Authored by: Dr Karina de Bruin, Managing Director at JvR Academy How often do you think about the future of your own workplace? How many of the skills that you use daily were required when you started your career? The new world of work and future workplace skills is often associated with the Fourth Industrial Revolution. The World Economic Forum, Harvard Business Review, Deloitte and McKinsey Global Institute, among others, regularly report on insights, trends and challenges that relate to Industry 4.0. Like what has happened during and as a result of the previous three industrial revolutions, the current industrial revolution has already caused fundamental changes in the world we live in. Just think about the impact of the cloud, the Internet of things, 3D printing, big data and increasing computing power on how we live, work and communicate. These cyber-physical systems involve completely new capabilities and intelligence not only for people, but also for machines. Artificial intelligence is all around us, from self-driving cars and drones to robotic vacuum cleaners, chatbots and software that directs us to our destinations. Fear of being replaced Many of these advancements often dominate our thoughts with fear that employers may replace us with technology that can fulfill our roles more efficiently and effectively than we can. These fears are often amplified by predictions that going forward, up to 50% of work activities could be replaced by existing technology. Because artificial intelligence is drastically changing the nature of work, organisational structures are continuously redesigned. The results of a recent survey done by Deloitte showed that only 30% of Generation X’ers expects to work at a company for five years or more. The reality of high employee turnover therefore poses another justifiable threat to employees, which helps to maintain fears about the future of work. The toll of technological literacy Technological literacy is now a basic competency for everyone, regardless of age, generation or industry, but with that comes various social and emotional challenges. Staying connected 24/7 (as many employers expect) results in longer working hours, working at higher levels of intensity and removing the boundaries between work and private life. Proper human interaction is replaced by communication via emails, conference calls, and video chats. The demands caused by expectations that requests must receive almost immediate attention, no matter what time of the day or day of the week, often makes it very difficult to distinguish between work life and personal life. Researchers have proven that an imbalance between work and life roles may have a severe negative impact on the general well-being of individuals, including low mood, stress and anxiety. The McKinsey Global Institute recently published a report revealing that jobs that involve basic cognitive, physical and manual skills, as well as a lower level of data input are most likely to be taken over by machines. Fortunately, the report also predicts a dramatic increase in demand for more employee hours across jobs that involve (1) higher cognitive skills, such as advanced literacy and writing, quantitative and statistical skills, creativity, critical thinking and complex information processing, (2) social and emotional skills, including advanced communication and negotiation, empathy, the ability to learn continuously, to manage others and to be adaptable, and unsurprisingly (3) technological skills - from basic to advanced IT skills, data analysis, engineering and research. Creativity, complex information processing and advanced IT skills may appear to be out of reach for some of us. But what is exciting, is the fact that social and emotional skills, also commonly referred to as Emotional Intelligence, will also get more airtime. The McKinsey report predicts that from 2016 to 2030 there will be a 26% increase in the call for these skills. The good news is that it is indeed our social and emotional skills that distinguish us from and put us ahead of machines. Using EQ to survive To conquer our fear for artificial intelligence, we thus need to develop our emotional intelligence. This refers to the skills needed to identify, understand and manage our own emotions, and those of the people around us. When someone has with a high level of emotional intelligence, he or she knows what they are feeling, what their emotions mean, and what the effect of these emotions are on other people. Although some of these skills may not come naturally to everyone, they can be developed. What employees can do better than any smart machine, is manage their own emotions and that of their colleagues and team members. If we can be outstanding motivators, leaders, or listeners, and if we can manage our stress and solve problems when things are getting tough, then we will still have a very important role in the workplace where technology changes the world around us. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world, and support a range of development opportunities and host events around People Development in Africa, a cause they feel is extremely important to the future of our continent.
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South Africa’s massive unemployment rate under its youth is currently estimated at around 52% and the percentage of youth absorbed into the formal economy is a mere 12.2%, justifying South Africans’ concerns about the matter. Although job creation is a global challenge, the low skills and education levels of the unemployed in South Africa undoubtedly exacerbates this predicament.
Job creation initiatives During the recent Job Summit, initiatives and agreements reached between government and large organisations promise the creation of an additional 275,000 jobs per annum over the coming years. “Youth employment interventions worldwide have shown to have a positive impact on labour market outcomes,” says Dr Karina de Bruin, Managing Director at JvR Academy and counselling psychologist. She says skills development, the promotion of entrepreneurship, subsidised employment programmes, and youth employment services greatly assist in achieving this positive impact. “These may however not lead to immediate positive effects on labour market outcomes. Investments in human capital take time to bear fruit.” Job destroyers The quality of education instilled in the individual is often questionable. De Bruin says instead of taking responsibility for their own upskilling and finding a job, individuals often look around them and lose hope when they see so many other unemployed and in the same dire situation they find themselves in. “At their immediate environment or social level, there is often a lack of successful role models and negative influences by family members and peers.” She adds that at the broader societal and political level, factors such as socio-economic status, state capture and corruption lead to lower levels of trust and scepticism from investors in the SA economy. The result is an economy that is being deprived of meaningful investment in its human capital – education and skills development. Author of “South Africa Can Work” and labour lawyer Frans Rautenbach writes in an article that regulation and labour legislation increase the cost of labour. “So employers buy less of it”. The role of legislation De Bruin says labour market legislations are necessary to address inequalities, protect temporary workers and improve working conditions. However, they sometimes create barriers for entry into the job market. “Worldwide, research has indicated that when government intervenes in the workplace, it does not necessarily decrease inequalities and it often leads to an increase in unemployment.” She adds that employers generally do not respond very positively when governments are too prescriptive in terms of how they should do business. “Employers often choose to downscale on temporary employees rather than offering them permanent employment. Or they choose to outsource some of their activities rather than employing people full time.” The need for job security, minimum wage laws and other conditions of employment often prevent people on the lower levels of the spectrum, from finding employment. Especially the non-skilled worker is missing out on opportunities to earn a wage (even if they are willing to offer their services at a much lower wage than prescribed), says De Bruin. They are deprived of the opportunity to show how they can make a valuable contribution to the workplace. When appointed on a temporary basis, employers have the chance to observe their potential, which may lead to longer term and better employment prospects. At the least, they would have proven their willingness to work, reflecting on a positive attitude – a quality equally important than technical skills and experience. “Even opportunities to be involved in temporary or low paying jobs, provide a chance to gain work experience – exactly what employers are looking for in prospective employees.” The differentiators The success of employment intervention programmes largely depends on how they are designed and implemented. De Bruin says it is critical to ensure alignment between individual strengths and the type of work environment where an individual applies these strengths. It is also imperative that efficient mentoring and monitoring occur. “The intensity and scale of the skills development programmes contribute to the success of these programmes.” De Bruin notes that too often these programmes merely provide the youth with a once-off development opportunity with limited impact. “These programmes are a waste of time and money, but the numbers often satisfy the sponsors.” Her advice: “Rather focus on longer term skills programmes, including technical skills and workplace soft skills, where participants are mentored, monitored and the learning gets cemented by means of continuous learning touch points.” Work readiness programmes, particularly, could be integrated in the school curriculum and should rather be a continuous exposure to the development of skills needed to enter and remain in the workplace. It is also important to instil a greater appreciation and recognition for trades qualifications. Certainly, in our current economic climate, Matric or a higher education qualification is not the only ticket into the job market. END MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They collaborate with test developers, consultants and academic institutions all over the world and support a range of development opportunities. The JvR Africa Group proudly hosts events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Grou Authored by: Dr Karina de Bruin, managing director of the JvR Academy
Grade 12 learners will soon be facing their final school exams. For most, this will be followed by extended matric holidays. But what happens thereafter? For the lucky ones, it may be further studies at a higher education institution, or perhaps joining a family business. The brave ones may start their own enterprises, while others may choose to take a so-called ‘gap year’ to try and finalise their future career plans. However, with only a few months left, many matriculants are still not sure where they will find themselves in the new year. Numbers don’t lie Finding a job in a crippled economy may be a challenge. According to Statistics SA (May 2018), South Africans between 15-34 remain vulnerable in the labour market. Many young people become so discouraged by the lack of work opportunities, that they also become disinterested in further education or training. Almost one in every three young people between 15 and 24 were not employed, or part of the education and training system in the first quarter of this year. Graduate employment figures also show that a university degree does not guarantee a job. The unemployment rate among graduates aged 15-24 was just over 33%, and among those between 25 and 34 years, just more than 10%. Research has highlighted various factors that contribute to graduate unemployment. These include negative perceptions about certain higher education institutions by prospective employers, lack of work experience, lack of behavioural skills required by the specific industry, and cultural fit. All these figures and research paint a rather bleak picture to school leavers who are about to take their first steps into the adult world. The resilient bright side If we are a bit more optimistic, the figures also tell us that two in every three young people between 15 and 24 were employed, or in education in the first quarter of this year. So why is it possible for some young people to find their feet in the labour market? Again, there are many external factors contributing to this. However, we often forget about one of the most important factors that lead to success: the resilience of the jobseeker. And then the question arises of why some people are more resilient than others. Researchers in the field of positive psychology have spent many hours trying to figure this out. In the engineering world, resilience refers to the ability of an object, or structure, to spring back into shape after it was exposed to a severe force or pressure. Other terms associated with resilience are elasticity, flexibility, pliability, plasticity, and adaptability. In human terms, resilience refers to the ability of a person to recover from setbacks, adapt well to change, and keep going even when facing difficult circumstances. To survive in a country with a high level of unemployment, resilience is probably one of the most important skills for anyone to possess. The characteristics of a resilient person remind us a bit of Aesop’s fable of the neighbouring willow and oak trees. Amid a raging storm, the mighty and solid Oak collapsed, as it was rigid and inflexible. On the other hand, the Willow survived owing to its ability to be flexible and adaptable to weather storms. How to become a Willow Tree How can we as humans cultivate such a willow-like character? Although researchers have made strong links between resilience, genetic and biological factors, the good news is that we can also learn to be more resilient! Here are a few ideas:
ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world, and support a range of development opportunities and host events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Grou Authors: Dr Renate Scherrer‚ MD of JvR Consulting Psychologists and Dr Karina de Bruin, JvR Academy Managing Director
Throughout history we’ve seen women who stood out above the rest. They excelled against all odds in a society or a sector which did not acknowledge their contribution, whether in politics or business. These are arguably tough sectors for any leader to make a difference in, and have an impact on, but even more so for these women who often had to navigate the muddy waters of prejudice, stereotyping and even jealousy. What makes women successful as leaders? When one considers the Forbes list of the 100 most powerful women, Germany’s Angela Merkel has been the number one for almost a decade – being ousted by Michelle Obama once in 2010. Other names frequenting this list are Melinda Gates, Sheryl Sandberg and Christine Lagarde – all strong women with unique characteristics. Closer to home, some of the names we have come to associate with power and influence would typically be Winnie Madikizela Mandela, Pam Golding, Thuli Madonsela, Wendy Lehabe and Gill Marcus. In broad strokes the similarities we perceive them to share are certainly some of the following: courageous, focused, driven, self-confident, assertive, and resilient. Overall, they do not conform to what society dictates, they are passionate about their beliefs, willing to take risks, and they often spearhead social change by speaking up about domestic violence, injustice, and discrimination of any kind and the oppression of minority groups. Focus on the activities that are energising Even though most women may not make the Forbes list or the top echelons of multinationals, there is no doubt that they start their careers in business and other professions with the same level of intelligence, education, and commitment as men. Recent years have seen an increase in women taking up significant leadership roles, perhaps because of the realisation that the familiar glass ceiling is unfair, but also because of an increasingly urgent need for more leaders. What hasn’t changed, however, is the fact that women often get home from work, only to sign-in to a ‘second shift’ of motherhood and homemaking. According to the Mckinsey quarterly (2008), this double burden of motherhood and management drains energy in a particularly challenging way. Most people will agree that work–life balance is a myth, especially when you are in a leadership position in an always-on, always connected work culture. Mckinsey highlights that women’s only hope for survival is to balance their energy flows: in short, they need to focus on the activities that are energising (both at work and at home), and actively managing their resources. This is probably easier said than done. Countless women will attest to the fact that they are often too tired or occupied to even know what energises them. As a result, they land up being overworked, overstressed, and emotionally overloaded. The fire-spitting dragon queen When we are stressed, tired, or distracted, we are at risk of overusing our strengths or operating from the dark side – by being, for example, emotionally volatile, manipulative, distrustful, passive-aggressive, and arrogant. In more every day terms, we become the cold-hearted ice queen, the colourful drama queen, the manipulative queen of hearts, the adventurous queen of the desert, the meticulous queen bee, or the infamous queen of denial? Leadership in increasingly virtual, digital and global organisations with progressively diverse, multigenerational and highly educated teams will relentlessly test the resilience and character of women leaders. Leaders have a high level of influence and people generally look up to them. Others see them as role models and mimic their social interaction. We also know that employee engagement is specifically driven by the quality of the relationship between leaders and followers. It is therefore important that this relationship is defined by aspects such as respect, learning how to debate rather than fight, to not allow emotions to overrule reason, to inspire rather than micro-manage, to display humility, and have a fierce ambition for collective success. Reputation is Queen! Women leaders who tend to digress to the dark side when pressured will inevitably end up having a tainted leadership reputation. Such a tainted reputation will (sooner or later) derail the otherwise high-potential, competent and strong leader. Consequently, the wise women leader will manage her reputation very carefully. Crucial aspects underlying reputation management are self-awareness and self-management. It is impossible to change your reputation if you are not aware of what it is and how it is impacting your leadership influence. A good start is to ask for feedback, truly listen to it, and then act on it with integrity and good judgment. In doing so, they stand a far better chance to reach their potential and leave an inspiring legacy. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world, and support a range of development opportunities and host events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group Author: Dr Karina de Bruin, Managing Director of the JvR Academy
As we are approaching the 2018 FIFA World Cup Soccer finals, it could be interesting to look at whether we can take some lessons from soccer players to senior management in the corporate world, and of course, vice versa. So far, this year’s World Cup tournament has been marked by huge upsets, leading to shock exits – of which South Korea’s elimination of Germany, and Croatia’s win over Argentina probably are the most remarkable. If Germany went into the tournament as one of the favourites to take the cup home, their disappointment and despondency after losing to South Korea came as no surprise. Soccer is a game of rollercoaster-ride emotions, for both the players and the spectators. One moment there is jubilation, euphoria and triumph and soon after, there is anticipation, anger and sorrow. What happens next, usually depends on how the individuals and the teams regulate these emotions. Destructive emotions can highjack performance and team relationships. They can lead to impulsive behaviours and prevent anyone from making effective decisions. Managing emotions Coping effectively with these emotions means you must have a high level of emotional self-awareness. Emotional self-awareness has to do with recognising your emotions as well as the impact of these emotions on yourself and others. Furthermore, it will help you to identify the triggers of certain emotional and behavioural reactions. The ability to be emotionally self-aware is one of the fundamental building blocks of emotional intelligence. The concept of emotional intelligence is broadly structured around “managing ourselves effectively” and “managing others effectively”. Seeing that a soccer player shares the pitch with the rest of his (or her) team, the opponents and officials, it would make sense to focus on team and social relationships and how to manage these effectively. But there is no way that you can manage your relationships with others if you cannot manage yourself well. And managing yourself (your emotions and behaviour) is impossible without knowledge of what is happening inside. The basic principle of self-awareness is somewhat like that of project management you can only manage what you are aware of! Start in a safe environment Soccer is an extremely fast-paced game, so trying to focus on emotions while playing, is probably asking too much. Similarly, the corporate world moves very quickly. How can any player or boardroom member increase his or her level of emotional self-awareness while speeding around on the pitch or in the office? It might be a good idea to start working on your self-awareness away from the field or your colleagues, where the competition is less fierce and the stress levels more manageable. Once you experience self-awareness success in safer environments, the more competitive soccer field or boardroom will provide ample opportunity to practise these skills. Here are a few tips on managing your emotions in stressful situations: Step 1: Do self-observation and write your observations down in a little notebook. However, simply writing down your experiences will not be enough. You also need to reflect on these experiences by asking yourself thought-provoking questions so that you can develop a deeper level of understanding about yourself. After a while, you will see patterns of emotions, insights and behaviour emerging. The knowledge about yourself can guide you in managing yourself and your relationships more effectively. Step 2: Ask for feedback from others that know you well and that you trust. Not everything people say about you may be true, but it is worthwhile listening to their views. The fact that someone experiences you as always angry, irritated or tired can be invaluable feedback and, as said previously - what you know, you can manage! Step 3: Listen to your body. If you continuously have tight shoulders, struggle to sleep or wake up clenching your teeth, your body is trying to tell you something! Listen to this message, because once again, what we know we can manage! Being able to identify your emotions and regulating them are cornerstone ingredients of emotional intelligence. Losing a match is always disappointing, but researchers have shown that athletes with high levels of emotional intelligence have more positive feelings. And more positive feelings will generally reduce the negative impact of the loss and help the team to face the next opponents with confidence and courage. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg, the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world, and support a range of development opportunities and host events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group South Africa will be celebrating its annual Youth Day on Saturday, with the theme for June: “Live the Legacy: Towards a socio-economically empowered youth.”
Millions of South African youths have however, very little to celebrate. According to Statistics South Africa (Stats SA) approximately 3.3million of the 10.3million young people aged between 14-24 years were not in employment, education or training in the first quarter of 2018. This implies that close to one in three young South Africans in this age group were disengaged with the labour market. More than 10% of the graduates aged between 25–34 years could not find a job, despite their education. The burden of unemployment is also concentrated amongst the youth as they account for 63,5% of the total number of unemployed persons. Lack of employability skills Dr Karina de Bruin, JvR Academy Managing Director, says these results are a “sad reality”, despite efforts over the years to improve the plight of South Africa’s future generations. “The education system focuses on subject and functional competencies. And that should indeed be the case,” she says. “One should be able to read, write, calculate, understand history, geography and science. All these subjects contribute to potential career and personal development.” However, a crucial element of career and personal development is employability and the skills that makes one employable. The employability skills listed by employers include: problem solving, initiative and self-motivation, coping with pressure, team work, ability to learn and adapt, valuing diversity and negotiating skills. “The education system is lacking when it comes to this aspect of employability. We should also not forget that the individual is as important in determining employability.” Responsibility for one’s own development De Bruin refers to a Malaysian study which demonstrates that “self-concept, participation in career development activities, and industrial training” play the biggest role in terms of the acquisition of employability skills. The first two elements are solely related to the individual. She says another aspect that should be added is self-directedness: taking responsibility for one's own development. Young people need to look for opportunities to develop their workplace and functional skills, but also to obtain behavioural competencies that will contribute to finding and keeping a job. “Employability skills are often overlooked when attempts are made to make the youth economically active.” Many people have become involved in youth initiatives, simply because it seems to be the right thing to do. There is a lot of talking, just to advance their own careers. “If we look at the huge numbers of young people who go untouched by many of the youth bodies, it is indeed unsettling,” De Bruin remarks. Small steps for future change “My philosophy in terms of people development has always been that you only need to touch one or two people... They go back to their communities and make a difference in the lives of those around them as well.” De Bruin believes simple and small changes is achievable to have meaningful long-term effects. One step is to infuse the education curriculum with employability skills development, another is to enhance communication channels between important role players so that everybody starts putting words into action. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With it’s head office is situated in Johannesburg; the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world and supports a range of development opportunities and hosts events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group Authored by: Dr. Karina de Bruin Managing Director: JvR Academy | Counselling Psychologist
The workplace today mirrors the world we live in – a place that has become increasingly volatile, uncertain, complex and ambiguous (VUCA). Surviving in this VUCA world means business “unusual”. People need to adapt and learn faster to accommodate change. They must be self-directed and learning agile to survive. Self-directed learning Self-directed learners take responsibility for their own learning, with or without the help of others. They identify their own learning needs, they set their own goals, and they can assess their own learning efforts. Some people have certain characteristics which makes it “easier” for them to be self-directed. They are often more resilient, focused, original, creative and organised. This openness to learning cultivates learning agility. Self-directed learners have the make-up to absorb information from their experiences, take time to reflect on it and then apply what they have learnt in a changed or unfamiliar environment. Learning agility The new world requires of people to be learning agile. Many jobs change dramatically over a relatively short time period. Workers need to constantly update their existing skills and knowledge and acquire new skills and knowledge to ensure career success. The time lapse between knowledge acquisition and obsolescence is increasingly becoming smaller, therefore new ways of learning besides formal training must be explored. The environment (workplace) must be conducive to develop a willingness to learn and offer learning opportunities that are relevant and appealing to learners. Traditional learning is associated with the “teacher classroom concept” where the teacher or trainer transfers knowledge to the learner. However, organisations can no longer completely depend on traditional training and development. The promotion of self-directed learning may well be the best approach to keep learning aligned with a rapidly changing environment. Alternative ways of learning are encapsulated in concepts such as “blended”; “just in time”; “on demand”; “drip-feeding” or “dip-stick” learning. The self-directed learner can identify a specific need that will help him or her overcome obstacles in the workplace. They can “dip into” learning that will propel them forward. The learning is generally “short and sharp” and must be meaningful to the individual him- or herself. People who realise they keep falling behind, or struggle to complete certain tasks must be made aware of their own learning agility and the fact that they can improve it. Companies with a self-directed learning culture generally have more learning agile workers. These organisations do not fall apart in the face of changes and challenges. They invest in their employees to become more self-directed and to acquire learning agility. Self-directed and agile learning is not reserved for certain individuals in the organisation. It should be everyone’s responsibility. Being learning agile does not mean you have to be the Einstein of the company. Many big wins come from small changes. Measuring self-directedness and learning agility Organisations should identify the levels of self-directed learning and learning agility in its workforce. There are various formal measures available. These assessments are often available online but can be quite costly. There are more informal assessments such the 360-degree feedback process where you test your agility in terms of how your colleagues and peers perceive you. Some of the questions you could ask to determine your level of self-directedness and learning agility include: 1. Are you flexible enough to act on rapid change? 2. How motivated are you to learn something new – or do you need someone to tell what you need to learn and how to learn it? 3. Do you ever challenge the status quo to improve systems or processes? 4. Do you only use what is at your disposal to achieve things, or are you looking for innovative ways to solve problems? 5. Do you learn from previous failures, or do you persist with the same way hoping it will achieve your desired results? 6. Are you open to feedback and other ideas people present to you? Once you have assessed the feedback, you will be in a better position to develop a self-directed learning plan which should improve your learning agility. Learning is never wasted; however, it should preferably be relevant to the change the learner experiences in the organisation to adjust effectively to it. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office is situated in Johannesburg; the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world and supports a range of development opportunities and hosts events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group Author: Dr Karina de Bruin, Managing Director, JvR Academy, a division of the JvR Africa Group
It is a well-known fact to anyone in South Africa that the country is suffering from an extremely high unemployment rate. Compared to adults, the unemployment rate among the youth, irrespective of educational level, is significantly higher. Close to 30% of young persons (15-24 years) appear not to be in employment, education or training. When the age margins for the youth population are expanded to early thirties, the unemployment rate reaches levels of almost 56%. Many youngsters do not find a job because of the mismatch between their education or training and labour market needs and requirements. Adding to this bleak picture, more and more reports and articles predicting how technology is going to replace jobs, or rather replacing the people holding those jobs, are being published by credible sources. These figures are not particularly encouraging for those who are experiencing unemployment. They also don’t paint a positive picture for learners who are preparing for their final school exams prior to entering higher education institutions or the work place. There is hope Fortunately, the published forecasts do not only predict gloom. Sometimes reading between the lines, there is a lot of hope for the future of human work. A recent article in the Harvard Business Review highlights several human characteristics that would be extremely relevant in the future world of work. These include imagination, creativity, and strategy. Along the same lines, a recent Deloitte report mentions that the capacity for creativity and problem-solving will set one employee apart from another in future work settings. Work activities that involve these abilities are not that easy to automate and therefore the involvement of people (rather than robots) is almost guaranteed. Furthermore, a basic internet search of non-technical workplace skills and analyses of job advertisements have confirmed the importance of these and many other skills. These include among others teamwork, communication, self-management, planning and organising, initiative, critical thinking, and adaptability. These skills are often commonly referred to as 21st century skills or employability skills. Employability skills are those skills that are necessary for finding, keeping, and being successful in a job. In times of high unemployment and work environments marked by technological take over, employers have a larger pool of applicants to choose from and will favour those with well-rounded employability skills. Although these skills can be developed, some of these come naturally to many individuals, in which instance they can be regarded as strengths. And seeing that they are extremely relevant in the workplace, we can even call them workplace strengths. Strengths can be defined as underlying qualities that give us energy, help us grow and lead to high levels of performance. For example, if someone has a strength in terms of strategic mindedness, it is likely that he or she will be energised by focusing on the future and taking a strategic perspective on issues and challenges that he or she is confronted with. Such a person may play a valuable role in any organisation – especially in the current volatile world of work, where organisations often need to be flexible to adjust their strategy to cope effectively with the challenges. Identifying strengths To differentiate yourself from the thousands of applicants out there in the same position as you, you need to understand what it is that makes you stand out. One way of doing this is to identify and reflect on “defining moments” in all the areas of your life – this could include school, part-time jobs, volunteer work, and previous full-time employment. Identify times when you felt energised and performed at your best – remember that we are getting energised by our strengths! Ask yourself questions such as: “what did I learn about myself and my strengths from these situations? What type of work really energises me?” Discussions with friends and colleagues, who shared these environments with you provide a good platform for identifying these underlying strengths. This strengths-based approach turns individual development upside down. Instead of focusing on weaknesses that need to be overcome, it focuses on natural talents and on finding ways to complement them with further use and development. However, this approach should not provide any excuse for not being aware of and developing other important qualities and skills. For example, if teamwork does not come naturally to you, it might be good to challenge yourself to go beyond what you regard as your natural talents. It is therefore of the greatest importance to identify opportunities where your newly acquired skills, as well as your natural employability talents can be developed to enhance your chances of getting the job you really want. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With its head office situated in Johannesburg; the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world, support a range of development opportunities and host events around People Development in Africa, a cause they feel is extremely important for the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group Author: Dr. Karina de Bruin, Managing Director of JvR Academy, a JvR Africa Group company When going to work, one does not necessarily consider the emotional aspect of it, which in reality plays a significant role in your productivity and success. We are after all emotionally driven creatures, whether we want to be or not. This is where the term Emotional Intelligence comes in. It’s the ability to recognise specific emotions in oneself and others, acknowledge their effect on one’s goals and relationships, and either minimise negative effects or actively elicit emotions more appropriate to the situation. With Emotional Intelligence as a tool in hand, you can find much more effective ways of dealing with challenges at work and get your work done as efficiently as possible. There is a lot that companies can do to foster Emotional Intelligence (or EQ as called by its metric) among employees, one of which is to make it part of their corporate culture. When companies make the language of Emotional Intelligence part of the everyday work experience, they create an environment in which employees naturally embrace and start living the concept. This can lead to lasting results and a bigger payoff in increased productivity. Internationally, and locally, Emotional Intelligence has gained popularity in business over the last few decades. Research conducted by the JvR Africa Group has shown that, when comparing professionals in South Africa to their U.S. counterparts, the South Africans generally report higher levels of EQ on most of the sub-components of the EQi2.0, which is internationally widely used to assess Emotional Intelligence. However, these differences are relatively small and not really meaningful. But what is it that increased EQ can do for a company? Benefits Success on employee and business level hinges on effective personal performance and favourable relationships with customers, suppliers, colleagues, subordinates and stakeholders. There are many examples where Emotional Intelligence can have a positive effect, but warns that it must be considered in conjunction with factors like motivation, education and experience. Many companies already use psychological assessments in their recruitment and selection process. To obtain a more comprehensive picture, the assessment of Emotional Intelligence should be included, as it can distinguish between an employee who only just copes and one who excels. Such assessments also ensure that high EQ employees are hired from the start, reducing the cost of development interventions later. Productivity usually suffers when employees face aspects of their work they don’t enjoy or people with whom they disagree. Emotional Intelligence provides the tools they need to become more productive, cope better with work stress, resolve differences and work effectively in teams. A high EQ is therefore vital for executive positions, where good stress management, excellent problem-solving and sound decision-making are expected. By nature, leaders often seek to enhance their performance, and exposure to Emotional Intelligence development opportunities can help them achieve their goals in a sustainable way. Improving EQ Emotional Intelligence relates to a broad spectrum of soft skills so companies should first establish where improvements are required. Professionally administered self-report assessments, completed by employees, will highlight areas of concern and provide a guide for coaching and/or skills development. With this self-information, employers can plot the best course for EQ improvements in their workforce. Emotional Intelligence can then be increased through appropriate employee development that focuses on practical capabilities that deliver immediate results. Programmes can be customised to address the specific competencies required. They are typically offered as workshops stretching over one or more days and delivered as face-to-face sessions with an experienced facilitator. Ultimately, if companies can truly appreciate the fact that their employees are emotional beings, they can find effective ways of managing this aspect so that it can be the x-factor that sets the organisation apart from its competition, instead of hampering its growth and success. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za ABOUT JvR Africa Group: JvR Africa Group of companies consists of JvR Psychometrics, JvR Consulting Psychologists, JvR Academy, and JvR Safety. With it’s head office is situated in Johannesburg; the group conducts business nationally and across Sub-Saharan Africa. They work with test developers, consultants and academic institutions all over the world and supports a range of development opportunities and hosts events around People Development in Africa, a cause they feel is extremely important to the future of our continent. For more information on JvR Africa Group please visit: Website: https://jvrafricagroup.co.za/ LinkedIn: JvR Africa Group Facebook: The JvR Africa Group - People Development in Africa Twitter: JvR Africa Group YouTube: The JvR Africa Group |
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