Head of people and performance for the Cotton On Group’s Africa’s market, Portia Sithole is steering the entity towards a future where human capital is valued and nurtured.
You’ve been with Cotton On Group (COG) for almost six months now. What have been your priorities since joining the organisation? How have you approached integrating into the company?
My initial focus has been on immersing myself in the company’s operations, learning the operations, visiting our Global Support Centre in Australia and engaging with teams at our Africa Head Office and Distribution Centre in Johannesburg, our Cotton On Foundation programmes in KZN and Cape Town, and most importantly, spending some time with our store crew members across all our brands. These interactions have provided valuable insights about our business operations and how our talented teams enable our strategies and delight our customers to make the Cotton On Group the success that it is.
What attracted you to Cotton On Group and the position you are in?
Several factors drew me to the Cotton On Group. I am always inspired by brand organisations that are purpose-driven and people-centric. The COG’s purpose, principles and values highly resonated with me and were undoubtedly a contributing factor when deciding to join the team.
These values are not just living on paper or a strategy document, but truly drive how we conduct our business, and how we engage our teams and are at the heart of everything we do. Our dedication to local and global CSI initiatives in education, youth mental health and environmental sustainability through the work of our foundation are evidence of our commitment to making a positive difference in people’s lives, and underpin our purpose. I continue to be impressed by the tangible impact of these programmes, which demonstrate Cotton On Group’s genuine commitment to social responsibility.
Moreover, Cotton On Group’s recognition as one of the best retailers to work for globally, speaks volumes about its incredible values and work culture. The brand’s ethos and the opportunity to contribute to a purpose-driven organisation made this role an exciting new chapter in my career.
Being the head of people and performance for our Africa market is a challenging, exciting and humbling position. I have a unique opportunity to lead and drive the people agenda, in partnership with a solid leadership team and a super talented team of HR professionals, and collectively we have a mission to enable a future-fit organisation by attracting, developing and retaining world class teams that will bring the COG’s vision to life in our market.
What are some highlights from your HR career?
Over the past years, I’ve had the privilege of heading HR functions, in leading global organisations, including but not limited to Nike, Samsung, Lenovo and Diageo. Those experiences have enabled me to be part of the leadership teams that shaped and inspired not only the transformational evolution of those organisations, but also the growth of the people. It has been extremely humbling to be in a position to lead and facilitate programmes and initiatives that unleash the potential and growth of the people, knowing that when our people grow so does our business.
How have your past experiences prepared you for this position?
Throughout my career, I’ve focused on building inclusive cultures, driving employee engagement, and implementing development programmes that align with organisational goals.These experiences have equipped me to now contribute effectively to Cotton On Group’s ongoing success.
The Nike experience, in particular, played a pivotal role in preparing me for the complexities of the Cotton On Group (COG) environment. Leading a global brand in the African market
presents unique challenges, as consumers are spoiled for choice when selecting their preferred brands, and top talent is equally discerning about where they choose to work. This has taught me the critical importance of aligning the consumer brand with the employment brand.
Employees are our number one brand ambassadors, and when they feel valued and engaged internally, it naturally translates into exceptional service and a stronger connection with our customers and consumers.
What do you see as the biggest HR challenges in your industry today?
The HR landscape is evolving rapidly, bringing both significant challenges and opportunities.
Among the pressing challenges affecting not only our industry but the broader world of work are economic uncertainty, which requires HR to carefully balance cost containment with strategies for employee engagement and retention, and the acceleration of technological advancements, which necessitate adapting processes and upskilling leaders and employees to be future-ready.
While these challenges are critical, I believe the most profound and pressing issue is fostering employee wellbeing, wellness, and belonging.
No matter how well-crafted our vision, strategies, and structures may be, their success hinges on the people entrusted to bring them to life. If employees are not fully supported – physically, mentally, emotionally, or spiritually – their ability to thrive and contribute meaningfully can be compromised, leading to unfavourable outcomes.
HR must empower leaders to create intentionally safe, supportive environments where employees feel valued, respected, and encouraged to be their authentic selves while reaching their full potential. This involves developing leadership capabilities that balance strong business acumen with emotional intelligence – leaders who guide with both head and heart. Such leaders are the cornerstone of a thriving workplace culture that drives both business success and employee satisfaction.
