As South Africa reflects on the sacrifices of past generations this Youth Month, Madelein du Plessis, head of HR for Bayer in sub-Saharan Africa, Lyndy van den Barselaar, MD of ManpowerGroup South Africa, and Anton Visser, COO of SA Business School & Alefbet Learning, stress the need to also focus on coordinated action to rebuild a sustainable youth talent pipeline.
HR head for Bayer in sub-Saharan Africa Madelein du Plessis recognises the need for workplaces to start aligning with the values and expectations of the youth as they continuously seek for workplaces where their contributions matter.
“As Gen Z constitutes approximately 70 percent of the youth population in Africa, projections indicate that they will represent half of the continent’s substantial working-age demographic of 2 billion by 2063,” she says.
“The era of traditional corporate structures dominating the workplace is fading and the trend towards a collaborative work environment is gaining traction. This modern approach prioritises efficiency, and for many talented younger employees, having meaningful work in a company with a culture that values their contributions and where their efforts directly influence the company's overall success, is a key factor in their engagement and long-term commitment.”
Madelein adds that for many talented young professionals, having meaningful work within a supportive culture is what is crucial to their job satisfaction.
“Recent studies reveal that 89 percent of millennials and 97 percent of Gen Z prioritise authenticity, purpose, flexibility, and work-life balance in their professional lives. So companies that embrace shared ownership and foster a collaborative spirit are better positioned to attract and retain these purpose-driven individuals.”
According to Lyndy van den Barselaar, MD of ManpowerGroup South Africa, “On Youth Month, we are reminded that this generation is shaped by load shedding, remote learning, unemployment and digital disruption, yet they remain determined, entrepreneurial and values driven. We owe it to them and our economy to adapt how we recruit, upskill and support them.”
A long-term commitment
According to her, almost one in two Gen Z employees are considering leaving their current roles, driven by high levels of daily stress, financial insecurity and mental health challenges.
“Purpose is central to this generation’s work experience, with 86 percent stating that meaning and values matter more than salary alone. Many are proactively upskilling, with 45 percent taking on side gigs or short-term projects to build their capabilities, reflecting both ambition and financial strain,” she adds.
“In our experience, some employers expect a ready-made talent pool and are reluctant to invest the time and resources needed to nurture future talent. This short-term view is not sustainable. Growing a talent pipeline requires a long-term commitment from businesses to actively invest in youth development for the future resilience of their organisations.”
Anton Visser, COO of SA Business School & Alefbet Learning, notes that the talent pipeline crisis stems from several interconnected and systemic issues.
These include: inadequate alignment between education and industry needs, limited access to quality skills development programmes, and insufficient job creation in sectors that can absorb young workers.
“South Africa's youth unemployment crisis is also severely undermining both the current and future talent pipeline, creating a cascading effect that threatens long-term economic competitiveness and growth. While government efforts are focusing on strengthening the connection between the skills developed and the skills the workplace needs, the scale of intervention required is enormous and deeply interconnected.”
Ignoring the youth talent pipeline issue, Anton warns, will have long-term consequences.
“Without intervention, the current economic and social crises will compound, making future economic recovery even more challenging, while wasting the potential of millions of young South Africans. Long-term unemployment or underemployment can further erode skills and attachment to the workforce, leading to skills depreciation, lower earnings and sometimes exiting the workforce altogether. Long-term unemployment can deter a successful transition from youth to adulthood. This creates a downward spiral where prolonged joblessness makes individuals even less employable over time. The socio-economic implications of this are dire.”
Anton stresses the situation demands urgent, coordinated action if workplaces are to rebuild a robust talent pipeline that can support South Africa's socio-economic aspirations.
“Addressing this is a shared responsibility. It requires collaborative action between government, business, educational institutions and civil society. Employer-led training, incentives for hiring young people, and partnerships prioritising continuous learning and practical work experience are critical,” he says.
“Keeping young people economically active and engaged is essential to breaking the cycle of unemployment and ensuring a healthy, sustainable economy for all.”
