Tag: HRstrategy

Nearly seven in ten employees wait until the crisis point to seek help. Delays remain highest in male-dominated sectors. They remain lowest where support enables performance. Our data highlights a persistent gap. This gap exists between mental health need and help-seeking behaviour.

The world has undergone enormous and fundamental changes. These changes affect the workplace and employee expectations. At the same time, salaries fail to keep pace with the rising cost of living. However, employee benefits still fail to address these pressures adequately. As a result, South Africans continue carrying a 'hidden tax' linked to cognitive overload, financial stress and disengagement.

The rising cost of fuel is forcing businesses to rethink labour costs. A permanent workforce has become difficult to sustain. As a result, many organisations are shifting toward more flexible staffing models. This shift helps them scale more easily while maintaining continuity. In this context, a flexible workforce becomes a practical necessity.

As more South African companies expand into African markets, one reality is becoming increasingly clear. Economic growth across the continent is accelerating. However, talent mobility faces significant constraints. Whether entering West, East or Central Africa, companies encounter two recurring challenges.

One category of employees who are well protected under the Employment Equity Act (EEA) is those who are ill or injured. Employers cannot mistreat employees who are ill or injured. If they do, they risk serious consequences. This reality highlights the hidden cost of mistreating ill employees.

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.

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.

Everyone knows how important it is to retain good staff, and how disappointing it is when a top performer leaves. This impact is felt more keenly in smaller businesses. For a Small and Medium Enterprise (SME), losing a key employee is not just an HR inconvenience. It can shake team morale, disrupt operations and affect customer relationships.

At first, out‑of‑town work trips might have felt like a promotion. You represented the company, were sent to “make things happen”, flew Premium Economy, stayed in a fashionable hotel, networked and hopefully, secured new business. But after some time, red-eyes, quick turnarounds and other travel pressures started wearing thin. So, you begin checking out mentally. You wonder why this could not have been a Teams call. You also wonder why every “quick” trip requires intense preparation, domestic juggling and days of unscheduled recovery time.

Despite significant investment in employee benefits, many organisations still struggle. Employee engagement remains low. Healthcare expenses continue to rise. Productivity shows signs of decline. In many cases, the issue does not stem from underinvestment. Instead, it reflects a lack of insight. Even the most comprehensive medical coverage can fall short.