Human Capital

In the early days of any startup, growth often comes from sheer determination, boundless creativity and relentless hustle. Founders and their small teams wear multiple hats, juggling product development, marketing, customer service and operations all at once. However, as businesses scale, what got them to their current stage may no longer be sufficient or effective for the next phase.

The Labour Appeal Court decision in Backsports (Pty) Ltd vs Motlhanke and another offers a useful reminder. Dismissal does not mark the end of an employer’s rights. This remains true where a restraint of trade was carefully agreed and clearly breached. For employers, the judgment reinforces several important lessons about enforcement, evidence and the limits of sympathy-based reasoning. In other words, it offers clarity in disputes that often resemble the fired and the furious, where emotions run high after termination.

From WhatsApp messages to viral videos, online posts are increasingly driving workplace disputes and dismissals. This article unpacks how South African labour law treats social media conduct, the limits of freedom of expression, and why digital footprints now form part of the 2026 employment relationship.

The world of payroll and Human Resources (HR) is evolving at an unprecedented pace. In fact, 2026 could introduce some of the most significant shifts yet. From Artificial Intelligence (AI) systems that act with initiative to payroll that updates in real time, new technologies continue to reshape payroll and HR.

Organisations often rush into Artificial Intelligence (AI) without a clear strategy or the right internal capability. As a result, they risk overpromising, underdelivering, and damaging their credibility in the market. These risks undermine long-term AI success and weaken stakeholder confidence.

The first time I experienced the power of organisational change was while working with an organisation that needed to run a member poll across a diverse workforce. Participants ranged from knowledge workers to pensioners and front-line manual employees. Many people assumed the latter two groups were not digitally savvy.

In today’s South African corporate landscape, shaped by governance scrutiny, activist shareholders, geopolitical volatility, Environmental, Social and Governance (ESG) pressure and rapid technological disruption, the role of the CEO has changed fundamentally. Boards are no longer looking for steady operators. They are looking for strategic architects of resilience, growth and trust. Achieving CEO excellence is now essential.

More than one million South Africans now live abroad. In addition, 43% say they do not plan to return permanently, according to the South African Diaspora Report for 2026. For decades, skilled professionals have left to pursue greater opportunity and long-term career progression. As a result, the country’s skills base has shrunk, and economic competitiveness has weakened.

The Essential Services Committee (ESC) has published a notice in terms of section 71, read with section 70(B)(1)(d) of the Labour Relations Act No 66 of 1995 (LRA). The notice announces an investigation into whether certain aviation services should be designated as essential services. The ESC published the notice on 23 January 2026. It arrives at a volatile moment for South Africa's aviation industry.

Work-life balance is quietly clocking out. In its place comes a way of working that reflects how people actually live. Meetings, school runs, errands and coffee breaks now share the same daylight hours. When work happens where life already unfolds, the day feels lighter. Teams stay focused, and productivity follows without pressure. This is not a trend. It is a practical reset in how the modern office fits into real life. This more natural rhythm resonates with today’s professionals.