- Players: Donna Silver and Elvira Riccardi
- Company: Afrizan, a business unit of Persaf Holdings
- Launched: 2001 (purchased from previous owner)
- Turnover: Group turnover is R150 million
- Visit: afrizan.co.za
Between 2001 and 2007, Afrizan’s turnover was in the R12 million to R15 million range. Today the group as a whole is a R150 million business, and continues to grow. Why? Because it focused on a niche. “When you focus you can really become the expert in your field,” explains Elvira Riccardi.
“For us, we recognised that South Africa needed a recruitment agency that specialises in affirmative action. This wasn’t driven by altruistic or political motivations — it’s an economic imperative.”
The company’s growth over the past ten years demonstrates how well this specialisation has worked. More importantly, the lessons that Afrizan has accrued as specialists in the field sourcing for industry leaders in finance, insurance and banking are valuable insights into how you can get the most from your scarcest and most valuable resource: Your people. Here are their three core lessons in building a better business through smarter recruitment.
1. Recruitment and skills development are economic imperatives
“I have an economics background, and I’m passionate about transformation,” says Elvira. “Our focus tends towards top-down solutions only. If we’re going to grow South Africa’s economy, we need to see bottom up transformation, as well. If we transform South Africa’s workforce, we will transform the economy.”
This isn’t just transformation rhetoric for Elvira — there’s a strong business case for every company in South Africa to get on board. “If you’re interested in long-term growth, upskilling is an imperative,” agrees Donna Silver.
“Companies have the view that if you spend money upskilling your employees, they’ll leave and take their skills with them, and someone else will benefit from your investment. Our question is this: Are you in this for the short-term or long-haul? Because if you’re focused on the future of your business, then the economics are simple — increase supply and the salary/skill variances will stabilise; not over decades, but in a few short years. At the moment, skill shortages mean paying a premium for scarce skills. Increase skills, and salaries will become more realistic.”
Elvira and Donna have seen first-hand through the Cadet Academy, Afrizan’s youth development vehicle, how teaching and training can make an impact on the workforce, salaries and the economy as a whole.
“The current reality is that corporates go to universities and all compete to scoop up the top performing graduates. They’re competing with each other and international companies, and once those grads have obtained some experience in the workplace, they are head-hunted again by competing firms,” says Elvira.
But there is a solution. “The workplace doesn’t currently need another person with an over-subscribed degree, but we have learnt that the right degree from the right institution is a reliable predictor of ability,” she continues.
“The phenomenal success of our Cadet Academy proves this theory. We’ve placed over 1 000 cadets who didn’t necessarily have the requisite experience or a relevant degree and found that a graduate will often learn more in three months than a non-degreed person will learn on the job in five years — even if their degree isn’t necessarily related to the industry they’ve joined.”
“The academy channels cadets into admin-intensive roles that function as incubators,” Donna continues. “If you find a cadet with the right attitude, they are learning the business from the ground up. They get to know the brand, and, with the right attitude, are promoted. We only hire graduates who see the opportunity in joining an organisation in an entry-level position.”
Afrizan is convinced of the benefit of a developmental focus. “There are currently less than 50 black female actuaries in South Africa, but the needle is moving all the time,” says Elvira. “Female chartered accountants used to be a scarce commodity, now it’s a position that’s no longer on the scarce skills list. Things change. But you need to constantly work at it, and everyone benefits.”
One of Afrizan’s cadets is now head of graduate recruitment at a leading media house. “She drove here from Bethlehem to interview for our cadet programme. Her mother had to drive back to pick up her things when we offered her the job. She was willing and eager to start immediately. That’s the calibre of people we find through this programme, and they’re a great asset to their employers.”
2. Recruitment is strategic, not operational
One of the biggest errors businesses make, according to Donna and Elvira, is treating recruitment as an operational function, instead of a strategic one. Although driven by operations, it shouldn’t originate at an operational level.
“Recruitment and marketing should work hand in hand, and it should absolutely be at the centre of every company’s strategy,” says Elvira. “As a business, you’re competing for skills and clients — every person who walks through your doors is potentially both. What is your strategy to attract the best, keep them, and ensure that you not only have a strong employer brand, but a brand that customers want to support?
“How you treat people, from those you’ve employed to people who you’re interviewing, all interlinks in the market place with your customer pool. Your employees are future customers, and they can either be brand ambassadors in the market place, or spreading discontent based on how they and their colleagues were, or are treated. Your market cares about how your employees are treated, and your employees can directly impact customer goodwill.”
In order to achieve this, Donna and Elvira believe that businesses need to start by changing their corporate vision, mission and identity. “This all speaks to how you meet people, mentor them and grow them,” says Elvira. “Get this right and it will absolutely impact your bottom line. Where’s the result? What did you achieve? It’s a business objective — so is it filtering down? The future is skill. Your business’s growth depends on it, so are you finding the right skills, growing them and nurturing them? Because that’s your competitive edge when no-one else is doing it.”
Donna and Elvira believe the most successful businesses must have a strategy parallel to skills development. “Hire the best and most skilled, and in addition develop internally, and grow your industry and business,” says Donna. “For the first three years many of the people you train and upskill will be stolen, sure. But by then there will be new skilled individuals in the market, you can concentrate on hiring again, and salaries won’t continue to be driven up by scarce skills.”
There’s an added benefit to this strategy too. “Consider what this is doing for your brand in the meantime,” says Donna. “You’re earning BEE points, plus you’re developing a robust training policy that you can use to keep your employees by agreeing to payment terms if they leave the company within a stipulated time frame. You’re also building a good employer brand known for having and training the best people in the industry that all your competitors are trying to poach. People will always feel brand affinity for a company that upskilled them, even if they leave — and they’re sharing that affinity with their friends and family — your potential customers. It’s a simple sustainability strategy, and you’re training people into your culture, systems and processes.”
Elvira agrees. “We’re not focused enough on development. It’s perceived as a cost. So many companies view this as a negative, and so people aren’t trained or retained. Top executives agree that to survive today you need skills, but that doesn’t filter down through the organisation. Procurement and learning and development just tick boxes. And the result is that you miss out on a real strategic differentiator.
“What we’ve experienced in the market is that too many businesses don’t have enough respect for recruitment. What is your recruiter doing, whether they’re internal or an agency? They are procuring a valuable skill. This should be viewed as a selling opportunity. Depending on their skill level, you aren’t doing candidates a favour — you want to attract them. Does your ethos support that?
“Skills are the most sought-after commodity in the universe, and yet they’re not given nearly enough strategic focus — not in recruiting them, upskilling them, or keeping them.”
3. Use the skills development levy to your advantage
The new BEE Codes of Good Practice came into operation in May 2015 and included significant changes in terms of skills development. The target for spend increased from 3% to 6% of the leviable amount (your annual payroll). Donna and Elvira have seen a shift in the market because of this B-BBEE qualification. It’s working — but are companies making the most of it?
“Procurement will drive BEE, because it’s a mandate” says Donna, “This means businesses bring learners in, but too often they are under-utilised because we are too busy to train them. This is just one instance where you could be using a mandate as a competitive edge, instead of just ticking a box.
Related: The Key To Hiring The Best Employees
“Not only do you get points for training people, but if you keep those learners and employ them, you get five bonus points. SMEs through to corporates qualify for these points, and it’s an excellent way for SMEs that are not majority black-owned, in particular, to reach level 2, 3 or 4 status.
“What are you doing to achieve this in your business? Essentially, you just need to focus on creating skills that you need anyway. This shouldn’t be a grudge spend. It’s a real business solution.”
Interviewing for success
Here are Donna and Elvira’s top tips for interviewing — and hiring — the best candidates for your business.
- Red flags. One of our favourite questions is ‘Tell me about when you missed a deadline.’ It’s an immediate red flag if they say they never have; either they’re lying or they’re not accountable. We’re looking for an answer that says they had an issue, what that issue was, that they recognised it, and how they found a solution — solution and accountability are key. We’ve found that a person’s belief system dictates how they answer this. Everyone believes they’re right. No one is trying to give you a terrible answer, but what they say gives you real insight into their beliefs.
- Uncover values. There’s one sentence that will also give you huge insight into your candidate and their values: ‘What’s the one thing your parents said to you that you will always remember?’
- Hire for attitude. Look for phrases like ‘I’m prepared to do anything,’ and ‘any work experience is positive’. You’re looking for candidates ready and willing to roll up their sleeves and build their careers — even if it’s from the ground up.
- Find motivators. One strategy that will reveal how determined a candidate is to join your organisation and to prove themselves is to offer a lower salary with potential for growth.
- People don’t change. Interviewing is a psychological science. Past behaviour is absolutely a predictor of future behaviour, so you want to uncover that past behaviour. People change, but you can’t change a person’s wiring. People may grow and mature, but there are fundamental behaviours that won’t change. If you’re always late, you’ll likely always be late, for example.
- In control. As recruiters, we’ve found our biggest successes are often the children of entrepreneurs, because they’ve learnt that they are the architects of their own destiny.
- Interviewing is a skill. Most managers aren’t good interviewers; it’s not a skill that’s been practised or that they’re focused on. It’s not what they do. They are specialists in their fields. If you’re a manager or business owner interviewing people, think through your questions and interview process carefully, and upskill yourself. In other words, take it seriously. This is the foundation of your entire staff strategy and complement.
- Use technology. Technology can make the whole process easier, particularly if you are stretched for time. Spend time designing questions and then get someone else to ask them. Video each interview, watch the interviews in your own time, and then select the top candidates for face-to-face interviews.
- People lie. Don’t rely on CVs or take them at face value. People lie. One of the most common issues we see is people who take the job spec of the position they’re applying for, and copy and paste it into their CVs. They’re not truly representing themselves, they’re just trying to be what the company says it needs. This makes the interview particularly important. People make up stories, and if you don’t know how to interview, it’s not always easy to catch them out.
- Use references. Make sure you have qualifying questions to double check everything interviewees claim to know. One of the best ways to still do this is through reference checks. Many people think reference checks are a waste of time, but they’re actually your greatest tool — if you ask the right questions. Be direct. Don’t ask open-ended questions. We think people won’t say bad things about someone else, but they also won’t put their credibility on the line. If you state what the job entails, and if the candidate can deliver, that’s a yes or no question. Ask for an example of what they have delivered based on specific requirements. In particular, ask the question ‘If you were going to develop the candidate, what would be your recommendation?’ You’re not looking for a negative answer, but it will give you insight.
Skills shortages are driving up salaries — if you want to compete in the future, upskill now
You might invest in employees who leave, but if upskilling is integral to your long-term growth strategies, you’ll not only increase the pool of skills in your industry, you’ll become known as the company in your sector with the most skilled employees (that everyone’s trying to poach and where everyone wants to work).
Recruitment is strategic, not operational
Operations drive recruitment, but the company’s focus and mandate must be determined at a
board level. Skills are the most sought-after commodity in the universe — are you giving them enough focus?
The skills development levy is a boon, not just a compliance issue
BEE legislation now requires that 6% of an entity’s leviable SDL salary spend (your annual salary bill) be spent on training. You can either use this to your advantage, or view it as a grudge purchase.
Designing Her Destiny
Oh Yay! owner, Emmerentia van den Hoven does business her way.
In 2011, Emmerentia van den Hoven took a leap of faith when she decided to leave her graphic design job at an agency and pursue her real passion – and it has paid off tenfold. Here’s her story.
“When I started planning my own wedding eight years ago, I fell in love with wedding design and wanted to do that for the rest of my life. Designing for brands had become a set of rules rather than being creative, and I’d always wanted to work for myself. So, in September 2011, I turned my seven-month-old side gig into a fully-fledged business and launched Oh Yay!
I have to hustle every month to get new clients because every client will use my services maximum twice – first for the wedding invitations and then for the stationery on the day – so I don’t normally have returning clients.
Because my main business is seasonal and usually once-off per customer, I have branched out into branding for small businesses in the beauty and lifestyle industry. I also earn a passive income through the Oh Yay! online shop where I sell wedding décor items. Oh Yay Kids – my other online store – is my passion project. I launched it just before my second child was born, adding items to the store that I made for my two boys when I saw a need for it. I then expanded into prints for nurseries and kids’ party stationery.
I work for myself and have no employees, so the fact that QuickBooks lets me load all my services, products and prices in one place makes running my business so much easier. Being an entrepreneur is difficult because you don’t know if you’ll be successful or not. But if you believe in and love what you’re doing, it reflects in your work and the service you give.”
Less admin, more of what you love
When Oh Yay! was launched, along with her dream of being an entrepreneur, came the nightmare of other administrative tasks. But that changed in 2018 when Emmerentia started using QuickBooks.
“When I was using spreadsheets to balance my books, I was spending 80% of my time on admin, which left very little time to tend to customers’ orders. I now spend no more than 25% of my time on admin, which is important, especially when it comes to the speed at which I send quotes. You don’t get any work if you don’t send out quotes and it’s tough to juggle the admin with your actual job of running the business.
Numbers were never really my strong point, so having a professional quote done in record time not only projects professionalism, but the format also changes the way new clients see me. In my industry, the quicker you can send a quote out, the likelier you’ll get the clients’ business. It gives legitimacy to my business. The QuickBooks system operates so seamlessly that clients communicate with me differently, like I have my own accounting department, when in fact, I’m a one-woman-show.
I used to dread doing admin, but now it’s so easy and quick. I’m not just saying this – QuickBooks changed my life.”
Watch List: 50 Black African Women Entrepreneurs To Watch
These female entrepreneurs are breaking barriers, transforming industries and inspiring change on the continent.
From creatives, to tech gurus and medical scientists, here’s how these African women have revolutionised their communities through their innovative and sustainable businesses:
- Portia Mngomezulu
- Nandi Dlepu
- Nthabiseng Ramaboa
- Ntombenhle Khathwane
- Sunshine Shibambo
- Mogau Seshoene
- Nontando Molefe
- Thato Kgathlanye
- Nothando Moleketi
- Allegro Dinkwanyane
- Sandra Mwiihangele
- Shakeela Tolasade Williams
- Reabetswe Ngwane
- Mabel Suglo
- Lucy Agwunobi
- Patience Maame Mensah
- Rachel Sibande
- Nneile Nkholise
- Nelisiwe Masango
- Sheila Afari
- Samke Mhlongo
- Kelebogile Mabunda
- Aisha Pandor
- Karabo Mathang-Tshabuse
- Zanele Matome
- Shingai Nyagweta
- Funke Bucknor-Obruthe
- Vere Shaba
- Khanya Mzongwana
- Portia Masimula
- Monalisa Molefe
- Nozipho Dube
- Rapelang Rabana
- Botlhale Tshetlo
- Lebo Mphela
- Sarinah Matema-Morgans
- Tsholo Wesi
- Theo Mothoa-Frendo
- Palesa Sibeko
- Mokgadi Mabela
- Sibongile Sambo
- Tam de Vries
- Constance Mapule Bhebhe
- Phendu Kuta
- Linda Mabhena-Olagunju
- Nobesuthu Ndlovu
- Regina Luki Kgatle
- Hlengiwe Vilakati
- Lilian Muhammed
- Bonolo Mataboge
Starting a business is not for the faint of heart, but that didn’t stop these 50 women from doing it. Across the continent, women have pursued entrepreneurship, some for the very first time at 50 years old, while others have never even been formally employed.
Owner Of Nouwens Carpets Shares Success Lessons From Running A 50 Year Old Family Business
Embrace technology every chance you get.
A company that’s been active for more than five decades in an industry that’s hundreds of years old doesn’t sound like a recipe for innovation — and yet that’s exactly what Luci Nouwens, owner of Nouwens Carpets, is focused on.
The modern carpet has a history that goes back thousands of years. And despite the hipster trend of reclaimed and hard wood flooring, the carpet still remains a popular choice for consumers.
In South Africa, a name that’s synonymous with quality carpeting is Nouwens. When Cornelis Nouwens arrived in the country in the 1950s, bringing the skills of a trade which he had mastered alongside his father in Tilburg, the hub of the Netherlands’ wool textile industry, he passed on the skills and the love of the craft to his family and to workers in the Harrismith region in KwaZulu Natal.
More than 50 years after her father started it in 1962, the company remains family owned, and is headed by Luci Nouwens, who has been with the business for 48 years.
“We have maintained our reputation for premium quality all this time by paying meticulous attention to crafting standards and selecting only the finest raw materials,” says Luci. “Equally important is that we have innovated at every opportunity, embracing technology without ever compromising the traditional craftsman’s spirit.”
Innovation drives growth
Businesses that innovate are able to grow and hire more employees. As a result, they grab a bigger share of the market. That’s true regardless of the size of your business: If you innovate, you can scale up.
In 1968 Nouwens launched a pure karakul wool carpet that was extremely hard wearing and took the company into the commercial carpet market. Luci recalls the manufacturing of the carpet as “a major feat of unique textile engineering.” Another innovation in 2005 was the introduction of a totally new style of flat weave wool carpet, a very clean, minimalist and natural look requiring much less wool without compromising on wearability.
“These innovations are just two of many that have allowed the business to boost its market share over the years,” says Luci. “But beyond that, innovation has enabled Nouwens Carpets to form the backbone of economic activity and upliftment in the local community around Harrismith. This has allowed us to make substantial investment in providing education and skills development for the local population, to ensure that the craft is preserved for generations to come.”
Innovation enables sustainability
Innovation in technologies and how they are applied is key to enabling a manufacturer like Nouwens to create new business value, while also protecting the planet.
“We have used technology to enable sustainable manufacturing, for the benefit of the business, the community, and our customers.”
Nouwens selects equipment, materials and manufacturing methods based on their degree of sustainability and protection of the environment. The company is also a member of the Green Building Council of South Africa and submits its products for VOC testing to ensure that harmful emissions are significantly reduced.
“Ultimately, we are driven by a passion for textiles and the ability to constantly find better ways to produce beautiful products. After the downturn in the economy, we started to produce more cost-effective commercial nylon yarns, and in 2017, we became the new kid on the block for synthetic grass. The bottom line is that a true entrepreneur does what has to be done when the time comes.” — Monique Verduyn
The role of disruption in creating value
A disruptive business is a business that challenges and potentially changes the status quo. From a mindset point of view, a culture that questions ‘why’ can help foster organisational and market disruption. But disruption for the sake of disruption is self-defeating, it needs to be on the back of making things better and based on commercial principles, i.e. people or market players actually wanting to be disrupted.
The starting point is this: Does someone, or a market, value what you’re producing? If the answer is yes, you have a commercially viable disruption. Disruption that is valued by its target market has the best chance of resulting in success.
Get that right and you’ll have a customer base, you’ll gain traction and you’ll attract investors, provided you’re also making a meaningful and sustainable difference to your target market or community. — Ian Lessem, CEO, HAVAIC Investment and Advisory Firm
Team up with customers and competitors.
There’s more power in collaboration than competition. We’re stronger together than when we’re apart. When it comes to working with competitors, consider this: They may have something that you don’t, or vice versa, and 50% of something is always more than 100% of nothing. You’re then positioned to add value before you add an invoice, so your clients benefit from your relationships, and the market wins. From there, you become your client’s go-to-person, because you’re putting them first.
Customers are also a great source of knowledge: They might just have the answers you’re looking for, but are you asking them the right questions? They often know more about an entrepreneur’s business than they know themselves, because they’re on the receiving end of your offering. One way to collaborate with customers is to ask them more questions about yourselves, themselves and their clients. Harness their perspective and develop yourself to give them what they want, not what you think they want. — Wes Boshoff, founder, Imagine Thinking
Know what your audiences are interested in
As a brand, there are many ways to ensure your audience is paying attention to you, but you can’t expect them to find you unless you’re sharing content that captures their interest. If you send out press releases, don’t be too rigid or plain. Audiences want to be engaged, and not to have to deal with long, cumbersome information. An infographic, along with a video or pictures will make your release easier to ingest and more memorable. People don’t want boring figures, they want relatable stories.
One way to be relatable is by tapping into influencer marketing. This doesn’t mean you need celebrities with the highest followings to endorse you. Micro-influencers are proving to have just as much clout as those with larger followings. Evidence shows that micro-influencers have a more established and deeper connection with their audience, which translates to loyalty and a readiness to follow their advice. The trick is to find the micro-influencers who are speaking to the audience you want to reach.
Big data plays a key role in painting a picture of who is ‘out there’. With the right information, you can tailor your content to a specific audience. Big data can show you what topics and problems are trending in your industry, so that you can get the jump on them. Use big data to deliver your own insights on current topics, shaping and leading the conversation, converting your audience’s attention into action. — Madelain Roscher, founder and managing director, PR Worx and Status Reputation Management
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