and provide practical recommendations and tangible actions that serve as a plan of action for HR practitioners.

Artificial Intelligence Artificial intelligence will become more human-like and integrated into our daily lives, both in our personal lives and at work. We already see the first indications of this in voice technologies, facial recognition, and voice assistants. Applied AI will become mainstream, and engaging with AI will become a natural phenomenon.

AI tools and “ Introducing solutions in delivering

HR services requires collaboration with an IT team to ensure that programs are appropriately trained based on company policies and procedures.

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We can expect more and more AI-enabled activities to become part of our work in HR. For example the learning domain: AI will be the primary driver of learning recommendations based on collected personal data and underlying competency models that draw on realtime assessment data.

• Compensation and rewards: AI will allow for personalised reward recommendations, leading toward a new approach to designing incentives, pay structures, and bonuses.

• Talent acquisition: HR will use AI to suggest candidates in existing employee networks for current and future opportunities while optimising and personalising our approach based on individual talent preferences to improve the experience and create a higher likelihood of talent joining the organisation.

• Turnover and retention: HR will use AI to predict turnover and retention risk based on data-driven indicators that provide realtime insight. These insights will be used to proactively mitigate the turnover intention of top talent and improve the availability of current skills.

DEIB: AI will contribute to DEIB initiatives, whereas in the past, it has been cited mainly as detracting from DEIB efforts. AI can help HR to write more inclusively, highlight potential bias and translate key messages into numerous languages while also identifying opportunities to communicate in ways aligned with organisational values and culture.

Applied AI in HR A financial services business created an AI-driven Chatbot called Nemo that acts as the first point of contact for employee queries, guides managing content queries on HR practices, and helps employees navigate policies.

Textio is an augmented writing platform that helps companies boost job applications by writing highly targeted job posts and detecting social biases throughout the candidate journey to promote inclusive talent attraction.

How should HR prepare?

HR teams must start integrating AI solutions into current HR processes. Start using trusted and reputable AI solutions within high-volume methods, such as graduate recruitment or CV screening.

You can also use pre-designed chatbots to remove repetitive HR work. Start incorporating these technologies into your HR delivery model.

Introducing AI tools and solutions in delivering HR services requires collaboration with an IT team to ensure that programs are appropriately trained based on company policies and procedures.

While major advances have already been made in terms of the quality and accuracy of content produced utilising ChatGTP and other generative AI tools, they are still subject to inaccuracies and biases. This has become especially evident in cases where companies have used AI in their hiring processes. Therefore, it is essential that the right governance and review systems are put in place to ensure that these tools are used ethically and in line with the ever-developing regulatory landscape.

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Events

Africa HR Forum explores technology and AI in the workplace

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he Africa HR Forum 2023 recently launched in Malabo, Equatorial Guinea shone a light on Artificial Intelligence (AI) in the African context.

The HR networking event brought together thought leaders, industry experts, and professionals that delved into integration of technology and artificial intelligence (AI) in the African workplace. It shone a light on the challenges and opportunities that come with adopting these technologies while also exploring their impact on digital rights, society, and how they can revolutionise human capital management in Africa.

The event featured keynote speeches from notable figures, including Minister of Labour Employment and Social Security, Alfredo Mitogo Mitogo Ada; Minister of Public Function and Administrative Reform; Eucario Bacale Angue; Vice Minister of Transport, Post Office, and New Information and Communication Technologies, Don Candido Muatetema Baita; President of the Society for Human Resource Management, in the United States of America (USA) Johnny C. Taylor, Jr; as well as Yolanda Asumu, the Founder and Promoter of Africa HR Forum.

Adding further depth to the event were insights from industry experts Filiberto Mba Obama, Founder of DATA EG, and Oscar A. Nchaso Bekari, Executive Director of Dreams Hub. The event’s highlights included impactful panel discussions featuring industry experts representing sectors such as Human Resources, Telecommunications, Government Data Systems, Technology, Banking, Legal & Compliance. The panelists included Angela Eseng Mba Mangue, Director of WOOMAX; Angela Eyi, Human Resource Director at MUNI; Don Melanio Ebendeng Oyana, Director General of the National Center for the Computerization of the Public Administration of Equatorial Guinea (CNIAPGE); Gemma Jones Ndjoli, CEO of Jones & Sacristan Abogados; Olga Beng Nee Bilogo, Human Capital Director at BGFI Bank; Ines Felipe A. Eni Ayeto, Human Resources Generalist at MEGPL (Marathon Oil); and Teodoro Bonsundi, CEO of CGSL ICT Consulting.

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The enriching discussions were expertly moderated

by Jeromino Mba Oyono Nguema, President of the Association of EG HR Professionals, and Maria Concepción Esuba Renedo, Founder of EVICON.

Key takeaways from the panel discussions 1. It’s crucial to address the existing skills gap and invest in comprehensive training programs to equip the workforce with the necessary skills for embracing digital transformation.

2. Ensuring digital rights and ethical implementation is paramount, calling for clear guidelines and regulations to ensure fairness, privacy protection, and transparency in technology and AI usage.

3. Technology and AI can significantly boost productivity, streamline processes, and foster innovation. Leveraging technology to enhance human capabilities allows employees to focus on tasks that require creativity and critical thinking.

4. Regarding the specific application of Technology and AI in the African context, there’s a pressing need for collaborative efforts between the public and private sectors, academia, and technology providers to drive adoption and innovation. This includes knowledge sharing, resource pooling, and forging partnerships to overcome challenges and expedite implementation.

The well-attended launch wrapped up with a networking session, providing attendees with the opportunity to connect with other HR professionals and stay updated on the latest industry trends.

The launch, a platform for empowering Africa’s workforce, was organised by iCUBEFARM, the proprietor of Africa HR Forum. The event aligns with Equatorial Guinea’s Agenda 2035 for economic diversification and workforce empowerment.

This was made possible through partnerships with the Government of Equatorial Guinea, the Society for Human Resource Management - USA, and technical support from the Association of EG HR Professionals.

This monumental event wouldn’t have been possible without the generous support of esteemed sponsors, including EVICON, DATA EG, WOOMAX, Jones & Sacristan Abogados, CNIAPGE, Muni, Marathon, GITGE, Okume VZ Production, Bilateral Chamber, BGFI Bank, and Colinas Boutique Hotel. The event also received significant backing from official media partners such as the AFRICANIAN digital magazine, AHORA EG, Pulse HR magazine, and Real Equatorial Guinea.

For more information about the upcoming Africa HR Forum and the HR Insights Series, which will continue to drive conversations about Technology and Artificial Intelligence in the African workplace, visit https://www. africahrforum.com/hr-insights-series-2023/.

crucial to “ It’s address the existing skills gap and invest in comprehensive training programs to equip the workforce with the necessary skills for embracing digital transformation.

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Foresight

Ghosts in the Workplace:

Detecting and Preventing Payroll Fraud in the Workplace

Written by Jonas Ileka

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n increasing number of businesses face the haunting phenomenon of ghost employees draining companies of their resources and undermining their financial stability. These ethereal figures lurk in the shadows, existing only on paper, yet their impact on organisations can be very real and detrimental.

Ghost employee incidents typically involve individuals fraudulently listed on an organisation’s payroll but do not work for the company. They can be fictitious people or former employees who were not removed from the payroll system after leaving the company.

This practice allows perpetrators to syphon funds through unauthorised salaries, benefits, or bonuses, causing financial losses and potential legal consequences for the organisations involved.

In Namibia, there have been several instances where government entities and private companies have discovered ghost employee schemes. These schemes are a form of internal fraud that can persist for extended periods before detection, and they often involve collusion between dishonest employees and individuals responsible for payroll processing.

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Prominent Cases In 2022, a fish processing plant in Walvis Bay discovered 127 ghost employees on their payroll. This list included former employees and their family members.

It was reported that this scheme costed the company between N$2.22 million and N$7.94 million.

Management decided to cease salary payments for the ghost employees pending investigations, and requested that the employees themselves contact the company to verify their previous employment details.

In another incident, a government ministry discovered a ghost employee scheme between 2017 and 2018, totalling N$13 million. The ministry took internal disciplinary measures and laid criminal charges against the 23 staff members implicated in the matter.

Additionally, the ministry implemented strategies and controls to mitigate these challenges by implementing an annual payroll verification and headcount exercise, and conducting monthly pay sheet reconciliations.

In 2023, an audited financial report for another ministry found that deceased workers’ compensation were still active on the ministry’s payroll.

employees can erode public trust and “ ghost investor confidence, tarnishing the company’s brand image and investor relations.

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The report, however, neither indicated the number of ghost employees nor the losses incurred by the ministry as a result. In response to the audit findings, the ministry has undertaken to complete a database of all compensation awards active on the payroll system by using information from the Social Security Commission, to allow for an annual payroll verification exercise. Moreover, the Auditor General recommended that the accounting officer put measures in place to ensure that all deceased workers’ compensation are removed from the payroll system to prevent a repeat.

Implications and Dangers The presence of ghost employees can unleash a chain of detrimental consequences.

The unauthorised payments to these fictional workers drain an organisation’s financial resources, dealing a blow to profitability and impeding growth prospects.

Companies also risk facing lawsuits, audits, and penalties from government authorities due to noncompliance with tax and labour laws, inviting legal and regulatory complications. Additionally, ghost employees can erode public trust and investor confidence, tarnishing the company’s brand image and investor relations.

Moreover, the discovery of ghost employees can lead to a demoralised workforce, as honest employees feel undervalued and unmotivated, ultimately resulting in decreased productivity and increased turnover.

Exorcising Ghost Employees HR professionals can take proactive measures to prevent and detect ghost employees. First and foremost, organisations should establish rigorous onboarding and offboarding processes, ensuring that only legitimate employees are added to or removed from the payroll system. Regular audits and reconciliations of payroll records are crucial to identify discrepancies and unauthorised entries. A clear segregation of duties must be enforced to strengthen internal controls, assigning different individuals to handle payroll processing, data entry, and approvals.

Moreover, mandatory verification checks using official documents, such as government-issued IDs and social security numbers, are vital in confirming the identity and legitimacy of employees.

HR professionals can play a pivotal role in safeguarding their organisations from ghost employees. Diligent oversight, transparency, and adherence to best payroll practices can ensure businesses remain financially secure and maintain their integrity.

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Foresight

The Unlikely HeRoes of Digital Transformation Written by Vivette Rittman

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n this era of digital disruption, where companies are racing to embrace technology, one unlikely hero has emerged - Human Resources (HR). The HR department has become a crucial strategic partner for companies embarking on digital transformation journeys. In the past, digital transformation efforts often fell short of their intended objectives, primarily because they were not “human-centered.”

Organisations are thus increasingly pivoting towards a “human-centered digital transformation.”

Essentially, this is about putting people at the heart of the transformation process. It’s not just about fancy gadgets and sleek software; it’s about understanding what tools employees need in order to work smarter.

Instead of IT dictating digital transformation, employees need to be equipped to co-create digital solutions that are fit for their specific purposes.

Sara Teitelman, Co-Founder, and CEO of Ideal State, emphasises this point, stating, “Digital transformation can only succeed if it’s human-centered. You can deploy cutting-edge technology, but if the solutions don’t align with people’s specific needs, or if you fail to properly support them through this change, that awesome tech will be dead on arrival.”

How many times has your company introduced digital solutions meant to boost productivity and address workflow issues, only to see them fail? More often than not, it’s due to a lack of consultation with staff before the solution is implemented and launched. HR plays a crucial role in facilitating this process and ensuring that staff have the necessary skills to utilize the introduced technology.

As the famous quote goes “Culture will eat strategy for breakfast”. Organisational culture is always the most significant factor in any transformation 10

activity. HR acts as cultural architects by creating an environment where employees feel safe to embrace change. People tend to resist change, especially after the chaotic pandemic years, so it’s essential for HR to lay the groundwork for staff to embrace upcoming transitions. This involves creating a corporate culture that views failure as an opportunity for learning.

The foundation of digital transformation lies in the continual optimisation of digital solutions, which can only happen if companies are not afraid to experiment - and experimentation often involves failures.

Establishing a culture of experimentation requires HR to become cheerleaders of learning. HR assists in designing training programs that help employees acquire new skills and become “digital-savvy ninjas”.

In Namibia, where digital literacy levels are relatively low, many shy away from new technologies because they are intimidated by the unfamiliar and are afraid to learn new things. HR serves as the experts needed to overcome this hurdle and increase adaptation to proposed digital solutions.

Lastly, HR acts as talent scouts who actively seek out the right talent to drive the digital transformation train. They aren’t merely looking for tech wizards but individuals who can adapt and thrive in a rapidly changing landscape. They ensure that the right skills are placed in the right positions for current and future alignment.

In the digital age, successful digital transformation isn’t solely about having the latest technologies. It’s about having a team of empowered, adaptable, and happy employees who are ready to tackle the challenges of the digital frontier. HR, with its focus on the human aspect of transformation, has evolved into the strategic partner that every company needs on this essential journey.

Foresight

Culture is key to business growth and survival Does your organisation have one?

Written by Popyeni Kaxuxwena

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hile organisational culture is a term frequently mentioned and heard, many people still do not fully comprehend what it entails.

To set the stage, let’s consider this definition from a respected scholar: “Culture is the total accumulation of beliefs, norms, activities, and communication patterns of an identifiable group of people.”

Simply defined, it is a way of doing things for a specific group of people. We also see a convergence of rules and regulations, which are used to identify the acceptable norms of behavior and shared beliefs within a group of people. The marriage of the two words, organisation and culture, allows us to identify the type of environment in which employees work.

Organisational culture is the way people work together, cohabit, dress, their use of language, and, most importantly, how they execute tasks to achieve the organisation’s vision.

My first job in the 90s was as a waiter in a restaurant, which had a culture that was so distinct that even as a customer, one could recognise it. Windhoek had three well-known restaurants in the 90s, namely Grand Canyon Spur, Saddles, and Mikes Kitchen. Each of them were known for a specific type of food: Spur for spur ribs, Saddles for burgers, and Mike’s Kitchen for milkshakes.

The cultures of each of these establishments were intriguing. From my work experience at Spur, the culture was easily visible. From the interior design in the style of a native American tribe, to the dress code of the waiters and, even how they greeted you at the door. Anyone coming into Spur had the same experience; young and vibrant waiters and waitresses, welcoming smiles, and a clown holding balloons to further excite the kids as they walk in with their parents. As a new employee, you had to adopt these characteristics in order to become part of the group.

All of these traits make up what we call organisational culture.

Sadly, I have worked for companies where most people don’t know what the organisational culture is. In fact, asking them about work culture is like asking someone who studied in the social field to take a physics exam.

Knowing and understanding the organisational culture allows employees to align themselves with the

organisation’s vision and mission. When a company does not embed the organisational culture during onboarding, an employee is likely to be uncertain about the acceptable behavior and norms. The organisation’s core values should outline how things should be done.

Let’s explore three practical approaches to help you foster a meaningful culture within your organisation.

Dress code Everything revolves around presentation. The image of employees’ should align with the target clientele.

An example would be formal wear Monday through Thursday, followed by jeans and company-branded t-shirts on Fridays, or African wear on the last Friday of each month. At work, sandals and shorts are normally not allowed. This of course dependents on the type of industry.

Visible core values Make the organisational values visible. Ensure that each employee understands and lives by the organisation’s core values. It is not about imitating what everyone else is doing, but truly embodying the organisation’s values.

Onboarding made easy Make the onboarding process enjoyable. Reduce the stress of the new employee, who has just completed the often-tedious journey of job searching and interview preparation, by guiding them through the onboarding process with enthusiasm. The onboarding process is a great opportunity to introduce and model the organisational culture.

There are many more ways to help your organisation create and embed a unique culture. The true measure of success lies in your ability to boldly, and with unwavering clarity, declare your answer to the fundamental question: “What defines your work culture?” Perhaps the reason why, from the three restaurants, only Spur is still open today boils down to that very question. #LetsWork Popyeni Kaxuxwena is the author of the book ‘Let’s Work’ Growing beyond a job description. He is also a keynote speaker on work ethics and a training facilitator at Let’s Work Commercial Group cc. You can reach him via email: popyeni@letswork-cg.com 11

Wellness Corner

Conquering End-of-Year Fatigue Written by Jonas Ileka

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ou’re sitting at your desk, surrounded by stacks of paperwork, your inbox overflowing with unread emails, and a to-do list that seems to grow longer every hour. The holiday season is just around the corner, and you’re overwhelmed by the anticipation of family gatherings, travel plans, and the shopping frenzy.

You think about all the ambitious plans and new-year resolutions that you made at the beginning of the year.

Each day feels like a mad dash to the finish line, leaving you drained and weary. This is the end-of-year fatigue in action.

End-of-year fatigue is the cumulative wear and tear that builds up as we approach the holiday season. It’s a blend of physical and mental exhaustion resulting from the demands of work, family commitments, and holiday preparations. It’s that feeling of being stretched too thin, like a rubber band about to snap.

Burnout The pressure to meet end-of-year targets and wrap up projects can lead to work burnout. You’re pushing yourself to the limit, and it shows in your declining productivity, motivation, and overall job satisfaction.

On the personal front, holiday preparations can add an extra layer of stress. Traveling, renovating, shopping, decorating, and coordinating family plans can be timeconsuming and emotionally draining.

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End-of-year fatigue isn’t just in your head; it can manifest physically too. Poor sleep, unhealthy eating habits, and a lack of exercise often accompany this exhaustion, leading to a weakened immune system and a higher risk of illness.

Impact on Personal and Work Life End-of-year fatigue doesn’t discriminate; it affects every aspect of your life.

At the office, your fatigue can lead to decreased productivity, errors, and missed opportunities, which could affect your long-term career prospects. It can also strain your personal relationships, as you might not have the patience or energy for the joyous moments the holidays offer. You might find yourself snapping at loved ones or withdrawing from social activities.

Managing End-of-Year Fatigue 1. Prioritise Rest Rest is your best ally in combating fatigue, and it’s budget-friendly. Schedule regular breaks and ensure you get enough sleep.

2.Set Realistic Goals Manage your expectations both at work and in your personal life, and learn to say no when necessary. Don’t overcommit.

3. Delegate and Share Tasks Delegate tasks and share responsibilities with colleagues, family and friends, turning work and/ or festive preparations into a collaborative effort.

Don’t shoulder all the responsibilities alone.

4. Exercise and Nutrition Regular physical activity and a balanced diet are essential for combating fatigue. You don’t need an expensive gym membership; simple home workouts and affordable, healthy meals can do wonders.

5. Seek Support Talk to your supervisor about your workload and request help or adjustments if needed. At home, communicate your feelings with your family and ask for assistance where possible.

End-of-year fatigue is a common and challenging foe, but with the right strategies, you can navigate this demanding season while taking care of your physical and mental well-being. You can conquer end-of-year fatigue and enjoy a more fulfilling holiday season, both at work and at home, by prioritising self-care, setting realistic goals, and leaning on your support system.

can conquer “ You end-of-year fatigue and enjoy a more fulfilling holiday season, both at work and at home, by prioritising self-care, setting realistic goals, and leaning on your support system.

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Law@Work

Labour Matter: Gross Insolence

Coca-Cola Namibia Bottling Company (Pty) Ltd v Nghiyoonanye in the “ Insolence employment situation is based on the employee’s obligation to show common respect and good manners towards his or her employer.

Insolence has been described as impudence, cheekiness, disrespect and rudeness.

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Written by Tutala Uushona

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ross Insolence is a common law act of misconduct which ordinarily – in the event of a guilty finding - carries a presumption of dismissal even as a first offence. As a common law offence, an employee may be charged with gross insolence whether such offence is listed under the employer’s code or not. Like gross insubordination, gross insolence is one of those charges that is often misused and proffered – inappropriately – as a charge in various circumstances. One such instance can be found in the matter of Coca-Cola Namibia Bottling Company (Pty) Ltd v Nghiyoonanye, the analysis of which forms the basis of this article. Central to this discussion, and the Judgement of Justice Parker, is the circumstances under which a charge of this magnitude may be deemed inappropriate and the impact such a finding may have on determining a labour dispute.

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In this matter, the regional logistics manager of Coca-Cola Namibia Bottling Company (the appellant) overheard the first respondent speaking with colleagues. The first respondent stated that the COVID-19 pandemic was brought to Namibia by white people, and they should leave the country.

Upon hearing this, the manager requested that the statement be repeated, which the first respondent did. The first respondent’s supervisor, having noted the comment may have offended the manager – who was white – directed the first respondent to apologize to the manager, which instruction was obliged. Nonetheless, this culminated in the charging of the first respondent with gross insolence and his subsequent dismissal, which dismissal was upheld by an internal appeals body. However, upon application to the Office of the Labour Commissioner and the

institution of arbitration proceedings, the arbitrator found that the dismissal constituted an unfair dismissal in terms of section 33 (1) (a) of the Labour Act No. 11 of 2007.

of material with probative value, be facts and evidence brought forward by the initiator during the initial disciplinary process up and through to the arbitration to sustain the same under Namibian law.

The Appellant appealed the decision of the arbitrator, and the matter was placed before the Labour Court with Justice Parker presiding. Justice Parker defines the charge of gross insolence as;

Taking into consideration the findings in the matter, at most the first respondent may be rightfully accused of failing to abide or aligning himself with the ethos of the company or its values, promoting discriminatory sentiments that may adversely impact the harmony and unity of the organisation and/or propagate incendiary views. However, none of these would constitute a dismissible offence. In fact, it is noteworthy to reiterate here that the objective of disciplinary proceedings should primarily be corrective and not punitive. In the circumstances, corrective action was certainly warranted. It is an employer’s responsibility to ensure that its employees understand its values and policy against discrimination and to inculcate such values therein. Take into account for a moment that the first respondent had been in the employment of the appellant for a period of 30 years, nearly as long as Namibia has had its independence. It is reasonable to presume that such an individual may not be sensitized as to the inflammatory nature or impact of such statements. Further when prompted to apologize, he did so without hesitation, noting his supervisors concerns as to the potentially offensive nature of the statements.

“Insolence in the employment situation is based on the employee’s obligation to show common respect and good manners towards his or her employer. Insolence has been described as impudence, cheekiness, disrespect and rudeness. To constitute misconduct in an employment situation, it should be directed towards the employer. The ‘employer’ includes managing directors, managers and supervisors and such like officials who stand in authority over the employee in question.”

The principle considerations arising from the Labour Court appeal, are as follows; a) Was there an element of disrespect in the first respondent’s expression of the sentiments stated to his colleagues and subsequently to the manager? b) In the event the above is answered in the affirmative, was such statement geared towards the employer, its officials, or anyone in its employment?

From a reading of the arbitrator’s award, it is evident that the advancement of the apology from the first respondent to the manager was relied upon in amplification of the appellants case. Justice Parker expeditiously dispenses with this aspect in his judgment, by stating that the apology cannot be considered as an admission of guilt on the part of the first respondent. The reasoning for the conclusion, succinctly restated, is quite simply that the apology was tendered pursuant to a direct instruction from the first appellants direct supervisor. It was, essentially, simply a subordinate following an instruction.

Turning to the two questions stated above, Justice Parker in arriving at his judgment found that the first respondent had in no way acted disrespectfully and nor were his sentiments geared towards his employer or anyone in its employment and thus did not meet the threshold of warranting the charge of “gross insolence”. It is this writer’s observation that often when an employer anticipates a guilty finding (or strives for one) and subsequently a sanction of dismissal, they often place the term “gross” on any given charge without due consideration for what this entails. Gross insubordination, gross negligence and gross insolence are far too commonplace in labour disputes, despite the lack of a factual grounding to sustain the allegation. There must, as a consideration

An additional note on this judgment is the discussion as to the alleged irretrievable breakdown of the employer-employee relationship and the reliance thereon to negate the reinstatement of the first respondent. Justice Parker in his analysis considered what was submitted on the LC 21 form before the Office of the Labour Commissioner where the first respondent in his summary clearly indicated that he was praying for reinstatement, and the arbitrator in his analysis of the evidence brought before him found it sufficient to reinstate the first respondent. This is a very important part of the award especially for a layman because the arbitrator in his powers as set out in terms of section 86 (15) of the Labour Act, 2011 (No. 11 of 2007) may order various awards and it is important to clearly indicate what would be considered as resolution to a dispute when referring a matter for arbitration.

Justice Parker in his analysis and application of labour law principles, redressed labour injustice in arriving at this judgement. It is this writer’s opinion that this judgement echoed the objective of the disciplinary process being corrective in so far as resolving labour matters.

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HR Champions

Building Futures One Post at a Time:

Written by Jonas Ileka

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A

midst the buzz of the internet and social networks, Meliza Kahambundu stands out as a beacon of hope for countless job seekers, working tirelessly to share job opportunities and reduce unemployment, one post at a time.

The hashtag #vacanciesinnamibiabymel has grown into a household brand, and Mel, as she is affectionately known, has built one of the biggest online communities in Namibia, amassing over 14 000 followers on LinkedIn alone. Balancing her career with a strong commitment to doing good, her journey portrays how one person’s efforts can make a big difference.

In this exclusive glimpse into Mel’s remarkable journey, we explore how she turned a simple idea into a powerful movement for good.

Briefly share your journey, and what inspired you to start this initiative?

My background is actually in the human resources space, specifically within the recruitment function, which actually broadened my knowledge in terms of what makes a CV stand out from the crowd. This led me to assisting job seekers with CV revamping, which enabled them to get their dream jobs. I then thought to myself, what else can I do to help others know about job opportunities that are out there? At the core, the idea was to help job seekers that are either unable to buy newspaper every day or simply don’t have time to surf through the internet daily. This is why I decided to come up with #vacanciesinnamibiabymel; a one stop shop to find vacancies, tenders and internship opportunities.

Walk us through the initial steps you took to establish your presence and build a following on platforms like LinkedIn? To be honest, I didn’t even think about growing an online presence. My focus was on solving the challenge of access to vacancies and other opportunities. It was all for my fellow brothers and sisters.

How do you ensure the job opportunities you share are credible and beneficial for job seekers?

Job hunting can be risky, draining and stressful. The vacancies I share on a daily basis are credible because they extracted from the main newspapers, namely The Namibian and Republikein. Other vacancies are gathered from company websites and social media platforms. So my platform allows to job seekers to relax and surf through my LinkedIn profile for opportunities that matches them, in a safe and easy way.

How do you balance this initiative with your career and personal life?

When you have a passion to help people it becomes second nature and you don’t even think about it. Each day I try to assist someone, this is my small way of making the world a better place.

Do you have any advice for those who want to follow their passion while pursuing their careers?

Put your plan in motion and remain consistent – that’s the key. Firstly, think about your content and how it relates to your audience and the problem you are trying to address. Secondly, if you are afraid to try, you will never know what could have been. Personally, the best advice I have ever received is that you must be brave to face your fears and just start.

What do you find most fulfilling about your work and what keeps you going?

Each day you learn something new. I have set myself goals that I want to reach, and being self motivated and determined keeps the wheels rolling.

tend to sell “ Candidates themselves short. Even though they might be strong candidates with a lot of potential, the quality of their CVs and documentation do not do them justice.

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In what ways do you see your initiative evolving and expanding in the future?

I have added reviewing and revamping CV and LinkedIn profile updates to my service offering. I have been offering these services for free until now.

I realised that there’s really a need for this type of services, because while shortlisting candidates for various positions I noticed that candidates tend to sell themselves short. Even though they might be strong candidates with a lot of potential, the quality of their CVs and documentation do not do them justice.

Mel is a true HR champion, who puts the needs of others before her own. She has created not just a platform, but a lifeline for those in search of opportunities. Her journey is a testament to the fact that in a world often preoccupied with personal interests and pursuits, there are individuals like Mel who selflessly craft bridges to brighter futures, embodying the timeless adage that the measure of one’s success is not just personal accomplishment but in the positive impact they leave on the lives of others.

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Written by Aletta Shikololo

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im Ekandjo wears many hats, but he is most well known as the voice of Mobile Telecommunications Company (MTC), in his role as the head of Corporate Affairs. However, very few people outside the HR profession know that Ekandjo is a formidable HR practitioner and that he doubles up as MTC’s head of Human Capital.

He is also the visionary behind the Namibia Institute of People Management (IPM), Namibia’s first HR professional body. IPM represents the human resource and people management fraternity in Namibia and has been in existence for over a decade.

Pulse HR had the privilege of sitting down with Ekandjo in his capacity as Founder and President of IPM, to reflect on the professional body’s journey thus far and gain insights into its plans for the future.

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Take us back to the inception of the IPM. What inspired you to establish this professional body, and what were the initial goals you set out to achieve?

In 2011, I gathered a group of HR professionals for a breakfast meeting at Country Club and expressed my concern about the lack of standard and professionalism in the HR profession. At that meeting we took a resolution to establish the Institute of People Management of Namibia with the assistance of IPM South Africa who guided us. The key objectives were really to instil a sense of professionalism in the profession, ensure that every practicing HR professional is properly accredited and create opportunities for networking and learning by making IPM the voice of the profession.

Could you highlight some of the milestones and accomplishments that IPM has achieved since its establishment?

It is important to understand that IPM is really just a body.

IPM is not the President but all HR professionals. The body’s strength or weakness is therefore a reflection of its members. For starters we have consecutively held 12 annual conferences and imparting knowledge and skills by making these platforms a great learning experience for all our delegates. After every conference we adopt key resolutions, and I can confidently say that we have achieved about 80% of those resolutions over the last 12 years. A few years ago, we engaged the National Planning Commission on the National Human Resources Plan for the country and allowed all our members to give input. We have addressed issues such as unemployment, internships and many other key issues that are paramount for our development.

Building a reputable professional body requires dedication and collaboration. How have you fostered partnerships and collaborations to support IPM’s growth and influence?

The support of any professional body really depends on the strength and appetite of support from its members.

There must be an overwhelming willingness to participate.

In Zambia for instance, it is compulsory by law for every practicing HR professional to register with IPMZ which is unfortunately not the case here and that is why we have so many ethical issues and concerns in the profession because we have not been properly regulated. Since our inception we have always relied on the support of IPM South Africa which is now over 62 years old. We have also quickly established ourselves as a credible partner for so many government institutions and corporates in both public and private

sector as an organisation that is committed to assisting the country develop its Human Resources.

One of IPM’s key objectives is to promote excellence in the field of people management. Could you share some examples of the initiatives and programmes that IPM has undertaken to enhance the skills and knowledge of HR professionals in Namibia?

The set up of IPM is such is that we simply provide platforms for learning and development and we do so by bringing in various experienced experts to share their knowledge at our annual Conferences. We would have loved to do more by organising various workshops throughout the year, but we have unfortunately not been able to do so because of a lack of budget, seeing that we are totally reliant on individual and corporate membership.

Looking ahead, what is your vision for IPM? Are there any upcoming projects, initiatives, or strategic directions that you’d like to share?

The vision is really to see every practicing HR professional registered. We want every corporate in Namibia to take up corporate membership because these funds will allow us to do much more than just the annual conferences. It will allow us to embark on critical research as far as skills and talent development is concerned and make ourselves even more relevant in terms of our national contribution. In the next year, I want to handover the IPM Presidency to a competent and dedicated HR professional and ensure that my predecessor gets the necessary support to take IPM into the next 10 years.

Finally, what advice would you offer to young professionals aspiring to excel in the field of HR, and how can IPM play a role in their professional journey?

IPM wants to play a key role in terms of educating students as early as Grade 10-12 about the profession and get them interested from an early age. We want to get involved in skills development, career fairs and market ourselves in the interest of the profession which we serve.

If Namibia is to achieve its vision of becoming a prosperous and industrialised nation, developed by its human resources, HR professional bodies such as IPM have a pivotal role to play in elevating the field and enhancing the competence of HR Professionals. IPM continues to play its part in professionalising and credentialing HR within Namibia, on the wider continent, and even globally.

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Diaspora

Why You Don’t Need to Sacrifice Your Passions for Your Career…

Written by Aletta Shikololo

Simon’s daring double life as a stunt performer and architect

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imon Shiyamba (29) effortlessly navigates between two contrasting worlds. When he’s not occupied with designing structures, he seamlessly transitions into the role of a fearless stunt performer and action actor, mesmerising audiences with his awe-inspiring on-screen feats.

In an exclusive interview with PulseHr, Simon shares his journey, his adventures in the cinematic realm, and his ambitious vision for the future.

Rather than labelling himself as a conventional actor, Simon prefers to identify as a stunt performer and action actor.

He explains, “With action acting, it’s not primarily focused on drama; it involves more surface-level acting. I dub myself a ‘Movie Action Actor’ capable of assuming diverse roles, including that of a villain, while executing stunts,” he candidly states.

Simon’s journey into the world of stunts started in 2016 when he was a mere 21-year-old student in China.

At that time, China faced a scarcity of black performers, and Simon’s untapped potential did not go unnoticed.

Reflecting on those early days, he recalls, “Fortunately, the people around me and those keen on featuring me in films were incredibly supportive and guided me throughout the entire process.”

Despite his initial lack of experience, Simon found himself surrounded by industry gurus who served as mentors, shaping him into the exceptional performer he is today.

“I was exceedingly fortunate due to the shortage of black performers. It forced me to learn rapidly, and that pressure played a pivotal role in shaping me into the performer I’ve become,” he said.

Simon’s impressive filmography boasts numerous appearances, particularly in China, where he starred in eight films, two of which ranked among the top 10 highest-grossing productions in China’s cinematic history. Notable titles include Wu Jing’s ‘Wolf Warrior 2,’ securing the second spot with a staggering box office revenue exceeding USD 874 million, and Dante Lam’s ‘Operation Red Sea,’ occupying the eighth position with a commendable box office revenue of over USD 579.2 million.

“I had the privilege of working alongside Donnie Yen and even had the opportunity to collaborate with Yuen Woo-Ping, the action director for ‘The Matrix, “ Simon proudly reminisces.

Simon’s dedication led him to undergo training under the renowned American stuntman Sam Hargrave, renowned for his contributions to the Marvel Cinematic Universe.

goal is to secure “ My two sources of income.

Additionally, I aspire to introduce the action industry to Namibia and assist budding talents in the field of stunts.

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The future Simon has grand ambitions for his dual careers. As he diligently hones his craft and strives to establish himself in the local film industry, he is also actively building his architectural portfolio and looks to gain more experience in the field of architecture. He shares, “My goal is to secure two sources of income.

Additionally, I aspire to introduce the action industry to Namibia and assist budding talents in the field of stunts.”

Simon firmly believes in the untapped potential of the Namibian film industry, both at the local and international levels. He asserts, “We have the capacity to cater to our local audience and expand onto the global stage.”

Nonetheless, challenges are an inevitable part of the journey. Simon acknowledges one such challenge in the Namibian film industry: the tight scheduling of action sequences. He explains, “Action work demands time and precision. Quality necessitates time, and occasionally, schedules underestimate that fact.”

Simon eagerly anticipates three upcoming projects as part of the “Namibia to the World” campaign. He eagerly remarks, “I’m excited to witness the response of the Namibian audience to these projects. I hope to build momentum and contribute to the production of more action-packed films.”

As Simon relentlessly pursues his dreams in architecture and stunt performing, he imparts a valuable piece of advice: “Never abandon your innate talents. Even if you need to juggle multiple pursuits, if you possess a true desire, you will always find a way.”

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Academic World

Moving towards Sustainable Development in Industry 5.0 …Implications for HR Practitioners

Written by Dr Sulaiman Atiku

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he technological innovations propelling Industry 4.0 have revolutionised business operations in developed and developing countries. In recent times, the need for business process improvement for economic sustainability has dictated the use of Artificial Intelligence (AI), big data, industrial Internet of Things (IoT) networks, automation, and robotics. The proliferation of such technologies in Industry 4.0 often dehumanises the workforce, thereby contributing to the high unemployment rate in developing countries.

Overreliance on such technological innovations for continuous business process improvement and economic sustainability with less concern for other pillars of sustainability is against the principle of sustainable development advocated by the United Nations. The other pillars of sustainability are environmental, human, and social sustainability.

This article offers HR implications for an effective transition into Industry 5.0 and a sustainable economy.

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Adding value to social and economic sustainability The sustainability issues in Industry 4.0 could be addressed using the ecological modernisation model, which suggests the need for responsible business management practices to promote green creativity and eco-innovation and support both short-term and long-term economic sustainability without compromising environmental and social sustainability.

Ecologically sustainable development puts equitable considerations into short-term and long-term economic, environmental, and social sustainability.

Therefore, HR practitioners are expected to develop HR strategies, policies, and procedures for sustainable development in Industry 5.0. The reason is not farfetched, HR practices in recent years have gone beyond adding economic value to the business; they should add value to environmental and social sustainability in developing countries. Beyond strategic human resource management (HRM) practices, there are sustainable HR interventions.

cannot use technology designed for a developed “ We country with an ageing population and a less than 5 percent youth unemployment rate in an economy with a 40 percent unemployment rate.

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To achieve responsible business solutions, there is a need for specific interventions to promote employee green creativity for eco-innovation. HR practises should simultaneously gear towards economic viability, being environmentally friendly (eco-innovation), and being socially responsible (Society 5.0) for sustainable development in developing countries.

Rehumanising process improvement Delivering sustainable values in Industry 5.0 involves rehumanising the business process for sustainability.

Industry 5.0 seeks to rehumanise business process improvement, currently dominated by automation, robotics, and other smart machines, or AI. The proposition towards sustainable development in Industry 5.0 suggests adding human, environmental, and social sustainability into the equation, primarily dominated by technological innovation for economic sustainability. Hence, HR has a role in managing both digital and human labour for sustainable development

in developing economies. For example, a country with over 40% youth unemployment needs to manage both digital and human labour appropriately. We cannot use technology designed for a developed country with an ageing population and a less than 5% youth unemployment rate in an economy with a 40% unemployment rate. In a nutshell, agile HR practitioners in Africa should consider the convergent and divergent issues affecting sustainability when managing digital and human labour for sustainable development in Industry 5.0 because context and realities matter in social and management sciences.

This involves capacity building and developing specific HR strategies, policies, and procedures for sustainable development in Africa.

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Thrive

Selecting the ideal employer:

Picking one job offer from several offers Written by Chidiogo Aguocha-Ikenna (MBA, AITD, SPHRi™, ACIPM)

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ongratulations! You conducted a thorough and successful job search and came away with multiple job offers. While most job seekers worry about only landing one job offer, having a choice between several good job offers is a blessing.

Here’s how you can make the best choice for yourself.

Carefully examine each position’s responsibilities by asking yourself the following basic questions: What are the pros and cons of the job opportunity?

Do you want to stick with what you’ve been doing for years, or are you ready to try something new?

Is there room to grow into a leadership position at this company and is this something you value?

Does the job require you to travel, and does it offer flexibility?

Financial Benefits Although money is not everything, having enough to support one’s lifestyle comfortably is essential.

When deciding between job offers, it is crucial to consider the salary and other benefits that could help you retire comfortably. You could be choosing between two jobs, one paying more but requiring an hour-long commute to and from work, and another paying less but within walking distance from your home. All of these factors should be considered as you make your decision.

Personal Growth and Career Advancement Choose a job that allows you to put your skills and talents to good use. It is rewarding to have a job that values and leverages your skills, knowledge, and experience. A job that allows you to further your education should also be highly considered. When a company’s leadership places a premium on providing employees with opportunities to grow professionally, it shows that it values its workers and sees them as an investment for the company’s future success.

Background Check If you are having trouble deciding between two similar jobs, it might help to get honest opinions from people who know the organisation’s environment, culture, and people. Talk to people in your social circles and people who are either currently working or have worked for the company. It is also helpful to do a quick web search or gather information from other public forums.

Some of the things you might need to ask include specifics like the turnover rate, why the position is open, and the employees’ genuine opinions on what it’s like to work for the company.

Finally, trust your instincts. It’s good to consider the aforementioned factors, but do not neglect to pay attention to your intuition and gut feeling.

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Opinions

The Power of HR:

Enabling Success Beyond Boundaries ...are you ready to take your HR game to the next level?

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n the words of renowned HR guru Dave Ulrich: “The success of HR is not determined by what it does, but what it enables others to do.”

more we move “ The HR outside the

business and take on this strategic perspective, the more visibility we gain. We become instrumental in driving organisational success, and our impact becomes unmistakable.

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As HR professionals, it’s easy to get caught up in the day-today operations of our organisations. We focus on recruitment, training, policies, and employee engagement—all critical tasks, no doubt. However, to truly unlock the potential of HR, we must shift our mindset and embrace a broader perspective.

Our actual value lies in how we enable success for companies, investors, customers, and the community at large. When HR takes on this strategic role, we become catalysts for transformation, driving positive change across every aspect of the organisation.

By nurturing a dynamic company culture, we create an environment where employees can thrive. When we support their growth, equip them with the right tools, and foster a sense of belonging, we empower them to perform at their best. The ripple effect? Increased productivity, innovation, and ultimately, business success. But it doesn’t stop there. HR’s impact extends beyond the organisation’s walls.

We are responsible for connecting with the customer and the community, understanding their needs, and aligning our strategies accordingly. By doing so, we become agents of change, shaping our businesses to meet societal demands and positively impacting the world.

Embracing this broader role means venturing outside the traditional HR silo and engaging with stakeholders across the board. We need to collaborate with leaders, understand their visions, and align our HR strategies with the organisation’s strategic goals. Doing this makes us trusted advisors, contributing to business growth and sustainability.

The more we move HR outside the business and take on this strategic perspective, the more visibility we gain. We become instrumental in driving organisational success, and our impact becomes unmistakable. This visibility not only elevates the status of HR within the organisation but also enhances our professional growth opportunities.

So, my fellow HR professionals, let’s embrace the power of enabling others. Let’s step beyond the boundaries of traditional HR and become strategic partners in our organisations’ journeys. By doing so, we’ll create real value for our companies, investors, customers, and communities.

Together, we can shape the future and make a lasting difference.

How are you stepping outside the HR box and enabling success in your organisation? Let’s inspire each other and unleash the full potential of HR. Anand Pillai is the Chief transformation officer and leadership at Sutherland (India).

He is a seasoned coach and business leader with over four decades of experience in various leadership roles in multinational corporations, including Reliance Industries ( Sr Executive VP), HCL Technologies ( Global Head Talent and Business Transformation), and TATA Group. He is widely regarded as a management expert and author who has made significant contributions to the fields of leadership, organisational transformation, and innovation.

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Opinions

Why Employee-Manager Relationships Make or Break a Company Written by Elago yaNamwandi

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here’s an unspoken truth about the workplace that can no longer be ignored, the relationship between employees and their direct line managers is the linchpin that can make or break a company’s success. This may sound like common sense, but the nuances and implications of this dynamic are more controversial than you might think.

In some companies, employees and supervisors have healthy relationships where mutual respect, collegiality and healthy boundaries are the order of the day. While in other companies, employees and supervisors can barely sit around the same table, and they harbour feelings of resentment and even hatred towards each other. The latter is unhealthy for either party and is certainly not fair to the company, as it affects job satisfaction and productivity.

The Power of Positive Employee-Manager Relationships Studies have shown that engaged employees are 59% less likely to seek a new job in the next 12 months.

Employees who have positive relationships with their managers are more engaged, passionate, and committed to their work because they feel seen and heard, leading to higher levels of productivity and job satisfaction.

Additionally, managers who build strong connections with their team members reduce turnover rates as employees are likely to stick around when they feel valued and supported by their immediate supervisors.

This not only saves recruitment costs but also retains institutional knowledge.

Moreover, healthy relationships foster open and honest communication. This can lead to a more innovative, agile and adaptable organisation as employees feel comfortable sharing their ideas and concerns with their managers.

The Dark Side of Employee-Manager Relationships Controversially, some argue that strong employeemanager relationships can lead to favouritism or biased decision-making. Can personal connections 28

cloud judgment regarding promotions or raises? This raises questions about fairness in the workplace.

Others argue that employees should rely more on their skills and networks to advance their careers rather than solely on managerial support. A strong dependency on one’s manager for career growth and success can hinder an employee’s ability to thrive independently.

It’s also important to note that not all employeemanager relationships are positive. In some cases, toxic relationships and relationship breakdowns can lead to a hostile work environment, creating stress and damaging morale. These situations can result in higher turnover and even legal issues for companies.

Navigating the Controversy Nurturing positive relationships between employees and managers can drive productivity and job satisfaction. Still, it’s equally important to be aware of the potential pitfalls and challenges that might arise.

To strike the right balance, companies should train managers to build positive relationships while remaining fair and impartial in decision-making. This includes training on diversity, equity, and inclusion to reduce bias. Companies should also address toxic relationships swiftly, emphasising a respectful and inclusive workplace culture. Meanwhile, HR departments should proactively address conflicts and provide resources for conflict resolution.

The relationship between employees and their direct line managers is a complex and multifaceted issue that requires a balanced approach. The HR department has a critical role to play in equipping managers with the skills to build positive relationships.

Managers in turn need to create the right environment where the employee-manager relationship can thrive for the benefit of both employees and the organisation. While employees need to recognise and respect managerial authority and adhere to company policies. Companies that achieve this delicate balance can gain a distinctive competitive edge.

Vivette Rittman Vivette is a digital transformation consultant and skilled facilitator with extensive global experience in organisational anthropology.

Vivette helps corporates and entrepreneurs bridge the gap between their culture and strategies through enhanced communication and digital practices.

Anand Pillai Anand is the Chief Transformation Officer and Leadership at Sutherland (India). He is a seasoned coach and business leader with over four decades of experience in various leadership roles in multinational corporations, including Reliance Industries, HCL Technologies, and TATA Group.

Popyeni Kaxuxwena Popyeni Kaxuxwena is the author of the book ‘Let’s Work’ Growing beyond a job description. He is also a keynote speaker on work ethics and a training facilitator at Let’s Work Commercial Group.

Dr. Sulaiman Olusegun Atiku Dr Atiku is the Director of Research, and Professor of HRM: HP-GSB at the Namibia University of Science and Technology. As a researcher and lecturer, Dr Atiku focuses on contemporary issues in human resource management and industrial relations across the globe.

Elago yaNamwandi Elago is a tech enthusiast, entrepreneur, and thought leader. He works with industry leading organisations to develop viable solutions around digital transformation, implementing technology platforms, and developing cloud technology solutions in the data management space.

Dr. Dieter Veldsman Dr. Veldsman is an organisational 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.

Tutala Uushona Tutala is a labour relations specialist and an overall versatile personality that dabbles in both the creative and the rigid. Tutala has a passion for labour relations and community development, and she enjoys legal research and keeping up with the labour relations climate in Namibia.

Annelise Pretorius Annelise is a registered psychometrist with 10+ years of experience working with psychometric assessments and people data. She has developed talent acquisition strategies for different companies and worked on people projects, covering topics such as learning and development strategy, career pathing, and sales team performance improvement.

Chidiogo Aguocha-Ikenna Chidiogo iis the Head of human resources and administration for a pharmaceutical company in Lagos, Nigeria. She is a valued HR Expert with over nine years of work experience spanning the e-commerce, Start-up, Telecommunication, FMCG, Manufacturing and Retail industries.

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