By *Annelize van Rensburg - www.signium.co.za

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.

In a struggling economy, jobseekers may be tempted to falsify information that could help them gain employment or skip some rungs on the ladder to the career and lifestyle to which they aspire. They might lie about previous titles held, their actual reward packages, their scope of responsibility, having a criminal record, being blacklisted or any other facts that either hinder or help their quest for their next top paying position.

Verification firm, Managed Integrity Evaluation, says that of 552,000 CVs it checked in 2017, 14.3% of candidates had misrepresented themselves or lied about their qualifications.

Executives typically face rigorous background checks and generally know better than to lie on their CVs. However, there are exceptions to the rule. For those who lack integrity, their desire to get ahead may tempt them to obtain false qualifications, withhold past wrongdoings or fabricate achievements.

Such actions are not only criminal but could bring into question the integrity of the hiring organisation's governance framework as well as having a negative impact on its growth and sustainability.

Yet, to cut costs, some companies are forgoing the extensive checks performed by executive search firms through their validation partners and the resulting analysis that gives assurance of a sound hire.

Executives are sometimes appointed by virtue of being a member of a trusted circle of business associates. Reward packages may be negotiated over a game of golf, and the position awarded without independent background checks. This is extremely risky.

Research has proved we’re not as good at reading people as we think. Knowing you can trust executive hires through fact-based research, trumps feelings of trust derived from regular social or business interactions. An appropriate rule of thumb is “better the devil you know” because that’s the devil you can avoid.In a time of public demand for better corporate governance, as well as transparency and justification of executive remuneration, every organisation must ensure the executives it employs have faultless track records. By using impartial executive recruiters or so-called headhunters, that engage trusted verification agencies to validate qualifications down to the finest detail, it will find the leaders it deserves.

*Annelize van Rensburg is a director of Signium Africa (previously Talent Africa), a leading South Africa-based executive search and talent management company servicing sub-Saharan Africa.

Rooftop farms may be next big thing in agri-business – Signium Africa (www.signium.co.za)

City-wide hydroponic rooftop farming co-operatives have the potential to become the next big thing in commercial agriculture. The prediction comes from Signium Africa, an executive search and talent management company with a large book of agri-business clients in South Africa and across the sub-Saharan region. Annelize van Rensburg, director responsible for Signium Africa’s agriculture portfolio, says first signs of the rooftop farming explosion are already evident, with black small-scale entrepreneurs in the forefront.

Van Rensburg notes: “We work for major corporates in the agricultural industry, but stay close to all important developments in the sectors we serve and the growing potential of hydroponic-based rooftop gardens in inner cities is the biggest trend on the mid-term horizon.

“Many of today’s big agri-businesses began as farming cooperatives that were formed decades ago when farmers banded together to achieve economies of scale and secure sustainable profits. The burgeoning growth of individual rooftop farms suggests similar potential exists for the formation of city-wide cooperatives by rooftop farmers. “The trend is taken seriously by the banks and organisations like Agbiz, the agricultural business chamber.

We expect critical mass in the next couple of years.” Rooftop farms are created when ‘agripreneurs’ rent empty space on the top of city buildings and use water-efficient hydroponic cultivation to grow vegetables and other crops. Inner city locations create logistic efficiencies as the farms are within walking distance of their target market – city dwellers looking for affordable food sources.

Karen Grobler, Agbiz marketing and communications manager, confirmed the organisation monitored transformation initiatives, including rooftop farms, and was excited by prospects. She says: “Our focus is on established formal business, but these small-scale entrepreneurs certainly have potential for sustained growth. We’re particularly impressed by the resourcefulness of these industry entrants.

“They are often businesswomen with a talent for creating solutions. For instance, some are looking at bio-reactors and solar energy to reduce their reliance on the electricity grid as hydroponics need a dependable power source. They already supply local retailers. Further growth can be expected.” The banks are also close to rooftop developments. Loffie Brandt, head, sales enablement, at Absa Bank, says there is “significant future potential for a massive uptick”.

He adds: “It is certainly a space where we could play in as finance is needed by all growth-minded business. Size is not always essential as with hydroponics there is potential for high-volume production at a single site. This suggests commercial viability could be achieved by small, individual operators.” One highly successful agripreneur, Sibongile Cele, has already demonstrated the growth potential up on the roof.

Her Mcebo Wealth Rooftop Farm has been supplying organically grown produce for more than two years. Crops include lettuce, spinach and herbs. The hydroponic system employs metal racking for maximum space efficiency, enabling vegetables to be grown ‘off the shelf’. Her operations in Hillbrow, Johannesburg, were funded by the Small Enterprise Development Agency and she currently reaches retail markets via an agent. She says: “I have an accounting background, so commercial success is important to me, but I also have a social mission. Providing food for the community gives me a sense of purpose.

It is also important to set an example for other women and show we can be successful, run businesses and provide food for our families and communities. “This is only the start. The sky’s the limit for rooftop farming.” Ends 

 Signium Africa (previously Talent Africa) is a leading South Africa-based executive search and talent management company servicing sub-Saharan Africa. 

Website: www.signium.co.za Tel:                 +27 11 771 4800 Issued By:     Tale Spin Media & Marketing    Zelda Williams 082 461 0689 or Gillian Schmid 082 960 3233   This email address is being protected from spambots. You need JavaScript enabled to view it.                     This email address is being protected from spambots. You need JavaScript enabled to view it. 

By Annelize van Rensburg, director at Signium Africa www.signium.co.za

Leadership identification and development continues to be one of the most pressing business issues keeping executives awake at night. Every business has the same aim: success and sustainability. Established routes to this destination include competitive advantage, new technology to improve productivity and product innovation, and cost reduction to secure pricing efficiencies. Without superior leaders, none of this is possible.Companies progress through a life cycle from seed to start-up, growth to established, expansion to mature, and then to decline and exit, or renewal through invention.

In the same way, leadership identification and development progresses through a cycle.Leadership consulting offers the most suitable answers to these current dilemmas by helping leaders to align their people strategy with their business strategy; providing scientific and objective information through assessments; designing development interventions to help leaders function at their highest potential; and then embarking on acquiring and retaining leadership talent when talent needs to be acquired and not ‘home-grown’.In order to remain competitive and relevant, business leaders must start by aligning their talent strategy with their business strategy. This is critical because talent strategies translate the company’s vision and values into expected employee behaviour and define how they will contribute towards the company’s success. Misalignment is likely to result in strategic goals not being met. 

It is a myth that only large organisations need a talent strategy. Smaller organisations are more at risk because there are fewer possible successors in unique roles.In addition, not only is it important to understand the current talent pool within the company but also future needs. This is done by analysing the readiness of the current leaders to meet the future business needs of the organisation and provides a realistic pipeline of leadership talent.Plan your talent for five years from now and not only for today; look to the future of the company. Use competency assessments to test employees’ long-term strategic thinking ability, innovation, as well as their flexibility in decision-making, because these are critical skills for building a successful business.Assessments are an objective and scientific way of gathering insight into a person’s current functioning and future potential. They provide an understanding of the impact of the person’s behaviour on others in the workplace.

If the assessment tools used are valid, reliable and culture-fair, and if assessments are professionally conducted, the insights are extremely useful.Most leaders are built, not born. Top performers take responsibility for developing their knowledge, skills and competencies. There are many ways of doing this, including leadership development programmes, on-the-job training and executive coaching, which is a powerful way to provide support to leaders and help them navigate current and future challenges.

Executive coaching can help turn good leaders into great ones.If leaders within the company are not yet ready or fully developed, leadership needs to be acquired, preferably with the assistance of a reputable headhunter or talent-search professional for those executive level positions.That suitable candidates can be found from outside the company’s industry is beyond doubt; they may even have an advantage over industry insiders.

Their advantage is the ability to ask embarrassing questions while taking nothing for granted. Successful cross-industry movers acknowledge that their first job is to listen, then listen some more. The reinvigorated executive team around the new leader stops making assumptions and starts to question old habits. They may also acknowledge that new technology, new legislation and the emergence of a new consumer are having major impact on their sector. There are no guarantees of success, however. Outsiders don’t always work miracles.Pros are accompanied by cons.

The ‘safe’ industry insider does not have to go through a period of intensive familiarisation with a new industry and its dynamics. He or she can hit the ground running. In contrast, the outsider faces a steep learning curve. Suddenly, evolution seems safer than revolution. Continuity seems a better bet than a thorough shake-up.Stay open-minded.When recruiting leaders, don’t ignore the importance of diversity to balance your team. Remember generation, gender, race, religion and so forth. Businesses with diverse workforces will have a strategic advantage in the marketplace.It is difficult to attract executive talent. It is easy to lose executive talent.Offering opportunities to grow and giving leaders room to express themselves remain key to executive retention.

This is according to Michelle Moss, director of Leadership Assessment Consulting at Signium Africa.There are also other ways business leaders can meet their employees’ needs and foster employee satisfaction to support retention.Give them the permission to dream up new ideas and different ways of doing things. Of course, the boss still needs to keep a bird’s eye view of what is going on and provide advice and guidance whenever necessary to ensure ultimate success.Make work meaningful because most employees want to identify with the vision, the mission and the goals of the company they work for. As business leader, make sure that these are communicated often and that all leaders walk the talk.

Pay your employees what they are worth. Reward and recognition is still critically important in the workplace. A fair trade is important to most people.Business success is a journey, leadership is the compass. Leaders should develop talent strategies for the right reasons, and not just to tick a compliance box. It is worthwhile remembering that we are dealing with individuals who should be esteemed in the workplace.

A leader is a dealer in hope – Napoleon Bonaparte.

* Annelize van Rensburg is a founder and director of Signium Africa, previously Talent Africa, a leading provider of integrated talent solutions and leadership development in sub-Saharan Africa, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

BY: Annelize van Rensburg, Director at Signium Africa (previously Talent Africa) www.signium.co.za

Executive DNA is not immutable. Requirements shift. Profiles change. Business needs and economic conditions are obvious drivers, but societal factors, technology developments and the spirit of the times play a major role in how executives see themselves, their role and priorities.We are what we eat, but we are also what we read, think and feel.

What happens around us, shapes us. Executives are not elevated above the society they serve. They are rooted in it.Global trends research strongly supports this view, even when the primary focus is much broader than the executive head-hunter’s fixation with managerial skill and leadership potential.

Parallels between evolving executive profiles and changing consumer preferences are inescapable when consulting in-depth studies like ‘Megatrend Analysis (Putting the Consumer at the Heart of Business)’ by a market research firm like Euromonitor International.For instance, the world trend to ethical living and its direct consequence, ethical shopping, are echoed by the growing C-suite emphasis on personal values and adherence to well-defined moral principles.Companies and their leaders are held to a higher standard than the balance sheet. How you perform is not limited to how much profit you make, but how you respect people, communities and the environment.

Today, this broader yardstick is fully endorsed by those hoping to achieve leadership positions. They don’t want to work for businesses that cheat and blur ethical lines.In addition, consumer trends to healthy living and mental and spiritual wellbeing are closely aligned with growing emphasis by senior managers on a balanced lifestyle, with time for reflection, for family and for personal growth.Consumers are not the only ones focused on local produce, local sourcing and local alignment. Businesses and executives increasingly stress their commitment to communities and local schools and charities.Another major retail trend is s-commerce, with sidelights provided by the contemporary techno-savvy executive. Social media and social messaging influence the purchasing of the Net-enabled shopper. Simultaneously, familiarity with digital platforms has become a key characteristic of ambitious managers.They don’t delegate personal techno tasks to PAs.

These executives use Facebook, Twitter, Snapchat and other mobile messaging apps. Many make effective use of blog posts.They make themselves accessible, knowing isolation is impossible as well as undesirable when social media reach is global. Asia Pacific has more than half of the world’s Net users while three-quarters of the planet’s population is served by 3G telecom networks.Techno sophistication increases all the time. Smartphone users totalled an estimated 18.48 million in South Africa in 2017 and will top 25 million by 2022.Willingness to explore new media is accompanied by willingness to explore new markets.

Consumer researchers see this as recognition that market saturation forces change. Retail brands that made major inroads into China’s megacities now target mid-tier cities while other businesses are looking at new methods of reaching rural areas, whether in sub-Saharan Africa, Asia or South America.Similar flexibility is evident in the make-up of the modern executive.

Very few believe in 10 years’ time they will still be conducting business in the same way in the same market or that their current skill set will never need a makeover. Some look at radical career change and movement into totally new industries.Social shifts and fresh thinking are reconfiguring the attitudes and attributes of the current consumer … but you could say exactly the same of today’s flexible, adaptable and socially attuned executive.

Annelize van Rensburg is a Director at Signium Africa (previously Talent Africa), a leading South African-based executive search and talent management company servicing sub-Saharan Africa. She is also Leader of Signium’s Global Consumer Goods and Services Practice.

Signium Africa proudly announces the appointment of Annelize van Rensburg as Leader of the Global Consumer Goods and Services Practice.  She celebrates twenty years of executive search as one of the founding members of Talent Africa that became Signium Africa in 2017.

Annelize is fulfilling a critical role as successful practice groups are a key part of Signium’s strategy and Consumer Goods and Services accounts for more than 25% of Signium’s searches globally. Annelize takes over from Frances Kelly who made a valuable contribution to the structure and quality of thought-leadership content on the global website.

Alastair Paton, Chair of Signium Global said “We are fortunate that Annelize has agreed to lead our global consumer practice. Signium is increasingly working at regional or global level for our clients as executive search and broader leadership advisors.  Annelize has an outstanding reputation in South Africa and a leadership style that is both purposeful and sensitive to different cultures”.

Annelize’s industry experience spans a variety of sectors with a number of clients in the consumer, agriculture, hospitality, FMCG and health sciences field.  She has experience in servicing multi-national companies with a specific focus on South Africa and the sub-Saharan region. She is based in South Africa.   

Annelize van Rensburg is a director of Signium Africa (previously Talent Africa), a leading South Africa-based executive search and talent management company servicing sub-Saharan Africa. www.signium.co.za