Leading HR executives from Exxaro, YUM! and Bidvest Bank discussed innovative career pathways, personalised development and future-proofing workforces in today’s workplaces.
“We drive it hard that you must own your career and your development. We will guide and support you, but ultimately, it is up to you to bring your career to life. Make sure you have the tools and development opportunities to do that, because we are all different and have different aspirations."
This simple yet profound statement by Joseph Rock, chief people and performance officer at Exxaro, set the tone for the Mobility Masters panel discussion at the CHRO Apex Talent Summit. The panel, which also featured Palesa Matoli, executive head of human capital and transformation at Bidvest Bank and Nolo Thobejane, chief people and transformation officer at YUM!, explored the topic of innovative career pathways and succession planning in today’s dynamic workplace. Joseph spoke about the importance of recognising individual differences and aspirations when designing career paths.
“We make sure we invest time in: Where do you see your career going? How does that align with your business needs, etc., and how does it best support you?” he explained, highlighting Exxaro’s commitment to personalised development.
He also touched on the concept of the ‘boomerang’ career, where employees leave the organisation to gain experience elsewhere and then return with fresh perspectives.
“Boomerang careers are something we don’t shy away from. We understand that people won’t be with us forever; they leave to gain experience elsewhere, and that’s okay. Go get new skills, broaden your experience, and if you decide to come back, we welcome you. We don’t see it as an instance of disloyalty.” He noted that this can also be a source of innovation, mentioning that, “It’s interesting how many people we are attracting from industries like financial services, where we are looking for new ideas and innovation.”
Nolo Thobejane, chief people and transformation officer at YUM!, shared insights on how KFC is creating long-term career pathways through the Streetwise Academy. The academy, accredited by the AGF, offers programmes from NQF4 to NQF8, providing employees with opportunities for growth and development.
“We often find ourselves in underprivileged communities, and we saw it fit that for us to give back to society and the communities we form part of, we should make sure we become part of the solution.”
Speaking about the importance of investing in employee development and providing clear career paths, Nolo highlighted how this function is used both within the restaurant and in support functions.
“When we talk about long-term candidates, I’m proud to say that we are one of the biggest employers in the QSR [quick service restaurant] industry, with 40,000 team members. We are committed to providing them with career paths and opportunities within the brand.”
“So in terms of long-term candidates, we focus on giving our employees long-term opportunities, ensuring they have qualifications and on-the-job training. On top of that, there is a clear path for what they can do, starting from a team member and progressing within the restaurant.”
She also asserted the academy’s role in giving back to the community and addressing societal challenges such as unemployment and lack of skills.
According to Palesa Matoli, executive head of human capital and transformation at Bidvest Bank, the organisation is steadfast in aligning its succession planning with business transformation goals. She added the importance of taking a broader view, considering the dynamic banking environment and the need to compete with fintechs and telcos.
“So, for our succession planning, we have to take a broader view. We operate in South Africa, where there’s a high unemployment rate and many other challenges, so there are too many dynamics that are at play, and through your planning, you need to understand the world in which you operate.”
Palesa pointed out the bank’s investment in skills development, starting from primary school level, to ensure a pipeline of future talent. “Our intention is to take a long-term view of talent development. We invest in education from as early as grade one, ensuring that we have a pipeline of skilled individuals who can progress to university and eventually contribute to our organisation.”
Palesa also noted the importance of providing graduates with challenging experiences and opportunities for growth. “The young ones, they want to be CEOs, and we understand that. We throw them right into the big projects and important roles because we know they come from varsity; they have no experience, so who’s going to give them that experience? So, for us to take a long time when it comes to succession planning, it’s not just about identifying critical skills but about understanding what our organisation needs and developing talent accordingly.”
The discussion concluded with a focus on the importance of future-proofing the workforce by developing skills that will be relevant in the age of automation and technological disruption. Joseph highlighted the need to identify roles that are likely to be displaced and invest in reskilling employees.
“We spend a lot of time identifying roles that are likely to be displaced by automation. It’s a complex challenge because reskilling can only take some employees so far.” He also stressed the importance of embracing technology as a tool for enhancing productivity and skills development.
“The way the world is going, technology can fill lots of skill gaps. Technology is our friend. So if you are using ChatGPT, don’t just cut and paste, but if that’s going to help you lift your productivity and the quality of what you do for us, by all means.”
Amid the lively networking and canapés, the Mobility Masters panel discussion provided a valuable contribution to the CHRO Apex Talent Summit, offering HR leaders practical insights and inspiration for navigating the complexities of talent management and skills development in a rapidly changing work environment.
