Young South Africans can turn out to be one of the country’s biggest assets, but only if companies are willing to change their organisational structures to accommodate them. ANTON VAN HEERDEN, MD at Sage HR & Payroll shares some of the ways that the workplace is changing.
South Africa, like many developing nations, is a young country. People younger than 35 years old make up about 66% of the total population and around half of our people are aged under 25. As businesses, one of the largest challenges we face is catering for this population’s expectations of the workplace.
If we harness our young people’s energy and innovative spirit, they could turn into one of our country’s biggest assets. However, many organisations are still stuck with organisational structures and old management paradigms that are not optimal for our idealistic and diverse youth population.
Here are some ways the workplace is changing as Millennials (those born after 1980) make their mark and the first generation of “Born Frees” (those born after 1994) come of age.
1. Technology takes over
Trend: Youth are heavily exposed to technology today. Their mobile phones are an extension of themselves and they spend a lot of time online messaging friends, using social media, and watching videos online.
Tip: Take advantage of young workers’ love for, and familiarity, with technology. Give them access to mobile apps that allow them to be productive wherever they are, roll out collaborative tools that have interfaces similar to social media, and use electronic media to communicate with them.
2. Managing diversity
Trend: The average South African workplace today needs to accommodate youth coming from a range of backgrounds in terms of class, ethnicity, culture and race. Youth will enter the workplace with a healthy respect for diversity and a strong belief in inclusion across the lines of race and gender.
Tip: Managers need to be aware of the different backgrounds and experiences of the young people that report to them. They should make a point of listening to, and learning from, their diverse employees – this will help them create a working environment and products that meet the needs of a complex country.
3. Offering guidance
Trend: One way that South African Millennials are much the same as Millennials in other parts of the world is that they value feedback and guidance. They want to know if they’re doing a good job or not, and they want to know how they can improve.
Tip: Make a point of giving younger workers honest feedback in real time, and not just when it’s time for a performance review. Take care to highlight where they are doing well and to offer concrete ideas for where they can improve.
4. From work skills to life skills
Trend: Youth from disadvantaged backgrounds often emerge from schools that lacked the resources to prepare them for life after school. For example, many of them lack basic financial planning skills or insight into workplace etiquette. In addition, they don’t have access to the sort of public health services and welfare safety nets that their peers in wealthier countries take for granted.
Tip: Business in South Africa needs to step in and perform many of the roles that governments perform in richer countries. For example, companies should try to provide younger employees with medical cover, even if it’s simply a hospital plan, and help them with retirement planning or buying insurance.
Depending on the workplace, it might be appropriate to offer optional life skills training in areas such as health and personal finance for employees who need it. It’s not only right to do so, but it’s also good business sense. Financial worry or poor access to health services can damage an employee’s productivity and morale.
5. Getting the balance right
Trend: Youth, especially those privileged enough to have had a good tertiary education, are willing to work hard, but in return expect more workplace flexibility than older workers. They want more freedom to choose their hours, and they also value having some leeway to work from home from time to time. That said, most of them also like collaboration and structure, so a pleasant workplace is important to them.
Tip: Given the soaring costs of real estate as well as growing traffic congestion, workplace flexibility can benefit employees and employers alike. An employee who misses the rush hour by working at home until 10am will probably have a more productive day than one who has spent two hours getting to the office.
But before you decide to support remote working and flexible hours, ensure that you have the right processes, technology and management skills to make a success of it. The policies need to be clear, fair and consistent – and it’s important to remember that not every role is suitable for flexible working arrangements.
6. Dialogue, not dictatorship
Trend: The command-and-control management style of the past isn’t a good fit with today’s workplace. This is especially true in knowledge and services businesses where the workforce is made up largely of bright, ambitious university graduates. Younger employees want to have a platform to voice their ideas, discuss company values, and express their creativity.
Tip: Create formal and informal structures where employees can give feedback. We have found that our employees of all ages love the sense of involvement they get from our annual workplace satisfaction survey.
Regular brainstorming sessions, town hall meetings, and an ideas and suggestions box or email address are also great ways to get younger employees involved in the business. And it goes without saying that managers should have a sincere open-door policy for young employees with concerns or suggestions.
7. Be prepared for change and churn
Trend: The days of a job-for-life are behind us. Today, employees will move around in the early stages of their careers in search of more money or better job satisfaction. Likewise, they understand that today’s economic climate means that there isn’t much job security, even if one has a good job with a blue chip company.
Tip: Identify your top young talent and have regular, frank discussions with them about their future. Help them to advance their careers and learn new skills so that they don’t necessarily need to move to another company for a new challenge. Focus on a holistic employee value proposition that focuses as much on working conditions and work/life balance as on career advancement and rewards.
And even doing all that, accept the fact that you won’t be able to retain every star performer. Make sure that you have access to a pipeline of promising young talent, and keeping building your skills base.
Bring your network with you
At last week’s Critical Communications World, Motorola unveiled the LXN 500 LTE Ultra Portable Network Infrastructure. It allows rescue personal to set up dedicated LTE networks for communication in an emergency, writes SEAN BACHER.
In the event of an emergency, communications are absolutely critical, but the availability of public phone networks are limited due to weather conditions or congestion.
Motorola realised that this caused a problem when trying to get rescue personnel to those in need and so developed its LXN 500 LTE Ultra Portable Network Infrastructure. The product is the smallest and lightest full powered broadband network to date and allows the first person on the scene to set up an LTE network in a matter of minutes, allowing other rescue team members to communicate with each other.
“The LXN 500 weighs six kilograms and comes in a backpack with two batteries. It offers a range of 1km and allows up to 100 connections at the same time. However, in many situations the disaster area may span more than 1km which is why they can be connected to each other in a mesh formation,” says Tunde Williams, Head of Field and Solutions Marketing EMEA, Motorola Solutions.
The LXN 500 solution offers communication through two-way radios, and includes mapping, messaging, push-to-talk, video and imaging features onboard, thus eliminating the need for any additional hardware.
Data collected on the device can then be sent through to a central control room where an operator can deploy additional rescue personnel where needed. Once video is streamed into the control room, realtime analytics and augmented reality can be applied to it to help predict where future problem points may arise. Video images and other multimedia can also be made available for rescuers on the ground.
“Although the LXN 500 was designed for the seamless communications between on ground rescue teams and their respective control rooms, it has made its way into the police force and in places where there is little or no cellular signal such as oil rigs,” says Williams.
He gave a hostage scenario: “In the event of a hostage situation, it is important for the police to relay information in realtime to ensure no one is hurt. However the perpetrators often use their mobile phones to try and foil any rescue attempts. Should the police have the correct partnerships in place they are able to disable cellular towers in the vicinity, preventing any in or outgoing calls on a public network and allowing the police get their job done quickly and more effectively.”
By disabling any public networks in the area, police are also able to eliminate any cellular detonated bombs from going off but still stay in touch with each other he says.
The LXN 500 offers a wide range of mission critical cases and is sure to transform communications and improve safety for first responders and the people they are trying to protect.
Kaspersky moves to Switzerland
As part of its Global Transparency Initiative, Kaspersky Lab is adapting its infrastructure to move a number of core processes from Russia to Switzerland.
This includes customer data storage and processing for most regions, as well as software assembly, including threat detection updates. To ensure full transparency and integrity, Kaspersky Lab is arranging for this activity to be supervised by an independent third party, also based in Switzerland.
Global transparency and collaboration for an ultra-connected world
The Global Transparency Initiative, announced in October 2017, reflects Kaspersky Lab’s ongoing commitment to assuring the integrity and trustworthiness of its products. The new measures are the next steps in the development of the initiative, but they also reflect the company’s commitment to working with others to address the growing challenges of industry fragmentation and a breakdown of trust. Trust is essential in cybersecurity, and Kaspersky Lab understands that trust is not a given; it must be repeatedly earned through transparency and accountability.
The new measures comprise the move of data storage and processing for a number of regions, the relocation of software assembly and the opening of the first Transparency Center.
Relocation of customer data storage and processing
By the end of 2019, Kaspersky Lab will have established a data center in Zurich and in this facility, will store and process all information for users in Europe, North America, Singapore, Australia, Japan and South Korea, with more countries to follow. This information is shared voluntarily by users with the Kaspersky Security Network (KSN) an advanced, cloud-based system that automatically processes cyberthreat-related data.
Relocation of software assembly
Kaspersky Lab will relocate to Zurich its ‘software build conveyer’ — a set of programming tools used to assemble ready to use software out of source code. Before the end of 2018, Kaspersky Lab products and threat detection rule databases (AV databases) will start to be assembled and signed with a digital signature in Switzerland, before being distributed to the endpoints of customers worldwide. The relocation will ensure that all newly assembled software can be verified by an independent organisation and show that software builds and updates received by customers match the source code provided for audit.
Establishment of the first Transparency Center
The source code of Kaspersky Lab products and software updates will be available for review by responsible stakeholders in a dedicated Transparency Center that will also be hosted in Switzerland and is expected to open this year. This approach will further show that generation after generation of Kaspersky Lab products were built and used for one purpose only: protecting the company’s customers from cyberthreats.
Independent supervision and review
Kaspersky Lab is arranging for the data storage and processing, software assembly, and source code to be independently supervised by a third party qualified to conduct technical software reviews. Since transparency and trust are becoming universal requirements across the cybersecurity industry, Kaspersky Lab supports the creation of a new, non-profit organisation to take on this responsibility, not just for the company, but for other partners and members who wish to join.