Nolo Thobejane, chief people, culture and purpose officer at KFC Africa and winner of the 2025 Transformation & Empowerment Award, believes South Africa does not have a talent problem, but an access problem.
With youth unemployment so high, many businesses say they cannot find the right skills, but Nolo sees it differently. She believes the country’s biggest untapped talent pool is sitting in entry level roles. These are young people who are hardworking, close to customers and eager to grow. What they often lack is not ability, but opportunity.
Through the Streetwise Academy, KFC Africa is opening that door. Employees earn accredited qualifications while continuing to work in their restaurants and gain real experience, real confidence and real career pathways.
Q: With youth unemployment on peak and widespread skills shortages, why do you believe entry level income staff are the untapped talent that can help solve South Africa’s workforce challenges?
Entry‑level earners make up the country’s largest pool of young people, yet they’ve historically had the least exposure to credible skills development. When you remove that barrier, you unlock a group that is ambitious, adaptable and deeply connected to customers. At KFC Africa, we see this every day. Team members who start on the restaurant floor move into leadership and operational roles because they’re hungry to grow. Their insights and experiences make them strong leaders. Developing this segment isn’t just the right thing to do, it is one of the most scalable ways to build South Africa’s future workforce.
Q: Why should CHROs view upskilling their lowest paid employees as a strategic advantage rather than a cost?
Upskilling is one of the smartest ways to strengthen a business. Hiring externally has its place; however, the benefits of internal development go beyond enhanced skills. It fosters engagement, unlocks belonging, and brings to life a business employee value proposition. Developing people who already know your brand also builds stability and performance.
Our 71 percent retention rate on the Streetwise Academy programme shows how powerful visible career pathways are. A quarter of our graduates are approached by other companies, a proof that the skills they gain have real market value and yet most stay because they see genuine opportunity inside the business.
For CHROs, upskilling drives unmatched commitment, develops future leaders and protects capability in a tough labour market. It is a strategic investment with measurable returns.
Q: What makes the Streetwise Academy successful in delivering accredited qualifications while remaining operationally practical?
The Streetwise Academy works because it blends accredited learning with real‑world experience. Every module is applied in restaurants, which means team members learn and execute at the same time.
We offer funded qualifications from NQF 3 to 8 across leadership, operations, HR and management. The blended model of online learning, mentorship and curated practical work, makes development accessible and relevant.
It’s designed for the realities of a fast‑moving business. It is practical, scalable and impactful without pulling people away from their roles.
The Streetwise Academy is more than training. It is shifting how talent is recognised and grown. It creates a meaningful seat at the table for people who were never offered one, and it proves that opportunity should be accessible to everyone. Whether graduates stay with KFC or take their skills into new roles, they rise with confidence and recognised qualifications. That lifts households, builds communities and strengthens South Africa’s talent pipeline. This is how we build a future‑ready workforce and how we feed potential at scale.
Q: How has the programme advanced representation and transformation within KFC Africa, and what lessons can other organisations learn?
Transformation is strongest when it’s built into how people access opportunity. Almost half of Streetwise Academy graduates are women, with some cohorts exceeding sixty percent. This wasn’t driven by quotas. It came from removing barriers and making qualifications accessible.
The Academy has broadened our leadership pipeline and helped team members see real long‑term careers. This is how you create a meaningful seat at the table: through structured pathways that support people to rise. The lesson for organisations is simple: when access is fair, representation follows.
Q: How do you measure the true return on investment of upskilling entry level employees?
We measure ROI through mobility, performance and long‑term economic impact. More than 200 graduates have advanced into leadership, operations or supervisory roles since 2021. Others have been hired externally, showing the strength of the qualifications.
Internal promotions reduce recruitment costs and improve performance because leaders already understand the culture and operational rhythm. Beyond the business, graduates uplift households and strengthen communities. Upskilling isn’t CSI. It is long‑term value creation for both people and business.
Q: What were the biggest barriers in implementing this initiative, and how did you overcome them?
Funding, accreditation and operational pressure were the main hurdles, along with early concerns about investing in people who might leave. We overcame this through strong leadership alignment and a long‑term view. KFC and franchisees committed to fully funding all programmes. We partnered with credible academic institutions to ensure quality and accreditation.The turning point was shifting from what if they leave to what if they stay. That mindset unlocks investment and builds a stronger, more capable organisation.
Q: Can this model be applied across sectors beyond QSR, and what adaptations are needed to make it work elsewhere?
Yes. Any sector that employs entry‑level talent can adopt this model. Retail, hospitality, manufacturing, logistics and service industries all rely on frontline employees who are eager for growth. The core requirements are simple. Remove financial barriers, partner with credible training providers and connect learning to real work. When development is embedded, accredited and practical, it scales.
Q: What is the most important lesson you have learnt as a people leader from investing in entry level talent?
Potential grows when people can see a clear path in front of them. I have seen individuals who once doubted their abilities go on to complete advanced qualifications and transform their lives. That confidence not only shifts how they see themselves, it strengthens their families, their teams and their communities. People aren’t defined by circumstance. They are shaped by the opportunities they receive. When organisations believe in people and remove barriers, they rise.
