THE PEOPLE PUZZLE
HUMAN RESOURCES
PLAYING THE “PEOPLE GAME” PROPERLY
The human resources (HR) eld is an increasingly competitive one where new technologies, new work models and new approaches to old methods are all being leveraged to give businesses the edge in the “people game”.
A good example is how, with competition for top talent intensifying, more and more South African companies are embracing recruitment marketing – a strategic approach that applies marketing tactics to attract, engage and nurture potential candidates. We look at how this works, how employer branding, content creation, social media and data analytics are leveraged here, and whether this is a successful method of recruiting the top talent.
We also address the ever-accelerating need to upskill employees in line with technological advances and global competition. There is a global skills shortage in certain areas – we consider why certain skills remain in short supply, how to tackle these gaps and the role of the private and public sectors in providing access to these skills.
Hybrid work has been with us for a few years now, but there is never a bad time to study best practices for rolling out remote/hybrid models, tactics to prevent “outsider syndrome” and methods for maintaining an effective corporate culture when teams are scattered.
We also study some of the issues around employment law, legal compliance and disciplinary processes, what the company and the employee’s legal rights might be in such a scenario and the important role legal professionals play in certain HR processes, notably those relating to discipline.
Finally, we must never forget that employees can easily suffer burnout due to poor management, overwork, a toxic environment, ineffectual leadership or not being afforded a psychologically safe workspace.
Happy reading.
Rodney Weidemann Editor
South African companies are increasingly turning to recruitment marketing to attract, engage and nurture candidates.
7 EMPLOYMENT LAW
With legal and social norms evolving, legal professionals play a crucial role in guiding and supporting HR strategies.
10 WELLNESS
Ways to prevent burnout and how to develop a company culture that puts its employees’ health and welfare rst.
11 REMOTE/HYBRID WORK
Considering the best remote hybrid models, tactics to prevent “outsider syndrome”, and methods for maintaining corporate culture when teams are scattered.
12
UPSKILLING
Globally, there is a shortage in certain critical skills, emphasising the vital need to upskill employees in line with technological advances and global competition.
14 TECHNOLOGY
As AI adoption accelerates globally, South Africa faces a serious challenge: a critical shortage of AI-related skills.
19 SAFE SPACES
Workplace harassment needs to be handled carefully and considerately by human resource departments.
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Minds over machines: AI IN THE WORKPLACE
Navigating legal, ethical and practical concerns for employers and HR professionals, by AADIL PATEL, practice head and director – Employment Law, and NADEEM MAHOMED, director – Employment Law, at Cliffe Dekker Hofmeyr
Arti cial intelligence (AI) is no longer a futuristic concept; it is a present reality, rapidly transforming the modern workplace. At the outset, it is essential to recognise that while AI serves as a powerful tool across numerous workplace functions, it cannot substitute for human oversight and judgment.
For HR professionals and employers, AI offers the promise of unprecedented ef ciency, and innovation. Yet, alongside these opportunities come complex legal, ethical and practical challenges that demand careful navigation. As AI may become increasingly embedded in employment processes (from recruitment and performance management to workplace surveillance and retrenchment) understanding its implications is essential for building a fair, inclusive and legally compliant workplace.
THE USE OF AI IN HR AND THE WORKPLACE
AI technologies, including machine learning, natural language processing and generative models, such as ChatGPT, are now used in HR functions and to complete tasks associated with routine job roles. AI can also be deployed in performance monitoring, promotion decisions and in managing workplace safety and compliance. The appeal is clear: AI can process vast amounts of data, identify patterns and make recommendations at a speed and scale unattainable by humans. Some employers may expect that AI will reduce unconscious bias, support diversity and inclusion and deliver more consistent and objective decisionmaking. However, the reality is more complex. AI systems are only as fair and effective as the data and objectives underpinning them, and their deployment raises signi cant legal and ethical questions.
LEGAL FRAMEWORKS: STRUGGLING TO KEEP PACE
Labour laws were designed to, among other things, protect workers’ rights, ensure fair treatment, advance economic development and social justice and democratise the workplace, however, these laws were probably not crafted with AI and algorithmic decision-making in mind. In South Africa, for example, statutes such as the Employment Equity Act, the Labour Relations Act and the Protection of Personal Information Act (POPIA) provide some protection against discrimination and privacy violations. However, these laws struggle to address the unique challenges posed by unclear, data-driven systems.
Conventional anti-discrimination principles, such as equal work for equal pay, require claimants to identify speci c practices or intent. Yet, AI systems, especially those using machine learning, often make it dif cult to trace how decisions are made or to identify the variables responsible for discriminatory outcomes. This means affected individuals may nd it dif cult to identify the source of discrimination and employers may struggle to demonstrate that their AI-driven practices are job-related and consistent with business necessity.
AI SYSTEMS ARE ONLY AS FAIR AND EFFECTIVE AS THE DATA AND OBJECTIVES UNDERPINNING THEM.
Recognising these gaps, some jurisdictions are moving towards AI-speci c regulation. The European Union’s AI Act, for example,
imposes obligations such as transparency, human oversight and bias audits for high-risk AI applications in employment. Despite these advances, a signi cant legal vacuum remains in many countries, underscoring the need for adequate and practical legal standards that address bias, ensure transparency and accountability and protect workers’ rights in an increasingly automated workplace.
BIAS AND DISCRIMINATION
AI can be seen as a means to reduce human bias in employment decisions, but the reality is more complex. AI systems are only as objective as the data they are trained on and the goals set by their human designers. If historical data re ects past inequalities, such as a company’s tendency to hire more men than women, AI technology may inadvertently learn to favour male candidates, even if gender is not an explicit factor.
Aadil Patel
The unclear constitution of many AI systems, at least on the face of it, makes it challenging for individuals to contest unfair outcomes and for employers to demonstrate that their AI-driven practices are fair and necessary. The risk of perpetuating or even amplifying existing biases and discrimination may be signi cant, demanding a thoughtful approach to AI deployment in the workplace.
AI can also perpetuate bias through indirect means, such as using personal information, educational background or even word choice as proxies for race or gender. These subtle forms of discrimination are dif cult to detect and address under current laws. The risk is that AI, rather than serving as a tool for greater fairness, may instead replicate and deepen the inequalities it is intended to overcome. This highlights the urgent need for oversight, transparent processes and regular evaluation of AI systems to ensure they support, rather than undermine, diversity and inclusion in the workplace.
DATA PROTECTION AND SECURITY
AI systems in employment often process vast amounts of personal data, raising signi cant concerns about privacy, surveillance and data security. The risks associated with AI-driven data processing were illustrated by the recent DeepSeek breach, which exposed sensitive information, including chat histories, secret keys and backend details. This breach not only granted unauthorised access to con dential data and system resources, but also highlighted critical vulnerabilities in AI security and data protection protocols.
While South Africa has yet to adopt AI-speci c laws, businesses are still accountable under existing legislation, notably POPIA, which governs personal data protection and security. POPIA mandates that organisations prevent unauthorised disclosure of personal information to third parties, which would include AI platforms. The DeepSeek breach underscores several key risks, including security vulnerabilities arising from the processing of large volumes of user-inputted data, often with limited user
THE RISKS
control or oversight over how information is handled and secured.
Employers must establish adequate AI policies that de ne permissible tools and outline usage guidelines aligned with POPIA’s requirements. This includes ensuring data minimisation or redaction, obtaining valid consent, making relevant declarations regarding AI use and securing data transfers. Regular training is essential, focusing on the risks associated with using AI platforms, the dangers of sharing sensitive data with AI platforms and the need for employees, contractors and service providers to understand POPIA principles and the legal implications.
BEST PRACTICES
To ensure AI supports fairness and equality at work, employers could adopt several best practices. Transparency is essential: employers must be open about how AI systems make decisions, disclosing the criteria used and providing clear explanations for outcomes to allow meaningful scrutiny and correction of potential biases. AI systems should be trained on datasets that re ect a wide range of demographics to avoid replicating existing biases. Human oversight remains crucial, particularly for important
OF BIAS, DISCRIMINATION, PRIVACY VIOLATIONS AND
SOCIAL EXCLUSION ARE REAL AND MUST BE ADDRESSED THROUGH A COMBINATION OF LEGAL REFORM, ETHICAL STANDARDS AND PRACTICAL SAFEGUARDS .
decisions such as hiring, promotion and retrenchment. In short, AI should serve as a tool to support, rather than replace, human judgement. In some contexts, employee involvement may be important, with staff participating in discussions about how AI is used in their workplace and having opportunities for consultation and feedback. Employers must ensure regulatory compliance with all applicable laws and regulations, including data protection and privacy laws, and adhere to internal policies. Organisations should develop clear response protocols to identify, contain and report data breaches promptly and transparently. Finally, regular training and awareness initiatives for all staff on the risks and responsibilities associated with AI use can mitigate risks.
BUILDING A HUMAN-CENTRED AI WORKPLACE
The integration of AI into the workplace is inevitable and, if managed responsibly, can bring signi cant bene ts for both employers and employees. However, the risks of bias, discrimination, privacy violations and exclusion are real and must be addressed through a combination of legal reform, ethical standards and practical safeguards.
A human-centred approach to AI in employment, one that prioritises fairness, transparency, accountability and employee wellbeing, is recommended. As AI continues to evolve, so too must legal frameworks, organisational practices and social norms. By embracing the opportunities and confronting the challenges of AI with foresight and responsibility, HR professionals and employers can help build a future of work that is not only more ef cient and innovative, but also more just and humane.
CDH CONVERSATIONS
WATCH TO FIND OUT HOW ARTIFICIAL INTELLIGENCE IS RESHAPING THE LEGAL LANDSCAPE
Nadeem Mahomed
HOW RECRUITMENT MARKETING IS TRANSFORMING TALENT ACQUISITION
As competition for top talent grows, ITUMELENG MOGAKI finds out why South African companies are turning to recruitment marketing to attract, engage and nurture candidates
Recruitment marketing has fundamentally shifted talent acquisition from a reactive process to a proactive strategy. This is according to Celeste Sirin, founder of Employer Branding Africa.“In today’s competitive market, a ‘wait and see’ approach no longer works.”
Sirin explains that companies attracting top talent are those actively shaping, promoting and communicating their employer brand well before vacancies arise. In other words, out of sight truly is out of mind.
“Passive candidates are drawn to visible, recognisable brands, not the industry’s best-kept secrets. Many organisations have strong employer value propositions (EVPs), but without activation and storytelling, these messages remain unused on a shelf,” Sirin continues.
“COMPANIES ATTRACTING TOP TALENT ARE THOSE ACTIVELY SHAPING, PROMOTING AND COMMUNICATING THEIR EMPLOYER BRAND WELL BEFORE VACANCIES ARISE.” – CELESTE SIRIN
“Recruitment marketing is about showing up in the right places at the right time, consistently. It’s about communicating who you are, what you stand for and why your workplace matters, long before talent enters the pipeline.” This proactive approach, she adds, is especially critical in a talent-scarce market like South Africa.
“While South Africa trails its global peers in recruitment marketing maturity, the tools to close the gap are readily available. Arti cial intelligence (AI) and automation make it easier to personalise candidate interactions and create engaging content at scale. Yet, many employers still rely on outdated, transactional job posts, which fail to resonate with today’s consumer-minded candidates.”
Sirin also suggests that while automation scales communication, the human touch remains vital. Candidates want meaningful, personalised experiences, and this is where many companies fall short.
INTEGRATING AI, DESIGN AND SOCIAL MEDIA
Shivani Ramsaroop, HR head at TransUnion Global Capability Centre Africa, agrees, noting that AI and automation enable personalisation at scale, streamlining recruitment processes and improving how candidates are matched to roles.
“These technologies also reduce time spent on administrative tasks like CV screening and interview scheduling, allowing recruiters to focus on high-impact interactions. When used effectively, AI can free up time to build stronger connections and enhance the overall candidate experience,” says Ramsaroop.
AI can also help surface under-represented candidates and reduce bias, provided the tools are built with ethical data principles and inclusivity in mind.”
As AI and automation become more accessible, Sirin highlights a few key tools helping companies recruit smarter and faster:
• ChatGPT, Claude, Gemini and Copilot automate and personalise outreach, content and communication.
• Canva creates standout job ads and branding visuals.
• CapCut enables short-form, culture-driven video content.
• LinkedIn Talent Solutions targets audiences and builds pipelines with branded content.
• Customer relationship management (CRM) and applicant tracking system platforms like Beamery and SmartRecruiters centralise data and automate personalised engagement. Ramsaroop says that even though platforms like LinkedIn and Instagram remain important, the real shift is toward data-driven recruitment. “Talent CRMs and analytics dashboards help personalise outreach and identify where top candidates are online,” she says. She adds that authentic, employee-generated content now carries more weight than polished corporate messaging, especially among younger candidates.
“In the South African context, where talent is both diverse and geographically dispersed,
“That’s why learnership programmes, like the one at TransUnion GCC Africa, are vital. They not only attract emerging talent, but also equip young people with business-ready skills, helping close the skills gap and combat unemployment,” concludes Ramsaroop.
Shivani Ramsaroop
Celeste Sirin
equipping them to represent employers at the Commission for Conciliation, Mediation and Arbitration (CCMA), for example.
“The CCMA was designed not to be too legalistic, but given that relations between employer and employee are governed by the Labour Relations Act, how can you afford not to have legal expertise?”
July says that if a matter involves either the Labour Relations Act, the Basic Conditions of Employment Act or the Employment Equity Act, legal professionals are required. He adds that South Africa’s laws are young and uid, not just in terms of the acts themselves, but also the jurisprudence.
WHERE HR AND LEGAL MEET
With legal and social norms evolving, legal professionals have a crucial role in guiding and supporting HR strategies. By ANTHONY
SHARPE
Abusiness is only as good as its people. With competition for valuable skills ercer than ever, companies are being reminded of the truth of this age-old adage. That has brought the responsibilities of the HR department, including hiring, developing and retaining employees, into sharp focus, with greater pressure on HR practitioners to ensure performance and compliance. That means both understanding employment law and knowing when to seek specialist counsel.
SMARTER EMPLOYEES, MORE PRESSURE
Johan Botes, partner and head of employment and compensation at Baker & McKenzie law rm, in Johannesburg, says there’s a greater need for HR practitioners to be conversant in employment law now than in the past.
“The eld has got more complicated, not because of legislative changes, but because users have become more sophisticated. Over the past thirty years, we’ve moved away from an environment dominated by trade unions, through which representation and interaction took place, to one of individual rights, where employees are much more aware of their rights and protections,” he says.
Botes says that HR practitioners without a reasonable understanding of the tenets of employment law limit their ef cacy. “We often see HR acting out of ignorance of the business’s legal rights and obligations.
HR professionals should ideally do a course in employment law to get to grips with the guardrails that law provides.
“If you can’t spot the legal implications of what you’re dealing with, you’ll never be as effective as a colleague who can. You might also become too risk-averse; we often see HR advise the business on strategies designed to avoid risk, even where that risk is actually quite manageable.”
Botes acknowledges that smaller businesses usually don’t have the resources for extensive HR and legal teams. His advice is to get the right expertise for the situation. “Where many rms fail, however, is in identifying those matters that could have a signi cant reputational or nancial impact down the line, so they get in the appropriate expertise too late to make a meaningful impact. It pays to develop a good relationship with your legal services provider, so you can run issues by them as they arise.”
FLUID DYNAMICS
Sandile July, a director and the head of employment at Werksmans law rm, says the HR eld has become more legalised than ever, but the employee relations courses taken by HR practitioners sometimes fall short in
“You may nd different judgements coming from the same court, right until you get to the Labour Appeal Court or, in some cases, the Constitutional Court,” he says.
Changing social norms also necessitate different interpretations of the law. July cites the mooted amendments to the Employment Equity Act, which will affect far more businesses, as an example.
Fast fact
In 2025, the number one HR challenge faced by small and medium enterprises lies in navigating the compliance maze within South African Labour Law. Ultimately, South Africa’s labour compliance framework is robust and complex by design. For small businesses, staying compliant isn’t just about avoiding penalties; it’s about building a foundation for sustainable growth.
Source: https://hrspotcoza/9-critical-hrchallenges-facing-south-african-smes
“If you have a transgender employee who was born a man but now identi es as a woman, how does that impact the gender- representation targets you have to meet?” Complex issues such as this, he says, always require legal expertise to navigate safely.
ASSIGNING EMPLOYEE WELLBEING TO THE CORPORATE AGENDA
As much as 36 per cent of the South African workforce faces excessive daily stress. This can lead to burnout, which has a recovery period of up to two years. What can be done about this and its effect on national productivity, asks VANESSA ROGERS
People within the corporate environment, says psychologist and international speaker, Charissa Bloomberg, suffer burnout due to poor management, overwork, a toxic environment, ineffectual leadership, not being afforded a psychologically safe workspace, and not having trust built into their organisation’s culture.
“What inexperienced leaders in large organisations don’t realise is that once burnout begins to fester among their engine-room team, those who manage the essential day-to-day operations, it will impact the morale of other employees and overall organisational productivity, pro t and success. Should managerial action not be taken, those affected can suffer serious health events, such as heart attacks and strokes,” she suggests.
HOW RIFE IS BURNOUT IN THE WORKPLACE?
The World Health Organization (WHO) de nes burnout as “a syndrome resulting from chronic workplace stress that has not been successfully managed”.
In South Africa, approximately one in three employees experience symptoms of
burnout, reveals the South African Depression and Anxiety Group (SADAG), and 36 per cent of workers face excessive daily stress. Some 71 per cent of these are somewhat disengaged or even actively disengaged at work, according to a report from Stellenbosch Business School.
Contributing factors range from economic pressure and corporate restructuring to an “always-on” culture of availability where smart devices are never switched off. South African employees in middle and senior management roles are also often expected to perform at high levels with limited resources.
Furthermore, constant restructuring and cost-cutting can leave one person to do the work of two or three, resulting in unmanageable workloads that are unsustainable in the long run.
Paula Quinsee, founder and CEO of Engaged Humans, which builds engaged organisations by facilitating human connection, notes that the majority of managers and leaders are
underequipped to handle mental health issues effectively because they are largely struggling to manage their own wellbeing.
“Often, managers are promoted based on their technical expertise and performance, but not necessarily on their people-management skills. As a result, when employees raise issues of burnout or mental health challenges, managers don’t know how to handle this,” she says. “This creates an unsupportive environment that alienates struggling employees, and leads to disengagement and a high level of staff turnover.”
SUCCESS ON A SHOESTRING
While large corporations often have massive budgets to create a workplace that values wellbeing, it is still often the small yet authentic actions that have the biggest impact, reveals Quinsee.
Even on a shoestring budget, organisations can consider a few of the following:
• Manager training: teach managers to spot early signs of burnout, anxiety and depression, how to respond empathetically and recommend support structures.
• Digital screening advice: free apps and online self-assessment tools that employees can access to help them manage their wellbeing, with direct links to professional help.
• Onsite counselling: have counselling services easily available onsite.
• Normalising wellness conversations: encourage leaders to talk openly about mental health issues and to model the desired behaviour themselves to build psychological safety and remove stigma. “Embedding wellness into your company culture isn’t about ticking boxes. It’s about creating small, sustainable habits that prioritise people over processes. With creativity and intention,leaders and organisations (of all sizes) can create workplaces where wellbeing isn’t an extra, but rather an everyday experience.
“These efforts often resonate more with employees than expensive, outsourced programmes because when real wellness at work feels human, not corporate, it resonates deeper and has more impact,” concludes Quinsee.
Follow: Charissa Bloomberg @ www.linkedin.com/in/charissa-bloomberg-649a7878 Paula Quinsee @ www.linkedin.com/in/paulaquinsee
REMOTE IS ROUTINE, BUT INCLUSION IS STILL A CHOICE
Tools such as Webex and platforms like Pnet may power the hybrid office, but culture is still a leadership choice, writes BRENDON PETERSEN
Remote work may no longer be novel, but its challenges remain unresolved. As hybrid models solidify into long-term strategies, South African organisations are rethinking more than just infrastructure. They’re confronting deeper questions of inclusion, visibility and corporate identity.
“Hybrid work has become a competitive business strategy,” says Conwell Less, collaboration specialist at Cisco South Africa. “We’re well past the transitional phase.” Cisco, long an advocate for exible work, is positioning its Webex platform as central to the future of work – one de ned not only by location, but also by equity.
Yet the promise of hybrid work, exibility, autonomy and global reach, can mask its fault lines. One of the most persistent is the risk of “outsider syndrome”, where remote workers feel disconnected from decisions, opportunities and culture.
To combat this, Cisco has embedded inclusive design features across its platforms: equalised video layouts, hand-raising tools and integrated chat functions – all designed to ensure every participant is seen and heard.
“Belonging needs to be created with intention. It’s not just about having a seat at the virtual table; it’s about feeling like your input counts,” says Less.
While Cisco builds the technical framework for inclusive collaboration, talent platform Pnet is watching these shifts reshape South African hiring trends.
According to Pnet data, civil engineers, a critical skills category, are 84 per cent more likely to apply to direct employers with strong recruitment marketing, rather than through agencies. In a competitive market for talent, workplace exibility and clarity of purpose have become core differentiators.
“Candidates expect more than just job descriptions,” Pnet notes in a recent report. “Top talent wants to understand why they should choose your organisation over others.” Increasingly, that includes whether a company’s remote and hybrid policies align with their own values and lifestyle.
EMPLOYEE VALUE PROPOSITION
Pnet’s platform allows employers to de ne and promote their employee value proposition (EVP), a broader statement of what the company offers, from wellness bene ts to
exible work options. Those who do this well, Pnet reports, see a 61 per cent increase in application rates. But promises come with pressure: if the lived employee experience doesn’t match the EVP, trust erodes quickly.
“The biggest challenge lies within reality,” the Pnet team explains. “EVP is a promise. If the employee experience doesn’t match what was advertised, it can damage the brand’s credibility.”
For organisations navigating the hybrid shift, trust and culture are no longer just internal matters; they’re part of the employer brand. The digital workplace, however, has its own etiquette.
EMERGING NORMS
Cisco highlights emerging norms: being fully present during virtual meetings, avoiding multitasking, respecting boundaries outside working hours and using inclusive collaboration features such as Q&A and asynchronous feedback loops. These habits are not just technical adjustments; they re ect a cultural rewiring.
“In digital- rst environments, norms can be hard to pin down, but tools like Webex can help reinforce respectful, human-centred behaviours,” claims Less. Cisco’s emphasis on trust and transparency also extends to data use, advising clients to draw clear lines between insight and intrusion, especially as arti cial intelligence (AI) and analytics become more embedded in remote work tools.
Looking ahead, both Cisco and Pnet suggest the hybrid model will continue to evolve towards more outcome-driven work, AI-enabled collaboration and employee-centric workplace design. Of ces are likely to become hubs for collaboration, rather than mandatory spaces.
However, the technology alone is not enough. Whether through Webex’s encrypted collaboration tools or Pnet’s EVP-driven employer branding strategies, a common thread emerges: the future of work is hybrid, however, the work of inclusion, communication and culture must be continuous and deliberate.
As companies adapt, success will belong not to those who simply offer remote work, but to those who make every worker, everywhere, feel like they belong. Follow:
STAYING SKILLED IN A RAPIDLY EVOLVING WORLD
The
speed of technology advancement means that businesses have to be more agile in ensuring employees undergo continuous learning to keep their skills current, writes RODNEY WEIDEMANN
In his 2025 State of the Nation Address (SONA), President Cyril Ramaphosa said technology could transform the way government works and committed to investing in digital public infrastructure to give South Africans access to government services.
The Institute of Information Technology Professionals in South Africa (IITPSA) welcomed the emphasis on technology throughout the SONA 2025 address. The organisation noted that “the repeated mentions of ‘digital,’ ‘technology,’ ‘innovation,’ ‘AI,’ and ‘modernisation’ and related terms, underscore a clear understanding that South Africa’s future prosperity hinges on embracing digital transformation”.
IITPSA CEO Tony Parry explains: “The 2024 IITPSA ICT Skills Survey and Research Report
notes that ‘there is growing pressure on training institutions and employers to develop the ICT skills of graduating students and employees to meet the skills demand of the industry, in the face of the changing technology landscape’.”
It is the same across the country, the rapid pace of technological advancement, globalisation and changing market dynamics is reshaping the world of work and the skills needed to remain relevant.
STAYING AHEAD
Daniel Orelowitz, managing director at Training Force, says the acceleration of change in technology is proving quite frightening for most businesses today.
“It becomes tough for them, and their employees, to keep up because of the rapid rate of change. In the past, technology generally worked on cycles of three to ve years, but today, even
Fast fact
Skills development is important because it:
• Creates employment opportunities by increasing your employability.
• Promotes economic growth because the workforce is highly skilled.
• Ensures social inclusion of marginalised communities by helping them develop skills for the now and future.
• Fosters personal development and growth.
Source: SME South Africa
a year is a long time in technology terms. Therefore, it is imperative that companies create an ongoing learning environment within their day-to-day business,” he says.
“If they let their guard down and fail to update their employees’ skills regularly, they will nd that, within a couple of years, current skills have become obsolete. In today’s fast-paced environment, those businesses that cannot pivot to the latest technologies quickly get left behind.”
Orelowitz adds that creating such an environment starts at the top, the company needs to craft its culture of learning from the MD or CEO down. They should also consider teaming up with the right internal or external training partner to guide them on the right programmes to implement and how to make upskilling a part of their daily operations.
Anton Visser, Group COO of the SA Business School, agrees, pointing out that experts suggest that the key to individual success will be continuous learning and adaptability, while leveraging the power of technology and arti cial intelligence (AI) to augment skills and capabilities in virtually every job role.
“To stay competitive, businesses need workforces that are dynamic, resilient and equipped with future- t skills. Reskilling and upskilling your people
Daniel Orelowitz
Anton Visser
METHODS TO BOOST EMPLOYEE SKILLS
According to the Technology Higher Education Network South Africa (THENSA), organisations can leverage several methods to boost their employees’ skills:
• Digital learning platforms: the advent of digital learning platforms has transformed the traditional classroom setting. Adopting learning management systems that provide employees with access to course materials, online lectures, discussion forums and assessment tools enables a more flexible and accessible learning environment.
• Online and blended learning: the COVID-19 pandemic accelerated the adoption of online and blended learning models. Blended learning, which combines online and face-to-face instruction, offers the best of both worlds, ensuring continuity of skills development, even in challenging times.
• Virtual and augmented reality: virtual reality (VR) and augmented reality (AR) technologies are gaining traction as a new means of upskilling people. VR provides skills training courses with immersive simulations, enabling upskilling to take place at a virtual “coalface”. Similarly, AR applications are being used to offer employees more interactive and practical learning experiences.
while fostering a culture of innovation and continuous learning is the difference between business survival and obsolescence,” he says.
Visser suggests that few people today remember Kodak, Blackberry, Nokia or Blockbuster Video, despite these businesses being huge in the early 2000s.
“When you look at the rapid pace of change and the monumental shifts in
“DEVELOP TAILORED PROGRAMMES BASED ON THE SKILLS GAPS YOU IDENTIFY. THESE CUSTOMISED TRAINING MODULES SHOULD ADDRESS THE SPECIFIC NEEDS OF THE EMPLOYEES AND THE BUSINESS.” – ANTON VISSER
industries, the kind that drove these enterprises out of business, you’ll quickly realise, if you’re serious about business competitiveness and innovation, how critical it is to have an upskilling and reskilling strategy for your employees.”
THE RIGHT SKILLS, THE RIGHT STRATEGY
Orelowitz explains that, rstly, businesses need to determine where they lack speci c skills, and whether these are hard or soft.
“Technical skills relating to computers remain an issue with much of the workforce. This is because many of them grew up with little to no access to PCs, so a lack of exposure to the technology means they don’t have the relevant skills.”
He adds that soft skills are also an issue, as businesses need employees with critical thinking skills. Furthermore, he says, upskilling employees is only one part of the equation: it is equally crucial to develop retention plans.
“If an organisation is going to invest in upskilling or reskilling employees to bene t the business, it makes sense to nd ways to ensure the person is retained for a period for your business to gain value from its skills investment,” says Orelowitz.
Given the rapid pace of change and the consequent need for reskilling employees, Visser suggests that a commitment to continuous learning is a key performance indicator for businesses.
“There is a process we recommend that provides guidance on how to approach your reskilling or upskilling strategy as a continuum. To begin with, you should assess your organisational skills gaps by conducting skills audits and gap analyses. These will help you to identify current and future skills in the context of your organisation’s strategic goals,” he says.
“Secondly, develop tailored programmes based on the skills gaps you identify.
Follow: Daniel Orelowitz @ www.linkedin.com/in/danielorelowitz Anton Visser @ www.linkedin.com/in/anton-visser-za
These customised training modules should address the speci c needs of the employees and the business. Here, collaboration with accredited learning and development specialists is necessary to ensure quality, relevance and alignment with business objectives and individual career ambitions.”
Visser indicates that the next step is to encourage continuous learning by promoting a culture of ongoing improvement by supporting employees in pursuing formal and informal education, professional development and training. A robust and exible learning culture also helps employer brands to attract and retain top talent.
“It’s also important to commit to mentorship by pairing employees with mentors, coaches or guides, who can provide direction and share expertise. Businesses should also work to allay employee fears about technology. While AI will make some jobs redundant, employees must understand they have an opportunity to acquire new and essential skills that are unlikely to be replaced by AI anytime soon. “Finally, create clear career pathways that outline the progression from current roles to new or advanced positions. Communicate these pathways to employees and offer the necessary support and resources to help them navigate the journey. “In the end, the pros far outweigh any cons. By enhancing the skills and capabilities of your workforce, you create a springboard to increased innovation, productivity and competitiveness in an ever-evolving market,” concludes Visser.
Tony Parry @ www.linkedin.com/in/tonyparry
SOUTH AFRICA’S AI FUTURE HINGES ON SKILLS DEVELOPMENT
As AI adoption accelerates globally, South Africa faces the serious challenge of a shortage of AI-related skills, writes DRNTSAKO BALOYI, senior manager within the technology business at Accenture
The rapid development of arti cial intelligence (AI) is changing the way businesses operate, how consumers interact with technology and even how governments deliver services. Across industries, from banking, media, telecoms, mining and chemicals to public service, consumer goods and retail, AI is driving ef ciency, unlocking innovation and creating new opportunities.
Yet, as AI adoption accelerates globally, South Africa faces a serious challenge: a critical shortage of AI-related skills. Without urgent intervention, this gap threatens to limit the country’s competitiveness, widen inequality and leave millions of workers unprepared for the future. If AI is the engine of the next industrial revolution, skills are the fuel, and South Africa is running dangerously low.
A recent World Economic Forum report estimated that by 2025, half of all work activities could be automated by AI-driven processes. While this signals new opportunities, it also raises the alarm: workers who lack AI literacy will be left behind.
DEMAND OUTWEIGHS SKILLED PROFESSIONALS
South Africa is already struggling with high unemployment rates, particularly among young people. The AI-driven future presents a paradox: on one hand, AI and automation could replace many low-skilled jobs, and on the other, AI is creating new roles requiring specialised expertise, including data scientists, AI engineers, cybersecurity professionals and AI ethics specialists. The problem? South Africa does not have enough trained professionals to meet this demand.
Many HR departments struggle to ll AI-related positions due to a lack of quali ed talent. Multinational companies are either outsourcing AI-related work to more developed markets or paying a premium to recruit foreign talent. This is not a sustainable solution.
HOW TO RESOLVE THE PROBLEM
To prevent the AI revolution from deepening economic divides, South Africa must take a proactive approach to AI skills development. This requires a co-ordinated effort between government, businesses and educational institutions.
South Africa’s school and university curricula need a fundamental redesign to integrate AI literacy at all levels. Basic AI concepts, coding and data analysis should be introduced as early as high school. Universities and technical colleges must expand AI course offerings and integrate AI literacy into mainstream education, while offering specialised AI and machine learning courses.
SOUTH AFRICA’S SCHOOL AND UNIVERSITY CURRICULA NEED A FUNDAMENTAL REDESIGN TO INTEGRATE AI LITERACY AT ALL LEVELS.
Additionally, public-private partnerships can help create AI skills hubs in historically disadvantaged communities, ensuring AI literacy is not limited to privileged sectors of society.
HR must take the lead in AI upskilling by auditing its AI skills gaps and investing in targeted training programmes for employees across all levels. AI is not just for data scientists, it is increasingly relevant for marketing professionals, HR teams, nancial analysts and customer service representatives. However, the responsibility shouldn’t stop at internal teams.
Government and private-sector funding should be directed towards AI research hubs, scholarships and AI-focused boot camps to equip young professionals with in-demand skills.
Government must introduce AI-focused policy frameworks and nancial incentives to drive large-scale skills development. The South African government has an opportunity to drive AI upskilling by offering tax incentives to businesses that invest in AI training.
To ensure a more inclusive and future-ready workforce, companies should also invest in accessible AI education initiatives for the broader public, empowering communities with the skills needed to thrive in a digitally driven economy.
South African businesses should follow global best practices by partnering with AI training providers to offer microcredentials, mentorship programmes and hands-on AI projects.
THE TIME IS NOW
The AI revolution is here. The question is whether South Africa will seize the opportunity or be left behind. Businesses, educational institutions and government leaders must act now to ensure that AI skills development becomes a national priority.
South Africa has all the ingredients to build a thriving AI-powered economy if it makes the right investments today. The future is not waiting. It is time to bridge the AI skills gap and ensure South Africans are ready to shape, lead and bene t from the AI revolution.
Follow: Ntsako Baloyi @ www.linkedin.com/in/drntsakobaloyi
Dr Ntsako Baloyi
THE VITAL ROLE OF AI IN WORKPLACE TRANSFORMATION AND EMPOWERMENT
Embracing artificial intelligence is fundamentally about empowering people to work in a rapidly changing workplace, helping them to streamline processes, cut down on repetitive work, and free up skills for what matters most. By
DR CHRIS JARDINE, group CEO at Tsebo Investments
Arti cial intelligence (AI) can play a critical role in closing skills gaps and driving meaningful improvements in workplace ef ciency. AI offers enormous transformative potential across business functions and is a technology that should be implemented in a thoughtful, strategic and ethical manner.
Embracing AI is fundamentally about empowering people to work in a rapidly and radically changing workplace. Tsebo, for example, uses AI to streamline processes, cut down on repetitive work and free up people to focus on what matters most. We see AI as a tool to enhance human potential, not replace it.
The company’s AI journey began several years ago in its security division, Thorburn, with the introduction of AI-powered cameras and advanced monitoring systems to enhance safety. The early success of these tools quickly led to broader application across other parts of the business.
What began as a safety initiative has since evolved. AI is now an enabler of operational ef ciency and is moving into driving commercial outcomes for clients. These early implementations showcased AI’s immense potential, motivating further investment and integration across the business.
Since then, Tsebo has rolled out a selection of AI tools, including the built-in AI capabilities available across many of its systems, to assist its professional and operational teams. These are all underpinned by clear ethical guidelines to ensure responsible and effective use.
INTEGRATING AI THROUGHOUT THE OPERATIONS WILL BE KEY TO CLOSING CRITICAL SKILLS GAPS AND UNLOCKING MAJOR GAINS IN PRODUCTIVITY AND EFFECTIVENESS.
higher-value advisory and partnership roles for the rest of the business.
Sales and marketing harnesses AI tools for customer research, to unearth sector insights and plan bid approaches. Additionally, the use of AI extends to nance, compliance and audit, where AI-driven tools help simplify complex tasks. The common thread is clear: freeing up time and capacity so teams can focus on higher-impact work that drives real value across the organisation’s expansive operations.
EMPOWERING THE WORKFORCE
Integrating AI throughout the operations will be key to closing critical skills gaps and unlocking major gains in productivity and effectiveness. We are living through a seismic technological revolution – one that is reshaping not just how we work, but also how we think about work. This requires a holistic approach to change management and training, namely by empowering employees to navigate the transition con dently.
The organisation’s commitment to AI-driven empowerment was recently recognised with the prestigious global Next Practice Category: Empowering through AI award by the Top Employers Institute.
AI INTEGRATION ACROSS ALL BUSINESS AREAS
AI now plays an integral role across the business.
In human resources (HR), AI is used to streamline recruitment, support succession planning and enhance employee engagement, allowing HR professionals the space and headroom to focus on
For Tsebo, receiving this award underscores this dedication to empowering the workforce through responsible AI integration. The award further af rms its ongoing efforts to strengthen both its people and its business performance.
Looking to the future, our philosophy and approach is that we’re not just teaching our teams how to use AI tools; we’re building a mindset shift. This is about developing future-ready talent who can think critically, adapt quickly and work seamlessly in tandem with AI to deliver value. The future of business will ultimately be shaped by this powerful blend of human judgement and technological strength.
Dr Chris Jardine
talent loves company
How RMB’s unique talent programmes are solving for the future of banking
At RMB, talent is the ultimate differentiator and attracting exceptional individuals is only the beginning. The real potential of our people is unlocked through how they are nurtured, encouraged, challenged and empowered to thrive, writes DHARSHNI PADAYACHEE, head: DEI, wellbeing and young talent
When people join RMB, they don’t just join a company; they join a community that continuously strives for excellence and intelligent outperformance in all we do.
RMB’s unique talent programmes, Count CA, Class Of and RMB’s Graduate Programme, rede ne what it means to build a future-ready workforce through diverse experiences and accelerating careers in ways that are both tailored and bold.
COUNT CA, A ROTATIONAL PROGRAMME FOR NEWLY QUALIFIED CHARTERED ACCOUNTANTS
Celebrating its 10 th year, RMB’s Count CA programme offers outstanding newly quali ed chartered accountants a meaningful and accelerated entry into the world of corporate and investment banking. This two-year rotational experience immerses participants in core areas of the business, including investment banking, global markets, private equity, credit and nance.
It is a journey of self-directed growth, where participants are encouraged to shape their own paths, guided by their personal passions and business needs. They receive mentorship from leaders, gain exposure to real-world deals and are challenged to think critically and act boldly. The programme is designed for individuals who are not only technically pro cient, but also curious, perceptive and resilient.
The impact is tangible. Alumni of the programme have gone on to become transactors, credit analysts and nancial reporting specialists. The programme’s success is re ected not only in its retention rates, but also in the way business units across RMB actively seek out Count CA talent for strategic roles.
CLASS OF – WHERE MAVERICKS MEET OPPORTUNITY
The Class Of programme cultivates innovation through unstructured exploration and presents an unconventional career path into banking. This rotational programme is designed for experienced lateral thinkers and street-smart mavericks who have no prior nancial services experience.
There are no xed start dates or rigid frameworks. Instead, Class Of participants have the freedom to explore, rotate through departments and tailor their experiences over an average two to three years. With the support of a strong alumni network, our Class Of participants are immersed in the RMB culture from day one, gaining hands-on exposure across various teams while building their networks and personal brands. Each Class Of experience is designed speci cally for the individual.
What sets Class Of apart is its emphasis on diversity, not just of background, but also of thought. Ideal candidates possess insatiable curiosity and a fearless approach to problem-solving. They are individuals who see the art of the possible and aren’t afraid to challenge the status quo. They understand that their X factor is their edge and that discomfort breeds innovation and growth.
RMB’S GRADUATE PROGRAMME, OPEN TO OPEN MINDS
Our Graduate Programme is hands-on and personalised, setting us apart in the industry. We offer a combination of strategic design and immersive learning with an emphasis on real-world exposure. This programme blends technical training and experiential learning and provides access to thought leaders and alumni networks. Our graduates merge their intellectual curiosity with a bias for action and a collaborative spirit enabled by the RMB culture. This culminates in a permanent placement across key business areas at the end of the 12–18 month programme.
THE BOTTOM LINE
The success of these programmes lies not just in their design, but also in the strength of the culture underpinning them. RMB’s approach to talent is deeply human. It’s a place where people are empowered to thrive, challenge the conventional, embrace complexity and innovation and co-create sustainable solutions for clients. Our people take ownership of their careers and are supported by a culture of psychological safety, mentorship and personal accountability.
In a sector where talent wars are intensifying, RMB chooses to play a different game. We aren’t just hiring for skills; we cultivate potential because, at RMB, people empower possibilities.
OUR PEOPLE TAKE OWNERSHIP OF THEIR CAREERS AND ARE SUPPORTED BY A CULTURE OF PSYCHOLOGICAL SAFETY, MENTORSHIP
Dharshni Padayachee
NAVIGATING HARASSMENT IN THE MODERN WORKPLACE
The dangers of workplace harassment need to be handled carefully and considerately by human resource departments, writes ROSS HENDRIKS , civil and family law associate at SchoemanLaw Inc
In today’s complex work environment, ensuring a safe, digni ed and respectful atmosphere is a moral imperative and a legal necessity. Harassment, in its myriad forms, from overt physical aggression to subtle victimisation, undermines individual dignity and corrodes the fabric of the workplace.
At its core, harassment is de ned as unwanted conduct that impairs an individual’s dignity and creates a hostile or intimidating work environment. It encompasses behaviours that may be direct, where the conduct is clearly aimed at an individual, or indirect, where the cumulative effect of certain actions is equally detrimental.
Such behaviour need not be continuous or repetitive; even a single, serious incident may suf ce if its impact on the victim is profound. Importantly, harassment may occur regardless of whether it is expressly stated as unwelcome, as the focus is on the objective impact on the victim, evaluated by the “reasonable person” standard. Subtle forms of harassment can be particularly insidious.
psychological abuse, covert harassment, online harassment and cyberbullying, and intimidation and bullying.
Furthermore, harassment can be categorised based on the discriminatory grounds it targets, such as racial, ethnic, social origin or sexual orientation. The legal framework recognises that harassment on any prohibited or arbitrary ground under the Employment Equity Act constitutes a form of unfair discrimination.
Under the Employment Equity Act 55 of 1998, harassment is explicitly recognised as a form of unfair discrimination, rendering employers accountable for ensuring a harassment-free workplace.
The Code of Good Practice not only expands the understanding of harassment beyond its previous narrow focus on sexual misconduct, but also provides comprehensive guidance on the policies and procedures required to eliminate all forms of harassment.
Employers are legally bound to:
• Conduct proactive risk assessments.
to workplace misconduct. Such a policy must clearly articulate that harassment, including acts of violence, will not be tolerated and that any grievance will be addressed with the utmost con dentiality and sensitivity.
When an allegation of harassment is raised, employers must undertake a thorough investigation, engaging all relevant parties in a manner that preserves con dentiality and ensures impartiality.
Whether the complaint originates from an employee, a job seeker or an external party, the duty to investigate remains paramount. In cases where the investigation substantiates the complaint, employers must take swift remedial action to eliminate the harassment and prevent its recurrence.
ELIMINATING HARASSMENT IN THE WORKPLACE IS NOT MERELY A STATUTORY OBLIGATION, BUT A CRITICAL COMPONENT OF FOSTERING AN ENVIRONMENT WHERE DIGNITY, RESPECT AND EQUALITY PREVAIL.
Failure to adequately address harassment can result in severe consequences, including the imposition of damages or compensation, and potential claims for constructive dismissal if an employee is forced to resign due to victimisation.
Examples include assigning menial tasks, relocating employees to inferior workspaces or ostracising individuals from social or professional activities. These actions, though seemingly benign in isolation, can collectively contribute to an environment of humiliation and professional isolation, thereby constituting a breach of workplace dignity.
• Review and update policies.
• Educate and train employees to gain an understanding of their rights and responsibilities.
Eliminating harassment in the workplace is not merely a statutory obligation, but a critical component of fostering an environment where dignity, respect and equality prevail.
WIDE SCOPE
thereby constituting a breach of
The scope of harassment is broad and multifaceted. The Code of Good Practice on the Prevention and Elimination of Harassment in the Workplace recognises a diverse array of behaviours, including physical harassment, verbal bullying,
• Establish dedicated resources to investigate claims of harassment. These obligations are underscored by the broader duty imposed on employers to provide a safe working environment, free from violence as well as subtle forms of harassment that erode employee dignity and wellbeing.
Employers must embrace a comprehensive approach, spanning risk assessment, policy review, employee education and prompt investigative procedures, to pre-empt and address any conduct that undermines the integrity of the workplace.
STRONG POLICY
A robust harassment policy is the cornerstone of an effective response
By rigorously adhering to the guidelines in the Employment Equity Act and the Code of Good Practice, HR departments can ensure every employee is afforded the right to work in an environment free from any form of harassment or discrimination.
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Ross Hendriks
