Dayalan Govender | Leader | People and Organisation | PwC South Africa | mail me |
Like with most things around us, the global workforce of today is experiencing immense change. Workplaces are transforming at rapid rates, while new generations are entering the workforce and bringing with them a new outlook and work ethic.
There is also the inevitable impact that revolutionary technologies are having on a myriad of industries – which is ultimately impacting the way we have done things for decades.
Across Africa, a large majority of the workforce feels ready to adapt to new ways of working (88%), is excited about opportunities to learn and grow in their role (81%) and has experienced recent changes that make them feel optimistic about the future of the company they work for (66%). These are some of the key findings emerging from our newly launched Global Workforce Hopes and Fears Survey 2024 – African Perspectives report.
About the survey
The annual survey canvasses over 56,000 workers across 50 countries and territories to gain their insights on a range of workforce-related matters – from upskilling and reskilling to the evolving nature of their roles, workload, climate change and generative AI (GenAI).
Our most recent survey highlights a workforce grappling with rapid change. More than half of the workforce we surveyed feel overwhelmed by the pace of workplace transformation, with 44% struggling to grasp the rationale behind these changes.
The African landscape mirrors this global trend, with workers reporting increased workloads, and shifts in team dynamics and daily responsibilities. There is, however, a silver lining. Globally, employees are demonstrating a readiness to engage and embrace change and disruption – at times, employees may even be more ready to incorporate new technologies compared to their employers.
Based on the feedback from 2,000 respondents across Africa, it is evident that there is a palpable sense of excitement and optimism in various areas, including around continuous learning and the integration of new technologies, such as GenAI, to enhance work efficiency.
Key insights – A snapshot of Africa’s workforce
The 2,000 Africa respondents canvassed in this year’s survey were from South Africa, Kenya, Morocco and Algeria. Their responses reveal a complex landscape of challenges and opportunities in the African workforce.
Although a slight increase from 2023 (27%), only 29% of employees across Africa are able to pay their bills monthly, compared to 45% globally. A substantial 45% of the African workforce say that they have very little to nothing left over for savings, holidays and extras, and this has significant implications for employers’ employee value proposition and calls for attention to macroeconomic policies at a government level.
Of this year’s respondents, 20% comprise Gen Z (18–27 years) and 55% comprise millennials (28–43). This younger cohort of the workforce told us that they prioritise fair pay, fulfilment, flexibility and a collaborative working environment. Given that Africa is projected to have the highest youth population globally (almost 48%) by 2030, businesses must be prepared for the impact of this demographic shift on the workforce.
We also found that more than half (54%) of respondents across Africa (less than 10% globally) work for smaller organisations (less than 250 employees), potentially exposing them to faster workplace changes, while 51% say their work can be done from home. On the hybrid work front, 59% of respondents embrace hybrid working models despite many employers’ efforts to bring employees back to the office post-pandemic.
Overall job satisfaction has increased among Africa’s workforce from last year (55%) to this year (59%), with exposure to specialised training being a contributing factor. On a very positive note, 90% of Africa respondents feel a sense of confidence in their job security over the next 12 months, despite some feelings of anxiety relating to the volume and speed of change.
Prioritising skill development opportunities
Workers across Africa are also prioritising skill development opportunities when deciding to stay with their current employer (56% compared to 47% globally), with 22% saying performance-based pay would improve their job performance.
Interestingly, a majority (65%) of local respondents report wasting time on administrative tasks (e.g. emails, technology issues and performance reviews), leading to feelings of underutilisation, overload, frustration and inefficiency. This trend highlights the need for businesses to invest in automation and more effective use of technology for transactional processes.
A little over half (54%) of the African workforce (compared to 46% globally) anticipate that technological changes, such as GenAI, will significantly impact their jobs in the next three years.
Assessing the risks associated with climate change, 57% of Africa respondents believe this will pose substantial health and safety risks to their jobs (compared to 44% globally). This perception underscores the need for organisations to prioritise and implement deliberate ESG initiatives.
These results are telling of an African workforce that is changing to become more employee centric. For a large majority of respondents in Africa, the nature of their work impacts their overall happiness. We have observed that the risk of burnout is high, with over half of the African workforce reporting significantly increased workloads in the past 12 months. This surge appears to be driven by a few things, including major changes in daily roles and responsibilities, a need for training on new technologies and structural team changes.
– Marthle du Plessis, Leader, Workforce of the Future Platform at PwC Africa
What really matters to employees in today’s personalised age of employment
Employees today are continuing to scrutinise how well their organisation is looking after its people and doing the right thing by society at large. Feedback shows that people want to work for employers that show they care, and also want the organisations they work for to live up to their purpose, values and culture.
For employers, some key considerations are that they must understand that flexibility helps employees to better maintain their work-life balance which, in turn, helps them stay motivated and focused at work. As more companies ask employees to return to the office (because they consider workers more productive and engaged in the office), this return-to-the-office shift presents a challenge to the idea of flexibility for employers and employees.
At the heart of it, when employers try to meet employee needs, employees will try to meet employer needs. Employers need to rethink the concept of the traditional employee to attract and retain the skills and talent needed for organisations to succeed in today’s complex environment.
To stand out – now and in the future – employers must provide an exceptional life experience with purpose and their people at heart. This is what it will take to win and retain the best talent.
Related FAQs: Africa’s young workforce
Q: What is the focus of the young Africa works strategy?
A: The young Africa works strategy focuses on tackling youth unemployment in Africa by promoting job creation and entrepreneurship opportunities for young Africans.
Q: How many young people are unemployed in sub-Saharan Africa?
A: There are millions of young people who are unemployed in sub-Saharan Africa, contributing to the high youth unemployment rate in the region.
Q: What are some of the key priorities for African countries in terms of youth employment?
A: African countries prioritise equipping young Africans with the skills needed for the workforce, fostering job creation and addressing the mismatch between skills and available employment opportunities.
Q: Why is fair pay important for Africa’s young workforce?
A: Fair pay is crucial for Africa’s young workforce as it ensures that they can support themselves financially, contribute to the economy and achieve sustainable development.
Q: How does collaboration benefit young Africans in the job market?
A: Collaboration among young Africans, the private sector, and various stakeholders results in creating more employment opportunities, fostering innovation and driving economic growth across the continent.
Q: What initiatives are in place to address youth unemployment in Africa?
A: Initiatives like the young Africa works strategy and programs supported by organisations such as the Mastercard Foundation and the African Development Bank aim to reduce youth unemployment through skills development and entrepreneurship support.
Q: How does flexibility play a role in meeting the needs of Africa’s young workforce?
A: Flexibility in terms of work arrangements and opportunities allows young Africans to balance work with other commitments, encouraging them to pursue employment and contribute to the economy.
