Human resources experts have said that Africa with its diverse cultures, people, agility, resilience, and creativity as well as its appetite to contribute to the global economy, makes it the perfect choice for businesses looking to grow and expand their services on the continent and further afield.
They stated this at a recent panel discussion of Mondelēz International (parent company of Cadbury Nigeria Plc), and Top Employers’ Institute. Both Mondelēz South Africa and Cadbury Nigeria are certified as Top Employers in Africa.
The discussion also touched on the skills needed to operate in a work environment that is characterised by the fourth industrial revolution. A Top Employer Report suggests that critical skills in this milieu include critical thinking, resilience, flexibility, and emotional intelligence, which can be developed via personalised leadership programmes.
Speaking at the event, human resources director of Vodacom South Africa, Njabulo Mashigo said Africa’s demographic dividend and diversity is key to developing a global talent pool for the future. “Africa’s demographic dividend places it at an advantage.
Mashigo added: With a massive pool of diverse and talented young people, businesses are spoilt for choice when it comes to selecting and developing the leaders of tomorrow. “Corporates, governments and educational institutions need to work collaboratively to develop the skills needed to take the continent forward.”
Keshnie Martin, head, Human Resources at Accenture, Africa agreed stating that “Young talent in Africa exists. It just needs opportunities and investment to flourish.” In addition, Martin said Africa’s diversity affords it a competitive edge in respect of the global economy.
People Lead, Sub-Saharan Africa at Mondelēz International, Cebile Xulu, said
“Not only is the continent developing pockets of technological excellence and innovation, but its agricultural capital has the potential to help address food insecurity worldwide.”
Sadly, much of Africa’s talent leaves the continent to pursue opportunities elsewhere. The reasons for this vary, from safety and security concerns to political instability, and better prospects for education elsewhere. Many do, however, make their way back to the continent, bringing with them new skills and expertise.
Panelists suggested a “best of both worlds” approach, with the emphasis on sharing, not competing. They interrogated how to approach skills transfer in a mutually beneficial way by exporting African talent to the rest of the world, but also learning from other more developed markets to nurture local talent that is retained on the continent.
This can be through the many multinationals that establish offices in Africa.
“While they might bring global talent to the continent when they start out, it is important that they ensure skills transfer to local talent within a stipulated time frame and put succession plans for local talent in place for a more sustainable approach,” suggested Martin.
Panelists also touched on ways of accommodating the younger generation in the workplace, suggesting that leadership structures be more agile and consider their preference for hybrid work, “gig” or project work, and side hustles.
Xulu emphasised that “Young people want to be acknowledged and heard. Their career trajectories are made up of shorter tenures than traditional roles. They also want to make meaningful contributions to their workplaces. As such, leaders need to embrace their differences and adjust their leadership styles to make the most of this young workforces’ desire to do good.”
Xulu reiterated that a collaborative approach was needed to promote young talent on the continent. “Only through strategic partnerships with governments, multinationals and local businesses can we come up with viable solutions to upskill young talent, expose them to the world of work, and retain them on our amazing continent.”BY CHIMA AKWAJA, Lagos
Human resources experts have said that Africa with its diverse cultures, people, agility, resilience, and creativity as well as its appetite to contribute to the global economy, makes it the perfect choice for businesses looking to grow and expand their services on the continent and further afield.
They stated this at a recent panel discussion of Mondelēz International (parent company of Cadbury Nigeria Plc), and Top Employers’ Institute. Both Mondelēz South Africa and Cadbury Nigeria are certified as Top Employers in Africa.
The discussion also touched on the skills needed to operate in a work environment that is characterised by the fourth industrial revolution. A Top Employer Report suggests that critical skills in this milieu include critical thinking, resilience, flexibility, and emotional intelligence, which can be developed via personalised leadership programmes.
Speaking at the event, human resources director of Vodacom South Africa, Njabulo Mashigo said Africa’s demographic dividend and diversity is key to developing a global talent pool for the future. “Africa’s demographic dividend places it at an advantage.
Mashigo added: With a massive pool of diverse and talented young people, businesses are spoilt for choice when it comes to selecting and developing the leaders of tomorrow. “Corporates, governments and educational institutions need to work collaboratively to develop the skills needed to take the continent forward.”
Keshnie Martin, head, Human Resources at Accenture, Africa agreed stating that “Young talent in Africa exists. It just needs opportunities and investment to flourish.” In addition, Martin said Africa’s diversity affords it a competitive edge in respect of the global economy.
People Lead, Sub-Saharan Africa at Mondelēz International, Cebile Xulu, said
“Not only is the continent developing pockets of technological excellence and innovation, but its agricultural capital has the potential to help address food insecurity worldwide.”
Sadly, much of Africa’s talent leaves the continent to pursue opportunities elsewhere. The reasons for this vary, from safety and security concerns to political instability, and better prospects for education elsewhere. Many do, however, make their way back to the continent, bringing with them new skills and expertise.
Panelists suggested a “best of both worlds” approach, with the emphasis on sharing, not competing. They interrogated how to approach skills transfer in a mutually beneficial way by exporting African talent to the rest of the world, but also learning from other more developed markets to nurture local talent that is retained on the continent. This can be through the many multinationals that establish offices in Africa.
“While they might bring global talent to the continent when they start out, it is important that they ensure skills transfer to local talent within a stipulated time frame and put succession plans for local talent in place for a more sustainable approach,” suggested Martin.
Panelists also touched on ways of accommodating the younger generation in the workplace, suggesting that leadership structures be more agile and consider their preference for hybrid work, “gig” or project work, and side hustles.
Xulu emphasised that “Young people want to be acknowledged and heard. Their career trajectories are made up of shorter tenures than traditional roles. They also want to make meaningful contributions to their workplaces. As such, leaders need to embrace their differences and adjust their leadership styles to make the most of this young workforces’ desire to do good.”
Xulu reiterated that a collaborative approach was needed to promote young talent on the continent. “Only through strategic partnerships with governments, multinationals and local businesses can we come up with viable solutions to upskill young talent, expose them to the world of work, and retain them on our amazing continent.”
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