Group executive for HR at the SABC, Rachel Masuku, isn’t there just to keep things running. With the advent of bespoke and on-demand content providers, her focus is on preparing employees for the shift from traditional broadcasting to the new modern broadcasting world by creating a solid foundation – anchored in basics.
Since stepping into her role at the SABC, Rachel Masuku has been knee-deep in transforming the public broadcaster’s HR landscape. Her belief in transparency, a commitment to building innovative systems and a personal mission to develop the next generation of professionals, sees her bringing a refreshing energy into an institution with deep roots and even deeper legacies.
With a background in banking, legal services and hospitality, she said joining a public entity like the SABC was deliberate. “I wanted to give back to the country that has given me so much,” she explained. “When I accepted the SABC offer, I was excited to be joining a completely new industry i.e. media, but also it was an opportunity to be a part of the largest broadcaster on the African continent which was something completely different to what I knew and had been exposed to. I felt I would learn something new whilst contributing to my area of professional expertise.”
It wasn’t just the shift to media that appealed to her, but also the leadership at the SABC. “They had just appointed a female group CEO, someone I respected and had been following on LinkedIn and I knew I could learn a lot from. That really mattered to me.”
Her focus is on creating a solid foundation within HR by bedding down the basics and creating a clear framework for the day-to-day processes within HR.
“HR hygiene in terms of processes and cadences is critical. I’m a big believer in getting your fundamentals right – policies, systems, performance processes, compliance – and once that is in place, you can begin real transformation,” she explained. “Right now, I’m making sure employees understand what HR can offer, what support looks like and how they interact with HR on the most basic and transactional of processes.”
Balancing innovation and governance
Once the foundation is set, she says the next phase is future-focused talent development, digital readiness and embracing technology. “We’re already using AI in learning and development and in other facets of the business. Our employees are scattered across the country and out in the field covering stories, so tech helps us reach them with knowledge just in time. The reality is that AI can never replace the need for a clear and transparent framework that guides employee behaviour. AI should enhance employee experience.”
She’s also in the market for a new HR system that is fit for purpose for the next five years and remains focused on adopting top-tier tools that can support a rapidly changing and dispersed organisation.
Being at the helm of HR for a creative, public-facing institution like the SABC presents its own complexities, especially when it comes to innovation. Rachel says she is, however, excited about the culture of creativity that exists within the organisation, but acknowledges the careful balancing act that’s required between creativity, innovation and ensuring that compliance and governance processes or frameworks are adhered to.
“You can’t innovate without accepting a certain level of risk, but you also cannot ignore governance, policy and compliance,” she says. “The goal is to create a framework where people feel safe to take calculated risks, where they know mistakes aren’t going to get them penalised. However, they should be accountable for decisions made.”
In just a few months, she has already observed an appetite for change among employees. “People want to innovate, but they need to know there’s room to do it. That’s what I’m trying to create – a culture that fosters innovation and ensures transparency in information flow where people feel empowered and supported to deliver in their roles.”
A balancing act
Rachel’s passion for development is front and centre in her role as group executive for HR. She shares how she is driving internal capability building by preparing employees for the shift from traditional broadcasting to the new modern broadcasting world which is digitally anchored. With the advent of bespoke and on-demand content providers, skills required for media and broadcasting into the future are evolving.
“We’re moving from linear TV to digital and that transition has major implications for the capabilities required from our employees. We continuously assess what skills we will require into the future to ensure that we are ready to deal with the change. The balancing act of growing your own talent vs bringing in new talent from the market is critical. This balance enables the organisation to ensure the retention of institutional knowledge whilst bringing in fresh ideas from employees acquired from the market.”
Where upskilling isn’t feasible in time, she notes she is open to acquiring talent externally, not as a quick fix, but to ensure that there is the right mix between institutional knowledge and fresh thinking coming from outside the organisation.
“As part of the SABC’s ensuring that there is a constant pool of talent beyond SABC and for the market, the organisation brought in 104 graduates in 2025 for various developmental roles. Our engagements with these young employees are not only as employees, but we also seek to learn from them in terms of understanding their market as they represent a significant grouping of the SABC’s audiences. It is important to understand what music they’re listening to and what other content they consume. Such insight helps us grow as an organisation.”
What you see is what you get
If there’s one thing Rachel wants to be known for, it’s transparency. “People who’ve worked with me will tell you what you see is what you get. I don’t hold back information. I believe information enables performance,” she says.
“My team knows that if you make a mistake, own it. If your decision was right, be ready to explain it. Either way, stand by it. We will always find a way to fix wherever a mistake has been made. The idea is never to discipline but to learn through our mistakes or mishaps. We need to show that we can lead with openness. I want to create a culture of transparent leadership that’s true to the values of the organisation.”
Off the clock, Rachel finds joy in her children, being a mother and wife. “My family is the passion that grounds me and gives me a reason for being,” she says warmly. She is also a lover of travel and nature. However, a good weekend at home is spent binge-watching her favourite TV shows.
As an occasional reader, one book that stands out for her is Becoming by [former US first lady] Michelle Obama. “It reminds me that I don’t need to apologise for being a woman leader. I bring something different to leadership, I tap into all the roles that I assume on a daily basis to make me whole and these are all roles that I am most proud of.”
