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Why Engineering Contractors Are Vital for Infrastructure Projects

Fri, 20 Jun 2025 12:02:03 GMT

Engineering Contractors Are Vital for Infrastructure Projects

When you think of infrastructure—roads, railways, power plants, water systems—it’s easy to picture the concrete, the steel, the end result. But what you’re really looking at is the product of precise engineering. Behind every bridge that holds, every pipeline that flows, and every fibre network that connects is a team of engineers who’ve turned complexity into reality.

And in most major infrastructure projects today, many of those engineers aren’t permanent staff. They’re contractors—skilled professionals brought in for a specific phase, purpose, or problem.

At Network Contracting Solutions, we’ve seen firsthand how engineering contractors help projects move faster, smarter, and more cost-effectively. Whether you’re expanding the grid, launching a large-scale civil works programme, or upgrading rail systems, here’s why contractors are often the unsung heroes behind the build.

Infrastructure Is Complex—Engineering Makes It Work

Modern infrastructure isn’t simple. These projects can span multiple years, regions, disciplines, and regulatory frameworks. They require civil engineers to plan foundational layouts, mechanical engineers to manage moving parts, electrical engineers to power it all, and structural engineers to make sure everything stands strong.

More importantly, they require the right skills at the right time—not just from a single permanent team, but from flexible, high-performing specialists who can step in as needed.

That’s where engineering contractors come in. They fill gaps, respond to changing project scopes, and bring in-depth expertise—without adding long-term employment overheads.

Why Contractors Make Sense for Project Success

Bringing contractors into your infrastructure project isn’t just a staffing decision. It’s a strategic advantage .

Flexibility in Project Execution

Contractors can be onboarded quickly—often within days.
They’re scalable: ramp up when the project peaks; scale down when things quieten.
No need for lengthy hiring cycles or long-term HR commitments.
Ideal for meeting tight delivery windows, fluctuating budgets, or unexpected challenges.

Cost Control and Budget Management

Contractors are typically paid per project or milestone—making costs easier to track.
You avoid long-term benefits costs (think pensions, paid leave, training budgets).
More transparency and predictability in project budgeting.
Particularly helpful when funding is tied to delivery phases or external grants.

Specialised Expertise, On-Demand

Contractors often bring highly specific technical experience: CAD for civil infrastructure, PLC programming for industrial plants, compliance knowledge for public works.
Many have worked across multiple large-scale projects—they bring practical insights, not just theory.
You can bring in senior specialists for audits, troubleshooting, or temporary leadership roles without long-term commitment.

Industries That Rely Heavily on Engineering Contractors

Infrastructure touches nearly every part of the economy—and across sectors, engineering contractors are helping to deliver major change.

Here’s where they’re making the biggest impact:

Construction & Infrastructure Development : Think roads, bridges, stormwater systems, and public buildings. Contractors handle everything from initial site design to final safety checks.
Energy & Utilities : Power plants, solar and wind farms, electrical substations, and national grid upgrades—these projects need specialist electrical and mechanical engineering support at every step.
Mining & Industrial : From conveyor systems to processing plants, mining projects rely on contractors for both equipment design and environmental compliance.
Telecommunications : As South Africa accelerates fibre rollout and preps for 5G, engineering contractors are key in designing, testing, and installing network infrastructure.
Transport & Rail : Contractors are frequently involved in rolling stock upgrades, track refurbishments, signalling integration, and large-scale maintenance planning.

The thread across all of these? Contractors bring the skills and the speed that help move the work forward.

How to Choose the Right Engineering Contractor>

Not all contractors are created equal. To get real value, you need the right fit for your project, timeline, and team. Here’s what we recommend:

Work with a specialist recruitment partner like Network Contracting Solutions who understands the engineering world inside and out.
Check for certifications and professional registration , such as ECSA for engineers in South Africa. It’s a baseline for quality and accountability.
Prioritise project experience , not just qualifications. Someone who’s worked on five infrastructure rollouts will often spot problems faster than someone with just textbook knowledge.
Ensure alignment on project scope, timelines, and communication expectations before the work begins.
Don’t ignore soft skills —especially for multi-disciplinary projects. You want contractors who are not just brilliant engineers, but also great collaborators and adaptable thinkers.

Need help getting started? Submit your project spec here , and we’ll help you build the right team.

Frequently Asked Questions

What do engineering contractors actually do?

Engineering contractors provide hands-on technical expertise for infrastructure projects on a contract basis. This includes everything from design and drafting to implementation, compliance, and quality assurance.

Which sectors use engineering contractors most?

Sectors like construction, mining, energy, telecoms, and transport all rely on contract engineers to deliver specialised tasks within strict timelines and budgets.

What certifications should engineering contractors have?

At minimum, a recognised engineering qualification (degree or diploma) is needed, along with professional registration—such as ECSA in South Africa. Experience on similar infrastructure projects is also essential.

Bringing It All Together

Infrastructure projects are massive undertakings—and they don’t wait. Whether it’s a new build or a major upgrade, success hinges on getting the right people in place, fast.

Engineering contractors offer that edge : niche skills, proven experience, and the flexibility to meet complex demands without delay.

At Network Contracting Solutions, we know how to match the right talent to the right project. Visit our services page to learn more—or submit your staffing request today.

Let’s help you deliver what’s next.

Safety and Compliance for Engineering Contractors

Fri, 20 Jun 2025 11:15:19 GMT

Learn Safety and Compliance for Engineering Contractors

Engineering is not a desk job. It’s a boots-on-the-ground kind of business—especially when you're dealing with construction sites, power stations, mining ops, or civil infrastructure builds. And while project delivery is always top of mind, safety and compliance are the real foundation everything rests on.

Whether you’re hiring for a short-term shutdown or a long-term upgrade, overlooking safety credentials can cost you more than just delays. You’re looking at legal liabilities, financial penalties, and—worst of all—potential harm to people.

So let’s talk about what compliance really means in engineering contracting, how to ensure your team meets the mark, and how we at Network Contracting Solutions help you avoid costly mistakes.

Why Safety and Compliance Aren’t Optional

In engineering, risk comes with the territory—high-voltage equipment, heavy machinery, hazardous materials, working at heights, and time-critical environments.

But risk mismanaged ? That’s a whole different problem.

Here’s what’s on the line:

Legal consequences – Employers are still responsible for contractor safety under South Africa’s Occupational Health and Safety Act (OHSA).
Financial setbacks – One non-compliance incident can halt a site, void insurance, and rack up major fines.
Reputational damage – In engineering, word travels fast. A safety lapse today can make future tenders harder to win.

Contractors don’t just need the technical skills—they need to know the rules and respect the rules . And you need to be confident they’ll do exactly that.

What “Compliance” Really Means in Engineering

Compliance isn’t just red tape or tick boxes. It’s about ensuring that everyone on-site—whether full-time staff or external contractors—is working within safe, regulated boundaries.

In an engineering context, compliance includes:

Adhering to South Africa’s OHSA and Construction Regulations
Following SANS (South African National Standards) for equipment, design, and process
Meeting industry-specific safety expectations for mining, energy, civil works, and more
Maintaining valid certifications and licences relevant to the job at hand

More and more companies are using compliance as a differentiator . It’s no longer just about filling roles. It’s about filling them right .

South African Safety Standards: What You Need to Know

If you’re hiring engineering contractors, here’s the minimum your team should be aware of:

OHSA (Occupational Health and Safety Act) – The foundation of all workplace safety law in South Africa
Construction Regulations (2014) – Specific rules around site access, fall protection, scaffolding, and equipment use
SANS standards – Technical specifications covering everything from welding procedures to electrical systems
ISO 45001 – The global benchmark for occupational health and safety management systems

Depending on the sector, there may be additional requirements. For example:

Mining – Contractors need Mine Health and Safety Act (MHSA) compliance and may need mine-specific inductions.
Energy – High-voltage and working-at-height certifications are non-negotiable.
Civil engineering – Road closures, trenching, and confined space protocols all require documented compliance.

What Are Your Responsibilities as an Employer?

Just because someone is a contractor doesn’t mean you’re off the hook.

Under OHSA, you’re still legally responsible for creating a safe working environment. That includes:

Providing a site-specific safety induction
Making sure contractors understand and follow your internal safety policies
Giving them access to relevant risk assessments and emergency protocols

If an incident happens and a contractor wasn’t adequately trained or informed—you’ll be the one answering questions.

How to Vet Engineering Contractors for Safety

Don’t assume a candidate “probably” has the right paperwork. Ask for it. Review it. And verify it.

Here’s what you should look for:

Certifications like:
Working at Heights
Confined Space Entry
SHE Rep (Safety, Health & Environment Representative)
First Aid and Firefighting Level 1
Track record of incident-free projects
Up-to-date training records , especially if the contractor is returning to site after a break
Proof of compliance with sector-specific safety protocols

Network Contracting Solutions will help here—because we do this vetting for you, before you even see the CV.

Risk Mitigation Starts Before the Job Starts

Hiring contractors without a safety strategy is like building a bridge without a blueprint. You might get lucky—but chances are, you won’t.

Set yourself up for success with:

Written safety policies in every contract – including disciplinary procedures for non-compliance
Detailed onboarding checklists – from PPE requirements to permit-to-work procedures
Ongoing compliance monitoring – toolbox talks, audits, refresher training, and real-time check-ins

This is not a “set and forget” exercise. Safety is a culture, not a document.

How We Help You Stay Compliant

At Network Contracting Solutions, we don’t just find the right person—we find the right person with the right paperwork .

Our contractor safety process includes:

Pre-placement vetting of all safety credentials and experience
Ensuring up-to-date compliance with industry regulations
Ongoing access to training and refresher programmes
Support for clients during audits or incident investigations

The result? You get peace of mind. And your project keeps moving forward—safely.

Ready to hire with confidence? Submit your job spec , and we’ll take it from there.

Frequently Asked Questions

What safety protocols must engineers follow?

Protocols depend on the role, but often include PPE usage, equipment handling, confined space entry, electrical lockout procedures, and working at heights standards.

How is compliance verified when hiring contractors?

Through documented certifications, safety training records, incident reports, and vetting by staffing agencies like Network Contracting .

What liabilities do I carry with contractors?

Even with external hires, you’re responsible for ensuring your site is safe, your induction is thorough, and all contractors comply with OHSA regulations.

Safety Isn’t Optional. It’s Operational.

In engineering, nothing happens without people—and nothing should happen without safety.

When you work with Network Contracting Solutions, you get more than talent. You get risk-reduced, regulation-ready, safety-conscious professionals who know how to deliver without cutting corners.

Need help finding contractors who tick every box? Talk to us —we’ll help you build your team with safety front and centre.

How to Source Niche Engineering Talent in South Africa

Fri, 20 Jun 2025 10:46:33 GMT

Source Niche Engineering Talent in South Africa

Finding great engineering talent is tough. Finding niche engineering talent? That’s a whole different level of tricky.

If you’ve ever tried to recruit a PLC programmer with solar experience, or a mechanical engineer who’s worked on mining automation in the Karoo, you’ll know exactly what we’re talking about. South Africa is packed with infrastructure potential—but our specialist talent pool? Not quite as overflowing.

So, how do you find those rare unicorns? The ones with the right mix of skills, experience, and the ability to hit the ground running?

We’ve put together a practical, straight-talking guide to help you track down the experts you need—and avoid wasting time sifting through CVs that just don’t cut it.

The Niche Talent Gap: Why It’s a Real Headache

Let’s paint the picture.

South Africa is investing heavily in sectors like:

Renewable energy (think solar farms and wind turbines out in the Northern Cape)
Smart mining (automation, data, and AI)
National infrastructure (bridges, roads, waterworks, you name it)
Heavy industry and manufacturing (process engineering, plant maintenance)

But here’s the catch: these sectors need engineers who are highly specialised —and there just aren’t enough of them locally.

Even when the skill exists, many of our top professionals have been snapped up by international companies, lured by foreign contracts and bigger paycheques. Others simply don’t show up on traditional job boards because they’re already working, freelancing, or only open to project-based gigs.

In the meantime, projects stall. Teams scramble. And hiring managers are left trying to match urgent roles with a shrinking shortlist.

The Big Challenges in Finding These Unicorns

We won’t sugar-coat it. If you’re sourcing niche engineering talent, you’re up against a few hurdles:

Not enough local supply: The pipeline of qualified engineers with the right experience isn’t as strong as it should be.
Brain drain is real: Many senior engineers are working abroad or consulting globally.
CVs can be misleading: A flashy resumé doesn’t always translate to practical, hands-on know-how.
You can’t wing it on compliance: For certain projects, especially in energy, mining or public infrastructure, your hires must tick regulatory boxes—no shortcuts.

You can’t afford to “see how it goes.” You need to be intentional. Smart. Strategic. And fast.

So, Where Do You Actually Find These People?

Let’s get into the good stuff. Here’s where we’ve seen the best success in finding specialist engineers for contract and project-based work.

Tap Into Industry Networks (Not Just LinkedIn)

If you’re only looking on big job boards, you’re missing out. Many top-tier engineers are connected through professional networks, not traditional platforms.

Here’s where to look:

ECSA (Engineering Council of South Africa) – the gold standard for verified professionals.
SAIEE for electrical engineers, SAIChE for chemical engineers, and similar industry bodies.
University alumni groups – especially from Stellenbosch, Wits, UCT, and Pretoria. These are rich with experienced specialists who may be open to short-term contracts or advisory roles.
Industry events and conferences – don’t underestimate the value of panel talks, webinars, and even speaker lists.

Pro tip: Check out publications and technical white papers. If someone’s writing about transformer design or AI in mining logistics, chances are—they know their stuff.

Use a Specialist Engineering Staffing Partner

There’s a reason why businesses come to Network Contracting when the roles get technical and the timelines get tight.

Here’s what you get when you go with a specialist agency:

Access to a “hidden” talent pool – Engineers who aren’t job-hunting but are open to the right opportunity
Deep vetting – We understand what makes a piping engineer great versus good. We don’t just forward CVs—we qualify candidates based on real project experience
Faster onboarding – Contractors can start immediately, and because they’re used to short-term projects, there’s minimal hand-holding required
Less admin for you – Contracts, compliance, payroll—we’ve got it covered

Need help right now? Submit your job spec , and we’ll get cracking.

How to Vet Candidates Like a Pro

Not sure if the person on paper is the person you want in the field? Use these tricks of the trade.

Skip vague interview questions. Instead, ask them to walk you through a real project they’ve worked on—and what went wrong.
Give them a practical test. Nothing too fancy—a short technical problem, a fault-finding challenge, or a scenario they might face on your site.
Test for communication and teamwork. Especially important if they’re joining a multi-disciplinary team for a time-sensitive build.
Always check certifications. Especially for regulatory-heavy industries, confirm ECSA registration, health and safety credentials, and sector-specific licences.
Call the references. And ask the right questions: Would you rehire this person? Did they deliver on time? Did they own their part of the project?

Frequently Asked Questions

Where can I find specialist engineers in South Africa?

Industry networks, ECSA directories, and working with a technical staffing partner like Network Contracting are your best bets. Don’t rely on LinkedIn alone.

How do I assess niche engineering skills properly?

Focus on project walk-throughs , technical tests , and real-world problem-solving . Theoretical knowledge is great, but delivery is better.

What makes an engineering contractor dependable?

Look for experience on similar projects, solid references, a clear understanding of deadlines, and the ability to slot into an existing team fast.

Talent is Rare—But Not Impossible to Find

Sourcing niche engineering talent isn’t just a recruitment task—it’s a business-critical function. The wrong hire can delay an entire phase of development. The right one? They keep the whole machine running.

The key is to look beyond surface-level CVs. Go deeper. Be intentional. And when in doubt, work with people who live and breathe this space.

Need help today? Submit your spec and let’s find the experts you need to deliver, on time and on budget.

Top Skills You Need for Your Next Engineering or IT Project

Fri, 20 Jun 2025 10:26:16 GMT

Skills You Need for Your Next Engineering or IT Project

We’ve all been there. You’ve scoped your project, set the timelines, and locked in your budget. But when it comes time to execute—something’s missing. Maybe the code’s not quite right. Maybe the systems don’t talk to each other. Or maybe the team’s just not gelling.

It’s rarely about effort. More often, it comes down to skills —or rather, having the right ones at the right time.

At Network Contracting Solutions , we specialise in connecting businesses with top-tier IT and engineering contractors. We’ve seen what separates a smooth, successful delivery from a painfully delayed one. And it usually comes down to the people you bring on board.

So let’s unpack the real-world skills that drive project success—whether you’re building a new platform, launching a plant upgrade, or rolling out an infrastructure refresh.

Why Skills Are the Cornerstone of Project Success

Engineering and IT projects are getting more complex. You’re balancing stakeholder expectations, changing technologies, and delivery pressure—all while trying to stay under budget.

One wrong hire? It can stall the whole project.

That’s why more companies are turning to contract specialists —experienced professionals who can parachute in, get up to speed fast, and add immediate value. But not just anyone will do. You need talent that’s technically sharp and a great fit for your team culture and project goals.

That’s what this guide is all about: helping you identify the skills that matter most —and how to find them.

What Makes a “High-Impact” Contractor?

A high-impact contractor doesn’t just do the job. They change the game.

They’re:

Adaptable: Able to work within your systems, your tools, and your way of working.
Self-managed: Independent thinkers who can take ownership of tasks from day one.
Outcome-focused: Results matter. They deliver work that supports your broader business objectives.

But the best ones also bring something you can’t always teach:

Clear communicators: They keep you in the loop without needing constant prompting.
Strong collaborators: They work well across departments, no matter the structure.
Naturally curious: Always learning, always improving.

When technical know-how is paired with these soft skills, the results speak for themselves.

The Most In-Demand Contract Roles Right Now

Project needs vary—but there are some standout roles that consistently deliver value across sectors. Whether you’re designing infrastructure, migrating to the cloud, or analysing real-time data, these are the contractors you’ll likely need.

Engineering Project Talent:

Project Engineers
Mechanical and Electrical Engineers
Civil or Structural Engineers
CAD Technicians and Designers

IT Project Specialists:

Software Developers (front-end, back-end, full-stack)
Data Analysts and Data Engineers
Infrastructure and Network Engineers
Cybersecurity and DevOps Professionals

Fast-moving projects often depend on contractors who can plug into a team quickly and take responsibility for specialist tasks. These are the people who drive real delivery—especially under tight deadlines.

The Technical Skills Employers Value Most

What technical skills should be non-negotiables for your project team? It depends on your sector and goals—but here’s where we see consistent demand:

Top Engineering Skills:

CAD and design software proficiency
Systems integration and configuration
Safety, compliance, and regulatory knowledge
Quality assurance and control processes

Top IT Skills:

Cloud platform expertise (AWS, Azure, Google Cloud)
Full-stack development and API integrations
Cybersecurity best practices
Automation and DevOps pipelines

Bonus Skills That Add Extra Value:

Agile project delivery methods
Technical documentation and stakeholder reporting
Business process optimisation

When you combine hard technical skills with cross-functional competencies like Agile, stakeholder engagement, or regulatory expertise, you get a contractor who can operate confidently in a high-pressure environment.

How to Source and Vet the Right Contractors

Sourcing isn’t the hard part—it’s sourcing well that matters. CVs can only tell you so much.

Working with a niche recruitment partner like Network Contracting Solutions gives you access to pre-vetted specialists who have already proven themselves in the field.

Here’s how we approach vetting:

We run project-specific technical assessments
We review real-world portfolios and GitHub contributions
We verify relevant certifications and industry training
We speak directly with former clients and references

And just as importantly, we look for cultural and team alignment. The best fit isn’t just about skills—it’s about how someone works with your people and your processes.

If you're unsure whether you need a contractor or a permanent hire, we can help you weigh up the flexibility and cost implications. Want a head start? Submit your job spec here .

How to Avoid Skills Gaps That Derail Your Project

It’s surprisingly common for a project to stall because one core skill is missing. Sometimes it’s a specialist language no one on the team knows. Other times, it’s simply not having anyone who understands regulatory compliance or system integration at scale.

To avoid this:

Audit your team’s existing skill sets and experience
Clearly define project roles before you bring contractors on board
Align scope of work with the capabilities of your internal and external teams
Provide focused onboarding to help contractors understand your systems and stakeholders

Too often, businesses assume contractors will simply “figure it out.” But investing a little time upfront can prevent costly misalignment later.

Why Partnering with Experts Matters

You can find people. Or you can find the right people. There’s a big difference.

When you partner with a specialist like Network Contracting Solutions , you get access to decades of experience in technical hiring. You also get:

A fast shortlist of contract professionals matched to your brief
Transparent insights into availability, rates, and market conditions
Support with onboarding, project planning, and compliance

We’re not generalists. We live and breathe engineering and IT placements—and that means we can help you avoid costly missteps and get your project off the ground faster.

Ready to build your project team? Submit your staffing request here and we’ll take it from there.

Frequently Asked Questions

Which contract roles are critical for engineering or IT projects?

It depends on the project scope, but common roles include developers, engineers, analysts, designers, and infrastructure or DevOps experts.

Where can I find pre-vetted contractors for short-term or project work?

Specialist agencies like Network Contracting Solutions help you access reliable, experienced contractors quickly.

How do I assess contractor skills and suitability for my project?

Use a combination of CV screening, technical tests, project reviews, and guidance from a trusted recruiter with industry experience.

Getting your project over the line isn’t about luck—it’s about building the right team, with the right skills, at the right time.

Whether you’re planning a major rollout, a short-term fix, or something in between, bringing in the right contract talent could make all the difference.

Let’s find the skills your project needs to succeed. Visit Network Contracting Solutions or submit your job spec today—we’re ready to help you deliver.

Project Staffing Models: Which One Is Right for You?

Fri, 20 Jun 2025 10:05:19 GMT

Which Model Is Right for You?

When a big project lands on your desk, your first thought is probably: “Do we have the people to pull this off?”

It’s a question businesses across industries face time and time again. Projects don’t wait for you to hire, onboard, or train. They demand speed, precision, and the right talent—right now. That’s why choosing the right project staffing model isn’t just a logistical decision. It’s a strategic one.

At Network Contracting Solutions, we work with organisations that need to scale fast, deliver efficiently, and stay flexible—all without compromising on quality. And that all starts with selecting the right staffing model.

Let’s walk you through what project staffing actually means, the different ways to approach it, and how to know which model will get you across the finish line.

What Is Project Staffing?

Project staffing is the process of bringing in professionals on a temporary basis to support specific projects. These aren’t permanent hires—they’re specialists who jump in, do the job, and move on once the project is complete.

If you’ve ever needed a business analyst to help implement new software, or a compliance specialist to get you through an audit, you’ve already brushed up against project staffing.

It’s ideal for:

Fast-paced industries where priorities shift quickly
Teams that need to plug a short-term skills gap
Projects with fixed scopes and deadlines

And it’s very different from permanent recruitment. This is not about finding someone to grow with the company long-term—it’s about bringing in the right person, at the right time, for the right task.

Want to see how this works in action? Take a look at our project staffing services.

3 Types of Project Staffing Models

Here’s where things get interesting. Not every project needs the same approach to hiring. Some are better served by a short-term contract. Others call for a full, outsourced team. What matters is understanding your needs before you choose your model.

Let’s look at the three most common approaches:

1. Time-Based Staffing

You bring in someone for a fixed period—say, three or six months. This model is all about speed and flexibility.

Best for:

Supporting your existing team during peak periods
Covering for maternity leave or sabbaticals
Projects with unclear deliverables but tight timeframes

Why it works:

You can scale up or down quickly
Onboarding is fast
It buys you breathing room

Watch out for:

You’ll need to manage output internally
Less performance accountability unless clearly defined upfront

2. Milestone-Based Staffing

Here, you hire based on deliverables—specific outcomes that need to be achieved by a set time. It’s a focused, results-driven model.

Best for:

Projects with clearly defined scopes and timelines
Teams that want measurable accountability
Phased rollouts or implementation stages

Why it works:

Keeps everyone aligned around outcomes
Helps track performance along the way

Watch out for:

Requires good planning up front
Needs structured project management from day one

3. Full Project Team Outsourcing

You hand over the entire project to an external partner. They supply and manage the team, oversee delivery, and report back with results.

Best for:

Complex or large-scale projects
Businesses facing skill shortages internally
Projects that need to hit the ground running

Why it works:

Turnkey delivery
Deep access to niche or specialised expertise
Frees up your internal team to focus elsewhere

Watch out for:

Can come with a higher cost
You’ll have less day-to-day control

How to Choose the Right Model

Still unsure? That’s completely normal. Choosing the right model isn’t about guessing—it’s about asking the right questions:

How complex is the project?
Do we have the internal capacity to manage new team members?
What’s our timeline—and is it fixed or flexible?
Do we want tight oversight or a hands-off approach?
What level of accountability matters most for this project?

Once you’ve got answers to those, your path usually becomes clearer. And if it doesn’t? That’s where we come in.

Submit your job spec and we’ll help you design a staffing approach that actually works—for your team, your budget, and your deadlines.

Get It Right from the Start

A project is only as strong as the team behind it. And the wrong staffing model can create unnecessary delays, added costs, or a mismatch of skills.

At Network Contracting Solutions , we know the pressures businesses face when time is tight and expectations are high. Whether you need one expert, a handful of specialists, or an entire outsourced team, we’ll help you make the smart hire—and the smart decision.

Visit our homepage to learn more, or get in touch to start building a project team that delivers.

Frequently Asked Questions

What is project staffing?

It’s the process of hiring skilled professionals on a short-term basis to support specific business projects. These are not permanent hires—they’re brought in for their expertise, then move on once the job is done.

What are the benefits of temporary project hires?

They allow you to scale quickly, control costs, and access niche skills—without the long-term commitment or delays of traditional hiring.

 When should I consider project-based hiring?

Anytime you have a fixed project deadline, a skill gap in your team, or too many competing priorities internally. Project staffing helps you stay agile and on track.

Need a little help choosing the right model? Submit your job spec here , and let’s build something exceptional—together.

How to Manage a Contract-Based Project Team

Fri, 20 Jun 2025 09:52:56 GMT

Manage a Contract-Based Project Team

When deadlines are tight and resources are stretched, building a contract-based project team isn’t just a plan B—it’s often the best plan full stop.

From IT and engineering to finance and compliance, more companies are turning to contract talent to get critical work done. And it makes sense. Contractors bring in-demand skills, fresh perspective, and serious agility—without the long-term overhead of permanent hires.

But once your team’s in place, the real work begins: managing them in a way that’s clear, motivating, and keeps everyone moving in the same direction.

That’s where we come in. At Network Contracting Solutions , we’ve helped countless businesses build and manage successful project-based teams. Here’s what we’ve learnt—and what you should keep in mind to get the most out of yours.

The Rise of Contract-Based Teams

It’s not a passing trend. Contract staffing is growing fast—and for good reason.

More projects today require niche skills, tight timelines, and flexible ways of working. That’s where contractors shine. They can be brought in when needed, contribute high-value expertise, and move on once the job is done.

Businesses are using contract teams to:

Scale up quickly without long-term commitments
Fill gaps where permanent talent is hard to find
Manage costs more effectively, especially in uncertain markets

Short-term or long-term, full-time or fractional—there’s no one-size-fits-all. It’s about matching the right type of contract to the scope and pace of the project.

If you need help figuring that out, we’re here to guide you .

The Real Challenges of Managing Contract-Based Teams

Contract teams don’t come with the usual rituals—no first-day lunches, no company merch, no long-term development plans. But they still need a solid structure to succeed.

Here are a few challenges to keep in mind:

Getting them up to speed
Contractors need a focused, no-fluff onboarding. Share your tools, processes, and expectations upfront so they can hit the ground running.
Working remotely (or hybrid)
Many contractors work offsite. That means you’ll need clear communication, shared schedules, and the right tools to stay connected.
Tracking progress and outcomes
Since contractors aren’t part of your formal performance system, regular check-ins and clearly defined deliverables are essential.
Keeping motivation high
You can’t lean on team socials or long-term incentives. Instead, focus on clarity, autonomy, and showing appreciation for good work.

Communication & Expectations: What Actually Works

Most project hiccups happen because expectations weren’t clear from the start. Avoid that trap with a few best practices:

Set the scene early
Be clear on what success looks like. Define deliverables, deadlines, and the purpose of the work.
Put it in writing
Your contract should cover the basics—scope, payment terms, project length—but it should also outline communication expectations and review cycles.
Have regular check-ins
Weekly updates are usually enough. Keep them short, focused, and consistent.
Build trust and autonomy
You hired specialists—let them be specialists. Micromanaging won’t get you better results; trust and clarity will.

Aligning Contractors with Timelines and Deliverables

Even the best teams can go off-track if project timing isn’t handled carefully.

Here’s what helps:

Phase the work
Break the project into stages and assign contractors based on their strengths and availability.
Plan for the unexpected
Give yourself some wiggle room—people get sick, tools break, briefs change. Build that flexibility into your timeline.
Assign a project lead
Whether it’s someone internal or a senior contractor, you need one person to own delivery and keep everyone moving together.

Why a Specialist Staffing Partner Makes a Big Difference

Managing a contract-based project team can get complicated quickly—especially if you’re trying to do it all yourself.

That’s where partnering with a specialist agency like Network Contracting changes the game. We help you:

Find pre-vetted professionals with the right experience
Match contractors to the exact needs of your project
Reduce admin and risk with a managed service provider (MSP) model

In other words, we take the guesswork—and the paperwork—off your plate.

Need help building your team? Send us your job spec , and we’ll get started.

Frequently Asked Questions

How do I manage multiple contractors effectively?

Create a structure. Assign clear roles, use simple workflows, and put someone in charge of coordination.

How can I make sure contractors stick to project timelines?

Break the project into phases, agree on deliverables, and have regular (but light-touch) check-ins to keep things moving.

Managing a contract-based project team doesn’t have to be complicated. With the right tools, clear expectations, and a partner who knows what they’re doing, you can build a team that delivers fast, delivers well, and delivers again.

Need to find your next project pro? Let’s make it happen.

Building a Scalable Staffing Strategy for Growth

Mon, 02 Jun 2025 07:15:40 GMT

In a high-growth business like yours, it’s not just about hiring fast—it’s about hiring smart. Businesses expanding rapidly often find themselves under pressure to scale teams while maintaining productivity and quality. This is where a scalable staffing strategy becomes essential. Flexible recruitment models can help businesses respond quickly to change, fill skill gaps, and stay competitive. At Network Contracting Solutions , we help organisations do just that—by building staffing solutions designed for agility and growth.

Understanding Staffing Needs in High-Growth Environments

What exactly qualifies as a high-growth business? Think startups scaling into new markets, established companies launching new product lines, or enterprises ramping up project teams. In all these cases, hiring needs become both unpredictable and urgent.

Unfortunately, traditional recruitment models often struggle to keep up. Long hiring cycles, rigid contracts, and one-size-fits-all approaches simply don’t meet the demands of fast-moving businesses. That’s why scalable staffing solutions that adapt to your business tempo are vital.

The Benefits of Flexible Staffing Models

Flexible staffing models offer a responsive alternative to fixed hiring plans. Whether it’s contract work, temporary staff, or project-based recruitment, these approaches provide clear advantages:

Faster hiring turnarounds
Lower overhead costs
Scalable resources based on project or seasonal demand

Industries like IT, engineering, and finance are increasingly turning to flexible recruitment solutions to balance cost-efficiency with quality. Contract professionals allow businesses to bring in specialised skills exactly when they’re needed—without overcommitting on headcount.

Aligning Recruitment Models with Business Strategy

Sustainable growth doesn't happen by chance—it’s the result of aligning talent acquisition with your broader business objectives. The most successful companies treat recruitment as a strategic function, not a reactive one.

To do this effectively, HR, talent teams, and business leaders must collaborate on core workforce planning activities, including:

Demand Forecasting:
Anticipate future hiring needs based on projected business activity, market trends, and internal capacity. Accurate forecasting allows you to avoid costly delays and seize opportunities when they arise.
Skills Mapping:
Identify the capabilities your teams need to deliver on business priorities—both now and in the future. This ensures you’re not just filling roles, but building the right mix of skills to stay competitive.
Resource Planning:
Allocate recruitment efforts and budgets efficiently across departments, regions, or time periods based on your company’s evolving strategy.

Why flexibility matters:

Business needs shift—new contracts land, market conditions change, and growth plans accelerate. A rigid recruitment approach can slow you down. That’s why flexible staffing models are key. Whether you’re scaling up quickly for a major client or entering a new region, agile hiring strategies allow you to respond with speed and precision.

At Network Contracting Solutions , we specialise in recruitment solutions that evolve with your business. From short-term contract placements to long-term talent partnerships, we ensure that the right people are in the right roles at the right time—so your business doesn’t miss a beat.

If you’re ready to start aligning your recruitment with your business strategy, submit your job spec here and let our specialists take care of the details.

Tech and Tools to Support Scalable Talent Management

Scalability isn’t just about headcount—it’s about having the right tools to manage that headcount effectively. From applicant tracking systems to AI-driven candidate sourcing, technology enables faster decision-making and better talent outcomes.

At Network Contracting Solutions, we combine data-driven recruitment with automation tools to streamline onboarding, compliance, and payroll. Our goal is to make scalable talent management both efficient and transparent for our clients.

Why Partner with Network Contracting Solutions

When you're preparing for growth, you need a recruitment partner who understands your pace. At Network Contracting Solutions , we offer:

Deep experience in contract, project-based, and international staffing
Flexible recruitment models tailored to dynamic hiring demands
End-to-end solutions—from sourcing to payroll and compliance

Whether you're hiring for a three-month project or building a cross-functional team for global expansion, we’ll help you scale with confidence.

A scalable staffing strategy isn’t just a nice-to-have—it’s a growth enabler. It helps you stay agile, control costs, and hire talent that drives your business forward. Ready to rethink your recruitment approach? Partner with Network Contracting Solutions and unlock the power of flexible staffing for lasting success.

Frequently Asked Questions

What is a scalable staffing strategy?
A scalable staffing strategy is a recruitment approach that adjusts with your business growth, using flexible hiring models to meet shifting talent needs.
Why is scalability important in high-growth environments?
Scalability ensures that hiring keeps pace with business expansion, enabling faster time-to-market and reduced operational strain.
What are flexible staffing models?
These include contract staffing, temporary roles, and project-based hiring—offering businesses the ability to scale up or down as needed.
How does flexible job recruitment differ from traditional hiring?
Unlike traditional hiring, which often focuses on permanent placements, flexible recruitment emphasises agility, short-term commitments, and specialised talent.
What recruitment models are best for a growing business?
Contract and project-based models are ideal for growing companies needing quick access to specific skill sets without long-term obligations.

What to Look for in a Recruitment Partner

Mon, 02 Jun 2025 07:10:42 GMT

Hiring isn't just about filling seats—it’s about building a strong, sustainable team that can drive your business forward. And the recruitment partner you choose can either streamline that process or slow you down.

There’s a big difference between a generic recruiting agency and a true strategic employment partner. While one might send you a stack of CVs, the other understands your business goals, anticipates workforce needs, and actively helps you plan for long-term success.

At Network Contracting Solutions , we specialise in helping companies do just that. Our tailored recruitment services go beyond the basics—offering niche expertise, talent alignment, and hands-on support across industries.

The Strategic Role of a Recruitment Partner

Here’s a hiring truth: the term “recruiter” is evolving. Businesses need more than a service provider—they need a hiring partner who can contribute to workforce strategy.

This shift from transactional hiring to proactive talent planning changes the game. A true recruitment partner:

Aligns hiring with long-term business goals
Provides market intelligence and skills forecasting
Helps reduce turnover through better candidate matching
Supports growth with agile talent solutions

That’s the kind of partnership Network Contracting Solutions brings to the table—especially when scaling teams quickly, managing contract talent, or expanding into new markets.

Recruitment Agency Criteria: What to Look For

When evaluating a potential recruitment partner, keep these key traits in mind:

Sector specialisation: A generalist recruiter won’t know the nuances of your industry. Look for niche expertise tailored to your business.
Pre-vetted talent pools: Speed matters. Agencies that maintain ready-to-deploy talent reduce your time-to-fill significantly.
Compliance know-how: Labour laws and regulations can be complex. The right agency ensures every hire is compliant and contract-ready.
Local knowledge with national reach: Especially if you’re operating across South Africa, your partner should understand regional hiring challenges and trends.

At Network Contracting Solutions, our recruiters don’t just tick boxes—we work as an extension of your team, providing expert staffing across IT, finance, engineering, healthcare, and more.

KPIs and SLAs: Setting Clear Expectations

Any solid recruitment relationship is built on accountability—and that starts with the right performance metrics.

Some of the most important KPIs to track include:

Time-to-fill: How quickly are positions being filled?
Quality-of-hire: Are candidates performing and staying in their roles?
Retention rates: Are placements long-term, or are you rehiring too soon?

By setting clear Service Level Agreements (SLAs), both you and your recruiting partner can align on what success looks like—whether that’s quicker turnaround times, better talent retention, or reduced hiring costs.

Interview Questions to Ask a Potential Partner

Not sure how to evaluate a recruiting agency? Choosing the right partner is critical to securing top talent efficiently and cost-effectively. Asking the right questions can help you separate the contenders from the true experts. Here are a few insightful questions—and why they matter:

1. “How do you source and vet talent?”
This question digs into the agency’s recruitment process. Are they relying solely on job boards, or do they proactively search through networks, referrals, and passive candidates? Also, ask how they assess skills and culture fit—do they use skills testing, structured interviews, or background checks? A strong partner should be able to describe a robust, multi-layered vetting process.

2. “What industries do you specialise in?”
Not all recruiters are created equal. Industry specialisation means the agency understands the nuances of your sector—whether it’s compliance requirements, niche skill sets, or evolving market trends. This translates into faster placements and better long-term fits.

3. “Can you provide recent case studies or references?”
Proof matters. Ask for examples of successful placements or client partnerships. Case studies show how the agency solves real-world hiring challenges, while references can give you unfiltered feedback about their responsiveness, professionalism, and results.

4. “What kind of candidate experience do you offer?”
A great candidate experience enhances your brand and increases the likelihood that top candidates will accept your offers. Find out how the agency communicates with candidates, how transparent they are about the hiring process, and how they maintain engagement throughout.

Asking these questions not only helps you compare different recruitment options—it also reveals which agencies are true partners, offering transparency, tailored solutions, and ongoing support beyond the initial hire.

Network Contracting Solutions checks every box. We’re happy to share success stories that show how we’ve helped clients streamline their staffing and reduce time-to-hire without compromising on quality.

Why Network Contracting Solutions Is the Right Recruitment Partner

Here’s what makes us stand out:

Proven track record in contract, project-based, and international staffing
Agile recruitment models that adjust to your current and future needs
Hands-on, specialist recruiters who understand your industry
Measurable success , with KPIs and SLAs that keep us accountable

Make the Right Choice

Choosing a recruitment partner is more than a short-term fix—it’s a long-term strategic move. The right agency brings alignment, efficiency, and a shared commitment to building high-performing teams.

Partner with Network Contracting Solutions and discover how tailored recruitment support can power your business forward.

Frequently Asked Questions

What is a recruitment partner, and how is it different from a traditional recruiting agency?
A recruitment partner works with you long-term, offering strategic support, market insight, and candidate alignment—far beyond what a CV-sending agency does.
What recruitment agency criteria should I consider when choosing a partner?
Look for niche expertise, pre-vetted talent, proven results, and a collaborative approach focused on your business goals.
How do I know if a recruitment partner is the right fit for my business?
Evaluate their experience in your industry, ask for client references, and review their performance metrics and service guarantees.
Why should I choose Network Contracting Solutions as my recruitment partner?
We offer specialised support, measurable results, and a flexible hiring approach that aligns with your operational and strategic needs.
Can a recruitment partner help with contract and project-based staffing too?
Absolutely. Network Contracting Solutions has extensive experience in contract staffing, project-based recruitment, and international talent solutions.

 Need help making your next great hire? Submit your job spec and experience the difference of a true recruitment partner.

Cost-Efficient Staffing: Quality Without Compromise

Mon, 02 Jun 2025 07:06:01 GMT

Every vacant seat on your team represents lost productivity - and every mis-hire can carry hidden costs that ripple through your organisation. That’s why smart companies are adopting more efficient hiring strategies and staffing models that combine the immediacy of contract talent with the stability of permanent hires.

At Network Contracting Solutions , we specialise in tailored recruitment services that streamline your hiring process and dramatically reduce your total cost-per-hire - without ever sacrificing quality.

Let’s take a closer look at how to improve your staffing efficiency.

Understanding Staffing vs. Recruitment

Staffing focuses on filling immediate , often short-term needs through contractors and temp roles. It gives you the agility to scale up or down on demand.
Recruitment casts a wider net, aiming to build long-term, cultural-fit teams through direct hires.

Why it matters:

Choosing purely permanent recruitment can introduce overheads like lengthy interviews, training costs, and benefit administration. On the other hand, relying solely on contract staffing may leave gaps in institutional knowledge.

By blending both approaches—partnering with a trusted staffing agency—you gain flexibility and long-term stability. Explore our full suite of services to see how we can tailor this balance for your business.

Hidden Cost Drivers in Hiring: What You Should Know

Many organisations underestimate the true expense of hiring mistakes:

Bad hires can cost up to 30% of a new hire’s first-year salary due to productivity losses, retraining, and disruptions.
Slow onboarding delays project momentum and drains team morale.
Unfilled positions leave teams stretched and strategic goals unmet.

Efficient hiring through a staffing partner significantly reduces these risks. With better time-to-hire and role alignment, businesses see faster results and better retention.

Value-Added Services from Professional Staffing Agencies

When you work with Network Contracting Solutions , you’re not just getting CVs:

Pre-vetted talent pools ensure that every candidate presented is already assessed for skills, experience, and cultural fit.
Industry-specific expertise means we understand your business environment and can source candidates with relevant qualifications fast.
Compliance and payroll support removes legal and operational burdens from your internal teams.
Reduced hiring risk through replacement guarantees and flexible engagement terms gives you peace of mind.

These services go far beyond simple recruitment—they provide strategic hiring support that enhances your operations and saves both time and money.

ROI Considerations: The Business Case for Outsourcing Recruitment

Outsourcing your recruitment function isn’t just a cost-saving measure—it’s a strategic move that can deliver measurable returns across your hiring lifecycle.

Compared to traditional in-house hiring models, outsourced recruitment offers a faster, leaner, and more scalable approach. You gain access to expert recruiters, streamlined processes, and advanced sourcing tools—without the overhead of building and managing a full-time talent acquisition team.

Here’s how outsourcing recruitment drives real ROI:

Reduced Time-to-Hire:
Delays in hiring can cost businesses thousands in lost productivity. An experienced recruitment partner like Network Contracting Solutions leverages pre-vetted talent pools, efficient screening methods, and proactive outreach to reduce time-to-hire by weeks—so critical roles don’t remain vacant.
Improved Candidate Fit and Lower Turnover:
As mentioned, hiring the wrong person is costly. With tailored vetting processes, role-specific insights, and a deep understanding of culture fit, outsourced recruiters improve match quality—leading to better retention, stronger performance, and lower rehiring costs.
Scalable Hiring During Growth Phases:
Need to scale quickly for a new project or expansion? Outsourced recruitment provides the agility to ramp up or down based on your needs—without overburdening your internal team. This flexibility is especially valuable in high-growth or seasonal environments.
Operational Efficiency and Cost Predictability:
Recruitment partners bring technology, data, and structured workflows that minimise administrative burdens, reduce advertising spend, and improve the overall hiring experience for candidates and hiring managers alike. With transparent pricing models, you gain better control over recruitment budgets.

Crafting an Effective Staffing Strategy for Long-Term Success

Want to future-proof your hiring strategy? Here’s how:

Use workforce data to anticipate skills gaps and build proactive hiring plans.
Adopt hybrid staffing models that combine permanent and contract hires based on project and business needs.
Maintain a talent pipeline so you’re never starting from scratch when a key role opens.
Partner with a trusted staffing agency like Network Contracting Solutions for ongoing support, market insights, and immediate access to pre-screened talent.

If you're ready to enhance your staffing efficiency, submit your job spec and we’ll take care of the rest.

Smart Hiring is Strategic Hiring

Ultimately, staffing should be a strategic investment—not just an operational cost. With Network Contracting Solutions, you gain a recruitment partner that understands your business goals and delivers high-quality candidates quickly, efficiently, and cost-effectively.

From tailored recruitment solutions to fully managed contract staffing, we help companies access top-tier talent without the usual hiring headaches.

Frequently Asked Questions

What are the benefits of using a staffing agency like Network Contracting Solutions?
You gain access to pre-vetted talent, industry insight, compliance support, and faster, more accurate hiring processes—all of which translate into cost savings and performance gains.
How can I reduce staffing costs without compromising on quality?
Focus on efficient hiring methods, adopt flexible workforce models, and work with an agency that offers scalable, role-specific solutions.
What’s the difference between recruitment and staffing?
Recruitment focuses on permanent, long-term hires. Staffing involves short-term, contract, or project-based roles that provide agility.
Is outsourced recruitment more cost-effective than hiring in-house?
In many cases, yes. Outsourced recruitment reduces overhead, improves time-to-hire, and offers access to broader talent networks.
What industries does Network Contracting Solutions specialise in?
We work across IT, finance, engineering, healthcare, HR, and more—providing expert staffing tailored to each sector’s unique needs.

Let’s take the pressure off your hiring process. Submit your job spec today and discover how smart, cost-efficient staffing can transform your business.

Most in Demand Contracting Jobs in IT

Thu, 20 Mar 2025 09:23:01 GMT

As businesses face pressure to innovate quickly, the demand for specialised IT skills is higher than ever. However, hiring full-time employees for every need isn't always the most effective approach.

If you need to be agile, but highly effective in your hiring, contractors offer a unique advantage, enabling you to access the expertise you need, exactly when you need it, without the constraints of permanent hiring processes.

This means that you can unlock a powerful, already experienced resource to drive innovation, streamline operations, and tackle IT projects with speed and precision. In this article, we’ll take a closer look at the most in-demand IT contractor roles and how you can make the most of this growing pool of contracting talent.

Why Businesses Are Turning to IT Contractors

Businesses are increasingly choosing IT contractors for several key reasons:

Cost-Effectiveness : Contractors allow companies to tap into top IT talent without the overhead costs of full-time employees, such as benefits and training. This results in significant savings.
Flexibility : With contractors, businesses can scale teams up or down depending on project needs, ensuring they only pay for the expertise they require at any given time.
Specialised Expertise : Contractors bring niche skills that may not be available internally, filling gaps in areas like data analysis, cybersecurity, and system optimisation.
Faster Project Turnaround : Due to top-level experience, contractors are often able to work more efficiently, helping businesses meet deadlines and accelerate project completion without the need for internal training that may bottleneck timelines.

Most In-Demand IT Jobs for Contractors

As businesses’ IT needs grow more complex, certain roles are becoming more essential. Here are the top IT contracting jobs currently in demand in South Africa:

Data Analysts

With data being a key driver of business decisions, the demand for skilled data analysts is high.

Why Data Analysis Matters : Data analysts help businesses transform raw data into actionable insights, enabling data-driven decisions that can propel growth.
How Contractors Add Value :
Data-Driven Decision-Making : They provide insights that guide strategic business choices.
Trend Identification and Forecasting : They uncover emerging patterns and predict market shifts.
Business Intelligence Enhancement : Analysts contribute to better decision-making by offering deeper insights into operations.

IT Managers

Contracted IT managers are vital for businesses undergoing digital transformation or looking to optimise their IT infrastructure.

How IT Managers Help :
Aligning IT with Business Goals : They ensure IT strategies support overall business objectives.
Optimising Infrastructure : IT managers streamline systems, ensuring efficiency and scalability.
Cybersecurity and Risk Management : They implement the systems that safeguard businesses from potential threats and ensure robust cybersecurity practices.

Business Analysts

Acting as the link between technical teams and business stakeholders, analysts help organisations implement efficient processes, drive digital transformation, and enhance overall performance.

How Business Analysts Drive Success

Optimising Workflows – By evaluating current operations, Business Analysts identify inefficiencies and recommend process improvements that enhance productivity and reduce costs.

Software and ERP Implementation – They facilitate the seamless integration of new technologies, ensuring that software solutions meet business needs and deliver maximum value.
Enhancing Project Execution – Business Analysts improve communication between IT and business teams, ensuring project goals are met on time and within budget. Their strategic input helps organisations navigate change with minimal disruption.

How to Find and Hire the Right IT Contractors

To find the best IT contractors, you should focus on these strategies:

Where to Find IT Contractors : Partner with Network Contracting Solutions, to gain access to a curated pool of highly skilled IT professionals.
Key Considerations When Hiring :
Technical Expertise : Ensure contractors possess the specific skills needed for your project.
Industry Experience : Contractors with a background in your sector will better understand your challenges.
Proven Track Record : Look for candidates with a successful history of completing similar projects.

How IT Contracting Improves Business Efficiency

By engaging contractors, you’ll see immediate improvements in efficiency and productivity:

Reduced Downtime : With skilled contractors on board, businesses can minimise disruptions and maintain smooth operations.
Increased Speed : Contractors’ specialised expertise leads to quicker project completions, allowing businesses to stay ahead of competitors.

Benefits of Contracting through Network Contracting Solutions:

Vetted Professionals : We ensure that all contractors are thoroughly screened for expertise and reliability.
Tailored Solutions : We customise our recruitment to meet your unique business needs.
Seamless Integration : We ensure that our contractors integrate quickly into existing teams, ensuring minimal disruption.

Contact Network Contracting Solutions for Top-Tier IT Contractors

IT contracting in South Africa is more than just a cost-effective solution; it’s a smart business strategy. Whether you need a data analyst, IT manager, or business analyst, contractors provide the flexibility, expertise, and speed required to drive success, without the constraints and lengthy commitment of permanent hiring.

Get in touch with us today to access the best IT contractors for your business needs.

Top Finance Contractor Opportunities for Businesses

Thu, 20 Mar 2025 08:54:41 GMT

The Growing Demand for Finance Contractors in South Africa

As businesses face increasingly complex financial landscapes, the demand for flexible, high-level expertise has skyrocketed. In South Africa, companies are moving away from traditional full-time finance roles and embracing the agility of finance contractors. These professionals bring specialised skills to the table, helping businesses navigate everything from strategic planning to compliance—without the long-term commitment or overhead costs of permanent staff. The growing reliance on finance contractors isn’t just a trend; it’s a strategic shift that offers, you, the business owner the ability to scale your financial capabilities on demand. Let’s delve a little deeper.

Top Finance Jobs for Contractors

Finance contractors play a crucial role in modern businesses, offering specialised skills that drive financial stability and strategic decision-making. Here are some of the most in-demand finance contract roles in South Africa:

Financial Manager

A contracted Financial Manager provides high-level financial oversight without the long-term commitment of a full-time executive. These professionals are instrumental in:

Strategic Financial Planning: Aligning financial strategies with business objectives to drive growth.
Budgeting and Forecasting: Managing budgets and predicting future financial performance.
Cash Flow Management and Risk Mitigation: Ensuring liquidity while identifying and minimising financial risks.

Financial Accountant

Financial Accountants ensure businesses maintain accurate financial records and remain compliant with tax laws. Their responsibilities include:

Maintaining Financial Statements: Preparing and reviewing balance sheets, profit and loss statements, and cash flow reports.
Tax Compliance and Regulatory Reporting: Managing tax obligations and ensuring adherence to South African financial regulations.
Supporting Audits and Internal Controls: Assisting with audits and maintaining robust financial controls.

Other High-Demand Finance Contractor Roles

Management Accountant: Transforms financial data into actionable business insights.
Credit Controller: Manages cash flow, reduces debt risk, and ensures timely payments.
Payroll Specialist: Oversees payroll processing while ensuring tax and labour law compliance.
Risk and Compliance Specialist: Helps businesses adhere to financial regulations and mitigate risks.

How Finance Contractors Improve Business Efficiency

Bringing in finance contractors is more than just a staffing decision—it’s a strategic move that enhances business efficiency.

Cost Savings: Companies reduce overhead by eliminating full-time salaries while still accessing top-tier financial expertise.
Expert Guidance: Contractors bring specialised financial knowledge that strengthens decision-making.
Regulatory Compliance: Keeping up with tax laws and financial regulations becomes easier with experienced professionals ensuring compliance.
Improved Decision-Making: Data-driven financial insights support better business strategies and long-term planning.

How to Find and Hire the Right Finance Contractors

Sourcing skilled finance contractors requires a strategic approach to ensure you get the right expertise for your business needs. When you’re looking to hire finance contractors, you must focus on key factors when evaluating finance professionals to guarantee efficiency and compliance. Here’s what they are:

Key Hiring Factors

Proven experience in budgeting, compliance, and financial reporting.
Strong industry knowledge with the ability to adapt to different financial environments.
A track record of success in specific financial sectors.

Why Choose Network Contracting Solutions for Finance Contractors?

By partnering with Network Contracting Solutions , we will ensure you get the following in your hiring experience:

Pre-Vetted Finance Professionals: Highly skilled contractors ready for placement.
Tailored Recruitment Solutions: Custom hiring strategies based on specific business needs.
Seamless Onboarding: Efficient integration into existing finance teams.
Reduced Hiring Risks: Expert screening and placement ensure quality hires.

Find the Right Finance Contractor Today

With the demand for finance contractors growing in South Africa, you have the opportunity to strengthen your financial functions without long-term commitments.

Network Contracting Solutions will match the right people, with your business need.

Contact us today to find top finance contractors for your business.

Running a Company Based on Strong Values

Thu, 20 Mar 2025 08:45:55 GMT

When you run your business based on a series of strong values, you instil confidence in your brand. At Network Contracting Solutions, we believe in our dedication to our values because it helps us grow and develop as a company and a culture. We would encourage all businesses to also adopt a set of personal values that will help guide you to the heights that you aspire to. So, what are some of our values and why do we believe in them with such conviction?

Connecting Businesses with the Best Contractors

This is the staple around which Network Contracting Solutions has oriented itself. This is our primary goal and our business, but other than that, it serves as an important business value that we wish to embody. We want to build a collaborative relationship between the many businesses who have decided to trust us and the contractors who we have brought on board as our top talent and the lifeblood of every industry under the sun.

When we search for the best contractors, we do so by undertaking a rigorous vetting process to ensure that only the best of the best manage to make it through. Human resources are the most important part of any business because, without workers, every business would grind to a halt. So, we strive to find the contractors that will benefit companies the most, and we want to connect those two groups together to ensure that they have a positive and fulfilling relationship with one another.

Maintaining a Mindful, Transparent, and Human-Centred Business

Every business is ultimately there to do one thing, and that is to make a profit. However, we need to remember that businesses are also run, and patronised, by human beings. This is why we need to have a human-centred business that understands that people must serve as the primary focus of our business. However, what does putting humans at the centre actually mean for us in our day-to-day operations?

Some of the most basic elements are enshrined within Network Contracting Solutions’ values. We strive to be transparent and mindful. We do not want to be an opaque company that does not show, explain, or explore any of its inner workings. We want you to understand how we work so that we can do it better. This also means that we need to remain mindful of our clients and our contractors. We must always remember them and their place within our organisation.

Building a Sense of Respect and Fairness with Businesses and Contractors

Our contractors are the most important part of our business at Network Contracting Solutions. Your workers should also be the most important part of your business. But what does it mean to see them as the most important? Well, it means that they need to be treated with respect and fairness. They need to be treated as human beings who are professionals in their field and their concerns should be taken to heart and responded to fairly and equally.

This goes for the businesses we work with too. All businesses are run by people, and every person wants to be granted the same basic respect and fairness that we give to others. So, whenever we work with anyone, whether they are a company or contractor, we will treat them with respect and fairness, and we implore others to do the same.

We Will Always Do What We Say We Will Do

One of the best policies is honesty. It’s pretty much a cliché at this point, isn’t it? Honesty is the best policy! How very true. However, that means that we, as a company, need to always do what we say we will do. We need to be honest and transparent about our decisions and processes. We want you and anyone else we work with to be able to trust us, and that means doing what we say we’ll do!

This may seem like a very obvious thing to suggest, but there is often a lot of animosity, especially by consumers, with regard to how businesses often conduct themselves. They don’t trust that a business will be honest with them. So, that means we should work even harder to earn the respect that we may otherwise think we deserve. Show your clients that you care about them and will always deliver what you promise, and you will have consumer trust like never before.

Why Our Values Are So Important To Us

We all have values! The person reading this and the person writing it. We all have our personal values, and we don’t usually proclaim those values. However, a company isn’t like a person. For a business to demonstrate its dedication to its values, those values need to be put front and centre. They need to be on full display for all to see! And we at Network Contracting Solutions have always displayed our values and done our best to live up to them. So, if you want a recruitment company that cares about its values, you can get in touch with us and start a value-filled relationship.

Labour Shortages in IT and Finance Affects South Africa’s Growth

Thu, 20 Mar 2025 08:45:49 GMT

South Africa's labour market is currently facing significant challenges due to a critical shortage of skills across various sectors. Some of the most notable of these sectors include IT and Finance. Shortages like this impact business and ultimately lead to negative effects on South Africa’s GDP.

Which Economic Sectors Are Lacking?

CareerJunction’s latest Employment Insights Report showed higher demand for workers in the IT and Finance sectors. However, the scarcity of skilled professionals is not limited to South Africa alone. The phenomenon has become global. For instance, European countries like Germany are grappling with severe staff shortages, leading to various operational challenges in sectors such as transportation, healthcare, and hospitality.

Numerous factors have exacerbated the skills shortage in South Africa. The high cost of tertiary education limits access to higher education for many individuals, while low wages drive highly skilled workers to seek better opportunities abroad, resulting in a 'brain drain' phenomenon. These kinds of issues can become compounded, and this leads to issues in recruitment in these kinds of sectors.

In response to these challenges, CareerJunction highlights the sectors most affected by skills shortages. Some of the most prominent of them all, other than the aforementioned IT and finance shortages, include medical and health, marketing, design, media and arts, business and management, and engineering shortages.

The Skills Gaps in the IT and Finance Sectors

Within the IT sector specifically, businesses struggle to find skilled talent in areas such as software development, technical/business architecture, database design/administration, systems analysis, data analysis/warehousing, and business analysis. This leads to further issues as these businesses are not able to thrive without the necessary staff to build these sectors of the economy.

Similarly to IT, the Finance sector faces shortages in roles such as external auditing, taxation, actuarial management/administration, cost and management accounting, and financial analysis. This scarcity limits any potential growth in the finance sector in South Africa. However, while these issues are particularly prominent in IT and finance, they are far from the only areas affected.

What Other Sectors Have Been Affected?

The scarcity extends to numerous other sectors. Some of the most severe shortages can be found in nursing and professional caregiving positions in the medical and health sectors. However, further shortages have been noted in the marketing sector as well as the design, media, and arts sectors, especially with regard to roles in web design/multimedia/3D design and graphic/print/packaging design.

Many of these positions have been identified in the 2022 Critical Skills List published by the Department of Home Affairs, which aims to attract foreign, skilled professionals to support local businesses and industries. This is something that will ultimately benefit the country, but employing locals would ultimately boost the country’s internal standing within the global market.

While there have been slight improvements in sourcing candidates for certain skills compared to the previous year, recruitment difficulty remains high for many critical roles. This is especially true for technical/business architecture, external auditing, financial analysis, product management, business analysis, web design/multimedia/3D design, and civil/structural engineering. All of these roles are specialised and require education and experience to be effectively performed.

To further complicate matters, there are regional disparities in skills throughout South Africa. Provinces like Gauteng, the Western Cape, and KwaZulu-Natal are experiencing higher recruitment difficulties due to their economic activity. In particular, the Western Cape faces critical shortages across various sectors, while Gauteng and KwaZulu-Natal predominantly struggle with IT skills shortages.

What Needs to be Done?

In summary, the shortage of skilled professionals poses significant challenges to businesses across South Africa by impacting various sectors and regions. Addressing these shortages will require a concerted effort from both the public and private sectors to attract, retain, and develop local talent.

Are you one of those companies struggling to attract top talent in the niche areas of Finance, IT, and Engineering? Network Contracting Solutions is a contract house specialising in these fields. We have the expertise and resources to assist you in finding the skilled professionals you need regardless of whether you're facing challenges in recruitment, retention, or development of talent.

How can we at Network Contracting Solutions assist you in overcoming your talent acquisition challenges? Reach out to us today, and let's discuss how we can support your business goals and help elevate you and your business. The national trend may skewer toward a lack of skilled workers, but we will do everything we can to ensure that you find the workers that you need.

How Contractors Improve Your Business Efficiencies

Thu, 20 Mar 2025 08:45:42 GMT

Traditional hiring practices no longer cut it when the need for specialised skills is urgent, and project timelines are tight. Contract staffing has emerged as a powerful solution for companies that need to adapt quickly, scale effectively, and access top-tier talent without the lengthy commitment of permanent hires.

If your business is looking to stay nimble and cost-effective, contract staffing could be the key to unlocking your next level of efficiency. Let’s unpack why and how.

Understanding Contract Staffing: What It Is & Why It’s Growing

The rise of contract staffing is closely tied to the shift toward a more flexible, gig-oriented workforce. Businesses across industries—particularly in finance, IT, and healthcare—are tapping into this growing trend. With the demand for specialised skills outpacing the availability of full-time talent, contract staffing allows companies to access high-level expertise without the overhead and long-term costs associated with traditional employment.

This model provides businesses with the flexibility to scale their workforce according to project needs or market shifts. In business today, that agility is a powerful asset.

Key Benefits of Contract Staffing for Businesses

Access to Highly Skilled Professionals

The demand for specialised talent has never been greater. Contract staffing offers access to professionals who bring niche expertise that might be unavailable in your current team. Whether it’s a finance expert to handle complex audits or an IT specialist to upgrade infrastructure, contract professionals provide your business with top-tier knowledge that keeps you competitive.

Increased Business Flexibility & Scalability

Contract staffing gives businesses the flexibility to scale teams rapidly based on project demands or market conditions. If you need to ramp up resources for a critical project or scale back during quieter periods, contract staffing lets you do so without the hassle of permanent hires. This flexibility also minimises overhead, ensuring that you only pay for the talent you need, when you need it.

Faster Project Turnaround & Increased Efficiency

Contract workers are results-driven and highly specialised. They integrate quickly into teams, contributing immediately and reducing project delays. By hiring contractors for specific tasks, businesses can avoid the lengthy onboarding or training processes associated with permanent employees. This results in faster project completion and increases overall productivity.

Key Finance & IT Contract Roles That Boost Business Performance

Finance and IT are two of the most crucial areas where contract talent can drive measurable impact. Whether ensuring financial health or optimising digital infrastructure, skilled contractors provide the expertise needed to enhance efficiency, reduce risks, and keep businesses competitive. Here’s a look at the key contract roles making a difference:

Financial Contractors

Financial Managers : Oversee budgeting, forecasting, and strategic financial planning to ensure business objectives are met.
Financial Accountants : Ensure compliance, handle tax reporting, and manage financial records accurately.
Payroll Specialists : Streamline payroll operations, ensuring employees are compensated accurately and on time.
Risk & Compliance Specialists : Help businesses navigate regulatory landscapes and mitigate financial risks.

IT Contractors

IT Managers : Ensure business IT strategies are optimised and infrastructure runs smoothly.
Data Analysts : Turn raw data into actionable insights that drive business decisions.
Business Analysts : Bridge the gap between IT systems and business objectives to streamline processes.
Cybersecurity Experts : Safeguard your business against data breaches and cyber threats with cutting-edge security measures.

Why Network Contracting Solutions is Your Go-To Partner for Contract Staffing

Network Contracting Solutions is your trusted partner in providing top-tier, pre-vetted contractors. Our extensive network spans industries like finance, IT, and beyond, ensuring we match you with the right talent for your unique needs. With a proven track record of helping businesses scale efficiently, we deliver customised staffing solutions that align with your objectives, ensuring a seamless integration of contractors into your teams.

Contact Network Contracting Solutions Today

Contract staffing isn’t just a trend; it’s a strategic advantage that can significantly enhance your business efficiency. With the right contractor, you gain specialised expertise, flexibility, and the ability to quickly meet market demands. Countless businesses are increasingly turning to contract staffing to optimise workforce performance and are reaping the rewards. With the right partner, you can too. Contact us today to streamline your workforce with expert contract staffing.

The Power of Independent Contractors in Modern Recruitment

Tue, 20 Feb 2024 10:45:00 GMT

In the ever-evolving landscape of workforce dynamics, the rise of independent contractors has reshaped the traditional employment model. Businesses across various industries are recognizing the benefits of tapping into the diverse pool of independent contractors to drive success in their projects. This blog post explores the advantages of recruiting independent contractors and how our specialised recruitment services can be the key to unlocking their full potential.

The Rise of Independent Contractors

Gone are the days when the standard 9-to-5 job was the norm. The gig economy has ushered in a new era, and independent contractors are at the forefront. These professionals bring a wealth of experience, specialised skills, and a unique perspective to the table, making them invaluable assets for businesses seeking agility and innovation.

Why Choose Independent Contractors?

Flexibility: Independent contractors offer a level of flexibility that is unparalleled. They can seamlessly integrate into your projects for short-term assignments, bringing their expertise to the forefront without the long-term commitment.
Specialized Skills: Often, projects require a specific set of skills that may not be readily available within your existing team. Independent contractors bring niche expertise, ensuring that your projects are executed with precision and excellence.
Cost-Efficiency: By recruiting independent contractors, you avoid the costs associated with full-time employment, such as benefits, office space, and long-term commitments. This cost-effectiveness allows you to allocate resources more strategically.

The Recruitment Process: Finding the Right Fit

Needs Assessment: Our recruitment process begins with a thorough understanding of your project needs, objectives, and the specific skills required.
Extensive Network: Leveraging our extensive network, we identify and engage with a diverse pool of independent contractors who match your project requirements.
Qualification and Screening: Rigorous screening ensures that only qualified and reliable independent contractors are presented to you. We prioritize not just technical skills but also a cultural fit with your organization.
Customized Solutions: Every project is unique, and we tailor our recruitment solutions to align with your goals. Whether you need a short-term consultant or a long-term collaborator, we have the expertise to match your needs.

As the workforce landscape continues to evolve, embracing the potential of independent contractors is a strategic move for businesses looking to stay agile and competitive. At Network Contracting Solutions, we are here to be your partner in unlocking success through the recruitment of independent contractors. Contact us today to discover how our specialized recruitment services can elevate your projects to new heights.

At Network Contracting Solutions, we understand the transformative power of independent contractors. Our commitment goes beyond just matching skills; we strive to create partnerships that drive success for both businesses and contractors alike. We believe that the right talent, at the right time, can be the catalyst for innovation and achievement.

Enhancing Finance and Engineering Teams with Strategic Staffing Solutions

Tue, 06 Feb 2024 10:45:00 GMT

In the ever-evolving fields of Finance and Engineering, staying ahead of the curve requires a talented and adaptable workforce. At Network Contracting Solutions, we specialize in providing strategic staffing solutions to ensure that your finance and engineering teams are equipped to meet the challenges of today's dynamic business landscape.

The Finance and Engineering Connection

While Finance and Engineering may seem like disparate fields, they are interconnected in the success of many projects. Whether it's a financial software development project or an engineering venture with budget considerations, having a cohesive and skilled team is essential.

Meeting Finance Challenges

Financial Analysis: Our specialized finance contractors are skilled in data analysis, financial modelling, and risk assessment, providing your team with the analytical firepower needed for informed decision-making.
Regulatory Compliance: In the ever-changing world of finance regulations, our contractors are well-versed in compliance measures, ensuring your projects adhere to industry standards.
Project Budgeting: Our finance experts can assist in project budgeting, cost forecasting, and financial planning, ensuring that your projects stay on track financially.

Engineering Excellence

Technical Proficiency: From civil engineering to software development, our engineering contractors bring technical excellence to your projects.
Innovation: Stay at the forefront of technological advancements with our engineering professionals who bring innovative solutions to the table.
Project Management: Our contractors are experienced in project management, ensuring that engineering projects are executed efficiently and within scope.

The Benefits of Strategic Staffing

Agility: Strategic staffing allows your organization to adapt quickly to changing project requirements and market conditions.
Cost-Efficiency: Avoid the long-term financial commitments associated with hiring full-time employees. With strategic staffing, you have the flexibility to scale your team as needed.
Access to Specialized Talent: Our extensive network of finance and engineering professionals ensures that you can find the right expertise for your unique project requirements.

At Network Contracting Solutions, we understand the unique challenges faced by finance and engineering teams. Our strategic staffing solutions are designed to enhance your teams, providing the talent and expertise needed to drive success in your projects. Whether you are navigating the complexities of financial analysis or pushing the boundaries of engineering innovation, we are your trusted partner in strategic staffing.

Navigating the IT Talent Landscape: How Our Contract Recruitment Services Can Help

Tue, 23 Jan 2024 10:45:00 GMT

In the fast-evolving world of Information Technology (IT), businesses face constant challenges in sourcing and retaining top talent. As technology continues to advance, the demand for skilled IT professionals remains high. This is where our specialized contract recruitment services come into play.

Understanding the IT Landscape

The IT sector is dynamic and diverse, ranging from software development and cybersecurity to data analysis and cloud computing. Each niche requires specific skills and expertise, making it crucial for businesses to access a pool of qualified professionals.

Tailored Solutions for IT Contractors

At Network Contracting Solutions, we specialize in connecting businesses with the right IT contractors. Our team understands the intricacies of the IT landscape, allowing us to identify and recruit top-tier talent for your specific needs. Whether you require short-term project support or long-term strategic staffing, we have the expertise to deliver.

Why Choose Contract Recruitment?

Flexibility: Contract recruitment offers the flexibility to scale your team according to project requirements. Whether it's a temporary surge in workload or a specialized project, our IT contractors are ready to contribute their skills on a short-term basis.
Cost-Effective: Hiring full-time employees involves significant overhead costs. With contract recruitment, you can access highly skilled professionals without the long-term financial commitment.
Access to Specialized Skills: The IT sector is vast, and different projects demand different skill sets. Our extensive network of IT contractors ensures that you can find the right expertise for your unique project requirements.

Our Process

Consultation: We begin by understanding your project needs, technical requirements, and company culture.
Candidate Sourcing: Leveraging our network and industry insights, we identify and reach out to potential IT contractors.
Screening: Our rigorous screening process ensures that only qualified and experienced professionals are presented to you.
Client-Candidate Matching: We focus on not just technical skills but also on finding candidates who align with your company's values and goals.
Ongoing Support: Our commitment doesn't end with the placement. We provide ongoing support to both clients and contractors to ensure a seamless working relationship.

In the competitive world of IT, having the right talent can make all the difference. Our contract recruitment services empower businesses to navigate the complex IT talent landscape efficiently. Whether you are looking for developers, system administrators, or cybersecurity experts, Network Contracting Solutions is your trusted partner in IT staffing.

Navigating the Scarcity of IT Skills in the South African Market

Tue, 09 Jan 2024 05:00:00 GMT

In today's rapidly evolving digital landscape, information technology (IT) skills have become the lifeblood of businesses and organizations worldwide. South Africa is no exception, as it strives to keep pace with the global digital transformation. However, one of the most pressing challenges facing the South African market is the scarcity of IT skills. This scarcity has created a significant demand for IT professionals across various domains, presenting both opportunities and challenges for the country's economy and workforce.

The Demand for IT Skills

The digital age has ushered in a new era of business operations, where automation, data analytics, and cybersecurity are critical to success. In South Africa, businesses are increasingly adopting digital technologies to stay competitive, which has led to a surge in the demand for IT professionals with diverse skill sets.

Software Development: Software developers are in high demand, driven by the growth of tech startups, e-commerce platforms, and the need for custom software solutions. Proficiency in languages like Python, Java, and JavaScript is particularly sought after.

Data Science and Analytics: With the proliferation of data, companies are scrambling to extract valuable insights from it. Data scientists and analysts who can work with big data, machine learning, and artificial intelligence are in great demand.

Cybersecurity: The rise in cyber threats has made cybersecurity specialists invaluable. South African organizations are investing heavily in securing their digital assets, creating a high demand for experts in cybersecurity.

Cloud Computing: As more businesses migrate to the cloud, there is a growing need for professionals skilled in cloud platforms like AWS, Azure, and Google Cloud.

Challenges in Meeting the Demand

The scarcity of IT skills in South Africa is a multifaceted challenge with several underlying factors:

Skills Gap: The education system has struggled to keep up with the fast-paced changes in the IT industry. This has resulted in a mismatch between the skills taught in universities and the skills required in the job market.
Emigration: The brain drain phenomenon, where skilled IT professionals seek opportunities abroad, has been a major contributor to the scarcity of IT skills. Higher salaries and better job prospects in other countries are attractive to many South African IT specialists.
Limited Training Opportunities: While there is a growing number of tech hubs and coding bootcamps, access to quality IT training programs remains limited in some areas of the country. This can hinder the development of a skilled IT workforce.

Opportunities for Growth

Despite the challenges, the scarcity of IT skills in South Africa presents several opportunities:

Upskilling: Encouraging current IT professionals to upskill and stay relevant is crucial. Organizations can provide training and development programs to their existing employees.

Investment in Education: The government and private sector can invest in education and training institutions to bridge the skills gap. This includes curriculum updates, scholarships, and partnerships with tech companies.

Remote Work: The rise of remote work has expanded the talent pool. Companies can tap into the global market to find skilled IT professionals willing to work remotely, potentially mitigating the local scarcity.

Innovation and Entrepreneurship: The scarcity of IT skills has encouraged innovation and entrepreneurship in the tech sector. Startups and small businesses have emerged, creating job opportunities and driving economic growth.

The scarcity of IT skills in the South African market is a complex issue, but it also presents an opportunity for growth and development. By investing in education, upskilling the existing workforce, and fostering innovation, South Africa can better position itself to meet the growing demand for IT professionals. Furthermore, addressing this challenge is essential for the country's continued economic development and competitiveness on the global stage. As technology continues to advance, adaptability and a commitment to lifelong learning will be key for both individuals and organizations in the South African IT sector.

The Scarcity of Developers in the South African Market

Tue, 26 Dec 2023 06:15:00 GMT

In today's digital age, software developers are the architects behind the applications, websites, and systems that power our modern world. In South Africa, like many other countries, there's a growing scarcity of developers, which has significant implications for the local tech industry and businesses.

Why the Shortage of Developers?

Several factors contribute to the shortage of developers in the South African market:

Rapid Technological Advancement: Technology evolves at a breakneck speed, and keeping up with the latest programming languages, frameworks, and tools can be challenging. This rapid advancement can leave many developers feeling overwhelmed or falling behind.

Education System Challenges: The South African education system has faced challenges in keeping its computer science and IT curricula up to date. As a result, graduates often lack the practical skills required by the job market.

Emigration: Many skilled South African developers seek better opportunities abroad. Countries with robust tech ecosystems and higher salaries can be tempting for local talent to relocate, leading to a significant brain drain.

Limited Access to Resources: Access to computers, high-speed internet, and quality training materials can be limited in certain areas of the country. This digital divide can hinder the development of aspiring developers.

The Types of Developers in High Demand

The scarcity of developers is not uniform across all specialties, but some areas are particularly high in demand:

Full-Stack Developers: Full-stack developers, who are proficient in both front-end and back-end development, are highly sought after. They can handle entire projects, which is valuable for smaller businesses and startups.

Mobile App Developers: With the increasing use of smartphones, mobile app developers are in demand. Android and iOS developers who can create engaging and user-friendly apps are especially needed.

Data Engineers and Scientists: The era of big data has led to a surge in demand for data engineers and scientists who can work with large datasets, create data pipelines, and extract meaningful insights.

DevOps Engineers: DevOps engineers are critical for streamlining the development and deployment process. They help automate workflows, ensuring faster and more efficient software delivery.

Cybersecurity Specialists: The growing threat of cyberattacks has driven up the demand for cybersecurity experts. These professionals protect systems and data from threats and breaches.

The Impact on Businesses

The scarcity of developers affects businesses in various ways:

Increased Salaries: Companies often need to offer higher salaries and benefits to attract and retain top-tier developer talent. This can strain budgets, particularly for small and medium-sized enterprises.

Slower Development Timelines: With fewer developers available, projects can take longer to complete, potentially delaying product launches and time-sensitive initiatives.

Competitive Disadvantage: Companies that struggle to find and retain developers may fall behind their competitors who can quickly adapt and innovate with digital solutions.

Addressing the Scarcity

To address the scarcity of developers in the South African market, various steps can be taken:

Investment in Education: The government, private sector, and educational institutions can collaborate to modernize and expand computer science and IT programs, ensuring they align with industry needs.

Upskilling: Companies can invest in upskilling their existing workforce by offering training and development programs to help employees acquire new skills.

Remote Work Opportunities: Embracing remote work can expand the talent pool by allowing companies to tap into developers from different regions.

Encouraging Entrepreneurship: Encouraging tech startups and entrepreneurship can create new job opportunities and attract developers who want to work on innovative projects.

In conclusion, the scarcity of developers in the South African market is a multifaceted issue with implications for businesses and the overall tech ecosystem. However, with strategic investments in education, upskilling, and fostering a supportive environment for developers, South Africa can work towards addressing this challenge and unlocking the full potential of its tech industry.

Leveraging Contract Houses for Finance and IT Skills for Projects

Tue, 12 Dec 2023 06:00:00 GMT

In the ever-evolving landscape of South African businesses, the demand for specialized skills in finance and information technology (IT) is consistently on the rise. To meet the dynamic requirements of projects, many organizations are turning to contract houses as a strategic solution. In this article, we explore the compelling reasons why using a contract house for finance and IT skills is a wise choice for projects in South Africa.

Flexibility and Scalability:

One of the primary advantages of utilizing contract houses for finance and IT skills is the flexibility they offer. Projects often have varying skill requirements at different stages. By engaging contract professionals, businesses can quickly scale up or down as needed, ensuring that they have the right expertise precisely when it's required. This adaptability can be a game-changer in dynamic project environments.

Cost-Effective Solution:

Hiring full-time employees can be a costly endeavor, considering salaries, benefits, and overheads. Contract houses provide a cost-effective alternative. Companies can bring in highly skilled professionals on a project-specific basis, eliminating the long-term financial commitments associated with permanent hires. This cost-efficiency can free up budget resources for other critical project needs.

Access to Specialized Skills

Finance and IT are vast fields with numerous specialized areas. Many projects require expertise in niche domains like cybersecurity, data analysis, or financial modeling. Contract houses often have a diverse pool of specialists with experience in these specific areas. This access to specialized skills ensures that projects are executed with precision and expertise.

Faster Time-to-Market

In today's competitive landscape, speed is often of the essence. Projects delayed by staffing gaps can incur significant opportunity costs. Contract houses can expedite the recruitment process, providing skilled professionals who can hit the ground running. This faster time-to-market can be a decisive factor in project success.

Reduced Administrative Burden

Managing human resources, payroll, and compliance can be burdensome and time-consuming. Contract houses assume many of these administrative responsibilities, allowing businesses to focus on project execution rather than HR tasks. This streamlined approach simplifies the project management process.

Mitigated Risk

South African labor laws and regulations are complex and ever-evolving. Contract houses typically have a deep understanding of local labor laws and ensure that the engagements comply with these regulations. This mitigates legal and compliance risks associated with hiring and managing employees directly.

Expertise Transfer

Working with contract professionals often leads to knowledge transfer and skills development within the organization. Team members can learn from the specialized skills brought in by contract experts, contributing to the long-term growth and capability-building of the in-house team.

Reduced Turnover Impact

Employee turnover can disrupt project continuity and increase recruitment and training costs. Contract professionals are typically engaged for the duration of the project, reducing the impact of turnover on project outcomes. This stability contributes to better project management.

Focus on Core Competencies

By outsourcing specific finance and IT roles to contract houses, organizations can concentrate on their core competencies. This focus on what they do best can result in improved project outcomes and overall business performance.

In the dynamic landscape of South African projects, leveraging contract houses for finance and IT skills has become a strategic necessity. The flexibility, cost-effectiveness, access to specialized skills, and risk mitigation offered by contract professionals make them invaluable assets to project success. By embracing this model, organizations in South Africa can navigate the challenges of the modern business world with agility and confidence, ensuring the efficient and effective execution of their projects.

The Elusive Sage X3 Developers: Why South Africa Faces a Scarcity

Tue, 28 Nov 2023 06:45:00 GMT

The South African technology landscape has seen significant growth in recent years, with companies adopting advanced enterprise resource planning (ERP) solutions like Sage X3 to enhance their operations. However, one persistent challenge remains: the scarcity of Sage X3 developers. In this blog, we delve into the reasons behind this scarcity and why it's a pressing issue in the South African market.

1. Specialized Skill Set

Sage X3 is a comprehensive ERP software designed to streamline various business processes, including finance, manufacturing, inventory management, and more. Becoming proficient in Sage X3 development requires a specialized skill set that combines knowledge of software development, database management, and a deep understanding of ERP systems. This unique combination makes Sage X3 developers a relatively rare breed, and not many IT professionals possess these specialized skills.

2. Limited Training Resources

Another factor contributing to the scarcity of Sage X3 developers in South Africa is the limited availability of training resources. While Sage provides training and certification programs, access to these resources can be restricted. This lack of comprehensive training opportunities makes it challenging for aspiring developers to acquire the necessary expertise in Sage X3.

3. Global Competition

The scarcity of Sage X3 developers is not unique to South Africa; it's a global challenge. Companies worldwide recognize the value of Sage X3 in optimizing their operations, creating a global demand for developers with expertise in this ERP solution. South African developers with Sage X3 skills often receive lucrative offers from international companies, further reducing the local talent pool.

4. High Demand, Limited Supply

The growing popularity of Sage X3 among South African businesses has created a high demand for skilled developers. Unfortunately, the local supply of developers hasn't kept pace with this demand. As a result, businesses often find themselves in fierce competition to secure the services of the few available Sage X3 experts, leading to increased hiring costs.

5. Complex Implementation Projects

Sage X3 is a robust ERP system capable of handling complex business processes. Implementing and customizing Sage X3 for specific business needs requires not only development skills but also a deep understanding of the intricacies of the software. This complexity makes Sage X3 development projects daunting, which in turn deters potential developers from entering this field.

6. Experienced Developers Emigrate

South Africa's economic landscape often sees experienced professionals, including Sage X3 developers, emigrating in search of better opportunities abroad. The lure of higher salaries and a more stable economic environment can be strong, leading to a loss of valuable expertise in the local market.

7. Limited Exposure in Education

South African educational institutions have been slow to incorporate Sage X3 training into their curricula. As a result, students graduating from IT programs may not have exposure to this ERP solution, making it even more challenging to find local talent with Sage X3 skills.

The scarcity of Sage X3 developers in the South African market is a complex issue driven by a combination of factors, including the specialized skill set required, limited training resources, global competition, and the high demand for these professionals. To address this scarcity, it's crucial for businesses to invest in training and development programs, collaborate with educational institutions to introduce Sage X3 coursework, and explore ways to retain and attract local talent in this field.

Additionally, businesses may consider outsourcing Sage X3 development projects to experienced service providers or tapping into the global talent pool through remote work arrangements. By addressing these challenges strategically, South Africa can work towards bridging the gap between the demand for Sage X3 expertise and the availability of skilled developers, ensuring that businesses can fully leverage the benefits of this powerful ERP solution.

Bridging the Gap: Addressing the Scarcity of IT Contracting Skills in Cape Town

Tue, 14 Nov 2023 06:30:00 GMT

Cape Town, South Africa, has long been a hub for innovation and technology. However, despite the city's thriving tech scene, there is a concerning scarcity of IT contracting skills in the local job market. This shortage poses significant challenges to businesses seeking to execute projects efficiently and stay competitive. In this article, we'll explore the reasons behind this scarcity and what steps can be taken to remedy the situation.

Understanding the Scarcity

Rapid Technological Evolution: The IT industry is known for its ever-evolving nature. New technologies, programming languages, and frameworks emerge regularly, creating a constant demand for updated skills. Many IT professionals, including contractors, must continually upskill to stay relevant. In Cape Town, the rapid pace of change can make it challenging for contractors to keep up.

Brain Drain: South Africa, as a whole, has experienced a brain drain phenomenon where highly skilled IT professionals seek opportunities abroad due to better compensation and job prospects. Cape Town, as a tech hub, is not immune to this trend, resulting in the loss of local talent.

Limited Training Opportunities: While Cape Town boasts several reputable universities and technical colleges, the availability of specialized training in niche IT areas can be limited. As a result, aspiring IT contractors may not have access to the resources they need to acquire specific skills.

Increased Demand for IT Projects: Cape Town's tech ecosystem has seen significant growth in recent years, attracting both local and international businesses. This growth has driven up the demand for IT contracting services, but the local supply of skilled professionals has struggled to keep pace.

Addressing the Scarcity

To remedy the scarcity of IT contracting skills in Cape Town, several strategic steps can be taken:

Invest in Education and Training: Local educational institutions and training providers should collaborate with the tech industry to develop programs that cater to the specific needs of IT contractors. Offering courses, workshops, and certifications in emerging technologies can help bridge the skills gap.

Promote Remote Work Opportunities: Encourage businesses in Cape Town to explore remote work arrangements. This can broaden the talent pool by allowing them to hire skilled IT contractors from other regions or even countries.

Support Skill Development: Businesses should consider investing in the skill development of their existing workforce. Training programs and opportunities for upskilling can help cultivate a pool of skilled IT professionals, including contractors.

Foster Collaboration: Encourage collaboration between businesses, educational institutions, and local government bodies to identify critical IT skill gaps and develop strategies to address them. Public-private partnerships can be instrumental in building a robust IT workforce.

Retention Strategies: Implement strategies to retain local IT talent. Businesses can offer competitive compensation packages, professional development opportunities, and a supportive work environment to keep skilled professionals in Cape Town.

Attracting International Talent: Consider actively attracting international IT contractors and professionals to Cape Town. Offer attractive relocation packages and a welcoming environment to entice foreign talent to contribute to the local tech ecosystem.

The scarcity of IT contracting skills in Cape Town is a challenge that demands attention and proactive measures. By investing in education, promoting remote work, supporting skill development, fostering collaboration, and retaining and attracting talent, Cape Town can work towards building a more robust and sustainable IT contracting community.

Cape Town's tech ecosystem has enormous potential, and addressing the scarcity of IT contracting skills will not only benefit local businesses but also contribute to the city's position as a global tech destination. It's a challenge that, with concerted effort and collaboration, can be overcome, allowing Cape Town to continue to thrive in the ever-evolving world of technology.

Bridging the Gap: Addressing the Scarcity of Salesforce Developers in Contract Houses

Tue, 31 Oct 2023 06:30:00 GMT

Salesforce has revolutionized the world of customer relationship management (CRM) and business process automation, making it an indispensable tool for businesses across the globe. However, a significant challenge persists in the contracting world: the scarcity of skilled Salesforce developers within contract houses. This shortage poses substantial obstacles for businesses seeking to harness the full potential of Salesforce solutions. In this article, we'll explore the reasons behind the scarcity of Salesforce developers in contract houses and what steps can be taken to address this pressing issue.

Understanding the Scarcity

1. Rapid Evolution of Salesforce

Salesforce is a dynamic platform that continuously evolves, introducing new features and functionalities with each release. Keeping up with these changes demands that Salesforce developers remain well-versed in the latest updates, features, and best practices. This constant evolution poses a significant challenge for Salesforce developers working within contract houses, as they must continually adapt and learn to remain competitive in the contracting market.

2. Specialized Skill Set

Salesforce development requires a specialized skill set encompassing Apex, Visualforce, Lightning components, and various integrations. These specialized skills set Salesforce developers apart from general software developers. However, acquiring and maintaining these skills can be a time-consuming endeavor, deterring some IT professionals from entering the Salesforce contracting ecosystem.

3. High Demand for Salesforce Solutions

The global demand for Salesforce solutions is on the rise as businesses recognize the platform's value in enhancing customer engagement and streamlining operations. This surge in demand has created an increased need for Salesforce developers within contract houses, further exacerbating the scarcity issue.

4. Complexity of Salesforce Implementations

Salesforce is not just a CRM platform; it's a powerful suite of tools that can be extensively customized to meet an organization's unique needs. Implementing and customizing Salesforce solutions demands a deep understanding of business processes, adding complexity to the work. Some developers may be discouraged by the intricacies of Salesforce projects, particularly within contract houses where versatility is essential.

5. High Competition

The shortage of skilled Salesforce developers has fueled fierce competition within contract houses for the limited pool of talent. Businesses often find themselves in bidding wars to secure the services of experienced Salesforce developers, driving up the cost of contracting and making it even more challenging for smaller enterprises to access this expertise.

Addressing the Scarcity

To address the scarcity of Salesforce developers in contract houses, several strategic steps can be taken:

Invest in Training and Certification: Both aspiring and experienced Salesforce developers can benefit from training and certification programs. Contract houses should invest in these resources to ensure a continuous pipeline of skilled Salesforce talent.

Collaborate with Educational Institutions: Encourage collaboration between contract houses and educational institutions to create Salesforce-focused curricula and programs. This can help produce a steady stream of well-trained Salesforce developers.

Embrace Remote Work: Contract houses can tap into the global talent pool by allowing remote work arrangements. This opens up opportunities to collaborate with Salesforce experts from different regions.

Retention Strategies: Implement strategies to retain experienced Salesforce developers within contract houses. Competitive compensation packages, ongoing professional development, and a positive work environment are key factors in keeping talent within the contracting ecosystem.

Foster Salesforce Communities: Encourage and participate in local and online Salesforce communities and user groups. These communities serve as valuable resources for aspiring and experienced developers, fostering collaboration and knowledge sharing.

The scarcity of skilled Salesforce developers within contract houses is a challenge that requires proactive measures to address. By investing in education, promoting remote work, implementing retention strategies, and fostering Salesforce communities, contract houses can contribute to building a robust Salesforce development ecosystem. This, in turn, will help meet the growing demand for Salesforce expertise and enable businesses to thrive in the ever-evolving world of CRM and business automation while providing valuable contracting solutions to their clients.

Navigating the IT Skill Shortage Challenges in 2023: A Roadmap for Companies

Thu, 19 Oct 2023 06:30:00 GMT

The technology landscape in 2023 is characterized by rapid advancements, digital transformation, and an ever-increasing reliance on IT infrastructure. However, as businesses strive to harness the power of technology, they are facing a formidable challenge: a shortage of IT skills. In this article, we will explore the challenges that companies are grappling with in 2023 due to IT skill shortages and outline strategies to address these pressing issues.

1. Fierce Competition for Talent

The shortage of IT skills has created intense competition for tech talent. Companies find themselves vying for the same pool of skilled professionals, leading to bidding wars and escalating salary expectations. Smaller companies, in particular, may struggle to attract and retain talent when competing with tech giants.

Solution: Companies can differentiate themselves by offering more than just competitive salaries. Attractive benefits, career development opportunities, and a positive work culture can be powerful recruitment and retention tools.

2. Project Delays and Backlogs

Skill shortages can result in delays in project implementation. Businesses are often forced to delay critical initiatives, which can impact their competitiveness, time-to-market, and customer satisfaction. Project backlogs can also lead to missed opportunities and increased costs.

Solution: Companies can prioritize projects and adopt agile methodologies to make better use of available resources. Outsourcing projects to specialized service providers or hiring contractors can help bridge skill gaps and accelerate project timelines.

3. Increased Workload for Existing Staff

Existing IT teams may find themselves overburdened as they attempt to fill skill gaps. This can lead to burnout, decreased morale, and lower productivity. Overworked employees may also be at risk of attrition, further exacerbating the skill shortage.

Solution: Companies should invest in employee well-being and mental health programs. Providing training and upskilling opportunities for existing staff can also help distribute workloads more evenly.

4. Higher Costs and Budget Constraints

With the competition for IT talent driving up salaries and contracting rates, businesses may face increased labor costs. These higher costs can strain budgets, especially for small and medium-sized enterprises (SMEs). Budget constraints can hinder investments in critical IT projects.

Solution: Companies should carefully assess their IT needs and prioritize projects that deliver the most significant ROI. Exploring alternative staffing models, such as remote or contract work, can help manage costs effectively.

5. Risk of Falling Behind in Innovation

The rapid pace of technological innovation means that companies must continuously adapt and embrace new technologies to remain competitive. Skill shortages can hinder a company's ability to innovate and stay ahead of the curve.

Solution: Companies can collaborate with educational institutions to develop programs that produce graduates with the skills they need. Embracing innovation from external partners and startups can also help bridge technology gaps.

6. Cybersecurity Vulnerabilities

Cybersecurity threats continue to evolve, and the shortage of skilled cybersecurity professionals can leave companies vulnerable to data breaches and cyberattacks. Ensuring the security of sensitive data is a top priority in 2023.

Solution: Companies should invest in robust cybersecurity training and infrastructure. Outsourcing cybersecurity services to specialized firms can provide immediate protection while addressing skill shortages.

7. Quality and Talent Gaps

Hiring underqualified or inexperienced IT professionals can lead to subpar project outcomes and may even introduce security risks. Companies must balance the need for skilled talent with the urgency to fill positions.

Solution: Invest in thorough recruitment and screening processes. Consider partnering with IT staffing firms that specialize in assessing and placing qualified professionals.

The IT skill shortage in 2023 is a complex challenge that demands proactive and creative solutions. Companies that can adapt to these challenges by embracing remote work, upskilling their existing workforce, fostering a positive work culture, and exploring outsourcing options will be better positioned to navigate the IT skill shortage and thrive in a technology-driven world. To address this issue successfully, companies should view it as an opportunity to innovate and invest in their most valuable asset: their people.

Embracing the World of Work: The Benefits of Contract Recruitment

Tue, 05 Sep 2023 09:45:02 GMT

So what are the benefits of contract recruitment?

The landscape of work has undergone significant transformation in recent times, and businesses are adapting to the evolving dynamics of the job market. In this new era, contract recruitment has emerged as a powerful solution for companies seeking agility, flexibility, and access to specialized talent. At Network Contracting Solutions (NCS), we understand the changing needs of businesses and offer contract recruitment as a service, enabling organizations to thrive in the new world of work. In this article, we explore the numerous benefits that contract recruitment brings to businesses and how it aligns with the shifting employment landscape.

Agility and Flexibility:

Contract recruitment provides businesses with the agility and flexibility required to navigate the ever-changing demands of the modern workplace. In a rapidly evolving business environment, organizations often need to adjust their workforce quickly to meet project deadlines or adapt to market fluctuations. By engaging contract professionals, businesses can scale their workforce up or down as needed, ensuring optimal resource allocation and cost-effectiveness.

Access to Specialized Talent:

Contract recruitment allows businesses to tap into this pool of specialized talent, accessing professionals with specific skill sets and industry experience. This access to highly skilled individuals enables businesses to enhance their capabilities, complete critical projects, and drive innovation without committing to long-term employment contracts.

Cost Efficiency:

Contract recruitment offers businesses a cost-efficient alternative to traditional hiring practices. By engaging contract professionals, companies can avoid the overhead costs associated with permanent employment, such as benefits, training, and severance pay. Additionally, contract recruitment allows businesses to bring in specialized talent for short-term projects or peak periods, eliminating the need for long-term financial commitments.

Faster Time-to-Hire:

In a competitive talent market, hiring processes can be lengthy and time-consuming. Contract recruitment provides businesses with a faster time-to-hire, enabling them to secure qualified professionals swiftly and meet project deadlines promptly. With NCS's contract recruitment service, businesses gain access to a network of pre-screened and vetted contract professionals, streamlining the hiring process and minimizing recruitment lead time.

Risk Mitigation:

Contract recruitment offers businesses a level of risk mitigation in the dynamic world of work. By engaging contract professionals, organizations can test the suitability and compatibility of candidates before committing to permanent employment. This approach allows businesses to assess the performance and cultural fit of contractors, reducing the risk of making costly hiring mistakes.

As the new world of work continues to evolve, businesses must adapt to stay competitive. Contract recruitment, offered by Network Contracting Solutions, presents numerous benefits that align perfectly with the changing landscape. From increased agility and access to specialized talent to cost efficiency and risk mitigation, contract recruitment empowers businesses to navigate the demands of the modern workplace with ease. By embracing contract recruitment, organizations can unlock new opportunities, drive innovation, and thrive in the dynamic and ever-evolving business landscape.

Network Contracting Solutions, bringing top talent to you.

Tue, 22 Aug 2023 09:40:27 GMT

How Network Contracting Solutions Brings Top Talent to you...

At Network Contracting Solutions (NCS), we take pride in offering an exceptional outsourced recruitment service. By partnering with us, businesses can tap into our wealth of expertise, gain access to a wider pool of qualified talent, and cultivate a positive employer brand and candidate experience - all key factors that contribute to success in attracting and hiring top talent.

Our team of highly skilled recruitment specialists brings industry-specific expertise to the table. With years of experience in talent acquisition, we possess a deep understanding of the unique challenges and requirements within various sectors. Our knowledge and insights enable us to navigate the talent market with precision, identifying top-notch candidates who possess the specific skills, qualifications, and cultural fit that businesses seek. By partnering with NCS, businesses can tap into this expertise, ensuring that their recruitment efforts are targeted and effective in securing the most qualified individuals for their teams.

Furthermore, our extensive network and comprehensive database of candidates provide businesses with a distinct advantage. Leveraging our connections and resources, we can access a broader talent pool, including passive job seekers who might not be actively exploring new opportunities. This expanded reach increases the chances of finding exceptional candidates who may not be accessible through traditional recruitment channels. By leveraging our expertise and extensive network, businesses can gain a competitive edge in attracting and securing top talent.

We also understand that a strong employer brand and positive candidate experience are essential in attracting and retaining top talent. We work closely with businesses to craft a compelling employer brand that showcases their unique attributes, values, and growth opportunities. Through our effective employer branding strategies, we help businesses create a powerful and authentic image that resonates with potential candidates, boosting their attractiveness as an employer of choice.

We prioritize creating a positive candidate experience throughout the recruitment process. We understand that each interaction with candidates shapes their perception of the company. With our open and transparent communication, timely feedback, and personalized approach, we ensure that candidates feel valued, respected, and engaged at every stage. Our commitment to delivering a positive candidate experience not only enhances the company's reputation but also increases the likelihood of securing top talent who are more likely to accept offers and become long-term contributors to the organization's success.

By partner ing with NCS and capitalizing on our expertise, access to talent, and dedication to positive branding and candidate experience, businesses can optimize their recruitment strategies. The combination of our specialized knowledge, extensive candidate network, and focus on creating a positive employer brand and candidate experience sets the stage for success in attracting and hiring top-tier professionals. With NCS as a trusted recruitment partner, businesses can confidently navigate the talent landscape and secure the exceptional individuals who will drive their growth and success in today's competitive business environment.

Outsourced Payroll Solutions

Fri, 14 Jul 2023 10:15:00 GMT

Managing payroll can be a challenging and time-consuming task for businesses of all sizes. From calculating employee salaries and deductions to complying with various regulations, it can be overwhelming for companies to handle their payroll in-house. That's where outsourced payroll solutions come in, and Network Contracting Solutions (NCS) offers an efficient and effective solution to manage your payroll needs.

Network Contracting Solutions

Network Contracting Solutions offers services that cover all aspects of payrolling, from registering with regulatory authorities to submitting returns and payments. Our services include payroll processing and management of all leave. We also reconcile third-party payments and provide auditing and management of payroll queries. Our team ensures compliance with all relevant payroll regulations, including Occupational Injuries and Diseases Act (OID) returns and payments. With NCS, businesses can rest assured that their payroll is in safe and capable hands.

NCS ensures accurate payroll processing, compliance with regulations, timely tax filings, and data security. Our team calculates employee salaries and tax deductions, and files all necessary tax forms on behalf of our clients. We also provide our clients with an employee self-service portal, reducing administrative work and providing employees with easy access to their pay stubs and other payroll-related information.

Outsourcing payroll to NCS offers businesses significant benefits, including time and cost savings, compliance with regulations, and access to our team of payroll management experts. By outsourcing payroll, businesses can focus on their core operations while leaving payroll management to us, eliminating the need to hire additional staff or invest in expensive software and infrastructure. Our team ensures compliance with local and national regulations and has the expertise to manage payroll efficiently and accurately.

We understand that every business has unique payroll needs. That's why we work closely with our clients to develop customized solutions that meet their specific requirements. We pride ourselves on providing responsive and personalized service to each of our clients, ensuring that their payroll is managed efficiently and compliantly.

Outsourcing payroll to NCS can provide significant benefits to businesses of all sizes. Our comprehensive payroll solutions ensure that our clients remain compliant with local and national regulations, while also saving time and money. If you're looking for a reliable and experienced payroll provider, look no further than Network Contracting Solutions.

Employer of record Services

Fri, 30 Jun 2023 10:15:00 GMT

In today's fast-paced business world, companies often face challenges in managing their workforce efficiently. One of the most significant challenges is managing legal and regulatory compliance for employees. To address these challenges, many companies choose to use an Employer of Record (EOR) service. An Employer of Record service provider, like Network Contracting Solutions (NCS), is an outsourcing service that takes on the legal responsibilities of an employer. The EOR becomes the legal employer of the workforce, allowing the client to focus on their core business operations. This service is especially valuable for companies that need to operate in different countries and comply with the varying legal requirements in those countries.

At NCS, we have years of experience in providing Employer of Record services to companies of all sizes. Our team of experts takes on the responsibility of managing employment contracts, payroll, benefits, and other HR-related tasks, ensuring that our clients remain compliant with all relevant laws and regulations. We have built a reputation for providing reliable and efficient EOR services that allow our clients to focus on growing their business.

Our EOR service includes:

Legal Compliance

We ensure that our clients remain compliant with all legal requirements in the countries where they operate. Our experts stay up to date with changes in local labour laws and regulations, ensuring that our clients are always in compliance.

Payroll Management

Our EOR service includes comprehensive payroll management, ensuring that employees are paid accurately and on time. We manage all payroll-related taxes and deductions, taking the burden off our clients.

Employment Contracts

We handle the preparation and management of employment contracts for our clients. We ensure that contracts comply with local laws and regulations, and that they are tailored to the specific needs of the client.

Benefits Administration

We manage employee benefits, including health insurance, retirement plans, and other benefits that may be required by local law. We ensure that employees are enrolled in the appropriate benefits programs and that the necessary paperwork is completed.

Employee Onboarding and Offboarding:

We handle the entire onboarding and offboarding process for our clients, including all necessary paperwork and compliance with local labour laws.

By using an Employer of Record service like NCS, companies can focus on their core business operations while leaving the legal and administrative tasks to our experts. This can lead to increased productivity, cost savings, and reduced risk of non-compliance.

At NCS, we understand that every business has unique needs. That is why we work closely with our clients to develop customized solutions that meet their specific requirements. We pride ourselves on providing responsive and personalized service to each of our clients, ensuring that their workforce is managed efficiently and compliantly.

The Employer of Record service offered by Network Contracting Solutions provides companies with the flexibility and support they need to manage their workforce effectively. Our comprehensive service takes care of all legal and administrative tasks, allowing our clients to focus on growing their business. Using a reputable and trustworthy Employer of Record, like Network Contracting Solutions, will allow your company to engage with South African talent legally and efficiently, whether you have a local entity or not. If you're looking for a reliable and experienced EOR provider, reach out to us at Network Contracting Solutions. Contact us today to learn more about our services and how we can help your business.

Integrating on-demand contractors into your organisation

Thu, 15 Jun 2023 10:08:09 GMT

The availability of on-demand contractors has given businesses more options for meeting their workforce needs. For some companies, the use of on-demand contractors has become an integral part of their overall staffing strategy. However, integrating on-demand contractors into an environment where companies have a strong existing culture can be a task that requires some planning. In this article, we will explore how on-demand contractors can fit into your company culture at work.

In today's ever-evolving business landscape, companies are increasingly turning to on-demand contractors to supplement their in-house workforce. On-demand contractors offer several advantages to businesses, including flexibility, cost-effectiveness, and access to specialized expertise. A strong company culture can lead to increased employee engagement, productivity, and overall satisfaction. It can also be a differentiating factor that sets your company apart from your competitors. On-demand contractors can play a vital role in supporting a company's culture, if integrated in the necessary way.

Defining the role of on-demand contractors in your company

The first step in integrating on-demand contractors into your company culture is to clearly define the role they will play within your organization. This involves understanding their strengths, weaknesses, and specific skill sets, as well as determining the specific tasks and responsibilities they will be responsible for. By doing so, you can ensure that on-demand contractors are able to work effectively alongside your existing employees, without duplicating efforts or creating confusion.

Setting expectations and goals

Once you have a clear understanding of the role on-demand contractors will play within your organization, it's important to communicate your expectations and goals with them. This includes providing them with information about your company's culture, values, and mission, as well as any specific policies or procedures they need to follow. By setting clear expectations from the outset, you can help to ensure that on-demand contractors are able to work seamlessly with your existing team, and that they understand the role they play in helping your company achieve its objectives.

Providing resources and support

Another important consideration when integrating on-demand contractors into your company culture is to provide them with the necessary resources and support to succeed. This includes providing them with access to the same training, tools, and technology as your existing employees, as well as ensuring they have a clear understanding of the company's processes and procedures. By providing on-demand contractors with the necessary resources and support, you can help to ensure that they are able to work effectively and efficiently, and that they are able to make a positive contribution to your company's culture and success.

Engagement through collaboration with the existing team

It's also important to create opportunities for contractors to engage with your existing team. This can include setting up regular meetings or check-ins, providing opportunities for collaboration, and encouraging open communication and feedback. By creating a culture of inclusion and collaboration, you can help to ensure that on-demand contractors feel valued and integrated into your company, and that they are able to contribute to your company's success in a meaningful way.

Establishing points of contact

Make sure that contractors have a point of contact within the company. This can be a manager or a designated team member. The point of contact should be available to answer any questions the contractor may have, provide support when needed, and ensure that they have a smooth integration into the team. On-demand contractors are often brought in to help with time-sensitive projects.

Creating high performance cultures

Creating a sense of urgency and emphasizing the importance of their work can help contractors feel more engaged and committed to the project. This can help create a culture of high performance, where all team members are motivated to achieve their goals.

While some companies may view contractors as outsiders who can negatively impact the company culture, the truth is that they can fit seamlessly into your company culture at work if you provide them with clear communication, emphasize your company's values, incorporate them into the necessary teams, provide access to company resources, provide feedback and recognition, and emphasise the importance of their role.

At Network Contracting Solutions, our contractors have worked with new processes, cultures, and teams regularly. These contractors are seasoned experts in their field, having worked on numerous projects for various clients, and are used to navigating new environments and demands. We will be able to provide contractors that enables you to have specialised skills and top talent in your team that can benefit your company and seamlessly be integrated into your organisations culture with no hassle.

The benefits of contract specialists to your business

Sat, 22 Apr 2023 18:24:17 GMT

Know the benefits of contract specialists to your business

Contract specialists are highly skilled professionals who are hired on a non-permanent basis to complete specific tasks or projects for an organization. Due to their expertise and experience, contract specialists are in high demand and can deliver on short-term projects, deal with the issues of today, and supplement talent gaps in an organization. Contract specialists can provide significant benefits to businesses by offering expertise, cost-effectiveness, flexibility, improved efficiency, and mitigated risks. As businesses continue to navigate an increasingly complex and dynamic marketplace, the need for contract specialists is likely to increase, making them a valuable asset for any business. Here are the top reasons to hire independent contractors:

Delivering on short-term projects

One of the main reasons why contract specialists can deliver on short-term projects is because they have a clear understanding of the project scope, requirements, and deliverables. They are able to work independently and efficiently, without the need for extensive training or supervision. This allows organizations to save time and money, as they can hire contract specialists to complete projects on an as-needed basis, rather than hiring permanent employees who may not be needed once the project is complete.

Wealth of experience

Contract specialists are highly skilled, and they bring a wealth of experience from working with a variety of clients and industries, which enables them to handle complex issues with ease. They are able to quickly identify and resolve any issues, ensuring that the project is completed on time and within budget. This is particularly important in today's fast-paced business environment, where organizations need to be agile and responsive to changing market conditions.

Filling talent gaps

Another key advantage of hiring contract specialists is their ability to supplement talent gaps in an organization. Many organizations struggle to find the right talent to fill specialized roles, which can lead to delays and increased costs. Contract specialists can provide the expertise and experience needed to fill these talent gaps, ensuring that projects are completed on time and to a high standard. They work independently and efficiently, which can help businesses to complete projects more quickly and with fewer errors.

Fresh perspectives

Contract specialists are also able to provide a fresh perspective on a project, which can be invaluable in identifying opportunities for improvement and innovation. They bring new ideas and approaches to the table, based on their experience working with a wide range of clients and industries. This demonstrates their resourcefulness and adaptability, as well as the ability to work well under pressure.

Increased adaptability

They have the skills to adapt quickly to new environments and cultures as they have gotten used to working with a team of people who they have never met before, in a company culture that is unfamiliar to them. This means contract professionals have the ability to quickly build relationships and establish trust with new colleagues.

Flexible and cost-effective

Contract specialists are in high demand, as they provide organizations with a flexible and cost-effective way to manage their contract management needs. By utilising contract specialists, businesses can focus on their core competencies and strategic objectives. This allows businesses to allocate their resources more efficiently and effectively, while still ensuring that their operational needs are met.

Conclusion

In summary, the benefits of using contract specialists are that they are able to deliver on short-term projects, deal with the issues of today, and supplement talent gaps in an organization. As the business environment continues to evolve, the need for contract specialists is likely to increase, as organizations seek to remain competitive and agile in an increasingly complex and dynamic marketplace.

Reasons to choose contracting over full-time employment

Thu, 13 Apr 2023 09:11:19 GMT

Contracting work now exists across all industries.

Contract and subcontract work has historically been used in many fields to support busy times, fill in during maternity leave, long service leaves, and provide specialised skills for particular projects. It has always been common in blue collar jobs.

However, contracting jobs and non-permanent employment now cover a variety of industries, from IT and Finance jobs. The pandemic has revolutionised the way we work, and hybrid and flexible working are quickly becoming the norm.

If you've been considering a contracting role, this may be the best time to take the plunge. In order to help you decide whether you're ready to switch to contracting, we've gathered some of the main advantages of doing so.

What advantages does independent contracting have to offer?

Versatility

Contracting gives you the freedom and flexibility to live the four-day work week or have more free time to engage in other interests that you have. Contracting gives you the flexibility to work when and how you want, whether that means juggling family obligations or taking on short-term projects while travelling.

You have the freedom to decide how and when you work, as well as the types of assignments you want to take on. Holidays or time off in between contracts are permitted by the flexible nature of contracting, giving you more control over how your work and personal lives are balanced.

Knowledge and range

Contracting is a smart and very effective way to diversify your skill set and increase your experience. It is possible to continuously learn new skills and experience various management styles, cultures, processes, and practises by being exposed to a diverse range of businesses, industries, and assignments. Building an impressive resume and honing useful and transferable skills like communication, creativity, and adaptability are both facilitated by this.

People who enjoy a varied work life may find constant stimulation through contracting. Contractors frequently take on a variety of projects in various settings, places, and industries, getting to know new people in fresh organisations with each new task. Therefore, contracting might be the ideal career choice for you if you enjoy variety and are motivated by new challenges.

More possibilities

The chance to establish connections with a variety of different businesses is one of the main advantages of contracting. Your reputation as a talented and trustworthy expert will grow if you consistently deliver excellent service to each employer. Building a large network and a solid reputation can then assist you in finding additional contract work or pave the way for more long-term opportunities.

Working remotely or in amusing places is another possibility made possible by contracting. Particularly in the wake of COVID-19, the world is embracing remote work. In a post-pandemic world, being a contractor doesn't necessarily bind you to an actual office. In many positions, such as Finance or IT contracting jobs, you are no longer required to be in a set place. You can choose to work from home, in a co-working area, or just drop by the office once a week.

Improved salary conditions

Contractors often earn significantly more money than full-time employees in many industries. In fact, contractors can make up to twice as much per hour or day as a full-time employee while also receiving overtime pay for each additional hour worked.

You can also set your own rate for jobs and projects with contracting work, and you can take on more than one job if you need the extra money. However, this must be weighed against the lack of paid sick days, vacation days, and your obligation to make your own contributions to your retirement plan.

Make contact with potential employers

Contracting work is an opportunity to dip your toe in the water and determine if it's a good fit. if your dream employer isn't hiring permanent staff, contracting is the best option.

Another excellent way to establish yourself as a subject matter expert is through contracting. Additionally, it gives the employer a chance to evaluate you for upcoming roles and gives you the chance to get to know the business or position before deciding to work there permanently.

Ready to start your next contracting position?

Network Contracting Solutions, a specialised contracting firm, is to connect top IT and Finance contractors with the best employment opportunities. Specialist consultants with connections to some of South Africa’s most illustrious businesses make up the Network Contracting Team.

Do you want to begin contracting? Submit your CV with us and unlock incredible opportunities with us.

7 Things to Remember When Attracting and Recruiting Contractors

Fri, 10 Mar 2023 16:15:00 GMT

Here is List of 7 Things to Remember When Attracting and Recruiting Contractors

Non-permanent contractors are in higher demand than ever before. The focus is on this rich pool of specialist talent and how companies can efficiently deploy contractors with the skills to make a difference all over the world.

Organizations are recognising the value of a more agile workforce in pursuit of ambitious growth targets, and flexible recruitment strategies have taken centre stage.

This rise in popularity can be attributed to a number of factors, including companies' desire to be more agile and adaptable to the rapidly changing landscape of work, an increasing number of projects requiring additional skills, the constant need to reduce costs, the adoption of technology allowing more fluid working and assisting in the execution of growth plans, to name a few...

But, with competition from all sides for the contract talent you seek, how can you ensure you have the best chance of hiring the best contractors?

1. Determine which projects require non-permanent professionals.

One of the primary advantages of hiring non-permanent contractors is the ability to scale up or scale down headcount as needed. Before you go ahead and hire contractors, carefully consider your business objectives and identify any potential talent gaps.

This will enable you to determine whether hiring contractors - as niche specialists - is the best option for your company, or if a permanent employee would be a better choice.

Taking this approach will help to reduce recruitment costs, and having a clear plan for who to hire will alleviate stress in your existing teams who may be concerned about workloads.

2. Determine the various contract options available to you.

After determining which projects or positions require independent contractors, you must determine how long you will require them for. You may have a specific date or deadline for a project in your calendar that will essentially mark the 'end' of when you need their assistance, but their job contract should not be tied to that.

Contracts for short-term assignments may not attract the attention of top contracting professionals because they do not demonstrate a strong commitment to your contract employees.

On the other hand, some contractors are put off by excessively long job contracts because they prefer to change assignments frequently in order to constantly improve their profiles.

Find a happy medium and make sure to have regular discussions about contract extensions - there's a good chance they already have their next assignment in mind, and you don't want to lose them before your project is finished!

3. Top contractors are drawn to challenging opportunities.

Talented contractors want to be put to the test. A challenging assignment is appealing because it will not only add to their CV but will also help them hone their skills.

When considering a contract hire, make a point of highlighting the most difficult aspects of the project or tasks they will be working on. This will show how much value the contract opportunity could provide to a potential new hire.

4. Contact a contracting house to assist you in locating the best contracting professionals.

Contracting houses that hire contract professionals will have a large number of people on their books who have the necessary skills and experience. They will also have assigned them on previous assignments, so they will have a clear understanding of what they want from their next role and will be able to judge whether their greatest strengths match your requirements.

When you approach the contracting firm about assisting with your contracting needs, they may already have someone in mind. This means that the hiring process will be quicker and easier for you.

Did you know: We have a contractor experience team that performs pre-employment screening and checks to ensure your prospective contractor is qualified to work for you.

5. Create an appealing job description.

While writing a job description for a permanent position is similar, a project scope job description should be more specific, listing requirements in a more functional, clear, and concise manner. Isolate the tasks that the chosen individual will be performing and the skills required to complete them successfully.

Because the individual will be required for a set period of time (which can, of course, be extended once they begin), make sure you include the contract's initial duration and start date in the job description.

6. Ensure that your contractor rates are competitive.

Contract professionals have chosen this path because they want more autonomy over their working lives and recognition of the skills they have accumulated over the course of their careers. They will also expect a pay package that reflects this.

The earning potential as a contractor can be substantial, so when budgeting for your contracting role, make sure you understand what an attractive rate would be for the position you are hiring for.

7. Reduce the length of your hiring process.

You don't need us to tell you how damaging a lengthy recruiting process can be to your ability to hire top contracting talent, let alone the impact on revenue and productivity. When looking for contractors, any indecision or delays can be especially damaging - it could cost you your first choice contracting professional!

As previously stated, your number one contractor is likely to have a number of potential opportunities in mind. Things move quickly in the contracting industry. They are more likely to accept an offer from the company that first hires them. Try to keep the number of stakeholders involved in the process to a minimum, as this can often prolong decision making.

Do you intend to hire contractors?

Still unsure whether hiring a contractor is the best option for your company? For more information, please visit our independent contractors page or contact us; we'll be happy to match your company with the best IT and Finance contracting professionals!

How does one become a subject matter expert?

Thu, 09 Feb 2023 16:30:47 GMT

Why choose to be a Subject Matter Expert?

With the high demand for a Subject Matter Expert's knowledge comes both opportunities and challenges. Over the past decade, there has been a significant shift away from more generalist skills and a larger focus on becoming a specialist. This has been driven by global shifts in technology and the overall pace of development. Rapid innovation has been key to driving specialisation. Training oneself to become an expert in your field is crucial. It goes without saying that you should study up and stay abreast of the latest developments in your area of specialisation. (What may be relevant today could be obsolete tomorrow.) Here are several capabilities and credentials that any Subject Matter Expert must have:

Focused knowledge of a specific field

A wealth of knowledge is crucial for Subject Matter Experts. It's not just the fundamentals here. Understanding and keeping abreast of the latest thinking relating to your area of specialisation, attending conferences, and connecting with other thought leaders in the space are essential. You would want to broaden your depth of knowledge and explore even those with contradictory views.

Adaptability

SMEs should be flexible in their approach and open to new ideas that may even test their own constructs. Sometimes areas of specialisation overlap and require an SME to develop a new set of skills or bank of knowledge in order to remain relevant.

The need to absorb information

Subject Matter Experts are renowned for their research abilities. If an SME has a gap in their knowledge, they feel compelled to fill in the blanks by researching it. This drives them to continuously feed their curiosity and learn new things, whether directly related to the field or not. An SME, by very definition, does not spread themselves too thin across too many fields.

(P.S. SMEs are always ready to seize new learning opportunities.)

Strong work ethic

Experts in their fields tend to be proactive people. They take initiative and have a relentless dedication to their work. This is relevant to every facet of their professional lives. When a Subject Matter Expert is needed to assist with the completion of content, they may have to put in extra hours and go the extra mile. However, to avoid exhaustion, they find ways to balance their work and personal lives.

Finding the best approach is crucial, and Subject Matter Experts are often excellent problem-solvers. As an SME, one must summarise the information in a way that everyone can understand. SMEs must be careful in an operational environment and not fall into the trap of becoming “academic” – implementation of knowledge to achieve defined outcomes is critical for success and is where an SME can show the most value.

Our Hybrid Work Models Need Work: The Challenge of Keeping Teams Engaged

Mon, 12 Sep 2022 11:11:00 GMT

In the past, we took for granted the easy relationships that working in close proximity on a daily basis helped us to develop. Regularly sharing moments around the water cooler or over a cup of coffee created strong inter-personal bonds between colleagues, making us feel like we belonged and were part of a team – and driving engagement. And, while hybrid working models mean that we’re back in the office (albeit for fewer days in the week), it’s harder to develop these relationships (and deepen engagement) when we’re not all there at the same time.

The reality is that hybrid working is here to stay. (Most) employees want it and employers understand that, to attract or hang onto in-demand talent, offering hybrid is a good starting point.

So, as leaders, how do we balance offering employees autonomy and flexibility (with all of the clear benefits), while encouraging the togetherness (and resulting engagement) that social interaction fosters? What investments do we need to make in culture, communications, policy and technology to ensure that we can meet our employees’ social and emotional needs, deepen employee engagement and survive and thrive in our new hybrid working future?

Nurture your Leaders

Leaders have always had an immense impact on employee engagement. We’re at the coal face daily, working with our teams and shaping their employee experience. These interactions mean that we have deeper personal relationships with each team member and are best placed to facilitate communication and interaction. However, the past 2 years have taken a toll and many of us report feeling burnt out, overwhelmed and in need of support ourselves.

To boost employee engagement in a hybrid environment, it’s important to find new ways to support and underpin your leadership team. Ideas like better onboarding, improved training, easy-to-use manuals for some of the unprecedented situations that crop up and reducing corporate red tape can make a real difference.

Emphasise Interaction

In today’s virtual and in-office work reality, human connection has to be deliberately managed.

Ask your team to schedule in-office days so that they coincide with other team members. Make meetings in-person, as much as possible. Get creative and host team events or challenges – like coffee chats, competitions or trivia sessions – that build community spirit. Water cooler moments no longer happen automatically, so it’s up to us to ensure that we connect.

Show Appreciation

We all fundamentally need recognition. Done the right way, recognition is a powerful workplace tool that can encourage teamwork, boost motivation and further drive engagement. Key, though, is doing it right. Take time to examine your current recognition structures as some (like new-hire incentives) may risk alienating your existing team. Find new and concrete ways to recognise those who go above and beyond on a regular basis. Ideas like incorporating gamification (where you add gaming elements to everyday activities) and personalised rewards can go a long way towards boosting your efforts. Be more deliberate about giving praise, where it’s due. Don’t rely on your star employees knowing that you appreciate them – make sure that you single out great work and highlight it with them.

Promote Wellness

Employee wellness programmes are not new – but they need to evolve to support the new hybrid working model. Focusing on group activities (like walks, Secret Sunrise events or cook-ins), instead of rewarding individual wellness goals, gives employees the opportunity to spend time together doing fun, healthy activities in a relaxed setting. Also, it’s important to create space for employees to share how hybrid work is affecting them (and act on their feedback).

With the rise in hybrid working, we are no longer be able to rely on in-person proximity to boost engagement. Instead, we need to actively find new ways to address our teams’ emotional and social needs and provide opportunities for authentic connection, team bonding and fun.

Good luck!!

Will you be your own boss by 2030?

Tue, 30 Aug 2022 05:20:00 GMT

In 2017 I wrote an article looking at a potential trend around whether you would be your own boss by 2030. Of course, without the benefit of a crystal ball, this trend did not see the black swan event of a global pandemic in the future.

What was true in 2017 and remains even more relevant today, is the pace of change. If we thought it was fact 5 years ago, we are in hyper-drive by comparison. Who could have predicted the significant changes to the 2022 world of work – it seems almost unbelievable to a 2017 world.

To quote Charles Darwin "It is not the strongest of the species that survives, nor the most intelligent, but the one most adaptable to change" – and there are many global success stories over the past 3 years that bear this out. Incessant technological innovation is driving what Schumpeter labelled 'creative destruction' – or disruption caused by new technologies that destroys old economic systems, freeing up resources and giving rise to new industries and jobs. Over time, the theory is that this phenomenon will drive productivity and economic growth. Andrew McAfee, Co-Director of the Initiative on the Digital Economy at MIT, believes that the world is witnessing a second Machine Age, where an estimated 50% of all jobs currently in existence – including white collar roles – will become automated, leading to a short-term squeeze on income and job opportunities, but ultimately, long term gain.

Today, we're seeing evidence of creative destruction in rising global unemployment, declining average length of service, increasing mid-career transitions and disruption across all industries. There has been lots of talk in the US and more recently, locally about a term Economists have coined as “The Great Resignation” driven by among other things, workers search for meaning in their jobs and greater levels of autonomy and flexibility

Post pandemic we have seen a decline of job families like Office and Administration and Manufacturing and Production and a sharp rise in the importance of Business and Financial Operations, Information Technology, Mathematical/ Data Science, Architectural and Engineering roles. Scary times for some, but exciting too, as we enter an age where the goal of more abundance wealth for less work may be achieved – if you have the right skills and are able to adapt to a rapidly changing work environment.

Trends that are still relevant for 2030

Research indicates that there are currently 4 major trends that will impact the world of work over the next 15 years.

1. Flexibility:

Globally, we are seeing a continuation of the growing trend towards short term work.

According to the International Labour Organisation's 'The Changing Nature of Jobs', 75% of the global workforce are currently employed on temporary or short term contracts.

It is suggested that by 2030, workers will work 'with', not 'for', companies and will work with multiple 'clients' simultaneously, joining skills guilds, rather than becoming employees.

The focus will be on knowledge workers, who can do their jobs anywhere and at any time.

This idea of workers as entrepreneurs will promote flexibility and autonomy – and will benefit high skill workers.

2. Lifelong Learning:

Already, the idea that you study and then use what you've learned to follow a career at one company throughout your life has become obsolete

Lifelong learning, where workers constantly reskill or renew skills every 5 years, is becoming the norm.

3. Quality, Not Quantity (Work/ Life Balance):

Emphasis is shifting away from chasing money at all costs to a focus on critical values, like work/life balance, happiness and fulfillment.

There will be a shift away from the culture of 'overwork' towards a system where work is enmeshed in life – and reward is based on expertise and results, and not on job title or length of service.

4. Technological Innovation

Technology already enables remote work and the pandemic has changed the way employers view hybrid or emote teams as a part of their daily operations.
Over the next 15 years, it's predicted that rapid technological innovation will promote 24/7 work performed by employees in different geographic locations and time zones.

The traditional notion of a 'corner office' as we know it today will become obsolete as workers work remotely, hot desk and collaborate in ways we can't yet imagine.

So, what will this mean for workers and employers?

By 2030, Millennials – who reached adulthood around the year 2000 – will potentially be in leadership roles. This generation is said to have a strong sense of global community and to be confident, team-orientated and achieving. [Source: Strauss and Howe]

They are the first generation to truly understand the concept of work/life balance and to seek fulfilment in their careers – all characteristics they'll need to survive and thrive in the new world of work, both as workers and employers.

Others are:

Workers/ Collaborators

Employers:

The world of work is still shifting.

By 2030, the traditional 'employer/ employee' relationship could be gone, replaced by the concept of workers as boss, selling their services to client companies.

And, being a SMART (Specialist, Mobile, Adaptable, Resilient and Talented) employee, will be key to surviving and thriving in the new world of work.

FACING FACE-TO-FACE FULL TIME AGAIN

Wed, 29 Jun 2022 12:38:00 GMT

With the recent lifting of COVID-19 restrictions it seems likely that South African employers will start to require a return to office-based work – if they haven’t already. For many of us, this means transitioning out of blended work where, even if you’re in the office, your colleagues aren’t (which still means mostly Zoom or MS Teams interactions) into a more formalized hybrid model with full-on face-to-face again.

In chatting to clients who are returning to face-to-face engagement, this can take some adjustment.

Over the past 2 years, we’ve become very used to being behind a screen. When emotions run high or we get annoyed, it’s easy to mute ourselves or the speaker on a call and take a quick time out to reframe – which is impossible in face-to-face interactions. It’s normal that, as a result, our usual coping mechanisms and social skills have dwindled. In the interests of our mental health, self-actualisation and career development (and for the success of our companies), we will need to make a conscious effort to redevelop the interpersonal and social skills that, for the most part, came naturally before the pandemic.

While some may be raring to get back into the office after months of being isolated at home (with limited people interaction), it’s important to acknowledge that others may not feel this way.

Your colleagues may be feeling anxious, nervous or even dreading the prospect of returning to (even part-time) in-person work again. And, even if you’re keen to be back on site, you may have mixed feelings about giving up some of the benefits of working from home – like saving commuting time and costs or spending more time with your children.

So, how do we all survive the ‘Great Return’?

A good start is to view your return to the office as a fresh start – remember how you felt when you started your first job! It’s a good idea to keep the following in mind too:

GO EASY ON YOURSELF (& OTHERS)

Pandemic stress is real and won’t magically disappear when we all return to the office.

Understanding that tempers may be frayed, and emotions run high (more so more than usual) is key to the transition. Try not to take too much personally or harbour a grudge if you find yourself on the receiving end of a short-fused colleague. Don’t allow petty squabbles or annoyances to fester. Allow yourself and others grace and understand that this is a period of adaptation and transition for everyone – including yourself.

MAKE AN EFFORT TO COMMUNICATE

Make an effort to communicate with your colleagues, even if it feels forced initially. It’s going to take a little time to get to know each other again, especially if you didn’t interact much during the WFH phase. Communicating is a muscle that must be exercised to develop. The old ‘if you don’t use it, you lose it’ adage comes to mind, so try to find some touchpoints between yourself and colleagues every day. It also helps to remember that being in-person can spark renewed creativity. ‘Shooting the breeze’ is often where new and fresh ideas arrive and is hard to replicate in online meetings.

SORT OUT YOUR STRESSORS

Ahead of your return on-site, speak to your line manager about your concerns and discuss how you can handle the logistics of your move back. Most managers are very aware of the challenges facing employees and will welcome open and honest conversation and suggestions about ways to improve working.

BE STRATEGIC IF YOU ARE CONSIDERING MOVING ON

If your return to the office does confirm to you that you are no longer in the right place or role, don’t immediately turn in your resignation (or worse, burn bridges on your way out). Rather start by looking at how you can leverage your current skills, your existing network and the experience you have built up with your current employer and see if there is a possibility of a move internally (which is usually easier than making a move outside the company).

Perhaps the most important thing to remember now is the importance of looking after your physical and mental health. If we’ve learned any lessons during the pandemic, it’s the importance of health. Your company has probably put in place support services that didn’t exist before, so if you find yourself battling, it is worth seeking out additional support and assistance. And if you haven’t yet started taking care of your physical health, now is the time to do so.

Job Negotiation Made Eas(ier)

Thu, 27 Jan 2022 06:59:00 GMT

Author: Georgina Barrick

As we embark on a new year in the ‘new normal’, many people are changing roles, step changing into new careers or changing the contractual nature of their work, which means successfully navigating new job offer negotiations (which can be daunting at the best of times). For most of us, it’s something that we will do only a handful of times in our careers. Yet, the outcome can have lasting impact on our earnings, career trajectory and overall wellbeing.

It should go without saying that, whether you’re negotiating for your dream job or are juggling multiple attractive offers (some of which you will decline), it’s important to handle all offers professionally. The interactions that you have with a potential employer during the interview and offer negotiation phases of your job search create an impression (on both sides). Our worlds are small and it’s important to conduct yourself in a way that keeps the door open for future opportunities and connections.

At the outset, I’m going to go against conventional negotiating wisdom and say that, if you are truly satisfied with all aspects of the offer that you’ve received, thank your new employer and accept it quickly. Resist the temptation to showcase your negotiating skills. Fighting for more when you don’t really need it can have the opposite of your intended effect and, more importantly, could hinder your ability to negotiate with your employer down the line, when there might be more at stake.

Obviously, if something is important to you, then you should negotiate. However, if you don’t have to, don’t negotiate.

That said, in my experience, many job offers need some negotiation – and understanding how to do this effectively is a valuable skill that can help to ensure that you’re fairly rewarded for the work that you do. These are my 5 guiding principles of job offer negotiation…

1. Consider the Bigger Picture:

To many, ‘negotiating a job offer’ means negotiating the salary offered.

However, salary isn’t the only negotiable on the table and, while money is important, many of us derive more job satisfaction from factors (like location, flexibility, opportunities for growth/ promotion, continuous education or share options) that might be more easily negotiable. As a start, evaluate the package as a whole to determine its full value. You may be able to negotiate additional benefits and accept an offer that, at face value, pays less than you were expecting, because it puts you in a better place now (or in the future).

2. Do Your Homework:

If you’re going to ask for a better deal, you need to be able to demonstrate precisely why you deserve what you’re requesting (and that you’re worth it). Start by researching market-related salaries. Look at similar job listings, explore industry surveys (if you have access) or ask your Recruiter for help as you need to be able to show reliable evidence that the salary on offer is below current market value. Then, evaluate your offering in relation to the role. Do you have additional experience, hard-to-find niche skills or certification that are useful (or could be) to your prospective employer? Put together a thoughtful case to justify your ask. Don’t think only of your own needs. Rather, focus on your employer and how hiring you will benefit them.

And, if you can’t justify an ask, rather consider not making it at all.

3. Identify Your Negotiables (and Non-Negotiables)

Negotiation works best when you focus on mitigating obstacles, rather than digging in on a position. This is the mindset that looks to remove barriers to agreement, making it easier for the other side to change course and agree with you. One of the ways to achieve this is to enter the negotiation with a clear understanding of what you are willing to compromise on (and what you aren’t).

Recently, I came across the idea of creating a Venn diagram, listing your personal and professional goals, as a way of determining what you can compromise on. Any goals that fall into the overlap between the two circles are your non-negotiables – or the personal deal-breakers (like needing flexible working hours so that you can be more available for your children or working close to the office) that you should never compromise on as doing so will make you unhappy and have a negative impact on your productivity, performance and overall wellbeing.

Rather, compromise on the issues that are less important (and fall outside the overlap).

4. Prepare Your Talking Points:

During any negotiation, you’re going to face tough questions that may make you uncomfortable, put you on the defensive or reveal your perceived weaknesses. The only way to handle these questions is to be well-prepared so that you can answer honestly, without losing leverage or looking like an unattractive hiring option. Think about what your tough questions would be and use your research to put together answers. Rehearse with someone that you trust to get input on your delivery and identify areas for improvement. Practice your talking points to build your confidence. Remember that you will be talking about concepts that may make you uncomfortable – like money and your worth – and the more you practice, the more comfortable you’ll be with the conversation – and the less likely you are to be derailed.

5. Know Who You’re Dealing With:

Remember that companies don’t negotiate, people do. It’s important to get to know the person on the other side of the table. Try to get a handle on their position by asking questions, rather than making demands. This should help you to understand their concerns, constraints and the intent behind what they are saying. The goal is to build rapport, find common ground and, ultimately, reach an agreement that works for both of you.

In my experience, job negotiations can be hard. However, if you view the process as an opportunity to start building a foundation of trust and camaraderie, you’re more likely to get the negotiation – and the job – right.

Good luck!

Should I Stay or Should I Go?

Tue, 21 Sep 2021 11:15:00 GMT

A number of JSE listed companies have recently made changes to their senior leadership teams- the new world of work has forced boards and organisations to think very carefully about the skills needed to drive growth in a post Covid world.

This has got me thinking about how, and when, leaders should grapple with the idea of letting go of the reins to make way for a leadership refresh most especially in a world of such high change …

Very few leaders (beyond presidents and others in public office) serve for a fixed term.

For many of us, knowing when we've served our time and need to move on is entirely our own decision – there is no blueprint, but, the time comes (and it's different for every company and individual) when making way for fresh blood with new ways of thinking is both inevitable and necessary.

It's up to us to be alert to the signs. It could be that we've achieved all that we set out to achieve and are feeling stale or that we've seen the organisation through a difficult transition, or (even) acknowledge that a different skill set is now required.

Regardless of the reason, as leaders, we're expected to know when to bow out gracefully.

The truth is that, even good leaders, who have achieved a lot during their tenure, can outstay their welcome.

Some leaders believe that leaders should be 'systematically replaced to allow for a regular refresh' – meaning that the best leaders don't stay too long. Others believe in long term continuity and stability – being able to stabilise, evolve and grow a business, while seeing medium to long term projects through. Although, this train of thought can sometimes backfire if the leader becomes the company and any indication that he or she might step down leads to volatility.

So, how do we recognise the signs that we've served for long enough and that the time is right (both personally and for the companies that we run) to step aside? For that matter, how do we time any organisational change correctly so that it's good for all?

You've become complacent…

You've always been bursting with energy and ideas, but start to feel that the well has run dry.

You realise that you haven't done anything new or evolved – or encouraged any new ideas from your staff – in a long time. The world has changed significantly and maybe you are still stuck in old ways trying to retrofit them in the this new world. While you might not yet be in 'we've always done it this way' territory, you've certainly become way too comfortable with the status quo, and perhaps even feel a little stuck.

If you're feeling this way, you can bet that your team do too – which means that an organisational shake up is probably needed and that you might need to step aside to make way for new thinking.

You no longer feel valued…

Where once you were a vital part of the leadership team, you're now feeling like an outsider.

Decisions that you would once have been a big part of are made without your input, meetings that couldn't happen without you now take place in your absence or senior leadership/ the board fails to support you on important issues.

The signs are there that your opinion no longer carries the weight that it used to – which means that it's time to move on.

You can't do what needs to be done…

You've put your heart and soul into your start up and it now needs to grow to reach the next level – but you don't have the skills needed to take it there. Or, it's time for your company to make a significant (but much needed) change in direction – and you know that you may not be the right person to lead the charge. You could also come to realise that the vision that has sustained you no longer aligns with that of your organisation. Often, the skills required to turn a business around or get a new project off the ground are not the same skills required for the day-to-day running of a business.

It can be difficult for leaders, who feel irreplaceable, to acknowledge that the best course of action is to make way for a new generation of talent with fresh perspectives and skills.

You know that it's time to play to your strengths…

Microsoft's Bill Gates was 45 years old when he shocked the business world by stepping down as CEO to resume a tech role. And, while he'd made his fortune and could afford to take a back seat, Gates also understood that the skillset that had helped him to found Microsoft could be put to better use in another role, allowing him to stay in touch with what really excited him and devote time to building his foundation (another passion) - all while being in the best interests of Microsoft.

As leaders, we spend the first years of our careers honing skills that we lose touch with once the day-to-day intricacies of management take over. And, sometimes it's best – for us and the teams that we run – to step down and return to what excites us.

You know it's time…

Leadership is a high-pressure job. Few people can handle the long hours, stress and responsibility needed. Managing competing stakeholder demands through a pandemic is a delicate balancing act that requires sustained energy, innovation and stamina.

Sometimes, leaders just come to realise that it's time. Perhaps it's because their health starts to suffer or because the talent that they've developed has more energy or fresher ideas.

Regardless, sometimes they just know.

As Eckhart Tolle said 'sometimes letting things go is an act of far greater power than defending or hanging on'. As leaders, we need to be alert and open to the need for organisational change – even if it means that we leave a job or company that we have sweated blood to build, to make way for fresh ideas, new directions and growth.

May we all recognise the signs in our own lives, when they come…

Fireside Chat with Global Experts

Wed, 18 Aug 2021 06:53:00 GMT

We recently hosted a fireside discussion with world renowned experts on contingency workforce solutions in a post COVID world. Experts Maurice Benz (Novartis) & Scott Wilson (Aventi) joins Georgina Barrick (Network Contracting Solutions) in discussing the wave of change in staffing solutions due to the COVID pandemic. If you missed it, watch the video below.

To Be Challenged To Change

Thu, 12 Aug 2021 11:15:00 GMT

In South Africa, we've just passed the 500-day mark into a pandemic (and ensuing lockdown of various levels) that has fundamentally shifted how we, as human beings, live, work, school our children, shop, entertain and interact with the world around us.

While we may have initially hoped that the disruption caused by hard lockdown would be momentary, we have to accept that some of the things that we thought would only be temporary changes and adaptations to lockdown are now here to stay.

Our lives have changed and so has the world of work. There is no longer talk of 'when things go back to normal' as we now understand that there is no going back to the way we were.

While these radical, dynamic and ongoing changes create daily challenges for leadership, it's also true that they present unique opportunities to reset, recalibrate and move forward.

As Darwin is quoted as saying: 'It's never the strongest of the species that survive, but rather the most adaptable to change.' Resilient and change-fit leaders will emerge victorious and those trying to turn back the clock to the way that things were will undoubtedly flounder.

What disruptive leadership trends will emerge as a result of this accelerated change? How do we ensure that we're challenged (and not overwhelmed) by these changes and that we emerge successful, thriving and able to capitalise on the opportunities that they present?

Trend 1: A Hybrid Work Model as the 'New Usual':

2020's remote work is slowly being replaced by a hybrid home/ office work model that represents the best of both worlds. But challenges remain for leaders, particularly in accepting hybrid as the 'new norm' and not just as an easy stopgap solution.

To make hybrid really work, the first step is for leaders to set clear, consistent boundaries that apply to all in order to avoid inequality, exclusion or unconscious bias.

Work also needs to be done on building (and embedding) the right culture for hybrid teams. A culture that uses technology and positive internal communication to align all team members and bring them together, irrespective of where they may be based.

Finally, thought needs to go into creating 'pull factors' for office space. How can leaders encourage social interaction and active engagement so that time spent in-office is about collaboration on team-based projects, while solo tasks that require more introspection or quiet time are done at home?

Ultimately, hybrid work is about holding people accountable, without the need to micromanage.

Trend 2: The Shift Towards a Flatter Organisational Structure:

Spurred on by how technology has improved information flow, more companies are adopting flatter organisational structures and are enjoying the benefits of lower operational costs, improved communication and increased motivation.

The role of the leader is also changing. The idea of a 'hero leader' who holds all expertise and single-handedly leads the company is outdated. Successful leaders of the future are collaborative, agile, adaptable and, instead of leading from the front, they believe that their role is to articulate vision and inspire their teams to achieve.

Trend 3: The Rise of Continuous Development (for All)

Post-COVID, ongoing and rapid change, evolving technology and ever-increasing information will make continuous development a must, not only to outsmart the competition but also to fill inevitable skills gaps. To be properly agile and adaptable, we need to gear continuous learning towards the right blend of hard and soft skills, developing traditional left-brained thinking (quantitative analysis and logic), while supporting and promoting right-brained thinking (like design, creativity and empathy). To succeed, we will need people who view the world differently and can see what others can't imagine.

Trend 4: Be Prepared for High Employee Turnover:

Short term, we need to brace for high turnover.

As the pandemic wanes, pent up lag in the system will see many people quit, move jobs or emigrate.

Events of the past 18 months have forced us all to rethink our futures – from what we want to do, to where we want to live and how we want to live our lives. In South Africa, the added worry of recent unrest is going to push some of our brightest talent to seek out opportunities offshore as the world reopens.

It's vital that we start to think outside the box about talent. From how we can nurture our teams and make them feel valued right now to changing our thinking about how (and from where) we access talent. As an example, changing cities or countries doesn't have to mean changing jobs.

Trend 5: The Importance of a Non-Permanent Workforce

As turnover rises and the skills gap widens further, non-permanent workforces will become central to company talent strategies. Specialists who are able to deliver on short-term projects, deal with the issues of today or supplement talent gaps (outside of the traditional permanent payroll) are in demand.

Recently, we have seen an increase in requests from offshore companies looking to set up contracting teams in South Africa to deliver on global projects. We predict that the need for 'on-demand' talent will continue to rise over coming years as some companies expect that up to 40% of their total workforce could be non-permanent.

Trend 6: A Sustainable Pace is Non-Negotiable:

The hard truth is that the relentless challenges of the past 18 months have worn us all down.

We've all had to gear up to cope and steer our business' through recent storms, working long hours at a brutal pace. And, in the post-pandemic world, things are likely to be unstable and unpredictable for a while yet. Leading through a prolonged crisis is exhausting.

Time off isn't really going to take the edge of pandemic stress. The only real long-term cure for an unsustainable pace is to create a sustainable pace. This means picking projects carefully, mastering the art of saying no, building time into your diary for downtime and quitting things that aren't working early. Remember that the price of an unsustainable pace is burnout and no-one can really afford that.

As we gradually emerge from this awful pandemic, my wish is that we will use the lessons that we have learned to build a brighter, more sustainable and successful world, one where we can all thrive.

To paraphrase Eisenhower, we need to see COVID as an opportunity to reset. It bought us time, so that we can do better than we've done before.

I believe that it's possible – and so should you.

Go well…

Rule Breakers: Anarchists or Creative Trend Setters?

Mon, 14 Jun 2021 11:15:00 GMT

On a flight to Cape Town recently, I was forced to ponder the psychology behind those who choose to follow 'rules' (or norms) and those who don't. Things like wearing a mask for the duration of the flight, switching your cell phone to flight mode or not standing up until your row is called to exit the plane. Naturally, if you are largely a 'rule follower', when those around you do not comply with a rule that you have chosen to follow, you tend to have a very negative reaction to the 'rule breaker'.

But, should this be the case? Or, do we all (on some level) have an element of 'rule breaker' within us? Anyone paid e-tolls lately?

Ask yourself whether you often resist rules or procedures? Do you welcome opportunities to break the status quo and create new stuff or innovate? Do you consider yourself a change agent? If you answered 'yes' to any of these questions, then you are probably a 'rule breaker' in some way, shape or form.

Becoming a 'rule breaker' doesn't happen overnight. Our attitude to risk develops from early childhood and, by the time we reach adulthood, these attitudes are often our natural coping responses to adversity or conflict.

Fortunately, 'rule breaker' tendencies are sometimes tempered by a need to succeed, to be perceived positively or to be liked. Most 'rule breakers' have some boundaries that stop them from going too far (unlike Bernie Madoff, Billy McFarland et al).

There is no doubt that breaking a rule and getting away with it triggers brain chemicals that help us to rationalise the transgression. Being able to rationalise allows us to make exceptions of ourselves when it comes to abiding by the law, which is reinforced each time we get away with a transgression. So, while we all might agree that laws are required to keep order in society, we might come to believe that these same laws apply don't apply to us if we feel that they're unreasonable, inconvenient, go unpunished or have no real consequences.

As an example think of it like this…

When you get onto a plane, the rule is that you have to switch off your mobile phone (technically so that your mobile signal doesn't interfere with the operation of the plane and potentially cause a crash). However, over years, the lines have become blurred.

Firstly, mobile operators created 'flight mode', so you can switch your phone into this mode, instead of switching it off completely which, bizarrely, is allowed by some airlines and not others. As far as I'm aware, few (if any) commercial air crashes have been attributed to a mobile phone being left on, in-flight. So, because the potential risk seems exaggerated (and, therefore, unreasonable) and because there is a reasonable alternative (flight mode), we often ignore the 'phones off' or 'phones on flight mode' rule now.

Looking at the research, it seems that we break rules for the following reasons:

So, if the high that we get from breaking a rule is rewarding and reinforces our belief that we are special, why can't we just let rule-breaking be?

I believe that there are two issues with 'rules don't apply to me' thinking, particularly in our working environments. Firstly, if left unchecked, 'non-compliant' behaviour can generate resentment in a team. If one employee is allowed to bend the rules persistently or is given liberties that other members are not, the team will eventually start to dislike the status quo. Over time, the behaviour escalates, which can have long-term consequences for team cohesion, motivation and engagement. Secondly, allowing 'bad' behaviour from one person opens the flood gates to rule-breaking from the rest of the team – or 'if they're able to break rules and get away with it, why can't I' thinking. So, how do we, as leaders, manage this more effectively?

Set clear rules – and apply them consistently…

I'm not a great believer in too many rules and would rather have a few clear, precise rules that work (and can be applied consistently) than reams of vague rules that are difficult to implement. This is because too many rules create homogenised behaviour, which stifles creativity and innovation.

To avoid hidden grey areas, be careful of setting rules that are open to interpretation. Clearly state what conduct is unacceptable and let your team know how transgressions will be handled.

In other words, as Dan Ariely suggests, set rules that clearly show people when they are in the right (or wrong) and offer examples of alternative behaviours that are acceptable.

Understand 'friction' and 'motivation'…

Dan Ariely's research has shown that, even when we know that behaviour is dangerous (like smoking), we still don't give it up. To change behaviour, understanding 'friction' (whether easy-to-action behaviour is aligned with the right behaviour and, if it is not, finding ways to make it so) and 'motivation' (what truly motivates people to follow the rules) is key.

Portray consensus.

When we know that an attitude is shared (or not) by others, we're more likely to adopt (or reject) it. If the majority of people diligently wear masks correctly, it's more likely that more will adopt this approach. And, while this might not work for all, it will work for most.

As leaders, we need to set rules that are reasonable, clear and precise. Rules that don't create friction in application – then we need to understand the motivation needed to follow them.

As Wallace Stegner said: 'It is the beginning of wisdom when you recognize that the best you can do is choose which rules you want to live by, and it's persistent and aggravated imbecility to pretend you can live without any.'

And, to the guy in 11C: You are not Elon Musk or Steve Jobs! Please wear your mask for the protection of everyone or else drive, don't fly!

Is Work from Home Working?

Tue, 04 May 2021 09:05:00 GMT

When lockdown hit in March 2020, working from home allowed many companies to continue operating remotely, saving jobs and livelihoods. As the weeks and months passed, you couldn't open an online news site without seeing articles extolling the virtues of remote work. It started to look like lockdown had accelerated the 'work from home' revolution and that working from a home office would be our new post-pandemic normal.

Get What You Want: Create Value through Negotiation

Thu, 01 Apr 2021 09:09:00 GMT

Siya Kholisi's recent move to the Sharks has certainly shaken up South African rugby.

COVID-19 is Changing How We View Leadership

Thu, 25 Feb 2021 09:12:00 GMT

'While the world has been distracted by the noise of those resistant to change, change has been happening anyway’. These are the words that start a video about women in power that was sent to me recently. The video, which has gone viral, goes on to list all the current female heads of state, from Germany to Finland, New Zealand and Singapore. It’s truly inspiring, particularly as leadership has historically been (and, in most cases, continues to be) defined in terms of male stereotypes.

Uplifting Your Staff: When Vibration Meets Innovation

Wed, 27 Jan 2021 09:14:00 GMT

I recently came across a blog post called “Fear Cultures: Do Scared People Innovate?”, which spoke to business leaders about creating workplaces that enable all staff members to feel like they can participate in discussion and innovation without fear of “rocking the boat”.

Just Be Better

Mon, 23 Nov 2020 07:01:00 GMT

Every so often in life, if you are paying attention, you may meet a truly extraordinary person.

These people are rare and, I suspect, if you’re not alive to the possibility, their magnificence may pass you by. Often, they aren’t the loudest or most flamboyant in the room, or the most obvious.

Mostly, they’re incredibly hard working, humble and selfless people who just vibrate on a different frequency.

Meeting someone extraordinary can be quite unsettling. Being faced with someone who is living their full potential – with no excuses – calls into question your own life, efforts and the excuses you make for not doing more, being more or being better.

Despite the global pandemic, and the associate economic devastation caused by extended lockdowns – some people innovated, created and grew their businesses at an alarming rate. Take for example JEFF- the new gym that is now on a quest for 1milion and 1 member. Johno and Julie Meintjes saw a gap for home exercise and mobilised hundreds of thousands of people to join them in online exercise classes every day of the week.

This has led me to give thought to what separates the ordinary from the extra-ordinary. What drives someone to operate at a level so far beyond their peers that they are immediately set apart, driven forward faster than those around them. More simply, what creates sustained high performance in some of us, but not in others? And, if we can gain insight into what drives the individual, can we use this understanding to drive ourselves and our teams to high performance?

In trying to understand this, one of the interesting books about performance that I’ve come across is ‘High Performance Habits: How Extraordinary People Become That Way’, written by acclaimed coach and speaker, Brendan Burchard. In it, he shares the 6 habits that his research suggests lead to sustained high performance – and happiness.

Some of these habits may be common sense, but together they create a roadmap to high performance. And, alongside increased consciousness and awareness, they create a vibrational level that moves us from ‘just getting by’ to a state of flow. I’d like to share them with you…

Seek Clarity

High performers constantly seek clarity – about their goals, direction, strategy and intention.

And, while they might not always get the clarity they’re seeking, asking keeps them focused on what is important and helps them to sift out distractions.

Similarly, high performance teams focus on ensuring that members clearly understand interdependencies, have clearly defined roles, support the decision-making process and are committed to shared goals.

A suggestion that really resonated with me is to start each workplace interaction by asking: ‘What is our intention?’, ‘What really matters?’ and ‘What do we need to achieve?’

Generate Energy

While most of us are exhausted by mid-afternoon, having lost energy throughout the day scrambling to keep up with changing meetings, tasks and events, high performers aren’t.

Instead, they use the time between tasks or meetings – called transitions – to give themselves a short, psychological break. Some get up from their desks, others meditate or spend time in quiet reflection, but all use the time to recharge and shift focus from one activity to another so that they’re primed to perform again.

Burchard’s suggestion that we plan our days in 45 to 60 minutes chunks, with breaks in between, seems within reach for us all.

Energised team environments emphasise team development, continuous learning and motivation.

Raise Necessity

For high performers, succeeding isn’t about passion, preference or need.

Performing with excellence is as necessary to them as breathing.

And, raising this necessity is personal. It’s all about having someone to perform excellently for – family, team or peers – and reminding yourself of this reason constantly to focus your intention and mental ability towards the right goal.

For high performance teams, necessity is created by focus on a collective mission and purpose – where members can see beyond individual workload and goals towards the team’s higher purpose.

Increase Productivity

High performers increase outputs that matter – or, simply, they focus unwaveringly on what they have identified as the main event, without being distracted.

They’re also more productive because they have the subconscious ability to think and plan ahead.

Burchard’s research shows that high performers see five steps ahead at all times, identifying the major moves that they’ll need to make to achieve their goal, what to avoid and what skills they’ll need to develop to complete each move.

One of the ways that high performance teams achieve increased productivity is through clear and constant feedback. Knowing how they’re tracking – and where they’re going wrong – helps teams to take action to correct inefficiencies quickly.

Develop Influence

High performers are influential – by influencing how others think and challenging them to grow.

If you’re lucky, you have an admired mentor who subtly shapes how you think by questioning your approach – ‘What do you think about this? Have you thought about approaching it in this way?’ and, who, in doing so, pushes you to think unconventionally and creatively – and be your best.

If you do, you’re likely to have a high-performance mentor.

In high performance teams, creating an environment where members feel secure enough to constructively criticise and challenge processes – the status quo – builds influence.

Demonstrate Courage

When confronting risk, hardship, judgement or a pandemic, high performers show courage in many ways.

Firstly, they speak up for themselves – and others – sharing truth that makes them vulnerable.

They also ‘honour the struggle’ – appreciating that true success take blood, sweat and tears and that working through the tough times is a necessary part of the process. They expect hardship to come with achievement, believing it be character-building. South Africans call this ‘vasbyt’.

Finally, high performers demonstrate courage because they’ve identified someone to fight for – a family member, friend or peer – and their determination to fight through uncertainty or fear comes from wanting to work hard for this person.

I know I had many conversations with people over the last months who were responding in completely uncharacteristic ways either for the better or the worse – and then there were those who were just head and shoulders above others who were focussed and energised- who challenged themselves in a non-judgmental, but honest and conscious way, to shift old patterns and move into a more authentic state of being. These are the extraordinary among us and we should celebrate them- because they remind us what is possible – they remind us to be better.

The Certainty of Uncertainty

Thu, 29 Oct 2020 07:03:00 GMT

Death and taxes. Life’s only two absolute certainties, according to Benjamin Franklin.

Human beings have lived with uncertainty for millennia – which doesn’t mean that we’ve got anymore used to it.

Let’s be honest we all started 2020 believing that this was going to be “our year”. 85 days later we were locked in our houses – our businesses were shut down – schools closed, and boarders shut- oh and lets not forget there was no alcohol.

In uncertain times like these, the only thing that’s certain is that more uncertainty lies ahead. We can’t change, manage or control this. But we can moderate our response to it…

We live in an age of unprecedented uncertainty, where everything seems even more unpredictable than before.

We’re working harder and longer than before, often for less. Political upheaval is the norm – think Brexit, global trade wars and a Presidential election. The global effect of the pandemic with more that 40 million having been infected and the number still climbing. The thoughts that this isn’t the first corona virus and won’t be the last.

Social media makes us more connected than we’ve ever been. Yet the virus has forced us physically apart. As a result, many of us are suffering the effects of stress-induced illness. Mental illness in the “workplace” especially the remote workplace, seems on the rise.

Most days, merely consuming the news requires a deep breath and a stiff drink (Monday to Friday only).

Yet, as the world becomes more unpredictable, we’re mostly coping – and many of us are thriving. It’s true that periods of massive change, while alarming, also create opportunity.

Uncertainty induces anxiety, stress and frustration. But, it also brings challenge, which leads to growth, satisfaction and strength. It’s cliched, I know, but challenge helps us understand that our limits aren’t limiting and, out of this understanding, we build resilience and become open to possibility.

So, how do we get this right?

Acknowledge that uncertainty is a part of life…

Total certainty is an illusion. We’d like to believe that we have total control over what lies ahead. But, the truth is that, while we have some control, it’s far from total. Accepting that uncertainty is a natural part of life – and doesn’t necessarily mean that things are going wrong – can help to ease our anxiety around change.

Understand that uncertainty doesn’t (always) equal a bad outcome…

If you’re a worrier (and many of us are), it’s likely that you mostly equate uncertainty with a bad outcome. However, ‘bad’ is just one of a few possible outcomes – along with ‘neutral’, ‘good’ and ‘excellent’.

You could accept a new job that turns out to be a bad career move. It’s also possible that a new job could energise your career and expose you to new learning.

Try to steer clear of ‘better the devil you know’ thinking and be open to all outcomes.

Control what you can…

So much of life is out of our control.

We can’t single-handedly grow the global economy or rein in the bad behaviour of world leaders.

However, this doesn’t mean that we have no influence over how life pans out.

Rather than focusing on what you can’t control (which heightens anxiety), focus on what you can.

Or, as the Serenity Prayer says, accept the things you can’t change and have courage to change what you can – while hoping for the wisdom to know the difference.

A good idea is to start by determining whether you have ‘no control’, ‘some control’ or ‘total control’ over what is making you anxious. Then, focus only on what is in your control.

Another idea is to take action and, in small ways, give yourself options. Learn a new skill, monetise your hobby, save money or network to build new contacts. Small shifts can make a big difference and give you options (and breathing space).

Take care of yourself…

It should go without saying that, in a stressful world, self-care is vital.

Make time for exercise. Get good sleep. Meditate. Seek out support.

If you’re running on empty, it’s very hard to see the wood from the trees.

In a world where uncertainty is the only certainty, it’s still possible to thrive.

As Eckhart Tolle said, ‘When you become comfortable with uncertainty, infinite possibilities open up in your life.’

May you be open to possibility.

Building a Flexible Workforce

Tue, 06 Oct 2020 07:04:00 GMT

There’s no doubt that COVID-19 has changed how we work.

And, while there have been many negatives to this pandemic, it presents a unique opportunity to shape the world of work in a way that benefits all. In many countries, we’re set to see a large uptick in the use of contract or non-permanent staff, post-COVID.

There are benefits to this for both workers and employers. For contractors or temporary workers, there is the opportunity to chase technology, to hone skills (or upskill between projects) or the freedom to schedule breaks between projects to enhance work/ life balance. For employers, the rise of an agile, flexible, contract-based workforce offers the prospect of managing critical projects without the risk (or cost) of hiring skills permanently.

For the past two decades, the International Labour Organisation has been reporting on the rise of the ‘flexible workforce’ – or a workforce that ‘grows in number to meet business needs at any given time and falls back to a baseline number when the increased size is no longer necessary’.

Companies that embrace the use of flexible workers keep their number of full-time, permanent employees to a minimum, while hiring more temporary, part-time or contract employees to meet demand during busier periods or for specific projects.

The concept isn’t new. We only need to look at retail or agriculture, where seasonal workers have always been brought in to meet demand in busy periods. However, what is new is the dramatic increase (over the past decade) in the use of highly skilled contractors to deliver on specific projects or work.

For employers, the benefits are numerous and include reduced payroll costs, greater talent diversity, access to expert skills that might not otherwise be affordable (or available locally) and greater employee engagement. For employees, working flexibly is part of the trend towards a gig economy – or the move towards temporary, flexible jobs and away from permanent employment. In an ideal world, this move is powered by independent workers, who select work contracts based on interest and how the work offered can grow their skills and expertise.

As our economy starts the slow journey to recovery, many leaders have had to reduce their permanent staff complement as a result of the effects of COVID and lockdown on business.

However, this has not removed the need to deliver on outstanding projects. Expanding the flexible workforce to support business and project needs is the obvious answer.

In my experience, effectively managing a large non-permanent workforce is not without its challenges. While your flexible contract workers aren’t employees (in the traditional sense), they (and the work that they do) still needs to be tracked. It is important to establish a flexible workforce programme to ensure that you have the right tools in place to manage this type of work effectively. As part of this process, you need to consider:

Deemed Employment: South African law makes provision for temporary or contract workers to be deemed ‘employed’ if temporary or contract employment persists beyond a certain period.

3rd Party Tax and Statutory Exposure: If exposed, it’s likely that you will be pursued and not the contractor/ temp worker.

Worker Misclassification: Incorrect classification of your freelancers could mean that you become liable for minimum wages, pension contributions, holiday and sick pay.

IP Leakage: If your contract doesn’t make provision for IP ownership, you may have no claim over valuable IP when the contract ends.

Data and insight on costs, hourly rate benchmarking and the effective onboarding/ offboarding of contractors

Payroll Implications: What, if anything, do you need to consider around payroll?

If you’re interested in scaling up your non-permanent workforce, how do you navigate these complexities? The first step is to determine when (and if) you need a flexible workforce programme. Businesses should be thinking about:

If you currently have any flexible workers in your business, were they onboarded into the business in a way that reduces your risk?

Who do these contractors report to? Are they being effectively managed on a day-to-day basis? Who has sight of them and their output?

What are they doing for your business? Do they touch customers or work on any mission-critical systems?

Is your business exposed to any legislative, tax or statutory risks as a result of these flexible workers? Do you think that you have any business risk exposure as a result?

A properly managed flexible workforce can significantly positively influence business success and, with the right amount of visibility over your contractors, you can experience a better outcome. There is no doubt that, in uncertain times, talent agility is critical to organizational success. Using flexible, non-permanent talent can give you the skills that you need to get urgent work done immediately. It can also help you to build a talent pipeline to support future growth.

I believe, as John Wooden said that, today, ‘flexibility is the key to stability’ – and that, going forward, companies and individuals who embrace it will come out on top.

Good luck.

Is WFH Eroding Your Company Culture?

Wed, 02 Sep 2020 07:06:00 GMT

In March 2020, when South Africans started working from home, few of us imagined that we would still be doing so 5 months later. Like most, I prepared for an initial 3 week stretch and, while I knew that it might be wishful thinking (given what was happening in Europe at the time), I hoped to be back in the office by the end of April. Looking back, I can only chuckle at my naivete.

Five months in, the COVID-19 pandemic has fundamentally shifted the way we work.

In our new reality, those of us who are fortunate to be employed are mostly working a hybrid of in-office and at-home work that we’ve started calling ‘blended’ working. Some are still working full time from home very productively and may never return to the ‘office’, except for meetings.

Work, as we know it, has changed, perhaps forever.

While this new reality has shown us that we can adapt and thrive on many levels, it also presents a challenge to the corporate cultures that we’ve spent so much time building and that we use to attract potential employees to our companies.

Culture is the character and personality of your company. It's what makes your business unique and is the sum of its values, traditions, beliefs, interactions, attitudes and, most importantly, behaviours. It’s an important competitive differentiator. And, it has a big impact on morale and productivity and, in a crisis, can either see your company through or lead to its demise.

Culture is built through shared experiences, beliefs and values. It grows when people spend time together in person. So, what happens to it when we don’t meet ‘around the water cooler’ much anymore?

As leaders, I believe that COVID-19 has presented us with a unique opportunity to shape, cement and leverage our company cultures for greater impact.

I believe that it’s still possible to manage culture ‘by design’ (and not ‘by default’) even if we don’t meet in-person regularly. By finding new ways to engage, we can nurture (or create) strategically aligned, strong and adaptable cultures that will see us through this difficult time.

It’s hard, but it’s not impossible.

How do we manage culture ‘by design’ when our teams are working remotely?

Hire the Right Talent

This should be our lodestar - and not just something that we consider in times of crisis.

Hire resilient, adaptable people who work smart, use ingenuity to navigate uncertainty and embrace (and leverage) difference. In uncertain times, we need people who ‘can keep their heads’ and forge ahead to find solutions.

Nurture Your People

Engaged employees are your company’s greatest assets, as their passion, commitment and discretionary effort drive business success, growth and culture – whether they are working in-office or remotely.

Stay attuned to your team’s ‘temperature’. Connect regularly so that you can identify those who need support but go easy on supervision and evaluation. Instead, focus on mentorship, goals and opportunities for development – and trust them to get the job done.

Culture is defined and shaped by behaviour, so continue to encourage, cultivate and highlight behaviour that demonstrates the beliefs and values that you want to reinforce. Hold people accountable for behaviour that doesn’t.

Lead from the front. Leaders significantly influence culture, particularly in times of stress. When the future is uncertain, leaders become the ‘single source of truth’. Educate and develop the leaders in your company so that they manage by objective, show empathy and build trust. Hold regular online conversations with your leaders to add value and connect in a meaningful way. This is fundamental if you want to hold onto your engaged employees (crisis or not).

Communication

Articulate, validate and reinforce your culture. The more your talk about your culture, the more you bring what you value into the open, making it more visible and making your employees more conscious of what is acceptable or unacceptable. Culture is ultimately defined by behavior, so make sure that you reinforce behaviour that supports a positive culture. Clarity about culture and expectations is more important when people can’t gather as they did before.

Try to replicate and replace in-office interactions with easy-to-use virtual substitutes. Set up video conferences on Skype, Zoom or MS Teams to replace team meetings. Use the chat function on MS Teams for the team talk that would normally take place over coffee or at the water cooler.

Try to foster a sense of normality and familiarity online – it goes a long way towards assuring your people that the company’s culture hasn’t been eroded.

Find Creative Ways to Maintain ‘Esprit de Corps’

Sharing personal experiences – through team building, over coffee or through office parties – shapes culture. Find creative ways to get your team together online. Team Zoom quizzes, virtual Friday night drinks and online games can break the ice, build rapport and help with the isolation that some team members may be feeling.

Whether you started Lockdown with a strong, clearly defined and adaptable culture that has supported and sustained you and your team over the past 5 months or are struggling to overcome managing culture ‘by default’, there is still a lot that you can do shape, cement and leverage a culture that works for your new reality. It’s all about managing behaviour or, as Michael Kouly believes ‘the culture of a company is the sum of the behaviours of all of its people’.

May you find your sweet spot!

Kindness Matters

Tue, 30 Jun 2020 07:25:00 GMT

Sometimes, I feel like we live in a world gone mad.

We are a world divided on so many important issues. Whether it’s climate change, racism, gender-based violence, gender bias, bullying and, now more recently, COVID-19, you’ll find people with wildly opposing beliefs about whether the problem even exists and how it should be handled.

This is nothing new. Debate, along with freedom of thought, belief and speech, is integral to a healthy democracy and strong civil society.

Yet, what seems to have changed (or perhaps just become more acute), is how unkind and polarizing the conversation around our issues seems to have become. Healthy debate should not include words that exclude, hurt or divide. It shouldn’t allow one voice or set of voices to dominate and it shouldn’t dismiss the feelings of others. It shouldn’t hide behind the anonymity that the internet provides to say or share untruths. And, while debate should provoke change, it shouldn’t incite or ignite unlawful, destructive behavior.

There is no doubt that, in this time of anger and of fear, we are all more prone to lash out and defend the views and opinions we hold so dear.

In the blur of everything that is now unusual around us, in the ‘fight or flight’ world, it is easy to lose sight of the fact that kindness really matters. Kindness is such a powerful tool. It fosters empathy, acceptance and tolerance, de-escalates tension and improves co-operation. Research has shown that kindness increases happiness, improves our connection to others, raises satisfaction and promotes lasting physical and mental wellbeing (for the giver and recipient). It is an interpersonal skill that, rather than demonstrating weakness, takes courage and strength to regularly practice.

And, while we may have been conditioned into believing in the ‘survival of the fittest’, it’s worth remembering that humans are a social species who have lived in social groups and relied on one another to survive and thrive for millennia.

Simply put, kindness matters.

Our ‘Arch’ Desmond Tutu once said, ‘Do your little bit of good where you are. It’s those little bits of good put together that overwhelm the world’. I believe that the solution to some of the madness that currently pervades our discourse lies with each of us and the small acts of kindness that we can make happen daily.

As a start, kindness can make a real difference in the workplace.

A study conducted by the University of California found that small kindnesses don’t go unnoticed and tend to grow across an organization. Workers at Coco Cola’s Madrid headquarters were secretly divided into groups – ‘Givers’ were instructed to do small favours (called prosocial behaviour) for Receivers over a 4 week period. Results revealed that practicing prosocial behaviour is mutually emotionally reinforcing – both Givers and Receivers reported being happier, less depressed and more satisfied with their lives and job. It’s also contagious as Receivers began to ‘pay it forward’, doing small acts of kindness for others, which spread across the company creating a virtuous circle.

As a practice, kindness grows when we remember the following:

Words Matter

As a child, I remember being told that ‘sticks and stones may break my bones, but words will never break me’. As an adult, I’ve realized, through sometimes bitter experience, that this old adage is untrue. Words do matter. They can build – through praise, encouragement or thanks. And, words can also divide, hurt, separate and make people feel different and isolated.

Choose your words carefully – particularly when the way that you speak can affect other’s attitudes and beliefs.

Check Your Attitude and Behavior

Be aware of your own attitudes and behavior.

Sometimes, unconsciously, we speak or act in ways that may hurt others. I witnessed an incident in Woolworths recently that perfectly demonstrates this. A customer insisted on re-sanitising the checkout counter after the Cashier had already done so. Speaking to her afterwards, the Cashier explained that this action had made her feel dirty (which was most likely not the nervous customer’s intention). If the customer had been kind and explained why they wanted to sanitize the counter again, it could have had a completely different outcome. Seek first to understand before being understood. Strive to be less judgmental. Don’t retaliate. Bite your tongue – the need to be right or have the last word drives conflict and separation.

Get Involved

Kindness can take many forms, but it’s really, at its root, about altruism – the selfless concern for the wellbeing of others.

Find something that you’re passionate about – be it humans, animals or nature – and get involved.

If you cannot spare any time, perhaps make a financial contribution (or vice versa).

Research has shown that being kind, even when there seems to be nothing in it for us, activates endorphin release to make us feel rewarded.

Be Kind to Yourself

Kindness includes being kind to yourself.

Leadership in the Time of ‘Business Unusual’

Thu, 28 May 2020 07:40:00 GMT

In March, lockdown instantly shifted us all into ‘business unusual’.

Overnight, we moved from office-based work to work from home, leaving little time for anyone to find their feet and putting us all under extraordinary pressure. For those without a home office, Level 5 Lockdown even prevented purchasing a suitable desk and chair.

Aside from the worry about how COVID-19 could impact our health (and that of our families), we’ve had to adjust to new ways of working and meeting new demands around clients, logistics and delivery. All while trying to deal with parenting, managing our home environments and worrying about how lockdown could affect our job security and careers. This pandemic has been, perhaps, the biggest disruptor in our lives, to date.

Nearly 60 days in, some have innovated and thrived, while others are still struggling to adapt to our new reality.

During lockdown, I’ve been following (among others) the Business Results Group’s free webinars for insight into leadership practice in our ‘new’ world. This has got me thinking about how leaders have had to change behaviour in our now virtual world. I believe that some of the challenges facing leaders today include:

How do we effectively manage and motivate people remotely when we’re not able to physically ‘see’ them daily? How to we help our employees return to site in Level 3 (and beyond) and manage ‘survivors’ guilt – where they are employed and compensated, while others aren’t? How do we reconnect our company vision to adapt and thrive in this ‘new normal’, where many things will not be as they were before? And, how do we get everyone to buy into this new vision so that we can move forward instead of trying to cling to our old ways of doing things?

Nearly a decade ago, when I wrote an article on how consciousness positively influences business success, I referenced research by Bob Anderson from the Leadership Circle which still resonates clearly today (and could help to answer some of these questions). In a study about the correlation between consciousness and corporate success, Anderson found that high-performance companies are most often led by leaders with a ‘Creative’ orientation (and related behaviours), while companies dominated by ‘Reactive’ leaders performed more poorly. He believes that as reactive behaviour grows, creative behaviour diminishes – along with performance.

This thinking is supported by Liz Wiseman’s work on ‘Multipliers’ – people whose behaviour multiplies or facilitates effectiveness. The traits of a Multiplier include that they are ‘Talent Magnets’, attracting and optimising talent. These people are also ‘Liberators’ who unlock and require everyone’s best thinking, ‘Challengers’ who extend challenges to the people that they identify as talented geniuses, ‘Debate Makers’ who see that important decisions are debated robustly before implementation and ‘Investors’ who instil accountability.

So, how does all of this help leaders to motivate their teams to perform optimally while working remotely, while still maintaining a semblance of balance in their lives?

1. Focus on Outcome:

Start by letting your employees work out how to work effectively themselves.

Resist the temptation to focus on making work tactical by setting strict processes, rules and procedures. It might make you feel that work is being done but being micro-managed can be very demotivating for your employees. Instead, set clear goals, some boundaries and offer guidelines – and then allow your team to exercise their creativity and work flexibly to get the job done. You can check in with them, but don’t check up. Remember that, as long as you get the outcome you expect, they should be allowed creative freedom around how the outcome is achieved.

2. Identify Stress Triggers:

The first step towards identifying what positively motivates your team is to help them identify their unique stress triggers. There are a lot of potential culprits right now - COVID-19, the resulting economic fallout, increased (or decreased) workload and home environments that are not conducive to productivity. Sometimes, just acknowledging that we’re living in difficult times and talking through stressors is helpful.

3. Up Your Online Meeting Game:

Personally, I’m mourning the loss of small ‘water cooler moments’, where I could interact with my team on a more personal level, allowing me to gauge mood and who might need more attention. Working – and meeting – virtually means that these opportunities are more limited and have to be created, rather than occurring spontaneously.

Daily check-in video calls can help you to pick up changes in behaviour or mood that can signal larger issues – and identify high risk employees who may need more intervention.

Remember that it’s also easy to slip into ‘tactical’ mode in daily check-ins, focusing on tasks only. While this might work face-to-face, it can further isolate and demotivate employees who are struggling with remote work.

Foster connection by creating a space at the start and end of every check-in where people can share how they are feeling today and what they’re doing to look after themselves.

Don’t expect a detailed answer – some employees may prefer to rate how they’re feeling out of 10. The important thing is to create the space and set boundaries so that the check-in remains positive. If you do pick up negative responses, cycle back to the affected employee after the meeting to discuss how they’re feeling and offer additional help, if needed.

4. Be Human:

The truth is that, even if we’re superstars, we’re feeling stretched and stressed right now.

These are unusual times, over which we have little control and, in the case of Lockdown, are actively being controlled.

Now, more than ever, leaders need to be available and need to be human.

Focus on how you communicate with your team. Be transparent and share as much information – particularly around company and job stability – as you can.

Encourage them to take breaks and observe weekends. Set up events to help them blow off steam – like exercise challenges, virtual Friday drinks or games evenings.

Either make your calendar transparent or to set up times for ‘drop ins’ (the new ‘open door’) when you’re online and available to chat, outside of set meeting times.

Understand their personal circumstances and give leeway, where needed.

5. Communicate:

Communicate, communicate and then, communicate some more.

In an ongoing crisis, clear communication is more important (and more difficult) than in times of calm. As leaders, our communication needs to address the core questions of what, how and why. If we don’t get this right, we end up confusing people even more. So much communication addresses ’what’ needs to happen and even ‘how’ it needs to do so. But, too often, ‘why’ isn’t effectively communicated. This is a problem because ‘why’ gives the audience deeper understanding and allows them to align with the ‘how’ and ‘what. In times of crisis, our teams need insight into our thinking and wisdom.

We’re living in uncharted territory at the moment and are all suffering the consequences, to varying degrees, of this pandemic and it’s resulting economic fallout.

But, as neuroscientist and author Abhijt Naskar says: ‘The world is going through a period of crisis, but whether we look at it as a crisis or as an opportunity to reshape our thinking depends on us.’

Business Results Group - https://www.brg.co.za/

COVID-19: Is This the Big Reset That the World Needs?

Thu, 30 Apr 2020 07:42:00 GMT

Pandemics – like any great shock to the global system – bring great change.

Already, we’re feeling the effects of this ‘black swan’ event. Life is unpredictable, consequences (both human and economic) are devastating and everywhere we turn, the news is unprecedented.

Many of us are so confused and battered by our new reality that it’s hard to imagine what ‘normal’ will look like on the other side. Like it or not, we will be dragged along into this new reality. We are not going back to ‘normal’, no matter how much we try to cling to it. As businesses, we need to start asking the sobering question: ‘What are we going back to?’

Everything is changing and I’m of the view that we haven’t even begun to comprehend the extent of these changes yet.

Yet, while the COVID-19 epidemic is undoubtedly one of the most globally overwhelming events we’ve faced in generations, it also presents a unique opportunity.

As we live through this crisis, we have the chance to reimagine our world, to reconsider what it is we truly value and create a new, improved ‘normal’. One that acknowledges, as this disease has shown us, that our fates are linked and that our interdependence means that we all need a seat at the table. So, rather than just focusing on the fact that COVID is a catastrophe from which some may never recover, also look at the opportunity to engineer our rebirth and lead to a brighter future

Undoubtedly, this is history in the making.

No one knows what our post-COVID world will look like. But, we can all start to give some thought to what sort of collective reality we would like to create. I know that I would like our world to look more like this…

Less polarized…

COVID has provided us with a common enemy, increasing our solidarity, even as it forces us apart.

This virus has reminded us that we are one people and that, if one of us is sick, we all are. I hope that this newfound spirit of unity moves us to find ways to take care of one another, for the betterment of all – whether it be in finding a way to provide sustainable healthcare for all, caring for our most vulnerable or strengthening our economy by creating stronger domestic supply chains.

The conversation around producing and buying local has already started and is likely to become more predominant in coming months and years. Our reliance on the global supply chain has impacted our economy – and a renewed focus on ‘local is lekker’ could help to stimulate it.

More real and truthful…

For too long, ‘fake news’ has dominated our discourse.

But, I’m encouraged to see the rise of the expert over the party loyalist, with people like Professor Salim Abdool Karim (a world-renowned infectious diseases expert) taking us through government’s COVID response. It’s also clear that decisions are being made based on evidence and facts and that co-operation (which builds trust and supports truth) is at an all-time high.

What is also interesting is that, with government making anyone who creates or spreads fake COVID news liable to prosecution, we’ve witnessing a shift towards a focus on verifying the source of information. We’re all questioning more and accepting less at face value – unless the news is from a credible source. This can only be good for us all in the long run.

More focus on what really matters…

COVID has suddenly made the impossible, possible.

A few weeks ago, it seemed impossible that SAA’s funding would be stopped, that the price of crude oil would be less than $0 a barrel, that we would ever consider approaching the World Bank or IMF for help (for fear of losing our ‘sovereignty’) and that celebrities who are famous for ‘being famous’ would suddenly become less relevant. Yet, all of these things happened recently, with little fanfare. On a personal level, isolation has forced us to stand still, to stop constantly seeking the next big thing and focus, instead, on what really matters. We’re baking with our children, connecting over Zoom with friends and family and taking care of one another. I hope that this ushers in a new age of realism, where we begin to focus on the core values that really matter.

Outside of what I would like to see change in our ‘new normal’, I believe that we’re already witnessing a revolution in how we work as a result of this pandemic.

Lockdown has forced the issue of remote work. For a while now, I’ve been watching this trend. It’s always seemed like a good idea but has never really been widely adopted – until now.

It’s clear that, despite the stress and anxiety that we feel about the impact of COVID, many of us are discovering new levels of productivity and efficiency as we work from home. We’re enjoying the lack of commute, the clearer skies and the pace. With time, employers may start to see the benefits of not having to fund and manage extensive office space. I believe that remote work is here to stay and that we’re going to find new ways to create connection online and to grow and build sustainable businesses. georgina-barrick

In terms of which ‘ism’ emerges as the dominant economic system, post-COVID, no-one can yet tell. I know that there are many conversations taking place about the fact that none of our current ‘isms’ will be appropriate in their current form. For capitalism to re-emerge, it will have to evolve significantly. As a fundamental driver of consumerism, the narrative around redefining what success looks like in our new world is taking shape and, as ethical consumption takes hold, our world will no longer be about having more ‘stuff’, but rather, more about community, giving back, sharing and collaborating.

As we live through the ‘Age of COVID’ I, like our President, believe that we can look forward to a better future and – as he said on Tuesday night – I ‘have faith in the strength and resilience of ordinary South Africans who have proven, time and time again throughout our history, that they can rise to any challenge that is presented to our country’.

May we rise together…

Managing Anxiety in a Time of Uncertainty

Mon, 23 Mar 2020 07:47:00 GMT

With the arrival of Coronavirus on South African shores, panic appears to have set in. While our President showed great leadership on Sunday night, it very quickly brought the reality of the virus right to our doorstep. The JSE has lost value. Shelves in Clicks and Dischem have been stripped of hand sanitizer, toilet paper and immune boosters and people are wearing masks and gloves in the supermarket – if they’re even venturing out.

While there is no question that the spread of Coronavirus is scary, doctors are clear that up to 80% of people infected will experience mild flu-like symptoms, feel unwell – but will recover – as my New York-based friend, who is infected, reports.

As I write, China (the epicenter of the outbreak, with over 81 000 cases and 3200 deaths) seems to be getting a handle on the disease, as is South Korea.

Yet, the uncertainty around how COVID-19 will impact growth and, most importantly, when it will end, is bringing the global economy to its knees, sending stock markets reeling on the back of fears of a prolonged economic slowdown.

It’s important to remember that Coronavirus is not the first event to spark widespread panic and, given human nature, it won’t be the last. Remember the scaremongering and stockpiling that took place both before South Africa’s first democratic election in 1994 and again around the Millennium, when many were worried that Y2K would bring the world to a grinding halt? Or, the SARS outbreak that was touted as the next ‘Spanish Flu’? We know that the world lived to tell the tale then – and will again now.

Yet, still we panic, driving our anxiety to unmanageable levels – and impacting our ability to make clear, focused (and often much-needed) decisions.

It is this aspect of the Coronavirus epidemic that, as a self-professed student of human behavior, has sparked my interest – the question of what drives normally sane, rational and measured humans to panic at the first sign of trouble and start fear-mongering and making uninformed decisions.

We know that it happens to the best of us. Some years ago, when my then-business was going through a rough patch, I tried to set up an emergency strategy session with my partner. His response was a firm ‘No’ – that he wasn’t available. Yet, 6 weeks later when things were going a lot better, he suddenly was. When I asked why the change, he told me that he’d declined the session earlier because I’d been in a state of fear, which would have negatively influenced my ability to put a plan in place. I’ve never forgotten the lesson that, when we plan from a place of abundance and love, our plans are much more open, encompassing, innovative and usually successful... In other words, when anxiety overrides thinking, our ability to make clear decisions is negatively influenced.

This is backed up by science.

New research suggests that anxiety impacts our brains by disengaging the pre-frontal cortex – the part of the brain that is essential for good decision-making (where we weigh up consequences, plan and process thoughts in a logical, rational way and screen out distractions or irrelevant information). When this happens, we become overwhelmed, distracted and stop thinking. Emotion takes over and logic is set aside. Bad news is magnified and any positive signs are largely ignored.

At this point, we either make the ‘safe’ choice or a quick rash decision that we’re likely to regret later. Either way, with our minds racing at a million miles an hour, we’re unable to settle on a thought easily – and, when we do, that thought is most often negative, further fueling our anxiety.

So, in times of great stress (COVID-19 and beyond), how can we override our anxiety to make better decisions?

Firstly, slow down…

Take a breath and slow down your thinking.

Very few decisions need to be made in that instant. Often, if we rush a decision, we’re doing so because we’re driven by sensationalist news, herd mentality or the belief that our thoughts, feelings and behavior are a single package. Just because we feel a certain way doesn’t mean that we have to act a certain way. Instead, we need to push against the habitual response and break the cycle by slowing the process down, being mindful and, in doing so, moving away from automatic thoughts and responses towards focusing on what is really happening and how we can best respond.

Then, take action…

Problems often seem insurmountable. When this happens, start small by working on one part of the problem first. Ask questions about your concerns. Find a good sounding board.

Taking action can also mean taking care of yourself. Get enough sleep. Eat well. Exercise.

Remember that you don’t need news on a continuous loop – stop reading the (negative) news. Those who get this right say that ignorance truly is bliss.

There’s no doubt that we’re living through one of the most uncertain (and unnerving) periods in human history. And, where in times of uncertainty, we would normally seek comfort from one another, we’re being driven apart by a virus that no-one (yet) fully understands.

Truly, this is a reminder that the illusion of control we think we have is just that – an illusion.

However, what is certain is that this too shall pass. And, when it does, we will be changed and redefined in ways that we can’t yet imagine.

I believe that the secret to coming through this time positively lies in reframing our thinking.

Keep anxiety under control. Make clear, thoughtful decisions, with the emphasis on long term strategy. Regroup, reprioritize, recharge and innovate.

I always remind myself that it is not necessarily the strongest of the species that survives, but rather, the most adaptable to change.

As leaders, our teams look to us for confidence and for honest, clear communication.

And, while they don’t necessarily expect us to have all the answers, they do expect us to be working on a plan for the benefit of everyone. Showing fear and despair is not going to inspire our people to be extraordinary – and now, more so than ever, we need extraordinary. Our belief in a shared vision for the benefit of humanity is critical to our continued survival.

Above all, remember that, as Stephen King said, ‘Panic is highly contagious, especially in situation when nothing is known and everything is in flux’

Peace and love to us all…

The Sandwich Generation: Are You the ‘Filling’?

Wed, 23 Jan 2019 07:49:00 GMT

Author: Georgina Barrick

I'm not a big fan of 'New Year's Resolutions'.

I prefer to work with a set of enduring and broad themes – or guiding lights to use as waypoints as each year unfolds. In 2018, my focus was very much on how to live more mindfully – how to manage stress better, get more sleep and live more consciously .

While I didn't always get it right, exploring ways to live more mindfully has certainly improved my overall quality of life. As Ralph Waldo Emerson said, 'life consists in what we think of all day'.

My mindfulness journey continues in 2019.

As 2019 kicks off, I've been thinking about friends and colleagues who are paid-up members of the 'Sandwich Generation'. Today, thanks to advances in medicine and health, we're all living longer, while our children are growing up in a world where it's harder to get (and maintain) financial independence. Actuaries are predicting that people who are now in their 40's will be the first generation to live to 120 and beyond (a scary thought when retirement age is still 65).

The burden of managing this delicate generational balancing act falls on the Sandwich Generation – who sit in the middle and care for aging parents, while bringing up young children. This burden often comes at great personal, physical, emotional and financial cost.

Research by the American Psychological Association found that nearly 40% of adults aged between 35 and 54 feel overextended and suffer extreme levels of (poorly managed) stress as they try to balance the needs and demands of growing children against those of aging parents.

And, this stress is taking a toll, with 83% reporting that relationships with their spouse, children and family are their biggest source of stress, making it difficult to take better care of themselves.

In South Africa, a survey by Old Mutual found that 28% of urban adults take care of their children, while also supporting parents, siblings and other family members – a statistic that is growing by 2% (on average) per year, making the 'Sandwich Generation' a reality for many South Africans.

If this is what life looks like for so many of us, how do we find a balance between all of our dependents so that we're not meeting the needs of one to the detriment of others?

And, how do we make time to take care of, and nurture, ourselves?

Identify (and Manage) Your Stressors…

I've found that being able to identify what triggers stress allows me to respond more appropriately.

Also, unhealthy behaviours – like drinking or eating too much – aren't helpful.

Try to explore how you can replace this behaviour with healthier ways of coping and how you can incorporate stress-reducing activities – like exercise, socialising with friends or meditation – into your daily routine.

Practice Self Care...

When you're running on empty, you can't properly take care of others.

It's important to make time to take care of yourself. Get good sleep, schedule time for exercise and do the things that you enjoy and that nourish you.
For me, it's about taking time to have a massage or catch up over coffee with good friends.

The world won't fall apart in your absence – and you'll return refreshed and better able to cope.

Find (and Lean On) the Right Support...

Even if you're Super(wo)man, it's not possible to do everything yourself.

Think about what you need and ask for help. Whether it be siblings, older children, friends or professional caregivers, help is available. Share the load. In my experience, people want to help.

Manage Your Finances…

Many older people shy away from talking about money, believing that it's 'not the done thing'.

Given that 41% of respondents to the Old Mutual survey rely on their children for financial support, understanding the true state of your parent's finance is key to being able to put together a financial plan that works for everyone.

Start by getting everyone's finances out in the open so that you can properly plan.

It's also a good idea to get your children involved so that they can learn to become financially independent themselves.

Live in the Moment…

Truthfully, being the 'filling in the sandwich' is sometimes no fun.

It's important to live in the moment. Love your loved ones. Prioritise what matters and let the little stuff go. This too shall pass – and you may miss it when it does.

And finally, I believe that there are two gifts that you should strive to give…

First, make your children truly independent. Focus on giving them a good education and ensuring that they understand how to become financially independent.

Show Up and Be Present: Just Say No to Multi-Tasking

Tue, 27 Nov 2018 07:51:00 GMT

Author: Georgina Barrick

How often have you found yourself reading emails, while doing homework with your children?

Or, taking important business calls while driving to your next meeting – and looking up to discover that you’re driving in the wrong direction? Perhaps, like me, you switch between tasks while waiting for something to download on your laptop.

The truth is that we’ve all done it.

When I was younger, like a true Generation X’er, I prided myself on being a ‘Multitasking Master’.

X’ers were really sold on the belief that performing more than one task simultaneously was key to optimising productivity and efficiency.

This belief was reinforced when Microsoft launched Windows in the mid-80’s. Suddenly, you could open multiple windows on screen – all dedicated to different tasks – and work on (and switch between) them all seamlessly. Multitasking had become mainstream.

Today, with the help of science, I’ve come to realise that there really is no such thing as multitasking – and (like carbs and sugar) my brain and I are better off without it.

Why does Multitasking have a Bad Rap?

Multitasking really means that we’re ‘switch-tasking’.

Because our brain can’t process similar functions (like reading a book and listening to music lyrics) simultaneously, it unconsciously switches between tasks, rather than trying to work on more than one task at a time. And, when we switch from one task to another, the transition between tasks takes time as our brain needs to shift attention. While this might feel seamless, each switch takes tenths of a second, which adds up when you’re switching back and forth frequently. Studies have shown that multitasking takes as much as 40% more time than focusing on one task only – which is why it’s inefficient, ineffective and impacts productivity.

Multitasking means more mistakes…

Because the brain never really focuses on any one task, multitaskers have more trouble tuning out distractions, make more errors, remember fewer details and take longer to complete tasks than those who work only on a single task at a time.

Most of us generally shift attention every 3 minutes. But, as it takes 15 to 18 minutes of concentrated work to enter what’s called a ‘flow state’ (the state of deep consciousness where we work at optimal levels), we’re unlikely to ever enter ‘flow’ – and perform better.

Multitasking affects brain health…

Evidence has shown that chronic multitasking can impair cognitive function, affect short term memory and increase anxiety.

A 2009 Stanford study into the effect on cognitive function found that multitaskers struggle to filter out irrelevant information, have greater difficulty switching between tasks and are less mentally organised. Even when chronic multitaskers focused only on one task, their brains were less efficient.

And, because switching rapidly between tasks spreads our attention thinly, tasks aren’t given the attention they deserve (or need) in order to be properly bedded down in memory, with the effect becoming more noticeable as we age.

Interrupted work increases anxiety levels. Researchers at UCI found that the heart rates of workers with access to email were consistently higher than those without email access. For me, this is as good reason as any to switch off email and social media alerts!

Multitasking inhibits creativity…

Forcing our brains to process multiple tasks in rapid succession rewires the brain, inhibiting creativity. When we spread our attention across too many tasks at once, we use up the brain’s working memory, leaving no space for truly creative ideas and concepts.

Also, as overload makes us more anxious, we start to rely on the more primitive ‘fight or flight’ area of the brain, instead of using the frontal lobe, which controls creativity and critical thinking.

This all makes us more likely to follow (rather than challenge) conventional thinking.

Multitasking stands in the way of making connections with others…

Jumping from task to task means that we never really spend enough time building deep connections with others. When we read the news, while talking to our children or respond to emails in meeting, we’re never truly in the moment. Our colleagues, families and friends sense this, which impacts our connection to them. Truly connecting with others is a source of deep human fulfilment – which no task can give.

Just Say No

Having realised the impact that multitasking has on my brain, health and life, I now try to focus on two simple rules that help me to ‘just say no’.

Prioritise only one thing each day.

Each day, try to focus on only one task at a time, for a length of time. This helps to avoid switch-tasking and opens up the possibility of entering a flow state. If you can’t set aside a whole day per task, try to set aside blocks of time (an hour or more is ideal) to work only on one thing.

Schedule (limited) time in your day for admin tasks – like answering emails – and switch off email and social media alerts. Try to limit unnecessary meetings.

For me, understanding that I don’t need to respond to everything has been life altering.

Do creative tasks in the early morning.

If you need to write a report, design a strategy or conduct an annual goal setting session, set aside time first thing in the morning, when you’re fresh and rested (and before your mind gets cluttered), to get creative tasks done.

Multitasking is the art of doing twice as much as you should, half as well as you could.

Go forth and focus (on one thing at a time!)

Stress: Is It All Too Much?

Thu, 01 Nov 2018 07:55:00 GMT

Author: Georgina Barrick

'Don't stress over what you can't control'. 'Keep Calm and …'

We've all heard the trite memes. I even seen t-shirts emblazoned with 'If your dreams don't scare you, they aren't big enough'. While these sayings are meant to motivate, it's difficult to live the sentiments when you're feeling overwhelmed.

Rather than encouraging and giving us hope, these memes can paralyse us, as we try to rationalise how we're really feeling against what we believe is expected of us.

October 10th was World Mental Health Day. Against the backdrop of gender-based violence, crime and an economy that is simply failing to thrive; many South Africans are struggling with anxiety, depression and stress.

Speaking to colleagues and friends, it seems that many around us are overloaded and feeling overwhelmed by the demands of life. Some have to balance the needs of elderly parents, alongside managing a young family. Others cope with ill health – our own or those closest to us. South Africa's declining economic growth – the latest petrol price hike being just one consequence – affects us all.

As leaders, we have the added stress of always needing to push the envelope. In corporate companies, meeting shareholder expectations means that each year has to be better than the last.

And, while we sign up for this race when we take on a leadership role, it's a challenge to constantly be reaching, chasing and improving.

But, is stress necessarily a bad thing? We know that it's essential for survival.

The body's natural defence against danger – the 'fight or flight' mechanism – releases cortisol, adrenaline and noradrenaline. This prepares our bodies to respond to dangerous situations by slowing normal bodily functions (like digestion) and increasing heart rate, heightening muscle preparedness and raising alertness.

However, when the 'fight or flight' mechanism is triggered too often, too easily or if there are too many stressors at one time, our physical, mental and emotional health suffers.

Too much stress can lead to heart disease, high blood pressure, lowered immunity, issues with sleep and can put us at a greater risk of developing cancer. Emotionally, it makes us more prone to angry outbursts, at greater risk of developing drug or alcohol problems, impacts appetite (either by making us eat more or less) and affects our relationships.

Undoubtedly, too much stress is debilitating and should be avoided.

In the right and appropriate dosage, stress can be a motivator.

If managed properly, it can make us more resilient. South Africans, who have long lived in a constant state of uncertainty around our political and economic future, have become used to stress and, rather than hindering us, it has propelled us forward, to a certain extent.

The secret is to find a balance - as my 85 year old mother always says 'everything in moderation'.

Today, we're all more focused on our heath and on being mindful and more present in our lives. Most of us try to achieve work/ life balance and know, as I explored in last month's blog , that sleep is key. But, how do we guard against these concepts becoming like wallpaper – there, but not seen? How do we manage our stress so that it helps, and doesn't hurt, us?

Learn to accept where you are right now.

As I've mentioned before, I'm a great fan of Oprah's SuperSoul Sundays and listen to her podcasts whenever I can. Recently, I heard her speak to spiritual teacher, Eckhardt Tolle, about how to live a stress-free life. Tolle's message – that stress is about wanting something to be the way it isn't – really resonated with me. Too often, when we find ourselves in a difficult situation, we immediately jump into worst-case scenarios, using negative mind talk.

Instead, he believes that, when we find ourselves in a stressful situation, we should accept it – look at the situation without labelling it and understand (and accept) that this is what our life looks like for now. He calls this accepting the 'is-ness' of life.

Tolle also believes that even negative situations can have a positive outcome.

When Arianna Huffington collapsed in her office from lack of sleep and used the experience to turn her life around, she found the positive in the negative. When things don't look good at first glance, acceptance can turn a negative situation around. If we can learn to 'lean away' from the noise that our minds make, we're more able to relax and go with the moment – or to accept the moment as though we had chosen it for ourselves and let it bring on a new consciousness.

Until we accept our current state and stop fighting it, we remain 'stuck in the mud'. Or, rather, what we resist, persists.

Stop 'multi-tasking'…

Often, we take on too much and then 'multitask' to get it all delivered.

We've all done this – checking mail, while meeting with colleagues, or taking important business calls while driving. I call it the 'myth of multi-tasking' because the truth is that none of the activities we're engaged in is getting our full attention – and none are being executed with excellence.

One of the simplest ways to reduce stress is to focus, as much as possible, on doing only one thing at a time. Pick one thing to work on, remove all distractions and focus on it until it's done.

You'll find it liberating – I certainly did.

Simplify your schedule…

Overscheduling is a major source of stress.

We're all constantly on the run – to the next meeting, event or situation. Try to schedule only a few essential commitments (or those that are beneficial to you or feed your soul) into each day and learn to say 'no' to the rest. If meetings aren't essential, decline the meeting invite. Schedule time for fun and relaxation.

In time, you'll get over your FOMO.

Exercise…

Do something that gets you moving every day.

It's doesn't have to be formal – walk your dog, dance with your children – as long as it happens.

Get moving – it helps.

Be early – always…

Constantly being late is very stressful. Try to be realistic about how long it really takes to get ready, commute, prepare or run errands so that you can space out your meetings to give you more time.

If you're able to manage your stress so that it becomes a positive force, you'll understand – as Bill Phillips said that 'stress should be a powerful driving force, not an obstacle'.

Go forth and conquer (your stress).

Sleep – Our Salvation If We’re Going to Live to 200?

Tue, 02 Oct 2018 07:59:00 GMT

Author: Georgina Barrick

I'm a great fan of Oprah Winfrey's 'Super Soul Sundays' and listen to her podcasts avidly while on my 40 minute work commute. I particularly loved her interview with Arianna Huffington – who, after building a successful business on the back of 18 hour days, has seen the light and is now the global champion for sleep and rest.

She is so passionate about sleep that she's made it one of her keystone habits and is encouraging others to do the same. Recently, Arianna wrote an open letter to Elon Musk (whose very public melt downs – and 24 hour days – are becoming almost painful to watch), pointing out that he's 'demonstrating a wildly outdated, anti-scientific and horribly inefficient way of using human energy' and that his behaviour is like 'trying to launch us into our clean energy future… with a coal-fired steam engine' because of a lack of sleep.

Despite being a good sleeper from birth, I have experienced disrupted sleep in times of stress and know how debilitating, and self-perpetuating, the lack of consistent, quality sleep can be. Just ask any new mother or MBA student.

Matthew Walker, renowned Professor of Neuroscience and Psychology at Berkley (and author of 'Why We Need Sleep') is clear that quality sleep is vital to health, cellular anti-aging, well-being and success. Consistently getting too little sleep decreases productivity, affects memory (sleep 'cleans' the brain by pruning unnecessary memory connections, allowing us to commit new experiences to memory), makes us more accident-prone and can even affect our earning potential.

Too little sleep also severely affects our health. Well-rested people take fewer sick days, are able to control their weight more effectively and have better quality cellular regeneration.

In his book, Walker explains how a lack of sleep leads to increased development of a toxic protein in the brain, called beta amyloid, which has been associated with Alzheimer's. During deep sleep, the brain 'washes' away this protein. If you are not getting enough sleep, beta amyloid builds up, increasing the risk of dementia later in life.

He also describes the physical effects of sleep deprivation (which he classifies as 5-6 hours or less of sleep per night). Men can experience decreased levels of testosterone, showing levels equivalent to men 10 years older, reducing virility and wellness.

Other studies have shown that just one night of sleep deprivation reduces critical anti-cancer fighting cells (called natural killer cells) by 70%. The link between sleep and cancer is so strong that the World Health Organisation has classified any form of night-time shift work (where sleep patterns are disrupted) as a probable carcinogen.

For leaders, sleep also allows us to make better decisions, to remain more intuitive and aligned with our decisions and to react more quickly, with a slower fuse. Exhaustion can affect our EQ, CQ and IQ.

If you're a sleep-deprived leader, your vibrational energy drops – which is palpable to the people around you. Ask anyone who is currently being led by a low-energy leader.

It's not about being 'energetic'. Our 'vibration' is a fancy way of describing our overall state of being. Everything in the universe is made up of energy vibrating at different frequencies. Even things that look solid have vibrational energy fields at the quantum level, including you. The higher the frequency of your energy or vibration, the lighter you feel physically, mentally and emotionally – and the more you experience greater personal power, clarity, peace, love and joy.

All of this can be affected by a lack of sleep and exhaustion. As Huffington admits, some of the biggest mistakes she's made in life were when she was exhausted and over-reactive. In this state, she missed opportunities and red flags.

It seems like restorative sleep is the new black (#RSITNB) – and is less about getting 8 - 9 hours of sleep, and more about getting the rest that our bodies need to regenerate and function at an optimal level. During deep sleep, blood pressure and heart rate drops, allowing a 'reboot' of the cardiovascular system. Less than 6 hours of sleep per night increases your risk of a fatal heart attack or stroke by 200%.

Walker's studies have shown that humans can function for approximately 16 hours of wakefulness before we see a significant decline in brain function. After 19 to 20 hours of wakefulness, our mental capacity is so impaired that we function like someone who is legally drunk. To recover, we need at least 8 hours of sleep to return to normal function.

While restorative functions occur during all stages of sleep, deep sleep and REM are the 2 stages during which our bodies and minds undergo the most renewal.

For me, it's about getting sustained quality sleep (+6 hours) over quantity – and about getting 'natural', rather than drug-induced, sleep.

So, how do we go about getting more sleep?

As research suggests, we should all aim to get at least 6 to 8 hours of quality sleep each night.

The first step is to prioritise sleep – or, as Huffington does, make it a keystone habit.

If you're currently sleeping 4 to 5 hours per night, try to increase this to 6 to 7 hours, as a start.

Planning is an important part of getting restorative sleep.

As far as possible, plan to leave your office at a reasonable hour. It can be difficult to do this as last-minute 'emergencies' often keep us chained to our desks. A good first step is to recognise what really constitutes an 'emergency'.

Also, as leaders, it's important that we encourage our staff to prioritise and value rest – and create a culture where it's okay for our staff to leave the office at a reasonable hour, without feeling guilty or like they're slacking off.

Electronic devices are the enemy of sleep.

Because they emit 'blue light', which boosts attention and raises energy levels, device screens stimulate our brains and make us more wakeful.

Huffington suggests that you make a time to 'escort your devices out of your bedroom', making it a completely device-free zone. This removes the temptation to check your mail if you wake up during the night - or, as she says, disconnect from technology to reconnect with yourself.

Keeping a notebook next to your bed where you can jot down things that you might not remember in the morning, frees your mind up to stop thinking and can make you less anxious.

Sleep 'hygiene' is important.

Set a cool room temperature. If you wear pyjamas, wear sleep-friendly clothing. Try not to drink caffeine after 2pm.

Use light stretching, deep breathing or meditation to help your mind and body transition into sleep.

Nap. The benefits of a 'power nap' (20 minutes or less) are well-known. Harpo Studios, The Huffington Post, Google and many other successful companies have nap rooms in the workplace #justsaying. Try to build nap times into the 'low points' in your day.

As leaders, Huffington believes that we need to realise that we're paying people for their judgement and not for their stamina. To focus on what really matters and, to be fully present, we need to celebrate and prioritise rest. If what actuaries are predicting is true and we do start living into our 200's, our future success depends on it.

Making Mistakes – How Important is Psychological Safety?

Fri, 24 Aug 2018 08:08:00 GMT

Author: Georgina Barrick

As employees and members of society, we sometimes remain silent when we know that we should speak up.

We see a project, process or person veering towards disaster and know that we should intervene, share our ideas or contribute in some way – yet we stay silent.

Perhaps this is because we fear the consequences or repercussions that might follow if we do speak.

Perhaps we are concerned that our ideas won’t be taken seriously, without criticism. That speaking up – and getting it wrong – might be held against us.

Perhaps we know that if we speak up, we’ll be forced to become involved in finding a solution, so staying silent seems to be the path of least resistance.

Whatever the reason, silence often occurs (particularly in the workplace) when speaking up is most necessary.

Research shows that we hold back on contributing when it does not feel safe to do so.

When we feel that the benefits of silence outweigh the benefits of speaking up – or, as Harvard Professor Amy Edmondson believes, when we don’t feel ‘psychologically safe’.

Edmondson defines psychological safety as the ‘belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes’.

We feel psychologically safe when our team or environment supports risk taking and is a place where we can show ourselves without fear of negative consequence for our self-image, status or career. More simply, where we feel comfortable being – and expressing – ourselves.

Building psychological safety in your team or environment has many benefits.

Feeling safe means that we’re more likely to take risks that lead to market breakthroughs, innovate, implement diverse ideas and drive performance. We’re also more likely to be creative.

If we’re encouraged to express ourselves without fear of failure or retribution, we’re more likely to have a shared purpose and identity and remain open to learning.

All of this may lead to higher levels of engagement and longer tenure.

As leaders, how can we build psychological safety in our teams?

Edmondson says that it’s as simple as focusing on 3 key areas…

Frame work correctly.

Be clear that you don’t have all of the answers and will need help from the team to solve problems or get work completed along the way.

Set work up as a learning – and not an execution – problem so that the team is clear that there are areas of uncertainty that require input from everyone.

Or, as Edmondson says, we need everyone’s head in the game.

Acknowledge your own fallibility.

We all make mistakes. As leaders, acknowledging our mistakes creates a climate of openness, where mistakes are allowed. Encourage the team to speak up by saying straightforward things like ‘I may miss something and need your input’.

Model curiosity.

Questions encourage a learning mind-set – and make speaking up necessary.

As leaders, we need to ask questions – and listen to the answers.

Other ways to build psychological safety include:

Always speak human to human.

Sometimes, we lose sight of the fact that we’re all human – with universal needs like respect, competence, status and autonomy. A simple way to get this right – and to encourage communication – is to remember that we’re all ‘Just Like Me’ – people with beliefs, hopes, anxieties and vulnerabilities ‘just like me’.

Create team rules.

And confront unreasonable behaviour early.

Be accessible.

Autonomy is important - but your team still needs to know that you’re always available to answer questions, provide guidance and help – no matter how trivial. Be the safety net – if they need one.

Finally, model accountability.

Excellence isn’t achieved purely through psychological safety.

Psychological safety is about letting up on the brakes. Without accountability – or your foot on the gas – everyone is in a comfort zone, where no-one excels.

As leaders, we need to have – and expect – accountability for excellence to blossom.

Focus on creating an environment where your people feel safe making mistakes – and are accountable – and I’ll show you an environment where excellence is possible.

‘Mistakes are the pathway to great ideas and innovation. Mistakes are the stepping stones to moving outside the comfort zone to the growing zone where new discoveries are made and great lessons are learned.’

Perennials: The Ageless 'Generation'

Thu, 02 Aug 2018 08:12:00 GMT

Author: Georgina Barrick

Generational theory is always evolving.

This makes things very interesting for a Generation X leader, trying to successfully blend multiple generations in the workplace and in life. If you've been following me, you'll know that I've shared my thoughts on balancing the power and pitfalls of Generation X, Millennials and Centennials in a series of recent pieces.

It appears that there' is now a – not so new – kid on the block.

Recently, I've been introduced to the power of the Perennial.

Coined by US Internet entrepreneur, Gina Pell, Perennials are 'ever-blooming, relevant people of all ages' who share an inclusive, enduring mindset, but not (always) an age.

Defined instead by their shared interests, behaviour and values, they live in the present, stay curious and are plugged into the world, technology and trends.

Perennials are 'passionate, compassionate, creative, confident, collaborative and global-minded risk takers' who have friends of all ages, mentor others and know how to hustle.

This immediately resonated with me as I personally don't always feel like I quite fit all of the attributes of a typical Gen X'er.

For them, age isn't limiting.

Pell believes that 'Generation Segregation', where we define people by age and generation, rather than mindset, separates us and creates tension across decades. It also puts the spotlight onto one generation to the exclusion of others, limiting opportunity. Perennials buck the trend to transcend the bounds of age.

I'm excited already.

And, marketers are taking note.

Forward thinking companies – like Amazon and Netflix – target consumers using behavioural data, rather than relying on generational stereotypes. By tracking actual online behaviour - like your browsing history and buying habits – they're able to offer you more targeted, appropriate products.behaviour - like your browsing history and buying habits – they're able to offer you more targeted, appropriate products.

In South Africa, Pick n Pay, Dischem and Woolworths (to name but a few) use information gathered from their card reward schemes to offer targeted discounts on the products that you buy most often.

This shift away from traditional marketing, which uses demographics, towards psychographics, which relies on data gathered on the personality, attitudes, interests, values and aspirations of the customer, creates a more personal experience.

Because Perennials are a very new addition to generational theory, I believe that more research needs to be done before we can accurately predict how they're likely to influence our leadership approach. However, I think that we can expect that Perennials will change how we lead – and may already be doing so.

Expect to build a culture of continuous learning. Driven by curiosity and the need to stay relevant, 'ever-blooming' Perennials are likely to focus on ongoing development of their skills, abilities and knowledge – and are likely to expect employers to help them keep up.

Expect to create 'tailored' working environments, with flexible working arrangements.

Work from home, compressed hours, job sharing and contracting are likely to become increasingly popular ways to improve productivity and ensure long-term wellbeing.

Expect help with your mentoring programmes. An inclusive mindset, collaborative nature, friends of all ages and a love of mentoring make Perennials ideal mentors in the workplace.

Mark Twain said that 'age is an issue of mind over matter. If you don't mind, it doesn't matter'. Perennials truly are the ageless and I am excited to consider myself as a part of this.

Be Extraordinary

Thu, 21 Jun 2018 08:25:00 GMT

Author: Georgina Barrick

Every so often in life, if you are paying attention, you may meet a truly extraordinary person.

Mostly, they’re incredibly hard working, humble and selfless people who just vibrate on a different frequency.

I have started to question what separates the ordinary from the extra-ordinary. What drives someone to operate at a level so far beyond their peers that they are immediately set apart, driven forward faster than those around them. More simply, what creates sustained high performance in some of us, but not in others? And, if we can gain insight into what drives the individual, can we use this understanding to drive ourselves and our teams to high performance?

Seek Clarity

High performers constantly seek clarity – about their goals, direction, strategy and intention.

And, while they might not always get the clarity they’re seeking, asking keeps them focused on what is important and helps them to sift out distractions.

A suggestion that really resonated with me is to start each workplace interaction by asking: ‘What is our intention?’, ‘What really matters?’ and ‘What do we need to achieve?’

Generate Energy

In reality, while most of us are exhausted by mid-afternoon, having lost energy throughout the day scrambling to keep up with changing meetings, tasks and events, high performers aren’t.

Burchard’s suggestion that we plan our days in 45 to 60 minutes chunks, with breaks in between, seems within reach for us all.

Energised team environments emphasise team development, continuous learning and motivation.

Raise Necessity

For high performers, succeeding isn’t about passion, preference or need.

Performing with excellence is as necessary to them as breathing.

For high performance teams, necessity is created by focus on a collective mission and purpose – where members can see beyond individual workload and goals towards the team’s higher purpose.

Increase Productivity

High performers increase outputs that matter – or, simply, they focus unwaveringly on what they have identified as the main event, without being distracted.

They’re also more productive because they have the subconscious ability to think and plan ahead.

Develop Influence

High performers are influential – by influencing how others think and challenging them to grow.

If you do, you’re likely to have a high performance mentor.

In high performance teams, creating an environment where members feel secure enough to constructively criticise and challenge processes – the status quo – builds influence.

Demonstrate Courage

When confronting risk, hardship, judgement or fear, high performers show courage in many ways.

Firstly, they speak up for themselves – and others – sharing truth that makes them vulnerable.

Focusing on these habits and constantly challenging yourself in a non-judgmental, but honest and conscious way, can shift old patterns and move you into a more authentic state of being. Like all things that are really worth it, this takes practice and discipline, but is a challenge that can have amazing results.

The Gender Pay Gap: Time for Change

Thu, 24 May 2018 08:38:00 GMT

Author: Georgina Barrick

Ricky Gervais joked about it while hosting the Golden Globes.

The BBC's John Humphrys caused an outcry when comments he made to a producer about it were leaked.

Northern Ireland has reversed theirs, while Iceland is making big strides towards doing the same.

Syria and Pakistan have not…

I'm talking about the gender pay gap.

#Fact: Men earn more, on average, than women.

In 2017, global average earnings for women were $12 000, compared to $21 000 for men.

This gap is evident across region, industry and age.

Education makes little difference. Neither, seemingly at this point, does legislation.

And, while the issue has been on the global agenda for decades – America's Equal Pay Act was signed into law in 1963 – little real progress has been made.

According to the World Economic Forum, at this rate, it will take 217 years before women universally earn the same as men.¹

These facts have really shocked me. It's 2018, for goodness sake.

Either I'm horribly naive or have been fortunate to headhunt for clients, and work for companies, where salaries are related to the complexity of the role, rather than the gender of the employee filling it. I was equally shocked to hear how much more than Martina Navratilova, John McEnroe was paid for commentating at Wimbledon and that Claire Foy, who portrayed the bona fide leading role of Queen Elizabeth II in Netflix's The Crown (which I loved, by the way ), was paid less than Matt Smith, who played the supporting role of Prince Philip.

Locally, despite supportive legislation and better tertiary education attainment, South African women are more likely to be unemployed or work informally or part-time. We're are also more likely to work longer hours for less and do more unpaid work than men.

All of this has contributed to South Africa's ranking in the WEF's Global Gender Gap Report dropping from 79 in 2006 to 89 in 2017. The IPSOS 2017 Pulse of the People Report supports these findings - South African women earn 27% less than their male counterparts.

My blood boils.

While we've made many encouraging moves in the right direction (think 'Equal Pay for Equal Work' legislation in many countries and America's 10 April 'Equal Pay' day), myths that reinforce unequal pay persist.

Like, the idea that women don't need to earn as much as men because we work for 'pin money' – when 49.4% of all American households with children under 18 have a breadwinner mother who contributes at least 40% to household income.

Or, that we earn less because we don't negotiate salary – when the reality is that, even when we do (and 12% of women have, compared to 51.5% of men), we may, in fact, be penalised for asking, while men are rewarded.

And, perhaps most pervasive, that women choose to be paid less – or choose lower-paying jobs – because we trade salary for flexibility. When the truth is that, rather than choice, women have constraints on choice – like the need to balance raising children with a career as, globally, women typically shoulder 75% of childcare responsibility.

Or, the historical myth that biological differences keep women out of higher-paying jobs – the 'men have superior mathematical ability' argument.

Together, these endemic myths impact the gender pay gap and prevent women from participating fully economically.

As 21st Century leaders, role models and mentors – both men and women – what can we do to effect positive change on pay?

Promote transparency.

Research shows that publishing pay raises earnings – and improves employee engagement.

In some countries, legislation is pushing transparency. The UK has enacted law that makes gender pay gap reporting mandatory, while the Scandinavian countries publish everyone's income tax returns annually.

The result – Sweden has only a 6% average pay gap between men and women doing the same job.

In South Africa, the Basic Conditions of Employment Act allows employees to discuss employment conditions with co-workers – a provision designed to bypass the secretive approach to pay that contributes to the gender pay gap.

Don't rely on previous salary when making job offers.

Using previous salary as a base discriminates against women who have taken time out of the workplace to raise children, been working part-time or in low-paying employment.

Rather, like Google, offer what the job is worth.

Value negotiation.

Salary negotiation goes wrong for women more often than men.

One possible solution to this problem is to coach women in the art of negotiation.

Another is to raise awareness around the issue with your management team and encourage them to advocate for women during negotiations.

Yet another solution is to ban salary negotiation entirely. Rather, set pay ranges for each of your roles and make non-negotiable offers to candidates.

Create 'family-friendly' workplaces.

Many highly-skilled women leave the workplace when they start a family – which is a loss for all.

Family-friendly policies – like childcare assistance, extended leave and proper flexibility – that support working mothers make it easier for them to stay in work.

I'm exceptionally fortunate to work for a listed company, where everyone is rewarded fairly for their efforts and salaries relate to the role at hand. This means that, irrespective of gender or race, we have a package range for each role and compensate our staff based on their knowledge, skills and experience. Looking at the facts, I can see that this isn't the case for all.

The time is now. Let's stand together against all forms of inequality and discrimination.

I know that I'm ready.

People First: The Way Forward

Thu, 19 Apr 2018 08:44:00 GMT

Author: Georgina Barrick

In 2018, HR's newest buzz phrase is 'People First'.

This means that how we see, manage and communicate with our employees is evolving.

We're moving from a more traditional HR view, where process drives efficiency, effectiveness and value (think Jack Welch's infamous annual 'rank and cull') towards a world where people come first.

Today, we regard our employees more as 'whole human beings and understand the complexities, opportunities and abilities that come to work with them every day'¹, leading us towards an understanding that their well-being, success and growth are top priority.

As leaders, we're realising that it's people, and not only process, that create value and efficiency.

This may seem almost counter-intuitive in a world were robots are replacing humans in so many jobs, but one of the key drivers of this evolution is technology.

In one of my recent articles , I talked about the impact of technologies like Artificial Intelligence (AI) and machine learning. Together with social media, HR analytics (aka People or Talent analytics) and human management tools, technology is driving instant access to information not available through traditional channels. This data allows HR to track employee sentiment, satisfaction and success – which, in turn, makes it possible to strategically innovate, make decisions, personalise the employee experience and create brand ambassadors out of our current and former employees.

Or, put 'People First'.

Another key driver of this evolution is rising awareness.

The greater social conscience of our younger generations, together with social media, is driving transparency – think #MeToo, #equalpayday and Wikileaks.

As leaders, we understand that our actions and culture are no longer contained within the walls of our companies, but instead are visible for all – satisfied or disgruntled – to see.

The knowledge that our treatment of people can easily become public (remember Vicki Momberg) and can impact our bottom line, is a contributing factor in this greater awareness.

As I've alluded to already, the third drive is generational.

In 2008, we had 2 to 3 generations in the workplace. Today, we have 5 working together (a first!) presenting HR with both unique challenges and opportunities.

Technology can help HR to uncover generational differences and focus on inclusivity for all, through communication.

'People First' is impacting how we do business in interesting ways…

Employee engagement is making way for employee experience or journey.

For some time, we've been concerned with measuring engagement – or how emotionally committed our employees are to us, our companies and goals.

We've also been outwardly focussed on strategies that drive 'customer experience' – but have finally evolved sufficiently to include employee experience in our arsenal.

Technology now helps us to show commitment to our employees, by driving the delivery of more personalised 'consumer-like' experiences. This extends to supporting employees on their career journeys, either internally or externally.

Tailored, flexible work solutions are gaining traction.

In the US, remote work increased 16% between 2008 and 2012, facilitated by technologies like Skype and Google Apps for Work. The resulting cost savings on office space and perks have been bolstered by the fact the flex has become a sought-after perk itself. And, one of the biggest benefactors of this shift are companies themselves who would otherwise lose workers – particularly women who may leave the workforce to take care of children.

Office perks are becoming more individualised and relevant.

From personalised wellness programmes to tailored concierge services, companies are using people analytics to personalise perks.

Good examples include Bitco's 'token system', where employees receive tokens for demonstrating knowledge sharing, communication and integrity and MultiChoice's MLife concierge service and rewards programme, aimed at supporting employee's like a 24/7 personal assistant.

Coaching is on the rise – at all levels.

Once prevalent only at executive levels, coaches now help staff across the business to understand what they really want from careers and how to unlock value.

Technology now allows coaching to be delivered on virtual platforms, which together with the increasing specialisation of coaches, makes the concept more accessible to all.

'People First' seems to be ushering in a kinder, more effective and productive way of managing human resources. As David Sikhosana, author of 'Time Value of Money', said 'Always put people first, for without them, there is no organisation'.

Avoiding Groupthink: Check Your Ego at the Door

Tue, 20 Mar 2018 08:47:00 GMT

Author: Georgina Barrick

In one of my previous pieces 'Improving Hiring Success – Let Go of First Impressions' , I spoke about the temptation to hire in your own image and likeness. It's a natural tendency – we like people who are similar to ourselves and who share our views and beliefs. With this kind of thinking, cohesion is prized, teambuilding is geared towards strengthening friendships, everyone (mostly) agrees and, in 'good' teams, conflict isn't encouraged.

Building a team of 'clones', with very similar backgrounds and thinking, can work – often very successfully. But there's a potential downside – groupthink.

Groupthink occurs when everyone thinks the same way. No-one challenges perceptions and there's no space for alternative ideas. If someone has a different view, they're swept along with the consensus and feel like they can't speak up or need to censor themselves to avoid conflict. This may lead to poor or badly made decisions, as ideas are simply embraced without debate and without really challenging the basis for making them.

So, while cohesion may initially boost team performance, being homogenous eventually hurts success – and the bottom line.

Over the last 20 or more years, the rise in prominence of EQ, and more recently CQ, means that we've come to understand that ego has no place in picking a great team. Getting the balance right between differing personalities is far more important – and successful in the long term.

Today, when I'm looking to expand my team, I focus on the following:

Make team diversity a priority.

Self-awareness – understanding your own strengths and weaknesses – is an important part of having the confidence to bring in different skill sets - and even people smarter than yourself.

Look for different personalities. To set up a truly balanced team, you need a blend of personality types including the results-orientated organiser, the relationship-focused diplomat, the conscientious process/ rule follower, innovative and disruptive thinkers and pragmatists.

To stimulate debate, seek out contrarians, critical thinkers and the naturally curious.

If you want to improve team effectiveness, surround yourself with dissimilar people who will help you to see all sides of issues and will enter into valuable, robust debate which, ultimately, will improve the decision-making process

Increase awareness.

Preventing groupthink starts with being able to identify the behaviour.

Make sure that your team knows what it is, how it occurs and what to do if they think it's setting in. There are also a number of thinking methods that teams can apply to ensure that an issue is examined from all appropriate sides. An old, but still very useful, method is the De Bono 6 Hat thinking method .

Encourage debate.

Many Gen X leaders have been socialised to avoid conflict. 'Respect your elders' teaches us that it's disrespectful or impolite to openly disagree or criticise. But, while dissent can be uncomfortable, it should be prized in team environments.

Create a culture where team members are encouraged to voice opinions, critically analyse problems and share feedback. To encourage debate, it's a good idea to assign a 'devil's advocate' to argue against the grain and to avoid criticising anyone who suggests an alternative perspective.

However, don't let disagreements get too heated or fester. Dissent needs to be healthy.

Give everyone a voice.

Sometimes, quieter team members can get lost in the noise.

To overcome this, set up a suggestion box for anonymous suggestions or try 'brainwriting' where, rather than shouting out ideas, participants write their ideas down and pass the sheet to the next person, who adds their own ideas, leading to a group discussion.

Bring in outsiders.

Whether it's a subject matter expert or different team, get an outsider to review the situation and decisions made.

Document the decision.

Once the team has debated a problem and reached a solution, it's important to document the process. Try to include a detailed analysis of the situation, all possible solutions considered, a comprehensive breakdown of the recommended solution (and why it was chosen) and a project plan, covering how to implement the solution.

Selecting a team for high performance companies is about carefully identifying the sum of its parts. If you hire in own image, you'll miss out on competencies that you need to be a truly high-performance team. Bring in people who know more than you do in other areas – and get out of the way so that they can excel.

Paul Gibbons once said 'That which a team does not want to discuss, it most needs to discuss.'

Written by Georgina Barrick

Wellness is a State of Being - Navigating 2018

Wed, 21 Feb 2018 08:51:00 GMT

2018 has started at warp speed.

Or, so it seems to me. And, speaking to colleagues and friends, I’m not alone.

So much has happened in the first few weeks of the year, bringing a renewed sense of hope, optimism and positivity, coupled with an overwhelming sense that we have an enormous amount of work to do.

In South Africa, new leadership is champing at the bit, we finally have a new President, corruption is under serious scrutiny and the mood amongst our clients is definitely more buoyant. For the first time since 2015, the Rand has broken the R12/$ barrier. Cape Town is bracing for Day Zero and counting the potential human and business cost of being the first major city to switch off the taps, while thousands of litres of water are arriving by truck, sent by well-meaning Joburgers who want to assist animal shelters and the like.

Personally, January seems to have passed in a blur. Despite my best intentions to consciously remain focused on my crucial purpose, my packed diary often left little space or time for focus, reflection and personal development.

If, as business leaders, we’re feeling this way, our teams most certainly are too.

The question is how best to help them – and ourselves.

One of the avenues that has gained so much traction is corporate wellness.

For some, ‘corporate wellness’ may conjure up images of weight management programmes, SmokeEnders and emailers about managing stress. However, corporate wellness has shifted from monitoring physical health towards a more holistic, proactively preventative approach, with the intent of increasing employee engagement, reducing absenteeism and boosting creativity and focus. Going forward, I believe that we’re likely to see the rise of more sophisticated and meaningful Wellness Programmes that really make a difference by focusing on key areas like sleep, mindfulness and mental health.

In the 1980’s, sleep deprivation was considered a badge of honour.

Margaret Thatcher famously got by on only 4 hours of sleep a night, stating ‘sleep is for wimps’. Today, the Rand Corporation estimates that sleep deprivation costs US employers roughly $411 billion per annum – and everyone from Oprah to Arianna Huffington is espousing the benefits of at least 7 hours of sleep per night. Sleep improves cognitive functioning, productivity and creativity, protects the body from disease and helps keep your weight down.

I believe we’ll see business leaders tackling sleep deprivation with sleep awareness education, sleep challenges and work time naps. We may even see some providing sleep rooms or pods. Flexible hours also allow employees to better manage rest, particularly in an always-on, 24/7 world

Mindfulness is another concept that can make a big impact.

Buddhify is a mindfulness app that offers guided meditation, with surprising results. It helps users to sleep better and helps them to find their ‘happy place’ during times of intense stress. All of which is excellent, given that studies show that people who practice meditation have stronger focus, stay calmer under stress and have better memory - just ask Bill Gates and Richard Branson. Finding ways to incorporate mindfulness and meditation into my professional environment is one of my key challenges in 2018.

Mental health issues are often stigmatised – and, as a result, hidden.

However, in South Africa, loss of productivity due to mental illness is estimated to be R17 billion per year, with R15 billion attributed to ‘presenteeism’, where workers are on the job, but not fully functioning because they’re ill.

Wellness programmes can make a difference to mental health by offering mental health days, therapy benefits and a focus on self-care.

Many of these programmes have also become more personalised.

Today, nobody expects a ‘one size fits all’ model. AI and big data have made it possible to use collected data to design personalised experiences, which cater to individual needs, set specific challenges and offer unique incentives.

However you choose to navigate 2018, whether by simply focusing on the growing trend towards ‘grounding’ (the simplest way to be grounded is to go outside and place your bare feet or hands on the earth or immerse yourself in a body of conductive water, like the sea or a mineral-rich lake) or incorporating formal wellness interventions into your life, it’s clear that to be able to stay healthy and excel in a high performance world, we need to be finely tuned and firing on all cylinders.

‘Health is a state of mind. Wellness is a state of being’

Good luck!

Written by Georgina Barrick

Will You Bleed or Succeed in 2018?

Thu, 21 Dec 2017 06:45:00 GMT

Author: Georgina Barrick

As the year draws to a close, I'm reflecting on what I've shared with you this year and looking ahead to what 2018 may have in store for South Africa and my own business space.

2017 has been an interesting year for Team South Africa, on many levels.

We've had a bumpy ride leading up to the 54th ANC National Conference, weathering ratings downgrades, GuptaLeaks, the recall of Pravin Gordhan and Steinhoff.

Like many of you, I'd welcome a bit of a respite from 'interesting' at this point.

We now know that we have a new President. Everyone is peddling hope and weighing in on his suitability and the enormity of the task facing him.

However, it's likely that 2018 won't offer much-needed respite.

Despite the market's early positive reaction to the announcement, I think it's going to be a tough year economically as we have a big hole to crawl out of. Also, it's going to take time for the new ANC leadership team to make a meaningful impact on the mess that we're in.

What strikes me, though, is that this is not the first time we've had to grapple with economic hardship and political uncertainty. We've been here before – and many of us have survived and have the battle scars to prove it. As individuals, we're not in this alone. We're all in the same boat, facing a potentially difficult year and grappling with how best to position our businesses so that we can continue to achieve high performance and success.

To borrow a line from Oprah, what I know for sure is that our success – or failure – is going to hinge on our resilience and approach to the challenges that we face.

As leaders, we can either choose to focus on the negative – like the uncertainty of the political situation or the economy – or we can understand that tough times often bring out the best in us and start looking for better, smarter ways to operate.

South Africans are well-known for being hardworking, resilient, positive and innovative.

And, it's in tough times that we're really forced into truly innovative and creative spaces – because we have to be.

In a nutshell, I believe that the difference between being good or great in 2018 is going to be all about our attitude to challenge – our mindset and the activities that we drive.

Lately, I've spent time looking into the key trends that are likely to define 2018, while relooking at what I've shared with you this year. This process has highlighted two pivotal areas that I'll be focusing on to keep my own mindset geared towards innovation and creativity in 2018.

The right technology is an essential tool for business success.

In a recent piece, I explored how AI and machine learning are transforming our daily lives, becoming a key driver of revenue growth and profoundly impacting the world of work.

In my business space, technology is freeing my team from more admin-focused tasks, giving us more time to focus on the human element, building deeper relationships with our job seekers and clients.

It's also driving a move to flex, where staff do their jobs anywhere and at any time, enabled by technology. (You can read more about this trend here - http://bit.ly/2z7YMs3 ).

Finding innovative ways to use technology to find, connect and engage will be key in 2018.

Employee experience has always been important to me and will continue to be a key focus in 2018.

This is especially true in tougher times, when your core team is likely to be asked to handle increasing more responsibility.

I've always believed that if you've taken valuable time to find the right talent – what we call SMART (Specialist, Mobile, Adaptable, Resilient Talent), you need to spend as much time nurturing and developing that talent as you do on your customers – particularly if that talent is from a specialist pressure point.

For those of you who are lucky enough to have a break at the end of this year – use it to reconnect with loved ones and, most importantly, yourself.

Plan well for the year ahead, focusing on what you want to achieve, both personally and professionally. Commit your plans to paper – perhaps even create a vision board if you're a visual person. This will keep you centred and on track with your goals. It'll also stop you falling into old habits that may derail you along the way.

Having a plan (which may be iterative and can evolve along the way) is an important part of creating a sense of security and wellbeing.

Consider reviewing your clutter – like the desk full of paper that you never look at or the cupboard full of clothes that you never wear. Entering the New Year free of clutter will make space for new opportunities in your life.

Starting 2018 understanding what you stand for and with a connection to your innate consciousness will help you to navigate turbulent times

I'd like to leave you with 15 lessons from Madiba that are as relevant in 2018 as they have always been:

Courage is not the absence of fear.

Be measured.

Lead from the front.

Look the part.

Lead from the back.

See the good in others.

Keep your rivals close.

Have a core principle.

Know when to say no.

Know your enemy.

It's always both.

Love makes the difference.

It's a long game.

Quitting is leading too.

Find your own garden.

May 2018 be the year you shine.

Artificial Intelligence: The Robots Are Coming

Mon, 20 Nov 2017 06:42:00 GMT

Author: Georgina Barrick

Have you ever handed over your credit card, only to have your bank call you to flag the transaction as potential fraud because it didn't fit your spending profile? Or, used LiveChat to talk to a 'Consultant' when buying online? Or, been pleasantly surprised by the music recommendations that Spotify makes for you?

Artificial intelligence is to thank for all of these innovations.

Robots are on the rise.

Artificial intelligence and machine learning are making them more intelligent daily – and their speed, quality and functionality are being leveraged as a key driver of revenue growth.

AI - and dramatically increased processing power - make it possible for computers to perform highly complex tasks at a fraction of the cost and in a fraction of the time.

They're improving our lives - think Siri, Alexa, self-driving cars, 3D printers, robotic surgery and robot waiters.

This accelerating technology is profoundly affecting the world of work.

Is the worst-case scenario – where massive technological change drives shortages of appropriately skilled talent, unemployment, growing inequality and the rise of social ills – really a potential reality?

How can we survive and thrive in a digital economy?

Technological revolutions aren't new.

Mechanisation in the 18th Century. Mass production in the 19th and 20th Centuries – think the Model T Ford, personal computer and cell phone.

Technological advances disrupt and result in job losses.

What will happen to drivers and car manufacturers when self-driving cars become the norm? Or to bank tellers when bots can fulfil all of their duties and to retail sales assistants when it's easier - and more efficient - to shop online?

But, revolutions also have benefits.

Technology increases productivity and quality, reduces costs and creates employment for people with appropriate skills and knowledge. In the UK, between 2001 and 2015, technology contributed to the loss of 800 000 jobs. However, in the same period, it also helped to create 3.5 million new jobs, resulting in an estimated £140 billion boost to the UK economy.

Will the Digital Revolution be different?

The primary difference between this and previous revolutions is speed.

Today, the unique convergence of factors like clever software, innovative materials (like carbon fibre), more advanced and dexterous robots (think nanotechnology), new processes and web-based services (that facilitate collaboration) is accelerating the move from mass production to mass customisation. Never before, in the history of the world, has the pace of change been so fast - and never again will it be as slow.

This affects not only how things are made – but where. It's estimated that 10-30% of the high value goods – like computers, machinery and fabricated metals – that America now imports from China could be made in the US by 2020, giving the economy a much-needed $20 - $55 billion boost.

But the pace of change means that we're struggling to keep up with the level of disruption.

35% of UK jobs – and 77% of Chinese – are at high risk of automation in the next 10 to 20 years.

'Age of Acceleration' proponents believe that the speed of automation will outpace our ability to adapt and reinvent, leading to widespread unemployment.

On the flipside, academic research suggests that the extent to which machines will take over from humans is overstated – and ignores complementary benefits, like increased productivity.

So, how can we prepare for the Digital Age – and make sure that we don't get left behind in this new reality?

It seems that there is light at the end of the (computer-generated) tunnel…

In 2013, research by Carl Benedikt Frey and Michael A. Osborne predicted that while middle-skill workers – like telemarketers and freight agents – were most likely to be replaced by robots over the next decade, professions that require skilled workers to regularly interact with other humans - like scientists, healthcare professionals, leaders, entrepreneurs, writers and artists – were not.

Stay abreast of technology.

STEM (Science, Technology, Engineering, Mathematics) training is key.

Between 2015 and 2020, demand for 'Computer and Mathematical' skills will rise, with an estimated 405 000 new jobs being created. Skills most demand will be 'complex problem solving', 'resource management' and 'cognitive ability'.

And, don't try to go head-to-head with the machines. Rather, focus on what makes you human.

Balance STEM learning with a strong focus on general 'soft' or 'human' skills – like social and communication skills, critical thinking, negotiation/ conflict resolution, problem-solving, inspiration, decisiveness, adaptability and team skills.

The combination of emotional intelligence and technical skill is important if we're going to work successfully alongside computers.

And, as always, continuous learning and staying passionately curious are paramount.

Like economist, Daniel Lacalle, I choose to stay hopeful about the role humans will play in a digital world…

'Evidence shows us that if technology really destroyed jobs, there would be no work today for anyone. The technological revolution we have seen in the past 30 years has been unparalleled and exponential, and there are more jobs, better salaries. The best example is the German region of Bavaria, one of the parts of the world with a higher degree of technification and robotization, and with 2.6% unemployment. An all-time low. The same can be said about South Korea, and the world in general.'

Daniel Lacalle, Economist

Sources: Deloitte/ David Autor, MIT/ The Boston Consulting Group/ Thomas Friedman/ World Economic Forum

It's All About the Lightbulb

Fri, 06 Oct 2017 06:40:00 GMT

Author: Georgina Barrick

Years ago, in a previous role, I was responsible for arranging and hosting an event for our top clients. This included a lavish dinner and show at the State Theatre. The event went off seamlessly and our clients raved about the experience.

During the debrief with my then boss, while she gave me positive feedback and was pleased with the result, she specifically asked why I hadn't noticed that a lightbulb was missing from one of the enormous chandeliers in the restaurant.

I was devastated and felt that she was being so unreasonable.

However, as the years have passed, I've never forgotten the lesson.

The difference between extra-ordinary and very-ordinary can be one light bulb.

I'm sure we've all experienced a 'missed lightbulb' moment.

A potentially good experience marred by a small, out-of-place detail.

Dinner at a top restaurant, renowned for its beautiful, expensive décor and exquisite food marred by the presence of a cheap, plastic pepper grinder on the table. And, the leather bound menu overshadowed by the wine list, presented in a cheap, plastic flip folder of the type used by school children for projects.

The website that looks really enticing, but contains typos and lacks basic information.

Or the 'on-hold' music that tells you that you're important and valued, while keeping you on hold for 40 minutes.

While each of these are small 'fails', they show a lack of attention to detail that can have a big impact on individual perception, leading our customers – and employees – to infer something potentially negative about our business.

For example, what do plastic pepper grinders say about the quality of the food ingredients used? And, if we don't notice typos on our website, how careful will we be in providing a service to our customers?

Missing the small details sends a signal that the team isn't watching – and possibly doesn't care about details, customers and employees.

The flip side is also true. Taking care of the little things sends a powerful message that we're interested and engaged – and that bigger issues are under control.

Social science uses the 'Broken Windows' theory to describe this phenomenon.

Introduced in 1982 by James Q Wilson and George L Kelling, the theory drew wide attention when New York mayor, Rudy Giuliani adopted it as the basis of his approach to law enforcement – with a resulting drop in crime.

Malcolm Gladwell describes 'Broken Windows' as crime being the inevitable result of disorder. If a broken window is left unrepaired, people will conclude that no-one cares or is in charge. Soon, more windows will be broken and the sense of anarchy will spread from the 'abandoned' building to the street, sending a signal that the behaviour is acceptable.

So, how can we use 'Broken Windows' in our own businesses? And, how can we make it all about the lightbulb?

Taking care of our physical environment is a good first step.

Employees are more likely to follow the rules if their workplace is clean and orderly – and are more likely to exhibit bad behaviour in a disorderly environment.

Providing a neat, well-maintained office space, with solid (unbroken) furniture, enough storage space for work materials and lockers for personal belongings gives employees a measure of control over their working environment – and a corresponding sense of responsibility.

Managing employee behaviour is another.

Intervening early to head off inappropriate behaviour – before it escalates – is important.
Sometimes, it's easier to let careless behaviour slide. When dealing with Millennials, it's a challenge to find the right balance between being too directing and controlling and allowing freedom of expression. However, each time we let it go, rather than calling out the employee and highlighting appropriate behaviour, we run the risk that careless actions will escalate and influence other employees – with a knock-on effect on our customers and business success.

It is also important that our performance management systems drive the right behaviour and are congruent with our strategic vision.

Finally, sense-check your business processes.

Too often, business processes are onerous and unworkable in real life.

We recently needed to get our office generator serviced. Before we could schedule the service call, the repair company expected us to complete a 10 page contract – and make advance payment. Not a good experience – and not one I'd wish to repeat!

To get a sense of what your customer's experience, spend time completing your own business processes. You may get a nasty surprise.

Sometimes the benefit of getting things right is disproportionately low compared to the damage of getting them wrong. This is because most people expect us to get it 'right'. So, when we do, we simply meet their expectations, but when we don't, we break their trust.

Focus on ensuring that the lightbulbs are all on – and you'll find that the larger issues may take care of themselves.

Data Democratization Super Simple Explanation | Key Pros & Cons

Wed, 20 Sep 2017 06:36:00 GMT

By Bernard Marr, Contributor at Forbes

Every business is inundated with data from every angle. There is pressure to use insights we glean from the data to improve business performance. As a result of this incredible amount of data to process and new tech that helps non-technical people make sense of the data, there is desire and demand for data democratization. Let’s explain what that means, the pros/cons of data democratization and the tech innovation that has transpired to support this effort.

What is data democratization?

Data democratization means that everybody has access to data and there are no gatekeepers that create a bottleneck at the gateway to the data. It requires that we accompany the access with an easy way for people to understand the data so that they can use it to expedite decision-making and uncover opportunities for an organization. The goal is to have anybody use data at any time to make decisions with no barriers to access or understanding.

Until recently, data was “owned” by IT departments. Business units such as marketing, business analysts and executives used the data to make business decisions, but they always had to go through the IT department to get the data. This is the way it’s been for the better part of five decades and there are still some who believe it should remain that way.

Why should there be data democratization?

Proponents of data democratization believe it’s imperative to distribute information across all working teams to gain a competitive advantage. The more people with diverse expertise who have the ability to access the data easily and quickly will enable your organization to identify and take action on critical business insights. There are many professionals who believe data democratization is a game changer. When you allow data access to any tier of your company, it empowers individuals at all levels of ownership and responsibility to use the data in their decision making.

Concerns about data democratization

There is still concern by some organizations that misinterpretation of the data by non-technical employees could occur and these employees would then make bad decisions based on their bad interpretation of the data. In addition, the more users who have access to the data the bigger the data security risk and the more challenges to maintaining the data integrity. Some data still exists in silos; although there has been a great improvement in recent years, this reality can still make it difficult for people in different departments to access data and view it. Another concern about data democratization is a duplication of effort across different teams that could be more costly than a centralized analysis group.

Tech innovation that propels data democratization

One of the reasons data democratization is now more attractive is because of the incredible amount of data that is created, which we often refer to as big data. Additionally, there have been tech innovations that help make sense of the data for non-technical people. Here are just a few examples:

Data virtualization software: Data virtualization software retrieves and manipulates data without knowing the technical details about it. This helps avoid the issue of needing to clean up inconsistencies in data or different file formats.

Data federation software: This software uses metadata to aggregate data from a variety of sources into a virtual database.

Cloud storage: One of the ways organizations are avoiding the data silos that prevented data democratization in the past is by using cloud storage as a central location to store data. Database management security features encrypt or mask data to heighten security.

Self-service BI applications: These applications make it easier for non-technical users to interpret data analysis. We can now have a machine look at data and explain it to non-technical users.

Data democratization is an evolution

Any organization who democratizes data needs to have strong governance in place to ensure the data is carefully managed. Everyone in the organization should be properly training on how to best use the data to drive company initiatives and progress. Expect that data democratization is an evolution where each individual small win when non-technical users gain insight because of accessing the data adds up to ultimately prove the merits of data democratization.

While it’s still too soon to know the full impact full data democratization across all enterprises, there’s still widespread hope that it will revolutionize our business decision-making by allowing employees at all levels to gain access to and insights from the data their organizations collect.

Bernard Marr is a best-selling author & keynote speaker on business, technology and big data. His new book is Data Strategy.

Network Contracting Solutions

34 Recruitment Experts Share the Top 3 Mistakes People Make on Their CV

Fri, 18 Aug 2017 06:28:00 GMT

Experts Share the Top 3 Mistakes People Make on Their CV

It is the first impression you leave on someone you are hoping would employ you. Yet, people often do not take the necessary care when it comes to preparing their CVs. Thoughtless mistakes can result in a CV application being rejected from the onset.

Recruitment agents receive hundreds of CVs. We asked them: "What are the top three mistakes people make on their CV?" To give yourself a competitive advantage when applying for a job be sure to avoid making these mistakes.

In the section below, Georgina Barrick, Managing Director of Cassel & CO and Insource.ICT/IT Edge shares her points.

One of the top mistakes that people make is forgetting to put their contact details on the CV. You cannot believe how many beautifully crafted CVs I see where the candidate has forgotten their telephone number and email address.

Another common mistake is that people list their duties as they would appear on their job description rather than their achievements or outputs in the role. A list of duties really does not give the future employer any sense of whether you executed these well or not; what the results of your efforts were; and the impact of the business.

Is Your Staff Responsible for Your Corporate Reputation?

Fri, 18 Aug 2017 06:24:00 GMT

Author: Georgina Barrick

In an 'always on' world, corporate reputations are hard won and easily lost.

As leaders, we spend years – and money – building a carefully crafted reputation for our companies, using perception and emotion in a bid to drive consumer behaviour and, ultimately, revenue. We work hard to create positive direct experiences, communicate effectively and get our customers to talk about us to others.

We hire people to focus on digital, encourage our customers to post online reviews and spend hundreds of thousands of Rands creating websites - and an overarching digital presence.

Like Clover, Pick n Pay and First National Bank, we strive to place in the Top 10 of the Reptrak Pulse – an annual barometer of corporate reputation – and avoid the fate of embattled Eskom, which after Brian Molefe and #GuptaLeaks, ranked last in 2017.

The time, effort and cash are well spent. A 2015 Weber Shandrick survey found that 70% of consumers avoid buying a product if they don't like the company behind it.

The impact of this extends beyond a loss of revenue. Companies who respond slowly or inappropriately (think Bell Pottinger and KPMG locally) to issues risk alienating top talent.

Today, our corporate reputations are more important than ever to the bottom line – and to our future success and sustainability.

Yet, they can be damaged in a heartbeat – and often, the damage is done close to home by people entrusted to protect this asset – our staff.

Recently, I got into a debate online about the 'Fees Must Fall' campaign with an ex-South African whose comments I took exception to, for their patronising nature. At the end of the day, even though the debate occurred outside of office hours in my personal social media space, I wasn't judged for my comments as an individual, but rather as an MD in a listed company environment.

It was a stark reminder that, when you join a company, there is an implicit agreement – often backed by policy – that you will protect your employer's reputation at all costs – and at all times.

Outside of my own experience, which fortunately didn't do any lasting damage, there are countless examples of employee behaviour damaging corporate reputations.

Outsurance came under fire recently for posting a Father's Day advert on social media that was unrepresentative of South Africa's demographics. The controversial ad was purportedly uploaded by a junior employee and sparked outrage – and Outsurance policy cancellations.

Who can forget the images of staff from KFC's Braamfontein branch hosing down raw chicken on a bare, filthy floor? And, who hasn't yet seen the video of Dr David Dao, blood streaming from his mouth, being forcibly dragged off an overbooked United Airlines flight?

What can we do to encourage our staff to work alongside our efforts to build and protect our corporate reputation, both inside and outside of work?

I believe that a key factor in getting this right is understanding that damage to corporate reputations doesn't only happen online. In fact, most issues start offline – and could be avoided if clear, well-communicated policies are put into place and enforced, with consequences.

In the United Airlines debacle, the root cause of the problem wasn't that staff 'followed established policy' as the airline initially claimed. Rather, it was United's policy of overselling flights that led to the need to ask Dr Dao to give up his seat.

The Outsurance example highlighted a lack of oversight in their digital space as a junior employee was allowed carte blanche to determine content.

Creating a supportive company culture is also important.

If staff have a platform to air their views – like a robust review system, internal processes that reinforce and support them and benchmarked remuneration and benefits, they're more likely to be happy and less likely take issues outside of the work environment.

When staff leave, it's important to handle their resignation well. Staff who feel that they're being treated differently because they've resigned are more likely to create a problem for you.

It almost goes without saying that you have to have a clear, well-communicated and enforced social media policy in place. Given that social media usage mostly happens outside of work, it's important to find the right balance between total lockdown and being too relaxed. Staff need to know what's not allowed – like posting about your company or clients indirectly, posting offensive content or private company information, but should also not feel that the policy infringes on their privacy.

To help you manage your policy, a good idea would be to set up alerts for your company name and get staff to escalate issues that they've picked up.

Corporate reputation is best protected proactively, rather than reactively.

If you can get this right, you'll be on track for creating a good reputation that positively influences your success.

Good luck!

Centennials: Coming Soon to an Office Near You

Tue, 04 Jul 2017 06:22:00 GMT

Author: Georgina Barrick

As a Generation X leader, I'm very interested in understanding the generations that share my workspace and have, over the past 2 months, explored Generation X and Millennials .

I'm now on a journey to get to grips with Centennials – or Generation Z – who will be entering the world of work over the next 5 years.

Born after 1997, these curious beings are currently aged up to 20. Although they're still young, it already looks like they're set to be very different to the pampered, entitled Millennials – which may come as something of a relief to Generation X leaders. Of course, we've noted that, as Millennials mature, they too will be shaped by experience and environment and will undoubtedly evolve.

In their short lives, Centennials have been exposed to more uncertainty than many other generations – and it's affected them deeply…

They've grown up in the shadow of 9/11, the rise of global terrorism, the subprime crisis and recession of 2008 and the devastating tsunamis in Asia and Japan. They've witnessed the election of America's first Black president, Wikileaks, the legalisation of gay marriage and the more widespread acceptance of transsexuals.

In South Africa, Centennials are the first generation to be born into a fully democratic South Africa – they don't see colour and don't use racial identifiers.

This is the first generation never to know life before the internet and social media.

As a consequence, Centennials are true digital natives who have grown up with always on, always available technology. They don't understand a world where you can't pause live TV, where ad breaks interrupt your favourite show or where you had to buy a CD, rather than downloading your current favourite song off iTunes or streaming it from Deezer. They don't know what a 'tickey box' is, have never used a rotary dial telephone and can't understand why you would buy a mobile phone that only makes calls or receives SMS'. They're hooked on smartphones, shy away from Facebook and screens are a natural extension of their bodies. They were born knowing how to 'pinch and zoom'.

Technology fits seamlessly into their lives and they are fully accustomed to the sensory overload that comes with being 'always on'.

All of this has shaped them.

They're pragmatic, serious, resilient, self-aware, self-reliant, self-assured, innovative and goal-orientated. Living with constant uncertainty has made them more vigilant, has tempered their career expectations and has redefined their understanding of success, making them more satisfied with what they already have. They favour financial security, are focused on education (particularly self-education) and understand that they must work harder to achieve the same results.

They're a lot less judgemental than other generations. Being gay, transsexual or different in any way is accepted. They're clued up on environmental issues and their impact on the planet, but have eco-fatigue.

Because they live their lives online, Centennials value their privacy in the surveillance age. They understand the impact of a careless tweet and will disconnect from data so that they can't be tracked.

Centennials are growing up – and older – much younger than we did – because they have to.

How do we prepare to welcome them to the world of work?

For a start, we can expect them to be emboldened and empowered.

Because they're confident and self-reliant, they're not likely to wait, or rely, on leaders to fix issues.

They'll find a video or podcast online and fix the issue themselves.

This will also make them impatient with outdated rules and institutions. Expect them to find a work- around for rules that get in their way. Be ready to give up control and work with them to drive your strategy and vision.

Expect their legendary pragmatism to temper, or lower, their expectations around work and their working environment. They have fewer opportunities than previous generations, which makes success harder to come by. As a result, they're more likely to be satisfied with what they have, less likely to be demanding and – perhaps – more loyal.

Something not to be taken advantage of.

Expect them to be smart. Centennials are highly educated, with a higher percentage likely to graduate from university than in any previous generation. They're also self-educators able to unpack complex concepts using online tutorials. They're used to filtering large volumes of information quickly. This means that they won't appreciate the current vogue for dumbed-down '140 character' information sharing. Expect to relook at how you train, share information and communicate with them in the workplace.

Early indications are that Centennials will be easier to manage than Millennials and it will be interesting to see the interplay between these two generations. I have no doubt that their entry into the world of work will challenge and shape us all and I look forward to the experience.

Cyberattack: Know the jargon

Wed, 14 Jun 2017 12:44:00 GMT

Paris - From ransomware to kill switch, here are explanations of some of the terms used in stories on the massive attack by the WannaCry worm:

Malware

Malware is short for malicious software, or a programme written to disrupt or disable computers or networks. It can take the form of a virus or a worm.

Viruses and worms

A virus is a piece of malware that needs the action of users to spread to other computers, such as sending emails, sharing files, downloading an infected file or inserting a USB stick.

Worms, on the other hand, can propagate by themselves.

Ransomware

Ransomware is the term used for a piece of malware that encrypts the data on a computer, rendering it inaccessible to the user. An on-screen message usually appears demanding payment in exchange for a code to decrypt the data.

Vulnerability

A flaw in software that can be exploited to distrupt the normal operation of computers or networks, including tampering with or stealing data.

A "zero day" vulnerability is one that has not yet been made public.

Patch

An update to software that fixes a problem or a vulnerability.

Phishing

Phishing is the use of deception to gain confidential information such as usernames, passwords, bank account details and credit card number. Phishing attackers often say there is a problem with an account and send a link to sign in. Users are directed to a fake log-in made to look like the real one and end up disclosing sensitive information.

Kill switch

Like on a piece of machinery, a kill switch in malware shuts down the spread of a virus or worm.

In the case of WannaCry, a cyber security specialist noted that it was contacting a domain name before it infected each computer, and would not infect the computer if it hadn't gotten a reply. The researcher registered the domain name to slow its spread, apparently with success. Experts warn that WannaCry's code could be changed so it does not have a kill switch.

Botnet

A botnet is a network of infected computers. The infected computers can be controlled remotely, for instance to carry out attacks to overload websites.

Some botnets can number into the thousands of infected computers, and may sold to carry out attacks.

Bitcoin

Bitcoin is the leading so-called virtual or crypto currency. It is accepted by many businesses, especially on the internet, and can be exchanged for traditional money.

Independent of governments and banks, Bitcoin uses blockchain technology, where encrypted digital coins are created by supercomputers, and the currency is regulated and controlled by a community of users who try to guard against counterfeiting. While transactions are recorded, the identity of those carrying out the transactions is not, making Bitcoin popular for illicit activity.

By Fin24

The Loneliness of Leading Millennials

Thu, 08 Jun 2017 12:42:00 GMT

Author: Georgina Barrick

My name is Georgina. I am a Generation X leader and I lead Millennials.

As a Gen X-er, I find leadership both rewarding and challenging.

Like my peers, we find it rewarding because we've quietly worked hard to get where we are today. We've put in long hours, paid our dues and are finally taking over the leadership mantle from retiring Boomers.

And, challenging because, as the original 'latchkey' kids, we're naturally independent, self-reliant and results-orientated, which means that we favour a 'hands off'/ 'low face time' leadership style.
We largely expect our teams to get on with the job, working independently – and we expect results.

But, this doesn't work for all of our team members.

Enter stage left: The Millennial…

These curious beings are currently aged between 17 and 35, and are, in many respects, our polar opposite.

Labelled 'Generation Y' – or, more derogatively, 'Generation Snowflake' – they're widely described as entitled, high maintenance and pampered – the 'everybody gets a trophy' generation.

Born to helicopter parents, Millennials are used to constant attention, praise and feedback.

Their unfettered access to 'always on' technology and social media has hardwired them to want everything instantly. Instant gratification is the only way they know.

They are impatient, outspoken and have limited ability to accept constructive criticism. They've been isolated by technology and want to make an immediate impact.

In the workplace, Millennials thrive on a steady stream of feedback and positive reinforcement, routinely voice their opinions without thought for consequence, expect to move up the corporate ladder quickly and insist on work that is both stimulating and personally fulfilling.

Their desire for instant gratification means that, if they feel their needs aren't being met or that they can't achieve desired goals, they don't stick around to give you a chance to fix the issue.

It's lonely leading them as you always feel like maybe you haven't done enough - and even when you have, they decide that they're feeling 'lost' and leave you anyway.

However, we all know that history repeats itself.

Like Millennials, Gen X initially got a bad rap. We were the aimless 'Friends' generation – slackers who would never amount to much. You can read more about this here in my piece from last month.

In the same way, Millennials are also adaptable, flexible, view work as a key part of life, are technologically sophisticated and believe that they will change the world for the better.

All indications are that, as they grow, they will fulfil their potential and promise.

But, we're going to have to help them – in ways that don't drain or overwhelm us - or leave us feeling disappointed.

Perhaps one of the ways that we can achieve this is to shift the responsibility for mentoring from ourselves to others. Ideas like reverse mentoring, where the Millennial mentors (and learns from) another millennial; group mentoring, where peers give feedback through a technology platform; or anonymous mentoring, where mentees are matched with trained mentors outside of the company, all provide regular feedback and positive reinforcement without requiring too much input from the Gen X leader. I'm not suggesting a completely 'hands off' approach – just a way in which a Gen X leader managing many Millennials can find some balance.

Millennials have been sheltered from having to build and nurture relationships in the real world – and it's hurting them.

Technology has become their enabler and their shield. Facebook and Instagram create an artificial world, showing a carefully crafted veneer of how perfect life is. Let's be honest – no-one ever posts an ugly picture. Suicide and depression rates are far higher among Millennials than in previous generations.

As Gen X'ers, we can help them to build relationships – and confidence.

One suggestion is to ban technology from meetings. Without a mobile phone or an app to rely on during meeting lulls, they will have to engage with the people at the table.

These small interactions teach social skills and build relationships. They open the opportunity for real conversation and often spark a deeper understanding of the people around you. It's hard to swipe left when you have to do it face-to-face.

Millennials need a clear career roadmap, with detailed expectations/ outputs and timelines. Understanding how they are being groomed for success may mitigate some of the Millennials impatience to move up the ladder.

There is a caveat.

You may still find that you will do everything 'right', give Millennials a reason to believe, purpose and fulfilling work – and they may still leave anyway.

But, we're Gen X and we'll live to fight another day.

Generation X: Neglected Child and The Future of Work

Wed, 10 May 2017 12:37:00 GMT

Author: Georgina Barrick

My name is Georgina and I am Generation X.

Sandwiched between the larger, noisier Baby Boomer and Millennial generations, we were initially thought to be the aimless, unfocused 'Friends' generation – slackers who would never amount to much. Yet now, aged between 37 and 55, we've quietly taken up the leadership mantle and many of us are leading top corporations. Standard Bank (Sim Tshabalala), Vodacom (Shameel Joosub) and Liberty (Thabo Dloti) are but a few South African examples.

Few generations have weathered as much economic, political, social and technological change.

Born during the single most 'anti-child' phase in history, with increasing divorce rates, absent fathers and working mothers, X'ers are seen as the 'latchkey' generation, growing up largely without an adult presence.

Globally, we've lived through war (the Gulf Wars, 911 and the resulting 'War on Terror'), economic uncertainty (Black Monday, 2008 Global financial crisis), political upheaval (the Berlin Wall, the fall of the USSR) and social crises (AIDS, poverty and immigration). We're currently living through Brexit, the Trump Presidency and the rise of nationalism in Europe.

We've witnessed the birth of the personal computer, mobile communications, the Internet and social media. We used rotary dial phones, typed essays on typewriters and watched the test pattern on TV. Today, we're sharing selfies on Instagram and using our 250G smart phones to navigate, communicate and integrate.

In South Africa, we witnessed the end of Apartheid, the unbanning of the ANC, the release of Nelson Mandela and the 1994 elections. In the most recent decade, we've experienced the recall of a South African president and are now living through the Zuma Era.
We're a generation that has been shaped by change and upheaval.

Weathering these storms has made us resilient, resourceful, self-reliant, adaptable, hardworking and respectful.

It's also made us cynical, pragmatic and sceptical.

Growing up in an age of economic uncertainty, where jobs aren't guaranteed, has fostered our entrepreneurial spirit. X'ers have given the world Google, Amazon, Youtube, Wikipedia and more.

Having witnessed so much, we understand the need to find work/ life balance – that a job can't be our all – and that being balanced, active and happy are vital to living well. We also value the work we do and the contribution we can make to our organisations.

Because we grew up socialising without devices, we know how to use words to persuade, problem solve and foster co-operation, both online and offline.

We've become technically astute, and are educated through our belief in continuous professional development. We won't be left behind.

And yet, so often, because we're independent, just get on with it and are quietly polite, we don't get the air time and attention that other, noisier generations often demand.

But, this doesn't mean that we don't need it.

Between the demands of the Boomers and the constant needs of the Millennials, it can be difficult to find time to spend with your wise, agile and largely fairly emotionally intelligent X'ers.

Foster respect, don't micromanage, offer flexibility and don't underestimate the level of social conscience that exists with X'ers. We may not be as vocal as other generations, but we're stealth fighters who, while we'll let the little things go, will intervene swiftly and forcefully when dealing with issues we believe affect us and our children.

We're Gen X and we're here to (quietly) save to the world.

Connect with us on LinkedIn for more industry insights and Thought Leadership.

The power of the cloud, with trusted computing

Wed, 12 Apr 2017 12:33:00 GMT

By IT Online

In the mobile-first, cloud-first era, technology is changing almost every aspect of our lives at a dramatically rapid pace. Advances in healthcare, education, communication, and productivity have increased life expectancy around the globe and helped lift hundreds of millions of people out of poverty, writes Theo Watson, legal attorney at Microsoft SA.

For many, the ability to tap into the power of mobility and cloud computing to connect to the people that they care about as well as with the information that they are looking for instantly from any location, is so commonplace that they already take it for granted.

Despite the potential of cloud computing as well as other technology trends to expand access to economic opportunity and address some of humanity's most pressing problems, their adoption is delayed by questions over security, privacy, and compliance.

Security

The first of these adoption hurdles is security. Rightfully so, since in the past year alone there have been a staggering increase in cybercrime including a proliferation in cyber-attacks that range from theft of data through to malware, Man in the Cloud "MitC", and side channel attacks to co-ordinated spam emails or phishing attempts. Cybercrime already costs the South African economy an estimated $573-million annually and the cost of data breaches will increase to a staggering $2.1 trillion globally by 2019.

Microsoft works with individuals, companies, organisations and governments to address cybersecurity. In fact, each year the company invests $1 billion in cyber security, culminating in the largest anti-virus and anti-malware service in the world. Microsoft updates nearly 1 billion Windows devices worldwide each and every month and every second, the company adds hundreds of Gigabytes worth of the telemetry to its Intelligent Security Graph, including the results from 200 billion emails scanned for malware and phishing each month.

All this means that the company's enterprise-grade security offering with regards to cloud computing sets the standard for the industry. Achieving success in the digital world, requires companies to partner with organisations like Microsoft in order to adopt a new approach to how we deal with security threats.

This entails better protection of all endpoints from sensors and datacentres to identities and SaaS applications, as well as moving faster to detect threats using the scale and intelligence of the cloud, machine learning and behavioural monitoring. This will enable organisations of all sizes to respond quickly, and empower their staff with actionable security insights whilst keeping them productive.

Compliance

The next hurdle is compliance, because in a world where data breaches and government requests for access to online customer information are daily occurrences, it is essential for organisations to choose a cloud service provider that makes every effort to comply with regulations and protect customer data.

Microsoft provides legal and compliance teams with a comprehensive repository of information resources, which have been designed to help them understand and verify the compliance requirements of their organisation's cloud deployments. Moreover, the company's solutions comply with all local regulations including the Protection of Personal Information (PoPI) Act 4 of 2013.

Privacy

When customers utilise our business cloud services, they are entrusting us with their most valuable asset – their data. They trust that their privacy will be protected and that their data will be used only in a way that is consistent with their expectations.

Microsoft's approach to privacy is grounded in our commitment to give you control over the collection, use, and distribution of your customer data. We are transparent about the specific policies, operational practices, and technologies that help ensure the privacy of your data in Microsoft business cloud services.

Furthermore:

* As a customer, you know how we manage your data. We use your customer data only to provide the services we have agreed upon, and do not mine it for marketing or advertising. If you leave the service, Microsoft follows strict standards and specific processes for removing data from our systems.

* You know where your data is located. Customers who must maintain their data in a specific geographic location, such as within the EU, can rely on our expanding network of datacentres around the world. Microsoft also complies with international data protection laws regarding transfers of customer data across borders.

* You know who can access your data and on what terms. We take strong measures to protect your data from inappropriate access, including limits for Microsoft personnel and subcontractors. However, you can access your own customer data at any time and for any reason.

* Microsoft sets and adheres to stringent privacy standards. Strong contractual commitments back our privacy standards and best practices.

Transparency

As a customer, you have visibility into our practices. Microsoft believes that you have a right to as much information as possible about how we handle your customer data in the cloud.

We provide you with clear explanations about where your data is stored and how we help secure it, as well as who can access it and under what circumstances. And you don't have to take our word for it. You can review a wide range of evidence, including independent audit reports and certifications for most of our business cloud services, to confirm that we meet the standards we set.

Once an organisation overcomes these hurdles, it will be well on its way to tapping into the power of the cloud to fuel the growth of the business, drive competitiveness, and fuel innovation. Public enterprises and NGOs can also use the cloud to help boost economic growth and assist them in creating prosperity for all.

Performance Management: Rebooted

Tue, 14 Mar 2017 13:27:00 GMT

Author: Georgina Barrick

Recently a video clip has been doing the rounds on Facebook that shows a conversation with Simon Sinek on ways to better manage 'Millennials' in the workplace. It's funny, engaging and most of it really rings true. It got me thinking about how companies, in general, address Performance Management. From my conversations with top HR professionals, I'm delighted to report that the world of Performance Management as we traditionally know it, is undergoing radical change.

With multiple generations in the workplace, we all need to find better ways of managing, motivating and developing our people. Traditional performance management, which was pioneered in the 70's and 80's by companies like GE, focuses on performance appraisals, forced ranking, 'public hangings' and 'culling the bottom 15%'.

This may have yielded results 30 years ago, but a new and dynamic model is required for companies competing in the 21st century.

Performance Management 2.0

Today, performance management is being rebooted, with development-centred continuous performance management models replacing old methods of annual performance measurement.

As Anita Bowness from Halogen Software says 'Performance management isn't dead. The old way of thinking about it is.'

Why The Shift?

In essence, I don't think companies really have a choice – the old tools are simply no longer enough for our fast-paced, digital and 'immediate gratification' world.

Old performance rating tools have become unreliable and unpredictable because they often boil down to subjective opinion.

In theory, the annual review where we evaluate, rate and (sometimes) rank employee performance to determine compensation is a good idea.

However, in practice – and according to research by McKinsey – it can undermine performance as employees struggle with ratings, worry about compensation and try to understand how they can do better on the back of vague feedback on past behaviour.

Reworking performance management is at the top of forward thinking executive agendas.

Traditional performance management is time consuming and many see it as a process to generate paper, with no real business impact. A Deloitte manager, writing recently for 'People + Strategy', declared that the review process was 'an investment of 1.8 million hours across the firm that didn't fit our business needs anymore'. Often performance ratings are highly subjective and, by their very nature, are biased. They're your manager's opinion of your work performance, coloured by factors like experience, race and gender – and they're not necessarily based in fact.

The old way of performance management inhibits innovation and collaboration. Forced rankings foster negative internal competition, creating a culture of fear where people are too busy watching their backs to focus on their performance - and we all know that fear-based cultures seldom give rise to abundance.

The traditional model also focuses heavily on compensation.

Wharton's Peter Cappelli found that the biggest limitation of annual reviews – and the main reason why companies have stopped using them – is that, with their 'heavy emphasis on financial reward and punishment and their 'end-of-year' structure, they hold people accountable for past behaviour at the expense of improving current performance and grooming talent for the future'.

So what are the leading companies doing differently?

According to research by the Harvard Business Review, by the end of 2016, up to a third of US companies had already adopted a new PM approach.

Early adopters – like Adobe, Microsoft, Deloitte, Accenture and even GE (previously a role model for the traditional approach) – have implemented continuous performance management models.

These models – which are tailored to align business and people goals – focus on talent development and solving issues with current behaviour in order to improve performance.

The building blocks of a continuous performance management model are:

Driven by their experiences on social media, employees want to be able to give and get more regular feedback.

Adobe calls this 'check-ins', GE calls it 'touchpoints' and IBM has 'checkpoints'.

Regardless of what it's called, the goal is to implement a process that allows for continuous feedback, across the company, that can be requested by anyone (manager or employee) and is enabled by technology.

91% of companies that have adopted the new approach say that they now have better data for 'people decisions, removing bias and discretion in promotion and advancement'.

Next generation software tools are key to being able to collate the data.

These tools:

Employees expect continuous learning.

Continuous performance management requires leaders to shift to serving as coaches – or to move from being part time evaluators of performance to full time coaches in order to improve performance and develop skills.

Leadership development also requires greater emphasis, as a result.

Abandoning performance appraisals, with their focus on individual responsibility and forced ranking, reduces internal competition and makes it easier to foster teamwork.

Splitting performance management from compensation is an important step in reducing anxiety and returning the focus to performance.

A recent study by a Mid-East based tech company into what motivates its employees found that the single most important factor in motivation is meaning – seeing purpose and value in work. Compensation didn't factor.

Finding the right performance management process for your business takes time and commitment.

According to McKinsey, the impact of continuous performance management is high.

90% of company's experience improved employee engagement, 96% say processes are simpler and 83% have seen the quality of conversations between leaders and employees improving.

As Simon Sinek says 'when people are financially invested, they want a return. When people are emotionally invested, they want to contribute.'

Remote working becomes the norm in SA

Tue, 14 Mar 2017 12:29:00 GMT

By IT Online

One-third of workers in South Africa now work from outside one of their company's main offices for half the week or more.

This is among the results from a Regus survey on remote working, which found that 62% of people work remotely for at least some of the time.

Asked where they carried out their remote working, only 25% of the respondents said they mostly work from home.

The survey canvassed more than 370 business people in South Africa, aiming to provide a snap-shot of the world of work today. It found that, while remote working is clearly the norm, it certainly is not synonymous with home working: only a minority work exclusively from home (12%).

Rather, workers suggest that they work remotely in order to remain productive while travelling to and from meetings within the same city or in other cities (59%).

Other highlights from the study include:

* Only 12% of remote workers are fully-fledged home workers spending the full week working from their home office;

* Among the most popular locations for remote work, a quarter (25%) select business centres;

* 10% say that they usually work abroad when working remotely; and

* 22% of business people would settle for noisy cafes while working on-the-go.

Joanne Bushell, Regus country manager for Southern Africa, comments: "These results show that today's workforce is truly mobile. Only a very small proportion of workers are true home-workers spending all their time out of the main office in a home-office.

"Workers report that they are not looking to replace one fixed office space with another such as the home, but are declaring that they need places to stop off and regain productivity while travelling to and from business meetings in their own, or in other cities.

"Business people clearly show that they need drop-in locations where they can productively work from a few hours to a full day," Bushell adds. "Business centres prove a popular choice as they can be found scattered across cities and provide a professional and collected environment that favours concentration, very much the opposite of noisy cafes where it is hard to find focus and privacy."

Improve your Hiring Success - Let Go of ‘First Impressions’

Thu, 09 Feb 2017 13:21:00 GMT

Author: Georgina Barrick

We all know that truly successful 21st century hiring processes equally look at a match of functional and behavioural competencies. True high performance occurs only where functional competence exists alongside a fit to the culture (as Dr Prof. Sumantra Ghoshal says, when we love the 'smell of the place'). There are, however, new and exciting innovations in hiring that can assist in properly uncovering functional competence.

As Steven Covey has been credited with saying 'Strength lies in differences, not in similarities.'

Highlighting the importance of true and deep diversity, this quote has always resonated with me. It's human nature, and very tempting, to 'hire in your own image' because the familiar is comforting. We do business with people we like and who are like us.

However, if we're going to achieve real workplace diversity, we need to focus on hiring skills that will keep pace with our changing environment and with the thinking required to both maintain 'business as usual' and to innovate and disrupt.

A number of recent studies have re-enforced some of the significant benefits of a commitment to diversity:

A McKinsey study of 366 global public companies found that gender- and ethnically-diverse

companies are more likely to financially outperform their peers by 15% and 35%

respectively.

Researchers Hong and Page demonstrated that diverse groups of problem-solvers can outperform groups of high-ability problem solvers.

Despite the obvious benefits, real diversity remains hard to achieve in some environments.

According to Iris Bohnet (Harvard Business Review), this is primarily because hiring managers favour more traditional, unstructured interviews despite multiple studies finding this style of interview to be among the worst predictor of actual and future job performance.

Bohnet believes that the enduring popularity of the unstructured interview is driven by two factors - hiring managers are overconfident of their expertise and dislike 'deferring to more structured approaches that might outsource human judgement to machine'.

Unstructured interviews allow unconscious or 'implicit' bias into the hiring process – which we're unaware of as it occurs outside of our control, causing us to make quick, non-intuition based judgments of people, influenced by our own background, culture and experiences (ECU 2013).

Now, this should not be confused with the use of intuition, or instinct, which truly conscious leaders employ effectively as a part of their hiring process.

Research by Madan Pillutla, Professor of Organisational Behaviour at London Business School, found that the 3 biggest unconscious biases in hiring decisions are that we gravitate towards people who are similar to us, base our hiring decisions on stereotypes of competence (eg: males are better at Mathematics) and we're wary of those whom we perceive may be a threat to our status.

Unconscious bias leads hiring managers to seek to replicate themselves by selecting candidates who match their own background, education, gender, race or leisure activities.

In turn, creating an increasingly homogenous workforce.

So, what could you and your organisation do differently?

1. Blind Auditions:

A blind audition allows all candidates to be adjudicated first – and primarily – on their functional competencies (knowledge, skill and experience).

Used effectively by the Boston Symphony Orchestra, musicians audition behind a screen – increasing the likelihood that women will be hired by between 25% and 46%.

Today, women make up 40% of musicians in the top 5 orchestras in the USA, up from 7% in the 70's.

In the corporate world, GapJumpers is a software platform that enables blind auditions, reducing bias in the hiring process.

Candidates complete anonymous skills-based challenges that demonstrate their skills and test whether they are qualified to perform a job.

The software then strips their CV of all identifying information, like name (ethnicity), graduation year (age), school and address (socio-economic background).

Potential employers then evaluate applicants based on skills only and can avoid discarding talent for the shortlist that doesn't fit preconceived notions.

It's important to remember that using software to anonymously screen candidates will get you only half way through the hiring process. Software can't screen for a match to the 'smell of the place' as it only deals with functional competence. Job performance is also influenced by context – which is why candidates with great functional competency sometimes don't thrive in a company when the context is not a fit.

2. Collaborative Hiring:

Collaborative – or team-based – hiring involves including members of the team in the interview process.

The benefits include reduction in bias (particularly if the team is diverse), higher levels of employee engagement, more diverse assessment of applicant skills and different approaches to selling the job to potential hires.

3. Comparative Evaluation:

Structured interviews – where different interviewers pose the same set of questions in the same order – allow for clearer comparison and evaluation of candidates.

Questions can straddle both behavioural and functional competencies.

In a process like this, it's important that the interviewer scores each answer immediately after it's provided, that candidate responses are compared horizontally (in other words, all candidate responses to Question 1 are compared) and that panel interviews that seek to reach a consensus view should not be used. These questions can straddle both behavioural and functional competencies. Comparative evaluations help to calibrate across candidates to reduce bias and decrease reliance on stereotypes.

4. Language in Job Advertising:

Software like Textio or Gender Decoder for Job Ads helps employers to avoid bias in job advertising by avoiding gender- or ethnic-coded words.

These products highlight words as 'negative', 'positive', 'repetitive', 'masculine' (active, adventurous, challenge) or 'feminine' (honest, cooperate, depend) and offer recommendations on how to improve job descriptions so as not to exclude a gender or ethnic group.

5. Implicit Assessment Tests (IAT)

Developed at Harvard, the IAT uncovers thoughts that are being unconsciously hidden by testers and helps to measure attitudes and beliefs.

The purpose of the test is to make employers more aware – and to check – their biases when interviewing.

Diversity – and ultimately, greater business success – can be achieved through a combination of hiring processes that are designed to truly uncover functional and behavioural competency.

Hiring for functional competency can be improved using blind auditions, collaborative hiring, comparative evaluation, sensitive job advertising and checking interviewer bias.

'Diversity and independence are important because the best collective decisions are the product of disagreement and contest, not consensus or compromise.' James Surowiecki

Will We All Be Our Own Boss by 2030?

Thu, 19 Jan 2017 13:11:00 GMT

Will you be your own boss by 2030?

If you're on-trend, the answer is likely be 'yes'.

I often refer to a quote attributed to Charles Darwin that says "It is not the strongest of the species that survives, nor the most intelligent, but the one most adaptable to change" – and as we enter 2017, there is no doubt that the world around us - and in particular, the world of work - is changing.

Incessant technological innovation is driving what Schumpeter labelled 'creative destruction' – or disruption caused by new technologies that destroys old economic systems, freeing up resources and giving rise to new industries and jobs. Over time, the theory is that this phenomenon will drive productivity and economic growth.

Andrew McAfee, Co-Director of the Initiative on the Digital Economy at MIT, believes that the world is witnessing a second Machine Age, where an estimated 50% of all jobs currently in existence – including white collar roles – will become automated, leading to a short term squeeze on income and job opportunities, but ultimately, long term gain.

Today, we're seeing evidence of creative destruction in rising global unemployment, declining average length of service, increasing mid-career transitions and disruption across all industries.

Over the next 5 years, the World Economic Forum estimates that we'll see the decline of job families like Office and Administration and Manufacturing and Production. Conversely, there should be a rise in the importance of Business and Financial Operations, Information Technology, Mathematical, Architectural and Engineering roles.

Scary times, but exciting too, as we enter an age where the goal of more abundance wealth for less work may be achieved – if you have the right skills and are able to adapt to a rapidly changing work environment.

Trends to 2030

Research indicates that there are currently 4 major trends that will impact the world of work over the next 15 years.

1. Flexibility:

Globally, we are seeing a continuation of the growing trend towards short term work.

According to the International Labour Organisation's 'The Changing Nature of Jobs', 75% of the global workforce are currently employed on temporary or short term contracts.

It is suggested that by 2030, workers will work 'with', not 'for', companies and will work with multiple 'clients' simultaneously, joining skills guilds, rather than becoming employees.

The focus will be on knowledge workers, who can do their jobs anywhere and at any time.

This idea of workers as entrepreneurs will promote flexibility and autonomy – and will benefit high skill workers.

3. Quality, Not Quantity (Work/ Life Balance):

Emphasis is shifting away from chasing money at all costs to a focus on critical values, like work/life balance, happiness and fulfilment.

There will be a shift away from the culture of 'overwork' towards a system where work is enmeshed in life – and reward is based on expertise and results, and not on job title or length of service.

4. Technological Innovation

Technology already enables remote work and, as fibre becomes the norm in South Africa, internet speed is no longer the inhibitor it was 10 years ago.

Over the next 15 years, it's predicted that rapid technological innovation will promote 24/7 work performed by employees in different geographic locations and time zones.

The traditional notion of a 'corner office' as we know it today will become obsolete as workers work remotely, hot desk and collaborate in ways we can't yet imagine.

So, what will this mean for workers and employers?

Others are:

Workers/ Collaborators

Employers:

The world of work is already shifting.

By 2030, the traditional 'employer/ employee' relationship could be gone, replaced by the concept of workers as boss, selling their services to client companies.

And, being a SMART (Specialist, Mobile, Adaptable, Resilient and Talented) employee, will be key to surviving and thriving in the new world of work.

Safeguard your business from cybercrime

Fri, 13 Jan 2017 13:06:00 GMT

By IT Online

From malware to phishing and from hacking to theft of data storage devices, the risks of falling victim to a security gap are continually growing, writes Anton van Heerden, executive vice-pesident for Sage Africa & Middle East.

If you are an African entrepreneur, you must prepare yourself to compete in the digital economy by protecting your business from cyber-crime.

According to the 2016 Cyber Security Report from Serianu, Kenyan organisations are losing around Sh17.5 billion a year to cyber-crime – a dramatic increase from Sh15 billion in last year's report. In South Africa, according to international research from Kaspersky Lab and B2B International, over half (53%) of the respondents have come across or been targeted by malware.

The consequences of falling victim to an information security gap can be severe, including legal liability, financial losses, irreparable damage to customer's trust in your business, and loss of confidential company data.

Here are some ways you can protect your business by following some basic good practices:

* Trust the cloud: Cloud computing can be more secure than traditional IT. Established cloud suppliers invest vast amounts of money into securing their applications and have technology infrastructures beyond the means of any small business. Thus, the cloud provider is better equipped to handle malware, hackers, DDOS attacks, and all the common cybercrime threats and nuisances of the information age. There's also less risk of losing data stored on a laptop or a USB stick because everything is stored in the cloud and not on devices that could be lost or stolen. Cloud allows customers to control their business from wherever they are. For businesses to be able to improve their security and integrity of their data is highly important in a world where cybercrime is slowly taking over.

* Educate your end-users about the basics of information security: For example, make sure they know why they need to choose strong passwords and that they are alert to the dangers of phishing emails designed to persuade them to give their log-in details to people with criminal intentions.

* Install antivirus and anti-malware software on your laptops and desktop computers: Keep it up to date with the latest software to ensure that your data and applications are always protected.

* Get serious about mobile security: Lock your device behind a PIN code or password when not in use so hackers or thieves can't access your data. Also, most mobile devices today allow you to track their location or remotely wipe data. It's a good idea to enable this functionality in case the device goes missing.

* Keep software up to date with security patches: When it comes to desktops and notebooks, be sure to keep your operating systems and browsers up to date with the latest security patches.

* Where your cloud provider allows it, enable two-factor authentication: For example, you could set your account up to ask for a code sent to you by SMS when you log in or use a fingerprint in addition to a password.

* Be careful about where you log into cloud services: Be wary of unsecured public WiFi networks.

* Enforce strong passwords and keep them secret: Cloud services can usually be accessed through any device connected to the public network. You will authenticate yourself to the service with a username and password. Protect yourself by choosing a strong password that is difficult to guess, but easy for you to remember. Don't use the same password on multiple accounts. Use a password of at least 16 characters including at least one number, one uppercase letter and a special symbol. It is also better to avoid the names of family, friends or pets.

Business Growth Certainly demands Company Development

Fri, 04 Nov 2016 13:03:00 GMT

By Georgina Barrick

With rapidly-advancing technology setting the pace for business processes and companies doing all they can to keep up, it seems to me that the next step in true "business disruption" may well be revisiting all your business processes to ensure that the customer is still at the heart of your business.

Business growth certainly demands company development and changes in operating procedures and, while South African firms are clearly up there with many global organisations on the technology front, work flow and pace must be relevant to an on-demand digital customer.

For example, an upmarket clothing and interior retailer recently made an online offer to clients that included same-day delivery of items purchased before 11am on a Sunday. This campaign required an intimate knowledge of its customer base and the company's certainty that their response would grow sales, while ensuring systems were in place so that it could deliver on its same-day promise.

A recent large-scale study by the global customer engagement solutions provider Verint reviewed over 24 000 consumers in 12 countries, including South Africa, and found that while businesses are responding to an increasingly digital world by giving their customers new ways of engaging with them, 24% of consumers surveyed would choose using the phone and 23% going in-store as their primary way to interact with brands or service providers. Importantly, 83% of all survey participants believe speaking with a person will always be a vital part of the customer service equation.

In a recent article, Dave Capuano, global vice-president, integrated marketing at Verint, pointed out that, "As consumers become more digitally savvy, organisations are considering and even implementing more cost-effective digital channels as part of their evolving customer engagement strategies. However, the message from consumers is clear. They still want human touch as an option in many customer service scenarios."

Why is this? Well, it seems that no matter how digitally savvy the consumer gets, when things really start to go wrong , even the most tech-literate person starts looking for that "let me speak to a human" function in the system. While those among us who are even just reasonably tech-savvy would also like to take the online-solutions route, there appears to be a gap between business processes that keep up with the customers' needs and business processes that appear to only take the businesses own needs into account. Any customer caught in this gap is going to look for some kind of human interaction once they've exhausted the technology solutions.

Business processes that truly function for companies and their customers include a deep understanding of customer needs and expectations in relation to this highly dynamic environment, rather than merely what suits the business implementing the systems. While it may be cost-effective for the bank to replace staff with self-service terminals, what is the back-up plan in the event of system failure – another very real possibility due to the growth of cyber crime?

Part of any growth strategy must take into account all the factors that not only affect the company, but its customers. Think of the number of companies that failed to take into account what it was that their customers required, rather than what it was they were prepared to give them.

Once-iconic brands such as Kodak and Blockbuster neglected to keep up with their customer's changing needs and growing knowledge and opted for business-as-usual. Who knew that the Friday night practise of driving to the DVD store to pick out a movie would turn into sitting in the comfort of your home and having movies to choose from at the click of a button? Apparently, Blockbuster wasn't paying attention to its customers and the world changing around it.

Here's what needs to be remembered: At the end of all your business processes, technical upgrades, apps, software and new systems, there is a user. If all of the former are put in place without considering the latter, none of the business efforts will mean anything, regardless of what they cost and how high-tech they are.

A simple example of this is a local institution that enabled customers to send air time to pay-as-you-go mobile phone users. In a country where most of the mobile phone population require a speedy solution to keep them in communication with families, work and friends, the needs of the end user should be clear. They're simple: Easy-buy airtime, easy-load and no tech knowledge required. But the organisation "upgraded" its system to include a PIN number that was sent to the phone of the user, rather than to the phone of the air-time purchaser.

So, for all those who used the application to send airtime to, for example, a low-tech literate family member in a rural area or an elderly person unaccustomed to having to use a PIN to accept air time paid for by someone else, this "upgrade" may suit the company – but it certainly doesn't take into account the "job to be done" by the functionality. The company was considering its own online security, but not how this would affect its clients.

The old saying that the "customer is king" seems to have been overridden by the race to stay digitally relevant has seen some firms not ensuring their business processes keep the customer at the heart of the business. As companies evolve quickly in the digital environment to keep pace with the on-demand needs of the customer , they must also evolve the associated business processes or they run the risk of outdated processes supporting new age offering.

Striking that balance is key to innovating while keeping the customer satisfied.

Digital transformation: Business must change structure and leader behaviour

Mon, 03 Oct 2016 12:56:00 GMT

Leading information technology research and advisory company Gartner named its Symposium/ITxpo 2016 held in Cape Town recently "The world's most important gathering of CIOs and Senior IT Executives", highlighting that for CIOs, now is the time to act, innovate, take risks, and transform IT from a cost centre trying to survive as a business process optimiser. IT-Online's Editor Kathy Gibson reported from the Symposium.

While the technology exists to allow organisations to succeed in digital transformation, they still need to change the way they run their organisations and how their leaders behave.

"In the future, more than half of your business will be derived from the company's digital features," says Peter Sondergaard, senior vice-president of Gartner. But it also means that organisation structures have to change, along with the behaviour of leaders, and their budgets and metrics

The move to digital will break down organisational structures and requires a new model with cross functional teams working at scale.

"For example, consider whether you should integrate research, product development, engineering, customer experience and supply chain into one team all enabled by technology.

"This is the only way to innovate at scale. More and more, you cannot separate technology from business functions." Sondergaard recommends that companies start with two or three functions, and scale from there.

The behaviour of organisations and leaders is vital, and bimodal is important here. "This is how organisations drive digital in the organisation to the core.

"We should cultivate innovation in both modes, though," Sondergaard stresses. "The organisational structure itself and behaviour needs to be cross functional and bimodal."

But it's not just about organisational behaviour; business and IT leaders need to act and think bimodal as well.

"This will also change the budget and metrics. It is about funding teams basaed on desired business outcomes, rather than on technology.

How cyber-ready are South African businesses?

Mon, 05 Sep 2016 12:07:00 GMT

By Graham Croock, director of IT audit, risk and cyber lab at BDO SA

Worldwide, digital technology continues to transform the world of business – while also exposing organisations to a multitude of opportunities and threats. It is, therefore, not surprising that cybercrime continues to escalate rapidly, ranking as the second-most reported crime in South Africa.

Corporate breaches in the headlines are turning hackers into the new super rogues, as these dedicated, organised, and well-financed cyber criminals bombard organisations through alternating attack tools and paths.

This trend has established cybercrime as a growing industry, which has accelerated in the last five years complete with automated tools, customer support, and guarantees for product effectiveness. The commoditisation of new attacks and automated tools has culminated in even the most amateur hacker being able to effectively deliver professional-level threats into a targeted organisation.

Complexity is the major cause of today's cybersecurity problem, owing to extreme intricacy and solutions being costly. Data is extremely multifaceted, extensive and difficult to manage in a timeous way. This begs the question: How to manage the involvedness at a reasonable cost?

A common but often misunderstood and over-relied-on solution is the implementation of firewalls. However, the major pitfalls of this so-called "trusted" solution is that firewall configuration is often not aligned with changing cybersecurity policies. In short, the rate of change with regard to cyber-related risk is accelerating rapidly, increasing the security gaps organisations contend with, and leaving them more exposed than ever before.

Keeping pace with new attack techniques, and effectively defending against advanced threats, is perhaps the biggest challenge facing security teams today in a world of cyber threats. Therefore, architecting a cybersecurity solution that dynamically adapts to ongoing change is crucial. This, however, is expensive and for many organisations, unaffordable.

Consideration must be given to the underlying key themes affecting the management of cybersecurity in South Africa today, these include the following:

Little wonder that cyber security professionals keep asking: "What can we do to protect ourselves and our customers from these new found criminals?"

As a security professional in today's business space, we need to enable a productive work environment while providing all of the controls needed to protect the integrity and ownership of the organisation's data as well as that of the business's clients or customers.

To achieve appropriate levels of security is rather complex and extremely specialised, thus requiring extensive planning, design and architecture.

Effective governance and management are two critical elements for implementing effective cybersecurity. In moving to your next cybersecurity solution, a key goal must be to simplify security management wherever possible. Survival will be achieved through cyber-readiness.

To ensure you've covered all your attack-readiness bases, read the full story here:

http://tiny.cc/t52iey

*Published with kind permission of www.it-online.co.za

Intuition in our globally-connected idea economy

Mon, 05 Sep 2016 11:53:00 GMT

By Georgina Barrick

Some years ago I wrote an article about intuition and its value in business, particularly as an indicator of levels of consciousness and the role it plays in the success of high performing 21st century leaders. In our fast-paced, globally-connected idea economy, it has become even more important for business leaders to trust their instincts and intuition. Here's why . . .

Any decision we make – business or personal – will have consequences. But the decision-maker who can make accurate decisions on their feet and take the leap is the same one who will likely learn from the bad consequences and use the good ones to create a continuous pattern of success. The successful leader is one who taps into "sixth sense" thinking in response to making decisions under pressure.

Intuition has become a business survival skill that we all have the ability to tap into – but many don't all use it. Companies that used to run purely on old methodologies and "this is how we've always done it" are being pushed out of their comfort zones– and sometimes out of the market entirely – by the disruptors. Disruptors are innovators who have tapped into their intuition and creativity who don't get slowed down by over-thinking, and spend that time making their next move intuitively.

One of the biggest disruptors we've seen in recent years is Airbnb, now known as "the $1.3bn room-letting website", which has turned the tourism industry on its head. According to a variety of articles and reports, the Big Idea – required for disruption or the creation of new business revenues – came when two 27-year-olds were battling to pay their rent.

Brian Chesky and Joe Gebbia had met five years earlier at Rhode Island School of Design and, knowing there was a design conference coming up and the hotels in their city were fully booked, they came up with the idea of renting out three airbeds on their living-room floor and cooking their guests breakfast.

By the next day they had created a website and six days later they had a 30-year-old man from India, a 35-year-old woman from Boston and a 45-year-old father of four from Utah sleeping on their floor, at a cost of $80 each a night. Says Chesky: "As we were waving these people goodbye, Joe and I looked at each other and just had a feeling that there's got to be a bigger idea here."

And there was. To say that "the rest of the story is history" would not be fitting . . . their gut-instinct idea is growing as you're reading this, and people around the globe are renting couches in Hong Kong, single-rooms in Paris, and entire homes in Cape Town. Not only are the three (Nathan Blecharczyk was brought in to take care of the website and all things techie) making huge money, their "sharing revolution" is enabling anyone who has a property to make money too.

While many may say these guys were "lucky", I believe they went beyond business thinking and tapped into a level of consciousness within themselves that tells us when an idea or a business move is a good one. The concept of consciousness in the workplace is becoming more acceptable in the 21st century as more and more highly successful global leaders share their insights into using creativity, intuition and, of course, time in quiet reflection. The ability to really "feel" our intuition requires a special kind of "listening".

So, how do I tap into my intuition?

The best way I know to access the intuition I need for decisions that will affect my business, clients, team members and even my personal life is to be completely awake to the "gut feelings" I get almost every day. It's easy to ignore them and to be pulled in different directions. Sometimes we worry we don't have the perfect set of information to make the intellectual decision, but if we are quite for a while, most of the time with near-perfect accuracy, we intuitively know the answer. To reach this point often requires spending time in quiet reflection or contemplation. That's contemplation without interruption; focusing on the issue at hand in a calm and measured way without allowing worry or fear to dominate.

Often, the right answer comes when you're in the shower or out walking; when you are not actively thinking and in touch with a higher consciousness that is critical to ongoing high performance. The Airbnb guys didn't worry about their idea – they went with their gut-feel that people would pay for a small place to sleep and a breakfast.

It is this "intuitive knowing" that sets business leaders apart and, when backed by a team that knows the urgency with which ideas need to be implemented, the knowing becomes a real solution or a step towards one.

It's also important to note that if worry - that is, allow a stream of what-ifs, buts and vague misery to interfere with decision-making, we are no longer in touch with our intuition and run the risk of making fear-based decisions. Turn off the TV, radio, mobile devices. If writing your thoughts in a journal help you to stay positive and on track with the result you want to see, do that. Focus on what you feel – not think - will be the best solution for the situation and start looking at ways to implement that.

Remember, while you were worrying about how you're going to pay the bills, three guys in a small room in San Francisco were renting out sleeping bags and making a profit . . . and all of it began with a feeling (or intuition), belief in that intuition – and the action required to make it happen.

Every one of us has intuition – a lot of it unused in a world that demands "facts and figures". Tap into yours and join people like Warren Buffett, Oprah Winfrey, Richard Branson, Henry Ford, Rosa Parks and others who have intuitively known how to garner success without knowing for sure how their choices would turn out.

Stress: The good, the bad and the truth

Fri, 05 Aug 2016 10:55:00 GMT

By Georgina Barrick

Ask any athlete about to run onto the playing field, or any speaker about to face an audience of a thousand, if they're nervous - and chances are both will own up at the very least to feeling a little anxious.

Way back in 1908, Harvard psychologists Robert Yerkes and John Dillingham Dodson took a critical look at how anxiety can actually make people perform tasks better . . . until, of course, they become overly anxious.

The research became known as Yerkes-Dodson Law, and suggests that "there is a relationship between performance and arousal. Increased arousal can help improve performance, but only up to a certain point. At the point when arousal becomes excessive, performance diminishes".

In a Yerkes-Dodson curve, humans go from weak mental arousal – meaning slight positive stress – to an acceptable level of performance and then, with added "good stress", reach peak optimal performance. Additional anxiety or stress at the level of optimal performance may quickly become "bad" stress, and performance levels drop back to their starting point.

So, someone given a new job or added responsibility at work may initially be anxious about the task ahead. With some leadership guidance and encouragement, their anxiety will push them towards becoming more productive at the task, and then reach a point where their understanding and enthusiasm makes them excel at it. Any more pressure and you've lost them on the performance scale.

Importantly, both low performance and high performance constitutes a state of mental arousal . . . but the latter, the worker pushed too hard, would now likely be feeling negative stress or even burnout.

In equestrian terms, it's called "overfacing the horse", explained this way by horse trainers and other experts: "To overface a horse means to ask him to jump beyond his abilities - jumps that are too high, too wide, too many, too often or too difficult. Jumping when unfit, injured or tired are also causes."

Tasking an employee in a company with the next step in the career ladder will almost always increase anxiety and stress, and so it should. The mix of excitement and trepidation of learning something new, with increased responsibility, usually gives enthusiastic, prepared people the impetus to learn more and produce more. However, overfacing your employee – perhaps giving them the promotion but expecting them to pick it up and run with it and know everything about their new function immediately - creates the type of stress that is tantamount to sabotaging their chances of success.

So, how should business leaders work within the bounds of "good stress" and ensure consistent performance an improvement among their co-workers? Firstly, understand that the best-performing people in any business are those who are engaged in every aspect of their work, and trusted to perform properly. The "under-engaged" derive little pleasure from going to work every day, and operate under the radar, with just enough effort to keep earning a salary and no personal motivation for promotion.

In an article published in the May – July issue of ThinkSales magazine, writer Monique Verduyn suggests that leaders not only ensure that staff members get the opportunity to improve their skills regularly, but that they are fully engaged. This means increasing their challenges in a manner that motivates without overwhelming and provides both support and encouragement.

She also suggests that business leaders find ways to "capture employees' attention and enhance their abilities to concentrate". People who lose focus may have surpassed the optimal level in Yerkes-Dodson Law and find themselves having slid down the other end of the bell curve, with strong anxiety or stress from feeling overfaced.

Determining how to tell whether or not an employee is ready for new or additional challenges requires some insight from business leaders – not only about good and bad stress and its effect on individuals, but about the individual themselves. Not all employees who appear enthusiastic and capable are ready for the next step; and not all the quiet but conscientious staff members should remain exactly where they are because they seem to perform that specific function so well. Take a look what over-facing employees can do in one of my previous articles, The unbearable lightness of excellence, where I discuss how overloading top performers can ultimately result in mediocrity.

Today's business leaders are required to know far more about their employees to be able to determine which are the innovators, the leaders, the high performers and the quiet, backbone-of-the-company members. Spending time getting to know your team members and how much of a challenge each can handle and when it's most appropriate is key to retaining the most agile and best possible talent for your company.

By knowing who is ready to take a leap on the ladder and who will merely be overfaced, leaders are able to create specific challenges that can be met by individuals, adding to the growing base of knowledge and performance in their companies. These leaders are the ones who understand "good stress" and how it creates innovators.

How to keep your tech talent happy

Fri, 05 Aug 2016 10:49:00 GMT

By Tarun Nimmagadda; Founder and Co-CEO at Mutual Mobile

Keeping talent happy and engaged is a challenge for all companies, but when it comes to tech companies, the challenge is even greater. Most of your key employees find job fulfilment in seeking different challenges, developing new skills, expressing their creativity, and witnessing their contributions influence the company. All wonderful motivators, but it is extremely hard to continually deliver on these demands as an employer.

Today, the average person changes jobs 10 to 15 times in their career. Losing your talent is detrimental to efficiency given the drain it is on your company to constantly be training and developing new staff. How do you keep talent engaged and motivated so your investment in them and their investment in your company pays off?

As a company that has grown from five young entrepreneurs on a college campus to 250+ employees, we know the right talent can push the boundaries of a company. If your company wants to hire, develop, and retain the best tech talent, take a look at these key strategies that allowed us to continue cultivating the talent drive and engagement behind our innovative success.

Research, test, iterate on company culture

Just as a company should do when launching a product, we take a data-driven approach to evaluate and discover needs, and then effectively and efficiently answer those needs. Previously, feedback gathering solely depended on yearly reviews and proactive employee-manager discussions. While this method provides a certain value, it tends to stay within departments, siloed within disciplines, and leans heavily on managers who care to cultivate the culture.

As growth takes off, more people with different backgrounds and expectations join the team, which requires a long, hard look at the culture you want to establish. For the first time, we had to consciously and purposefully evaluate and plan for culture – what does it mean, how do you implement it, and how do you protect it?

We want our employees' input so we ask for it. We poll the audience and open the line of communication, cultivating a transparent, safe environment for feedback. We conduct ongoing focus group interviews to survey positive and negative input on culture-related activities, business direction, and work production. The information gathered from the focus groups is used to guide the company's direction and keep a pulse on culture, catalysing many of our programs.

For example, our employees expressed they wanted to enhance their skill set, both tech and professional. Allotted professional development budgets for each employee is a good start, but they don't provide employers much control or employees much motivation. We realised this would require additional resources and planning, and rolled out company-hosted professional development activities.

The Innovation team lined up internal hackathons that allowed employees to experiment and test the latest trends. We also started a monthly Mutual Mobile university program. Specialists such as PR firms conduct public speaking trainings to expose employees to areas they may not otherwise have visibility into, allowing them to develop skills that could be applied immediately to business pitching and event presentations.

Create room for people to be curious and play

For many developers and designers, their work is also their hobby. We would overhear employees talk over lunch about projects they worked on over the weekends. Rather than see their outside-of-work ideas and passion projects as distractions, we welcome them. We encourage them to be open about the work they want to do, bring in their projects, nurture their innovative creativity, and share their ideas in candid discussions with their teams and management.

To balance play and work, the biggest challenge is freeing up time and investing resources in innovation activities like professional development events and supplying the latest technologies to experiment with. When planning for the quarter, we take into consideration non-billable time for employees to participate in industry and company-wide hackathons.

This also means building out delivery schedules with flexibility to accommodate the "unknowns." For us, this means not only planning for unexpected sick days and time off but also for innovation opportunities that come up. Of course, budget planning needs to account for allocations toward emerging tech supplies such as 3D printers or light bulbs for people to take apart and build prototypes for smart home business pitches.

Fuelling employee-infused innovation doesn't have to take away from business growth and sales. As a matter of fact, bottom-up innovation can drive a company's next big business offering. For example, an employee who had trouble sleeping wanted to figure out a way to contextualise sleep data, which he began working on in his spare time. From there, he shared it with the company and the entire Mutual Mobile team got involved to create a quantified-sleep prototype that was used to reach out to customer prospects. What started as a pet project developed into a new business opportunity that helped us win a new client.

Don't pigeonhole talent into their roles

A common reason people leave companies is because they want to evolve or try a new role, but their employer has a tough time seeing them in another role. To retain smart, passionate people, be flexible in taking chances and letting them try out roles and activities outside their typical responsibilities, or even switch departments entirely.

Our process to facilitate a position transfer comes down to accessibility and honesty. The employee lets their direct manager know of their area of interest, allowing the conversation to start with the other team manager.

From there, the employee takes initiative to understand what would come with the new role and department. We find opportunities for pilot projects, allowing the employee a certain amount of time to participate and test their interest, skills, and fit for that new position and team. If that goes well for both parties and there is a need, both managers, new and old, with the employee will discuss transition and fulfilling the previous position.

During this course, setting expectations is key and considerations for staffing, budget, and team dynamics must be made. If a transfer can't be accommodated immediately, managers and employees continue to keep the dialogue going and progressing via projects. As soon as an opportunity presents itself, interest will be re-evaluated and moved forward.

To keep talent energised and able to try new things, short-term opportunities also allow them to dip their toes into different areas of work. We recently shut down our entire office for Blend Day, an innovation hackathon, where 160 employees brainstormed and hacked employee-sourced ideas ranging from connected home, wearables, toys, and more. Employees also had the chance to play different roles from their everyday job description.

Designers coded and developers learned how to market an app. Many of the concepts and prototypes built will be leveraged to proactively pitch prospective customers and share forward thinking with existing accounts. As a result of Blend Day, we saw a high level of interest from participants to host another event, as they were able to step outside of their everyday work life and influence business direction with 13 product prototypes generated.

For the original article, please visit Forbes.com :

http://www.forbes.com/sites/groupthink/2014/10/02/how-to-keep-your-tech-talent-happy/#787993901715

Company ‘No Cloud’ Policies Are A Thing Of The Past

Mon, 04 Jul 2016 10:31:00 GMT

By 2020, a corporate “no-cloud” policy will be as rare as a “no-internet” policy is today, according to research giant Gartner.

Cloud-first, and even cloud-only, is replacing the defensive no-cloud stance that dominated many large providers in recent years. Today, most provider technology innovation is cloud-centric, with the stated intent of retrofitting the technology to on-premises.

“Aside from the fact that many organisations with a no-cloud policy actually have some under-the-radar or unavoidable cloud usage, we believe that this position will become increasingly untenable,” says Jeffrey Mann, research vice president at Gartner. “Cloud will increasingly be the default option for software deployment. The same is true for custom software, which increasingly is designed for some variation of public or private cloud.”

This does not mean that everything will be cloud-based, and concern will remain valid in some cases. However, the extreme of having nothing cloud-based will largely disappear. Hybrid will be the most common usage of the cloud — but this will require public cloud to be part of the overall strategy. Technology providers will increasingly be able to assume that their customers will be able to consume cloud capabilities.

Gartner made a number of further predictions, including that, by 2019, more than 30% of the 100 largest vendors’ new software investments will have shifted from cloud-first to cloud-only.

The now well-established stance of cloud-first in software design and planning is gradually being augmented or replaced by cloud-only. This also applies to private and hybrid cloud scenarios.

“More leading-edge IT capabilities will be available only in the cloud, forcing reluctant organisations closer to cloud adoption. While some applications and data will remain locked in older technologies, more new solutions will be cloud-based, thus further increasing demand for integration infrastructure,” says Yefim Natis, vice president and Gartner Fellow. “Rigid organisations cannot produce agile IT solutions.

“As delivery shifts more to the cloud, most IT organisations will have to reorganise to reflect the business realities of cloud computing: continuous innovation and change, pervasive integration, competing with cloud providers for some initiatives, and crucial prevalence of influence over control in IT’s relationship with lines of business.

“While historically the greatest competitor to external service providers has been internal IT, with spend shifts, structural reorganisations and the business realities mentioned above, cloud providers will be in the position to gain the upper hand.”

By 2020, more compute power will have been sold by IaaS and PaaS cloud providers than sold and deployed into enterprise data centres.

The Infrastructure as a Service (IaaS) market has been growing more than 40% in revenue per year since 2011, and it is projected to continue to grow more than 25% per year through 2019.

By IT-Online

The global skills gap and personal re-invention

Mon, 04 Jul 2016 10:26:00 GMT

By Georgina Barrick

The term "skills gap" has become so prevalent in South Africa that it's almost wallpaper now. While much is needed in the fields of education and ongoing training of employees, there's a part of our journey into the future that each of us has to take responsibility for: Personal re-invention.

In 1965, Gordon E. Moore was working as the director of research and development at Fairchild Semiconductor and was asked by Electronics Magazine to predict what was going to happen in the semiconductor components industry over the next ten years. Moore observed that the number of components in a dense integrated circuit had doubled approximately every year, and speculated that it would continue to do so for at least the next ten years. In 1975, he revised the forecast rate to approximately every two years.

While his discussion at the time involved the advancement of computers, Moore's Law is often used now to describe the driving force of technological and social change, productivity, and economic growth.

So, with the workplace – and life in general – changing at a pace that traditional educational systems are currently not keeping up with, the solution is to find the innovative spark within and re-invent ourselves and our skills base on an ongoing basis, to ensure we stay apace of global opportunities.

Many jobs that didn't exist five years ago have changed our world forever. Perfect examples of these are Uber – the taxi company that grew into a global giant without, at the time, owning a single vehicle. Then came Airbnb – the company that enables travellers to find accommodation in over 91 countries and 34 000 cities, with prices that suit every pocket. In fact, the financial services company Cowen & Co predict that Airbnb hosts will be taking 500 million bookings a night, rising to a staggering one billion by 2025.

Founded in 2008, Airbnb has, for a fee, has enabled people with even just one room for a traveller to stay in for a short period to become "inn keepers". Who saw that coming? Years ago, a B&B would require massive funding to set up and run, and the owners' marketing reach was limited and expensive. The re-invention of accommodation bookings has arrived and can never be the same again.

In another brand new industry, March this year saw UAV Industries, the Western Cape's only drone pilot training centre, award its first 14 graduates their wings as drone pilots. By re-inventing the use of drones from – largely – a product associated with wars, the opportunities now exist for drone pilots to track animal migration; deliver products like medication to remote areas; and film parts of the planet that used to require expensive trips to negotiate.

In all cases of "service on demand" (or answering the call), one or two people came up with a plan – possibly based on personal experience – and took a risk on their own re-invention of an industry. So, how does this impact the workplace?

For a start, we all work in a global village and a knowledge economy and individuals should be encouraged to innovate to create opportunities within their own work environments that they can pioneer, creating a specialised job or division that will be beneficial to themselves, their company and ultimately the economy. Change needs to happen within companies to encourage this and ensure innovators are not only retained, but rewarded.

The companies that stay relevant in industries that are changing almost weekly are those that are going to offer ongoing training and the opportunity for staff to re-invent themselves and their jobs. Growth must come from within, as the thin spread of specialists that may be enticed to change jobs is growing thinner. By acknowledging that CSI could actually be inwardly focused and putting structures in place to retrain your own employees, you could join the ranks of the "disruptors" who not only provide products, but provide solutions.

Traditional education by schools and tertiary facilities are evolving very slowly, It appears to me that the "Moore's Law" of skills upgrading is going to have to come directly from the sources that need it most – companies and staff in specific industries. Online learning platforms like Coursera.org - an education platform that partners with top universities and organisations worldwide offer courses online for anyone to take – offer exciting opportunities for those looking to upgrade their skills.

I, for one, am seeing re-invention as an opportunity for our economy and to the broadening of the workforce. The more specialists employed in any one industry or company, the more opportunity there will be for support staff to climb the ladder by leadership encouraging skills transfer.

Innovation needs to have all fearfulness stripped from it, and be understood for what it is: An idea whose time has come, backed by people who believe in it. Innovation is actually the most basic of the principles of success – give clients what they want, when they want it - as three young men who rented out air mattresses in their San Francisco flat as a way of making money discovered.

It is an exciting time to be alive and in the business of seeking out those individuals who are re-inventing themselves for companies who are adopting a "work, learn, innovate, succeed" culture. In viewing how many organisation are stepping up to meet global challenges head on, I'm reminded of the old HR that goes: "What if we train this individual and they leave?" "Aaah – what if we don't train them, and they stay?"

It isn’t ‘work’ if you love what you do

Thu, 02 Jun 2016 10:18:00 GMT

By Georgina Barrick

A quote attributed to Confucius says "Choose a job you love, and you will never have to work a day in your life." I recently celebrated my second year with ADvTECH – and it really was a celebration in the true sense of the word. It also gave me pause to reflect on why this is such a happy place for me.

I have worked for six other companies during the course of my career. At various junctures, I've experienced periods of great satisfaction and joy, as well as frustration and dissatisfaction. Thinking back on my career, I reflected on a variety of factors that make me realise the kind of culture that suits me best - and why I really love my job today.

Firstly, when work really doesn't feel like work in the traditional sense and feels more like contribution or collaboration, it is no longer a chore that must be completed. For this to happen, a company requires a team that is actively creating something fulfilling; where each member sees the bigger picture – the end goals - and knows that it is greater than all of them.

Contracts: So much more than a legal document

Starting a new job requires that an employee and the company sign a legal contract that give the parameters within which the employee is expected to operate. However, the "perfect fit" employee doesn't just take a job – they enter into a relationship with the organisation. On a much deeper level, this relationship is born out of the shared belief that together they can achieve common objectives - and both succeed.

Achieving these objectives, no matter how big or small they are, is as important to the right employee as it is to the company. The company therefore has a duty, as an equal partner in the relationship, to foster the environment and provide the tools for the employee to thrive and excel. This is not a 50/50 relationship, but rather a relationship where each party brings 100%

As the other committed partner in the relationship, the employee has a duty to be conscious, agile and focused on achieving the common objectives. It's like dating – when organisations and employees commit exclusively to each other, they need to humble themselves to ensure they are always communicating, getting feedback, compromising, adjusting and growing.

The value of the individual to the team

The feeling of being a true partner and a valued part of the bigger picture creates a shift in both personal and organisational attitude that comes as a sort of "awakening"; knowing that participation in a team of like-minded individuals with shared values and behaviours is key in achieving goals. When each member of the team strives for collective objectives, putting in equal energy on every project they undertake, their success becomes the company's success and vice-versa.

Becoming that "perfect fit" and thriving in a specific company culture requires mental agility and flexibility, and the understanding that the company's well-being depends on the totality of individual efforts. So, how does leadership achieve this?

The famed entrepreneur and businessman Richard Branson once suggested that in any company, both leadership and employees just want to know, 'Am I being listened to, or am I a cog in the wheel?' "People really need to feel wanted," he added.

Not only is it essential that leadership and other team members listen, it's important that everyone feels as if they have been heard, which in turn translates into "wanted". Work becomes a mutual exchange of ideas and values in an environment of respect. This is a cost-free solution to a problem that can keep teams from working together cohesively and impact negatively on an organisation's bottom line.

When building a team that needs to really hear what your clients are saying, your team must feel heard. In return, you'll get a group of people who hear you and your clients, while understanding the effort they must put in to maintain their 100% of the relationship.

Company leaders who encourage bonds between individuals largely end up with team members who work together like finely-tuned clocks. The energy generated becomes not only company culture, but client service culture too. This is where the bells ring! The cycle is perpetuated, not because customers know how many tiny parts make up the delicate machinery they are engaging with, but because customers feel the effects of a group of people who are not so much "at work" as "serving".

Having a team filled with people who want to get up and go to work every day; who are determined to shine; who know how to give their best and have the desire to do so takes a melding of attitudes between leadership and employees. Being heard, feeling "part of" and not "apart from" and hearing that you are valued is the key to any successful marriage – not least the marriage between the happy staff member and the successful company.

Why change management is important

Mon, 30 May 2016 10:14:00 GMT

A common mistake by many organisations implementing a new IT system is that they don't apply a change management process for the implementation. Seugnet van den Berg, MD at consulting firm Bizmod, says that she often encounters IT departments who don't see the need for a change management programme as part of the process.

"This is extremely problematic, and the end result is low user adoption and the return on investment not being realised. These kinds of mistakes are currently very prevalent when it comes to projects dealing with the protection of data and compliance with legislation."

System implementation for large data projects will no doubt include new security elements and even more so, for customer centric organisations who are legally bound to protect their customer data. "It is therefore imperative that teams have a thorough understanding of all the data housed within their organisation," says Van den Berg.

This is typically handled through a mapping process that will enable users to understand where the data comes from, who has access to the data, who uses it, where the data goes and classification of what the data is.

"A thorough understanding of the data and all the elements relating to it will highlight to management the necessity for behavioural change by all users who interact with the system," says Van den Berg. "Stakeholder management plays an important role in the acceptance and support of a new system. These individuals have the potential to influence the project and ensure support and commitment."

The implementation of a new system will affect individuals on an emotional, cognitive and skills level and thus behavioural change is a necessary component to ensure understanding and the path of least resistance from employees. The change impact work associated with this should be based on each role type and not be dealt with generically across all the organisational roles.

"What they do, what they will need to stop and start doing and how they do this are all typical questions that employees will face during this period," says Van den Berg.

Change impact management creates the necessary focus on the behaviour required for the new implementation, as it identifies and clarifies the person's or group's new roles or changes to their current role due to the project implementation.

"It is a common misconception that communication is the key to change management, says Van den Berg. Communication is just one of the four core elements required, the others being stakeholder management, training and change impact management.

"Change management is a core principle in implementing sustainable projects and research has shown that by applying a structured approach in a pro-active way, the risks and associated costs of people not adopting the system can be managed."

Article used with kind permission from IT-Online - www.it-online.co.za

Five security areas smart CIOs will watch carefully

Tue, 03 May 2016 09:44:00 GMT

By Perry Hutton, regional director, Africa of Fortinet

IoT: Car navigation systems that can predict where and when traffic jams might occur, by siphoning data from sensors in roads and other vehicles. Cameras that can spot litter in public places and call in the cleaning crew. Self-adjusting street lamps.

These are just a few of the scenarios that could become commonplace as smart cities take hold over the next few years. Driven by rising urbanisation and fuelled by technologies such as the Internet of Things (IoT) and data analytics, smart cities are on the cusp of explosive growth. Glasgow, Barcelona, Nice, New York City, London and Singapore have already embarked on the trek. The smart city technology market could be worth US$27.5 billion annually by 2023, according to Navigant Research.

Smart city initiatives are driven by public sector initiatives. However, they will have a big impact on businesses. CIOs will have to learn how to tap on the new connected city infrastructure for their business. Smart city technologies like IoT and data analytics are expected to drive innovative business ideas in the future.

But the new wave of smart city services and technologies are also expected to create new security vulnerabilities. Here are five areas CIOs should watch out for.

1. A further fragmentation of IT

The last few years saw a rapid proliferation of cloud services and mobile device adoption in the workplace. The trend has transformed business productivity. But it has also wrecked the tight-fisted control that CIOs used to be able to exert on their IT systems.

CIOs now have to grapple with the idea of employees using unsanctioned cloud services via unsecured phones to hook up to corporate servers and accessing sensitive business data. The expected explosion of IoT devices − researchers estimate that by 2020, the number of active wireless connected devices will exceed 40 billion worldwide − will result in a further fragmentation of IT in businesses.

Instead of fighting the losing battle of trying to lock down devices and services, CIOs should look at protecting the data. Look for IoT devices that offer device-to-device encryption. Consider implementing − as well as bolstering − comprehensive encryption schemes to protect data in networks, cloud services and endpoint devices.

2. Device vulnerabilities

In the past year, security researchers have exposed holes in Wi-Fi-enabled Barbie dolls, Jeep Cherokee cars, fitness trackers and other connected devices. Fortinet's FortiGuard Labs already see IoT based attacks on the radar and happening in real time around the world. This shows the risks that are coming as toys, wearables, cars and power grids get attached to sensors that are linked to a common network and the Web.

IoT will bring forth a larger surface attack. Hackers will eye IoT devices as a launching pad for 'land-and-expand' attacks. One scenario: hackers take advantage of vulnerabilities in connected consumer devices to get a foothold within the corporate networks and hardware to which they connect.

So how do CIOs protect against the risks of connected devices and their own IoT implementations? Short of physically separating such devices from all other network systems, they can consider deploying network-based protection schemes. Internal segmentation firewalls, or ISFWs, for instance, can mitigate the proliferation of threats inside the business network. They also need to employ an IoT network security solution which is capable of mitigating exploits against this growing and vulnerable attack surface. IoT vendors need to harden their products and develop proper product security (PSIRT) teams.

3. IoT gateways can be exploited

In a typical IoT deployment, the majority of connected devices will be always connected and always on. Unlike mobile phones and laptops, such devices are likely to go through only a one-time authentication process across multiple sessions. This will make them attractive to hackers looking to infiltrate into company networks, as it allows easy control and sniffing of traffic. Shoring up the security of the gateways that connect IoT devices is therefore a must. CIOs should map out where these gateways are and where they are linked to − they can reside internally or externally, and even be connected to IoT device manufacturers. There must also be a sound plan for updating security patches on these gateways, as well as the IoT devices.

4. Big data, more risks

If there is a constant in smart city deployments, it is that more data will be generated, processed and stored. Connected devices will generate huge data repositories. Businesses that adopt big data systems will see an even larger data deluge. Unfortunately, such data will also become attractive targets for corporate hackers. To protect huge amounts of data with large inflows and outflows, the bandwidth capabilities of security appliances will come to the fore. And when dealing with data analytics, it often isn't just a single data set, but multiple repositories of data that may be combined and analysed together by different groups of people. For instance, a pharmaceutical company's research efforts may be open to employees, contractors and interns. This means individual access and auditing rights.

5. A new can of worms

New worms designed to attach to IoT devices will emerge − and they could wreak more havoc given the extended reach of the new converged networks. Conficker is an example of a worm that spread on PCs in 2008 and is still persistent and prevalent in 2016. Likewise, worms and viruses that can propagate from device to device can be expected to emerge – particularly with mobile and the Android operating system. Embedded worms will spread by leveraging and exploiting vulnerabilities in the growing IoT and mobile attack surface. The largest botnet FortiGuard labs has witnessed is in the range of 15 million PCs. Thanks to the internet of things, this can easily reach in excess of 50 million if the spread of IoT worms is not properly mitigated. Patch management, and network based security inspection – particularly intrusion prevention systems or IPS – that can block IoT worms is a must.

This article republished with kind permission of www.Business-IT-co.za

Secure your organisation from insider threats

Thu, 07 Apr 2016 09:40:00 GMT

Living in an increasingly networked world has its advantages, but it also leaves organisations vulnerable to exploitation by malware, inadvertent employee actions and malicious attacks. Here’s what managers need to know . . .

Data security breaches can be devastating in terms of cost and reputation so efforts are rightly directed at protecting the perimeter of an organisation’s IT systems from unauthorised intruders. However, the threat that is harder to guard against is within, writes Harriet Cohen, senior product manager at Digital Guardian.

A survey by the SANS Institute confirmed the insider threat is a key concern for security professionals. And yet, of the 770 businesses polled, 32% had no systems in place to protect against insider attacks, around half struggled to estimate the damage from such an attack, while 44% did not know how much they spent on preventing insider threats.
Spotting security incidents arising from within the firm is particularly tricky because the attacker may have legitimate access. If the credentials being inputted are valid, the same alarms are not raised as when an unauthorised user attempts entry from the outside.

There is a line to be drawn between allowing employees or contractors access to the information they need to get the job done, and implementing an effective lock-down of sensitive data. Getting the balance right is not easy, as the recent PWC Economic Crime Report sums up, “Companies continue to make their critical data available to management, employees, vendors, and clients on a multitude of platforms – including high-risk platforms such as mobile devices and the cloud – because the economic and competitive benefits appear so compelling.”

Alongside enabling innovation and productivity, every company has to deal with the insider threat. The truth is, it’s not just an IT matter. While the IT department is central to enabling access to information, they really just provide the tools. It’s down to the C-suite, the managers, HR, Legal and IT to work together to empower and engage employees. Trust is a key factor, because there needs to be an atmosphere in which management can take advice they don’t necessarily want to hear and in which an employee can speak up without fear of reprisal.

In summary, here are the top five ways to protect your organisation from the insider threat:

* Vigilance – Conventional screening methods struggle to detect unauthorised use of information that has been accessed “legitimately.” However, the signs of an insider threat are often there before a breach occurs. Behavioural changes should act as a red flag – is the employee accessing data at odd times, e.g. on sick leave or on holiday? Other suspicious activity might include an employee complaining more, being less cooperative and taking an interest outside the scope of their responsibilities. Those working around him/her are the most likely to notice something is amiss, so having a communication channel in place for reporting such concerns is very important.

* Clarity – Employees need to understand that the company reserves the right to monitor activity on company-provided equipment and networks. A clear Acceptable Use Policy takes the guesswork out of what is appropriate use of the organisation’s data. Once the policy is in place, employees need to be educated, trained and finally, sign and agree to it. The process: initiation, education, pledge is important in fostering a sense of engagement and accountability with the workforce. The SANS institute offers a sample Acceptable Use Policy that is available without copyright restrictions.

* Authenticity – The Acceptable Use Policy needs to be an ethos to live and work by, not an episode of form-filling that gets forgotten about. Providing ongoing training and ensuring top-down buy-in both highlights how seriously the organisation takes data protection and acts as a deterrent.

* Closure – When an employee leaves the company, this should automatically set off a series of security measures. Disgruntled employees are a key source of security breaches. Even if the parting is amicable – and often it is not – employees leaving the company may be tempted to take information with them to their next employer. When an employee leaves the company, immediately terminate all employee accounts. Remove employees from all access lists, and ensure they return all access tokens and any other means of access to secure accounts. Similarly, the procedure needs to extend to third parties such as contractors or partner organisations. Finally, remind the departing of their legal responsibilities to keep data confidential and dust off their signed Acceptable Use Policy or other confidentiality agreement.

* Access – Ensure the right levels of protection exist for sensitive corporate data and revisit the lists of who has access to what. Passwords, multi-factor authentication and encryption should all be used depending on the sensitivity of the information. These security measures need to be teamed with regular reviews of the access privileges of employees. Access rights should operate on the basis of ‘least privilege.’ That is to say, grant access to systems, applications and data based on the minimum required by their position. Additional access can be granted if necessary. The flip side of this process is also important – terminate accounts that are no longer needed or scale back access once a project is finished.

Guarding against insider attacks is a fine balancing act. You need to maintain a happy, productive workforce but not an “anything goes” attitude. Technology solutions can set the parameters for access privileges but this is only one part of the solution. Employees need to know what constitutes acceptable information sharing and know how to sound the alert if something is amiss.

Article used with kind permission from IT-Online - www.it-online.co.za

Developers move out of the back room

Fri, 11 Mar 2016 08:12:00 GMT

The race to drive competitive advantage and improved efficiency through better use of information assets is leading to a sharp rise in the number of chief data officers (CDOs). As a result, Gartner predicts that 90% of large companies will have a CDO role by the end of 2019. What skills will a CDO need to overcome daily challenges?

"Business leaders are starting to grasp the huge potential of digital business, and demanding a better return on their organisations' information assets and use of analytics," says Mario Faria, research vice president at Gartner. "It's a logical step to create an executive position - the CDO - to handle the many opportunities and responsibilities that arise from industrial-scale collection and harnessing of data."

CDOs will face a number of challenges, to the extent that only 50% will be successful by the end of 2019. One challenge is that the role will be new in most organisations and most new CDOs will be learning on the job. They will have the difficult task of creating an information strategy with relevant metrics that tie the activities of their team to measurable business outcomes.

"With the explosion of datasets everywhere, an important task is determining which information can add business value, drive efficiency or improve risk management," says Faria. "The CDO's role will raise expectations of better results from an enterprise information management strategy, with stakeholders wanting a clear idea of the exact mechanics of making success a reality."

The confluence of high expectations and limited knowledge around information management by business users can make it difficult for CDOs to get the budget and commitment from the business they need to make their plans a success. "This raises a political aspect to the role - building trust and relationships in the organisation will be important to achieving success," adds Faria.

Many CDOs already report high levels of change resistance, particularly from the IT department, over the control of information assets and their governance. Successful CDOs, however, are doing a great job of working with the CIO to lead change and overcome resistance.

Gartner has six recommendations for new CDOs to help them overcome common challenges:

"It's important to account for the soft skills needed in the CDO role, whether you are applying or hiring for the position," Faria says. "The success of a CDO will, to a large extent, depend on his or her ability to lead the change as well as gain the enthusiasm, support and resources of business leaders and other key business units."

Article used with kind permission from IT-Online - www.it-online.co.za

The Rise of the Chief Digital Officer

Wed, 10 Feb 2016 07:50:00 GMT

Gartner has six recommendations for new CDOs to help them overcome common challenges:

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SA Firms Not Ready for Internet of Things (IoT)

Sat, 05 Dec 2015 06:47:00 GMT

Most organisations are not ready to adopt digitisation or the Internet of Things (IoT).

This is according to the Cisco Digital Vortex: 941 Leaders whitepaper, which also outlines the vital key steps that South African organisations will need to implement to become fully digital and to embrace the IoT era.

The survey findings show that:

* Only one in four leaders globally, say they are being sufficiently proactive about digitisation. This means that only 25% describe their approach to digital disruption as proactive, or willing to disrupt themselves in order to compete.

* Likewise, digital disruption is not seen as worthy of board-level attention in about 45% of companies (on average across industries).

* In addition, 43% of companies either do not acknowledge the risk of digital disruption, or have not addressed it sufficiently.

* Nearly a third are taking a "wait and see" approach, in hopes of emulating successful competitors.

South Africa's approach to digitisation therefore needs to change. The IoT should be part of every business discussion as digital transformation can drive operational efficiency, increase employee productivity, garner greater customer loyalty and create new revenue streams.

As digitisation accelerates, cutting edge infrastructure will increase the country's GDP, reduce spending and create jobs. It will allow the government to extend the reach and impact of public services by converting insights into action. It will enable new and diverse groups of entrepreneurs to build businesses that will shape the world, whilst providing more accessibility and opportunities for education and technology-based careers.

As a result, it will ensure that countries become more competitive on the global stage, according to Cisco. Having the right digital ecosystem in place will be a necessity to achieve any of these things.

Findings from the most recent Cisco Midyear Security Report reveal that cyber-attacks are becoming even more sophisticated as adversaries seek to be innovative in their approach to accessing networks undetected. An example of a key driver in security breaches is the reality that most apps developed are not secure by design as many developers use open source components, which result in vulnerabilities.

Cybersecurity solutions need to protect not just networks and devices, but also critical applications and data. Identity-based user and device authentication is critical to securing applications and data across mobile and cloud deployments.

Security is an important discussion within organisations and government bodies. While those discussions continue to evolve, it is important to note that threats to smarter and efficient operations exist right now.

Cathy Smith, GM at Cisco South Africa, comments: "As new industries emerge, spurred by smart investments in technology, the development of skills and talent will be critical for the economic success of the continent. Cisco is committed to working with governments and organisations in South Africa to help develop ICT skills and support job creation.

"Countries and organisations that do not drive their own digital business transformation will be left behind. Those that do will be pulled toward a 'digital centre' in which business models, offerings, and value chains are digitised, driving new revenue streams and substantive business outcomes. To be ready for this digital transformation, organisations need to transform their business strategy and IT, connect everything, embrace analytics, and secure their technology and operations."

Article used with kind permission from IT-Online - www.it-online.co.za

South Africa's IT Spend to Top $26,6bn in 2016

Sat, 05 Dec 2015 06:39:00 GMT

IT spending in South Africa will top $26,6-billion in 2016 as organisations increasingly embrace digital transformation initiatives in a bid to streamline their costs and bolster their flexibility.

This is according to International Data Corporation (IDC), which has released its "IDC FutureScape Predictions" for the year ahead.
"Some combinations of the technologies of the 3rd Platform – namely mobility, cloud, big data analytics, and social business – sit at the heart of most digital transformation efforts across South Africa," says Lise Hagen, IDC's research manager for software and IT services in Africa. "For example, cities in major provinces such as Gauteng, Western Cape, and KwaZulu-Natal have engaged in smart city transformation activities in order to improve the quality of life of citizens, enhance the experience of businesses, and provide an environment conducive to economic development.

"These smart city initiatives, whether greenfield or brownfield, signal an earnest adoption of 3rd Platform technologies as well as a deeper paradigm shift on the part of provincial governments, technology users, and vendors. Indeed, the success of smart city initiatives will be central to South Africa's digital transformation journey in 2016."

The emergence of the Internet of Things (IoT) ecosystem is another key facet of the digital transformation revolution beginning to take place in South Africa. IoT applications in the government, retail, transportation, manufacturing, and utilities verticals will offer the greatest growth opportunity for vendors operating in South Africa, while security is expected to form a key component of any robust digital transformation strategy.

According to George Kalebaila, senior research manager for telecommunications and media at IDC South Africa, cost optimisation efforts and a lack of skills will drive demand for security services in the years ahead, while the proliferation of IoT technologies will push concerns around privacy and physical security to the top of ICT agendas.

"The adoption of IoT will accelerate the rate of digital transformation in South Africa as organizations and stakeholders seek actionable insights from the high volumes of data that will inevitably be generated by the proliferation of connected 'things' such as mobile devices, wearables, and sensors," notes Kalebaila. "These insights will transform the way businesses and government organizations interact with customers, citizens, suppliers, and even employees, helping them to become more agile and innovative than they could have previously imagined."

Elsewhere across the African continent, public and private sector organizations will shift to tighter, more digitized supply chains in 2016. Regional integration, public-private partnerships, and omni-channel services are expected to accelerate supply chain cohesion, driven by a combination of trade agreements and a reduced reliance on commoditised trade.

Lazaros Karapanagiotidis, a senior consultant for MEA at IDC, notes that continued urbanization and demographic and social changes will further drive the need for digital solutions.

"E-commerce and m-commerce developments are expected to bolster the African sharing community and mobile, IoT, user experience (UX), security, and analytics will create new experiences and opportunities across the continent. African examples of these trends will become showcases for established and emerging markets around the world," says Karapanagiotidis.

Technology in Africa is undoubtedly an equalizer that enables innovation and transparency. In South Africa, the democratisation of information is preparing South Africans for the digital future and allowing them to be included in the digital economy. While the digital transformation trend signals a positive development for South Africa's ICT vendors, a number of macroeconomic factors may nevertheless prevent the ICT market from reaching its full potential. Indeed, a challenging economic outlook, high structural unemployment, electricity supply challenges, and volatile currency fluctuations are all impacting ICT market spend.

Despite market headwinds, IDC predicts ICT spend in South Africa will grow 2,6% year on year in 2016, with mobile devices responsible for much of the increase.

Article used with kind permission from IT-Online - www.it-online.co.za

South Africa is Under Cyber-Attack

Sat, 05 Dec 2015 06:34:00 GMT

The number of malware attacks on South African users increased significantly in 2015 – as much as tripling in some regions.

These are some of the figures from Kaspersky Labs' Global Research and Analysis Team, which has noted a significant increase in infection rates in South Africa.

Dirk Kollberg, senior security researcher at the organisation, believes several factors could have contributed to the sudden increase, including better bandwidth availability and reduced Internet costs leading to more online users.

Overall, about 80-million malware attacks on South African users were blocked last year, compared to about 25-million the year before, with Gauteng seeing the biggest increase.

Apart from better and more available connectivity options, Kaspersky Labs' local country manager Riaan Badenhorst thinks that users are possibly not as clued up as they ought to be when it comes to cyber-security.

"People could be more at risk because they are not as clued up as they could be," he says. "Some people still believe that malware is a myth, especially on mobile devices."

Across the globe, 2015 saw near-exponential growth in all areas related to cyber-security, along with an increased complexity.

The growing number of attacks, the numbers of both attackers and their victims, together with a greater focus on cyber-security in defense budgets, new or enhanced cyber-laws, international agreements and new standards – 2015 redefined the rules of the game.

This year, agreements on cyber-security were signed between Russia and China, China and the US, and between China and the UK. These agreements include not just a commitment to mutual cooperation but an assurance that both sides will seek to prevent attacks on each other.

Cyber-activity during 2015 is described by Kaspersky Lab's Global Research and Analysis Team as "elusive": full of cyber-criminals that are proving hard to catch, cyber-espionage actors that are even harder to attribute, and with privacy often the most elusive of all. Cyber-attacks have achieved the impossible: they have thinned the walls of bedrooms and offices around the world.

"Select any economic sector at random, and the chances are high that you'll find something in the media about a cyber-security incident or problem," Kollberg says. "The same goes for all aspects of everyday life. This year's cyber-events have resulted in a sharp increase in interest, not only in the world's media but also in the entertainment industry. Movies and television programmes featuring cyber-security issues sometimes resulted in experts appearing as themselves.

"However, in addition to the positive changes of increased public awareness of risk and how to avoid it, 2015 also resulted in some negative outcomes. Unfortunately, for many, cyber-security has become linked to terrorism. Today, attacking and defending internal and external networks, such as the Internet, are subjects of considerable interest to various illegal groups."

A year ago, the director of Kaspersky Lab's research team, Costin Raiu, predicted a few trends for advanced, persistent cyber-threats in 2015. As the year was to show, his forecast was largely accurate:

* The evolution of malware techniques. In 2015, Kaspersky Labs discovered previously unseen methods used by the Equation group, whose malware can modify the firmware of hard drives, and by Duqu 2.0, whose infections make no changes to the disk or system settings, leaving almost no traces in the system. These two cyber-espionage campaigns surpassed anything known to date in terms of complexity and the sophistication of techniques.

* The merger of cybercrime and advanced persistent threats. In 2015 the Carbanak cyber-criminal gang stole up to $1 billion from financial institutions worldwide using targeted attack methods.

* New methods of data exfiltration. Satellite Turla was found to use satellite communications to manage its command-and-control traffic.

* An APT arms race. French-"speaking" Animal Farm and Arabic-"speaking" Desert Falcons were two of the many cyber-threats seen during the year.

* Targeting executives through hotel networks. This prediction was later modified to include any venue where a high-profile target could be targeted outside the protected corporate perimeter. For example, the Duqu 2.0 malware infections were linked to the P5+1 events and venues for high-level meetings between world leaders.

* Precise attacks merged with mass surveillance. Animal Farms targeted cyber-attacks merged with DDoS attacks from the same threat actor, which is rare for advanced targeted cyber-campaigns.

* Threat actors add mobile attacks to their arsenal. Desert Falcons targeted Android users.

What Kaspersky Lab's research didn't anticipate was that in 2015 we'd see wars between APTs. In 2015, Kaspersky Lab recorded a rare and unusual example of one cybercriminal attacking another. In 2014, Hellsing, a small and technically unremarkable cyberespionage group targeting mostly government and diplomatic organisations in Asia, was subjected to a spear-phishing attack by another threat actor, Naikon, and decided to strike back. Kaspersky Lab believes that this could mark the emergence of a new trend in criminal cyber-activity: the APT wars.

In total, Kaspersky Lab's Global Research and Analysis Team issued 14 public reports on APT attacks in 2015: Duqu 2.0, Darkhotel – part 2, Naikon, MsnMM Campaigns, Satellite Turla, Wild Neutron, Equation, Blue Termite, Hellsing, Carbanak, Desert Falcons, Animal Farm, Spring Dragon and Sofacy.

These advanced actors "speak" different languages: traces hidden in the APTs were in Russian, Chinese, English, Arabic, Korean, and French. They targeted financial institutions, government, military and diplomatic organisations, telecommunications companies and energy firms, political activists and leaders, mass media, private business and more. The attacks were all global.

Article used with permission from IT-Online - www.it-online.co.za