For Zizile Lushaba-Nyawo, human capital and skills development executive at Steel and Engineering Industries Federation of Southern Africa (SEIFSA), blue-collar talent isn’t plan B but the future of South Africa’s talent pipelines, especially in the industrial sector.
Zizile spoke to CHRO South Africa, about how she champions an era where talent pipelines for hammers and hard hats are just as important as suits and spreadsheets.
Q: How should HR leaders rethink workforce planning in light of the growing demand and earning potential of blue-collar roles?
From the standpoint of the metal and engineering (M&E) industry, HR leaders should primarily reframe their approach to workforce planning to reflect the increasing demand, criticality and earning potential of blue-collar roles. The sector is at the forefront of industrial innovation, infrastructure development and manufacturing. These are areas that are heavily reliant on technically skilled artisans. Therefore, the outdated separation between white-collar and blue-collar roles is no longer relevant because both are essential to driving operational effectiveness, innovation and economic competitiveness.
In light of this reality, HR leaders within our industry must adopt workforce strategies that recognise and reward artisanal excellence, which is equally vital to organisational success as white-collar contributions. This could include developing structured visible career progression pathways for artisans to grow within companies and investing in continuous learning, particularly in future-forward competencies such as advanced manufacturing technologies, automation, green energy systems, and digital adaptation.
More broadly, across all sectors, HR leaders should invest in partnerships with TVET institutions and sector education and training bodies to co-create training programmes aligned with national priorities and embed diversity, equity and inclusion principles in vocational pathways to ensure more young people, especially women and youth, enter and succeed in blue-collar careers.
In short, HR must shift from being compliance-focused to being architects of inclusive, dynamic and future-ready workforces, where blue-collar talent is no longer an operational afterthought but a strategic imperative.
Q: How is your organisation rethinking talent pipelines to accommodate the rising value of blue-collar skills?
From the perspective of an employer body such as SEIFSA, which represents members in the M&E industry, our approach to rethinking talent pipelines is strategic and industry responsive. We recognise that blue-collar skills, particularly in artisanal and technical trades, are the backbone of South Africa’s industrial and manufacturing competitiveness.
To this end, SEIFSA is leading efforts to elevate the status and attractiveness of these professions by working closely with employers and various stakeholders to design responsive training interventions. Through the SEIFSA training centre (STC), we are investing in high-quality, accredited occupational qualification training that integrates theoretical knowledge with practical and workplace-based learning. This holistic approach ensures that learners are work-ready and aligned to occupational qualifications that meet both current and emerging sectoral demands.
We are also forging stronger partnerships with TVET colleges, the manufacturing, engineering and related services SETA and government and we actively train and support apprenticeship and learnership programmes that are aligned with priority trades. These initiatives are not only responding to skills shortages, but also ensuring that employers across the M&E industry have access to a sustainable pipeline of skilled talent.
Furthermore, our efforts include advocating for policy alignment and the de-stigmatisation of vocational careers, positioning blue-collar professions as valuable, dignified and future-fit career options. In doing so, SEIFSA and its members are not only supporting economic growth but also empowering young people with the skills and opportunities to thrive in South Africa’s evolving industrial landscape.
Q: How can organisations help change the way people see blue-collar talent so they’re viewed and respected just as white-collar talent?
To truly elevate the status of technical careers and position them as equally prestigious and financially rewarding as white-collar professions, organisations (especially in industries like M&E) must adopt multi-dimensional strategies that address perceptions, structures and cultural mindsets. Integrating technical roles into career pathing and leadership pipelines, engaging early with the youth and the education system to change perceptions – this needs to start early, at the basic education level.
Organisations can create a culture that celebrates artisanship through internal recognition platforms, such as hosting awards ceremonies that publicly honour technical staff who demonstrate innovation, quality and leadership.
Positioning artisans as innovators and problem-solvers to change the narrative around technical roles beyond manual labour is another element to explore. Artisans are increasingly working with automation and digital tools; positioning artisans as such can inspire pride and reshape the prestige associated with blue-collar work.
Women and people with disabilities remain under-represented in technical roles. Organisations must invest in gender-accommodating facilities, mentorship programmes for women in trades and inclusive recruitment practices that ensure all youth feel welcome and valued in these pathways.
By implementing these strategies collectively, organisations can reframe technical careers not as a second choice but as a first choice.
Q: How can HR ensure a balanced talent pipeline that supports both blue-collar and white-collar roles?
HR can create a model that ensures equality between technical and knowledge-based roles. This involves aligning both streams in terms of career progression frameworks/paths and access to training and professional development. HR can drive equity and inclusivity in talent development by implementing a career development model that places equal value on both technical (blue-collar) and knowledge-based (white-collar) roles. This model is not about creating parallel silos, but rather about ensuring uniformity, visibility and growth opportunities for all employees regardless of their function.
Blue-collar careers are no longer a fallback option; these careers have high earning potential, entrepreneurial opportunities and global relevance. Government policy is actively supporting this shift. Organisations that align with this path will be best positioned to attract talent, drive innovation and maintain competitiveness. The future of work in South Africa lies in recognising and investing in skilled trades as a national imperative. Employers must move beyond outdated paradigms and view blue-collar skills as central to long-term economic transformation, youth employment and inclusive growth.
