Risingstar annual 2016 by Rising Star Annual

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annual For Talent and those who nurture it! Featuring: Mike Brown, Henry Chandler, Gareth Cliff, Neil Cloete, David Conradie, Hennie Heymans, Rre. Elijah Litheko, Shirley Machaba, Phuti Mahanyele, Marius Meyer, Ndaba Ntsele, Mteto Nyati, Dr Raymond Patel, Greg Solomon, Shirley Zinn...

Forematter Credits

The Rising Star Annual was proudly published by: BlackBark Productions cc We would like to acknowledge the following people that made this publication possible: Laura Barker, MD, BlackBark Productions Alister Swart, COO, BlackBark Productions Carl Chothia, Sales Manager, BlackBark Productions Calvin Pillay, Business Development Manager Hazel Valantine, Nominations & Events Manager, BlackBark Productions Vincent Minnies, Graphic Design, BlackBark Productions Cheryl van der Merwe, Director, eQ

List of advertisers ArcelorMittal SA BCore Cliffcentral.com Engen Petroleum Exxaro Resources G4S Secure Solutions SA Liviero Group of Companies merSETA Mindcor Consulting Nedbank Rohlig Grindrod Shirley Zinn Consulting Standard Bank of SA Transnet Freight Rail Transnet National Ports Authority (Please see back page for advertisers index).

The views expressed in this publication are not necessarily those of BlackBark Productions, we will not be held responsible for any views amounting to hate speech, inciting violence or racism.

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annual 2016 BlackBark Productions cc Office 17, 156 Main Road, Muizenburg, 7945 021 788 2763 / 021 788 2809

Forematter Introduction

Assuring a Sustainable Supply of Future Leaders future-focused success criteria at all leadership levels. This represents a distinct departure from the more informal or “intuitive” nature of many talent decisions of the past. A fundamental component in this approach involves identifying the leadership talent that already exists in the organisation, in particular those individuals who have the potential for long-term future performance in roles beyond the next designated position in their career path. There is also a focus on identifying these individuals earlier on in their careers. The magnitude of this challenge has increased exponentially more recently given the pace at which the world is changing. The careers of many of today’s leaders have spanned periods of relative stability and predictability, and both the criteria and methods used to select, develop and promote them have reflected this reality. The consequence of this is that they are not suitably equipped to deal with the challenges of leading in a deeply disrupted context such as that which is being experienced right now.

David Conradie Key Account Director, Mindcor Consulting Notwithstanding an organisation’s future strategy, its success will ultimately depend on robust execution, which in turn will largely be determined by its ability to identify and prepare the best possible leaders for tomorrow. Confronted by continued economic pressure, increasingly competitive markets, and growing external scrutiny from shareholders of their leadership bench-strength, organisations are realising that their future success will be severely compromised without the requisite leadership capability and capacity.

“Organisations are realising that their future success will be severely compromised without the requisite leadership capability and capacity” Yet, despite widespread acknowledgement of the importance of leadership optimisation coupled with an increase in associated enabling investment, a significant number of business and HR executives believe that their organisations’ efforts to produce a future supply of talented leaders are failing to deliver the desired outcomes. It is becoming abundantly clear that traditional methods used to select and develop talent have not kept pace with the changing requirements for effective leadership, and are thus failing to deliver on expectations. Not surprisingly, a growing crisis of confidence in organisational leadership practices has emerged in recent years. In response to this challenge, talent savvy organisations are moving to a more proactive, strategically aligned approach to leadership development and succession, where decisions are becoming more objective and evidence-based with a strong emphasis on

“If the world is changing at an unprecedented pace, then the definition of what constitutes effective leadership has to change accordingly.” To remain relevant, leadership has to constantly adapt to, and align with, the prevailing context. By extension therefore, if the world is changing at an unprecedented pace, then the definition of what constitutes effective leadership has to change accordingly. In essence, the type of leadership required, and how it is defined, must reflect both the context in which it currently operates as well as anticipated future contexts that may emerge. The rate of change we are experiencing today is unprecedented, and differs significantly from that encountered in the past. It is occurring at a faster pace, lasting longer, and its impact is globally pervasive, causing broader and deeper disruption. The socalled “VUCA” environment is profoundly changing not only how organisations do business, but how business leaders lead. The skills and abilities leaders once needed to help their organisations thrive are no longer sufficient. In the past, when markets were more predictable and organisational structures and roles were stable, it made sense to assess candidates for high-potential leadership programmes based on their performance track record and measure them against current known criteria for leadership success. However, in an operating context where disruption has become the norm, where strategies are rendered obsolete with increasing frequency, and future leadership positions may not yet exist, such an approach is no longer valid. Instead, it has become essential to understand an individual’s potential to handle the rapidly changing and often volatile nature of today’s business environment, and their capability to grow into increasingly expansive, complex and unknown leadership roles. This constitutes a daunting challenge, but is one that has to be mastered in order to provide the assurance of a sustainable supply of future-ready leaders.

Rising Star Annual 1st Edition

Forematter BlackBark Productions

BlackBark Productions Welcome I am delighted to welcome you to our first edition of the Rising Star Annual – For talent and those who nurture it. In this edition, we have pulled together some of South Africa’s leading business people to give you their personal insights on talent and skills development, as well as interviews with some of South Africa’s most talented young people across all sectors. These amazing young people cover many topics from the challenges women face in male dominated industries to motivational techniques and recommendations for success. Having being faced with the task of most of the proof reading, one theme echoes throughout the publication - the value of mentoring. Mteto Nyati highlights the how his mentors have played a crucial part in his development, Dr Raymond Patel raises the link between successful mentoring and enhanced organisational citizenship behaviour, and virtually every Star we interviewed refers to their involvement in mentoring and the critical part they believe it has to play in the success of both themselves and others. In a similar vein, the importance of educating the youth of today reverberates throughout the articles – specifically raised by Phuti Mahanyele, Ndaba Ntsele, Rre. Eijah Litheko, Neil Cloete and Greg Solomon. A collection of great leaders all looking to the next generation. Linking to this, Shirley Machaba provides us with a unique insight into the female millennial, Gareth Cliff directs his learnings straight to our youth, Mike Brown analyses the keys to successful academies and Marius Meyer offers a macro perspective of talent development incorporating the world first National Talent Management Standard.

Laura Barker Managing Director BlackBark Productions cc

Turning to the Stars, it is interesting to hear their thoughts on what kind of working environment allows them to thrive – one where they are allowed the freedom to operate, make mistakes and learn from them, even keep making them until they succeed. Indeed Prof Jansen echoed this during his speech at our 2015 Standard Bank Rising Star Awards, referring to his discussions with South Africans who had excelled in the US and his investigations of why they had not here at home. In addition, Henry Chandler alludes to the increased role of social media in learning and development and Hennie Heymans highlights employee engagement as critical to business success. To top it off, we have some great case studies from ArcelorMittal SA, Standard Bank, Transnet Freight Rail and Transnet National Ports Authority highlighting how they get it right within their organisations. In closing, I would like to say a huge thank you to David Conradie and Shirley Zinn, authors of all the sector introductions and a big shout out to Shirley for her contribution and ongoing personal support. Thanks must go to Cheryl van der Merwe for her interviewing and chasing of some of the more elusive contributors as well as, of course, my team: Alister Swart, Hazel Valantine, Vincent Minnies and Carl Chothia. My thanks goes out to all contributors and supporters, without you this unique publication could never have happened. We do hope you enjoy it and find it a valuable resource in all areas of talent development, both personal and corporate. I welcome your feedback and suggestions as well as participation enquiries for 2017. Best wishes,

Laura Barker MD BlackBark Productions Rising Star Programme

Rising Star Annual 1st Edition

Forematter BlackBark Productions

Unveiling Talent in the Workplace Benefits of Entering the Standard Bank Rising Star Awards Entering allows candidates to: • Demonstrate their commitment to continuous improvement and development. • Raise their personal profile within the organisation. • Feedback from candidates has consistently revealed that they feel succeeding in the Rising Star Awards has given them a voice in their organisation. Some candidates have even attributed part of the reason for their promotion as their finalist position in the Rising Star Awards. • Become part of one of the most influential new networks of Tomorrow’s Leaders. Benefits for the Finalists: • All 60 finalists receive complimentary access to the Velsoft suite of learning packages (over 600 courses) for a 12 month period. • All finalists are invited to attend our programme of networking events, free of charge • All semifinalists receive complimentary delegate passes to the Rising Star Summit, an annual conference designed specifically for the Rising Stars. • The programme includes opportunities to become involved in mentoring, something the finalists frequently highlight as a critical part of leadership.

Rising Star Criteria Vision & Ability to Create Team Effectiveness & Collaboration

Trust & Ethics

Communications & Listening

Benefits for the Company: • Recognition & acknowledgement increases loyalty from the nominated candidates. • Nomination of a candidate can promote and instil confidence in their talent. • Participation has a positive impact on employer-of-choice initiatives. • Learning packages enhance employee performance. • Putting forward your top candidates gives you an opportunity to benchmark your candidates alongside other organisations in your sector. • The networking we offer to the finalists enhances the candidates own personal networks which they then bring back to the organisation. • Company recognition of employees ultimately contributes to the wider economy. Benefit for the Country: • The Rising Star Programme connects and develops some of the country’s most talented young people. • Uplifting and inspiring, the programme contributed to the motivation of the nation’s workforce. • Forming a network of the most talented young people, where each has learnt to work with one another at this stage, lends great strength to the economy when they follow their career path to C Level Directorship. Benefit for Society: • All these services are offered free of charge to the organisations and individuals. • Enhancing the learning of young people and assisting them in reaching their potential puts them in a position where they are able to give back to those behind them.

Motivating & Committed

Enter your candidates online at

www.risingstarawards.co.za Candidates must be between the ages of 28 &40

Rising Star Annual 1st Edition

Forematter BlackBark Productions

Contents Forematter:

David Conradie, Assuring a Sustainable Supply of Future Leaders Laura Barker, BlackBark Productions Welcome Dr Eric Albertini, Rising Star criteria and selection process Rre. Elijah Litheko, How government and businesses can work together to tackle our crippling youth unemployment Marius Meyer, South Africa: Lagging or leading on talent?

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Banking & Financial Services

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Construction & Engineering

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Energy & Chemicals

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Entrepreneur

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ICT

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Introduction: David Conradie Kristel Sampson, Mentorship & Motivation are the Keys to Success Caren Robb, Weathering the Storm Mike Brown, Corporate training programmes should deliver real benefits

Introduction: David Conradie Mbali Mbuli, Stay Hungry, Stay Foolish Neil Cloete, Profit with purpose â&#x20AC;&#x201C; the role of CSI in talent retention Wiebke Toussaint, Energy in Engineering

Introduction: Shirley Zinn Thuli Mtegha, Fuelling Growth through Opportunity Phuti Mahanyele, How we can develop the leaders of tomorrow Adri de Beer, Engaging Hearts and Minds

Introduction: Shirley Zinn Laura Reynolds, At the Forefront of Recruiting Talent Shirley Zinn, Who is responsible for talent management? Harry Welby-Cooke, Harnessing untapped talent potential

Introduction: David Conradie Michelle Ramnath, Having the Courage to Fail Mteto Nyati, Giving Others a Voice Tamzin Gray, Juggling in Heels

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Rising Star Annual 1st Edition

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Forematter BlackBark Productions

Contents Manufacturing, Retail & FMCG

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Introduction: Shirley Zinn ................................... Ronnie Mulaudzi, Engagement Drives Performance ................................... Dr Raymond Patel, Can Talent Aspirations and Organisational Goals be Aligned? ................................... Andrew Jackson, Taking the Lead in Developing People ...................................

Media & Marketing

Introduction: Shirley Zinn Jessica Wheeler, Sharing Knowledge is Key Gareth Cliff, Show Up! Paul Jackson, Talent â&#x20AC;&#x201C; the next big differentiator in the advertising industry

Mining & Minerals

Introduction: Shirley Zinn Sandra Seabela, Forging a New Way of Thinking Ndaba Ntsele, The Skills we need now, & how we should educate the workforce of tomorrow Terance Nkosi, Mining Potential Leaders Glen Nwaila, Defining Tomorrow, Today

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Professional Services

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Service: Public & Private

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Tourism, Leisure & Hospitality

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Introduction: David Conradie Lee Naik, Driving People Engagement Shirley Machaba, Diversity: The female millennial Rohitesh Dhawan, No Barriers

Introduction: Shirley Zinn Dr Kajal Lutchminarian, Making a Difference in Healthcare Henry Chandler, Destructive Forces in Talent Management Annie Maboea, Building Capable Leaders

Introduction: David Conradie Amy Mortlock, Pushing the Boundaries Greg Solomon, Developing Tomorrowâ&#x20AC;&#x2122;s Leaders Ravi Nadasen, Focusing on Leadership

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Forematter BlackBark Productions

Contents Transport, Logistics & Security

Introduction: David Conradie Connie Mdladla, Transforming Logistics Siveshnie Moodley, Shaping up Shipping Hennie Heymans, 21st Century Leadership employee engagement crucial for business success Hazel Ngobeni, Being the Change in the Security Industry

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Rising Star Programme

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Rising Star Network

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2015 Standard Bank Rising Star Awards 2015 ArcelorMittal Rising Star Summit

Introduction: Alister Swart 2015 Rising Star South Africa Network 2015 Rising Star Kenya Network 2014 Rising Star South Africa Network 2014 Rising Star Kenya Network 2013 Rising Star South Africa Network 2012 Rising Star South Africa Network

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051406/12

Shirley Moloi, National Diploma - Chemical Engineering; Vaal University of Technology

transformingtomorrow

Go to www.arcelormittalsa.com to find out more.

OUR FACE OF SUCCESS. Our 2014 skills development story, in numbers: R151m - invested in training and R46.8m – invested in technical training. Aged 23, Shirley Moloi is a Chemical Technician at ArcelorMittal South Africa’s Infrastructure Programme, Vanderbijlpark Works. Her success is the outcome of her long-standing association with the company. Despite her straitened family circumstances, Shirley excelled at her Grade 10 studies. As one of top 40 students in the district, she was offered the opportunity to attend the ArcelorMittal Science Centre in Sebokeng. Unsurprisingly, and because of our commitment to fulfill human potential, we awarded her a bursary to study at the Vaal University of Technology. On completion of her studies Shirley entered the company’s Candidate Technician Programme. Currently, ArcelorMittal is funding her BTech degree studies. We are proud to have Shirley as our icon of success.

Forematter Contributors

Special Feature Contributors

David Conradie Key Account Director Mindcor Consulting

Laura Barker Managing Director BlackBark Productions

Rre. Elijah Litheko CEO & Executive Director IPM (Institute for People Management)

Dr Eric Albertini Director of Customised Programmes & Organisational Partnerships USB-ED

Marius Meyer CEO SABPP (South African Board for People Practices)

Rising Star Annual 1st Edition

Forematter Contributors

Mike Brown Chief Executive Nedbank Group

Mr Neil Cloete Group CEO Liviero Group

Phuti Mahanyele CEO Shanduka Group

Shirley Zinn CEO Shirley Zinn Consulting

Mteto Nyati CEO MTN SA

Rising Star Annual 1st Edition

Forematter Contributors

Special Feature Contributors

Dr Raymond Patel CEO MerSETA

Gareth Cliff President & Co-Founder CliffCentral.com

Shirley Machaba SMA Risk Assurance Leader & Chair - SA Governing Board PwC SA

Ndaba Ntsele President, Black Business Council and Executive Chairman and Co-Founder Pamodzi Group

Henry Chandler Vice-President & COO ASTD (African Society for Talent Development)

Rising Star Annual 1st Edition

Forematter Contributors

Greg Solomon CEO McDonalds

Hennie Heymans MD DHL Express

Cheryl van der Merwe, Director eQ

Alister Swart COO BlackBark Productions

Rising Star Annual 1st Edition

Forematter Contributors

Rising Star Contributors

Caren Robb Finance Professional, Social Impact Warrior and Commercial Specialist

Wiebke Toussaint CEO Engineers without Borders

Adri de Beer Enterprise Incubation Specialist, Sasol

Harry Welby-Cooke Business Coach & SA Founder ActionCOACH

Tamzin Gray GM First Distribution

Andrew Jackson Merchandise Director Mass Discounters

Paul Jackson MD Grey SA

Rising Star Annual 1st Edition

Forematter Contributors

Terance Nkosi Smelter Head Rand Refinery

Glen Nwaila Geology Superintendent, Sibanye Gold

Rohitesh Dhawan Director of Global Strategy KPMG

Annie Maboea Founder Kids Haven

Ravi Nadasen Director of Operations Central Northern Region Tsogo Sun

Siveshnie Moodley Import Manager Rohlig Grindrod

Hazel Ngobeni Customer Retention Director G4S Secure Solutions

Rising Star Annual 1st Edition

Forematter Contributors

2015 Rising Star Contributors

Kristel Sampson Group IT / Data Services Standard Bank

Mbali Mbuli Commercial Manager Murray & Roberts

Thuli Mtegha Suppy Planner Lead Shell SA

Laura Reynolds CEO RecruitGroup

Michelle Ramnath General Manager, Consulting Services Britehouse

Ronnie Mulaudzi former Human Capital Manager Massmart

Rising Star Annual 1st Edition

Forematter Contributors

Jessica Wheeler Strategic Planning Director Grey SA

Sandra Seabela Graduate Mining Engineer Glencore

Lee Naik MD Accenture Digital

Dr Kajal Lutchminarian Doctor Inkosi Albert Luthuli Hospital

Amy Mortlock Marketing & Product Manager STA Travel

Connie Mdladla MD Khaas Logistics

Rising Star Annual 1st Edition

Selection Process USB-Executive Development

Rising Star criteria and selection process Developing future leaders Dr Eric Albertini, Director of Customised Programmes and Organisational Partnerships at the University of Stellenbosch Business School Executive Development (USB-ED), is a proud member of the Rising Star judging panel. He believes in identifying and developing talent and future leaders and became involved in Rising Star through his association with USB-ED, “USB-ED wants to be associated with such a platform as Rising Star, which identifies future leaders, and [USB-ED] hopes to play an integral part in the lifelong learning and development journeys of these individuals”.

Disruptive Forces at Work: In a joint study with the Center for Creative Leadership (CCL), USB-ED gained the insights and perspectives of top leaders and senior executives in South African organisations. Some of the topics of the study included: Unique and most significant leadership challenges in South Africa (SA); critical leadership characteristics required in the SA context; addressing challenges and leveraging opportunities; and understanding which practices accelerate senior leadership development and contribute most to the organisational results while having a positive impact on society.

Predicting the Future World of Work: By 2020, computers will have the same data processing capability as the human brain, and will be able to mimic emotions. By 2040, the world’s combined commercially and technically useful knowledge will be 40-50 times as large as in 2012. Time and task tracking tools will revolutionise productivity measurement, and reward, recognition and pay will be directly linked to productivity. Work will no longer be considered a place, and will be fast-paced, ever-changing, multidimensional, cross-cultural and fluid. The competition for jobs will not be limited to a geography and work will spread out in time to accommodate collaboration across continents and quality of life preferences. The high performing talent of the future will seek out a new balance in their lives between work, play, family and personal growth. The future talent (or “Gamer Generation”) will be cognitively brighter, confident and self-directed. They will demand respect, transparency, authenticity and fun.

Emerging Leadership Skills: • • • • • • •

Courageous and bold Applies strategic intuition Collaborative mind-set Recognises reality Authentic Is flexible and responsive Manages changing realities

• • • • • • •

Grounded Thinks systemically Leads with authority Mindful Manages dilemmas Inspires and energises Trustworthy trust-builder

• • • • • • •

Has humility Communicates with impact High level of self-awareness Deals with ambiguity and orders chaos Realism tempered with optimism Connects with self and others Has strong ethics, honesty and integrity

Rising Star Criteria and selection: 1. Vision and the Ability to create True leaders understand how current reality influences the future. They are well able to communicate goals and expectations and consider the future when making decisions. They are not afraid of change or taking risks, and recognise and reward creativity. Behavioural indicators: A leader’s vision and ability to create may be measured by gaining understanding of an implemented project in the workplace. This includes the various steps the leader took in the process and the outcomes he or she experienced. Leaders who display positive behaviours are clearly able to see and communicate a vision and to inspire people to follow. They scan the environment, act as a catalyst for change and are not risk averse. These optimistic individuals drive creativity and innovation, and are able to see and value different perspectives. Those who display negative behaviours are focused on the current state and not the future. They are negative or uncommunicative about change, resist it, or do not see it coming. Risk averse and pessimistic individuals do not see beyond their own way, and stifle creativity and innovation.

Rising Star Annual 1st Edition

Selection Process USB-Executive Development

Website: www.risingstar.co.za 2. Team Effectiveness and Collaboration Real leaders enable team effectiveness and collaboration. They call on colleagues to obtain their expertise and let employees know what decisions they can take. Leaders with collaborative mind-sets respect team decisions and invite people with different views to develop solutions. Behavioural indicators: Team effectiveness and collaboration is assessed by gaining insight into an individualâ&#x20AC;&#x2122;s understanding of team dynamics and team performance. Leaders who exhibit positive behaviours engage their teams, set expectations and clarify roles and responsibilities. They encourage recognition of joint concerns and collaboration and allow teams the space to operate as self-directed teams. Positive behaviour also includes driving a shared agenda and building coalitions with key players across an organisation. Leaders with negative behaviours do not consider other teams or departments outside their own spheres of control. They focus only on their own agendas and do not build good networks outside of their teams. Such leaders are often distant from team members, remotely hand down instructions, and make decisions unilaterally.

3. Trust and Ethics Future leaders admit their own and departmental mistakes and refuse to cover up their slip-ups to save face. They expect all employees to be honest and ethical, and would not lie if asked to do so. This type of leader may suffer in their career for doing the right thing, but are careful to consistently adhere to rules. These are highly trusted individuals who believe that social responsibility and profitability are compatible. Behavioural indicators: Understanding a leaderâ&#x20AC;&#x2122;s trustworthiness and ethical behaviour involves focusing on their ability to build trust in the workplace, and gaining insight into their perspectives on company ethics and values. Positive behaviours are indicated when leaders act with courage and conviction and take transparent and fair decisions. These individuals speak truthfully and demonstrate integrity. They always consider the societal impact of business decisions and adhere to rules and regulations. Leaders with negative behaviours take shortcuts whenever possible. They often act with hidden agendas and do not stand up to the decisions they take. These individuals operate in a dishonest way by telling lies, distorting truth, and saying things in such a way that they are ambiguous and open to interpretation.

4. Communication and Listening Effective leaders use informal tools to communicate quickly, such as having an open door policy, circulating relevant information and writing and speaking clearly. They make eye contact when conversing with others and do not interrupt others when they are speaking. These leaders would typically walk around and engage employees on work progress, and invite input from all relevant parties before making decisions. Behavioural indicators: Leaders are evaluated on their communication styles and approaches, and their abilities to communicate important messages. Positive behaviours are measured when individuals are able to read their audiences well and communicate appropriately. These leaders have good written and verbal communication skills and respect what others say. Negative behaviours are measured when leaders are not able to read their audiences well and fail to get messages across. These individuals have poor written and verbal communication skills and are dismissive of other peopleâ&#x20AC;&#x2122;s opinions.

5. Motivating and Committed Attitude Leaders who are motivated and committed recognise accomplishments and praise their employees when they deserve it. They give new assignments as rewards for work well done, and stay with a project until it is completed well. Such individuals speak positively about their organisation and have positive attitudes when they experience setbacks.

Rising Star Annual 1st Edition

Selection Process USB-Executive Development

Criteria & Selection Process Continued... Behavioural indicators: To assess motivation and commitment, leaders will be questioned to understand how they recognise and reward employees. Individuals display positive behaviours when they demonstrate tenacity, perseverance and resilience, and are able to learn from mistakes and are willing to try again. Leaders also display positive behaviour when they provide constructive feedback and show feelings of gratitude for good work. Negative behaviours are measured when leaders do not link employee contribution to organisational or project success, and do not believe it is necessary to reward and praise employees. These leaders are overly self-critical and punitive and are often scared to try again once they experience failure.

Vision and the Ability to create

Communication and Listening

Motiving and Committed Attitude

Trust and Ethics

Team Effectiveness and Collaboration

Criteria and selection overview USB-ED has developed the following five criteria against which to assess future leaders: These criteria have been isolated as a result of extensive research in the areas of disruptive forces, predicting the future world of work and emerging leadership skills and it is according to these criteria that the Rising Star selection process is structured.

Rising Star Annual 1st Edition

Selection Process USB-Executive Development

Website: www.risingstar.co.za The Selection process: Phase 1 • Each candidate will complete an online self-assessment based on the Rising Star criteria, providing supporting evidence on their strengths & weaknesses with relation to the criteria. • USB-ED will select the top 8-10 candidates from each of the 12 industry categories. This selection is based on the criteria. Phase 2 • The top 8-10 candidates from each of the 12 industry categories will complete a narrative essay as a motivation on the criteria. The essay must be practical and evidence-based. • The self-assessments of the shortlisted candidates sent to the candidate’s line manager for verification & comment. • USB-ED will select 5 candidates from each category, based on the line managers’ inputs and essays. Phase 3 • The finalists in each category will face a judging panel, made up of relevant industry experts, CEO’s, HR execs and others. The judges will probe behavioural indicators (both positive and negative) for each criteria. Again this round will focus on the evidence of behaviour as well as how the candidate would have applied the behaviour in the work context.

Final Interview: The top 60 candidates across 12 business sectors are invited for a face to face interview in front of a panel of business leaders. The pannel will spend 50 minutes assessing them on the qualities and then the final 10 minutes receiving a business case study from the candidates. Judges will decide as a result of these interviews who the top star is in each of the 12 business categories - individuals you will find featured throughout this publication. Final Case Study Analysis: Candidates must present the judging panel with solutions to a case study, indicating how they would use the behaviours associated with the criteria to solve business issues. The case study will only be provided to finalists on the day of the judging panel interview and is rated on a sliding scale from 1 (very poor) to 5 (excellent). The case study presentation is also assessed in terms of the candidate’s ability to interpret content, analyse information, draw on past experience when forming solutions and on their presentation skills. Throughout the process, practical behaviours will be observed and assessed as evidence to support the meeting of criteria. These practical behaviours include for example, evidence of preparation, content and delivery of the presentation. The exceptional calibre of talent uncovered through the Rising Star initiative is indicative of a very thorough and highly qualitative selection process. Dr Albertini concludes that the calibre and depth of exceptional talent that came through the 2015 Rising Star initiative was inspiring. “I was humbled and honoured to be a part of Rising Star, and I am looking forward to the 2016 process as I am sure we will find even more hidden gems.”

Judge Profile: Dr Eric Albertini Dr Albertini, Director of Customised Programmes and Organisational Partnerships at USB-ED, holds a D.Phil. in Leadership. Over the past 20 years, he has fulfilled various roles in learning and development at several leading organisations. Dr Albertini is passionate about developing individuals and organisations and helping them realise their full potential.

Website: www.usb-ed.com

Rising Star Annual 1st Edition

Special Feature IPM

How government and businesses can work together to tackle our crippling youth unemployment As leader of the Institute of People Management, a non-profit professional membership body serving HR, people managers and business leaders, I believe there are many things we can do. Business and government leaders have a critical role to play. The business community can use its human capital to help younger generations build themselves for an economically active, value-creating future. But this must be in a trusted partnership with government. Together there are opportunities that we, as leaders from diverse sectors in the world of work, can release. This requires a mobilising of resources as well as a mobilising of ourselves. But it also critically means we must be able to come together, to work together, for the prosperous futures we seek.

Rre Elijah Litheko CEO & Executive Director - IPM It is no secret that in South Africa we have a large number of unemployed youth, and this is against the backdrop of a critical skills challenge. But how can that be? We have a large talent pool waiting to be nurtured and nourished, and yet we complain about skills and talent shortages on an almost daily basis? What can business and leaders do to solve that? Let’s take a closer look at what’s really going on. South Africa carries into the present, the legacy of pervasive imbalance and inequality. 20 years into our democracy, and we have not made significant inroads into addressing the wrongs of the past, or the opportunities of the future. Our young people leave school for a world of work that is barely accessible to them. Even those lucky enough to have benefitted from post-schooling education are often poorly equipped for the battles they will face in a job-scarce, competitive and alienating economic context. So how will we enable them? What path can we pave for them to do more than survive, to grow our economy? How do we inspire and support them to go further than they ever imagined?

There needs to be a much stronger relationship between the SETA’s and the Professional Bodies. One element of how this closer relationship could work would be to have the SETA’s involved in assessing the real impact of programmes run by the bodies with a view to supporting them. Programmes that contribute to capacity building, and that have a true impact, could be showcased and incentivised.

to restrict access and privilege. It is how we protect ‘our’ group and preserve the hierarchy of the group. It can be conscious or unconscious. You see social closure in how people use language and symbolic acts. Preworkplace, certain linguistic and cultural competencies may be favoured. There could be language barriers, lack of access to ‘cultural capital’ and limited exposure to the ‘real thing’. An example of social closure is the exposure an individual gets to knowledge and practice associated with an office-based job. The exposure, norms, language and customs could be through family or friends who have office-based work. The individual is more familiar with words used to express concepts relative to that work, and potentially exposed to the networks associated with it. Contrast that with someone from a family with no office-based footprint, or perhaps no employment at all. Getting ‘up to speed’ is difficult. Questions appear obvious in instances where the individual might be taken as less than intelligent. Networks may simply not be there to gain exposure. We can widen this out to a host of professional areas; think about medicine, law, accounting, and en-

“Tackling social closure in our country opens up new frontiers for previously disadvantaged people” Another example is the Human Resources Development Council. How can we make the Council and its work more closely articulated and aligned with what’s happening on the ground? The objectives and mandate of the HRDCSA should be cascaded to all the HR and Business institutions so that we each develop a co-ordinated plan and approach. We should hear about it on the conference platforms, it should be a part of the meetings we hold. And crucially, it should translate, through us, into actions on the ground. Let’s look at some other examples of what business, leaders and HR can do to enable this co-ordinated mobilising of resources. Tackling social closure and creating inclusive organisations One challenge we face in South Africa is what Professor Stella Nkomo terms ‘Social Closure’. This is the process we use

Rising Star Annual 1st Edition

gineering. Coming from the ‘outside’ can be hard, even if the funds are in place to support the costs of living and tuition. Tackling social closure in our country opens up new frontiers for previously disadvantaged people. Create the conditions for the young people you interact with to succeed, whether it be in a new job or field of study. Start by acknowledging it exists, consciously or not, assess current abilities, create development experiences, identify challenges to overcome and support growth. This is why mentoring can play such a valuable role. It offers a new view. Organisations need to be inclusive if we are to tackle a past of contrast and a future of togetherness. This responsibility lies with leaders. Leaders need to set direction, create alignment, gain and maintain commitment and face these adaptive challenges.

Special Feature IPM

Website: www.ipm.co.za Partnerships for growth The Africa Capitalism Research Project, a study into business environments across Africa, sheds light on what must change to create employment, address poverty and build more economically prosperous and sustainable futures. These in-depth interviews with 40 CEOs, business leaders, entrepreneurs and government officials shows that business can play a bigger role in contributing to strengthening enterprise in Africa and identify the barriers keeping it from contributing more. Local skills development requires long-term planning, which doesn’t just mean increasing graduate levels, but does mean providing skills, vocational training, internship and mentorship opportunities, especially to those who did not have access to good school systems, in order to build capacity. The study notes that large businesses can play a stronger role in training and developing people from the ground up. We need this longer-term planning, with business and government, to serve our youth and our future talent needs. But we also need to apply those disruptive mind-sets to how we train and develop people, to challenge our traditional ways of thinking. Take for example the Youth for India programme, a 13-month programme that connects India’s bright young minds with rural development projects through experienced NGO’s. This programme is funded and managed by the State Bank of India. It allows participants to roll up their sleeves and partner with communities. They connect with their aspirations, tackle challenges and empathise with on-the-ground

struggles. It is a remarkable platform for the country to put resources, passion and commitment into action to address India’s most pressing challenges. We can only imagine the learning, development and growth journey that each person makes over this 13-month timeframe, and what they are then able to offer to market after this. This is an example of where young people are nurtured for their potential to contribute as active and valued citizens. We are not short of on the ground struggles in South Africa, or of young willing minds. So what innovative partnerships can we establish that develop and grow our skills base at the same time? Dual systems of education and training – learning from other countries Germany has a unique approach to education, apprenticeships and job training. And it seems to be working. Their youth unemployment rate is 7.8%. They use a dual system of education and training which encompasses both classroom and workplace learning. Students as young as 10 years old are steered into either vocational or academic streams. About 60% of youth age 16 to 18 opt to continue their technical training in high school and pursue vocational training. These students attend school one or two days per week, studying the theory and practice of their occupation as well as general subjects, and perform on-the-job training three or four days per week—a hands-on experience that allows them to gain real skills and pocket real money. Financing is shared by government and the

private sector, keeping public spending relatively low. The system also covers a wide range of professions. Students can choose from around 350 certified occupations, ranging from technical, commercial and industrial sectors to public sector administration and health and social services. I have spoken about the importance of opening new futures through tackling social closure, and concepts of work integrated learning. I have also provided a few examples of what others are doing that we could learn from. I believe these lessons are coupled with the need to foster a spirit of entrepreneurship. We need to believe in our youth and focus more spend, more flexibly, on their development. We must teach a philosophy of creating value and being productive rather than only reinforce the concept of simply selling time. No one expert has all the solutions we need for prosperous futures. Increasingly, we must recognise that our challenges and opportunities are as much unique as they are common, and that there is often no one-size-fits all approach. We must cocreate, and then take responsibility for putting into action, the solutions we need. This requires standing together rather than standing alone, and consistently holding each other accountable. Let’s aim to be the exporter of knowledge and good practice, exemplary in the way we value and nurture our youth. It is the way forward.

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Special Feature SABPP

South Africa: Lagging or leading on talent? showcased by some of our top talent ranging from Charlize Theron to Trevor Noah achieving excellence internationally.

Marius Meyer CEO, SABPP (SA Board for People Practices) The Annual Rising Star Summit is a reminder of the dichotomy South Africa faces as a nation struggling to build adequate talent pipelines, yet the pockets of excellence we have developed are testimony of the progress made to position talent management as a key facet of corporate transformation. In many areas we are lagging when it comes to talent. In several highly skilled fields such as engineering, pharmacy, information technology and science we have a shortage of talent. Yet, despite these talent gaps, as a nation we have performed well in certain areas. In the highly specialised field of auditing, South Africa is number one in the world, and we should be proud of this achievement. Likewise, South Africa is a world leader in corporate governance and integrated reporting, and some of our talented business leaders like Mervyn King have put South Africa on the map in this new era of moving boards forward with improved governance, sustainability and integrated reporting. Also, talented South Africans have shown that South Africa is ready to share our pockets of excellence with the world at large,

In no other field do leaders understand the essence of talent better than in sport. Sport coaches always pursue the best talent to build the best teams. Also, sport teams understand the notion of bench strength, i.e. having sufficient back-up talent when needed. It is therefore once again a proud moment to realise that South Africa occupies one of the top six positions in the world when it comes to cricket and rugby, while our golfers and swimmers are also among the top performing sporting nations world-wide. But new and sustainable talent is needed to sustain performance and to create new talent pools. The current talented teams at the Rugby World Cup are clear evidence of the need to build sustainable talent pools, not only for current competitiveness, but also for future success. Business can learn from these efforts in the world of sport. In 2015 we realise that it is now fifteen years after the year 2000, and we are only fifteen years away from achieving or failing to achieve the goals of the National

Development Plan (NDP). Talent and people development are at the centre of the NDP, but with only fifteen years to go, time may be running out to build sufficient talent pools in leveraging the NDP agenda. In certain areas we are indeed lagging behind the world, such as in technical skills. Furthermore, the recently released Sustainable Development Goals set for countries world-wide to achieve is, in essence, a talent agenda for countries, regions, continents and the world at large. But these goals, like the Millennium Development Goals may prove to be elusive if some of the basic elements of national development fundamentals such as education, poverty alleviation and equality programmes are not embedded into national cultures and systems. However, South Africa is also the first country in the world with a National Talent Management Standard as part of the National Human Resource (HR) standards, and we are indeed proud of this significant achievement. Making this standard a success is of utmost importance in ensuring that South Africaâ&#x20AC;&#x2122;s talent needs are addressed. Failure to do so will not only cause damage to business, but may

â&#x20AC;&#x153;South Africa is also the first country in the world with a National Talent Management Standard as part of the National Human Resource (HR) standards, and we are indeed proud of this significant achievementâ&#x20AC;?

Marius Meyer presents the SABPP Talent Standard model at the 2014 ArcelorMittal Risng Star summit

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Special Feature SABPP

Website: www.sabpp.co.za deplete the early gains of our young democracy. High youth unemployment and under-employment in the workplace cannot be perpetuated if we want to become a nation of achievers.

family members and companies for supporting them all the way to achieve this milestone in their careers. Moreover, we are all reminded of the need to accelerate all current efforts in identifying, engaging,

“I salute the Rising Stars, their managers, mentors, family members and companies for supporting them all the way to achieve this milestone in their careers” In this vein, the Rising Star programme provides hope that South Africa’s young talent are indeed our future leaders and specialists in turning the country around into a nation of high performing talent ready to achieve excellence in raising our competitiveness as a country. I salute the Rising Stars, their managers, mentors,

developing and retaining talent in South African companies.

We can all become talent leaders or continue to be talent laggers. This time, time will not tell. These is no time to waste on debates about the talent war or talent gaps. It is about getting down and making talent management happen. With a clear national Talent Management standard in place, we have no excuse but to excel in talent management however, we will have to collaborate like never before. Ultimately, individuals, teams, organisations and countries will be winners or losers. The strength of talent management will determine in which category you will fall. Now is the time for talent leadership.

“Now is the time for talent leadership”

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Sector Overview

Banking & Financial Services

David Conradie

Banking & Financial Services

The financial services industry is experiencing significant disruption as a result of increasingly stringent regulatory changes, digitisation, market expansion, and growing customer sophistication and demands. Simultaneously, organisations across the industry are facing a limited supply of talent both within their businesses, as well as in the external job market. Industry leaders have come to realise that this limited availability of key skills constitutes a serious threat to their growth prospects and sustainable performance, with an increasing number convinced that they currently do not have access to the talent they need to execute their organisations’ future strategies. This skills deficit is further compounded by the marketability and growing level of mobility of those who possess financial skills. Such individuals are in high demand globally, with the result that South African financial services organisations are more frequently having to compete for scarce skills with other countries. Adjacent industries are also targeting financial services organisations as a source of supply for individuals with financial skills, resulting in a scenario where cross-industry competition has become rife. These phenomena are likely to continue and even intensify in the future, particularly if the local supply of young skilled professionals continues to lag demand. A review of the national matric examination results over the past few years suggests that the future prospects in terms of skills for the industry do not look promising. In particular, performance on Mathematics and Science, commonly regarded as the ‘gateway subjects’ for many careers in the financial services industry, are abysmal, with the vast majority of pupils failing to achieve the threshold of 50% that is relevant for admission to Bachelor’s studies. These results indicate that the potential supply of young talent with sound financial skills is very limited, and certainly not sufficient to fill the skills gap in the industry. Clearly, vastly improved education and training are essential prerequisites to ensuring a sustainable supply to meet the escalating demand for financial skills that the economy so desperately needs as well as drive the industry growth agenda. Financial services organisations for their part, whilst playing a central role in the optimisation of industry training and development initiatives, will also have to enhance their strategic workforce planning capability and implement robust talent acquisition and retention strategies, a key component of which will have to be building the employment brand and reputation of the industry.

Winner’s Interview Banking & Financial Services

Mentorship and Motivation are the Keys to Success Sampson strives to use this energy to continually motivate young women such as herself to succeed at whatever opportunities they choose to pursue. “I know from first-hand experience that motivation from the right source can make a positive impact, not only in one’s professional life, but in your personal life and community too,” she says. “Industry thrives from these interactions, and motivating others to be and achieve their best will have a knock-on effect in business.”

Making a tangible difference is what drives Sampson, and as an IT professional, she has always tried to make sense of the value each initiative she has worked on would deliver to the individuals or groups in her value chain. “Too often, our objectives don’t resonate with us personally, and this is necessary to perform at your best, especially if you are leading a team,” she says. “In an age where the world of work is set to change even more dramatically than it has in the past decade, success will be based

“There are simply some things a world-class executive programme cannot teach”

Kristel Sampson 2015 Rising Star - Banking & Financial Services Young and spirited, Kristel Sampson, Group IT / Data Services, Standard Bank, is this year’s Rising Star in the banking and financial services sector. “We often read articles and watch leadership videos that make a strong case for recognition, no matter the industry,” says Sampson. “The real challenge, however, is to ensure that the efforts of people who work in challenging environments, and under the pressure of ever-changing demands, are recognised in a way that makes a real and lasting impact.”

One of the biggest challenges Sampson has identified, not only in her own industry, but in business in general, is a lack of mentorship. “There are simply some things a world-class executive programme cannot teach,” she maintains. “Successful people are those who have most likely been mentored, and usually by more than one person over the span of their careers. While it remains an important aspect of one’s growth to seek a mentor, it should also be important to executives, thought leaders and senior managers to seek the opportunity to mentor others. It is in the sharing and receiving of hard-earned lessons that we will truly nurture talent and ensure that we are not perpetually setting young talent up for failure.”

on the course of action a leader of the future will set.” It is for this reason that Sampson is the most excited to participate in the programmes resulting from winning the award. “With so many other talented nomi nees, and the high calibre of the finalists in my sector, I am acutely aware that this is not an award to be taken lightly,” she concludes. “The challenge that lies ahead for me is to focus on how I can make the best of the development opportunities this accolade can afford me, and how I can translate that into opportunities to develop, motivate and inspire others to reach their full potential.”

“Successful people are those who have most likely been mentored, and usually by more than one person over the span of their careers”

To Sampson, this award is more than a title and a trophy – it is an opportunity for each winner to develop as a leader through participation in specially selected programmes, training courses and interactions. “I am excited for the chance to apply what I will learn in a practical environment, and to see the impact it will have going forward,” she says. “I am especially excited to use what I learn to make a difference in the lives of others.” In the working environment, Sampson believes motivation is key. Often described as energetic by those who know her,

Kristel Sampson, Sharon Taylor and Kay Vittee

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Three years ago Victor did alterations. Today his factory is altering the face of African fashion. Never stop moving forward.

#neverstop Also trading as Stanbic Bank Authorised Financial services and registered credit provider (NCRCP15). The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06). Moving Forward is a trademark of The Standard Bank of South Africa Limited. SBSA 203603-6/15.

Case Study Banking & Financial Services

Developing collective talent Standard Bank has a long history of developing its people. Indeed, with over 49 000 employed by the group in South Africa and beyond, people are what drive the organisation forward. Its people have a distinctive culture – a unique way of thinking and behaving. To help embody this culture in everything they do, Standard Bank has six attributes that explain what the group believes in collectively: expertise, opportunity, integrity, collaboration, performance and growth. They guide behaviour and provide a shared frame of reference for what matters most to the organisation and its people. These attributes are well represented in the bank’s approach to leadership development and, more particularly, two of its prominent programmes, namely the Group IT Turbocharged Leader Programme and the PBB (personal and business banking) Intrepreneurial Leadership Programme. Both programmes are run from the Global Leadership Centre (GLC), which opened in 2006 as a hub for Standard Bank’s leaders across the world to get together and receive world-class management development. It is GLC’s philosophy to build credible and respected leaders, thereby creating a benchmark for excellence across the company. It is important for Standard Bank’s IT department to adapt to what the bank’s customers want. This means being innovative and agile, and knowing how to keep up the quality of its service offering to clients. Part of ensuring that this focus cascades through all levels of the IT environment was to ask senior leadership what skills they needed to support this client-centric way of working.

Based on this, a development programme was created for senior and middle managers in Group IT. The Group IT Turbocharged Leader Programme is a combination of e-learning and facilitated classroom sessions. Participants are encouraged to think about their teams and how to ensure that their performance as a whole is at the new levels. The programme focuses on purposeful collaboration and gives managers the skills they need to engage successfully with all relevant stakeholders. Integration sessions tie all of the learning together and help managers apply the theory they have learned in the workplace. Checkin sessions after the programme include ongoing communication via social media platforms, with the results from feedback being ploughed back into future programmes. Since the start of the Group IT Turbocharged Leader Programme in mid-2015, almost 350 people across South Africa and the rest of Africa have completed it. The programme has received the endorsement of Brenda Niehaus, Group CIO for Standard Bank, who sees it as a vital cog for the success of her strategy. One of the advantages of the programme is that it gives participants the opportunity to interact with senior leadership in the IT space, and engage with them on a different level than would normally take place. The programme was first presented to senior management, and now those in middle management will also have the opportunity to participate. As Phase II rolls out in 2016, it will help drive IT strategy, underpinned by bank strategy, and improve the flow of information among all involved.

Participants in the Group IT Turbocharged Leader Programme

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Case Study Banking & Financial Services

Website: www.standardbank.co.za

Personal and Business Banking Intrepreneurial Leadership Programme, October 2015 The PBB Intrepreneurial Leadership Programme was created for those in the personal and business banking space. It encourages them to think outside their day-to-day operations and what their role will be in Standard Bank’s move towards a more digital bank. Participants have the opportunity to think strategically about where the bank is going, what its leadership are saying, and what their own vision is for the bank’s future. The programme is opened by Peter Schlebusch, CEO of the PBB Group, and most of the speakers are from Standard Bank’s internal leadership. Programme proceedings also involve discussions about doing business in Africa and the various challenges experienced by each country. With delegates coming from all over the continent, it makes for lively interaction and valuable insights. Attendees also get to visit a Generation 8 Standard Bank ‘branch of the future’ in Sandton, as well as a banking access point in Alexandra to show them what inclusive banking is all about and what it truly means to bank the unbanked. They are encouraged to understand that many customers have different needs from their bank throughout their journey, and that all sectors of customer service within the bank are interlinked. How one sector performs has an impact on others, and the golden thread of seamless service is therefore critical. One of the exercises given to participants is a boardroom challenge during which they need to design their fiercest competitor in 2020. They are encouraged to think outside the box – this competitor may not even be a bank! After the five-day programme,

they need to present their challenge to Schlebusch and the rest of the executive committee, and are asked questions about their thinking and how they arrived at their conclusions and recommendations. The programme is about constantly raising the bar and figuring out how the bank fits into the broader macro-economic context of the country. Networking is encouraged, with participants getting the opportunity to meet with senior executives in the PBB environment. The PBB Intrepreneurial Leadership Programme will run for the third time in 2016. Over 180 participants have already completed it since its inception in 2015, and they have since been helping to develop collective talent in the group and create critical mass in talented leadership. Standard Bank’s leadership development programmes are characterised by a common innovative theme and their alignment to the group’s strategy. The research initiatives behind the development of the programmes help identify the behaviours needed to fulfil that strategy, and the programmes themselves offer practical learning and skills development initiatives to bring those behaviours forward and produce a new crop of leaders who can take the bank to the next level. Ongoing feedback and monitoring ensure that the programmes are implemented in the workplace and that, ultimately, the bank’s future leaders have the opportunity to reach their full potential.

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Rising Star Interview Banking & Financial Services

Weathering the Storm professionals that does not often feature. “There are awards for young up-and-coming talent, and awards for those at the end of their careers, but not much in between,” she says. “This was a great opportunity for like-minded individuals to come together and make great contacts, network, coach together and workshop together. It gives people in the middle of their careers some-

the product is discontinued?” asks Robb. “What happens to the organisation’s talent then?” These are pertinent questions, and ones not many people want to address. Robb says that in these instances, when your people stand in a position of absolute vulnerability, questioning their world like

“If you want to work with high performance, high potential people, you need to be ready if things go wrong” thing to aspire to, before we take the step to the next part of our careers.”

Caren Robb 2014 Rising Star - Banking & Financial Services Caren Robb – finance professional, social impact warrior and commercial specialist – won the Rising Star award in the banking and financial services sector in 2014. “Someone from my business at the time nominated me, and after going through each phase in the competition, my appreciation for the honour of being nominated increased exponentially,” says Robb. “The judging process was tough, and resulted in much introspection and soul-searching. There were so many great entries in my sector, and many from first class organisations, so I was really humbled when it was announced that I was the winner – the competition was certainly worthy!” One thing Robb took away was that the judges believed in her passion for her industry. “I think that passion is what made me stand apart,” she says. “A year later, I am just as passionate about the industry, and hoping to keep making a difference no matter where within the industry I find myself.” Robb says that these awards are particularly significant, as they cater for a group of

Keeping highly talented individuals with excellent career prospects engaged and committed to organisations can be a challenge. “When asked what the secret is, the majority of us go to those moments where we reference the highlights of our careers, the times where we believed in what we were doing, where we gave our minds, hearts and souls to build something great, to make a difference in our business and in the world,” says Robb. “We bring to mind projects or teams where we worked with other highly talented and successful people both inside and outside our organisations, and focus on those times where people pushed us to be better, challenged our thinking and cheered us on.”

a survivor after a tsunami; disorientated, devastated, pushed to breaking point, where the fight for survival takes place and the guilt sets in, that’s where leaders need to step up and manage their talent in a way that ensures their path forward is not paved with destruction. “One of the greatest things about highly talented people is that they never need to be called out or spoken to harshly,” says Robb. “They are and always will be their biggest critics. So how do we deal with them in their moments of failure? Or in their perceived moments of failure?” Robb believes that we need to ensure that we have a strategy in place to build them into bigger, brighter stars. “We need to help them realise that while they might be wounded, they just earned their stripes,”

“If we don’t keep our people engaged they will move on” Robb says these are the moments where people sat in the privileged seat of influence and carried their responsibility with pride. “These were times where we succeeded, delivered and were acknowledged,” she says. “We felt recognised for the contribution we made. In these scenarios it is easy to say what keeps highly talented individuals engaged and committed to organisations. It is the stretch opportunities, the fulfilment of purpose, belief in the vision and alignment of personal values to those of the organisation. It is the sense of achievement in having made things better.” But what happens to highly talented individuals when things go wrong? “When the wheels come off spectacularly, when the big stretch project gets cancelled, when the deal doesn’t go through, when

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she says. “They are going through a rite of passage, and have received one of the biggest career gifts – experience.” It is no mean feat, however, dealing with young talent who have had to deal with a crushing blow. “It is in these scenarios, however, that we will be able to prove to them that it’s worth sticking it out,” says Robb. “If you want to work with high performance, high potential people, you need to be ready if things go wrong,” she says. “No company is perfect, no industry is perfect, and things happen to derail even the best laid plans. It is how we deal with the fallout that makes us stand out as leaders, and which will earn our companies and industries reputations for being places people want to work – because we stuck with our people during the good times and the bad. During these hard times we need to treat people with kindness, give them

Rising Star Interview Banking & Financial Services

space and time to heal and help them get perspective.” On the flip side of the coin, Robb says one must also have plans in place for when things go right. “All too often, we just go with the flow when things are going well with those in our teams,” she says. “However, it is easy to become complacent, and to stop offering our young talent new

challenges and opportunities to prove their worth. If we don’t keep our people engaged, they will move on, and our hard work and investment will benefit someone else.” Robb also says that companies must focus on skills transfer. “If I don’t continuously transfer the skills I have, I won’t have the capacity to continue growing and my team

won’t grow either,” she explains. “We need to help others lead – let our people step up. We need to learn to delegate responsibility, without abdicating our accountability. It will help us build real talent that has substance, sustainability and is successful. It is the best way to make a difference, and one of the most effective ways to build leadership competence in any industry.”

“because young talent today wants more than just a twenty-year stay in a company, plodding along until retirement”

Tshepo Sibilanga & Caren Robb at the 2014 Standard Bank Rising Star Awards

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Special Feature Banking & Financial Services

Corporate training programmes should deliver real benefits An organisation should have a clear understanding of why the training is needed in the first place. Each training program should be aimed at addressing specific performance limitations, and what is needed to achieve improvement. While this is done for individuals, it should also be done within the context of the entire organisation and its ambitions. As a result, the success and importance of training should not only be measured by the skills and competencies that are being developed, but also by the impact the newlyacquired skills and competencies will have on desired performance and the organisation.

Furthermore, it must select participants whose job performance will be most enhanced by the training. The most ideal end product is that upon completing the training, an employee should have a clear understanding of how this new knowledge will improve what he or she is already doing. The desire to transform corporate learning from mere training to measurable skills and capabilities development was what originally prompted the establishment of Nedbank’s first Academy in 2010 and continues to drive its development and expansion. The group’s various Academy

“The success and importance of training should not only be measured by the skills and competencies that are being developed, but also by the impact the newly-acquired skills and competencies will have on desired performance and the organisation”

Mike Brown Chief Executive Nedbank Group

If done effectively, employee training and development can hugely benefit employees and provide an organisation with a significant return on investment. The biggest asset any business could have is its people after all. Releasing and effectively channeling the untapped potential locked inside employees is a sure-fire way to boost theirs and their organisation’s performance. Companies should treat staff training as an operational expense which yields returns, otherwise it should be questioned.

While it’s easy for institutions to attach the name ‘academy’ to their staff training programmes, a true corporate academy should be a place that offers far more than theoretical learning and on-the-job training. The true measure of the value delivered by a fully-fledged corporate academy is its ability to transfer real skills that transform individuals, the business and ultimately, their respective industries. In his paper titled Maximise Training by Aligning Learning with Business Goals, American Engineer, Dr. Jay Bahlis says, “Managing training budgets and resources should be no different than managing any other investment, such as major equipment. To identify tangible benefits, clear links should first be established between training activities and organisational goals.”

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programmes form a vital part of its overall people development strategy and includes additional foundational programs that facilitate entry level qualification for the Academy programmes. One of these foundational programmes is the Nedbank Graduate program that is a highly effective programme aimed at preparing graduates for the working environment. The graduate programme is also designed to bridge the knowledge or skills gap which currently exists in South Africa due to the limitations of our education system’s ability to adequately prepare graduates for the competitive world of work.

Special Feature Banking & Financial Services

Website: www.nedbank.co.za

By end of the 2015 financial year, the Nedbank Academy would have trained in excess of 1438 professionals cost effectively enabling us to reap a range of benefits. We now see enhanced competence among employees, impelling their prospects of moving into more complex roles within the organisation. The training has also refined the skills of employees who have not been able to maximise their potential. Moreover, we continue to recoup some of the investment through tax rebates but we’re reinvesting the funds for further employee training. The Nedbank Academies have evolved to include and integrate learning into the end to end human resources practices of job profiling, recruitment, assessment, performance management and change management It’s imperative to ensure that the design and presentation of every training programme takes into consideration the organisation’s end-to-end human resources value chain so that participants fully understand what is expected of them, how the learning will help them deliver it, and what opportunities for growth they pre-

sent. By focusing on building relevant and highly contextualised employee capabilities in this way, rather than merely transferring knowledge, staff training programmes would vastly improve not only the contributions employees make but also their own professional development. A prime case of an effective employee development strategy is that of Tesco, the largest British retailer and the world’s third largest grocery retailer with outlets across Europe, USA and Asia. The organisation adopts a structured yet flexible approach to training and development, which adapts to individual employee needs. This allows people identified as having the potential and desire to do a bigger or different roles to take part in training to develop their skills and leadership capability. Despite its vast size (with approximately 280 000 employees in the UK alone), Tesco still provides tailored training to its employees, which emphasizes the value it attaches to employee training and development. The training is designed with a clear understanding of the importance of context in the learning experience they offer. This approach almost certainly guar-

antees a good return on investment as the trained employees will transfer their newly-acquired skills into their jobs for better performance while impacting on the overall productivity of the firm. While the Nedbank Academy model is unique in South Africa, the group is keen to share it with other businesses and learning institutions as they actively seek opportunities to partner with like-minded organisations and industry bodies. The Academy has a particular interest in partnering with local government bodies to help close the skills gaps and fill the vacancies in the public sector. The Academy’s integrated capabilities development approach presents an ideal way to give graduates the skills they need to be able to slot into available job opportunities. While this is particularly true of the public sector where skills shortages continue to keep positions vacant, it’s also very relevant to the world of business where it will enable graduates to quickly transform their theoretical knowledge into practical action that delivers tangible value for their employers.

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Sector Overview

Construction & Engineering

The construction industry has been under severe pressure over the past few years, and as a whole, in the prevailing economic climate continues to underperform relative to market expectations. What has been highlighted over this period is the need for better coordination and monitoring within the construction industry – a challenge that the South African Government has welcomed with the roll-out its National Infrastructure Plan, the implementation of which will require significant construction input. The Medium-Term Expenditure Framework (MTEF) in particular has earmarked significant investment for public sector infrastructure projects under consideration to 2020. Unintentionally, however, these plans have served to highlight an already desperate lack of skills in the country, which places their execution under severe threat. The reality is that South Africa is not producing enough engineers, artisans and technicians to deliver these projects. Despite the high number of student enrolments in engineering programmes at tertiary institutions each year, South Africa only produces approximately 1 500 engineering graduates annually – of which less half go on to practice as engineers. The severity of this predicament is borne out by the fact that various Engineering categories continue to dominate the top ranked occupations in the National Scare skills list. Calibration with the international benchmark of an average population per engineer reveals that South Africa is lagging significantly behind other developing countries. In South Africa, one engineer services 3 166, compared to Brazil’s 227 and Malaysia’s 543 per engineer. The discrepancy in the benchmark emphasises the extent to which South Africa is under-engineered. CEOs in the construction industry acknowledge this predicament, and have expressed concern regarding their access to this scarce skill set. This lack capability and capacity not only affects a company’s ability to compete for and successfully complete contracts, but also compromises its growth potential. Similarly, retention of staff with scarce and critical skills is fundamental to long term sustainability. It is encouraging to note the intent expressed across the industry to increase current levels of investment in skills development, a significant portion of which will be being directed towards bursaries and learnerships. However, these initiatives cannot exist in isolation. Unless they constitute a key component of integrated industry-wide talent management programmes, and receive the requisite support and active involvement of industry leadership, they will fail to establish a sustainable pipeline of talent for the industry in the future. David Conradie

The bla tha pre

Winner’s Interview Construction & Engineering

Stay Hungry, Stay Foolish do need help along the way,” she says. “If I had not received support in my journey to my current position, I would not be where I am today. I want to make sure that I provide that same help and support to others aspiring to greater heights, and guide them as they grow both personally and professionally.”

cess, it gives me much joy when they reach that point and I am there to witness it.” Mbuli clearly believes strongly in the value of mentorship, but is adamant that not everyone is cut out to be a mentor.

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“I never want to lose my passion for gaining knowledge. I also always want to focus on sharing that knowledge with others, and watching them grow and develop into the successful individuals I know they can be”

Mbali Mbuli 2015 Rising Star Construction & Engineering Steve Jobs borrowed the mantra “stay hungry, stay foolish” from a Whole Earth Catalogue he came across in the mid-1970s – a paperback version of Google, 35 years before Google came along.

It is for this reason that Mbuli actively participates in mentorship and coaching in her company, developing others as she develops herself. “Nothing is more fulfilling than seeing someone reach their full potential, or at least try to,” she says. “I love people, and I generally like to find out what makes them tick, what excites them, and what they really strive for in life. Having said that, it is important to acknowledge that success means different things to different people. For some it is career, for some it is family, for some it is financial, for others a combination of several things. However people measure their suc-

“You cannot develop a person if you do not have a genuine interest in their development,” she says. “Just as not everyone can teach, not everyone can be a mentor. I think managers and leaders need to be taught how to conduct effective performance review conversations, and discuss personal development plans with their teams. If a company is not seen to be genuinely concerned about the development of its people, then it will be very difficult for that company to attract and retain talented individuals. If my company did not have a plan for me, I would not work for it. That’s just how I am wired!”

These words stuck with him – he always wished it for himself, and for young graduates as they enter the big wide world. They are words that also resonate with Mbali Mbuli, Commercial Manager at Murray & Roberts Construction, and winner of this year’s Rising Star award in the construction and engineering category. “As long as I am learning, I continue to grow, and that is good enough for me,” says Mbuli. “I never want to lose my passion for gaining knowledge. I also always want to focus on sharing that knowledge with others, and watching them grow and develop into the successful individuals I know they can be.” Mbuli knows that climbing the corporate ladder in the construction industry is a challenge, and sees herself as a symbol of hope for others who wish to do the same. “You do not have to be a certain gender or race to succeed in this industry, but you

2015 Construction & Engineering Finalists

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Cnr PO Tel:

e Liviero Group is South Africaâ&#x20AC;&#x2122;s largest privately ack owned multi-disciplinary construction Group at has grown into a national business delivering estigious contracts throughout South Africa.

e diverse nature of the Group enables it to deliver nstruction and engineering solutions in the Roads d Earthworks, Civil Engineering, Building, Drilling Blasting, Energy and Mining sectors.

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Mission Liviero is a passionate, entrepreneurial, aligned, private, family orientated, multidisciplinary construction group. Our mission is to add sustainable real value to our stakeholders through strong relationships. Vision To be a sustainable, respected and proud brand Values Adaptive flexibility Do what we promise Entrepreneurial spirit Passionate about relationships Teamwork and Co-operation

Dytchley & Marcius Road, Kyalami, Johannesburg O Box 31319, Kyalami, 1684 +27 (0) 11 466-2644 Fax: +27 (0) 11 466-2885

www.liviero.com

Special Feature Construction & Engineering

Profit with purpose – the role of CSI in talent retention within Mokopane. Ms Dungile Maponyane saw a desperate need within her community where scholars within the Grade 10 to 12 levels were battling to overcome an ongoing struggle with two subjects, which appeared to be more than a stumbling block; it was an abyss for many! DTMSC provides additional after school tutoring and mentoring within Maths and Science for all Grade 10 to Grade 12 scholars. DTMSC is supported by local teachers, tutors and past students who provide voluntary tutoring support in the form of time and assistance to daily, weekend and school camps over April and July each year. Our initial investment within this initiative was the provision of financial support and some tutoring support from our qualified Engineers within the company.

Neil Cloete Group CEO, Liviero Group

As an organisation participating within the Construction sector as a Contractor, we acknowledge that there is a scarcity of skills within the Engineering and Build environment. Unfortunately, South Africa’s recent statistics in the world ranking for Maths and Science has not been good; and many scholars often choose the traditional careers; most of which do not require a Maths or Science entrance requirement. It is for this reason that the Liviero Group

In today’s modern and competitive environment organisations exist, operate and move within a cosmopolitan environment of internal and external stakeholders. The demands placed on an organisation to engage with each of these stakeholders creates enormous pressure, responsibility and accountability on a Leadership and management team to focus on the difference and impact that their operations have on community and the environment. So often organisations are driven by the pursuit of Profit (which makes perfect sense if you consider why a shareholder would want to invest in any organisation); without realizing the importance of Corporate Social Investment, and its role in driving talent retention within their organisations. During 2006, one of the Liviero Group companies (Civils) embarked on a journey to help build a small non-profit organisation called, DTMSC – Dungile Training Maths and Science Centre. DTMSC is an initiative, which is spearheaded by a passionate Mother and Maths and Science teacher

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of companies entered into a renewed community capacity building relationship with DTMSC in 2011. Through continuous improvement initiatives within this community capacity building initiative, the Group wanted to make a greater difference and impact on the lives of the young school leavers who were now successfully passing Matric – Maths and Science with above 60% averages; and a couple of distinctions! The Liviero Group integrated its BDP – Bursary Development Programme with DTMSC and offered a number of students an opportunity to attend their first Diploma or Degree programme at one of our South African universities, within an area of field of study, which was aligned to our organisational growth strategy. Scholars were entered into Civil Engineering, Building Science, Quantity Surveying and Mining Engineering disciplines. The Group of companies developed a basic CSI Model and Framework, which has greatly assisted us in growing this vital community building initiative. The model provides a basic overview of the key steps required when preparing to engage in a CSI initiative.

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Website: www.liviero.com

Step 1 Assess overall organisational and sector challenges Step 6 Engage in continuous improvement initiatives with the community partner and plan for future initiatives

Step 2 Identify key areas of community impact based on operations

Step 5 Appoint and engage a community partner in a long-term organisation and community capacity building initiative

Step 3 Assess the gap, and determine where possible synergies exist between the organisation and the community Step 4 Identify community possible partners and engage on an agreed value proposition

Liviero CSI Model and Framework

DTMSC developed to endearing philosophies over the past few years; namely a Vision and a theme song, which pays tribute to the perseverance and determination of a community to support their youth on their future growth and development: • •

DTMSC Vision: “Study and read until it hurts!” DTMSC Theme song: “Never never give up!”

In 2014, the Group of companies embarked on another milestone achievement as a result of our focus on continuous improvement. The Group decided that it should a go step beyond just preparing the Learners with new skills and knowledge;

why not offer the Learners the opportunity to practice their newly acquired skills and knowledge as qualified professionals within the Construction environment. During this year, two of the Group companies; Civils and Building provided Learners with the opportunity to take on full-time roles within their respective businesses. The results of this decision have had a long lasting impact for both of internal and external stakeholders! Many of our employees have acknowledged that CSI is not only an organisational responsibility, but also their responsibility. As a result we have found more and more employees coming forward with suggestions to become involved within DTMSC or other lo-

cal initiatives; providing freely / voluntarily of their support. Furthermore, the Group of companies has managed to build upon its scarce skills talent pipeline by adding young Engineering professionals to its existing workforce and the industry as a whole. Profit with a purpose has proven to the Liviero Group of companies that an Employer should always be aware of the environment within which they operate; and that through building community capacity building initiatives such as DTSMC we are able to establish real value to both the organisation and the communities in which it operates.

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Rising Star Interview Construction & Engineering

Energy in Engineering embark on new explorations that put my endurance to the test and prepare me for future unknown challenges.” Toussaint maintains that talent management has been a neglected discipline for many years. “Even now, it remains a space clouded by human resources administration, as opposed to human inspiration,” she says. “It is essential to promote alternative approaches to engaging employees. In most organisations our human capital is the most important of all the resources that need to be directed and engaged to fulfil the organisation’s mission. Celebrating the young leaders is a good starting

match of understanding between HR practitioners and engineering professionals. “As a starting point, HR practitioners need to broaden their perspective and see their function beyond administrative duties as talent developers,” she says. “Demanding as it may be, they need to understand not only the nature of people working in their organisation, but also the nature of the work that is required.” Toussaint believes that it is the role of HR practitioners to assess whether people hired and work offered are a good match. “Only then will talent love what they do

“It is essential to promote alternative approaches to engaging employees. In most organisations our human capital is the most important of all the resources that need to be directed and engaged to fulfil the organisation’s mission” point for engaging practitioners in the talent management space around conversations of transformation. It all starts with a vision.”

Wiebke Toussaint 2014 Rising Star - Service: Public & Private Wiebke Toussaint is Founder and CEO of Engineers Without Borders – South Africa (EWB-SA), a non-profit organisation that provides communities and communitybased organisations with access to engineering skills and technologies, to improve the quality of life of their members in a sustainable manner. She is also a former winner of the Rising Star award in the public and private service sector, and is passionate about her chosen career.

From an industry perspective, Toussaint feels that not enough is being done to effect change in the broader talent development environment. “At EWB-SA, we envision an engineering sector where people can live their passion, unfold their potential and work with compassion,” she explains. “Currently, this is not the case. The generation, gender and cultural borders are particularly strongly defined in the engineering sector – an aging, white-male dominated profession that is struggling to demonstrate relevance to an increasingly diverse stream of incoming engineers. Yet, engineers are the drivers of development and are central to creating a prosperous South African nation. Talent retention and

“It all starts with a vision” “Energy and enlightenment, education and empowerment, exploration and endurance – these are the elements that have shaped my life,” says Toussaint. “Energy is my essence and drives my vibrant approach to engineering. Education is my passion, forming the foundation of my desire to empower people and make a difference in Africa through Engineers Without Borders South Africa. Curiosity motivates me to

development in the engineering sector should be a critical agenda item to ensure that South Africans continue to have access to water, electricity, excellent road infrastructure, rail networks, ports, telecommunications, etc. in 2030.” Toussaint maintains that there exists a great mismatch of expectations between industry and students, and a great mis-

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and stay,” she says. “On the matter of expectations, companies should stop selling golden eggs and making promises they cannot keep. Be real – you won’t be able to hide it later!” She also says that on the flipside, students and graduates need to inform themselves better of the industries they are planning to work within – remove the shutters and start engaging. “EWB-SA has positioned itself in the middle of the expectationsdilemma,” she says. “We challenge our members to be real about the work they may get into, connect students to fresh graduates to share experiences and provide a community of young people in similar situations to find collective solutions to frustrations. Knowing that you’re not alone goes a long way when learning to manage your expectations.” Toussaint suggests that the situation could be improved in a number of ways. “Firstly, employee retention rates should be a key performance indicator for HR practitioners,” she says. “Secondly, graduates should be seen as ‘free talent’ and assigned their own cost centre, thus seen as value-add rather than profit drain. Lastly, talented individuals need to have a ‘one up’ mentor – their manager’s manager – and should take on a mentee – mentorship can only be understood when experienced in both directions.”

Rising Star Interview Construction & Engineering

Website: www.ewbsa.org With the majority of South Africa’s talented technical skills base retiring in the next decade or two, Toussaint believes that it is crucial that sufficient talented young technical people see a future in the country’s engineering sector to ensure its sustainability. “The engineering industry needs to drop its conservative attitude, be prepared to try something truly different, fail and try again until we get it right,” she says. “Young technical people need to be allowed to sit at the table and have a voice. Solving the immense challenges that South Africa has will only be accomplished by diverse teams that encompass a variety of perspectives.” As co-founder and chief visionary of EWBSA, Toussaint plays a crucial role in achieving the organisation’s mission of providing

a platform for young engineers in South Africa to use their skills to benefit society. “We have placed ourselves into the heart of the engineering sector and our national network spans over 1 500 individuals,” she says. “Our strong chapter-based organisational structure provides plenty of opportunity for those with a vision and sufficient commitment to get involved, make a difference and develop their leadership and management skills.”

its members to turn ideas into action, but it is the responsibility of each member to uplift themselves, or to tap into our community to uplift ourselves together,” she explains. “I am inspired by the community of leaders that we are assembling, nurturing and engaging. I feel honoured to represent visionary young technical people on a national level. They are the reason why I continue to be engaged in the organisation month after month.”

“Companies should stop selling golden eggs and making promises they cannot keep” Ultimately however, Toussaint believes that people are the creators of their own destiny. “EWB-SA builds capacity among

On a personal note, Toussaint says that Nature is her role model: “She’s withstood the test of time, and is the ultimate model of resilience. We can learn a lot from her.”

Deputy Minister: Tokozile Xasa & Wiebke Toussaint at the 2014 Standard Bank Rising Star Awards

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Sector Overview

Energy & Chemicals

Shirley Zinn

Energy & Chemicals

South Africa’s energy and chemical sector is diverse and complex, with both capital and labour intensive operations across the sector. The chemicals industry alone is the fourth-largest employer in manufacturing, behind food products, motor vehicles, parts and accessories, and metal products. Its global sales well exceed $3 trillion, with chemical products and technologies used in almost area of the world economy. The energy industry is also a significant employer, providing jobs for hundreds of thousands in various skilled and unskilled positions in South Africa alone. As with many sectors in the South African economy, however, talent development remains a challenge, and many organisations are operating in survival mode rather than planning for the future. Urgent demands on both energy and chemicals have resulted in crisis management becoming the norm, and with the energy sector particularly facing huge challenges currently, this trend seems set to continue. Investing in people, however, is not negotiable if the sector wants to weather the storm and emerge even stronger than before, and government and private organisations are starting to recognise this. CHIETA, the Chemical Industries Education and Training Authority, and EWSETA, the Energy and Water SETA, have put extensive programmes in place to ensure that talent development and growth remain a priority. These include workplace placement programmes, skills forums, partnerships with large organisations, bursaries, learnerships, recruitment drives and providing young talent with national and international exposure. Both SETAs aim to anticipate, build and manage the skills development and training needs of the energy and chemical industries sectors through strategic skills planning within the context of the National Skills Development Strategy. The energy and chemicals sector needs to focus not only on technical skills – which are important from an operational perspective – but on the “softer” skills such as leadership and management. Backed by a base in technical expertise, skilled leaders can make a difference in the sector – taking it to the next level in developing powerhouses for economic growth. With ever-expanding GDPs, and attractive foreign exchange rates, countries in Africa are attractive for foreign direct investors, but increasing leadership and entrepreneurial capabilities will be critical for rapid development. The youth, particularly, should be targeted for intensive skills development, as they represent a generation that can consolidate Africa’s economic gains. Those organisations that can find sustainable ways of attracting, developing and retaining talent will prove to be the most successful, and will have a large role to play in bringing the sector in line with South Africa’s national skills development goals. While government – through various departmental, parastatal and SETA initiatives – certainly has a role to play, it is up to the sector as a whole to recognise that talent development is a critical deliverable and operational necessity, and find innovative ways of enlarging the skills pool across the sector. Greater collaboration between government and the private sector should be paramount, where both work towards creating a reality that sees benefits for every party involved, and both challenges and their solutions are shared.

Winner’s Interview Energy & Chemicals

Fuelling Growth through Opportunity These obstacles are real, but they can be overcome. Mtegha believes that through implementing properly structured development plans – for both technical and leadership skills – for women in whichever field they are in, they will be provided with the opportunity to step up to the stretch assignments and roles that will prepare them to be industry leaders.

your God-given talents and abilities, but you also need to see where you can improve and work on these areas. Surround yourself with people who challenge you, and put yourself in situations where you can grow. In a work setting, it means being involved with projects, meetings and teams that will stretch you, and not being afraid to be deliberate about it – at work

“Women who have achieved success in our industry have a large part to play in passing on the skills and techniques they have learned to young women coming through the ranks”

Thuli Mtegha 2015 Rising Star Energy & Chemicals Being a young, black woman in a predominantly male-dominated, industrial environment can be a challenge at the best of times, but it is one that Thuli Mtegha, Supply Planner Lead at Shell, has risen to, and she has shone in the process.

“Women who have achieved success in our industry have a large part to play in passing on the skills and techniques they have learned to young women coming through the ranks, especially in areas such as networking, lobbying and maintaining positive relationship management in the workplace,” she says. “However, I also believe that the men in our industry need to step up and be strong role models, influences and sponsors for young women – I have been privileged to have such support from male leaders in our industry, and it has been invaluable.” There are key learnings that Mtegha has garnered from her participation in this year’s Standard Bank Rising Star Awards, and her subsequent winning of the award

“Do not compare your journey to that of another individual, or compare yourself to them – we all have different purposes to fulfil” “When I started my career at Shell, I was a production supervisor at a lubricants plant,” she says. “Even though I was their line manager, it was a challenge to convince the male staff that I was worth listening to. Being heard is definitely a barrier that women in my industry are up against – I have experienced being undermined and judged more stringently than my male counterparts on many occasions, but the key is to prove even more so that you know what you are doing, instead of giving up because you think the additional judgement is unfair. Recognition and being offered opportunities to grow and develop have also been obstacles, but I believe one has to create opportunities for yourself, and grab them when they do present themselves.”

in her sector, and she believes there are valuable takeaways worth sharing. “Firstly, you need to see yourself as talented,” she says. “Most of our limitations are not instilled by the system, our managers, or other colleagues – be they male or female. Most of the limitations we experience are due to personal and flawed thinking around our abilities and what we have to offer.” Secondly, Mtegha says people need to run their own race. “Do not compare your journey to that of another individual, or compare yourself to them – we all have different purposes to fulfil,” she says. “However, you do need to work on yourself. You must believe that you are talented, and see

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we sometimes have to fight for what we want. Opportunities come to those who take them – time and chance are given to all, and we need to learn to recognise opportunities and pursue them, not only when they look good.” Lastly Mtegha encourages people to be themselves. “During the competition, I wanted to present myself in the best possible light, but without misrepresenting who I am,” she concludes. “People realise quickly when someone is putting up a front, and it becomes a barrier to real, authentic communication, which is where the exciting things start to happen!”

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Special Feature Energy & Chemicals

How we can develop the leaders of tomorrow Everyone agrees that education of the highest standard for all children serves as a critical point in ensuring that the country’s economy and workforce quality continue to grow. A common sentiment shared by various organisations is that no investment is greater than investing in the education of young people. However, the World Economic Forum ranked South Africa’s education system at 146th of 148 countries even though education continues to consume most of our state’s budget. In 2013, the National Education Infrastructure Management System Report noted that there were 25 000 pub-

and dancing shows than there are on the skills we need to develop for them to be employed – whether traditional or self -employed. We would rather sponsor a show that teaches them how to dance and sing than a show that gives our children tools on how to become meaningful participants in our economy. We all know that a skilled workforce remains the important lever that can both drive and execute South Africa’s growth trajectory. An employed skilled workforce can fuel growth and help expand the middle class. However, Manpower South Af-

“If we want to develop our future leaders, we need to make sure the foundation is right” lic schools in South Africa: of these, 3 544 (14%) had no electricity supply, 2 402 (10%) had no water supply and 23 562 (93%) did not have stocked and functioning libraries.

Phuti Mahanyele Former CEO Shanduka Group One of the goals I have on my vision board is the full employment of our youth. It is a goal I believe everyone must have. South Africa and the rest of our continent needs to prioritise the development of our youth – as they are our future leaders. As heads of organisations both in the private and public sector, the challenge facing our youth needs to stop being rhetoric – and they need to be recognised for the impact they have on our country’s growth and transformation. In developing our future leaders, we need to ensure that we create an environment and provide tools in which to grow and develop them – from education, to skills

If we want to develop our future leaders, we need to make sure the foundation is right. We need to invest in our education system. Various companies are finding that the more they invest in initiatives to empower the education system, the more momentum and demand they create for what they provide, and the smarter they get about innovating around what is truly needed in the education sector. This turns into a cycle of self-improvement and the consequent development of the leaders we desperately need. However, the reality of our future leaders is that 19.7 million of them are unemployed and 9.8 million are not economically active. We speak about the country’s unemployment figures so often – that we have become desensitised to what the actual numbers mean. In trying to understand the magnitude of this figure, if we tried to fill up the Dome with this number of people, we would need to have 950 concerts. I use the reference of music concerts because this is somewhat the culture we

“Everyone is calling for leadership as if it is to come from some place other than ourselves” necessary for the labour market, employment opportunities and most importantly, leaders for them to emulate.

have created for our youth. If you compare the number of shows that corporate South Africa sponsors – there are more singing

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rica’s tenth annual Talent Shortage Survey, released in May states that there has been a marked increase in the difficulty of filling positions. Last year, 8% of South Africa employers reported difficulty in filling job vacancies, this year, this figure has increased to 31%. Some of the most difficult positions to fill were skilled trades, engineers, management/executive staff, accounting and finance staff, sales representatives, secretaries, personal assistants, receptionists, administrative assistants and office support staff, drivers, technicians, teachers and IT personnel. When asked why they had difficulty filling jobs 46% cited a lack of available applicants or no applicants at all for the position. If this is one of the reasons why we are struggling to fill these less technical positions we need to look a bit closer at our training and recruitment processes. The corporate sector needs to strengthen our fledgling skills training programme by offering its proprietary human, technical, and intellectual capital. Another contributing factor to the alarming youth unemployment figures, and unemployment overall, is the jobless growth in South Africa’s economy. Given how the trend in youth unemployment intersects with jobless economic growth in South Africa, a concerted effort should be made to shift the focus toward fostering entrepreneurship among the youth, mainly because the socioeconomic challenges that

Special Feature Energy & Chemicals

Website: www.sigmacapital.co.za we face as a country and continent are the biggest contributors to our slow growth rates. Corporate South Africa needs to play a meaningful role in the support and development of our entrepreneurs. Doing so

place other than ourselves. If we want to develop our future leaders, we as corporate must lead. The above challenges and opportunities should drive all of us as business people to commit and join hands with

We need to be proudly driving the social changes we deserve so that the future of our country can reap the investments made towards our education, skills development and entrepreneurship support.

“South Africa and the rest of our continent needs to prioritise the development of our youth – as they are our future leaders” could be one of the most effective means to mitigate both unemployment and social affliction, especially in our disadvantaged communities. One of the buzz words in South Africa currently is leadership. Everyone is calling for leadership as if it is to come from some

others and run socially aware businesses contributing to the well-being of others. We must be able to build a prosperous economy that is supportive of its youth and the vulnerable as well as making sure that the social interventions we embark on are safe and sustainable.

If we want future leaders, we need to embrace change – find new ways to do things – ask the difficult questions and make hard decisions - overshadowing the status quo.

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Rising Star Interview Energy & Chemicals

Engaging Hearts and Minds cal expertise and brilliance are more easily acknowledged and celebrated,” she says. “The Rising Star awards create a more holistic platform for talent recognition and celebration.” De Beer is involved in Sasol’s enterprise and supplier development function, where she engages with start-up entrepreneurs on a daily basis. “I journey alongside en-

Fortunately for De Beer, change has become a constant in our daily lives. “The younger generation grows up in an environment where there are constantly new ideas, new information and new ways of doing things,” she says. “In coming to terms with life, work and play in such an energetic environment, we tend to be always looking for something new and engaging. We always want something new

“The younger workforce wants to be part of a movement that brings along positive change in our society”

Adri De Beer 2014 Rising Star Energy & Chemicals Adri de Beer is an Enterprise Incubation Specialist at Sasol, and a former winner of the Rising Star award in the Energy and Chemicals sector. “I appreciate awards such as Rising Star – our industry can be a very technical environment where techni-

trepreneurs on their road of starting up their businesses,” she explains. “I provide support, guidance and lots of encouragement along the way. Sometimes the road is hard and challenging but the feeling of accomplishment and success at the end of the road makes it all worthwhile. I am in a very privileged position to be able to say I absolutely love my job and really mean it.” The world of entrepreneurship is very stimulating and De Beer loves it. “I love to be in a position where I can meaningfully assist people in achieving their goals and dreams,” she says. “The world of entrepreneurship is dynamic, and satisfies my need to constantly have new tasks and challenges to conquer. I love the energy, creativity and possibility found in the space of entrepreneurship.”

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we need to explore and understand before moving on to the next.” De Beer believes that a young talented person will be drawn to an industry or job if they will be required to learn and experience something new. “Also, the younger workforce wants to be part of a movement that brings along positive change in our society,” she says. “If they can experience a sense of belonging to something or somewhere that intentionally does good, such as at their workplace, they will more likely be engaged, and stay engaged. We want to contribute with mind, heart and hands in our work, the place we spend most of our day.” According to De Beer, the best way to attract and retain young talent is to create

Rising Star Interview Energy & Chemicals

Website: www.sasol.com an environment that allows for change, exploring and growth – constantly. “If certain roles are prone to repetition and stagnation due to the nature of the expected deliverables, then we need to create other opportunities for the workforce to meaningfully and purposefully volunteer their skills and expertise to make a difference somewhere outside their normal working conditions,” she says. “We also need to involve the younger workforce in co-creating these environments. The solution sounds simple, and it might be puzzling to implement, but then again we should thrive on engaging with and solving challenges!”

ties and so much more. “Yet, we all tend to look first at what we do not have, and get stuck in a mind-set of poverty and hopelessness,” she says. “As a nation, we are sadly not making much progress with this way of thinking. We each should first find our own authentic identity and know who we are and what we have, then connect, give and together build from the ground up. First our families and then our neighbourhoods and then the communities we all dream about, but we first need to give!” Finding her inspiration in ordinary people is another confirmation of De Beer’s belief

“We want to contribute with mind, heart and hands in our work, the place we spend most of our day” De Beer’s vision for the future of her industry echoes that of her vision for the country: “I dream of a great nation where we each take complete ownership of our own lives, build on what we already have, and then be selfless in sharing and sowing into each other’s lives, families and communities. We can, after all, only reap what we sow.” De Beer elaborates on this idea by pointing out that each of us already has so much in terms of dreams, talents, skills, indigenous knowledge, relationships, opportuni-

that we have it within us to make a difference. “The people around me who know who they are and what they have, inspire me,” she says. “One example is Bonga, a student I met who was the first of his family to go to university. Despite many challenges, including financial hardship, he stuck it out and eventually graduated top of his class. He is now doing an internship and has put his mother – who takes care of

his eight, mostly adopted, siblings – on his medical aid so she can get the treatment she requires. He has put his family on a whole new path of hope and opportunity, and this inspires me.” De Beer has a long list of such ordinary people doing extraordinary things. “There are so many role models walking the streets with us, every day,” she says. “Sadly though, we miss out on their stories because we are too focused on our own problems, and the things we do not have.” Optimistic by nature, De Beer always looks for opportunities and possibilities, rather than dwelling on challenges and despair. “In some ways, I believe I influence those around me to look at things in a different way, and more often than not, people find hope again,” she concludes. “I like to challenge people’s thinking process, encouraging them to think of possibility, opportunity and ultimately excellence. If I think of the legacy I would like to one day leave behind, it would be that people should know there is always hope and opportunity, no matter what.”

“There are so many role models walking the streets with us, every day”

Jacques Gouws & Adri De Beer at the 2014 Standard Bank Rising Star Awards

Rising Star Annual 1st Edition

Sector Overview

Entrepreneur

Shirley Zinn

Entrepreneur

Entrepreneurs are often seen as “one-man bands” – people who want to go it alone and make a success on their own steam. While this may be true, entrepreneurs also need proper planning and support, especially in the area of skills development – maybe even more so than those in formal employment. It’s often said that entrepreneurship is the key to the future success of South Africa’s economy, but this is easier said than done, and the fact remains that it has not yet taken off as it could have in this country. There are a number of contributing factors to this, but a critical one is that we have not cultivated a culture of true entrepreneurship as a driver for economic stability and prosperity. South Africa finds itself with a gap in the entrepreneurial sector between those on the breadline who are in business for survival and will never be able to employ others, and those whose mindset is to get rich quick without a thought for sustainable development or skills transfer. Underpinning this issue is an educational system (both school and tertiary) that is geared towards readying learners for formal or professional employment, and doesn’t equip those with an entrepreneurial talent with the skills to develop solutions that will change society for the better – creating jobs and providing sustainable employment. The Global Entrepreneurship Monitor puts South Africa at around 50% of where it should be in terms of entrepreneurial activity, based on other countries with similar GDPs and levels of economic activity. This is largely due to lack of support structures for entrepreneurs – it is assumed that since they want to operate on their own, they do not need support structures, mentorship or talent development. There are positive signs on the horizon, however. Increasingly, big business is coming to understand that developing an entrepreneurial mindset – even within their own corporations, often known as intrepreneurialism – is critical to sustainable development going forward. Also, many small to medium-sized businesses that have been successful understand that they need to give back by helping train up-and-coming entrepreneurs, including mentoring them and helping impart other necessary skills like management and leadership. Organisations such as the SA Institute for Entrepreneurs trains educators, trainers, co-operatives and community-based organisations to convey business skills, uncover entrepreneurship qualities and ensure sustainable economic development and wealth creation, predominantly in the education, agriculture, enterprise development and information technology sectors. The National Youth Development Agency’s Entrepreneurship Development Programme has shown great results – it aims to create a conducive environment for young entrepreneurs to access relevant entrepreneurship skills, knowledge, values and attitudes for their businesses. Other organisations such as Junior Achievement focus on incubator-style projects that not only provide practical entrepreneurial skills, but also traditional workplace readiness skills. These skills are what can make or break an entrepreneur, because besides being innovative, determined, resilient and hardworking, successful business owners also need business, management and leadership skills. More small to medium sized businesses need to focus on imparting these skills if entrepreneurship is to grow sustainably in South Africa.

Winner’s Interview Entrepreneur

At the Forefront of Recruiting Talent A passionate motivational speaker, Reynolds enjoys inspiring others, and not only gives weekly training sessions to her staff, but speaks at conferences, awards and events. She has developed a programme called Teacher, where she gives paid work opportunities to young female students, teaching them the skills they will need when entering the business world, uplifting them and giving them the confidence to excel.

efforts in the recruitment industry itself. “Recruitment is a career, not a stepping stone,” explains Reynolds. “Unfortunately more often than not, people enter recruitment to see what else is available. After six months or so, they realise that the industry is not for them and they move on. Recruitment should be a passion, a calling, and a life-changing career move. I only employ people who really love what they do, and through this have been able to change

“Our employees at RecruitGroup are encouraged to actively build businesses within the organisation, and run them independently”

Laura Reynolds 2015 Rising Star Entrepreneur

Another initiative Reynolds has implemented is one in her own company, called #itsmybusiness. “Our employees at RecruitGroup are encouraged to actively build businesses within the organisation, and run them independently,” she explains. “It is a fantastic learning platform in the areas of business skills and entrepreneurship development, and teaches people to maximise the resources available to them.”

Laura Reynolds is CEO of RecruitGroup, a business born from her passion for entrepreneurship and people development.

Being so close to talent attraction and development across various industries has highlighted the shortcomings of similar

“I started my business to make a difference and leave a legacy, and I believe that by winning this award, I am one step closer to that dream”

a lot of the stigma associated with the industry.” Another challenge that Reynolds points out is that recruitment is not recognised as an accredited profession. “There is a vast amount to learn within the industry, which should be acknowledged through a course, degree or diploma,” she says. “We are hoping to get a higher education qualification accredited in the near future, which will go a long way towards formalising what we in the industry already know, and that is that recruitment is a career, and an accreditation to aspire to. It is also a key driver for economic growth in our country, and a means to make a difference across the board.”

“The Rising Star award for Entrepreneur of the Year symbolises the great potential that all South Africans have for making a positive impact on our country and the people living in it,” she says. “I started my business to make a difference and leave a legacy, and I believe that by winning this award, I am one step closer to that dream.” Being an entrepreneur and owning a business is a lonely road – there are many sacrifices along the way, and there are times when the load seems incredibly heavy. “Awards such as these remind us that we are not alone in growing and building our economy,” says Reynolds. “The future of our country and its people is in our hands, and we can, in fact, make a difference. In recruitment, this means lowering unemployment rates, upskilling people and helping them to make their own lives better.”

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S i B S S d B S

“H life se re th Sh

2015 Entrepreneur Finalists

“P o a tu

HEAR THE STORY OF A POWERFUL WOMAN & HER WILL TO SUCCEED - AGAINST ALL ODDS! Shirley Zinn Author of Swimming Upstream: A Story of Grit and Determination

Shirley Zinn is a formidable woman with an amazing story to tell. She has risen to the top of the pile in both academic and business circles, and yet she has retained great humanity and empathy in the face of great personal tragedy. Her story has lessons for us all – whether we are ordinary or extraordinary, whether we work in business, in government, or at home. Shirley’s story will inspire you and show you that it is possible to achieve your goals, if you are prepared to swim upstream and be single-minded in getting where you want to be.

Available at Exclusive Books & Takealot.com

ABOUT THE AUTHOR

Shirley Zinn, who holds an M.Ed from the University of the Western Cape and a D.Ed from Harvard, was awarded the Top Woman in Business and Government and Top Executive in Corporate South Africa by Topco Media in 2008. She was recognised by the Black Business Quarterly and received the award for Top Woman in Business and Government and most Visionary Woman in 2008. Shirley Zinn, serviced as HR Director for SARS, Nedbank and Standard Bank. She is currently the Chairperson of DHL: Global Forwarding SA, and a Non-Executive Director on the Boards of AdvTech, Tuesday Consulting, Business Engage, Sygnia Asset Management, and the Boston Consulting Group SA. She also serves on the Advisory Boards of Monash, African Society for Talent Development, and the University of Pretoria’s Faculty of Economic and Management Sciences. She is the President for the Harvard Alumni Association South Africa and a Fellow of the Institute of Directors SA.

“Shirley’s story will inspire you and show you that it is possible to achieve our goals.”

How strong is your inner core? how would you respond when e throws its toughest challenges at you? some may wallow in elf pitty, some may externalise the cause and seek an external efuge, and then there is the rare breed who are galvanised by he experience. Swimming Upstream is the compelling story of hirley Zinn who took life’s pain, who bounced back and who is still rising.”

“One of the most impressive biographies in recent years is about to be published under the catchy title Swimming Upstream, a riveting account \of how a young black woman, called Shirley Zinn, rises from the stifling conditions of the Cape Flats under apartheid to take a doctorate from Harvard and eventually become one of the leading human resources professionals in the country today.”

Trevor Manuel, Former Minister in the Presidency for the National Planning Commission

Prof Jonathan Jansen - Rector and Vice-Chancellor of the University of the Free State

Professor Shirley Zinn’s life and career story is one of triumph over adversity and loss. It will pull every string in your heart and inspire at the same time. Swimming Up Stream is a page urner that offers hope for every South African while providing powerful lessons on being an authentic leader in today’s complex world.”

“Shirley’s story serves as a guiding light and foundational framework for all future young leaders, and a sounding board and moral compass for established leaders and their teams”

Professor Stella M Nkomo, University of Pretoria

Gareth Armstrong, Executive Director, Future CEOs

Special Feature Entrepreneur

Who is responsible for talent management? The broad answer to this question is ‘everyone’. The best processes that we have seen for developing and monitoring organizational talent includes a role for HR, managers, executives, and employees themselves. In most cases, it is a fair statement to say that HR is responsible for leading the charge; however, without active involvement and support from managers and business heads, an ideal talent management system or strategy will never realize its full potential (Gina Abudi, Developing Organizational Talent).

What role do Managers play? While HR usually provides the processes, workflows, frameworks and systems to enable talent management, it is ultimately managers who are responsible for nurturing, guiding, developing, and identifying talent. Managers work directly with employees and as such have top-of-mind indications of performance issues, development requirements, possible successors, and overall output. For an effective talent management strategy to take effect, it is important that managers are given the tools, time, and training to effectively communicate, document, assess, identify, develop, give feedback, coach and align talent. HR can provide the knowledge and platforms for evaluating and engaging employees, but management must properly USE those tools and processes.

Professor Shirley Zinn CEO, Shirley Zinn Consulting A new CGMA report shows that 43% of chief executives, CFOs and human resources directors believe poor human capital management has kept their companies from reaching key financial targets in the previous 18 months. Forty per cent of executives said subpar talent management hinders their ability to innovate, and the respondents also linked inadequate talent management to issues including the inability to expand into new markets and complete major projects, difficulties forecasting growth and a slide in their company’s competitiveness.

question: Who has primary accountability for HR (talent, leadership and culture) issues within an organisation? The possible answers are: A. Line manager B. HR manager C. It is shared between line and HR D. The consultant E. I don’t care, I am going into finance Most answer C. And, Dave marks it as wrong because he believes the primary accountabilities for HR issues, which include talent, lies at the door of the line manager. (Published on 13 Dec 2013 by Ingrid Ashwin)

In a final exam for MBA students, global HR guru, Dave Ulrich asks the multiple choice

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What role do executives play? Executives and business heads are usually the defining force of the effectiveness of an organization’s talent management strategy. HR does serve as consultants, advisors, stewards, and owners of tactical execution of talent management processes; however, without commitment from the top leadership, these processes are likely to be underestimated by managers and thus poorly executed. Talent management should be at the heart of business strategy. It is vital that executives show their commitment to talent management systems and processes in order to ensure user adoption and foster management’s engagement in the process. Executives often times approve the framework and systems that will be used for company talent management. HR can do its best to educate and lobby for ideal workflows and systems but decision makers must ultimately approve them, and embrace in order for them to be implemented.

Special Feature Entrepreneur

Website: www.shirleyzinn.com What role do employees play? Employees have to take personal responsibility for proactively driving their own development and career progress. They cannot sit back and wait for the company or their manager, or even HR to do this for them. Fortunately, employee roles in building a solid talent management strategy also have direct benefits to the organization. Employees are responsible for developing and executing performance goals that are aligned with company objectives, are expected to participate in performance and development plans and discussions, and are often asked to provide insightful feedback about processes, peers, and management. The good news is that studies show that employees who are aware and involved in performance management processes are more likely to be more engaged in their roles. High employee engagement has a direct correlation to organizational success – and that’s just good news for everyone. Ulrich’s talent formula is: Talent = Competence + Commitment + Contribution: - Competent employees have the ability to do today’s and tomorrows’ tasks. - Commitment is about them giving their discretionary energy to the organisation’s success and contribution is when they feel that they’re contributing and finding abundance.” (Ulrich)

This is a classic revisiting of the 70-2010 model as discussed by the Center for Creative Leadership. If you are a leader, your work breakdown should match the development percentage mix. You should be spending 70% of your time developing your people by giving them challenging assignments, spending 20% of your time on coaching and mentoring them around both tasks and behaviors, and spending 10% of your time ensuring that they receive the needed training to be effective in their jobs, or growing their knowledge through learning and development. (Curtis L. Odom, Ed.D. 2012)

Effective talent management is a critical business goal for all leading organisations in today’s economy. It is essential that business managers recognise that workforce and talent management can directly impact a company’s profit and give them a competitive edge. (Paul Tooth, Sage HR and Payroll Team, 2011).

The first thing leaders need to understand is that better talent management does not come from having better HR processes or a better HR department. It comes mostly from having leaders and managers at all levels who embrace a talent mindset and build a culture and environment where people are inspired to thrive.

As a leader, your work breakdown should match the development percentage mix. 70% of your time developing your people by giving them challenging assignments. 20% of your time on coaching and mentoring them around both tasks and behaviors.

70 - 20 - 10 Model for Creative Leadership

10% of your time ensuring that they received the needed training to be effective in their jobs, or growing their knowledge through learning and development.

A talent mindset is a deep-seated belief that having better talent at all levels allows your company to outperform its competitors. It’s the recognition that better talent pulls all the other performance levers. These beliefs give leaders the determination to strengthen their talent pool and the courage to take bold actions to do so. (Ivybusinessjournal.com)

There is a danger that talent management is another HR fad, a solution looking for a problem. It is critical that talent management is aligned to the business strategy to ensure it is adding value not just taking time and resources. (Henley, 2008) HR responsibility for Talent Management lies in: •Ensuring that policies and processes around recruitment, training and development, assessment and performance management are both in line with the business strategy and focused on acquiring and development for now and the near future. •Ensuring that the systems and processes involved in talent management are integrated; can speak to each other, are mutually supportive, make smart use of data and analytics and allow for a macro view to be taken across the organization. •Involving and consulting with line managers in the development of talent management processes. And that line managers are responsible for: •Making it work and delivering talent management on the ground i.e. attracting, acquiring, developing, retaining, deploying and inspiring talent. •Applying processes and policies and practices within their immediate area of responsibility. •Ensuring they have the right people in the right place at the right time. •Ensuring that their teams are achieving optimal and sustainable performance, aligned with broader organisational and strategic goals. (Head-light.co.uk 2014) •Giving continuous feedback to support performance and growth. •Creating a great ethos based on organizational values so that talent can thrive, and businesses can be profitable.

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Rising Star Interview Entrepreneur

Harnessing untapped talent potential Welby-Cooke points out that corporate talent development is rarely co-ordinated effectively. “It has become a tick-box exercise – organisations know they need to identify talent and send people on training, but then what?” he asks. “People are becoming equipped for today, but what about tomorrow? Once talent has been developed, the question of where they fit into the organisation arises, and very seldom are these people catered for in terms of long-term career planning.” He cites the common MBA problem as an example: “Many people are identified as MBA candidates in their organisations, and sent to study. Once they have completed their MBAs, they often end up working back their mandatory two years at the company, and then leaving for another company with better career prospects. Companies need to create plans to deal with these now more talented, more empowered individuals, instead of sending them back into the employment pool. While it does benefit the greater industry in terms of broader skills development, it creates unnecessary staff turnover and ineffective company-specific talent management.” As Welby-Cooke points out, when people are developed through a talent development process, it creates an expectation from the individual for further opportunities beyond the scope of their current position.

Harry Welby-Cooke 2014 Rising Star - Entrepreneur Certified business coach and self-proclaimed corporate refugee Harry WelbyCooke won the Rising Star award in the Entrepreneur/SMME category in 2014. Having left the corporate financial world to start his own consulting business, and shortly thereafter acquiring the South African franchisee rights for ActionCoach, an international business coaching organisation, Welby-Cooke has some interesting insights on talent development.

“I have found that in the corporate environment, there is not a lack of awareness of the need for talent development – many companies have entire departments focused on developing and managing talent in their organisations and industries,” he explains. “They offer training, coaching and mentoring, both internally and externally, which is a good sign. There are also a number of awards programmes, which also increases awareness. The challenge, however, is that this alone is not enough to effect change.”

Rising Star Annual 1st Edition

“Talent drain in organisations is not necessarily due to people unhappy with their current circumstances, but rather because another organisation offered a brighter career proposition,” he notes. “The tickbox exercise needs to be developed into a more integrated process, where talented individuals evolve naturally in their organisations, and a clear path is set out for them. Their expectations develop partly because they have been fast-tracked, but also because young talent today wants more than just a twenty-year stay in a company, plodding along until retirement.” On the entrepreneurial side, talent development faces a different set of challenges. “The very nature of entrepreneurship means that entrepreneurs are lonely independent individuals,” he says. “In a corporate environment, you have a lot of support – even if you are the CEO, you have a

Rising Star Interview Entrepreneur

Website: www.actioncoach.co.za board of directors and shareholders to interact with, and the means to continuously benchmark yourself. You know when you are going in the right direction, and if you aren’t, there are channels to follow and people to assist you to improve yourself.” Entrepreneurs, however, hardly ever have that luxury. “They have no real way of benchmarking their businesses, and measuring their success is difficult,” explains Welby-Cooke. “They need an external benchmarking capability, which is why awards aimed at entrepreneurs are so important.” The hard reality is that corporates and governments are not employing more people – either in South Africa or the world. They are under economic and other pressures to perform better with less, and these cuts largely result in reduced manpower. “While there is an uptake of a certain percentage of job seekers by these organisations, it is by no means enough,” he says, “and there is a large pool of unemployed people who are looking for work. Developing a broader entrepreneurial mindset not only provides the opportunity for these people

He says that people need to be realistic about their circumstances – it is the only way they will be successful. “Despite that, however, they also need to be hopeful for their futures,” he says. “As individuals, we need to take responsibility – the more you wait for people, the more power they have over your destiny. If you are an entrepreneur, you need to take your own development seriously, and put the wheels in motion yourself. No one is going to do it for you.”

tial, they also say no. The same is true for entrepreneurs, albeit for different reasons – perhaps time or resource constraints. The point is that there are massive reserves of potential that are untapped, and these reserves need to be harnessed.” Welby-Cooke’s final thoughts are around talent recognition. “Companies – both corporates and entrepreneurs – should be more aware of the need for recognising talent externally,” he concludes. “There is

“Companies need to create plans to deal with these now more talented, more empowered individuals, instead of sending them back into the employment pool” Welby-Cooke says that one of the easiest ways to identify whether or not your talent development strategy is working – whether in a corporate or entrepreneurial environment – is to ask yourself if you are getting the maximum potential out of all individuals concerned. “When I ask bosses whether they are getting 100% of the potential out of their staff, they always say no,” he says. “And when I ask employees if they are contributing 100% of their poten-

nothing better than external verification. Internal recognition is nice to have, but without external benchmarking from peer networks, it means nothing. Participating in external recognition initiatives such as awards help people understand what the standard is, and where they lie in measuring themselves against that standard. It can reinforce that you are on the right track, or help you understand where you need to improve to get there.”

“Young talent today wants more than just a twenty-year stay in a company, plodding along until retirement” to start their own businesses, but to also become employers themselves, and in so doing reduce the problem.” He also points out that more needs to be done to recognise entrepreneurs and the contribution they make, so that entering this field becomes aspirational. However, Welby-Cooke also believes in telling it like it is. “Business is merely a vehicle to take you from where you are, to where you want to be,” he says. “As an entrepreneur, you have to drive the vehicle. You can’t just sit in the back seat, it won’t go anywhere. Too many entrepreneurs rely on unrealistic expectations for business success, and then don’t understand why their businesses fail. Unfortunately, entrepreneurship isn’t for everyone, and many need to hear some home truths before they can understand how to move forward successfully from where they are.”

Rising Star Annual 1st Edition

Sector Overview

ICT

The size of the global IT market is estimated to be almost $4 trillion, which is largely attributable to exponential growth that has occurred over the past decade. Understandably, this growth combined with the rapid development of new technology platforms and solutions, has created a significant demand for skilled IT professionals. There is consensus amongst business leaders however, that this need is not being met. On a global level, this is evidenced by the critical skills shortage at virtually every level within the ICT environment. The Word Economic Forum’s Global Information Technology Report, which measures the preparedness of an economy to use ICT to boost competitiveness and well-being, ranked Europe as the leader in the use of ICT to transform the economy and society. In contrast, South Africa was placed 70th, behind Mauritius, which was the first African country on the list, in 55th position. Current estimates are that South Africa needs between 30 000 to 70 000 skilled IT workers to enter the system. The dearth of IT skills has been highlighted as a major national challenge, and is widely regarded as a critical constraint on the country’s ability to successfully compete on the international stage. Despite its early leadership of the continent’s technology sectors, South Africa is falling behind its peers in Africa, particularly Kenya, Nigeria and Egypt who are putting greater emphasis on the contribution of technology towards economic growth. The 2014 World Economic Forum Global Information Technology Report revealed that the quality of mathematics and science education in South Africa is the worst in the world. Moreover, the overall perceived quality of South Africa’s education system has also dropped consistently over the past few years, and is now ranked at 146th of 148 countries surveyed. In addition to the participative programmes from the MICT SETA and the government’s structures for education and skills development, a number of international and national organisations are making contributions to address this dire situation. Notwithstanding the high quality of these interventions, they cannot address the fundamental need for a radical transformation of the quality and relevance of the education in our schools. However, it is not only education that is the problem, with the ICT industry struggling to retain skills, at both industry and national levels. To a large extent, both the economic and social wellbeing of the country are dependent on a robust and sustainable supply of ICT talent, something that has been evidenced around the world. For example, in the South African context, the goals of the National Development Plan will be unattainable without the contribution of a fully effective ICT sector. It is therefore imperative that this talent crisis be treated as a priority by all key stakeholders and addressed as quickly as possible. David Conradie

Winner’s Interview ICT

Having the Courage to Fail to fail if necessary, as this is how we grow,” she says. “It also means I have the opportunity to see my decisions materialise into tangible benefits that are the product of my learning curve. I am part of a team that delivers exceptional service to our clients, and being able to make a positive contribution and add value is what keeps me passionate and engaged in what I do.”

Ramnath believes it is up to each individual to maximise the benefits of development opportunities presented to them, and where those opportunities are not so obvious, to go out and find them. “Building your network is your responsibility, and where you have the opportunity to help others do the same, I believe you have the responsibility to do that too,” she con-

“Our industry is dynamic and innovative, and full of opportunity, and sometimes we need guidance to be able to see these opportunities and grasp them with both hands”

Michelle Ramnath 2015 Rising Star - ICT The ICT industry is fast-paced and everchanging, and skilled professionals in this field are continuously seeking stimulation and new challenges. Short tenure and frequent movement is a norm in this sector due to the many opportunities and vast variety of technology available.

It is important for Ramnath to reinforce to both her company and the ICT industry at large that we live in an aspirational world, and setting high goals and standards, and remaining self-motivated, are the means to aspiring to greater heights. “I would like to use this opportunity as a platform to uplift others by stimulating achievement and self-attainment in others, something that I believe is lacking in not only the ICT industry, but in business in general,” she explains. “Our industry is dynamic and innovative, and full of opportunity, and sometimes we need guidance to be able to see these opportunities and grasp them with both hands.”

cludes. “In this way we will build a leadership force of young talent to be reckoned with!”

“Building your network is your responsibility” “This makes for an exciting industry to work in, but it makes talent development difficult, as it is a process that happens over time,” says Michelle Ramnath, winner of the Rising Star award in the ICT sector this year. “Companies need to find creative ways of keeping people engaged. Too often they are afraid of failure, and this inhibits creativity and success. Companies that are intent on growing talent must allow people to fail in order to encourage ingenuity and inspiration.” Allowing people the freedom to innovate and be creative is key, and Ramnath says she is fortunate to be part of an organisation that allows her to make choices and decisions that she believes will be in the best interest of both her company and her team. “Being allowed this freedom essentially means being allowed the opportunity

Ramnath points out that many in the ICT industry are so focused on upskilling themselves in the latest technology and functional expertise that leadership development often takes second place, or is not a focus at all. “There are talented and powerful minds in our industry, and we need to harness this potential to turn them into great leaders,” she says. “We need to foster collaboration and share knowledge and ideas, and grow networks that are a unifying and powerful force to encourage growth, learning and relationship-building, which are the cornerstones of leadership development.”

Senisha Moonsamy, & Michelle Ramnath

“Being allowed this freedom essentially means being allowed the opportunity to fail if necessary, as this is how we grow”

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Special Feature ICT

Giving Others a Voice These rankings confirm that despite our known challenges, South Africa has sufficient pockets of excellence to nurture the critical skills required to improve our economy and overall global competitiveness. A way to achieve this is by harnessing the skills of experienced business leaders through coordinated personal developmental relationships, particularly mentorship, coaching or sponsorship. For purposes of this article, I wish to focus on mentorship. At MTN, we view mentorship as an opportunity to develop our leadership pipeline, build a bridge between generations and stimulate employee engagement.

Mteto Nyati CEO, MTN South Africa As a business leader, in the midst of news headlines about our economic hardships, courtesy of the global markets turmoil and other factors, i find myself particularly perturbed by the constant reports of rising unemployment and a chronic shortage of skilled labour in key sectors of our economy. Looking at some of these reports, the abounding pessimism may seem valid. The World Economic Forum (WEF) Global Competitive Index (GCI) report 2014-2015, for instance, has placed South Africa 56th in its rankings, three places down from last year however, the same report ranks SA 27th in quality of on-the-job training and 18th in the extent to which companies invest in training and employee development. A separate report by the WEF on human capital, shows that South Africa has the highest share of its workforce in highskilled occupations (48th overall) however, medium-skilled employment is relatively low (105th overall). Based on business executives’ perceptions in the country, South Africa is ranked 114th for its ease of finding skilled employees. You might be thinking, this is why we are unable to grow our economy. I say, this is why we have the opportunity to grow our economy.

Owing to my own experiences as a mentee, I believe mentorship is equally effective in nurturing interpersonal skills, which are essential in today’s dynamic business environment where technical competencies are no longer sufficient. Growing up, I wasn’t the most vocal (I am still not the most talkative), however, all that changed when my mentor pointed out to me that you can suffer silently if you don’t ask or have the courage to challenge certain things. To this day, I credit my mentor with giving me a voice that is still here today. A voice that was inside me, but I wasn’t vocalising, until he pushed me to say what it is that I want.

Mentorship can take many forms. MTN is fast moving into the digital and enterprise business space. Through mentorship, we are trying to pair those who do not have skills in these critical new areas with those who have. As a result, they all get to help the organisation build the skills set in areas that are key for growth. In this way, mentoring becomes a conscious activity, whereby you are not just mentoring for mentoring sake, but rather to drive the organisation in a particular direction and align to the strategy of the company. In advocating for another form of mentoring, specific to entrepreneurs, Yeoh says entrepreneurs really need a room full of smart people, not in their day-to-day network, to bounce ideas off, leverage different experiences and perspectives, and share challenges. Usually, verbalising the problem statement is already half the problem solved, however, the personal development journey doesn’t end with mentorship, it is also important to find somebody within the organisation who has the authority to be your champion, also known as a sponsor. This person is not mentoring or coaching you, but is present in areas where somebody is talking about you. This person cares deeply and supports you.

“We must accept that there is a skills shortage, and that it is not the responsibility of government to develop these skills” Cheryl Yeoh, CEO of the Malaysian Global Innovation and Creativity Centre (MaGIC), recently joined a host of leading global entrepreneurs in the #thankyourmentor campaign to explain the importance of giving back and mentoring. According to Yeoh, recognising everyone that has contributed to your success reinforces a virtuous cycle of gratefulness and good deed. I can relate to this. Today I am a coach and mentor because I feel this is what I should give to others, because mentoring has helped me. In the same vein, I remain eternally grateful to my first mentor, Neil Greenfield. He not only had the patience to teach me how to interpret a restaurant menu, but created the space for me to be comfortable to make mistakes when I was an intern.

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How do you find a sponsor? In my case, when I was at Microsoft, I looked at the challenges I was facing as a new leader of the company, I identified what I could handle and where I needed someone to coach me. There were particular areas where I had nobody. I had just arrived, very much in mid-career, and had no relationships with colleagues at the global head office in Seattle. I felt I needed to have somebody who could help me, so that I would have a voice at head office. When I went to Seattle the first time, I picked up somebody who could connect with me. He was from Colombia and had worked his way to the global head office. When I looked at his background, and the kind of things he spoke about, I could connect with him.

Special Feature ICT

Website: www.mtn.co.za Basically, it’s about taking that bold step to ask that person to be your sponsor. I have had many sponsors in my career. Back to mentorship. A common dilemma in pursing mentorship is often in deciding whether to formalise the initiative or not. Robert Herjavec, author & founder of the Herjavec Group, credits his unofficial mentor with opening his eyes to entrepreneurship. He sees mentorship as a series of moments with key individuals over the course of a career. “Have I always had one

can learn more, encounter mentors, find partners, and secure seed capital and scale social impact initiatives in a space that’s conducive to connection and growth. But even the best mentorship programmes can fail without a shared commitment between mentor and mentee. To ensure a fruitful relationship, it is important to clearly define the relationship from the onset. The mentee must clearly define what they want to achieve, and by

“Stop the ‘will you be my mentor?’ emails and start being present to embrace the learning opportunities all around you” individual guide me along the way? No, that wasn’t my experience. But there are multiple people that have offered advice or a sounding board along the way.

when. To get into the relationship without first clarifying these factors is very problematic because you could end up wasting each other’s time.

“Stop the ‘will you be my mentor?’ emails and start being present to embrace the learning opportunities all around you. Ask your colleagues and executive team members for their points of view.”

Sometimes people reach out to you saying they want to be mentored however, when you look deeper, they are looking for a job. For me that is not a good relationship at all because once the person realises that there’s no job, they lose interest. It is therefore important that at the beginning of the relationship, you sit down with a person and set down the goals - they will tell you about the gaps they have, the skills they don’t have and where they want to be. Have that agreement and a timeline upfront.

In encouraging a similar informal approach, Yeoh says instead of asking someone to be your mentor (which is always awkward), you can establish an on-going relationship with a person you respect and make a point of asking educated questions or advice. Then follow up with your progress. Most of the mentorship that happens within organisations is informal mentorship. While this can be quiet effective, it is also important to note that by formalising mentoring, you are effectively creating partnerships that will help your people to acquire knowledge about the organisation more quickly and make them more productive. Closing the speed to knowledge gap doesn’t always have to be a personal task; companies can also partner with educational institutions to facilitate the sharing of knowledge and skills, particularly through peer-mentoring. For example, MTN has partnered with the UCT Graduate School of Business to give local entrepreneurs a platform to innovate and receive guidance on their businesses. The MTN Solutions Space is a shared workspace and learning space. Members

As a mentor, you also need to know when it’s time for your mentee to start moving into the next or different stage of development, which I call coaching. When coaching, you are not offering solutions to the mentees, but you start asking questions

dress different areas. The personal development journey is about growth of the individual and using the means at your disposal to achieve this. Looking at the bigger picture, it is also a rewarding opportunity for leaders to inspire someone’s career or the direction of their business, and as a consequence, move our country forward. As business leaders, we need to stop complaining. We must accept that there is a skills shortage, and that it is not the responsibility of government to develop these skills. There are millions of people, including graduates and matriculants, that do not have jobs. There’s so much we can do to bring these unemployed people into the economy while also developing the skills of those already in our organisations. Many local funding institutions need volunteers to mentor budding entrepreneurs through different stages of development for their businesses. How many of us are putting our names forward to assist? The government has the skills fund, the SETAs, sitting with money. Are we all queuing to access the funds and coming up with programmes to train people? The resources are there. We need to see how we can use these resources, the people, the funding and our own resources to come up with solutions instead of focusing only on the problem. Looking at the challenges we face as a country, and referencing my own experience, I believe that personal developmental relationship programmes provide a needed solution.

“As business leaders, we need to stop complaining” about how they believe they can address the challenges they are facing. Here, you start to move them into a stage where they are creating their own solutions, growing in the process, and you continue to give them feedback.

So, to our aspirant leaders I say, if you don’t have a mentor, coach or sponsor, now is the best time to find one (or two). To potential mentors, if you have the experience and skills, look around you, and find someone to give a voice to…

That said, in today’s fast evolving world, where life is throwing many challenges at us, you may not want one mentor. There are far too many dimensions to life. You may want to have several mentors to ad-

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Rising Star Interview ICT

Juggling in Heels Most notable for Gray is that the programme gave her the confidence to start speaking on a topic very important to her, and close to her heart – how to juggle life as a working mother. She now speaks at various women’s forums and event on her topic “Juggling in Heels”. South African working mothers face many challenges, and experience high stress levels. This was highlighted in a 2011 World of Tomorrow Study by Nielsens, which ranked South Africa seventh out of 21 countries surveyed, as well as in a recent Regus study that assessed the likelihood of employers hiring working mothers. “By addressing these challenges in my talks, and helping guide women through my own experiences, I hope to help working mothers find the balance between their families and their careers,” she explains.

women is concerned. Hopefully by mentoring women in the industry, I will inspire them to do the same one day, and thereby pay it forward.” Aside from her role as mentor, Gray is also a leader in her organisation, and believes in leading people in different stages in their careers in different ways. “With the more senior people, we agree on the objectives, and I then allow them to go and make it happen,” she says. “I stay close for support and perform regular reviews, but essentially I believe they should have the freedom to make a project their own.” With her more junior team members, Gray is more hands-on, and enjoys spending time assisting, growing and coaching them. “There is such value in developing people and making sure they know you are there for them,” she says. “It also provides

“The process was intense, as was the competition ... I was honoured to win, and because the standard was so high, it made the sense of accomplishment that much more”

Tamzin Gray 2013 Rising Star - ICT It’s been two years since Tamzin Gray, GM at First Distribution, won the Rising Star award in the ICT category, and the opportunities for exposure and opening doors to new experiences continue to present themselves.

Gray is also a firm believer in mentorship, and is an active mentor to a few women in the ICT industry. “I strongly believe in giving back,” she says. “Having been fortunate enough to have had some amazing people guide me along the way in my own career, I want to be able to make the same difference to others. I also believe the ICT industry has a gap where the mentoring of

“The process was intense, as was the competition,” says Gray. “I was honoured to win, and because the standard was so high, it made the sense of accomplishment that much more.” Gray has put the last two years to good work. “I had the honour of job shadowing a great businessman for three months – Abe Thomas, a senior leader in IBM who spent time in South Africa,” she says. “I was also offered the opportunity to join a number of business forums, which gave me further exposure. I still participate in the Rising Star programme, which has given me the opportunity to partake in various panel discussions and radio interviews.”

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me with the opportunity to get to know my team, and learn the best way to guide them.” Gray also believes in being direct. “People respond better to you when they know where they stand,” she explains. “Being vague or lacking clarity in your leadership helps nobody, and sets the scene for dis-

Rising Star Interview ICT

Website: www.firstdistribution.co.za appointment and unmet expectations. Developing mutual trust is also important to me, and I work hard at doing so with my team. When teams and leaders know they can rely on one another, you get the best results. Instead of competing with each other, people work together for the benefit of the project or company, and benefit the industry as a whole through working collaboratively towards goals.” Developing young talent in the industry is wider than just applying a leadership style, however, and Gray believes that these promising individuals should be given the opportunity to showcase their abilities. “They also need to meet like-minded industry peers,” she says. “Benchmarking yourself in your industry is so important, as opposed to benchmarking yourself against internal company peer groups, which can be limiting. This is why awards

such as Rising Star are so important – they provide a platform for young talent to show what they are made of in a tough industry.” The ICT industry certainly is challenging, with ever-changing goalposts and new frontiers to tackle. “If you want to succeed in this industry, and really make a difference, you have to stay engaged and you have to ensure your employees are engaged,” she says. “Engaged employees are committed to their organisation’s goals and values and are motivated to contribute to organisational success. Many companies don’t understand that.” “I personally don’t operate well in an environment where I don’t have the flexibility required to make business decisions based on historical experience, industry insight, geographic knowledge and personal input.

I am fortunate to have the ability to make decisions that contribute to my company’s objectives, and to make them in a flexible environment, but many people do not have that privilege, and it is one of the reasons young talent moves along at the first better offer. We need to create environments where people want to remain engaged in their industry, company and job, and not just hop from one job to the next.” Gray concludes by saying that leaders should be conscious of the legacy they are leaving behind. “We will all leave a legacy, and it is up to us to decide if it will be a positive one or a negative one, and whether it will be lasting,” she says. “I hope that those I come in contact with will be able to say that I their engagement with me was of benefit to them in some way, either through my words or actions – preferably both!”

2013 DHL Rising Star Awards

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Sector Overview

Manufacturing, Retail & FMCG

Shirley Zinn

Manufacturing, Retail & FMCG

Manufacturing, wholesale, retail and FMCG together form a broad economic sector that contributes a significant percentage of employment in South Africa. Manufacturing is part of the “engine-room” of country – producing the goods we sell both at home and for export, while wholesale, retail and FMCG ensure that the South Africa’s “till” keeps ringing up sales. While this sector offers employment to a very large workforce, it also has talent development challenges of its own, particularly because many job seekers find themselves in the sector by default and not through design. Once a perceived better opportunity comes their way, they move to another industry, taking their skills with them. This has resulted in a very shallow talent pool in the sector, with the cost of training and development disproportionately high when compared to retained skills. While staff turnover is more prominent on the retail and FMCG side, advances in technology in the manufacturing industry mean that many skill sets are becoming redundant, or experiencing a shorter shelf life than expected. People need to keep pace with these new developments, or they will find themselves worked out of the market. Manufacturing companies themselves also need to consider rebranding their recruitment strategies and focusing on people with technology and IT-related skill sets to broaden the pool from which to source talent. Both businesses and education institutions need to address their approach to building work-ready competencies in those who will form their future talent pool, and focus on offering more vocational qualifications and apprenticeships. Aside from increasing the engineering and specialist skills pool overall, this approach will ensure that the sector has depth and breadth in its skills pool, and will assist in the transfer of skills from those more experienced to those entering the job market for the first time. Other areas of development include encouraging the support of locally-made products, which have a direct impact on job creation and skills development. Initiatives such as the annual Proudly South African Buy Local Summit & Expo is part of Proudly South African’s drive to promote local manufacturing and businesses. It encourages an increase in the uptake of locally-produced products and services to stimulate the economy and create jobs. Productivity SA is another organisation concentrating on building talent, and focuses on turnaround solutions, enterprise competitiveness, SMME development, productivity training and value chain competitiveness. The sector as a whole, however, also needs to take a much closer look at how it is positioned with school-leavers and those wishing to study further. Many young learners are not aware that fulfilling careers exist in the sector, and that it does not have to be a stopgap until something better comes along. Companies should be speaking to schools, attending career expos, and pitching themselves to university students as an attractive career prospect with potential for growth and development. Bursaries, in-house learnerships and internships, placement services and work experience programmes should not just be initiatives of government and SETAs such as merSETA (manufacturing, engineering and related services) and W&RSETA (wholesale and retail), but should also form part of the talent development strategy of private companies.

Winner’s Interview Manufacturing, Retail & FMCG

Engagement Drives Performance “I continue to mentor and coach some of these new entrants into the world of work” cesses and systems. There are a number of career paths that young talented individuals are not aware of, and in which they could make their mark if they put their minds to it.” Mulaudzi is committed to opening the eyes of young talent to the opportunities in retail. In his previous role as a graduate programme manager, he developed sound relationships with many of the trainees he was involved in developing for his organisation. “I continue to mentor and coach some of these new entrants into the world of work,” he says. “It is rewarding for me to see the fruits of my labour when they realise they can carve out successful ca-

Ronnie Mulaudzi 2015 Rising Star Manufacturing, Retail & FMCG “When people are developed and reach their full potential, alignment between the person and the organisation is achieved. This results in engagement, which in turn drives performance.” Wise words from this year’s Rising Star in the Manufacturing, Retail and FMCG sector, Ronnie Mulaudzi. As former Human Capital Manager at Massmart Services, Mulaudzi knows that in order to develop talent, it first needs to be attracted.

“I believe more organisations should put forward deserving candidates for awards such as these as part of continuous professional development” reers for themselves in this field, and distinguish themselves through hard work and commitment. Graduate programmes are only the beginning for attracting talent – mentorship is the key to retaining them, and ensuring they develop into valuable assets to the industry.” Representing the human resources profession and the retail industry at this year’s Rising Star awards was an honour for Mulaudzi, and recognition for many years of hard work. “It also gives one the

“There are a number of career paths that young talented individuals are not aware of“ “In the retail sector, this is one of our biggest challenges,” he notes. “Talent attraction and retention is difficult, as many perceive retail as an unattractive sector due to factors such as long working hours, weekend work and working in stores. What most people don’t realise is that the industry has many functions that support retail operations, such as merchandise buying and planning, finance, human resources, supply chain, marketing, business pro-

Outside of work, Mulaudzi continues to live out his passion for mentorship and development. “I participate in various community development initiatives, such as a career development programme at Ivory Park High School, which is situated in one of Midrand’s townships,” he says. “We run an annual event where we invite organisations, institutions of higher education and professionals to speak to disadvantaged learners. This is invaluable to these learners as it provides them with access to information and individuals they would not otherwise have. They are the young talent of the future, and they need to be nurtured.”

opportunity to reflect on one’s successes and achievements, and to continue to be inspired to reach for the stars,” he says. “I believe more organisations should put forward deserving candidates for awards such as these as part of continuous professional development. It is also a unique opportunity for organisations to position themselves as employers of choice, as they support the development of young professionals.”

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Special Feature Manufacturing, Retail & FMCG

Can Talent Aspirations and Organisational Goals be Aligned? the talent management strategy of the organisation. Talent management matters because talent is contagious. This means that taking care of the talent within the organisation causes a replication of competence, commitment and contribution, which has the potential to exponentially improve performance, customer satisfaction and stakeholder value.

Dr Raymond Patel CEO, merSETA Conventional Talent and High-Potential 1. Over the past two decades ‘talent’ has been defined in terms of competence (the knowledge, skills and values that enable one to do the work) and commitment (the engagement that makes one willing to do the work). This view was perceived as significant progress from a narrow abilityfocussed view of talent toward the ‘high potential’ definition. A high-potential employee was considered as ‘one who has been assessed as having the ability, organisational commitment and motivation to rise and succeed in more senior positions with the organisation’. Whilst organisations have achieved success through tailoring their approaches towards the conventional talent and high potential pool, the new generation of employees is presenting HR professionals with a new dimension, proving that organisations will have to offer more in order to productively partner with talent. The third dimension of the talent equation This new generation, although competent and committed, have the need to find meaning and purpose in their work in order to maintain their interest. In other

words, the new generation of talent needs to make a real contribution. It is only when these employees ‘feel that their personal needs are being met through active participation in the organisation’ that they will feel like they are contributing.

Talent Speaks for Itself... (what the research says) 2. Research conducted amongst managers who were identified as ‘high-potential talent’, revealed the following: i. Most high potential talented employees place a high degree of importance on being formally identified by the organisation as talent. Once formally identified, they are less inclined to seek opportunities in other organisations. ii. On the down-side, some high potential talented employees indicated that they experienced increased pressure or anxiety over the high expectations from their managers, while others felt frustrated at the lack of clarity of intention once they had been identified. iii. Most high performance talented employees expect the organisation to invest more significantly into their development than other employees. More often than not, these employees often receive more focussed development initiatives including coaching and mentoring, rotation or

“Talent management matters because talent is contagious” You see, in essence, the organisation is the employee’s universal setting and it is important for competent and committed employees to exert their influence within a broader universal context. Ulrich and Smallwood (2011) summarise this as follows: ‘competence deals with the head (being able), commitment with the hands and feet (being there) and contribution with the heart (simply being). These are the ‘skills, wills and purposes’ of talent.

secondment appointments. iv. Once a clear career - path has been developed for high performance talented employees, commitment is likely to increase and is accompanied by decreased turnover intention. v. High performance talented employees tend to be more motivated to develop others and whether formally or informally are constantly actively identifying and developing the potential of others around them.

Who cares anyway? Whether planned or informal, an organisation’s efforts towards attracting, developing and retaining skilled employees will ultimately matter for four groupings of the organization. These include employees, customers, executives and stakeholders (or shareholders), and the efforts form

A Virtual Contract 3. For more than two decades, the role of the psychological contract between employee and employer has been discussed and debated. The psychological contract has been proven useful in identifying the relationship between employee and employer, and can be defined as ‘an indi-

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Special Feature Manufacturing, Retail & FMCG

Website: www.merseta.org.za vidual’s perception of what s/he owes the employer and the inducements that the individual believes is owed to them in return’ (Turnley and Feldman, 1999). The contract is ‘psychological’ because it reflects the perception of the employee and the employer as opposed to a legal, documented contract. Put simply, the psychological contract can be defined as ‘the unwritten and informal obligations between an employer and its employees regarding their mutual expectations of how each will perform

interact with each other in a manner that results in raising one another to higher levels of motivation and morality. Setting clear career paths with regular communication of next steps is essential in managing talent. Talented employees often yearn for greater responsibility coupled with greater decision-making authority within the organisation. Giving them a team to lead, challenging work assignments and the latitude for them to contribute significantly to the greater cause of the organisation will keep them committed and engaged.

“The organisation has a responsibility to source, reward, evaluate, develop and appropriately deploy identified high potential talented employees” their respective roles.’ This includes issues of employee commitment, job satisfaction and quality of working conditions. While not all employees perceive a psychological contract between themselves and the employer, those who do show more organisational commitment and engagement. Psychological contracts appear to evolve with time depending on the employee’s tenure and experience with the organisation.

Finally the value of coaching and mentoring can never be over-emphasised. These future leaders are often hungry for greater

self-development and growth. Partnering them with more senior managers or executives in purposeful coaching and mentoring relationships not only improves job competence but enhances organisational citizenship behaviour. In Conclusion Within the dynamic global knowledgeeconomy, human capital comprises in excess of 70% of the intangible assets of an organisation. There is therefore no doubt that talented employees are invaluable to any organisation. While they will most likely expect more from the employer than the average employee, they are also potentially best-placed to add the most value. The tangible and intangible value of investing in people not only brings about better results, but builds a more engaged workforce that is adaptable to fast-changing conditions presently and in the future.

What can organisational leaders do? Clearly there is much to be gained when organisations partner with talent. The key role players are the talented individuals themselves, Human Resource professionals as well as the line managers and organisational leaders who are the key stewards of talent within organisations. The organisation has a responsibility to source, reward, evaluate, develop and appropriately deploy identified high potential talented employees. Organisations that promote mastery, autonomy and purpose in their employees are best at motivating higher order thinking and creativity which stimulate talented employees. Fostering a culture of learning and innovation requires leaders to give employees autonomy concerning the means and not necessarily the ends of a task. This places critical importance on the relationship between the talented employee and his/ her leader. 4. When this relationship is transformational, both leader and follower

References

1. Ulrich, D. and Smallwood, N. (2011). What is Talent? The RBL White Paper Series 2. Campbell, M. And Smith, R. (2014). High-potential Talent: A View from inside the Leadership Pipeline. Center for Creative Leadership, White Paper 3. Turnley, W.H. and Feldman, D.C. (1999) A Discrepancy Model of Psychological Contract Violations. Human Resource Management Review 9(3) p.367-386 4. Seaver, D.S. (2010). Effect of transformational leadership in a cross-cultural organization: a case study. Dissertation, Capella University

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Rising Star Interview Manufacturing, Retail & FMCG

Taking the Lead in Developing People work I do – but it is also by far the most rewarding and satisfying part of my job.” In today’s dynamic and rapidly evolving business landscape Jackson doesn’t favour one style of leadership over another – rather, his management style effectively recognises the company’s overwhelming reliance on the people and teams under his leadership to perform and succeed. “I believe that a successful leader must first evaluate the needs of his team before providing direction,” he explains. Jackson finds that uplifting people forms part of his everyday work, and his focus is to improve the quality of thinking amongst his team through every conversation. He also recognises that effective leadership is measured by personal actions and the example one sets for others in the team.

Andrew Jackson 2014 Rising Star Manufacturing, Retail & FMCG Andrew Jackson, Merchandise Director at Mass Discounters, and former winner of the Rising Star Award in the manufacturing, retail and FMCG sector, welcomes awards such as these for the various industries featured, but for the retail industry in particular.

candidates, which they would not otherwise have been exposed to. “Undoubtedly, in years to come, today’s Rising Stars will be tomorrow’s leaders, and the benefits of fostering relationships and networking will have an incredibly

“I believe that a successful leader must first evaluate the needs of his team before providing direction,” “The wholesale and retail industry may not necessarily be seen as a glamorous one, and therefore awards such as these are particularly welcomed, as they are an opportunity for high performers to be recognised for their outstanding achievements and honoured at a national level,” he says. Moreover, Jackson says that this essentially serves to motivate them to continue doing great work and to strive to be recognised as up-and-coming leaders in Africa. Further, the Rising Star programme provides a phenomenal platform for crossindustry networking amongst the winning

positive impact on the way in which we do business in corporate South Africa.” As a leader and key player in his organisation Jackson is actively engaged in his capacity to influence the minds and hearts of his team towards moving in a common direction and achieving set goals. “It is through this development process that I have coached and mentored people and teams to ensure they have learnt and personally developed in a significant way” he says. “It is the development of my team that primarily keeps me connected to the

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“It is my aim with every interaction to leave people in a clearer, more positive frame of mind than they had before they came to me,” he says. “This approach aims to promote a continuous learning and development culture within my team, which I encourage for both their personal and professional growth.” In terms of the wholesale and retail industry’s talent development efforts, Jackson maintains that it is firstly important to understand the current talent environment.

Rising Star Interview Manufacturing, Retail & FMCG

Website: www.massmart.co.za “Undeniably, the fundamental talent challenge that plagues our industry is the scarcity of relevant and contemporary skills,” he says. “Unfortunately, this is fast becoming both a global and cross-industry challenge, where even larger industries in first world countries are feeling the anxiety of fewer skilled resources in critical roles.”He adds that in terms of the wholesale and retail sector, the Department of Higher Education and Training’s 2014 ‘National Scarce Skills List’ is concerning, in that retail managers and retail buyers do not feature prominently. “It for this reason that the WRSeta (Wholesale & Retail SETA) has partnered with business to develop a variety of learning programmes,” he says. “These range from retail operations management to merchandise strategists and aim to develop competent internal candidates to succeed critical positions. However, we have come to realise that the skills we seek are difficult to source externally and therefore development of talent from within remains our best option in countering the skill shortage we face.” Jackson would like to see an initiative to promote the retail and wholesale sector as one, where careers can be nurtured and career aspirations realised. “The wholesale and retail sector is not a

high profile career choice and to correct this we must change the understanding of both parents and educators and to motivate and stimulate the conversation with children about choosing a career in our industry,” he says. “This would help to create a healthy pipeline of young skilled graduates coming into the industry and further

built a competent, self-disciplined and spirited team that will be able to successfully execute the business strategies required within a modern and dynamic trading environment,” says Jackson. “The team’s ability to function optimally in my absence is a true test for an emerging

“It is my aim with every interaction to leave people in a clearer or more positive frame of mind than that with which they came to me” helping to develop and fulfil critical managerial roles.” Over the next few years, Jackson would like to see this initiative become a reality. “Ultimately, if we simply had a better quality of candidates available we could effectively address the root cause of the talent shortage issues we face now,” he says. “Essentially we would be developing future leaders who can take our industry forward from a position of strength and not only on a national level, but also on a wider regional level as well.” This passion for development is what inspires the legacy that Jackson would one day like to leave behind. “I’d like to have

leadership and one I aspire to leave as my legacy. I would also like to have successfully emulated my father in his representation of great leadership in all his roles – as a business leader, mentor to friends, and a pillar to lean on for his family. He is my role model, my reference point for me when I am in doubt, and he helps keep me grounded and in touch with reality.” In closing, Jackson says that the astuteness of Nelson Mandela’s words he once read have continued to guide his personal leadership philosophy: “A leader is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realising that all along they are being directed from behind!”

2014 Manufacturing, Retail & FMCG Finalists

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Case Study Manufacturing, Retail & FMCG

As the largest steel producer on the African continent, ArcelorMittal South Africa has a depth of technical and managerial expertise carefully nurtured since it was founded almost 90 years ago in 1928. It has a reputation for reliability and a sharply defined business focus, which has forged the organisation into a modern, highly competitive supplier of steel products to the domestic and global markets. This has been achieved through on-going alignment with international best practices and a comprehensive understanding of the steel business environment, ensuring the company’s continued global competitiveness and participation in international markets. With over 230 000 employees worldwide, the ArcelorMittal Group places a significant emphasis on people development, and ArcelorMittal SA is no different. Significant training and career development opportunities are afforded to employees, but ArcelorMittal SA also provides training support at all stages in the learning and employee pipeline. It is also recognised by the Manufactur-

ing, Engineering, Related Industries Sector Education and Training Authority (Merseta) as a platinum-ranked skills development company - the top ranking in the industry – and is a member of the Technical Skills Business Partnership (TSBP), a group of six leading South African companies who have committed to the South African government to train more skills than are needed for their own requirements. “There is a full suite of programmes in the pipeline,” explains Terrence Harrison, Group Manager: Learning and Knowledge Management. “We have candidate engineer, technician and artisan programmes, learner technician, production learners and apprenticeship programmes, as well as a graduate-in-training programme for non-engineering related skills. We have around 1 200 people in the development pipeline, of which around 200 are engineering and technician bursary students, with over four hundred production learners and another four hundred apprentices.” Because ArcelorMittal SA is committed to harnessing the full spectrum of skills within the South African population

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Case Study Manufacturing, Retail & FMCG

Website: www.southafrica.arcelormittal.com

equal employment opportunities, employment equity and a commitment to cultural diversity are cornerstones of its employment policy. This is evident in a priority towards historically Disadvantaged South Africans (HDSA), especially women, for skilled and professional roles. “Currently 88% of this pipeline is HDSA,” says Harrison. The company’s development commitment is thorough, and every individual involved in the programme goes through various stages. “The graduate-in-training programme, for example, involves training in the softer skills, such as procurement, sales and marketing, human resources and finance,” says Harrison. “The candidates in the engineering, technical and artisan programmes also undergo internships that differ in length depending on the programme, but include regular evaluation, mentorship, skills rotation, advanced training, specific skills development and coaching.” Part of the company’s employee value proposition (EVP) is the fact that employees have the opportunity to gain international exposure. “The ArcelorMittal Group has thousands of people throughout the world represented in 60 countries, with operations in over half of those countries,” says Harrison. “Our South African operation is part of the ACIS segment, and we do a lot of work with the countries in our segment, specifically the Ukraine, Kazakhstan, and some of the northern African countries. We also assist with development in those countries, while exposing our people to international markets.” Through the company’s temporary exchange programme, young talent is also given the opportunity to work in plants overseas that function as “twins” of the plants in South Africa. “The Dofasco plant in Canada is the twin of our operation at VanderbijlPark, and our Newcastle plant has a twin in Brazil,” says Harrison. “We encourage skills exchange between these plants, developing both simultaneously, and providing the opportunity for international exposure. We also offer the opportunity to work in Luxembourg for a couple months for those who want to develop the softer skills – leadership, performance management and people management.” One of the challenges the industry faces is skills transfer. “There are minimal skills left to transfer – the ageing workforce is leaving the industry, and the young talent still needs to build experience,” he says. “We are losing our knowledge base, and if we rely

on skills transfer, we will have a vacuum in the company and industry. Instead, we are focusing on building skills – we identify where we have a gap, send people for international training in that area, and deploy them back in South Africa in a manner that allows them to share their new knowledge. In this way we build the knowledge repository of the company, as well as benefit the greater industry.” Not only does the greater industry benefit, but the South African economy as a whole. In 2014, ArcelorMittal SA contributed over R27-billion directly, and R11-billion indirectly to the national GDP. As an employer, job creator and skills developer, the company has over 14 800 people in direct employment, and has provided over 120 000 training seats through an almost R140million training investment. ArcelorMittal SA’s impact on its surrounding communities is also significant, with over 70% of new recruits employed locally, and 16 million tons of material transported via local road and rail. The organisation engages with 40 local community organisations, with almost a quarter of its spend on local suppliers. Over R40million has been invested in these local communities. Leadership development is a critical part of the organisation’s strategy, and ArcelorMittal SA has recently launched a Future Leaders programme (one programme of the Leadership Academy) to cultivate strong leaders and instil the company’s culture in its leadership cadre. The programme aims to align behaviours and leadership capabilities across the different levels in the organisation, and to embed a values-driven culture. The Leadership Academy offerings are both local and through the ArcelorMittal University based in Luxembourg, of which the South African operation is a satellite campus. It also includes executive education, and the organisation partners with universities both locally and internationally. Offering employees breadth and depth in opportunities for development is what has made ArcelorMittal SA so successful in both developing and retaining talent. “We know that we have scarcity of skills in our industry, but we also know that we have the capability to make a difference in this regard,” concludes Bahle Goba, Group Manager: Organisation Effectiveness and Transformation. “Through our varied skills development and training programmes, and our EVP, we are ensuring that talent remains firmly within our organisation.”

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Sector Overview

Media & Marketing

Shirley Zinn

Media & Marketing

The way we communicate with each other has changed dramatically, with new technological advancements revolutionising the space in a matter of a few short years. Few industries have been more affected than media and marketing, with communication advancements taking place every day, and those in the industry having to keep up or get left behind. Organisations know they need the best talent in order to succeed in a highly competitive and global economy, but recruiting talent in media and marketing can be a double-edged sword. Those with years of experience do not necessarily have the technical knowhow, and those with necessary technical skills often lack depth of industry knowledge. If media and marketing houses want to stay ahead of the curve, they will need to ensure that talent development strategies are proactive rather than reactive, and that they address the need for both technical and leadership skills. For example, a position as a digital marketer is already effectively redundant, in the sense that all marketing should include a digital aspect – the field is operating in a post-digital world. A Smart Insights report on marketing trends for 2016 says that the use of digital media and technology in marketing has become so ubiquitous we no longer conduct separate “digital marketing activities” since they should be fully integrated and simply part of marketing. This is partly because media consumption is not characterised by single-device use – content is consumed in different formats without a conscious decision between devices or channels. This thinking is also driven by the challenge of managing marketing activities in businesses where upskilling people in digital capabilities encourages the creation of silos, which constrains communication and gives rise to ineffective media campaigns. Aside from the technical skills element, the industry needs talented leaders and managers to drive growth and development, and to promote sustainability. Media and marketing as a sector tends to attract those with an interest in specific fields, and leadership development is often side-lined for improved technical knowledge or a focus on gaining operational experience. The industry’s fast-paced nature also means that training is often on-the-job and intensive, with a potential lack in identifying and developing softer skills. At ground level, there is significant progress in developing young talent and guiding school and university leavers into a career in media or marketing. The sector’s SETA – MICT SETA (media, information and communication technologies) – is active in facilitating the provision of information, grants, learnerships, internships, workplace experience and career advice for those wishing to enter the sector. The MICT SETA’s programmes are specifically aimed at leading to employment and new venture creation, while also assisting in bridging the digital divide, particularly in rural areas. This is critical for those in these areas who wish to enter a career in media or marketing – having prior experience with technology in a world where digital permeates every part of life, will be a very basic building block for crafting a career in this field.

Winner’s Interview Media & Marketing

Sharing Knowledge is Key One of the ways in which Wheeler tries to give back is mentoring and shaping the young marketers of tomorrow. “Mentorship has always been an important part of my personal growth, so as tough as it is to find the time to guide another person’s career when you are juggling the responsibilities of your own, it really is critical and something I work on continuously to ensure that I can contribute in some small way to helping groom the talent of tomorrow,” she says.

dustry today, and the only realistic way of achieving that is through free resources,” she explains. “I would like to see more top agencies and media owners opening up this avenue. I think people are generally too precious about intellectual property when in fact, with some really good researching, all the information is out there somewhere anyway. Our industry would do well to share more.”

“Our industry would do well to share more” “We have a strong internship programme at the agency that really kicks into effect towards the end of the year, which coincidentally, is also normally one of the busiest times of the year for the industry, so I look forward to bringing in a few graduates to learn the ropes, albeit for a short time.”

Jessica Wheeler 2015 Rising Star Media & Marketing Winning the Rising Star award in the media and marketing category has really changed Jessica Wheeler’s outlook on her career. Strategic Planning Director for Grey Africa, Wheeler says that being recognised as a leader in your field is always a reminder that hard work does pay off consistently. “It also reminds me that the things you take for granted and the softer skills needed to make an impression in a cut-throat industry are really the ones that are needed to keep your head above the rest,” she says. “The award is also a constant reminder to keep up your game.” In the media and marketing industry in particular, awards often come with a certain degree of cynicism. “There are a lot of awards that are judged purely by the outcome, without regard for the process or realities of the industry that we face every day,” says Wheeler. “This is why the Rising Star awards are different – they take into account so many diverse facets of business that collectively contribute to success. They are a reminder, particularly to the younger people in the industry, that success isn’t measured simply in output, but by what you contribute across all aspects of business.”

Wheeler says that the media and marketing industry is on an exciting journey at the moment, offering all sorts of opportunities across a diverse skill set. “Who would have thought a few years ago that we would be hiring IT and technology skill sets or that the power of data and analytics would shape so much of what we do

“The award is also a constant reminder to keep up your game” In terms of addressing the lack of access to training and ongoing skills development in the industry, Wheeler would like to see more agencies harness the power of technology to shape education. “It is a fundamental need to have a cross-section of skills and ability in the marketing in-

every day?” she says. “It truly is an exciting place to be and I sincerely hope that young South Africans recognise this and put marketing on the top of their career path options.”

2015 Media & Marketing Finalists

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Special Feature Media & Marketing

Show Up! way from the Free State to be at the meeting. He could have said he was far away and wouldn’t make it (some people who live a few blocks away did), he could have said he was busy (some people do that all the time) and he could have made something up to skip the meeting. He didn’t. He showed up. That’s the first step to being someone other people want to work with. Getting things done is tough enough when it’s just you, but if it goes wrong you know where the blame lies. When you depend on a whole network of people, in perhaps a big corporation, you need to know people will do what they say. Being copied in on every e-mail because you’re making sure people are accountable takes up a lot of time and space in your inbox. That’s why it’s important to show up, deliver and even take on tasks that aren’t assigned to you. That’s how people will start to notice and rely on you - until you’re the person everyone relies on, and probably the next candidate for boss.

Gareth Cliff President and Co-Founder, CliffCentral.com What gets you out of bed in the morning? What fires yours jets? What are you passionate about? That’s where it all starts on the road to success. Knowing your purpose and being true to who you are with the first step…you have to show up! This might seem obvious and not especially groundbreaking, but it’s true. A lot of successful people will tell you they were in the right place at the right time, or that they spotted an opportunity, or that they met someone who changed their lives - but if you’re not there, you don’t count. You can’t sit at home, or in a coffee shop or park and expect money and power to shower down on you. You have to get out there, meet the movers and shakers, take the risks - and most importantly, do what you say you’re going to do.

What does it mean to show up? You’ve heard the expression “The lights are on but nobody’s home”. Showing up is about being fully present. It involves both tangible and intangible elements – your body language, posture, tone of voice as well as your ability to step up and get things done. It’s also about the level of taking personal responsibility, accountability and valuing those around you. It’s not only the ingredients to be the CEO of you, but to be a leader within your organistation.

In South Africa, we find so many examples of people caught in “analysis paralysis”. Everyone is too scared to make a decision in case they make the wrong decision, so they just sit and do nothing, or at least as little as possible to just keep the wheels turning. That’s not how you change the world or make money or grow a business that’s just place holding. Having a job isn’t the same as being productive, and those people who just have a job are the ones who will be first in the firing line when companies are struggling. To be productive, you must be dependable and efficient, and you must be able to show that you add value somewhere. Remember, nobody hires people just to fill the building and feed families. If you’re absent from work all the time and nobody noticed, you didn’t get away with it, you’re expendable. Showing up equally applies to the bad

“Knowing your purpose and being true to who you are with the first step…you have to show up” Just last night we had a staff meeting. Weza Matomane, one of the young guys who hosts a show on Cliffcentral.com called Gentlemen By Choice, drove all the

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times. No matter who you are, we all have to face stuff that may be uncomfortable. There are days when you may feel like running as far away as possible or not even

Special Feature Media & Marketing

Website: www.cliffcentral.com getting out of bed – when the light at the end of the tunnel looks like an oncoming car. You know what I mean? That’s when it’s time to take the bull by the horns, pick yourself up and show up. You may have a very clear vision of what you would like to achieve in terms of your career. Being fully present will help you get

in your mind and raises the odds that you will ultimately succeed. Commitment is often the missing ingredient once you’ve established your goals. Both companies and individuals may spend hours or even months coming up with the perfect vision and mission but somehow it doesn’t translate. It’s like signing up for

“Having a job isn’t the same as being productive, and those people who just have a job are the ones who will be first in the firing line when companies are struggling” there. Make an effort to share your goals with others. You never know when someone might present you with information or an opportunity simply because you bothered to express your interest. Also, sharing your goals cements them more firmly

the gym with the vision of coming out with a six pack and picture perfect body. If you don’t commit and do the work you’re going to end up with the same puny body you started with, despite the grandest vision on earth.

Give yourself authority and make yourself accountable for your actions - or lack thereof. Self-initiated action requires you to think for yourself, so fight off any tendency to be manipulated by others. Trust your own good judgment and commit to your course of action with reasonable risks that fit with your value system. And be fully present to seize even more opportunities as they open up in front of you. As more and more humans find themselves replaced by machines and businesses streamline to cut costs, the people who show up will be the only ones who still matter. Show up….and show up again… and again!

Gareth Cliff and the BlackBark team at the 2012 Rising Star Summit

Rising Star Annual 1st Edition

Rising Star Interview Media & Marketing

Talent – the next big differentiator in the advertising industry are the ones who are consistently acquiring relevant new skills and companies and taking the type of aggressive action to effect this constant change. “Undoubtedly it’s because they see tomorrow and they see the changes that need to take place,” he notes. “We all recognise that outmoded business models no longer work. They need to be viewed and reconstructed from both within and without by aggressive technology. I’ve recognised that to adjust to this new landscape, our group would need to change and adapt, from being disconnected to networked, from closed to open, from fixed to fluid and to viewing consumers as citizens of a new 24/7 inter-connected world.” Recognising that talent will be the big differentiator of successful agencies as companies move deeper into the 21st century, Jackson and his organisation have introduced a wide range of programmes for talent development. “With the immense pressure to rapidly transform our industry, I also realise that to meet the deep challenges posed by new media and technologies, the quick-fix option of buying talent will overshadow the alternative of building talent in the immediate future,” he says.

Paul Jackson 2013 Rising Star - Media & Marketing Paul Jackson is Group Managing Director of Grey Africa, one of South Africa’s fastest growing advertising communications agencies. Winner of the 2013 Rising Star award for his role in shaping the future of South Africa’s Marketing and Advertising industry, Jackson has some interesting insights into developing talent. “In the recent past, human resourcing and talent development were treated like a step-child – neglected by executives who did not recognise the need to change or upgrade skills as their organisational needs were changing,” he says. “The rapid revolution that the advertising industry is going through presently is the result of years of this neglect.”

A survey undertaken last year by PMI indicated that only 23% of respondents believed that their senior leadership gives strategic talent management the priority it deserves. “We know from past experience that nothing is as painful to the human mind as great and sudden change,” says Jackson. “To achieve the level of change required will take extensive reinvestment and reorganisation and the recognition that as the digital and branding space grows and morphs, so do jobseekers’ options.” Jackson says that it is also interesting to note that it’s the more sophisticated global advertising groups, who have the stature, resources and driving ambition, which

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Grey has an expansive and active number of programmes all aimed to help uplift people, not only in within the agency and industry, but also in the broader community. “Grey Africa has a substantial black shareholding linked to the WPP BBBEE Trust,” explains Jackson. “With black ownership and black women ownership, it holds significant equity in the Grey Africa operation and ensures BBBEE scores are achieved to the required standards. Our broad-based black economic empowerment purpose is geared to contribute meaningfully to the socio-economic transformation of our society through the BEE process, and thus sustain future stability, growth and profitability.” Jackson believes in constantly aiming to achieve and exceed wherever possible the South African demographic representation at all levels of employed personnel. “I believe that all employees should feel a sense of belonging, and that organisations should aim to grow their diverse pool of talented employees through transforma-

Rising Star Interview Media & Marketing

Website: www.grey.com/southafrica tion and employment equity,” he says. “Preferential procurement is also central to the development of economic transformation and BBBEE.” Jackson notes that developing and fostering black-owned small- to medium-sized enterprises, and the increased meaningful participation of previously disadvantaged individuals is critical to encouraging talent development. Jackson and Grey Africa are actively involved in developing young talent – their internship and learnership programmes include employing students and interns to help them develop their skills, and provide them with first-hand experience across the broader communications industry. “This year alone we have had 23 local and international students in our agency intern programme,” he says. “We have also prioritised the employment and training of previously disadvantaged South Africans and we invest substantial amounts of funds in training and providing educational and housing assistance to staff. More organisations in our industry need to commit to programmes such as these if we are to develop talent in a sustainable way.”

Jackson does believe that positive change is taking place in advertising industry. “It is adjusting and correcting itself with more and varied talent coming into our recruitment funnel, accelerating the availability of new talent, and ensuring an influx of essential, innovative skill sets,” he says. “In the future, great talent will work for great agencies, because they’ll need the levels of remuneration, range of activities, varied resources, global scope and importantly the desire to be part of the best that the major global agency networks can readily offer.” Jackson says that the advertising industry is moving at warp speed. “We must stay abreast of industry challenges and issues and adjust accordingly if we are to develop and grow,” he notes. “We need to recognise that careers will be part of life-long learning exercises, and ensure that we use ongoing training programmes so that our talented individuals stay in touch with the realities of a changing market. They are our stars of the future and we need to look after them.”

Jackson would like to see organisations where all people, staff and clients alike, are valued and feel empowered to achieve great things. “I hope to build such a legacy – to create an organisation where people truly believe that, through hard, brave work, and the power of the next big campaign idea, anything is possible,” he says. “Experience has taught me that success is not an individual thing, but a team thing. We started Volcano – the independent advertising agency where I was when I won the Rising Star award – 21 years ago, with a team, limited resources and big dreams. Thanks to having the right people, the right clients and the right suppliers, that dream has come true. I want to see an advertising industry where this dream can come true for all talented individuals who are not only passionate about their futures and willing to work hard, but who are also given the right opportunities to develop that passion and shine.”

2013 DHL Rising Star Awards

Rising Star Annual 1st Edition

Sector Overview

Mining & Minerals

Shirley Zinn

Mining & Minerals

One of the biggest challenges for the mining and minerals industry as a whole – not just in South Africa but globally – is attracting and retaining talent, and enhancing the productivity of its workforce. Amidst growing competition for skilled human resources, the mining industry is also faced with a reduction in the supply of skilled and semi-skilled mining talent, low education levels in the semi-skilled talent pool, and a historically poor image of the mining industry as an employer of choice. While the industry is acutely aware of the importance of talent management, it has only recently been ranked as a strategic priority for many organisations, and many companies do not manage their business and talent management strategies concurrently. While they are making an effort to obtain alignment, create a company culture and encourage teamwork, many managers do not see these activities as a practical way of enhancing employee efficiency and obtaining employee engagement. According to the Chamber of Mines, there are many challenges associated with developing the skills needed for mining. A legacy of poor educational opportunities for many, especially older employees, and the current basic education system has resulted in many employees having little or low levels of literacy and numeracy. A national shortage of skills increases the portability of skilled mining industry personnel and sufficient people need to be trained in order to prevent a shortage of skills in the mining industry. The Chamber of Mines is involved in all levels of skills development from adult education and training, operators, miners, artisans, technicians to professionals and managers. This encompasses theory training in TVET Colleges, universities of technology and traditional universities, skills training in accredited training centres and experience in the workplace. From government’s side, the Department of Mineral Resources is committed to developing the skills of young people and mineworkers to address the needs of the industry as it evolves. The Department is currently enhancing its collaboration with the Department of Higher Education and Training, as well as other stakeholders, through the Mining Qualifications Authority, and this partnership will see bursary-holders, interns and students placed at various universities and mining companies for training in critical skills. While government will continue to prioritise opportunities and encourage investment to grow the economy, investing in mining and resources is not just the responsibility of the state. The Department has urged the industry to invest in young people and mineworkers by developing their skills so that the industry can be better equipped to face challenges and take advantage of opportunities in the future. It is important that all stakeholders in the mining industries realise that open and transparent engagement are beneficial for all concerned, and the prolonged and disruptive labour relations unrest of recent years are a prime example of the potential negative impact that the can have on the country’s economy. South Africa is currently known as a key investment destination for mining, and continuous improvement in the labour relations environment will be critical if this reputation is to be sustained and developed.

Winner’s Interview Mining & Minerals

Forging a New Way of Thinking their communities through education. Young talent needs to realise that there are excellent career opportunities in our industry, and that other young people out there need to be encouraged to look to the industry for future career opportunities.”

says. “There is also lack of recognition of excellence and good practices, to encourage people to perform at their best.” Seabela would like to overcome these challenges by encouraging new ways of think-

“It is only when we engage in knowledge-sharing, and encourage young talent to think and do things differently, that our industry will grow and become sustainable” Seabela believes in uplifting her colleagues and those she comes into contact with by offering support and advice on their career development. “I also extend this support to my colleagues’ families, by giving career advice to those still in school or looking for career opportunities,” she says. “It is important to remember that people do not live in isolation – when you decide to help someone, you need to be prepared to help and advise their support system as well.”

Sandra Seabela 2015 Rising Star Mining & Minerals Mogaleadi Sandra Seabela is a Graduate Mining Engineer at Glencore, and the 2015 winner of the Rising Star award in the mining and minerals category.

There are a couple of challenges that the mining and minerals industry faces, particularly in the skills department. “There is a trend towards training new entrants into the industry to do things the same old way, when there are opportunities and a need for new ways of doing things,” she

ing and working that will improve and optimise performance and lead to excellence. “New entrants into the industry need to be given opportunities and support to share ideas in their work,” she says. “It is only when we engage in knowledge-sharing, and encourage young talent to think and do things differently, that our industry will grow and become sustainable.” As a young leader in her industry, Seabela enjoys sharing her learnings with her colleagues and the students she mentors who are interested in careers in the industry. “I also love interacting with people who have been in the industry for some time,” she says. “I enjoy learning from their experiences and leadership styles, and in so doing, thinking about my kind of leadership and my own potential in these areas.”

“Winning the award in this sector confirmed to me that I can be a good leader, and that my hard work is noticed,” says Seabela. “It was a great motivation to me to keep inspiring and motivating the people I come across – my colleagues and the students I mentor. It also presented a new and different platform for me to keep doing the work that I do, and inspire growth and excellence in all that I do.” Seabela says that awards such as these are important for recognising talent, and nurturing it. “They play a significant role in creating networks, as well as keeping one in touch with people – not only from the mining and minerals industry, but other industries as well,” she says. “I will use this award not only to network with this great group of people, but to develop myself further as a leader, teacher and motivator. I would like to inspire other young people to join this industry, and to give back to

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2015 Mining & Minerals Finalists

EXX_108921

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PossIbIlItY

Itâ&#x20AC;&#x2122;s all about doIng well and good. At Exxaro, we know that if our goal is significant growth, it means achieving that goal through operational excellence. If one objective is to grow to become a significant company and generate returns above the cost of capital, it also means implementing a well developed strategy. If leveraging innovation and technologies is part of our vision, it means making a valuable economic contribution for the benefit of all our stakeholders. For us the power of good business means leadership, and the possibilities in leadership mean good business. We look at both sides of the coin. www.exxaro.com

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The Skills we need now, & how we should educate the workforce of tomorrow momentum and popularity. Due to these rapid developments and technological advancements, a lot of things that were considered social mainstays are now either obsolete or well on their way. I’m told that on the educational front, what kids learn in Grade One will probably be obsolete by the time they are in Matric. Scary indeed!

If we agree that the knowledge economy brings with it an accelerated pace of technological and scientific advance as well as equally rapid obsolescence, it’s a no brainer that the skills we need to navigate through this sea of technological advancement will be greatly different from the ones we possess currently.

“Who can deny how the new world of Social Media has changed the way we communicate and do business. It has brought the world closer and information is literally at our fingertips” What about Robots, Self-Driving Cars, I’m not even going to attempt to talk about fashion, culture, a lot. We are really living in interesting times. I won’t even try to mention Politics, as Otto Von Bismarck aptly points out, “Politics is not an exact science”

Ndaba Ntsele President, Black Business Council and Executive Chairman and Co-Founder, Pamodzi Group

Then there’s Bill Gates, the late Steve Jobs, Mark Zuckerberg, Dustin Moskovitz and Elon Musk. He is reported to be planning to build an electric jet that will take off and land vertically. Wow! Who can deny how the new world of Social Media has changed the way we communicate and do business. It has brought the world closer and information is literally at our fingertips.

The world as we know it today is in a pretty terrible fix. Economies of the world are not performing to everyone’s expectations. I’m pretty certain that even the best economists cannot predict what is going to happen next. We’ve seen unprecedented decline in commodities, which used to be safe havens. The price of crude oil has tumbled from highs of $100 to disturbing lows of $30. Countries that were renowned for economic stability and success have seen their wealth being wiped out and are now languishing at the bottom of the financial pit The recent displacements of human beings from their countries of origin as a result of ravishing wars have created many refugees across Europe. Would you ever have thought that this degree of instability could be a feature of the modern world? Whilst all this is happening, we’ve seen new developments like nanotechnology, artificial intelligence, the knowledge economy and many other concepts gaining

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The key components of a knowledge economy require a greater reliance on heightened intellectual capabilities than on physical inputs or natural resources. Put simply, the world and South Africa in particular, will need a different set of skills to equip the workforce to adapt to change as the economy becomes more knowledge-based. Where do we start in ensuring that our workforce has the requisite skills to meet the demands of a changing economy? Broadly speaking, the answer lies in improving the effectiveness and efficiency of the skills development system, and in this instance, Education is key.

Special Feature Mining & Minerals

Website: www.pamodzi.co.za Our education system must take cognisance of the challenge of rapid obsolescence, and must not only be geared towards mathematics and science, but must be aligned to the needs of the economy, and in our case, a developing economy. The South African Government adopted a National Infrastructure Plan in 2012 which aims to transform the economic landscape while simultaneously creating significant numbers of new jobs, and strengthening the delivery of basic services This work has been organised into 18 Strategic Integrated Projects (SIPs) each of which has a dedicated SIP Coordinator to oversee the implementation and coordination of the numerous discrete projects that fall under each one. The skills shortages identified in SIPs relate wholly to the engineering and built environment fields. There is a dire shortage of engineers, technologists, technicians and artisans across a range of disciplines. For our country to achieve high levels of economic growth and address our social challenges of poverty and inequality, we must work together to invest in education, training and skills development geared towards achieving a vision of a skilled and capable workforce to support an inclusive growth path. The attainment of a skilled and capable workforce hinges on an integrated education system, meaning that the Departments of Basic Education and Higher Education and Training must be aligned through syllabi that recognizes the ever changing needs of our economy We need to teach the skills that will empower workers to possess the intellectual capital to design new strategies and successful models that will assist to unlock the capital that lies in the economy. One of the ways to do that is through entrepreneurship education. If our education system can be geared towards inculcating a spirit of entrepreneurship amongst our learners, it will go a long way towards achieving a skills set that fosters creativity, and that is what our workforce needs today.

H.E. Hon Bethel Nnaemeka Amadi, President Of The Pan African Parliament addresses the 2014 ArcelorMittal Rising Star Summit Entrepreneurs are those people that are not afraid to venture into unchartered waters.

nent of the path we must take to assure our workforce have access to the type of education they need to succeed.

“For our country to achieve high levels of economic growth and address our social challenges of poverty and inequality, we must work together to invest in education, training and skills development” One cannot begin to emphasise the importance of partnerships between the education departments and industry. We have noticed levels of disjuncture between what some of the universities and colleges offer in relation to what is required in the workplace. Business and industry role-players need to participate actively in the design and formulation of course curricula so that there is no one second-guessing the other. These partnerships will allow for an open environment in which information and ideas can be shared and relevant curricula can be shared.

We shouldn’t forget to encourage the cycle of life-long learning in the workplace as this forms the backbone of continuous skills improvement. “Sharpening the Saw” will ensure that the workforce is kept abreast of industry trends and developments, both locally and internationally. Reflecting on President Mandela‘s insights on Education: ‘Education is the most powerful weapon which you can use to change the world” I am sure we are inspired by this quotation especially more so that we personally know the impact of education in our lives.

This type of partnership, between educators and businesses is a critical compo-

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Rising Star Interview Mining & Minerals

Mining Potential Leaders ing a part in expanding it,” he says. “I especially love being a part of developing talent in my section, building an institutional memory and a system that is functional and effective. When I leave one day, I want this section to be stable, with continuity to its skills development and retention.” A strong believer in mentorship, Nkosi is actively involved in coaching young engineers. “I try to teach them the dynamics and expectations of the industry, and help them make the right decisions for their careers,” he says. “I benefited from being mentored, and I like to share my own life experiences, and teach by example. I also try and help them understand that there is life outside the industry – they need to make a difference in their communities as well.”

Nkosi is also a firm believer in the power of education, and has just completed his MBA. “Most of our management team has recently gone back to school to upgrade their skills, helping them stay at the forefront of new developments,” he says. “We also currently sponsor eight young engineers in their studies, and assist with bursaries for our employees’ children where we can. Education really is the key to unlocking future potential, and more companies need to be committed to educating our youth. As individuals, we all need to get more involved in education – not just in terms of sponsorship, but sharing our knowledge and expertise as well. In this way, we help provide not only theoretical knowledge, but the benefit of lessons learned through experience.”

“The Rising Star awards are a great platform for candidates who are doing well in their industries, but who are not being recognised, especially outside their industries”

Terance Nkosi 2012 Rising Star – Mining & Minerals Terance Nkosi is Smelter Head at Rand Refinery, and the first Rising Star award winner in the mining and minerals sector. “The Rising Star awards are a great platform for candidates who are doing well in their industries, but who are not being recognised, especially outside their industries,” says Nkosi. “It allows talent to be unearthed, encouraging them to aspire towards doing more, giving back to their communities and serving as role models for others. In the mining industry particularly, the industry giants are often recognised, but those in the background doing serious work don’t often have the same opportunity. The Rising Star programme showcases that work, and provides a springboard for future successes.”

Nkosi is helping make a difference in his own community – he currently engages with a school for ministers, sharing skills and helping them be better managers. He is also involved with helping two churches run their finances in a more sustainable manner – instead of relying on handouts, they are applying business principles to running their organisations, which allows them to plough more back into their communities.

Nkosi is passionate about the mining and minerals industry, and has been at Rand Refinery for 14 years. He began his career there as a metallurgist, then a senior process engineer, and then became smelter manager seven years ago. “I love the responsibility of leading this section of the business, for giving it new drive and play-

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Aside from offering bursaries, Nkosi believes that his industry needs to do more in terms of creating a talent development and retention model. “We need to tailormake education solutions that benefit the mining industry, and provide a platform for young engineers to find a home here,” he says. “They need to understand the diverse career options available for young engineers, and that there can be a long and productive future for them in this in-

Rising Star Interview Mining & Minerals

Website: www.randrefinery.com

dustry. We also need to prepare graduates for the realities of people management and development. They may have the theoretical knowledge they need to succeed at their job on a functional level, but rarely are they educated on how to deal with people, especially once placed in a management position. This can seem like

diverse cultures and backgrounds. Four years ago I hired my team’s first female engineers, and my team is now almost 20% women. I hope to double that number in the next two years, and am working towards having an equal gender split shortly after that.”

“Education really is the key to unlocking future potential, and more companies need to be committed to educating our youth” an overwhelming challenge, and without the right coaching, a promotion to a management position can set someone up for failure instead of providing them with an opportunity to shine.” Nkosi says that learning how to manage within diversity is a particular need. “Not long ago, women were not to be found in our sector,” he explains. “Things have changed, however, and we need to learn to manage both men and women from

Part of Nkosi’s commitment to gender equality in his industry stems from the women in his life who have helped him become the leader he is today. “My executive coach, Tshidi Nyama, really helped me understand how to become a better manager and leader, and showed me the ropes when I was uncertain of how to move forward,” he says. “Some of her lessons I will never forget, and I hope to pass them along to others I mentor along the way. The only way we will develop great leaders is to

ensure that we share our knowledge with those who will lead after us, and not hoard it in the hopes that we will get ahead at the expense of others. That is not sustainable behaviour, and we will never develop others – and the industry in general – if that is the way we operate.” Another woman who inspired him to reach greater heights is his mother. “She was a God-fearing single parent raising two boys, and she did it with grace and an iron fist,” he says with a smile. “When we finished matric, she cashed in her pension to pay for my brother and I to go to university. I only got a bursary in my final year at university, and my brother studied a BSc and then medicine – it was a huge sacrifice for her. She taught me not to give up on people when you can see their potential. If you are consistent in your support of others, you can see what they are made of, and you will reap the reward when they make a success of their life.”

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Rising Star Interview Mining & Minerals

Defining Tomorrow, Today and parameters in their careers. “The exceptional efforts that people make need to be recognised,” says Nwaila. “In addition, they need to be given the correct tools and equipment to do their jobs, and to be able to perform above what is expected of them.” Nwaila believes there is a deemed professional association based on race and culture, which limits the sharing of knowledge. “Subsequently, national development is compromised,” he says. “I don’t believe this is limited to the mining and minerals industry – professionals will always gravitate towards each other in a specific industry, and unfortunately they do so based on cultural groups within the broader professional group.” Breaking these racial fraternities is ideal, and it has shown benefits in areas within provinces where development is accelerated compared to the surrounding areas. “This is not only because the people there are fully equipped with the relevant skills and resources, but because they do not have boundaries based on gender or race,” explains Nwaila. “This allows them to share knowledge and empower each other. Awards such as Rising Star are helpful in this regard – they enable freedom of association and professional networking without limits. I have really tried to make the best of these opportunities for both personal and professional growth.”

Glen Nwaila 2014 Rising Star - Mining & Minerals Working in the mining industry has given Glen Nwaila a unique opportunity to explore beyond the day-to-day, not just in his field of geology, but in his growth and development as a leader.

with technical expertise either never progress to leadership positions, or are promoted due to seniority but do not have the requisite skills to function in a leadership role. This industry has provided me with

“Awards such as Rising Star are helpful in this regard – they enable freedom of association and professional networking without limits” Nwaila is a Geology Superintendent at Sibanye Gold, and is a previous winner of the Rising Star award in the Mining and Minerals category. “The industry provides a unique opportunity to obtain exposure in both the technical and managerial aspects of one’s career,” says Nwaila. “Often those

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opportunities for growth to the next level, and facilitated my interest in and engagement in the industry in both leadership and the development of my expertise.” This type of engagement is important if people are to go beyond the set standards

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Nwaila believes that if professionals want to define their working environment of tomorrow, they need to start today. “Mentorship is one of the key elements for doing so,” he says. “If we want to have talented people grow and develop into leaders of distinction, we need to start while they are young and eager to learn. I offer mentorship to people both within and outside my industry, and provide them with motivation through sharing my knowledge and experience. I believe this gives them the courage to rise above their current situations – where they come from and who they know should not limit their trajectory.” In the mining industry particularly, Nwaila believes that the true recipe for success is repeating certain scopes of activities, building on each repetition creatively. “Often people feel like giving up, but when

Rising Star Interview Mining & Minerals

Website: www.sibanyegold.co.za they are given the freedom to build on what they are able to do without prejudice, and to exercise their creativity, they really excel,” he says. “I want to help people realise that it is worth putting in the effort, and not to get discouraged.”

formed decisions now that will impact us later, and help people to make those decisions now, avoiding later regrets.” Other important channels for development for upcoming leaders include leadership

“I want to help people realise that it is worth putting in the effort, and not to get discouraged” As Nwaila has pointed out, networking is key to development, particularly in fields such as Nwaila’s that are specialised. “Coming together with like-minded individuals is critical for personal and professional growth, and we need to decide today to put these platforms in place, for us to reap the benefits later,” he explains. “The decisions we make in the present affect our future – for example, if you decide today not to educate your children, you automatically disable them from participating in future economic affairs, and that sets a standard for tomorrow’s failures. Platforms for growth and development expose us to the benefits of making in-

development, and Nwaila believes that participating in the Rising Star awards has opened up such channels for him. “I had the opportunity to form part of national debates, as well as participate in management and leadership development programmes,” he says. “I have also had the distinct privilege to be mentored by people I hold in the highest regard, and meet people I have great respect for, such as Prof Adam Habib, Iman Rappetti, Sdumo Dlamini, Advocate Thuli Madonsela and others. Programmes such as these help individual’s build credible reputations, and they transform the way

that businesses and industries identify and nurture future talent. We need more platforms like this if we are to build not only our industry, but our nation.” Nwaila has learned from the words of Henry David Thoreau: “If one advances confidently in the direction of his dreams, and endeavours to live the life which he has imagined, he will meet with success unexpected in common hours of the day/life.” “I love this quote,” Nwaila concludes. “It embodies what I believe about always being curious, reinventing yourself, and broadening your outlook. One needs to continuously challenge oneself by removing your limitations. I apply a holistic view and an integrated approach towards each challenge I face, trying to create more than one solution for a single problem, and bouncing ideas off my colleagues – you cannot excel in a vacuum. If you base your development on your key values – of which mine are integrity, decisiveness, consistency and reliability – you will go far, and you will enjoy the journey.”

Dr Hans-Ludwig Rosenstock & Glen Nwaila

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Sector Overview

Professional Services

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Professional Services

Professional services has emerged as one of the fastest growing sectors globally in recent years. Not surprisingly, talent optimisation has emerged as a key challenge and competitive differentiator across the sector. The post-recession economic recovery, changing workforce dynamics, increasing individualisation and technology pervasiveness have transformed the world of work. Leaders of professional services organisations have to confront the realities of attracting, engaging and retaining a younger workforce to support this growth in a context characterised by constant disruption. The traditional practice of poaching highlyskilled talent from competitors and clients is no longer effective since there are simply too many organisations competing for too few scarce resources. Compounding this impact of this skills deficit is the fact that annual voluntary attrition in the sector has been accelerating at an alarming rate since the global recession ended. With economies worldwide continuing to pick up, and more new jobs being created, expectations are that this concerning trend will continue. The costs of attrition permeate all aspects of a professional services organisation, ranging from the investment required to identify, recruit, hire and on-board a suitable replacement, to lost productivity time for recruiters and line managers, and the impact on the remaining workforce occurring as a result of having to take over the work of recently departed colleagues. Unless managed effectively, unexpected voluntary attrition of key talent will have a direct bottom-line profit impact on organisations in the sector, and severely inhibit their capacity to increase revenue and sustain the current growth trajectory. To address these dominant trends and mitigate their impact, progressive professional services organisations are introducing innovative new talent strategies including inter alia undertaking predictive analytics based strategic workforce planning, increasing investment in graduate recruitment programmes with a particular emphasis on entry-level talent with skills in science, technology, mathematics and engineering, offering flexible work arrangements to accommodate an increasingly diverse workforce, implementing integrated employee engagement programmes, and actively building their market reputations as the best companies to work for. Notwithstanding these strategic endeavours, perhaps the greatest emerging workforce related challenge being encountered by professional services organisations today, and something that many are struggling to come to terms with but cannot ignore, are the related phenomena of worker mobility and â&#x20AC;&#x2DC;free agencyâ&#x20AC;&#x2122;. Recent research by leading consulting firms consistently reveals that highly skilled and technology savvy younger workers, in essence the target talent market for employers in this sector, demonstrate a clear preference for virtual, freelance or contract work rather than traditional physical location based full-time / permanent employment. Accommodating the expectations of this generation will require a significant shift in how professional services organisations operate and will most certainly necessitate a differentiated strategy to managing and optimising this critical workforce segment. Those organisations who succeed will undoubtedly secure a distinct advantage in this highly competitive and talent centric sector. David Conradie

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Winner’s Interview Professional Services

Driving People Engagement delivering the impact you desire – both for clients and your own career,” he explains. “I spend a lot of time coaching future leaders both formally and informally, helping guide them through key decisions and helping them shape their own careers. I have also put in place a programme for people to continuously learn and grow through structured and unstructured learning programmes.”

their lifestyle,” he notes. “In a traditional professional services environment, it can be challenging to align the expectations of clients with the expectations of talent. I would like to see creativity and forward thinking from our industry to keep talent – specifically out-of-the-box thinking millennials – engaged, dedicated and contributing.”

“Open education, particularly unstructured learning to supplement organisational training, is also vital to keep talent relevant, engaged and growing” Naik is also a frequent sponsor and host for several initiatives to induct, orient and upskill Accenture people, both locally and globally. “Given the huge focus I place on driving the workforce of the future, I am a committed sponsor of the HR function within my organisation, and frequently partner with them to drive people engagement projects,” he says.

Lee Naik 2015 Rising Star Professional Services Lee Naik is Managing Director at Accenture Digital - South Africa, and this year’s winner of the Rising Star award in the Professional Services category. “Winning this award was a proud achievement and a significant personal milestone for me,” says Naik. “Being selected by a group representing the top echelon of industry leaders is a great honour and motivation.” Rising Star is a prestigious recognition of success within an industry, and of the participants’ general contribution as leaders. “I see my success as depending on and contributing towards that of my clients, employer and the teams I have the privilege of working with,” says Naik. “I am deeply grateful for the times when my own success has contributed to or inspired success in others.” Naik’s passion is to play a role in the success of others, and one of the primary reasons he continues to enjoy working at Accenture is its commitment to people. “Asking for help and partnering for success is encouraged, and it is critical for

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Naik believes that people engagement is key to the retention of talent in any industry.

Naik concludes with a word of encouragement for young talent faced with seemingly insurmountable obstacles: “Do not focus on your problems, but on how you would like to change them. Focus on your own personal drive to succeed, and help others while asking for help along the way. With determination, constant skills growth and the right networks you will become a person of significant personal, professional and social power – even if it’s hard to satisfy your own high standards.”

“Supply and retention of skills remain a top challenge,” he says. “In an increasingly tech-led and digitally-driven environment, it can be difficult to find talent with that magic combination of deep technical expertise and broad, strategic insight. These talented individuals are in demand, and increased partnership and collaboration between related service providers could be a key to solving this challenge. Open education, particularly unstructured learning to supplement organisational training, is also vital to keep talent relevant, engaged and growing.” Many organisations have embarked on a reshaping of their talent management processes. “Gone are the days of annual reviews,” says Naik. “This is being replaced by real-time feedback combined with ongoing coaching and development to help individuals with their professional evolution and personal development.” Naik says that increasingly, employees are demanding more from their employers. “They want to work where they want, at a time that suits their work-life integration plans, on a device that best complements

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Lee Naik & Commissioner Malatji

CONSULTING•EXECUTIVE SEARCH•RECRUITMENT

Special Feature Professional Services

Diversity: The female millennial These megatrends are shaping our future and how we do business – impacting our business strategies and, in turn, how we develop our people. One of the challenges organisations are faced with today is the vast numbers of millennial talent entering and reshaping our workforce. They are our future, and we have to ask ourselves whether we are doing enough to maximise their potential. When I started my career, I had the mindset of working for my employer for the rest of my life. As a baby boomer, I am a very loyal employee. Work-life balance has always been an issue for me in that I realised early on if I wanted to be a successful businesswoman and achieve my goals, I would have to work very hard – sometimes three times harder than my peers. I believe that is why I am where I am today. The journey was long, though...

Shirley Machaba Partner in charge, PwC SA Our world is changing rapidly. Some of the megatrends at play in this changing landscape are demographic shifts, shifts in global economic power, accelerating urbanisation, technological breakthroughs, climate change and resource scarcity.

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When my son, Sheldon, began his career, things had definitely changed. Instant progression is key to him, because he likes to be financially independent. He was businesslike and confident very early in his career. He knows what he wants and although he works hard, work-life balance is critical to him. He is interested in receiving feedback on his performance on a regular basis, preferably in face-to-face meetings. He would prefer to become his own boss.

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This year, PwC published a report entitled ‘The female millennial: A new era of talent’. The report provides some insight into the minds of female millennials and also dispels a few myths about this generation. At PwC, 50% of our global workforce is female and annually, we recruit approximately 20,000 graduate millennials of whom half are female. It has become obvious to us that we need to understand how to attract, develop, engage with and retain them. What the report has shown us is that this generation of female talent is different from any of those that have gone before. The female millennial is more confident, more financially independent and more educated than anyone from previous generations – so one thing that’s clear is, how we manage this talent needs to be different to how we managed talent before. Our 18th global CEO survey tells us that 64% of CEOs have a formal diversity and inclusion strategy in place, with a further 13% planning to adopt one in the next year. This is great and it’s a step in the right direction, of course – but employers need to do more than just talk the talk; they need to foster an inclusive talent strategy that will demonstrate visible results. This is critical to retaining the much needed talent of the millennial.

Special Feature Professional Services

Website: www.pwc.co.za More than half of the female millennials surveyed for the report believe that they can reach the very top levels within their current organisation, a surprising statistic considering the lack of women in today’s top leadership positions. It is vital that we encourage and support their confidence in this, as one can see their self-assurance dwindle the further they advance in their careers – when they first start working, 49% of female millennials feel they can be the next CEO; but once they’ve worked for nine or more years, this statistic drops to 39%.

fact, they are more likely to leave due to a lack of career progression and a dearth of learning and development opportunities. Starting a family was the sixth most likely reason for leaving an employer – and it was the sixth reason for both male and female millennials. In this changing world, being a parent is no longer only a ‘women’s issue’. Given the current rate of divorce or of couples opting to parent on their own, it is important not to stereotype parental responsibilities as belonging to women only. More and more fathers are playing an active role in raising their chil-

“We must commit to inclusive cultures and talent strategies and support the confidence, enthusiasm, ambition and needs of the female millennial now” A contributing factor to this could be the way we’ve traditionally centered appraisals around past performance, as opposed to providing quality mentoring for future growth. The female millennial is more concerned with her career progression, and given the world we live in today – a world of instant gratification and feedback on social media – she cannot be left waiting for an annual meeting to discuss a year’s worth of work. The female millennial wants clear targets set, with regular and structured feedback given to her timeously and in a face-to-face meeting. It is important that we don’t think of millennials as ‘cyber junkies’, using technology as the sole communication channel for performance evaluations, career progression planning and compensation – these messages need to be delivered in a quality, one-on-one meeting. This helps showcase your appreciation for their efforts and conveys the message that they are a valued team member. Successful employers will be those that can blend advanced technology to deliver communication quickly, coupled with the more traditional face-to-face meetings.

dren, regardless of whether they are doing this as a single father or in the course of co-parenting. This can be seen in the equal need for flexible working hours, although flexibility is not only about parenting – it’s about work-life balance in general. It is due to the need for a work-life balance that companies will have to make another shift, namely to adopting a culture that values performance over presence. Never before has flexibility been of such importance to both men and women. The time has come for organisations to recog-

nise that work-life balance and flexibility are more than just a perk; it has become a non-negotiable requirement for the millennial. And as more and more companies shift towards this way of thinking, the ones that don’t will be left behind, unable to attract the right talent for their organisation’s success. Employers will need to do more than foster a culture that embraces work-life programmes and policies. Rather, they will have to shift to allowing a work-life balance in practice. They will need to make it possible for their key talent to succeed no matter what their work pattern is. At present, according to our survey results, 44% of female millennials and 49% of male millennials believe that taking advantage of alternative work arrangements or flexibility options will have negative consequences at their workplace. This is disappointing, considering that 97% of both male and female millennials emphasized how important work-life balance was to them. Our world is changing. Our businesses are changing. How we develop our talent needs to change. To be successful and capitalise on the stellar traits of the millennials – our future – we must commit to inclusive cultures and talent strategies and support the confidence, enthusiasm, ambition and needs of the female millennial now.

Despite the growing number of women entering the workforce, a common assumption still exists that women will opt out of their careers when they start a family. This is often cited as the number one reason why women leave business and why there are so few women in leadership positions. Successful employers will recognise that this is not the case for the millennial. Only 4% of our millennials surveyed had left an organisation for family reasons. In

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Rising Star Interview Professional Services

No Barriers Dhawan says that the power of the network that these awards create also needs to be recognised: “If we are going to collaborate across organisational boundaries as today’s big challenges require us to, then having a network of individuals recognised for their demonstrated abilities is an excellent breeding ground for that sort of collaboration.” As Director, Global Strategy for KPMG International, Dhawan gets to think about his organisation’s most important strategic questions. “This is arguably helping to shape the future of a $25-billion, 155 000-strong global network of some of the smartest minds around!” he exclaims. “In accepting this role, I must admit that I wasn’t so excited about helping make the firm a few more billions, or develop a new service line. Those are vital business goals that give us the ability to have an impact, but what really got me excited was thinking how we could put our brightest minds to work to solve the most important global

Rohitesh Dhawan 2014 Rising Star Professional Services

challenges. I wanted to develop my skills at facilitating senior-level strategic discussions, and to use that position to focus on the end-game through the work we do with our clients; how we as a business can inspire confidence and empower change in the world around us.”

“We are an industry with only one asset – people. Whilst money can be a motivator – or at least, the lack of it can be a strong demotivator – it is often non-monetary rewards that inspire people, and awards like these are an important such tool. Our clients demand a lot of us – and rightly so,

While Dhawan – like most of us – feels he could be doing more, he has been part of powerful programme that help develop young talent in his industry. “As a faculty member of the Young Africa Leadership Initiative, I play a small part in moving 20+ future leaders from success to

“It has got to hurt our own pockets – that’s when we’ll take it seriously”

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When it comes to effecting change in the broader talent development environment, Dhawan believes that professional services, more than other sectors, has done a lot to develop human capital – often exceeding any legislative requirements. “After all, our business depends on it – we have no other asset but our people,” he explains. “What we should be the first to admit however, is that on the whole, we’ve done so almost entirely out of self-interest. Most times, that works really well – benefiting the industry and society at large is a winwin situation. But that also means that our goals and commitments for talent development will be attuned to our business planning cycle, which is inherently short-termist. And we know that the scale and complexity of the challenge of talent development in South Africa requires long-term, structural actions that don’t fit neatly into business planning cycles.”

“In personally mentoring junior staff, I’ve seen cynicism and despair replaced with hope and optimism just by taking a personal interest in their development”

“Awards like Rising Star occupy a special place in the world of professional services,” says Rohitesh Dhawan, Director of Global Strategy in the Office of the Global Chairman at KPMG, and a former winner of the award in the professional services category.

as they often invest significant sums to access the best talent. If we are going to nurture exceptional professionals to meet those client expectations, then we need to have the right means of motivating and inspiring them, and the kind of public recognition that Rising Star provides has already proven to be highly effective in doing so.”

that have helped me, and I commit to continue to pay it forward.”

significance,” he says. “In starting Future Secure, I’ve tried to give semi-skilled contractors in professional services a shot at a decent job. And in personally mentoring junior staff, I’ve seen cynicism and despair replaced with hope and optimism just by taking a personal interest in their development. But I’m hopelessly in debt of those

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Dhawan would like to see professional services firms commit a portion of the yearly profits of their owners/shareholders to a professionally managed fund that works in partnership with government to improve the state of education in South Africa. “As an industry with one of the highest operating margins, it is our responsibility to reinvest our gains into the very system that produces the talent on which we depend,” he says. “This goes beyond CSI and the individual projects that every firm laudably supports – this is about having a personal vested interest in the development of young people and the future of the profession. It has got to hurt our own pockets – that’s when we’ll take it seriously.” Dhawan’s vision for talent development in professional services is ‘No Barriers’. “This means no barriers in access to the profession – in other words, people from every socio-economic background have a decent shot at entering the industry,” he says. “This means radically improving the state of primary, secondary and tertiary education, because it is such a knowledgeintensive industry.”

Rising Star Interview Professional Services

Website: www.kpmg.com It also means no barriers in progression. “Too many excellent, talented professionals are held back in their careers because we haven’t created the conditions for people to thrive in their own right,” says Dhawan. “This means embracing diversity in all its senses; clearly race, gender and sexual orientation are vital and we remain far off a point of equality, but I’m talking much broader than that – about different working styles (extroverts, introverts, ambiverts); different styles of communication (the confident Type-A personality doesn’t always have to be the standard we measure everyone by); different preferences for how we handle conflict (using both masculine and feminine approaches to conflict resolution, which may or may not come from male and female voices respectively). Finally, Dhawan says that ‘No Barriers’ also means no barriers to what people who have worked in Professional services can go on and do next. “There is a won-

derful revolving door between the professional services industry and corporates, but I feel that we can do much more to create the same two-way flow between the public sector and the professional services world,” he says. “Consulting organisations would undoubtedly be richer for people

feels like years of experience compressed into months! Professional services is as global as a sector can get – human capital, which is essentially our only asset, knows no boundaries and you’ve got to be able to test yourself against the best. But the fact remains that only a small fraction

“The best of what is available globally is often only a click away. All you need is a curious mind” with public service experience to join our ranks, and we all recognise how the skills gained in consulting can help solve some of our most pressing public service challenges, and I’d like to see us encourage that exchange as a profession.” Lastly, Dhawan talks about international exposure being crucial for talent development. “I couldn’t emphasise its importance enough,” he says. “I’ve been fortunate to have spent the last year in London, and it

of us will be lucky enough to travel and work overseas. That doesn’t mean that a global mind-set is out of reach for those that can’t physically travel. In the tech-enabled world of MOOCs, podcasts and open source learning, the best of what is available globally is often only a click away. All you need is a curious mind.” *The views expressed in this article are personal and do not represent those of KPMG International or any member firms

Dawie Muller, Conrad Swart & Alister Swart

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Sector Overview

Service: Public & Private

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Shirley Zinn

Service: Public & Private

It is widely agreed that talent management and talent development are important drivers of economic growth. However, in a sector where the focus on delivery is so closely linked to very wellbeing of others, strategic issues can take a back seat to more pressing, practical challenges. In addition, a large number of people who find themselves in the service sector do so because of a passion for their field, and career progression – and often also compensation – are low priorities. Even though this is the case, however, the service sector is still facing talent attraction, development and retention challenges – for too long, people have been relied upon to stay in the sector due to their personal commitment to their work. The sector is now beginning to realise that talent development is critical, especially for those for whom such large parts of their lives focus on the upliftment, development and welfare of others. Bloomberg lists developing a robust leadership pipeline as one of today’s top ten talent management challenges. This is no different for the public and private service sector, and leadership development is key. Young talent needs to be identified early and nurtured in a way that makes them feel it is worthwhile to stay in the sector, not just because of their passion for service, but because it makes career sense. Another challenge listed by Bloomberg is transferring key knowledge and relationships. With those in public and private service sector operating largely from a base of years of experience, it is important that organisations who are dependent on the strength of tacit knowledge craft strategies to ensure that knowledge is passed on to the next generation of leaders. Also an area of development for this sector is leveraging the use of technology to enable a greater work/life balance, as well as assist in redesigning talent management practices to attract and retain talent, and ensure that young talent particularly, remains engaged. Yet another challenge the public and private service needs to overcome is the view that many positions within the sector are “disposable” – in other words, tenure is short in the industry and movement is frequent. Both external influences and internal mind-sets are at play in this instance, and organisations need to direct their efforts towards ensuring that people see the sector as offering viable – and long-term – careers. Workplace demographics are changing, and people no longer remain in positions for decades. However, it is beneficial for the sector if people realise that moving from one position to another need not mean a move to another sector or industry. This way, skills are kept within the sector, and the opportunities for meaningful skills transfer increase. The rise of the global workforce is also a challenge for the sector in South Africa – opportunities beyond our borders are attractive to service workers, and not necessarily because they might be more lucrative. It is important for the sector to focus on offering people the opportunity to learn, grow and make a difference holistically, and not only in a fragmented way. A comprehensive approach towards developing the whole person, and not just the employee, will be the way forward for the sector if advancement is to be realised.

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Winner’s Interview Service: Public & Private

Making a Difference in Healthcare make decisions shows that strong leaders are borne from this sector. Keeping the workplace a happy and motivating one and allowing opportunities for growth and promotion is key in enabling people to perform at their best.” The public healthcare sector in South Africa is a struggling one. “To shine the spotlight on a sector that is so short on human and other resources, gives us a platform to showcase the talent and skill we as healthcare workers possess,” she points out. “This is often overlooked by crazy work schedules and maintaining service delivery despite wavering funding and support. A sense of accomplishment was shared amongst my team and I and it gave us that extra boost to keep on doing what we do best.” Limited resources is a major challenge in the sector, and Dr Lutchminarian says that dealing with tapering staffing while encountering the same work load allows for little time for talent and skills development. “My suggestion is a simple one: good teamwork and collaboration,” she says. “We have been able to get through many a tough time just through working as a team. Another challenge is the femaleto-male ratio at our workplace. I would like to see more strong female leaders and more opportunities for their growth.”

Mr Vuyo Mlokothi & Mr Saki Makume with

Dr Kajal Lutchminarian 2015 Rising Star - Service: Public & Private As a former Miss India Worldwide and a medical doctor specialising in plastic surgery, Dr Kajal Lutchminarian represents women of colour, and aims to use her recent Rising Star award in the public and private service category to show the world that women can do anything they set their minds to. “To be able to spend a decent amount of time with people of such high calibre and network with the winners and nominees of the Rising Star 2015 team was winning for me,” says Dr Lutchminarian. “Having to participate in this journey of self-reflection, realising your strengths and making note of your weaknesses through the written essays and questionnaires for myself as well as my mentor, gave me the oppor-

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tunity to see how my company and team view my leadership and me as an individual. We often get caught up in life and work and seldom spend time in introspection on what we are and how far we’ve come as a team.”

In conclusion, Dr Lutchminarian shares a project in the pipeline: “I have recently been appointed as an executive director of the World Focus Energy group, in the sector of Health. This is a massive initiative by the Lungisa Trust and international funding. It will focus on many aspects, and the development of a Red Hub will be the key factor in the production of renewable energy. This is set to create thousands of jobs and pave the way for more health pro-

“Our ability to take charge and make decisions shows that strong leaders are borne from this sector” Dr Lutchminarian notes that an important concept of the Rising Star awards was vision for the future. “I would like to see many more doctors and even nurses be involved in this process and get the same opportunities I was fortunate to receive,” she says. “Providing healthcare is not all we can do. Our ability to take charge and

Rising Star Annual 1st Edition

motion and disease prevention, which is something I’ve been passionate about for the past ten years. It’s an exciting opportunity and I’m looking forward to helping create an impact in my sector at national level.”

ris

ing st

annual

For Talent and those who nurture it!

Join the Conversation with South Africa’s Leading Young Talent in the Rising Star Annual 2017 5,000 Print Circulation • MPs & Senior government officials • HR Managers, FDs, CEOs and HR Directors of JSE listed and SA’s top companies • Rising Stars, their line managers & mentors

Additional Downloads The full publication will be promoted and available to download on

www.risingstarannual.co.za

Reserve your position now! For more information on participation please contact: Laura Barker, MD: 021 788 2809 / laura@risingstar.co.za Alister Swart, COO: 021 788 2763 / alister@risingstar.co.za

For Talent and for those who nurture it!

Special Feature Service: Public & Private

Destructive Forces in Talent Management At a leadership level High performing leaders who create an environment that inspires all employees to be the best that they can be; At a cultural level A high performing, values driven culture that is characterised by goal clarity and alignment, empowered accountability, teamwork and collaboration, stakeholder focus and inspirational leadership; and At an opportunities and rewards level A myriad of challenging career opportunities for talented and engaged people to grow into high-performing employees who are rewarded competitively. Drive development and learning across the organisation From the above challenges it is evident that success in this market requires brave leaders with the skills to build a high performance culture, through value based leadership. In fact, going today, and more

Henry Chandler Vice-President & COO – ASTD (African Society for Training & Development) In today’s talent-driven business environment, the role of learning and development (L&D) has become greater than ever. In fact, the current business environment requires South African firms to focus on talent engagement, high performance and efficiency, while building capacity for local, regional and global growth. Despite the fact that South African firms are facing tough times at home, they are increasingly taking advantage of opportunities in subSaharan Africa, which in many respects is considered one of the most exciting regions in the world. However, no matter what region businesses are operating in, it is evident that the biggest challenges we are, and will face in our industry, will be: At an organisational level Creating a dynamic company that attracts diverse, talented people with fit-for-purpose skills and problem-solving mindsets;

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the balance between delivering for today and investing for tomorrow. We place a high value on leadership development offering programmes aimed at developing the skills and knowledge of managers and leaders at different stages of their careers. It is for this reason that I believe engaged, skilled and inspired people are at the centre of delivering our growth aspirations, which ensures that talent development continues to be a critical aspect of our strategy. The competencies necessary for global leaders have remained consistent, but companies report gaps in pivotal areas such as: • Managing diversity of cultures as companies diversify into emerging markets. • Business acumen to manage globalisation into unconventional markets and businesses.

“Continued use of social media will help attract the next-generation workforce.” importantly going forward, investing in the holistic advancement of talent should be considered a business imperative. The organisation’s people philosophy must support the business strategy. In generic terms, the philosophy must aim to build a sustainable and adaptive organisation of talented, diverse, competent and inspired people, who face the future with confidence and form the foundation of the approach to leadership development.

•

Increasingly, executives are becoming directly involved in global leadership development programs and their involvement is significantly related to increased employee engagement and overall business performance. We want our leaders to increasingly take accountability and ownership for developing their people and teams. High-performing global companies go beyond high potentials, to include a broader segment of their workforces in their global leadership development programs.

Ensure right talent, at the right place and the right time Today, “talent”, especially people with the most desired and in-demand skills, is scarce. Employees with high-demand skills have choices, and nowadays, a company’s employment brand is easy to establish without even stepping into the office. In many ways, acquiring and accessing talent is among a company’s most critical goals. Without critical talent and skills, companies cannot grow their businesses. People have been, currently are, and always will be a company’s greatest assets, supporting our shared value - “People”.

As a result, organisations require managers who can work in complex, multi-cultural situations and leaders who can manage

Rising Star Annual 1st Edition

Integration of profitability and sustainability imperatives. • Stakeholder management and influencing ability. These leadership effectiveness initiatives are the meeting ground for the identified future talent of our business. It is critical not only that the organisation’s leadership development process is properly targeted, but that succession planning is carefully managed.

Special Feature Service: Public & Private

Website: www.astd.co.za Traditional means of sourcing talent are being replaced and talent sourcing is now focused on building an employment brand, sourcing people in new places using social media tools, creating opportunities for internal candidates to develop, and leveraging the huge network of referral relationships within the company.

didate’s experience and skills, but a better glimpse into their lifestyle, values and their cultural fit. Traditionally, social media’s importance to recruiting has been limited to the way it is used, but social media networks such as LinkedIn, Facebook and Twitter have

millennials continue to use social and mobile technology in their career efforts. In conclusion, as the economy continues to grow, employee skills are becoming more specialised, making engagement and culture, leadership and development top priorities for talent management stakeholders. Every organisation’s culture

“The Internet has revolutionised the way people learn about companies and apply for jobs.” The Internet has revolutionised the way people learn about companies and apply for jobs. Company career sites remain the top channel for promoting talent brand. Talent acquisition and recruiting are undergoing rapid changes, challenging companies to leverage social networks and other collaboration tools. Social media provides not only information about a can-

become a convenient and comprehensive way for recruiters to find, ‘like’ and connect with candidates. From a recruiting perspective, having a well-defined social media brand can help attract the best candidates. In addition, continued use of social media will help attract the next-generation workforce, as

should support high performance and talent engagement. This is done through governance, structures and incentives that encourage swift decision making and outof-the-box thinking. Employers that fail to engage with workers and provide solutions to the increasing demands being placed on workforces today will struggle to stay abreast of the competition tomorrow.

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Rising Star Interview Service: Public & Private

Building Capable Leaders Maboea also has a special interest in getting to know her staff, and understanding what special capabilities they have, and talents they can offer that they are not necessarily using in their current positions. “People are more than just employees,” she maintains. “They have lives outside their jobs, and they have unique skills that I may not have known about had I not taken the time to get to know them better. In this way I tap into their talents, and see how they can be used in other areas, helping position them better within the organisation, and channel their passion into productivity.”

Focusing on people’s strengths rather than their weaknesses is another leadership approach that Maboea finds successful. “If you build on people’s strengths, and encourage them to use them to improve their weaknesses, you show them that they are valuable and worthy, and not just employees,” she says. “While you acknowledge a weakness, you do not focus on it – rather use strengths to work around it, and build the person up.” Maboea also allows her team to utilise their talents with no limitations – something she was given the freedom to do when

“These awards are great for recognising talent across all sectors, but particularly in the public service sector”

Annie Maboea 2012 Rising Star Service: Public & Private Annie Maboea is Shelter Manager at Kids Haven in Johannesburg, and a former winner of the Rising Star award in the Public Sector & Public Service category.

Uplifting others is part and parcel of Maboea’s job, but it is also important for her to uplift those within her organisation, not just those her organisation serves. “Rapidly training and retraining my team is important, so that we maintain our skills levels, as well as build capacity,” she says. “As soon as we have identified a need, I formulate a training programme to address that need, and in so doing not only the organisation and the children benefit, but the staff who are growing their skills bank.”

“These awards are great for recognising talent across all sectors, but particularly in the public service sector,” says Maboea. “This is a sector where the services rendered are often acknowledged, but not the individual, and awards such as these bring to light the talent and character of individuals, allowing them to attach more meaning to what they are doing. It certainly helped me feel that I am not operating in isolation, and that I can link the principles of what I learned through the awards process to my work here at Kids Haven.” Maboea believes in continually setting higher standards – for herself as a leader, as well as for her team. “I believe in growth and development – you can’t be stagnant, you have to push yourself,” she affirms. “Setting goals for myself and my team, and then focusing on achieving them, is what engages me every day.”

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she joined the organisation. “Kids Haven allowed me the flexibility to seize new opportunities when I saw them, and I’d like to continue to provide that environment here as a leader within the organisation,” she explains. “It increases job satisfaction and productivity, and allows people to take ownership of initiatives.” Job satisfaction is important in an industry that many people leave for other career paths. “While our work is rewarding, many people in the sector feel they have not

Rising Star Interview Service: Public & Private

Website: www.kidshaven.org.za

Annie Maboea & Siyabonga Gama at the 2012 Rising Star Awards been invested in,” says Maboea. “We need more talent development programmes, and acknowledgement of people’s talent – a pat on the back can go a long way. We need to have more conversations around the issue of talent development in this sector, and engage both internal and external stakeholders in our discussions.”

connections with others, and in doing so build their networks. “We need to create an environment that enables people to tap into their inner resources and be the best that they can be,” she says. “When we align individual talent with an organisation’s vision and mission, we generate high levels of performance.”

Maboea says that a talent development strategy for the public service sector needs to focus on both tangible and intangible deliverables. “On the intangible side, it needs to deliver people who are selfaware, who know what they are capable of, who are not afraid to take on challenges,” she says. “They should be more connected to what they do, produce quality service, and be inspired to develop others. They need to be genuine people.”

Tangible deliverables include retention of people in the sector. “We need experienced and trained people who are ready to take up leadership positions as they become available,” she says. “We also need a training document or written guide for talent development in our sector. By learning how to plan properly, we can move away from crisis management towards a more professional environment, where people will recognise us as an example of how the sector should be led.”

She adds that people who believe in their own potential are able to form healthy

Maboea would like to play a bigger role in ensuring that talent is seen as a core resource that everybody has to uplift themselves, the community, sector and country as a whole. “As long as we don’t acknowledge talent as a resource, we are missing the boat,” she says. “We need government to spend more on talent development, as well as those in other industries – imagine what we could achieve if we did more!” Maboea’s passion for leadership is inspired by her role model – Moira Simpson, Director and Founder of Kids Haven. “I am so lucky to be working for my role model – she is selfless, brave and stands for what she believes in,” she concludes. “She believes in giving people chances, and she is able to step into different roles as the situation requires. She had a vision, and did whatever it took to see her vision through – I want to be that kind of leader.”

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Case Study Service: Public & Private

Building the Base for Careers in Maritime

Learners who participated in the General Purpose Rating course offered by the Transnet Maritime School of Excellence Lawhill: Learners from around the country, placed at Lawhill High School in Cape Town, to further their studies in maritime. Ndokwenhle Handover 1: The laboratory handed over to Ndukwenhle High School by TNPA The Transnet National Ports Authority (TNPA)’s corporate social investment programme responds to TNPA business challenges related to mission critical skills and environmental needs. Its strategy is anchored on the National Ports Act of 2005, which mandates the Authority to collaborate with educational institutes for the promotion of technical education regarding port services and facilities, and Transnet’s Market Demand Strategy (MDS), which encourages skills development and job creation, amongst other strategic drivers. TNPA’s approach is twofold – the Authority holistically adopts primary and high schools, provides them with the required infrastructure and superstructure, and offers extra Saturday classes in Mathematics, Physical Science and English. The long-term objective of providing educational support in these subjects is to create a solid foundation in Maths and Science, which will facilitate meaningful access to the maritime industry and thus create a pipeline for the business. Over and above the adoption of schools, TNPA also considers the needs of the communities in the areas it operates in. The projects it funds vary, and include environmental projects, water safety initiatives, information kiosks and more. School Projects The TNPA has adopted 22 schools in regions across the country, all of whom are in areas that are populated by previously disadvantaged communities, and many of whom have learners exposed to extreme poverty, high unemployment rates, substance abuse and teacher/pupil ratios as high as 1:60. These schools are provided with support in numerous ways, ranging from new or refurbished science laboratories, libraries, desks, computers, dictionaries, science apparatus, building repairs and the construction of ablution facilities. One of the schools is Umtshezi High School in Estcourt, Kwa-Zulu Natal. This school is one of the few in the country that offers maritime economics as a subject at high school level, and is in a district characterised by unemployment, poverty and lack of basic infrastructure.

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Another highlight in 2015/16 is the handover of an upgraded and fully equipped science laboratory as well as new ablution facilities, to Ndukwenhle High School situated in Umlazi near Durban. This investment will enhance the teaching and learning of Science, which will encourage the learners to pursue maritime and engineering occupations. TNPA has also introduced smartboard technology in its adopted schools to improve learning opportunities for disadvantaged learners. Smartboards are interactive and teachers can also use the aid of graphics and videos to bring the laboratory into the classroom. The next step is for TNPA to embark on a twinning program using the smartboard technology to link with advanced schools and share lessons on challenging subjects such as Mathematics and Physical Science with the adopted schools. The installation of Wi-Fi at the adopted schools is another important project that TNPA embarked on this year. This will facilitate easy internet access, which will place information at the learners’ finger tips. The project will be piloted at six schools in 2016, with full roll-out in 2017. In addition to the adopted schools, TNPA has a strategic partnership with Lawhill Maritime High School situated in Simon’s Town in the Western Cape. Lawhill High School is a prestigious school that offers both maritime economics and nautical career options. Every year TNPA places about 20 learners, who originate from high schools around the country (including learners from our adopted schools), at Lawhill. These are learners who show academic merit in mathematics, physical science and English, as well as a keen interest in pursuing a maritime-based career. After grade 12, deserving learners are offered a Transnet bursary to study further at Cape Peninsula University of Technology (CPUT), with a National Diploma in Maritime Studies and Mechanical (Marine) Engineering. On completion of S1 and S2 (the first year of the diploma), these learners will perform their sea-time, and on completion of statutory short courses, will sit the SA Maritime Safety Authority Of-

Rising Star Annual 1st Edition

Case Study Service: Public & Private

Website: www.transnetnationalportsauthority.net ficer of the Watch Certificate of Competency oral examination. Marine engineering requires an additional workshop component for certification purposes. Students wishing to further their career prospects will return to either CPUT to complete the S3 and S4 component of the diploma, in addition to the prerequisite seatime for certification purposes. Another way of getting into maritime is through the General Purpose Rating (GPR) course offered by the Transnet Maritime School of Excellence (MSoE). In November 2015, TNPA enrolled 28 Grade 12 learners from the adopted schools in the GPR course. These are learners who were not able to secure bursaries after completing Grade 12, but keen to pursue a career in maritime.

beach cities during school holidays. This campaign is intended to be expanded to other beach communities in the country. In an attempt to reach out to communities, TNPA has also forged a relationship with Beautiful Gate South Africa, a non-profit-organisation based in Philippi East, Cape Town. This NPO supports disadvantaged communities who face a number of challenges including unemployment, poverty, and ailments related to HIV/ Aids. The centre is conveniently situated and accessible to a number of community members. TNPA has established a small infor-

This year, these learners started with theory courses including: ordinary seafarer engine and deck modules, steering and lookout, followed by their able seafarer engine and deck modules. They will then complete numerous ancillary courses at Unicorn including: pre-sea familiarisation, elementary first aid at sea, fire prevention and fire-fighting at sea, personal safety and social responsibilities and personal survival techniques. After this they will go to sea and put their theory to the test. They will first complete two months learning the practical side of being on deck and in the engine room in the ordinary seafarer roles, followed by six months learning the able seafarer engine and deck roles, after which they will select either role, before qualifying with a General Purpose Rating. They will graduate with Certificates of Competence in Able Seafarer Engine, Able Seafarer Deck and General Purpose Rating, which makes them highly employable. Telecommunications in Rural Schools A significant number of rural schools still lack telecommunications infrastructure, which negatively impacts on the access learners have to quality education. There is a tried and tested telecommunication solution that is appropriate for rural settings and for under serviced communities where infrastructure for telecommunications still lacks, and TNPA has acquired the services of Isgijimi Convergent Communication to install Voice Fax Gateway, a multifunctional device designed for faxes and voice calls, in 140 schools in rural areas. It works as a fixed line equivalent, therefore eliminating the need for a fixed line, saving costs. Once the device, enabled by a GSM SIM card, has been installed, users will be able to plug in a regular phone handset, a fax machine and a printer. Community Initiatives TNPA is involved in numerous community programmes. One of these is the WaterWise project – operated in conjunction with its long-standing partner the National Sea Rescue Institute (NSRI) – to help reduce drowning incidents in South Africa. Six NSRI WaterWise Academy instructors were funded, and to date, the programme, which trains participants to be mini-rescuers, has reached over 120 000 children. Another water safety project was embarked on with Swimming SA, and started in 2012. So far, almost 1 500 children (mostly between the ages of 10 and 15) have been trained in water safety skills, in the cities of Durban and Port Elizabeth – the busiest

Children are trained in water safety skills through a joint initiative between TNPA and Swimming South Africa. mation kiosk within the centre to enable young people and the community to access information on career opportunities, bursary opportunities and tender adverts within Transnet. Career Development TNPA has renewed the partnership with SABC Education to raise awareness of maritime careers, and campaigns will run on both television and radio. In 2013/14 , almost 30 million viewers and listeners were reached, and young people from TNPA spoke about their careers, day-to-day activities, what they studied, and what drew them to the world of maritime. In 2016, the company is anticipating to reach more viewers. Career expos are also important, and during the 2013/14 financial year, almost 14 000 learners were reached through a combination of information sessions, regional roadshows and TNPAhosted student chapters.

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Sector Overview

Tourism, Leisure & Hospitality

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David Conradie

Tourism, Leisure & Hospitality

Travel & Tourism is one of the worldâ&#x20AC;&#x2122;s largest economic sectors, and is forecast to grow at a faster pace than most other major industries. It is a significant contributor to South Africaâ&#x20AC;&#x2122;s gross domestic product, with its wider economic impacts forecast to rise to over R520 billion by 2021, and total contribution to national employment, including jobs indirectly supported by the industry, being forecast to rise to the region of 1 700 000 jobs over the same period. Despite this positive growth outlook, and although career opportunities are more accessible in tourism than in many other sectors of the economy due to the diverse and fragmented nature of this industry, companies across the sector report experiencing difficulty when hiring staff, in particular for higher skilled and more professional roles. Furthermore, these same employers maintain that recruiting staff has become more difficult over the course of the past few years. The significant growth of the tourism industry together with the emerging skills gap have resulted in various efforts being made by the government, including inter alia the development of various training institutions and programmes such as CATHSSETA learnerships and internships, to bridge the gap between the education system and the workplace, thus preparing graduates for employment and make them attractive for the market place. Industry research has however revealed that these government initiated programmes have so far been under-utilised, but also, and perhaps of greater concern, that various gaps still exist between the skills that employers demand and those that learners are able to deliver after having completed their training programmes. This causes frustration and, very importantly, also influences the growth of the tourism industry. There is a clear need for an evaluation of the current workplace environment to determine how vocational training programmes can be adapted to better meet the needs of the industry, and also to evaluate the role of the industry in this process. The overarching imperative is to ensure that these programmes cover the necessary skills levels and are aligned with current industry demands. Over and above the need to introduce measures to address the skills deficit, employers and tourism businesses must be encouraged to prioritise talent management as a central corporate objective and have in place robust strategies to guide the attraction, development and retention of talent within the sector. Collective and integrated action to address these challenges, involving all industry stakeholders, will have a direct impact on the sustainability of the tourism industry and serve to improve the quality of tourism services in this country.

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Winner’s Interview Tourism, Leisure & Hospitality

Pushing the Boundaries internship as a way to gain insight into the broader industry as a whole, and not just a means to a full-time position,” she says. “There are so many opportunities in our industry, and people get stuck in one tiny part of it, never experiencing the magnitude of what is possible.” STA Travel works with a university as part of an internship programme, and Amy has recently had an intern in her own department learning the ropes. “I am so happy that at the end of this programme, we have hired this bright young man into our team,” she says. “It is an opportunity not only for him to develop and grow, but for us to teach him as much as possible about this unique and diverse industry before he moves onwards and upwards. We also have the unique opportunity to teach him general business acumen, which will stand him in good stead as he develops his career.”

Amy Mortlock 2015 Rising Star Tourism, Leisure & Hospitality

Many young people aspire to work in the travel and tourism industry, but are unaware of the barriers to entry – most positions require experience, and people are

discouraged when it is not as easy as they thought to get a placement. “That is why development through internships and mentorship programmes is so important,” says Mortlock. “Students need to be able to experience the day-to-day inner workings of the industry, and get a feel for where in the industry they would like to work. I also believe that mentorship of young talent within companies is crucial – promoting from within gives juniors the opportunity to prove themselves, while opening entry-level opportunities for new talent. In our company, many of our top management have come from humble beginnings as travel consultants, and this shows others moving through the ranks that success is possible through hard work and dedication.” Mortlock concludes by saying that key elements for moving ahead in any industry are strategic thinking, and a youthful, outof-the-box approach. “This is especially true for travel and tourism, and we need to track and measure the targets we set ourselves, so that we continue to be creative, adventurous, and leaders in our field.”

Currently on secondment in Australia, Amy Mortlock, this year’s Rising Star award winner in the Travel, Tourism and Hospitality sector, is pushing the boundaries in leadership development in her industry, both at home and abroad. As Marketing and Product Manager at STA Travel South Africa, Mortlock leads by example, and believes in imparting knowledge and sharing expertise. In an industry that often lacks mentorship programmes, internships and talent development initiatives, this is a big step towards ensuring that knowledge is retained within the industry – if she should leave it one day, there will be people who can carry on where she left off. With the travel and tourism industry being so broad, Mortlock is adamant that being placed in just one part of the industry, or doing an internship in a narrow field, cannot possibly be enough to gain the full experience of what the industry has to offer. “Internships are critical, but young people entering the industry should see an

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2015 Tourism, Leisure & Hospitality Finalists

Rising Star Annual 1st Edition

ArcelorMittal Rising Star Summit A meeting of SA’s top leaders & top talent September 28th, 2016 - Wanderers Club, JHB Harnessing the power of collaboration

SUMMIT

The 2016 Programme 08:15-08:40

Registration, coffee, networking

08:45-09:10

Welcome address - ArcelorMittal SA

09:15-09:45

Keynote Address: The changing landscape of leadership: collaborating to empower societal, financial and corporate change

09:45-10:45

Breakaway group: Employers demonstrate their collaboration case studies and EVP’s to the Rising Stars, GradStars and audience. • ArcelorMittal SA • 3 more positions available

10:45-11:15

Coffee break & networking

11:15-12:30

Harnessing collaboration: the challenge for next -generation leaders Panel discussion with Rising Stars followed by Q and A

12:30-14:00

Lunch & networking with entertainment and expo viewing including Rising Star/GradStar Mentorship café to take place in exhibition area

14:00-15:30

How is collaborative leadership redefining global problems and providing new solutions? 21st century leaders breaking the mould – a CEO panel followed by Q and A

15:30-15:40

Closing remarks, BlackBark Productions

15:45-16:15

Tea

16:30-20:00

Drinks and networking

www.risingstarsummit.co.za

While many of this generation’s political, commercial and even cultural leaders remain at the head of traditional hierarchies, the model of leadership is changing as influence is increasingly wielded by the many rather than the few. How can this trend of collaboration be harnessed to address some of the world’s challenges over the next generation? And how will leaders, current and future, respond? This Summit will address and include leaders drawn from 3 generations: current leaders and CEOs, Rising Stars (28-40 yrs) recognised through our programme over the past 5 years and the top 100 students from across the country recognized by our inaugural GradStar programme. Discussing past experience and vision for the future, this Summit aims to facilitate knowledge sharing from existing leaders to future leaders yet also highlight ‘reverse sharing’ where the younger generations give their views and opinions on collaboration and the future for South Africa. Join us at this exciting event, take the opportunity to join the conversation and/or present your brand as an employer of choice to the future leaders filling the room.

Request sponsorship details at: alister@risingstar.co.za

Book your place now at: hazel@risingstar.co.za (R2000 + VAT each.)

Rising Star

@RisingStarSA

Propose your CEO for the CEO panel at:

laura@risingstar.co.za

Special Feature Tourism, Leisure & Hospitality

Developing Tomorrow’s Leaders Experience, the first part of the base of a good leader, is something that comes with time, and learning the balance between patience and persistence. This balance has unfortunately become a lost art, with young entrants into the market looking for the fast track – the route to CEO as soon as possible. Putting in the time it takes to truly gain the necessary experience means being able to bring strength and stability to a leadership position when it becomes available, instead of becoming a failed leader, a statistic we are seeing far too much of today.

cess stories within the organisation of people who started out in a restaurant or behind a counter, and who now hold senior management positions and help drive our strategic business objectives. I also moved around within the company before becoming CEO, and the experience and exposure I gained were instrumental in helping me be a better leader. Thirdly, education is critical. Finishing school and studying further is part of that, but people also need to remain hungry for knowledge and continue to educate and

“As big business, we have a responsibility and obligation to educate our people” The second “E”, exposure, is just as important as experience. When you aim to gain exposure to as many parts of business operations as you can, you start to build your equity portfolio in the leadership department. Understanding how business really operates from more than one side of the table is invaluable.

Greg Solomon CEO McDonalds

At McDonald’s, this is an important part of our leadership development strategy – we truly believe that our people should have the opportunity to gain exposure throughout the business, and we have many suc-

Developing leaders is not just important – it is paramount for any progressive company that cares about its future and that of our country. If we, as the country’s current business leaders, want to truly develop the leaders of tomorrow, we need to ensure that we create the environments that make it possible for them to excel. As an engineer, I am always looking at the structure of things, and one of the shapes and structures that really inspires me is the pyramid, not least because of the parallels that can be drawn between it and leadership development. The higher the pyramid you want to build, the wider its base needs to be, so that its angle can stay the same. In leadership development and in my position as a business leader, I refer to that base as the three E’s – experience, exposure and education. The bigger your base, the higher your destiny.

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upskill themselves throughout their careers. At McDonald’s SA’s centre of training excellence, Hamburger University, we offer courses at NQF levels 3 to 5, and focus not only on technical skills, but leadership development too. One of the value propositions we want to offer through our training opportunities is coming to work at McDonald’s not only as an employee to earn a salary, but to further your education. For example, obtaining an NQF 5 at Hamburger University, affords the individual 158 credits to enrol

Special Feature Tourism, Leisure & Hospitality

Website: www.mcdonalds.co.za

for a management qualification at any higher institution in South Africa, depending on the type of course they choose or modules offered by the institution. We are always striving for continuous improvement, and I believe it is something that not only our future leaders, but our current leaders also need to be focusing on. If we want to be seen as leading organisations that take people development seriously, we need to offer development to more than just a select few who qualify for

the commercial value of the return on investment is clear – an educated and well trained workforce is the single biggest competitive advantage in business, yet even though many businesses are aware of this, enough is still not being done to upskill our workforce. As leaders of organisations we need to step up to the plate and instil a culture of learning in our companies, and understand that doing so will benefit not only our own bottom lines, but our economy as a whole.

“Educating and training our labour force starts with opening the minds of the leaders of our country” high performance programmes – we need to make development a priority across the board. With over 11 500 employees at McDonald’s, we make sure that every single person employed here participates in our on-the-job training programme. We want to be seen as a training organisation; one that invests in people, not just sells hamburgers or buys real estate.

Educating and training our labour force starts with opening the minds of the leaders of our country. We are not strict enough on those who do not comply, and we need to ensure that our leadership understands that development and transformation are not just about diversity in the workplace, but about building skills to take our companies and industries to the next level.

We can’t just leave education up to schools and universities – as big business, we have a responsibility and obligation to educate and train our people. Aside from our corporate social responsibility to do so,

We also need to ensure that when we develop young talent in our organisations, that we give them permission to make mistakes. Too often the fear of failure limits young talent and their fresh ideas. If

we want to be modern, progressive leaders, we need to give our young talent our blessing to make a mistake every once in a while. If they begin to do so, they will take more chances, learn more, and innovate more. When we concentrate on experience, exposure and education, we develop talent, and encourage hard work. Talent and hard work together create excellence, and excellence impacts the bottom line in the form of profitability. Developing young leaders in a sustainable way means that companies will do better, and the economy will benefit – a knock-on effect that can only have positive ramifications. We need to instil in our organisations a culture of discipline, of leadership and of influence. If I look at a leader like Nelson Mandela, he embodies the difference between a leader and a manager, in that a leader has influence, which consists of two main components – trust and respect. Trust is built when you deliver on your promises, and respect is created by building results and a winning team. When you develop people and talent in your organisation, you build trust and respect, and thereby become an influential leader who can really make a difference.

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Rising Star Interview Tourism, Leisure & Hospitality

Focusing on Leadership Nadasen is inspired by seeing people grow and develop. “I believe that as leaders, we are accountable for creating an enabling environment for people to grow and flourish, both in their professional and personal lives,” he explains. “I measure my personal success against the value that I create by cultivating this enabling environment.” Giving back is important to Nadasen, and having spent the past three years completing his MBA through the University of Stellenbosch, he has regularly brought his learnings into the workplace to help develop others, often unbeknownst to his team. “Talent management is also high on my agenda,” he says. “I strive to create a high-

“This year – over and above talent development – I will be driving employee wellness.” As far as the tourism industry’s efforts to effect change in the broader talent development environment, Nadasen feels that a lot is being done, and is proud of the industry’s results thus far. “The private sector is very active in growing and developing their own talent, and I know of several companies that are working with business schools and higher education authorities to lift our strengths in the sector,” he says. “There are several government-driven initiatives – either through the Department

“I strive to create a high-performance culture and talent management is an integral part of this. It is said that talent always rises, and our ability to identify and nurture this from as early on as possible has a significant impact on our industry”

Ravi Nadasen 2013 Rising Star Tourism, Leisure & Hospitality Ravi Nadasen is Director of Operations: Central Northern Region at Tsogo Sun, and a former winner of the Rising Star Award in the Tourism category.

performance culture and talent management is an integral part of this. It is said that talent always rises, and our ability to identify and nurture this from as early on as possible has a significant impact on our industry.”

of Trade and Industry or the Department of Tourism – that also create opportunities to grow skills in our industry, and coupled with the private sector initiatives, provide a number of platforms for people to enhance their skills offering.”

Nadasen goes on to say that he is fortunate to be part of a group that takes talent management very seriously. “We have been running our Tsogo Sun Academy for nearly three years and it is a pivotal cog in developing our people both technically and in their leadership skills,” he explains.

One thing Nadasen does feel the industry can do better is work more at school level to raise the profile of the industry. “We need to make the hospitality and tourism industry a more desirable career choice,” he says. “Yes, it is an industry that can be hard work, but it offers the rewards of a

“These awards have gained significant traction as a notable honour in a very short space of time,” says Nadasen. “Receiving an award of this nature is therefore an honour, and a welcome recognition of accomplishment.” More importantly, however, from an industry perspective, Nadasen says that these awards recognise leaders, and as such have had an aspirational impact on the industry. “The programme has the ability to uplift and motivate people to strive for honours such as these, as well as create role models for up-and-coming talent to emulate,” he says. “This is important for industry growth, and for developing our future leaders.”

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Gareht Cliff MC’s the 2013 DHL Rising Star Awards

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Rising Star Interview Tourism, Leisure & Hospitality

Website: www.tsogosun.com dynamic environment, coupled with good career growth prospects in a myriad of disciplines across the globe.”

ship, leadership and leadership. “We have some of the most well-developed hotel schools in the world that now offer up to

“the key deliverables would be simple – leadership, leadership and leadership” As Nadasen points out, the tourism industry is regarded as the fastest growing industry of the 21st century. “It does not stop with the customer-facing part of the business either,” he says. “Increasingly, department managers and heads of department are responsible for managing areas of the business that could well function as standalone business entities.” If Nadasen were offered the opportunity to design a talent development and management strategy for the tourism industry, the key deliverables would be simple – leader-

a Master’s degree in hospitality management,” he says. “There are several institutions that are focusing on skills development, and who are doing an awesome job in this regard. I would therefore focus on growing the industry’s leadership skills, to complement our sterling efforts in the practical skills department.” Nadasen adds that there is also room for mentorship. “The industry has a track record of producing incredibly talented leaders with experience that cannot be learned in textbooks and classrooms,” he says.

“We need to harness this and pay it forward. Mentorship is key to ensuring that these skills get passed along to the next generation of leaders. It streamlines learning and development for those coming through the ranks, and also ensures that we retain our intellectual capital and competitive edge as an industry.” Nadasen’s vision for talent development in the tourism industry over the next few decades is simple – he would like to see an industry that is a highly attractive career choice. “I want there to be queues at the door to get into the tourism industry,” he says. “I believe that if we get it right from that level, everything else will flow into place. Attracting the right people with the right attitude and outlook, combined with growth potential, will see the tourism industry thrive.”

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Sector Overview

Transport, Logistics & Security

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David Conradie

Transport, Logistics & Security

For over a decade, a lack of relevant skills has been identified as the key strategic business constraint for the logistics and supply chain industry. Recent industry surveys reveal that the skills shortage is showing no signs of abating, with companies still experiencing difficulty recruiting talent at all levels, but especially on the tactical and strategic level, with practitioners reporting shortages of up to 64% in positions requiring an undergraduate degree. This is believed to be symptomatic of a range of possible causes, most notably, an insufficient number of people being trained to enter the industry, the failure of educational institutions to provide the skills required, and a failure at both company and industry level to retain supply chain talent. There is widespread consensus that this lack of skilled resources is significantly hampering the performance of supply chains. Whilst there is acknowledgement that tertiary degrees and professional certifications do in fact provide students with the required ‘hard’ skills for day-to-day supply chain work, concern has been expressed about the gap that exists in terms of ‘soft’ skills and requisite work experience, especially if they want to progress in the industry and use the opportunities presented by such a rapidly developing and changing environment to their organisation’s advantage. It is at this juncture that the industry runs the risk of losing skilled candidates. In comparison to other BRIC countries the quality of South Africa’s tertiary degrees in the field are on par, but professional certifications and membership of professional associations lag behind. The dominant view is that it is through these very associations that a better understanding of the soft skills could be developed. It is clear that a gap exists which can be filled by those organisations able to provide a platform for industry exposure, networking, knowledge-sharing and professional certification. It is estimated that only about a fifth of students currently study supply chain related degrees due to a passion for the industry, with other motivations being more discipline-generic. This suggests that more needs to be done to increase awareness amongst students about what supply chain management is in the working environment and to enhance the appeal to the right candidates and ensure that graduates are not lost to other industries perceived as more attractive.

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Winner’s Interview Transport, Logistics & Security

Transforming Logistics Mdladla believes awards such as Rising Star are important for many reasons. “One of the main reasons is that it boosts the confidence of the winner immeasurably,” she says. “The award is an affirmation that you are exceptionally good at what you

freight-forwarding and logistics in South Africa,” Mdladla points out. “In fact, apart from myself, I am not aware of any. It is a tough industry for women, particularly black women, because opportunities are scarce.”

“We all have a role to play in transforming logistics, and I intend to play my part” do, and confidence levels skyrocket as a result. It also helps your business grow – possibly an unexpected side-effect, but important nevertheless. People are more willing to listen and consider your offering, and potential clients often approach you instead of the other way around.” Aside from a welcome boost for both her and her company, Mdladla also finds that she has more opportunities now to work within her company to inspire her staff. “This award proves to them that hard work pays off,” she says. “Skills development – especially of women – is so important in this industry, and although I have already contributed significantly in this area, I will take any opportunity to also do so in other ways. I want to show my team that with commitment and dedication, their dreams are attainable.”

Connie Mdladla 2015 Rising Star Transport, Logistics & Security

One of the biggest challenges faced by the logistics industry is that transformation is happening at a snail’s pace. “You would be hard-pressed to find a young black woman who owns a successful company in

Freight forwarders and logistics companies handle a vast myriad of shipments for clients on a daily basis. “Each one of those shipments is a project that needs to be managed by someone who is thorough and efficient,” says Mdladla. “By nature, women are good at this, displaying high attention to detail, and the ability to be organised and efficient. It should be the industry’s empowerment policy to put women in important project management positions or to employ young women who will be trained for those positions – they will excel in these areas.” As Mdladla looks to the future, she sees a bright one ahead. “We are looking at expanding our business into Cape Town and Durban, as well as attracting international investors,” she explains. “This award is proof that our company is both efficient and trustworthy, and will play an instrumental role in our growth. I also want to use this new position in the industry to bring about change – we all have a role to play in transforming logistics, and I intend to play my part.”

“Winning this award has elevated my profile as a businesswoman, and also the profile of my company.” The logistics industry is a tough one to crack, particularly for black women. Connie Mdladla, Managing Director at Khaas Logistics knows how difficult this is firsthand, as owner of her own logistics company in a competitive environment. It is her success in this industry, however, that netted her this year’s Rising Star award in the transport, logistics and supply chain segment, and she is honoured by the recognition. “I have never been awarded an accolade of this nature before,” says Mdladla. “The response has been phenomenal – winning this award has elevated my profile as a businesswoman, and also the profile of my company.”

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Rising Star Interview Transport, Logistics & Security

Shaping up Shipping In the shipping industry in particular, there is a severe shortage of skills and experienced individuals. “Those with experience are retiring and there is a lack of talent to replace them,” she says. The majority of organisations lack succession plans for critical roles, and retaining human capital has become a huge focus in the transportation and shipping industry, not just locally, but worldwide. We are all running the same race within an extremely competitive market, and it is almost impossible to place a monetary value on current and future skills.”

Siveshnie Moodley 2013 Rising Star -

Transport, Logistics & Supply-Chain Siveshnie Moodley is Import Manager: Durban Seafreight at Röhlig-Grindrod, and a former winner of the Rising Star award in the transport, logistics and supply chain sector.

Although Moodley believes that the logistics and supply chain industry is putting forth a good effort in terms of effecting change in its talent development initiatives, she says that there is always more that can be done. “I would like to see organisations implementing succession planning and skills development as part of their business strategy, and not just an HR add-on,” she says. “I would also like to see them focus on building the talent pool by providing platforms where experienced professionals can engage with other employees, such as training and knowledge transfer sessions. This will help maximise training and development for all employees, and not just a select few.”

“Awards such as these play a key role in shaping the future,” says Moodley. “Recognition for a job well done is critical for the retention of remarkable talent, and this forum provides a platform for companies to acknowledge and appreciate all individuals in the workplace who set out to achieve higher than the mediocre. I was also pleased to see that there is plenty of up-and-coming young talent across the various industries, which gives me hope for talent development in the country as a whole.”

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If Moodley could design a talent development and management strategy for her industry, there are a number of key aspects she would focus on. “Firstly, we need to ensure that talent is remunerated fairly,” she says. “Too often an organisation will lose young talent to the next best offer before they have had a chance to benefit the company they work for, and that has most likely invested in their development. Sometimes they even leave the industry to find a better-paying job, which is a shame, and contributes towards the skills drain we are experiencing. If we want to retain talent, we need to pay them properly.”

Rising Star Interview Transport, Logistics & Security

Website: www.rohlig.co.za Another important deliverable would be ensuring that companies have effective performance management strategies in place. “This goes hand-in-hand with skills training,” explains Moodley. “We need to ensure that people receive constructive feedback when we manage their performance, and then provide them with the skills training they need to improve themselves and advance in their careers. We also need to ensure that career development paths are clearly defined, and that people know what to expect as they grow within the company. We need to ensure that we communicate opportunities to potential candidates, and groom them to be successful when they decide to progress to the next level.”

Lastly, Moodley says that companies need to adhere to their value propositions when developing talent. “We need to remember what it is that we are offering our clients, and what differentiates us in our industry,” she says. “When we keep our value proposition in mind while developing our people, we ensure that we continue to meet client and industry demands going forward. We also need to keep market standards in mind, and make it a strategic imperative to keep these high across the board.” Moodley is upbeat about the prospects of talent development in the shipping industry over the next few years. “The right aptitude and the right attitude will drive talent development in our industry over

“People’s drive and determination absorb me, & I am motivated to invest more in them when I see they are keen to grow” Moodley would also like to see leaders investing in their staff. “It is not enough for HR to have a few policies and procedures in place, and engage talented individuals every so often when performance reviews are done,” she notes. “Leaders need to take an active interest in growing and developing their staff, and make the time to find out what makes them tick. When we invest in our people, we really do reap the benefits. HR and a company’s leadership need to work together to ensure happy and content staff through effective support and innovative initiatives.”

time,” she says. “Over the next decade, we need to place more emphasis on the training and upskilling of EE talent, as this is an initiative that requires time and focus, and should be well-planned if it is to succeed.”

source to those who want to climb the corporate ladder, and support them in their endeavours. If I ensure that I am the best version of myself at all times, I believe I can then provide the necessary support to those who require it. This also motivates me to strive to stay the top of my game – both as a leader and in my chosen field.” Moodley also wants to uplift other women, and encourage those in the shipping industry to keep going. “This is a predominantly male-dominated industry, but it does not mean it should stay that way,” she concludes. “I hope that my winning the Rising Star award in an industry as challenging as shipping, gives all women in power hope for a greater and brighter future, and encourages them to reach higher and stretch further towards attaining their dreams. I am also grateful to Laura Barker from BlackBark Productions, as well as Röhlig-Grindrod, for the opportunity to be part of such an amazing experience.”

Part of Moodley’s commitment to developing others is reflected in her coaching and mentoring initiatives, where she encourages people to give of their best at all times. “People’s drive and determination absorb me, and I am motivated to invest more in them when I see they are keen to grow,” she says. “I want to be able to be a power

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Special Feature Transport, Logistics & Security

21st Century Leadership Employee engagement crucial for business success Employee engagement has emerged as a critical driver of business success in today’s competitive marketplace, with various studies showing the positive impact of employee engagement on company performance. Research by Gallup, the American research-based, global performance-management consulting company, describes engaged employees as being psychologically committed to a job, and likely to be making positive contributions to an organisation.

Understanding the need to drive a common culture across 220 countries, DHL Express launched their Certified International Specialist (CIS) learning and development program for all 3,500 staff in Africa. Everyone from the Global CEO to a Courier in any country has gone through this training program reinforcing the core competencies as an organization. “The overarching success of CIS has been the consistency and quality of each course in how it is produced, communicated and

“We believe that there is a huge calibre of talent available on the continent and that having emotionally engaged and motivated employees will continue to be a key differentiator for us in the future” This is further supported by Hennie Heymans, Managing Director for DHL Express Sub-Saharan Africa, who says that effective employee engagement policies and management can drive innovation, productivity and bottom-line performance, and should be utilised to counter adverse market conditions.

Hennie Heymans Managing Director DHL Express In 2009, DHL Express laid out it’s goals for the future in their Strategy 2015, including their vision and mission for the company. Their vision emphasizes that they want to be The Logistics Company for the World. This goes beyond the simple fact that, as a global company, they are present in over 220 countries and territories, or that they are often the very first logistics company to enter new markets. It’s vision stresses that they want to be the logistics provider people turn to – their first choice not only for all their shipping needs, but also as an employee or investor. DHL Express wants to be an Employer of Choice. It should be THE place to work, where employees are more motivated, more engaged, more passionate, a team of high performers who operate in a high performance culture and in a region that promotes and drives diversity of leadership.

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delivered to all employees. This cultural change program plays a significant part in engaging with and motivating our employees,” adds Heymans.

Special Feature Transport, Logistics & Security

www.dhl.co.za “A key extension of CIS is the Certified International Manager (CIM) program. CIM focuses primarily on ensuring that we have leaders with the correct balance between IQ and EQ and have the right leadership and social skills to lead tomorrow’s workforce. Each of the CIM modules target various skills, behaviours, and leadership practices, for instance: how to achieve results without comprising respect.” “We also run a number of internal initiatives such as Employee Appreciation Weeks, Employee of the Quarter and Employee of the Year awards as well our annual Employee Opinion Survey which is managed by a third party in the spirit of anonymity, and employees are asked to give feedback on all areas which impact

their satisfaction and engagement levels, “says Heymans. “We have a task team who analyze the feedback and take the relevant corrective action to ensure that we make significant progress each year. In 2009, our employee engagement score for Sub Saharan Africa was 57% and for 2014, we achieved 80%. It’s true that what gets measured, gets done.” “We also have an internal development program called Made In Africa, that produces a sustainable and dynamic list of future leaders that can succeed Africa Management Board positions, Country Management positions and senior functional roles. The program reduces the historical dependency on expatriate imports, and improves skills of the talent pool.”

“Having motivated people is the first pillar of our global Focus strategy and being an Employer of Choice is 1 of our 3 bottom lines (in addition to being the provider and investor of choice). This demonstrates how seriously we take employee engagement and development. Following our recent certification as Top Employers in 12 countries in Africa, and our overall Top Employer Africa certification, we believe that this reaffirms our position as en Employer of Choice. ” “We believe that there is a huge caliber of talent available on the continent and that having emotionally engaged and motivated employees will continue to be a key differentiator for us in the future,” concludes Heymans.

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Rising Star Interview Transport, Logistics & Security

Being the Change in the Security Industry they believe in you, they believe that you deserve to be in this space, and will go out of their way to support you. I am encouraged to see that there are people in this industry who recognise the need for change, and who acknowledge that skills need to be transferred, and I am privileged to work with such people.”

derstand that the purpose is not for someone to take their job, but rather to make the industry more attractive to young people, which is required for sustainability. The younger generation also needs to understand that skills transfer is a process, and doesn’t happen overnight.”

“We need to educate business in terms of realising that young people coming into the industry need mentoring”

Hazel Ngobeni 2012 Rising Star Transport, Logistics & Supply-Chain Hazel Ngobeni is Customer Retention Director at G4S Secure Solutions (SA) (Pty) Ltd, and a former Rising Star award winner. As a woman in a male-dominated industry, she has some interesting insights into what it takes to be successful and still enjoy your job.

When faced with operating in a predominantly male environment, many women react in one of two ways – they either try to be a revolutionist, or act like a man to be seen as “one of the guys”. Ngobeni has her own take. “I try to remain true to who I am,” she says. “I take every opportunity I am given to learn, and absorb the knowledge that is shared with me. You do have to be tough, however, and not easily offended, or you won’t survive in this challenging and exciting industry.” One of the solutions that Ngobeni sees to these challenges is to find ways of changing the culture in the industry. “We need to educate business in terms of realising that young people coming into the industry need mentoring,” she says. “We need to create the forums for mentoring to take place, educating both the mentor and the mentee. The older generation needs to un-

“The security industry as a whole is male dominated – particularly white male-dominated – and as a young black female, it can be challenging, especially if you do not come from a military or police background,” she says. “As a woman you have to fight twice as hard to be heard, and even more so to be taken seriously, and as a result many people do not enjoy working in this space. It is, however, worth the effort, and can be very rewarding for those who stick it out.” Ngobeni says that while it can be tough, it can also be fun. “There is so much experience and knowledge in our industry, and once you have broken through the culture barrier, you will find that people are giving and willing to share their vast expertise with you,” she says. “You can walk into a client meeting and know that your colleagues have got your back – when

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Ngobeni also says that there needs to be more education regarding career development in the industry. “We need to be present at career days and expos, helping people understand that there is a career to be made for oneself in security,” she says. “There are many avenues to follow – criminologists, private investigators, functional services. Security is no longer just about posting a guard – the risk in security is changing, and it requires a much more detailed and strategic approach. These skills are sought after, and people should be encouraged at school level already to consider a career in the field.” Aviation security particularly is a good career development area, but few realise it. “There are very few women in this field, and it is really a place where one can make your mark if you are dedicated to being part of the change,” says Ngobeni. “I en-

Rising Star Interview Transport, Logistics & Security

Website: www.g4s.co.za tered this particular side of security because I enjoy a challenge, and I want to show other women that it is possible to succeed here. I am the only black woman dealing with customers on a day-to-day basis – it is tough most days, but so rewarding in the end.” Ngobeni says that it is easy to criticise an industry for being slow to change, but one needs to be inside the industry to make a difference. “You have to be part of the change, or it will never happen,” she says. “You can’t wait for others to change, you have to make it happen yourself. You need to push through, graft every day, and show others that it can be done.” Part of facing up to the challenge and being a change agent is setting her own goals for personal growth. “I don’t want to be the same person that entered the industry,” she says. “I need to grow in this

space, and stretch my character. Too often we are happy being complacent, and not pushing ourselves. We will never effect change that way.” Being involved in a new transformation programme in her company is another way

challenging, but strategically the support is there.” Ngobeni does not have one particular role model. Rather, she looks up to every woman in business who fights every day to change the status quo. “I have a lot more

“You can’t wait for others to change, you have to make it happen yourself. You need to push through, graft every day, and show others that it can be done” that Ngobeni is participating in changing her industry for the better. “I’d like to be an example that others can look to as proof that it can be done,” she says. “Every day I try and engage with someone who may be struggling, and encourage them to persist through hard work and dedication. We are fortunate in my company that we get excellent support from the business as a whole. At a functional level it can be

respect for women leaders now,” she says. “I am beginning to understand how hard it can be for them, and that those who succeed really do put in a lot of hard work. It is tough being a working woman – the world demands so much from you, especially if you are a mother. I am inspired by these women every day.”

Hazel Ngobeni, Tamzin Gray & Charles Douglas

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Case Study Transport, Logistics & Security

A Strategy for Success

As the largest division of Transnet Ltd, Transnet Freight Rail (TFR) has almost 40 000 employees spread across South Africa, and has embarked on the unique journey of “railing” South Africa forward. Part of this journey is being amongst the top five rail companies in the world, and every single one of its employees is key to this journey, and part of something bigger than themselves. One of the ways TFR is entrenching this sense of participating in the bigger picture is through its “I Belong” programme, which has three critical aspects as part of its journey – “I am empowered, I am enabled and I am inspired, therefore I belong”. Being empowered means that employees are confident to take action in their positions, and more importantly that they have the authority to do so. The TFR leadership team is committed to empowering its employees to take action when serving customers – a critical business driver.

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Being enabled means being capable, and having the tools, skills and resources to take action where required to make things happen. TFR works closely with employees to ensure they receive the necessary training and resources to enable their personal and professional growth. Ensuring that employees are inspired is largely accredited to the TFR leadership team, who is committed to ensuring that all TFR employees are inspired to achieve the organisation’s market demand strategy (MDS). The MDS forms the centrepiece of government’s growth strategy through investment in infrastructure, and is a key component of enabling the achievement of the New Growth Path as it also incorporates skills development, youth employment and efficiency targets. The goals set out in this strategy are critical if TFR is to attain its much sought-after Top Five status, and maintain its reputation as a world-class rail provider. The organisation’s leadership believes in “walking the yard” - being visible to employees, holding each other accountable, and holding to TFR’s promise of delivering freight on time and in full.

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Case Study Transport, Logistics & Security

TFR911@transnet.net It is important for TFR to create a cadre of well trained and motivated employees, imbued with execution edge-based values, to enable the company to deliver on these promises. The company has embarked on a holistic employee-centred programme over the next seven years that will assist it to attract and retain the best talent, and make TFR an employer of choice by adapting organisational health and performance as the centre of its human resources strategy. It has also adopted an Inspirational Leadership Brand which drives the behaviour of all its leaders. An Employer of Choice As part of this journey to being an employer of choice, TFR embarked on an undertaking to become a Top Employer as certified by the Top Employers Institute, which globally certifies excellence in the conditions that employers create for their people in over 70 countries. Optimal employee conditions ensure that people are developed on a number of levels, and companies with a proven strategic investment in employee conditions earn this certification after completing a six-stage certification process that includes meeting a host of qualifying criteria. The research process is standard across all countries, and the certification itself is based on a universal standard, which means that HR policies, practices and employee conditions covered in the HR Best Practices Survey are applied globally.

Talent Development TFR not only focuses on those already part of the larger team, but on those who aspire to be part of the workforce. The company’s Young Professional Development (YPT) programme aims to bring in people who have completed a degree and provide them with work experience through a structured programme that includes intensive training, development and support. The programme aims to grow them into positions and roles within the organisation, and to fast-track them into the talent pool, and ultimately, key positions within TFR. Focus areas of the YPT include operations, logistics, procurement, marketing and sales, information technology, finance, safety, project management, communications and property management. The YPT programme is positioned as part of a critical skills and talent management strategy, and is informed by workforce planning requirements against the organisation’s strategic intent. Programme benefits include an opportunity for the organisation to augment its skills pool by recruiting talented individuals, as well as the opportunity for university graduates to obtain valuable work experience within their chosen field. They are also able to obtain cross-functional exposure within the TFR environment. Another integral part of our development to enable and empower our colleagues is through our very own School of Rail that focuses on Operational, Technical, Safety and all Rail related programmes. This is where the core skills that drive our business are created.

TFR’s people management practices that were evaluated by the Top Employers Institute were talent strategy, workforce planning, on-boarding, learning and development, performance management, leadership development, career and succession management, compensation and benefits, and culture. Accelerating Development of our Talent – Blue Printing the Future Leaders TFR’s Flagship Programme, our Chief Executive Talent Nurturing Programme, “Blueprinting our Future” is one of our Crème de la Crème programmes. It is intended to recognise and develop our talent reservoir, utilising our colleagues with high potential to create a step change in internal talent mobility. We believe this truly reflects how TFR is “Blueprinting its future leaders”.

The teams at TFR, along with its Leadership, excel in ensuring all efforts are geared towards an enabling, empowering and inspiring environment that creates Belonging for all. It helps TFR to progress at full speed. It is the engine, the locomotive, that will drive us to our goal of becoming one of the top 5 companies to work for by 2020 - a company that attracts and keeps the best hearts and minds as well as the best resources and is admired and esteemed as one of the top 5 rail companies in the world.

EXECUTION THROUGH INSPIRATIONAL LEADERSHIP – I BELONG

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Special Feature 2015 Rising Star Awards

Standard Bank Rising Star Awards 2015 Unveiling Talent in the Workplace

The fourth annual Standard Bank Rising Star Awards were held on 24 July 2015 at the Sandton Hilton, and were the result of a rigorous judging process designed to find the best in rising young talent in industries across South Africa. The awards were established to recognise, celebrate and reward young professional individuals, and are a unique opportunity for these individuals in the 28-40 year age category to showcase their successes, as well as prove their commitment to development and growth – not only of themselves and their organisations, but also their industries and communities.

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Best of the Best The awards have grown year-on-year, and this year’s programme saw a record number of almost 400 entries, which were nar-

These five finalists in each category arrive at the awards having gone through an intensive judging process, from being

“Recognise, celebrate & reward young professionals” rowed down to five finalists in each industry sector: banking and financial services; construction and engineering; energy and chemicals; entrepreneurship; ICT; manufacturing, retail and FMCG; media and marketing; mining and minerals; professional services; service: public and private; tourism, leisure and hospitality; and transport, logistics and supply chain.

Rising Star Annual 1st Edition

nominated by a colleague or supervisor, completing entry forms and being interviewed in front of a highly-qualified panel of experts. The criteria were developed by USB-ED (University of Stellenbosch Executive Development) from their research into the Future Leader, and USB-ED also moderated the judging process.

Special Feature 2015 Rising Star Awards

Website: www.risingstarawards.co.za Over 40 judges evaluated the candidates in the tough final round, and included industry experts such as PwC South Africa’s Shirley Machaba, Britehouse Group CEO Scott Gibson, Managing Director of DHL Express Hennie Heymans, merSETA CEO Dr Raymond Patel, Shanduka Group CEO Phuti Mahanyele, Dr Wim Brits from the SA Reserve Bank Academy, Ndaba Ntsele – CEO: Pmodzi Group and President: Black Business Council, and Bahle Goba from ArcelorMittal South Africa, to name a few. A Glittering Affair The event itself was a dazzling evening celebrating the success of all the finalists, culminating in the announcement of the winners in each category. Hosted by CliffCentral.com’s Siya Sangweni-Fynn, the evening also featured inspiring talks by MNet’s CEO Yolisa Phahle and Prof Jonathen Jansen, Rector and Vice-Chancellor of the University of the Free State, while guests were entertained by Johnny Apple, winner of SA’s Got Talent.

of doing the minimum required, while in the US people often “pulled an all-nighter” – worked through the night to accomplish their goals. “Lastly, these successful individuals explained to me that although they were expected to succeed, they were also ex-

Yolisa Phahle’s message to the finalists and winners was also inspiring, and echoed what Prof Jansen had to say. “As you leave here, ready, hopefully to take on the world, never give up believing in what you do, because the truth is, if you don’t, then nobody else will,” she said. “In addition, if there is one thing that will help your stars

“These successful individuals explained to me that although they were expected to succeed, they were also expected to make mistakes along the way” pected to make mistakes along the way,” he said. “Instead of being in a culture completely averse to risk, they found themselves encouraged to learn from their mistakes, and keep making them until they succeeded. If our young Rising Stars can learn from these people, they will not only be successes here at home, but anywhere in the world.”

“Firstly, in South Africa, we expect people to fail, rather than expecting them to do well, We set the bar low and don’t expect more from people. We do not encourage the pursuit of knowledge, but rather activism without knowledge, which is dangerous”

continue to rise, then remember that failure, although difficult, has provided many of us with an opportunity to achieve our most cherished achievements and live out our dreams.” Phahle encouraged the Rising Stars to learn from the past, but not to live in it. “Live in the present and make the best decisions you can,” she said. “That way, you will ensure a bigger and brighter future for everyone in our country, because as the official Rising Stars of our country, it is the decisions that you make today that will determine not just your future, but the future of South Africa.”

Prof Jansen spoke about the future leadership of the country, and how it lies with our youth. He highlighted the importance of education in developing these future leaders, and giving them the best chance of succeeding in a tough environment. His message to the finalists and winners was based on discussions with South Africans he had met who excelled in the US where he had lived for some time, and his investigations of the reasons they had not excelled in their home country. “Firstly, in South Africa, we expect people to fail, rather than expecting them to do well,” he said. “We set the bar low and don’t expect more from people. We do not encourage the pursuit of knowledge, but rather activism without knowledge, which is dangerous.” Secondly, he said that in South Africa, we do not understand what it means to really work – we have a culture of laziness and

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Special Feature 2015 Rising Star Awards

Standard Bank Rising Star Awards 2015 Unveiling Talent in the Workplace And the winners are… After listening to these inspiring words from proven leaders, the finalists were ready to hear who had won in each category. The 2015 Standard Bank Rising Stars were announced as follows: Banking & Financial Services (sponsored by Standard Bank) Kristel Sampson, Group IT / Data Services, Standard Bank

Media & Marketing Jessica Wheeler, Head of Digital, Social and PR, Grey Africa

Construction & Engineering (sponsored by ArcelorMittal SA) Mbali Mbuli, Commercial Manager, Murray & Roberts Construction

Mining & Minerals Sandra Seabela, Graduate Mining Engineer, Optimum Coal

Energy & Chemicals (sponsored by Sasol) Nokuthula Mtegha, Supply Planner, Shell

Professional Services Lee Naik, MD, Accenture Digital

Entrepreneur Laura Reynolds, CEO, RecruitGroup

Service: Public & Private (sponsored by SITA) Dr Kajal Lutchminarian, Doctor, Inkosi Albert Luthuli CEntral Hospital

ICT (Telecoms & Technology) (sponsored by TIA) Michelle Ramnath, GM: Consulting Services, Britehouse Manufacturing, Retail & FMCG (sponsored by merSETA) Ronnie Mulaudzi, Human Capital Manager, Massmart Services

Tourism, Leisure & Hospitality (sponsored by Hilton Worldwide) Amy Mortlock, Marketing and Product Manager, STA Travel SA Transport, Logistics & Security (Sponsored by Unitrans) Connie Mdladla, Managing Director, Khaas Logistics

A Night to Remember Standard Bank’s Global Head of Resourcing, Amelia Muller, said that Standard Bank is proud to associate with the Rising Star Awards. “They are a significant and sustainable vehicle through which organisations, our country as well as our continent can identify and nurture organisational and national assets who are set to play a key role in shaping the future,” she said. “We remain committed to enabling these Rising Stars to become role models, opinion leaders and an inspiration for other future African talent; which will assist in propelling the continent’s economy to new and greater heights.” Other generous sponsors included USBED, Sasol, ArcelorMittal SA, Unitrans, Technology Innovation Agency, merSETA, SITA, Hilton Worldwide, ASTD, Mulderbosch and Who’s Who. Laura Barker, Managing Director at Black Bark Productions and co-founder of the Rising Star programme, congratulated this year’s winners. “We look forward to them becoming part of one of the most influential networks of Tomorrow’s Leaders,” she said. “BlackBark is encouraged by the increase in this year’s entries, but more so by the impressive quality which continues to bring to the forefront the best of South Africa’s business talent.” Professor Jonathan Jansen at the 2015 Standard Bank Rising Star Awards

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G RAD S TAR AWARDS

hips before graduation? ns io lat re ild bu d an ts en ud access top st ted students? Do you want the chance to tion amongst the most talen ur brand percep

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GradStar programme e th , ce la kp or w e th r fo l as alities and readiness ’10 of the finest’ as wel em Judged on leadership qu th om fr d an lly na tio students na . will identify the top 100 tors from the workplace en m ed nt le ta d an ed nc linking them with experie ance r and get the ch so n o sp a g in m roup by beco ed students, g fi ti g n n e ri e id e 0 st 0 r 1 e ll y a lo with m Join our emp 00’ list, interact 1 p o ‘T l lebrate with the a ce n o n ti e a h ir T ’. sp a st e e n th fi d f the to bran lecting the ’10 o se in rt a ner. p r u o y and play bratory Gala Din le ce , h is v la e th t a For further information, please contact: laura@blackbark.co.za

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GradConnection

Special Feature 2015 Rising Star Summit

ArcelorMittal Rising Star Summit 2015 Stepping up to Leadership: The Next Generation

The 2015 ArcelorMittal Rising Star Summit, held in October at Emperors Palace, was a meeting of some of South Africa’s leading minds in business. The theme was “Stepping up to leadership: the next generation”, and the focus was on innovative thinking and young talent development in the creation of tomorrow’s leaders. The Summit has a collaborative format, combining speakers on various topical leadership issues with breakaway sessions and panel discussions that encourage dialogue and individual participation. A unique element was the Apollo Immersive Experience, held as a breakaway for current winners of the Standard Bank Rising Star Awards, which is an exercise that takes participants out of their comfort zones while exploring all aspects of leadership. The debrief session after the “mission” relates directly back to business, encouraging self-reflection and “a-ha” moments. Immersive Learning ArcelorMittal SA’s Group Manager: Learning and Knowledge Terrence Harrison delivered the keynote address, covering the need for immersive learning and the power of feedback, whether positive or negative. One of his key messages was that for learning to be effective, it needs to be

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an experience – people need to put their learning into practice, as well as learn as they go along. “The core of any company is its people,” said Harrison. “Companies can have the best systems, processes and procedures in place, but if the people entrusted with the responsibility of delivery are not consistently engaged and invested in these activities, then such processes are futile.” Harrison also stressed the importance of feedback, regardless of its nature. “As Ken Blanchard said, feedback, whether positive or negative, is the food of champions,” he said. “A company can have the best procedures and processes, but if people don’t know how well they are doing, they won’t know how to improve. There is actually no such thing as negative feedback – all feedback should be seen as positive. People

to perform better, which should be what every company wants from their individuals.” Harrison also explained that change is not negotiable in business, and companies should be agile in being open to and responding to change. “Employee development programmes are a key aspect of change management,” he said. “ArcelorMittal SA has over 300 000 employees globally who partake in the company’s employee development programme, which covers eight generic sets of skills competencies. A key element of this programme is technology enablement, which is how we are able to teach the ‘softer skill’ of inclusive leadership. We give 70% on-the-job learning, 20% mentoring and 10% online or classroom learning.”

“The core of any company is its people” need to be encouraged to improve themselves based on feedback received.” He adds that although a good feedback programme should be entrenched into a company’s DNA, this is often not the case. “The same can also be said for coaching and mentoring programmes – many organisations are sorely lacking in this area,” he says. “These programmes allow people

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He maintains that developing a learning organisation no longer means feeding information from a top-down structure, but rather having knowledge available to those who seek it at the appropriate time. People at the Heart of Business Dr Florus Prinsloo, who is Acting Chief Director of National Artisan Development and also Technical Advisor to the National

Special Feature 2015 Rising Star Summit

www.risingstarsummit.co.za Artisan Moderation Body for the Department of Higher Education and Training, spoke about people being at the core of any business’ success or failure. “The next generation of leaders will be the ones to provide us with an opportunity for enterprise,” he said. “Knowledge management is the key to taking the tacit – raw ideas – and turn it into the explicit, in other words tangible, workable ideas that will address South Africa’s skills shortages. This process needs to be managed by brave leaders who dare to venture into the unknown in their quest to discover innovative solutions.” He adds that true leadership is the combination of change and performance, and that if leaders want to inspire young people, they need to encourage them to embark on training for the occupations of the future – namely technical and artisanal occupations. “Dealing with our national challenges such as electricity and water shedding will mean that these occupations will take centre stage,” he said. “We will need good leaders with technical skills to take our country forward. It is the only way we will adapt to change.”

What Makes a Successful Leader? Phuti Mahanyele, CEO of the Shanduka Group, believes that accountability is the hallmark of a true leader. “The future of this country is in our hands,” she said. “We need to find solutions that have a mean-

still enjoying what we do, and making a positive difference every day.” Using examples from her own life experiences, Mahanyele spoke about how education is the key to developing future lead-

“Leaders need to understand how they impact others, and how others impact them” ingful impact, and we need to do it now. We need to focus on the right things to create a better future for ourselves.” Mahanyele pointed out that despite the challenges South Africa faces, it is still a land of opportunity. “We are wise, however, to heed Robert Townsend’s words, when he said that true leadership must be for the benefit of the followers, not the enrichment of the leaders,” she said. “People who inspire others are not necessarily leaders of large organisations, or people who are constantly in the limelight. They are people who demonstrate true leadership, regardless of the role they are in.” US First Lady Michelle Obama asks herself every day whether what she is doing is bringing her joy. “If we are not finding the joy in our roles, what is the point of remaining there?” echoes Mahanyele. “We need to find out how to be leaders while

ers. “Today’s youth need to understand that their current circumstances need not determine their future possibilities,” she said. “Sitting at a school desk in Soweto does not mean that your prospects are limited because you didn’t go to the ‘best’ school, or move in the ‘right’ circles. I often speak to children in schools such as the one I went to in Dobsonville, and I tell them that if I could do it, so can they. The key is education, and we need to ensure that we play our part in educating as many people as possible. It is the only way we will make a true difference in society going forward.” Mahanyele adds, however, that nothing changes instantly – you have to give it time and focus. “We need leaders who build teams and create communities,” she said. “No one ever has all the knowledge that they require. We need to learn to make courageous decisions, and to take others along with us when we do.”

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Special Feature 2015 Rising Star Summit

ArcelorMittal Rising Star Summit 2015 Stepping up to Leadership: The Next Generation Trust and Ethics in Leadership Jimmy Manyi, President of the Progressive Professionals Forum, provided some interesting insights on the leadership values of trust and ethics in the South African context. “Ethical leadership needs to be based purely on facts, not emotion,” he said. “If we are to truly lead ethically, we need to understand that there can be no grey areas in how we lead, and how we encourage others to lead.”

Rose Nkosi, Head of Organisational Effectiveness and Diversity, and Jacques Kruger, Organisational Effectiveness Specialist at Sasol, led the conversation, which centred on leaders helping their people bring their A-game to the workplace, which means ensuring they are engaged. They asked the group whether they thought they were inspiring leaders, and encouraged them to focus on certain ob-

“We need leaders who build teams and create communities... No one ever has all the knowledge that they require. We need to learn to make courageous decisions, and to take others along with us when we do” He also highlighted the fact that government’s labour policies need to be enforced through radical transformation, rather than the assimilation that is currently taking place. “We need to identify and redress inequalities, and truly level the playing field,” he said. “Only then would we have embraced different identities and cultures that bring with them the skills sets required to address the needs of industry.”

jectives to achieve this goal. These included discovering what comprises a robust and accessible idea of what it means for leaders to inspire, and how culture can inspire leaders to, in turn, inspire their employees. They also discussed why employee engagement is such a hot topic in today’s employment space, and what individuals can do to move up the inspiration curve.

Engaging Leaders in a Culture that Inspires The breakaway session sponsored by Sasol was an interesting look at ensuring that what we do as leaders and employees is engaging and inspirational. The session aimed to encourage leaders to help their companies become high-performing, values-driven organisations, and to do so through adopting new behaviours.

Women in Leadership – Has the Glass Ceiling Broken? Accenture facilitated the popular topic of whether or not the glass ceiling truly has broken for women. The panel featured Dr Roze Phillips, Managing Director: Accenture Products, Lee Naik, Managing Director: Accenture Digital and Christine Tandy, Managing Director: Accenture Technology,

The panel pointed out that according to the World Economic Forum, no country has completely closed that gender gap, and that South Africa’s overall performance doing so ranks 18th out of 142 on the Global Gender Gap Index 2014. While inroads towards gender equality in the workplace have been made, and corporates are actively supporting and growing their female talent base, inequalities, especially at a leadership level, still exist. The panel explored the reasons that some women drop out of their journey to the top, as well as what differentiates those women who do make it into top leadership positions. They also explored ways in which organisations and individuals can help break the remaining shards of the glass ceiling that prevent South Africa from achieving true gender equality. One of these ways is making use of opportunities for mentorship, and really using these opportunities for growth and for learning from other successful women. Another was networking – while women may be thought of as good at networking, they do not make enough use of their opportunities to build and grow a network in the same way that men do. Lastly, the panel encouraged women to live their core values and promote balance in the workplace, and in doing so help remove some of the unconscious bias that still exists. Developing Leaders of Tomorrow Nedbank facilitated a robust panel discussion as their breakaway session, where four leaders from the organisation spoke about developing leaders of tomorrow. They were Abe Thebyane, Group Executive: HR at Nedbank Group, Dean Retief, HR Executive: People & Organisational Effectiveness at Nedbank Group, Nancy Gwama, Marketing Executive at Nedbank Wealth, and Zee Harduth, Head: Nedbank Specialist Training Programme at Nedbank Group. Key themes that emerged were that companies need to talk to their people, to realise that they are different, and that they learn in different ways – true learning happens when people are taught in the manner they prefer.

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Special Feature 2015 Rising Star Summit

www.risingstarsummit.co.za

Phuti Mahanyele speaks at the 2015 ArcelorMittal Rising Star Summit Also discussed was the fact that the intellectual aspects of leadership are not the only aspects to consider – personal mastery, and becoming a better person through the process, is also important, and the first step in this process is selfawareness. Leaders need to understand how they impact others, and how others impact them. Only then will they become the kind of leaders who develop people – who do not just hold onto leadership as a position to kept, but to encourage others to embrace leadership and become leaders in their own right. 21st Century Leaders CliffCentral.com’s Siya Sangweni-Fynn ended the day’s leadership discussions by facilitating a panel discussion on 21st century leaders and the challenges they face reaching the top. Three 2015 Rising Star winners were on the panel – Kristel Sampson, Michelle Ramnath and Lee Naik – and they advised on the qualities they believe are necessary to become leaders of the future. Sampson, Group IT / Data Services at Standard Bank, firmly believes that leaders should be analysing the role they are playing in their organisations in moving transformation forward. “In corporate South Africa, everyone talks about hard work and

pushing forward, and people are rapidly approaching exhaustion point,” she said. “Leaders need to look beyond today’s demands, and understand how to motivate people in the right direction, and to be focused on the right things, if they want their people to flourish.” She also added that information sharing and collaborative leadership will be the way of the future. “There is no way one person can know everything,” she shared. “We need to have shared goals and work together to achieve them. We need to rely on our skills and expertise as a group, and not think individuals have all the answers.” Ramnath, who is General Manager: Consulting Services at Britehouse, agreed, and said that being adaptable in fast-paced industries will be a key indicator of leadership success. “We need to allow people the room to fail, or they will never innovate,” she said. “Our biggest opportunities for learning come when we fail at something, and understand where we went wrong. Instead of being afraid of failure, we need to use it to grow ourselves.” Naik, Managing Director at Accenture Digital, believes that the definition of a leader of the future is one who leads by example. “Leaders should not just be managers who

look after profit and loss,” he said. “They need to have lived and walked the journey, and should surround themselves with the right kind of people that will help them inspire others on their journey.” He also said that leaders need to make a serious effort to find platforms for change. “We need to work harder to create change, and break out from the situations we find ourselves in,” he said. “As Michelle pointed out, failure is part of the journey of growing, and we need to be brave enough to fail and try again.” In Closing… Laura Barker, Managing Director of BlackBark Productions, organisers of the Rising Star Programme, closed the Summit by thanking the participants, speakers and sponsors. “The ArcelorMittal Rising Star Summit is a natural progression from the awards ceremony hosted earlier this year, and one that addresses the very relevant topic of leadership for the future,” she concluded. “We were able to analyse the changed world in which future leaders need to operate, provide insight from today’s leaders, showcase the leaders of the future, support future leaders in building their own global networks as well as explore the qualities leaders need to thrive in a new economy.”

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Rising Star Network Introduction

Based on the proven theory that success breeds success! Over the last 5 years Rising Star has created a network of 300 young, ambitious and talented individuals, all of whom have risen to the top in the rigorous Rising Star Awards programme. Rising Star aims to be more than just a trophy and a pat on the back for these exceptional young people and we work closely our alumni offering them networking opportunities, online learning packages and access to development through our Rising Star partners and conferences. Participation in this programme ensures this unique talent continue to add value to the organisations they work for but additionally become a driving force pushing the South African economy to new heights. For the first time we have a platform that does not limit the abilities and talents of unique individuals to their respective sectors but encourages them to share their knowledge and expertise with peers from the whole of corporate South Africa and the public sector. Our vision is to introduce these young people to each other now so that when they reach their career heights, they are already familiar with each other therefore encouraging and promoting corporate collaboration across all sectors. On a micro level, letâ&#x20AC;&#x2122;s say an accountant in the hospitality sector is faced with a budgeting challenge they can now call on the expertise of a peer in the financial sector for advice or a mentor for guidance, giving them the competitive edge benefiting not only the individualâ&#x20AC;&#x2122;s performance but the organisation they work for. On a macro level, when each of these young people reach their respective C Suite positions and are already familiar with working together, then the real magic can start to happen.

Alister Swart Chief Operations Director BlackBark Productions cc

The network also extends to our complimentary programme in Kenya. With the goal of launching Rising Star in more African countries, our vision is to create a cross border network of top African talent, truly empowering Mother Africa. We would like to present the new movers and shakers of the business world! Thank you for making this dream a reality. Kind regards

Alister Swart, COO, BlackBark Productions cc

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Unveiling Talent in the Workplace

Your staff have the right stuff! We have the right platform! Nominate your candidates online!

www.risingstarawards.co.za

Judging moderated by:

Rising Star Network Previous Stars

2015 Rising Star Network - South Africa 2015 Finalists

(Companies listed as correct at the time of nomination)

Banking & Financial Services

2015 Rising Stars

Bernard Sebopa, Old Mutual Cindy Naidoo, PPS Joseph Ndaba, FNB Kristel Sampson, Standard Bank Tracy Hart, Standard Bank

Banking & Financial Services Kristel Sampson

Construction & Engineering

Alden Van Wyk, Murray & Roberts Power & Energy Hendrik Pretorius, Murray & Roberts Construction Mbali Mbuli, Murray & Roberts Construction San-Mari Pretorius, Aveng Grinaker-LTA Thato Twala, Aveng Grinaker-LTA

Construction & Engineering Mbali Mbuli

Energy & Chemicals

Dudu Hadebe, Eskom Hanno Van Staden, Sasol Jacqueline Bisschoff, Utility Administration Services Kelello Sammering, Eskom Nokuthula Mtegha, Shell

Energy & Chemicals Nokuthula Mtegha

Entrepreneur

Thabang Mabuza, Ulwazi Resource Consulting Grant Gavin, Re/Max Panache Laura Reynolds, RecruitGroup Tamsyn Ferreira, Alifurn Arthie Moore, Celebrating Humanity International

Entrepreneur Laura Reynolds

ICT (Telecomms & Technology)

Antoinette Johnson, Innnovation Group Lynette Van Wyk, Centracom Marcelle Appelcryn, Britehouse Automotive Michelle Ramnath, Britehouse Stefan Terblanche, Centracom

ICT (Telecomms & Technology) Michelle Ramnath

Manufacturing, Retail & FMCG

Sivaan Marie, Bidvest Foodservice (Pty) Ltd Ronnie Mulaudzi, Massmart Services Manisha Bhika, ArcelorMittal.com Nikola Whelan, Aspen Pharmacare Chevonne Engelbrecht, Evraz Highveld Steel

Manufacturing, Retail & FMCG Ronnie Mulaudzi

Media & Maketing

Clyde Tlou, SuperSport.com Dineo Mahao, Retro Booiz & Other Projects Pty (Ltd) Jessica Wheeler, Grey Africa Preetesh Sewraj, Product of the Year - South Africa Ziyanda Buthelezi, MultiChoice Africa

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Media & Maketing Jessica Wheeler

Rising Star Network Previous Stars

www.risingstar.co.za 2015 Finalists

2015 Rising Stars

(Companies listed as correct at the time of nomination)

Mining & Minerals

Jayshree Brijball, Exxaro Resources Sandra Seabela, Optimum Coal Nicholas Maphari, Exxaro Resources Ziphozonke Buthelezi, Tronox Namakwa Sands Abigail Mukhuba, Exxaro Resources

Mining & Minerals Sandra Seabela

Professional Services

Grant Wilkinson, Global Business Solutions Janko Kotze, PwC Lee Naik, Accenture Palesa Makobe, KPMG Shaun Hangone, Von Lieres Cooper Barlow & Hangone

Professional Services Lee Naik

Service Public & Private

Dr Kajal Lutchminarian, King Edward Hospital Gerinda Jooste, SAICA Lusanda Ncoliwe, Umgeni Water Tatenda Zingoni, BroadReach Healthcare Brightness Mangolothi, Nelson Mandela Metropolitan University

Service Public & Private Dr Kajal Lutchminarian

Tourism, Leisure & Hospitality

Fanie Meintjes, Hilton Worldwide, South Africq Nadia Virasamy, Moving into Dance Mophatong Grant Oliver, Hilton Worldwide, Hilton Cape Town Roxanne van Niekerk, Hilton Worldwide South Africa Amy Mortlock, STA Travel South Africa

Tourism, Leisure & Hospitality Amy Mortlock,

Transport, Logistics & Sesurity Cecilia Albertyn, G4S South Africa Connie Mdladla, Khaas Logistics Daniel Van Der Merwe, DHL Express Darrin Hedley, G4S South Africa Kevin Stout, Unitrans

Jessica Wheeler & Jonathan Boynton Lee

Transport, Logistics & Security Connie Mdladla

Prof Jonothan Jansen

Jonathan Boynton Lee & Dr Kajal

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Rising Star Network Previous Stars

2015 Rising Star Network - Kenya 2015 Finalists

(Companies listed as current at the time of nomination)

2015 Rising Stars

Banking & Financial Services

Angela Okinda, Alexander Forbes Financial Services Gideon Mugendi Njeru, Gulf African Bank Mary Mueni Ngui, Liberty Life Assurance Nelson Odhiambo Masimba, Kenya Commercial Bank Wilson Obwatinya, Real People Ltd Kenya

Banking & Financial Services Wilson Obwatinya

Construction, Energy & Chemicals

Alfred Oseko Nyanchoka, KenGen Charity Wambui Maina, Hashi Energy Ltd Maureen Amore, Kenya Power & Lighting Company Ltd Nimo Abdullahi Hussein, KenGen Steve Onyango Okiri, Tata Chemicals Magadi Ltd

Construction, Energy & Chemicals Nimo Abdullahi

Entrepreneur

Bovince Ochieng, Talent Industry Ltd Christine Khasinah-Odero, Supamamas Emily Thaara Njuki, Smart Solutions Africa Ltd Felix Nicholas Bukachi, Fastrax Solutions Limited

Entrepreneur Emily Thaara Njuki

ICT (Telecoms & Technology)

Edgar Opata, Liquid Telecom Joseph Gatheru Mugo, Wisedigits Ltd Nancy Tumaini Kalama, Airtel Kenya Nicholas Kinoti, Trendmak Computers Limited Phyllis Migwi, IBM East Africa

ICT (Telecomms & Technology) Phyllis Migwi

Manufacturing, Retail & FMCG

Barrack David Otieno Onyango, Sanergy Ltd Daniel Njuguna, East African Breweries Limited - Kenya Obadiah Kiprono Rotich, Unga Ltd Sally Auma Ochola, Crown Paints Kenya Limited Sarah Machungo, Crown Paints Kenya Limited

Manufacturing, Retail & FMCG Daniel Njuguna

Media & Marketing

Murugi Ndwiga, Management Magazine - KIM Paul Ogola Ekuru, Well Told Story Peter Nalika, Tell’em Public Relations East Africa Waithera Ng’ang’a, Marketing Society of Kenya Yvonne Oranga Otiang’a, Kencall

Media & Marketing Waithera Ng’ang’a

Professional Services

Anne Kiunuhe, Anjarwalla & Khanna Advocates Lorraine Kamule Masinde, Simba & Simba Advocates Mary Nicoleta Muthoni Mwangi, Bella Borsa Consultants Stephen Obock Oloo, KPMG Kenya Tirus Wanyoike Kamau, Strathmore University - @iLabAfrica

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Professional Services Anne Kiunuhe

Rising Star Network Previous Stars

www.rising-star.co.ke 2015 Finalists

2015 Rising Stars

(Companies listed as current at the time of nomination)

Service Public & Private

Angela Kabari, The School Series Programme Caroline Khamati Mugalla, East Africa Trade Union Confederation Dennis Maili Kwena, DFID Dr.Robert Nyarango, Gertrudeâ&#x20AC;&#x2122;s Chidlrenâ&#x20AC;&#x2122;s Hospital Emily Karechio, Muthaa Community Development Foundation

Service Public & Private Angela Kabari

Tourism, Leisure & Hospitality

Alexander Kavita, The Vineyard. Angela Mwenderani, Best Western Premier Hotel Nairobi Christine Wanjiru Wambura, Nairobi Java House Jeremiah Mutisya, Basecamp Explorer Kenya Nicholas Mwangi, Fairmont Mount Kenya Safari Club

Tourism, Leisure & Hospitality Jeremiah Mutisya

Transport, Logistics & Supply Chain

Jacob Oduor The One Consultants Limited Julius Kamau Virginia, Bollore Africa Logistics Noelle Priscilla Mwihaki Kamau, DHL Express (K) Ltd Patricia Omondi, DHL EXPRESS Stephen Katiwa Kilonzo , DHL EXPRESS

Wilson Obwatinya

Transport, Logistics & Supply Chain Noelle Priscilla Mwihaki Kamau

Rose Lutta

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Rising Star Network Previous Stars

2014 Rising Star Network - South Africa 2014 Finalists

(Companies listed as current at the time of nomination)

Banking & Financial Services

2014 Rising Stars

Marlon Reddy, Standard Bank Sonja Pascoe, Standard Bank Caren Robb, afb Isabella de Langa, Standard Bank Mayandree Govender, Standard Bank

Banking & Financial Services Caren Robb

Energy & Chemicals

Mxolisi Bhebhe, Engen Petroleum Lisa Ferraz, Engen Petroleum Adriana de Beer, Sasol Nobleman Kani, Engen Petroleum Nthabiseng Mutisya, Engen Petroleum

Energy & Chemicals Adriana de Beer

Entrepreneur

Zuko Mandlakazi, Six Sib Inc & Ibrik Pty Ltd Asanda Ngoasheng, Fiction Imitates Reality Harry Welby-Cooke, Action Coach Anda Maqanda, AM Groups Justine Botes, Prize Voucher

Entrepreneur Harry Welby-Cooke

ICT (Telecomms & Technology)

Noleen Ilunga-Muleya, Wipro Thato Padi, Innovation Group (Pty) Ltd Clara Namnick, Business Connexion/Accsys Muthe Rambuwani, PCubed Tamika Mercedes, Innovation Group (Pty) Ltd

ICT (Telecomms & Technology) Muthe Rambuwani

Logistics & Supply Chain

Francois van Rensburg, Dovetail Business Solutions Leeanne Soobramoney, The Point Of Purchase Warehouse Olebogeng “Lebza” Seameco, Transnet Freight Rail Emma Gwala, Transnet Port Terminals Khanyi Mamba, DHL Express

Logistics & Supply Chain Leeanne Soobramoney

Manufacturing, Retail & FMCG Joanne Hodgson, Ellerine Holding Limited Millicent Molete, Nestlé Andrew Jackson, DionWired: MassMart Kim Jensen , Aspen Pharmacare Werner Beukes, Ellerine Furnishers (Pty) Ltd

Manufacturing, Retail & FMCG Andrew Jackson

Media & Advertising

Lee-Anne Coosner, Media24 Weekly Magazines Xolane Ngobozana, Viruz Empire Entertainment Theogaren Moodley, Bonngoe.tv Joey Legodi, SAfm Radio 104 - 107/SABC Wayne Hempe, TBWA Hunt Lascaris

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Rising Star Annual 1st Edition

Media & Advertising Joey Legodi

Rising Star Network Previous Stars

www.risingstar.co.za 2014 Finalists

2014 Rising Stars

(Companies listed as current at the time of nomination)

Mining & Industrials

Glen Nwaila, Sibanye Gold Limited Neo Hutiri, ArcelorMittal South Africa Brendan Marais, ArcelorMittal South Africa Frances Phillips, ArcelorMittal South Africa Celia Malahlela, Denel Land Systems

Mining & Industrials Glen Nwaila

Professional Services

Jutta Villet, DAV Professional Placement Group Rohitesh Dhawan, KPMG Arthie Moore, Celebrating Humanity International (Pty) Ltd Angie Botes, Dante Personnel Recruitment Pty Ltd Georgina Smit, Arup

Professional Services Rohitesh Dhawan

Service Public & Private

Wiebke Toussaint, Engineers Without Borders South Africa Benita Olivier, University of the Witwatersrand Thandeka Mazibuko, Sinomusanothando Community Developement Mashilo Mpya, MSC Business College Mandisa Singata, Effective Care Research Unit, East London

Service Public & Private Wiebke Toussaint

Tourism & Hospitality

Marvin Theron, City Lodge Hotels Dominic Fry, Hilton Worldwide Malcolm Fynn, Hilton Worldwide Craig Donaldson, Hilton Worldwide Abia Rakoma, City Lodge Hotels

Tourism & Hospitality Craig Donaldson

Rising Star Annual 1st Edition

155

Rising Star Network Previous Stars

2014 Rising Star Network - Kenya 2014 Finalists

(Companies listed as current at the time of nomination)

2014 Rising Stars

Business Services

Mahesh Acharya, Kaplan & Stratton, Advocates Nicholas Kyalo, Professional Marketing Services Ltd Jackson Wande, Silikon Training & Consultancy Clare Wamalwa, Tell em pr (EA) Silvanous Inyangala, Ernst & Young

Business Services Mahesh Acharya

Construction, Energy and Chemicals Fredrick Gendi, Bamburi Special Products Ltd Caroline Mavuti, KenolKobil Sylvia Atieno, Engen Kenya Ltd Austin Adoyo, Engen Kenya Ltd Kemunto Michieka, Engen Kenya Ltd

Construction, Energy & Chemicals Austin Adoyo

Entrepreneur/SMME

Martin Kiarie, Bean Interactive Limited Levis Maina, Sullivan Marketing Dorothy Ghettuba, Spielworks Media Ltd Anthony Mwaura, Dream IT Computling Ltd

Entrepreneur/SMME Levis Maina

Financial Services

Samuel Kigotho, British American Insurance George Ndegwa, CfC Stanbic Samuel Ruugia, Kenya Reinsurance Corporation Limited Davis Onsakia, Kenya Reinsurance Corporation Limited Eunie Khimulu Nyakundi, Resolution Insurance Company Limited

Financial Services Eunie Khimulu Nyakundi

ICT (telecoms and technology)

Breneen Elisha Maloba, SevenSeas Technologies Moses Gitonga, Digital Works Limited Moses Mwangi, AIrtel Kenya George Namisi, AIrtel Kenya Susan Onyach, AIrtel Kenya

ICT (telecoms and technology) George Namisi

Logistics and Supply Chain

Christine Njeri, DHL Express Kenya Faith Muthama, DHL Express Kenya Peter Njuguna Waweru, Strac Investment Ltd Abdallah Ali Wereh, DHL Express Kenya Clement Okun, Sandy Carriers Ltd

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Rising Star Annual 1st Edition

Logistics and Supply Chain Abdallah Ali Wereh

Rising Star Network Previous Stars

www.rising-star.co.ke 2014 Finalists

(Companies listed as current at the time of nomination)

2014 Rising Stars

Manufacturing, Retail & FMCG

Daniel Nyange, Deepa industries ltd Abdul Kairo, Nakumatt Holdings Ltd Olajide Osuntubo, Unilever Daoisy Chepng’etich Rono, Text Book Centre Ltd Nganga Hellen, Stantech Motors

Manufacturing, Retail & FMCG Daniel Nyange

Service Public & Private

Francis Chege, The League of Young Professionals Gladwell kahara, United Nations Environment Programme Mary Waceke Thongoh Muia, Central Bank of Kenya Allan Tollo, Gertrude’s Children’s Hospital Rose Ronoh, KenTrade

Service Public & Private Mary Waceke Thongoh Muia

Tourism & Hospitality

Mbithe Wambua, Fairmont The Norfolk Alex Kavita, Fairmont The Norfolk Ruth Karonjo, Best Western Premier Nairobi Anicoh Nathaniel, Best Western Premier Nairobi Pauline Suchi, Hilton Nairobi

Anicoh Nathaniel & Dmitry Frischin,

Tourism, Leisure & Hospitality Anicoh Nathaniel

Eunie Khimulu Nyakundi & Greg Blackenridge

Rising Star Annual 1st Edition

157

Rising Star Network Previous Stars

2013 Rising Star Network - South Africa 2013 Finalists

(Companies listed as correct at the time of nomination)

2013 Rising Stars

Banking & Financial Services Adriaan Kloppers, AIG South Africa Limited Brandon Garbutt, Liberty Life Setlogane Manchidi, Investec Yaseen Ismail, AIG South Africa Ltd

Banking & Financial Services Setlogane Manchidi

Energy and Chemicals Chantelle Greyling, Natref / Sasol Cobus Pieterse, Sasol Technology Dineo Kwili, Consolidated Power Projects Tshifhiwa Maphala, Shell South Africa Warwick Hayes, Sasol

Energy & Chemicals Dineo Kwili

Entrepreneur

Chris Dykes, Infinity Learning Justin van der Walt, Just Pcâ&#x20AC;&#x2122;s Lali Tshikalange, Key Recruitment Group Ella Bella, Generation Earth Wayne Sinclair, Sundowner Adventures

Entrepreneur Ella Bella

ICT (Telecomms & Technology) Gerard Dumont, IBM Kathleen Langman, IBM Tamzin Burrill, IBM South Africa Tatenda Nyakubaya, ACCSYS

ICT (Telecomms & Technology) Tamzin Burrill

Logistics & Supply Chain

Leeanne Soobramoney, The Point Of Purchase Warehouse Ntando Mpofu, SAEL Shaun Naidoo (Vishnu), Rohlig Grindrod (PTY) Ltd Siveshnie Moodley, Rohlig-Grindrod (Pty) Ltd Sylvester Moodley, Kuma Freight cc

Logistics & Supply Chain Siveshnie Moodley

Media and Advertising Claudia Cutino, Strike Media Paul Jackson, Volcano Group Roberta Naidoo, Africa Business News Shaun Naidoo, Love Johannesburg

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Rising Star Annual 1st Edition

Media and Advertising Paul Jackson

Rising Star Network Previous Stars

www.risingstar.co.za 2013 Finalists

(Companies listed as correct at the time of nomination)

2013 Rising Stars

Mining and Industrials

Gerald Wolmarans, Evraz Highveld Steel and Vanadium Ltd Nkuli Bogopa, Rio Tinto Sarel Emmerick, ArcelorMittal South Africa Travesh Ramkhelawan, ArcelorMittal South Africa Ltd

Mining & Industrials Sarel Emmerick

Professional Services Agnes Dire, SizweNtsalubaGobodo Charles Douglas, Bowman Gilfillan Kim Dowdeswell, SHL South Africa Bonolo Sinobolo, KPMG Mmuso Selaledi, KPMG

Professional Services Mmuso Selaledi

Public & Private Service

Jeri-Lee Mowers, Rand Water Kasturi Moodaliyar, University of Witwatersrand School of Law Nicolene Barkhuizen, North-West University Priza Mantsena, The South African Post Office Seipati Mangadi, GGDA (Gauteng Growth Development Agency)

Public & Private Service Priza Mantsena

Retail/FMCG

Ashleigh Mc Currie, Wetherlys Jaco du Plessis, Ellerine Holdings Teboho Chomane, Ellerine Holdings Tsakane Mtenjane, Kimberly Clark

Retail/FMCG Ashleigh Mc Currie

Tourism & Hospitality

Mariska Botha, Park Inn by Radisson Sandton Ravi Nadasen, Tsogo Sun Simo Mthimkulu, City Lodge Hotels Limited Tshidi Mkhosana, FEDHASA

Tourism & Hospitality Ravi Nadasen

Rising Star Annual 1st Edition

159

Rising Star Network Previous Stars

2012 Rising Star Network - South Africa 2012 Finalists

(Companies listed as correct at the time of nomination)

2012 Rising Stars

Banking

Litha Magingxa, Land Bank Oluwatoyin Oladiran, Land Bank Stefan Jansen van Vuuren, Land Bank Victor Mabuli, Land Bank

Banking Oluwatoyin Oladiran

Business Services

Dylan James, Cape Media Hazel Ngobeni, DHL Heather Goode, Midrand Graduate Institute Taryn Haynes-Smart, LRMG Performance Agency

Business Services Hazel Ngobeni

Energy & Chemicals Adri de Beer, Sasol Lorraine Smith, Sasol Shamini Harrington, Sasol Terence Abboo, Eskom

Energy & Chemicals Lorraine Smith

Entrepreneur

Christopher Dykes, Infinity Learning Jodene Shaer, Lifeology/Chat Factory Lee-Anne Curtis-Cox, Evolution Recruitment Lekwetse Trinity Ncala, T&T Appointments Linda Galvad, Sought After Seedlings

Entrepreneur Linda Galvad

Financial Services

(Siyabonga) Gugu Nxiweni, KPMG Kate Moodley, Discovery Holdings Kuben Moodley, Ernst & Young Wikus Botha, Ernst & Young

Financial Services Kate Moodley

FMCG & Retail

Claire Sutherland, Dynamic Brands Matthew Devine, SAB Reshma Khandoo, SAB Shaun Davies, Ellerines

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Rising Star Annual 1st Edition

FMCG & Retail Shaun Davies

Rising Star Network Previous Stars

www.risingstar.co.za 2012 Finalists

(Companies listed as correct at the time of nomination)

2012 Rising Stars

Hospitality

Candace - Claire Paul (Habib), Abercrombie & Kent Jackie Williams, Tsogo Sun Kagiso Dumasi, Sun International Lynton Swatton, Premier Hotels Ravi Nadasen, Southern Sun, The Cullinan - Tsogo Sun

Hospitality Jackie Williams

ICT

Gugu Mthembu, MTN Ian Munro, BSG Jean du Plessis, Quirk eMarketing (Pty) Ltd Ken Horn, Riso Siyamkela Makoma, Quirk eMarketing (Pty) Ltd

ICT Jean du Plessis

Mining

Gomotsegang Virginia Monga, Anglo American Platinum Nhlanhla (Terance) Nkosi, Rand Refinery Ogodiseng Senye, Sasol Mining Thabo Nzima, ARM

Mining Terance Nkosi

Public Sector Annie Maboea, Kids Haven Brendan Barthasarthy, TFR/Transnet Imameleng Kabane, Transnet Zeenat Adam, DIRCO

Public Sector Annie Maboea

Rising Star Annual 1st Edition

161

Rising Star Annual Advertisers

Advertisers index

List of advertisers

Page Number

ArcelorMittal SA BCore Cliffcentral.com Engen Petroleum Exxaro Resources G4S Secure Solutions SA Liviero Group of Companies merSETA Mindcor Consulting Nedbank Rohlig Grindrod Shirley Zinn Consulting Standard Bank of SA Transnet Freight Rail Transnet National Ports Authority

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............................................. 10 & 80 ............................................. 67 ............................................. 85 ............................................. 51 ............................................. 93 ............................................. 161 ............................................. 43 ............................................. 75 ............................................. 1 & 103 ............................................. 38 ............................................. 129 ............................................. 59 ............................................. 31 ............................................. 136 ............................................. 116

Rising Star Annual 1st Edition

G4S would like to congratulate Hazel Ngobeni for her achievements both at the Rising Stars Awards as well as at G4S Secure Solutions. It is evident in her performance and recent promotions, that Hazel is a dedicated, goal driven and motivated individual that takes her career seriously. Hazel proudly lives the G4S values and is an inspiration for many young females who strive for growth within leadership roles. G4S is proud of you Hazel. Keep up the amazing work. Visit our career centre www.africajobs.g4s.com

For more information about G4S, please visit our website:

www.g4s.com

www.risingstarannual.co.za

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