Industry experts reveal that we’re not doing well in South Africa when it comes to gender equality at the executive level. The reports depicting the ugly truth are numerous, including the Business Women’s Association of South Africa’s (BWASA) 2017 Women in Leadership Census, PwC’s 2019 Executive Directors: Practices and remuneration trends report, or Bain & Company’s 2017 Gender (Dis)parity in South Africa. The question isn’t if a gap exists but how bad it is and how to close it.

For example, after Maria Ramos retired as Absa Bank CEO in February 2019, there were no female CEOs in the JSE Top 40 companies. Not until the recent appointment of Phuti Mahanyel-Dabengwa as CEO of Naspers, that is. There are certainly exemplary women heading up progressive South African enterprises, such as Lillian Barnard, Microsoft South Africa’s Managing Director since March 2019. But they are still the exception rather than the norm.

Qualifications fraud is a big problem in South Africa and, although not prominent at executive level, it does happen. To stamp out this practice, the National Qualifications Framework Amendment Act 12 of 2019 was signed into law on the 13th of August this year. It provides that people presenting false qualifications could serve up to five years in prison.

Being a businessperson who depends on honest, qualified staff, I am very happy about this development. In a country where corruption is exposed daily and where honesty and trust need to be reinstated, it will help prevent further fraud and corruption. At least there is now a material penalty to deter recruits from using forged qualifications.

However, the law does not solve the larger issue of candidates lying on their CVs.

Did your employees enjoy the chance to play over December? Why stop them now just because business has started up again? Current research suggests that organisations that provide opportunities for their staff to participate in playful, fun activities inside the workplace, reap various rewards. These benefits extend to the employees, their teams and the company itself.

Games, or any other stimulating activity done for the purpose of amusement, can actually help workers become more productive. Even if it’s just a foosball table in the canteen, a short recess from work for a lively match with a colleague can break the monotony of repetitive duties or alleviate the stress of continuous problem solving. A play-friendly workspace can therefore refresh staff, boost morale and increase job satisfaction.

It takes a special person to be the executive assistant of a senior manager or director at a large or small company. It is a complex job that leaves no room for mistakes. In a world where artificial intelligence is increasingly taking over jobs and making them redundant, good executive assistants need not worry: it is unlikely that there will be a robot that can be a perfect executive assistant.

Gusti Coetzer*, director: executive search at Signium Africa, that offers integrated talent management solutions to employers, explains how complex the position of an executive assistant can be and how executive assistants can avoid common mistakes.

Once again, it’s that time of the year, when Cupid reaches into his quiver of romance and aims his golden arrows of love at the hearts of executives everywhere. Of course, planning your Valentine’s Day agenda well in advance with your loved one’s happiness in mind will further his quest immensely. To help you make the most of it, our Directors at Signium Africa offer some last-minute tips.

Start with the right attitude – Annelize van Rensburg, Director: Executive Search

Yes, it’s true that the economy is poor, it’s only the second month of a demanding year and, as an executive, you need to concentrate on delivering the best performance you can. However, love knows no bounds and, luckily for you, February 14th falls on a Friday this year, giving you the whole weekend to focus on what’s really important. Start early, and be sure to fill the day with little surprises to show you are thinking about your partner the whole time, even when you are at work.

As South African Women’s Day rolls round again, we can draw satisfaction from the small victories achieved along the way. For instance, we have successfully challenged the old ‘weaker sex’ stereotypes. Unfortunately, the victory can be bitter sweet.

Our strength and resilience are acknowledged. So is our versatility. We are often praised for our multi-tasking abilities – a backhanded compliment as multi-tasking is largely a myth. Our coping skills are also lauded as we juggle the demands of home, children and career.

Second only to emotional intelligence (EQ), cultural intelligence (CQ) is fast becoming one of the most in demand skills for executives in today’s culturally diverse world of business.

The growing need for CQ is just one of the consequences of globalisation. It’s true that companies are setting up more bases in foreign countries than ever. But their own societies are simultaneously becoming more culturally diverse, as foreign citizens migrate in search of better career opportunities and lifestyles.

This means that culture is no longer a minor concern for executives. It’s a strategic imperative, and high-CQ leadership is needed to intelligently address this trend.

Ours is a disruptive world. Disruptors include AI, robotics, computerisation, globalisation and the imminent fourth industrial revolution. Already, a growing number of commercial and industrial processes are being dehumanised. So, are humans reaching their sell-by date?

Admittedly, people will have to adapt or cry (over lost jobs or diminished career prospects). The good news is that a stellar future awaits those who are flexible, resourceful, emotive and empathetic (in other words, the very human humans). This is especially true of corporate leaders who are developing coping strategies for the 2020s.