By *Michelle Moss, Director: Assessments at Signium Africa 

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. So what is cultural intelligence? And is it possible to develop it in your executive team? The simplest and most used definition was developed by researchers Ang and Van Dyne in 2008, as “the capability of an individual to function effectively in situations characterised by cultural diversity.”

They also suggested that CQ is structured in four dimensions, namely, metacognitive, cognitive, motivational, and behavioural CQ. These have been adopted, more or less, in subsequent research and can be summarised as follows.  Metacognitive CQ is “an individual’s level of conscious cultural awareness during cross-cultural interactions”. Cognitive CQ is “knowledge of norms, practices and conventions in different cultures that has been acquired from educational and personal experiences”. Motivational CQ is the “capability to direct attention and energy towards learning about and functioning in situations characterised by cultural differences”.

Finally, behavioural CQ is the “capability to exhibit appropriate verbal and non-verbal actions when interacting with people from different cultures”.  In summary, executives must be aware of cultural differences, understand them, be willing to learn more, and act in relation to that understanding. What the above establishes in no uncertain terms is that CQ is not an innate competency. It can be acquired through training and, most importantly, exposure to the culture in question.

The benefits of increased CQ are becoming more obvious by the day. Most CEOs agree that as technology takes over many traditional business functions, success will be defined by how well people interact with each other. They also agree that diverse management teams foster innovation because they bring important cultural perspectives to the table.

However, differences often breed conflict and companies who fail to foster CQ may find themselves unable to manage that diversity. In fact, CQ and innovation are closely correlated. Consequently, they risk losing their competitive edge and corporate sustainability. According to a survey by the Economist Intelligence Unit (EIU), 70% of international ventures fail because of cultural differences. Another source reveals that 90% of executives from 68 countries say that cross cultural management is their toughest challenge.

Culture is becoming so critical to business that in some organisations, astute CEOs are heading up their diversity and inclusion practice groups. It is in every business’s interest, whether they operate locally or internationally, to nurture CQ in their enterprise, especially in their executives and C-suite. If that critical talent cannot be developed in house, it should be acquired externally through executive search. 

*Michelle Moss is a Director: Assessments at Signium Africa (previously Talent Africa), 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

By Devan Moonsamy CEO of The ICHAF Training Institute

Do we truly understand what racism and sexism are? Do we truly understand why it is offensive, and why it should end? The word offensive has been overused in the context of discrimination. It feels like it has a weak meaning.

What is this offence caused? We need to go deeper. Racism and sexism cause pain. That is something we seem to miss in all this mess of accusations and flaring tempers. Discrimination tells the target that they are not good enough simply because of certain physical features, but which do not fully define who they are in any case.

Certainly, our gender, race and colour do determine some things about us – and we should all be proud of the positive aspects of our heritage. However, it is extremely hurtful when these features are used as an excuse for ‘less than’ treatment.

Racism and sexism lead to anger. People want to get even, often more than even, because it is not the first time they have faced such treatment and the pain and frustration has built up inside them. It is thus a case sometimes of the straw that broke the camel’s back.

Racist or sexist remarks and acts of discrimination tell the victim that they are inferior and will never be anything other than what the racist or sexist defines them as. This is ‘offensive’, yes, but let’s forget about that word for now. Let’s focus on the fact rather that it causes immense pain, sometimes long-term or life-long distress which, while people may hide very well for a time, is no less a reality.

It damages a person’s and even an entire population’s sense of self-worth, and it oppresses them. It may force them to accept a lower position, which there is no valid reason for them to occupy, at least until they fight back and reclaim equality.

What has happened about the allegations of sexism at the African Union Commission?

Institutionalised or politically sanctioned racism and sexism are out. However, there is a subtle dimension of racism and sexism which currently exists and which we may take for granted. We can see it in the sexism problems in the AU Commission which became public last year. Women in the AU called male colleagues’ behaviour ‘professional apartheid against female employees’.

Let’s cut through some of the jargon there. In just one statement, one of the alleged misogynists at the AU said to his new superior, a woman, ‘I’m still in charge here.’ So that’s offensive of course. But so what? What does that mean?

It means that the only reason this woman – a professional who had already gone far by making it into a senior position at the AU Commission – made it was because men allowed her there. Not because she earned it, not because she deserves it, or because she has important work to do. Only because men allowed it, and whatever she thinks she has to contribute, that’s not welcome.

The same is true of people of colour in many cases whereby whites continue to have a feeling of superiority or patronising view. It is as if they think, ‘We let you into the organisation because the government says we must, and we get benefits from B-BBEE compliance, but don’t think you are going to run the show’. This is even more so for black women striving to advance in their careers.

The AU Commissioner Smail Chergui was accused of abusing his power by preventing female candidates from progressing into senior positions. Officials from an AU HR department describe this situation as ‘poisonous’ and say in an internal memo that Chergui changed shortlists for job positions to suit a sexist agenda.

The complaints made by the women were addressed to AU Chairperson Moussa Faki. Faki’s response hit the nail on the head: ‘… during my appointment, we’ve appointed more women than men into important positions and this was not because I was doing women a favour but because of their natural abilities and the important roles they perform in society. It was natural to appoint them. I’m committed to getting rid of gender discrimination and sanctions will be imposed on anybody or person we find discriminating against women.’

Faki thus identifies a major concern in the fight for women’s equality. Some women are made to feel that they are being done a ‘favour’ rather than having earned a position or right. It is thus critical for women to know and feel that they truly are wanted and needed in whatever position they hold. The same is true of people of colour and other marginalised groups.

Similar to the race discrimination problem in South African companies, will it be the case of, ‘Only when we are ready to let you in,’ for African women in politics, ‘And even then, you will only be as important as we let you be’?

The AU conducted an investigation and made the report public late last year. Eighty-eight individuals came forward with information and to share their views on the various cases of concern. The following are some of the report’s key findings:

• Sexual harassment exists in the Commission. Interviewed AU staff almost unanimously confirmed this. Sexual harassment is largely perpetrated by supervisors over female employees. ‘According to interviewees, the young women are exploited for sex in exchange for jobs.’
• Individuals most vulnerable are female short-term staff, youth volunteers and interns. 
• Cases go unreported because it would cause further harm to the victim. 
• The absence of an official AU Sexual Exploitation and Abuse Policy compounds the problem. The AU report admits that without a dedicated, effective redress and protection mechanism for victims or whistle-blowers, women are left vulnerable in the AU. 
• Both male and female superiors were reported to harass and bully subordinates.

The AU has proposed a number of means to remedy these problems, as detailed in their report. What is particularly noteworthy is that, despite serious accusations against Commissioner Chergui, he remains exactly where he was in the AU when the news broke almost a year ago. And, the investigation report does not mention him at all. Were all 37 women who signed the memo wrong about him?

More recent news in relation to Chergui has focussed on a peace deal within the Central African Republic this month, and peace talks with the DRC last month. Chergui has been critical to these developments, and perhaps his position and respect on the continent are keeping him where he is. What Chergui did or did not do seems to have been hushed up, and that certainly seems suspicious.

Is sexism a ‘necessary evil’ in Africa… for now?

Are men like Chergui ‘needed’ in political office, and thus tolerated despite sexism? The writer could find no official evidence or investigation by the AU about the claims against Chergui specifically. He is still an influential leader, and perhaps he needs to be male. Otherwise, will other (mostly male) African leaders take him seriously?

Achieving peace is certainly a critical goal in war-torn African nations like the DRC where human rights abuses have been a never-ending nightmare for over 20 years. If it takes a group of powerful men to stop the brutality and save the Congolese people, gender equality may have to wait until that is finally achieved.

It is certainly not ok that political offices have to be occupied by men in order to get the job done. However, we do not operate in a vacuum and we know sexism is still rife. To achieve peace deals and conduct serious negotiations with African leaders, does one still need to be male? Change is slow, especially where power is concentrated.

While racist and sexist people in power wait until they feel like sharing, we must continue to support those who are doing good work and striving for senior positions in which they can make a difference. We must also remember to support those victims of discrimination and point out that racism and sexism are not just ‘offensive’. They cause people immense personal pain and feelings of not being good enough. They lead to isolation and frustration. This is all completely avoidable if we only treat one another with respect as equal humans with equal rights.

It is hard to get everyone on board. We know that some people in power are only paying lip service to human rights and equality. Their real views and decisions have not changed.

Devan Moonsamy is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, available from the ICHAF Training Institute.

The book tackles contemporary issues in the South African workplace, including a variety of diversity-related challenges and how these can be addressed. It is an excellent guide for managers to harnessing diversity for success.

ICHAF offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates.

To book a seminar with Devan or for other training courses, please use the contact details below.
Tel: 011 262 2461 | Email: This email address is being protected from spambots. You need JavaScript enabled to view it. | Website: ichaftraining.co.za | devan-moonsamy.com

By Devan Moonsamy, CEO of The ICHAF Training Institute

Diversity is everywhere. Nations across the globe, big and small cities and towns are all either highly cosmopolitan or fast getting that way. In China, for example, a country that has been somewhat closed to the outside world, there are over 50 distinct ethnic groups who all need to be accommodated in employment and society in general.

South Africa has a similar situation in terms of the sheer number of ethnic groups, as well as increasing numbers of people with very mixed heritages. We need to be alive to this and display flexibility in how we approach and accommodate all kinds of staff members and customers. We must remind ourselves that each individual’s needs and norms can differ, and each one is equally valid.

If we aren’t careful and thoughtful in how we approach people of cultures, languages, races, ethnic, sexuality or gender groups different to our own, we will land up with many unhappy people and endless friction. In business, we will be less productive, and employees will be disengaged at work. It is too much of a risk to ignore the realities of diversity in terms of employee and customer satisfaction, profitability, business risk, and company reputation.

Nobody wants a PR nightmare, but it happens all the time, and to the big players one would expect to be the more progressive among us. Some of the biggest PR disasters last year include Google’s gender pay gap, sexism in the African Union, and H&M’s racially offensive advertising. Diversity is a reality, but it will not be a blessing, and we will not reach an equitable situation whereby people of all demographic groups are afforded equal rights and treatment unless we put in the effort.

Equitable diversity is not a myth or an unachievable goal. It may be difficult to get everyone on board at first, but a strong diversity strategy tailored to your company or department is a powerful tool. To get anywhere worth going, one must first have a plan, a roadmap or a set of guidelines to follow which speak to the conditions of your industry and your office politics as well.

If you are in the education sector, you need to ensure that people of all demographic groups benefit from the learning experience and that your staff know how to help students of different abilities. In many instances, we still see too many white male managers and too many black employees in low-paying entry-level positions.

Women are still locked out of senior management and not taken seriously in some organisations. People with disabilities are also too rarely seen in the work environment compared to the number of people with disabilities who can work.

The way to change this is through a BEE recruiting system and training up people of colour (this term is used to refer to black people as well as coloured and Asian people who have been all been historically disadvantaged) and other minority or marginalised groups to fill management and decision-making roles where they, in turn, can mentor other people of colour, and further drive equitable recruitment processes.

Once a company attracts more diverse employees into positions at all levels, we have to make sure they want to stay. We cannot lose good employees who represent a variety of demographic groups due to maltreatment from fellow staff members or a lack of opportunities. This is simply unacceptable, and we must thus work actively to protect their interests.

Some of the most successful companies in the area of diversity have so much to teach us. In my recent book, Racism, Classism, Sexism, And The Other ISMs That Divide Us, we analyse the methods used by various companies to achieve equitable diversity. I include an adapted extract here on a highly successful method that can be implemented in any company.

Task forces and project teams have been found to be the most effective means of managing diversity and maximising its value, especially when the teams are self-managed as much as possible. Task forces or project teams are created to address obstacles related to diversity and to increase equitable representation in the company. Some focus areas for a task force can be ‘recruitment and mentoring initiatives for professionals and middle managers, working specifically toward measurable goals for minorities’ (Dobbin & Kalev, 2016).

Corporate diversity task forces help promote social accountability, and they can go much further than recruitment. They can also monitor the progress of women, black and other groups that can be side-lined to ensure they are trained, well treated and thus retained. Mentorship programmes also work well when a mentor is assigned someone to assist rather than allowing them to choose their own mentees. This ensures that those who need mentoring most get it.

As an example of what task forces can do, Deloitte created a task force a few years ago which found that driving for transparency in decision-making was a key way to get positive results for diversity goals. IBM also launched hugely successful task forces in the mid-1990s, each focused on a different group including a specific task force dedicated to help promote lesbian and gay people in the workplace. ‘The goal of the initiative was to uncover and understand differences among the groups and find ways to appeal to a broader set of employees and customers,’ and thus, ‘the IBM of today looks very different from the IBM of 1995’ (Thomas, 2004). Diversity task-forces became a pillar of the company’s HR strategy. The number of IBM female executives worldwide increased by 370%; ethnic minorities by 233%; LGBT executives rose by 733%; and those with disabilities more than tripled.

We can thus see the incredible value that dedicated task teams can achieve. It is these types of diversity initiatives which have kept progressive companies such as IBM and Deloitte going strong through the decades.

Devan Moonsamy is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, available from the ICHAF Training Institute. 

The book tackles contemporary issues in the South African workplace, including a variety of diversity-related challenges and how these can be addressed. It is an excellent guide for managers to harnessing diversity for success.

ICHAF offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | Email: This email address is being protected from spambots. You need JavaScript enabled to view it. | Website: ichaftraining.co.za

By Devan Moonsamy CEO of The ICHAF Training Institute

Will it work or will we be worse off?

The financial exclusion is a global problem with over 1 billion having no access to formal financial systems. But what does ‘formal financial system exclusion’ mean exactly? If people are choosing to hide their money under the mattress rather than bank it, it is perhaps understandable. Many governments have used socialist arguments to seize control of banks. This never goes well, and people lose their savings and investments. The banks are then very poorly run, bank staff are laid off or don’t get paid, and the institution ends up closing, at least to public access.

This is likely the way forward for South Africa in the long term since the government has taken serious steps to end private ownership of land. Recent developments may seem like a benign concession intended to help the poor, but history has shown over the past 200 and more years that these government policies always leave the poor in a worse off position. Government officials’ greed knows no bounds in such situations. Access to citizens’ banking system is a massive risk, and it is inevitably next on the agenda once land expropriation has been perpetrated.

The people of Russia and other Slavic nations, and many African nations struggle to this day because of these exact types of policies. Recently, Venezuela has tried to warn South Africans not to proceed with land expropriation because it leads to economic hardships, but politicians are about to get access to our land, and there seems to be nothing we can do to stop them. If they can change our Constitution once in this way, we can expect that politicians with divisive agendas will continue to do so, and we are on a road to losing more of our hard-won rights.

International community has tried to warn us but politicians are deaf

In 2009, Venezuela began what South Africa is doing now, land grabs, but Venezuela’s situation only got worse and in a very short time. One problem Venezuela had at the outset was that it imported food rather than producing enough. It was believed that by getting land into government hands, it could then be given to the poor who would then grow more food. This sounds good in theory, but in practice, it is disastrous for many reasons.

Venezuela soon began buying even more food into the country than before. This sounds a lot like what has happened in Zimbabwe. Those with knowledge of history and foresight are worried about what is about to happen in South Africa. Experts even now feel that Venezuela is too far gone and a ‘lost cause’. Its poor are starving, and its labour skills have been drained as thousands have immigrated.

Among the reasons why Venezuela failed in this endeavour was poor planning and decision-making. Farming is a complex, labour-intensive, and often highly specialised affair. If you have ever lived on a farm you will know this. It’s not a matter of sending cows off to graze in a meadow and milk flows abundantly, or of throwing seeds on the ground and returning a few months later to reap piles of food. Profitable or sustainable farming requires day and night vigilance, careful planning, intensive monitoring, and quick action at times to save cattle and crops. It often requires enormous investment which will not see a return for years, sometimes even decades, or it develops into very unfortunate and painful losses despite best efforts put in.

But the idea people have is that land access is a quick fix. Land somehow equates to wealth. This is not true. So much depends on what land and how it is cared for. Some land is not being used because it is unsuitable for farming, and thus people incorrectly think it is going to waste. Some is protected for wildlife – which we need far more than we think (for example, where do bees come from to pollinate our crops?).

Being given land, even with buildings on it, can even become a major burden. South Africa needs to do much more than simply give away land. We must very carefully prepare, select, train, and equip the right people to farm. Otherwise it will be disastrous. Not everyone is suited to the demands of farming or similar endeavours. We have a large urban population (65%) who is not actually keen on making a living that way.

Farming can certainly bring prosperity, but for some, it feels like a curse. In the UK, for example, some people have inherited large estates which have been in the family for generations, but it becomes a massive burden. They cannot sustain it, so they abandon it. Likewise, in many cases where people have won lavish homes, they cannot pay the electricity, water and taxes on the house and it also becomes a greater burden than their previous situation. Why not just sell it then? It’s not so simple. There isn’t always a market for it, and some laws bind a family to a property. Moving to a farm also makes great demands on individual families, sometimes ending in divorce as well as child labour.

This is not to say that poor people shouldn’t be helped, including with land ownership. But we must be smart about it and ensure it is not a sunken investment which leaves South Africans worse off. Start-up funding and skills are just as important, probably more so, than land ownership. It is more important that people be trained and that any endeavour be meticulously planned with the help of experts. Will this happen?

Corruption will strangle hopes of land ‘reform’

Corruption also happened in the case of Venezuela by favouring candidates for land ownership who were politically aligned and had some sway over voters. This only perpetuates the exclusion of the poor and is likely to happen in South Africa too.

Venezuela was once the wealthiest nation on the South American continent. South Africa is also the wealthiest and most advanced nation in Africa. But this may not last. Land expropriation has greater negative consequences than we people want to believe. Venezuelans soon found themselves queuing for six hours a day to get food.

In the coming years, we could slip down to being one of the poorest nations in Africa, importing food at high prices, with unbearable inflation. The poor just surviving on handouts from richer nations, and a massive brain drain the like of which we have never seen before, leaving us bereft of enough people who can try to clean up the mess. This does, however, leave some politicians in a very powerful and comfy position. A poor, hungry nation depending on food rations and without skills is easily controlled. This is a long-term political strategy which has worked very well for governments in the past. This all may sound quite foreign to some. Not in South Africa, that won’t happen…

A colleague of mine out-sourced some work to a man from Kenya a while ago. When it came time to pay him, he sent an urgent email asking not to be paid yet. The bank he was with had just been seized by the government, supposedly for ‘national interests’. He could not access his account and the branches were closed. His savings were out of reach including the money he put away for his children’s school fees. What could he do? The money was paid into a friend’s bank account and immediately withdrawn. A relatively small amount to try keep the family going until the next job came along.

If we think we as South Africans are somehow above such things, we are far too overconfident or naïve. What is perhaps most sad about this situation is that no independent banks means that we cannot conduct international trade. Online businesses will not be able to operate in such an environment. EFT payments are impossible, let alone forex trade, and what will we revert to? Cash and cheques perhaps, or some say cryptocurrencies like Bitcoin, which are not particularly safe options. The Internet has been opening up many opportunities for the unemployed youth, and we are giving those away before they really have a chance to establish themselves.

Devan Moonsamy, is the CEO of ICHAF Training Institute, a Seta-approved training and development company. ICHAF offers NQF levels training in business, computer skills training, and soft skills development, among other programmes.
Devan specialises in conflict management and diversity management, and he regularly conducts seminars for corporates on these issues. He recently authored a book on handling diversity in the South African workplace, including managing disabilities on the job.
His book Racism, Classism, Sexism, And The Other ISMs That Divide Us is available from the ICHAF Training Institute.

Tel: 011 262 2461 | Email: This email address is being protected from spambots. You need JavaScript enabled to view it. | Website: ichaftraining.co.za

By Devan Moonsamy CEO of The ICHAF Training Institute

LGBTQI people face exclusion and discrimination in the workplace. People who are less advantaged socioeconomically are most at risk of poor treatment and marginalisation, and a different sexual and/or gender orientation to the majority exacerbates this.

At the level of individual companies in South Africa, there is insufficient, if any, formal and specialised workplace support for LGBTQI people. Informally, some co-workers and employers do provide support and show acceptance in the workplace and don’t show favouritism according to sexual orientation and gender. However, overall, there is little effective support, and it is too easy for a recruiter or employer to simply ignore certain candidates who apply for work or promotion on the basis of demographic factors.

There are at least two organisations making headway, however. The Shambhala Organisation promotes and supports LGBT business leaders specifically. Shambhala invests in LGBT owned and managed high-potential businesses. These investments are combined with mentorship and support towards meeting business objectives.

We need dedicated business chambers for and active in the LGBTQI community. We need several focusing on each group because the issues faced by the various members in the community are not the same. Transgender people face a different fight in the workplace compared to people who are homo- or bisexual, for example.

Nevertheless, it is great news that Africa’s first business network for LGBTI+ people was launched in 2016. The network has offices in Johannesburg and is called PLUS the LGBTI+ Business Network. It is an ‘African trust that advances equality and freedom in southern Africa, with a particular focus on sexual orientation and gender identity.’ PLUS champions, promotes, supports and empowers South African LGBTI+ business owners and entrepreneurs with opportunities for learning, networking and conducting business for prosperity. PLUS aims to redress structural and economic injustices of the past. ‘PLUS intends to address scarce employment opportunities, and discrimination in the workplace of LGBTI people in South Africa, which are harmful to their wellbeing.’

We are a long way from providing sufficient support and effective legal and other forms of protection for the whole queer community in South Africa in and outside the workplace. People most at risk in the LGBTQI community are among groups struggling financially. A focus on business owners and entrepreneurs is too narrow. The possibility of pitching a winning business idea to an investor may feel out of reach for many. It is thus critical that LGBTQI people be supported at all levels. Entrepreneurship is great, but many people have a pressing need for a stable job and an opportunity to learn and grow in that space.

One organisation which is championing the rights of LGBTQI people in all contexts is the South African Human Rights Commission. In any case of discrimination, which thus equates to an infringement on human rights, the Commission can be contacted for assistance and advice on how to take the matter further.

The Commission takes its directive from our Constitution and Bill of Rights and has displayed commitment to achieving justice for LGBTQI people as far as taking matters to court. For example, this year, the Commission ensured that a South Africa pastor was brought to book for hate speech against gay people, and it made a strong argument that one cannot rely on religious views as a defence for such discrimination.

The recent book Racism, Classism, Sexism, And The Other ISMs That Divide Us delves into the issues described above and offers practical solutions to problems surrounding sexuality diversity, as well as other diversity issues which can hamper organisational progress and cause deep hurt to individuals if not handled with care.

The book looks at overcoming instant separation magnets (ISMs) in the South African context, and how to manage diversity so that everybody wins. The aspects of diversity are considered in detail with real examples and practical information on dealing with and preventing diversity-related problems.

Racism, Classism, Sexism, And The Other ISMs That Divide Us helps readers bring about transformation in their everyday dealings and in their organisations. It is useful for managers, HR departments, corporate trainers, strategists, students, and anyone facing situations of diversity which require strategic and prudent interventions. It helps in inspiring positive change, changing mindsets, and transforming the status quo for the better of all.

Racism, Classism, Sexism, And The Other ISMs That Divide Us (ISBN: 978-0-620-80807-1) by Devan Moonsamy is available from the ICHAF Training Institute or from Amazon.

Tel: 011 262 2461 | Email: This email address is being protected from spambots. You need JavaScript enabled to view it. | Website: ichaftraining.co.za

By Devan Moonsamy CEO of The ICHAF Training Institute

I’m proud to be the owner and CEO of the I Can Help Africa Foundation (ICHAF). We’ve been in the training business for over a decade, and I can look back on many challenges surmounted and successes achieved over the years. I always try to stay in touch with what our students and clients are saying and relate it to what I am doing.

I pause to consider: Are ICHAF programmes making a difference and how big is that difference? Is it workplace-related or does it also lead to personal growth and the forging of good relationships in the context of diversity? Diversity is of critical concern to South African organisations. I wonder if even our entry-level qualifications make a difference in terms of diversity. Do ICHAF students feel their learning experiences are not only relevant to their jobs, but also offer some guidance on getting along with people who are different?

Recently having co-authored a book about diversity and conducting diversity seminars as well as serving as a mediator in diversity-related conflict situations, diversity is constantly on my mind. I also recently had the opportunity to speak about immigration issues in the workplace – another important diversity variable in South Africa – on the etv Morning Show.

So what have ICHAF students to say about the effect of our learning programmes on them? I was particularly interested in our entry-level programme, the NQF1 Business Practices course, which is a great way to get staff training started for just about any staff member. It is a year-long course, and there is a lot of focus therein on business skills like finance, computer use, customer care, etc. It is all very well having these skills, but if people can’t get along, we will never truly realise our goals, feel true fulfillment in our work, and make a difference in other people’s lives.

I had to know what our students are saying and two of the responses received were:
I know the do’s and do not’s when it comes to customers. The accounting and information about personal finances is helpful. I also find that I’m communicating better and more often with people at work and customers. I have more confidence in that. I’m playing around with ideas for new businesses since learning about business planning. Actually, it’s not exactly a business idea. I’ve long wanted to start a non-profit organisation to help people in my community. It seems like an ever-more possible thing I can do… I want to get older people together with unemployed people, especially youths, to share their skills and help them learn and thus get jobs – Leonard, Cape Town.

Working with different people allowed me to approach different situations in a different manner. It allowed me to help others, but at the same time, I learnt from others. I enjoyed being in a diverse learning environment because it showed me how to receive and give knowledge to help others and myself – Kasevan, Johannesburg.

It’s fascinating how our own learning often prompts us to teach others. It deepens our desire to share what we know, and it helps us see that the learner can become the teacher. Through this entry-level programme, we are seeing budding social entrepreneurs interested in NPO and charity work. Our learners are looking for ways to apply their skills for the benefit of their community. There is always the concern over high unemployment, and programmes such as those run by ICHAF can address that and have a compounding effect whereby learners become leaders who create jobs.

It was beneficial indeed. I got to understand how a business operates including all the dynamics thereof. Working with people in general is never easy. People are different in many ways, character, beliefs, opinion, etc. As for conflict, one has to listen and find a possible solution to resolve the situation at hand. It is important to show tolerance, respect, and kindness and treat people with humanity. I have the pleasure to be in the presence of different cultures and my character defines who I am! – Adlie, Western Cape.

I know now it’s important to treat people with HIV/AIDS and different sexualities in a fair way, to treat them with equality. I know I need to be professional at work no matter a person’s background or characteristics. I also realise the importance of knowing one’s HIV status, and that ARVs have come a long way, and now HIV is not a death sentence. I also understand what it is about people who are gay. Although I don’t agree with it personally, I would not let anyone hurt someone simply for that. It is against our Constitution and many policies – Cynthia, Cape Town.

These two learners hit on some very important diversity topics: cultural differences and conflict resolution, HIV/AIDS, sexuality and the law. It is really encouraging to see how ICHAF’s entry-level programme has got learners thinking about these big issues and even reconsidering their own beliefs, finding better ways to get along, and displaying an awareness of policies and legislation that affect their lives.

Many South Africans have a poor understanding of the policies and laws we have for a variety of issues, but our training is helping to change that. It will be important for us to see in future what other policies and legislation we can teach our students about to make their lives and their performance at work better.
Making life easier in the workplace and in society for the LGBTQI community, and for those affected by HIV/AIDS are also a reality through this type of training. The desire to get along and cooperate is there – we just need to start the conversation and teach the skills. Trainers must speak about what people don’t usually discuss about in the workplace. It often takes an outsider, like a trainer or motivational speaker, to break open these tough subjects and get us to confront them. Being able to talk about something makes it more manageable, and we can even be more objective about it.

This small amount of evidence I collected from only four learners from one of our programmes tells me a lot about the learning spaces ICHAF is creating. Our learning spaces give students many opportunities to tackle big diversity issues. Skills building is always a core part of the programmes, but I’m so pleased that our learners are taking away so much more: hope for a better, increasingly diverse South Africa.

Devan Moonsamy is author of Racism, Classism, Sexism, And The Other ISMs That Divide Us with Bronwyn J King, available from the ICHAF Training Institute.

The book tackles contemporary issues in the South African workplace, including a variety of diversity-related challenges and how these can be overcome. It is an excellent guide for managers to harnessing diversity for success.

Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan, please use the contact details below.
Tel: 011 262 2461 | Email: This email address is being protected from spambots. You need JavaScript enabled to view it. | Website: ichaftraining.co.za

Devan Moonsamy CEO of The ICHAF Training Institute Immigration is usually not about wanting to travel, but a dire necessity when conditions in one’s own country are so unstable and hazardous that the only other option is to become a second-class, unwelcome, even illegal resident in another country. If it is safer to do this, think how bad it must be back home for migrant people coming into South Africa.

It has come to light that certain fast-food restaurants based in South Africa are taking advantage of that desperation. The working week is usually about 40 hours, including lunch breaks. Employees at certain fast-food restaurants are working an exhausting 80-hour week, some as high as 87 hours a week. Seven days a week they work double shifts, not being relieved from duty at any time while the restaurant is open from morning to evening.

They also receive no help whatsoever with transport. Leaving work after 10:00 at night, they may get home close to midnight, after taking more than one taxi. Considering that the majority of these chain restaurant workers are women, this is hardly safe. What opportunity do they have to spend time with their families, to get enough sleep?

And the pay? A meagre R18 an hour; no tips allowed. Migrant workers in other industries are receiving even less at R10 an hour. The average salary in Johannesburg is about R33 000 per month, for Cape Town it is almost R29 000, and in Durban and Bloemfontein it is about R23 000. This means that the average hourly rate is about R140 to R200. While migrant workers at fast-food outlets may earn a salary, and many unemployed people would be grateful for that, the labour conditions are exploitative and certainly do not justify the salary, especially one so much lower than the average.

In some restaurants, employees are even expected to pay for branded uniforms, and even special safety shoes which cost about R300 and more, costing workers at least 16 hours of their wages. Wages are also deducted if the employee is late, regardless of the reason.

Some of the workers are living in SA illegally, but rather than seeing it as a problem to be addressed, the franchises see it as an opportunity for exploitation. Furthermore, by accepting employees with no visa, they encourage the influx of illegal migrants.

Among the most serious forms of worker abuse in these restaurants is discrimination against women who fall pregnant. Because the workers are viewed as disposable, pregnant women are simply laid off. Labour laws are not implemented to protect immigrants, especially women who lose support for their visas when they fall pregnant.

Some women who are pregnant are refused assistance by their employer, even to renew an asylum status visa. They are forced to go back with a baby to care for and little prospect of making a living. This also splits families up.

The treatment of these workers calls for a boycott of the guilty companies. However, this may make the situation worse because workers may be granted shorter hours but the hourly rate remain unchanged, resulting in a loss of income. Some may also be laid off.

Where do we turn for answers to these problems? Franchises and restaurants aren’t all bad, and there are lessons to be learnt from some of them. Nandos has been identified as among those with better labour practices. Apparently, they make use of a careful screening process in recruitment, and representatives from the headquarters regularly hold meetings with franchises about the working conditions of employees and their salaries.

It is also said that some franchises send undercover workers to monitor what is really happening. Such practices must be implemented in more fast-food franchises to protect migrant people in South Africa.

Devan Moonsamy is author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, available from the ICHAF Training Institute.

The book tackles contemporary issues in the South African workplace, including xenophobia and issues related to migrant workers. It is an excellent guide for managers to harnessing diversity for success and overcoming diversity-related challenges. 

Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan, please use the contact details below.
Tel: 011 262 2461 | Email: This email address is being protected from spambots. You need JavaScript enabled to view it. | Website: ichaftraining.co.za

By Devan Moonsamy, CEO of The ICHAF Training Institute

Resilience is our capacity to recover from difficulties, our ability to bounce back from the problems we face. Psychologists are encouraging adults to foster resilience in children, as well as in themselves. It is highly applicable to persons with disabilities (PWDs) and to everyone in the workplace. If we have an attitude characterised by resilience, we will find it easier to cope with challenges, and not to succumb, but to surmount them. Adversity, trauma and tragedy affect us all from time to time, and we are also faced with stress on an ongoing or intermittent basis.

To illustrate how resilience is fostered, we can imagine the journeys we make through life. When we set out as young people, as a person in a new situation, or a PWD in the workplace, we need certain things for our journey. We need food and water (resources), and also a map (information), and a way to communicate with others (support). We need these things from the outset, and they need to be enough to keep us going on the right path over the long term. It is up to us to keep going on a daily basis, and not to become distracted or idle. But, if we are lacking in one or more of the three things mentioned above, we will struggle, lose stamina, and get lost. In such a case, we can fall down, not be able to get up, and then emergency and costly interventions are needed to save us.

So, while resilience is something that is built up by us inside ourselves, we still need assistance to get going and remain secure. Resilience is acquired through meeting adversity, but no one should be left entirely on their own. We should not wait for the person to be on their last before assisting. Our attitude should be one of ongoing supportiveness and encouragement. Otherwise, the results will be damaging.

People with resilience have what is termed an ‘internal locus of control’, which is a strong belief that they determine their fate, and not their circumstances. How they react to situations and what they achieve is up to them. They also often have one or more people in their lives who serve as mentors and good examples to them. This may be a parent, but not always. Some people with exceptional resilience come from difficult home circumstances, and they find mentors elsewhere, such as in the education space, their social environment, religious organisation, or in the workplace. Good resilience is also seen in the attitude that problems are a chance to learn, and not allowing them to control us.

However, in the face of great pressure, the resilience we have worked so hard to build up can fail us. A person with good coping skills may be overwhelmed by long-term stressors or a series of major losses. We all know that everything can tend to go well for a while, and then for some reason it all falls apart at once. For PWDs, this can certainly be the case as their health or other circumstances may take a turn for the worse. They may have been performing well in the workplace, but some employers are less understanding when they can’t anymore, which adds to their stress. Stress, in turn, further negatively affects their health and exasperates the situation. Then, family and friends may let them down, and their financial situation becomes constrained by high medical costs and/or a loss of income.

People in such situations thus really need understanding and help, and it is our duty to assist them in the workplace. It is unacceptable – and against the law – to exclude PWDs. It is wrong to add to their stress unnecessarily with unkind comments or behaviour. We must endeavour to help others build resilience or at least not break down what resilience they do have.

The struggle of those with disabilities, and of all humankind, is also against society’s oppressive, archaic ways of doing things, the ways in which it views and treats anything that is subject to it, and the ways in which it is acted out or resisted by individuals. As individuals we can seek either a brighter, more inclusive world for all, or try to maintain an existing but defunct system – it’s our choice.

The above is an extract from Racism, Classism, Sexism, And The Other ISMs That Divide Us by Devan Moonsamy, available from the ICHAF Training Institute and all leading books stores.

The book tackles contemporary issues in the South African workplace. It is an excellent guide for managers to harnessing diversity for success and overcoming diversity-related challenges.

Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan, please use the contact details below.

Tel: 011 262 2461 | Email: This email address is being protected from spambots. You need JavaScript enabled to view it. | Website: ichaftraining.co.za

By Devan Moonsamy – CEO The ICHAF Training Institute

It happens at corporate parties, in social circles, and in the family – skinny, large, short, tall, or somehow different from the ‘ideal’ others have in mind leads to body shaming.

It’s not just against others, however. Consider: what’s the thing you like least about yourself? Most likely it’s related to your appearance. We are unreasonably hard on ourselves and others in this way.
Knowing the stresses weighing on people today, why do we still have such high expectations? Perhaps two main reasons are that we lack awareness and that we are ‘trained’ by the media and society from a young age to criticise ourselves and others.

Advertising and celebrity culture are much to blame. Idolised body forms are daunting, and they are highly exploited in the media. Society thus pressures us to ‘be’ this or ‘be’ that. We need to choose to defy these unrealistic notions and help others feel comfortable around us, no matter their physical characteristics. A world of diversity is much more interesting, valuable and productive than a world of carbon copies.

Let’s look at this problem from the inside out through an example of what is really happening for people who are body shamed.

Mandisa grew up in a home where there was little money, even for food. She begged on the streets for something to eat from a young age. Often, the only time there was happiness at home was when there was food on the table. Her parents could be abusive, but never when there was food. As a result, she developed a difficult relationship with food without realizing it. Mandisa began to see food as a comfort, as a sign that all was well with the world, and that she could relax and not be afraid. 

Mandisa developed a sugar addiction, and although she knows people judge her for her weight, she can’t help turning to food because she sees it as a source of security, sometimes her only friend. Like other people whose bodies don’t fit what people believe is ‘attractive’, she is painfully aware of it. Her husband tries to hide food away from her, but this only makes life more difficult, and she starts to eat in secret, further marring her relationship with food.

One day at work, in front of her, Mandisa’s boss tells someone to move some equipment around because she has some difficulty getting past it as she is ‘a heavy lady’. Mandisa is humiliated and rushes to the bathroom to hide her tears.

Mandisa’s boss didn’t mean to insult her, but at times people aren’t even aware that they are ‘fat shaming’. How might Mandisa’s boss have handled the situation with more tact? And, what could her husband do to help her?

People are highly critical about body types, likely because we are such visual creatures. We are swayed by what we see, and we often fail to find out more about a situation.

People may say that it’s good to be strict with others and that we have a duty to warn them about their being overweight for health reasons. Being extremely thin is also unhealthy, and can indicate an emotional problem. So aren’t people justified in pointing it out and telling the person to change their eating habits? When people do manage to do this, they are highly praised, even used in advertising to sell products. Those who don’t are often ostracised.

A critical question is: what do we do when we see someone isn’t responding to ‘advice’ to change their body? Do we nit-pick at the issue or treat the person badly? Some people may even punish the person for not complying. But does this really have any chance of helping them when they are already fighting a battle against an underlying health problem they may not even know about, battling stress and emotional scars, or their weight has changed because of medication, allergies, surgery or for many other reasons?

If you are struggling with these problems, and they are affecting employee satisfaction and performance in the workplace, it needs to be taken very seriously and addressed. Racism, Classism, Sexism, And The Other ISMs That Divide Us delves into these issues and offers practical solutions to problems surrounding body diversity, as well as other diversity issues which can hamper organisational progress and cause deep hurt to individuals if not handled with care.

The book looks at overcoming instant separation magnets (ISMs) in the South African context, and how to manage diversity so that everybody wins. The aspects of diversity are considered in detail with real examples and practical information on dealing with and preventing diversity-related problems.

Racism, Classism, Sexism, And The Other ISMs That Divide Us helps readers bring about transformation in their everyday dealings and in their organisations. It is useful for managers, HR departments, corporate trainers, strategists, students, and anyone facing situations of diversity which require strategic and prudent interventions. It helps in inspiring positive change, changing mindsets, and transforming the status quo for the better of all.

Racism, Classism, Sexism, And The Other ISMs That Divide Us (ISBN: 978-0-620-80807-1) by Devan Moonsamy is available from the ICHAF Training Institute.

Tel: 011 262 2461 | Email: This email address is being protected from spambots. You need JavaScript enabled to view it. | Website: www.devan-moonsamy.com www.ichaftraining.co.za

By Devan Moonsamy – CEO The ICHAF Training Institute

Eid-ul-Adha is just ending, and I am reminded of the struggles many Muslims are undergoing for various reasons. Eid-ul-Adha is the Festival of Sacrifice, a commemoration of how Ibrahim’s (or Abraham’s) faith was tested by God, how he proved himself worthy, and how God approved of him for his incredible show of faith.

Something often pointed out is that, even though Ibrahim was willing to sacrifice his own son at God’s command, God prevented the actual killing, and supplied an animal to be sacrificed instead. Therefore, many conclude that the sacrifice of human life is not in fact required by God to prove faith.
It would seem that what one does in service of God and obedience while alive are more important. What service and obedience require exactly people will not necessarily agree on. Some believe it does include the sacrifice of human life, not just to prove faith, but also to seek revenge and carry out justice.

However, the majority of Muslims are really peace-loving people. They have been spending a lot of time in congregated prayer for the festival, and while the theme of sacrifice is important, thoughts of revenge and seeking justice for wrongs are not on their minds. Many religious people will agree that it is for God ultimately to judge and punish humans if they deserve it. Our limited knowledge cannot substitute for God’s omnipotence and wisdom.

Muslims have a strong desire to worship God as their sacred text instructs, and to work and socialise together in a wholesome and meaningful life. Involvement in ‘terrorism’ runs contrary to this way of life.

That is why millions of Muslims align with the #NotInMyName campaign. The campaign was originally started by Muslims in the UK, who state on their website ‘we utterly condemn ISIS who are abusing the name of Islam with their acts of terrorism.’ Muslims are saying that ISIS does not speak for them and is misrepresenting their faith.

I am reminded of the 2014 hostage crisis which took place in a café in Sydney, Australia. I relate what a Muslim man named Umar from Australia said soon after the incident. He was extremely upset and said some things which at first were unexpected. He agreed that Muslims are being given such a terrible reputation by these acts of terrorism. However, Umar said that Muslims are being given this burden to carry for some reason. They are being persecuted for their faith, and that is to be expected.

Umar’s main concern was for ‘the righteous name of Allah’. That God is used as a justification for taking people hostage and killing them – that is the worst part. Muslims don’t want to be labelled terrorists. But more than that, they don’t want their God associated with terrorism. It’s not what people think about Muslims as much as what they think of Allah, who is an all-merciful, all-compassionate God.

According to many people’s religious faiths, God has the power to bring people back to life, to heal them, even to place them in a paradise, heaven or state of Nirvana. So the things we suffer will eventually be completely gone and replaced with something far better. Even in the here and now, the issue is not about our human worries and complaints. For many religious people, it’s about steadfast faith and humility.

One can certainly sense strong humility from someone like Umar, and a willingness to sacrifice his life, but not through his death, through his living for God. This is not easy when people point to you as the bad guy because of this decision. What this really means is that people must live for God every day, acting out their faith in all they do.

It’s not about seeking a heroic and glorious death with a one-way ticket to paradise. In comparison to the daily struggles we all face, the fight to resist various temptations, the latter seems something of a cop-out.

Yet, Muslims whose daily lives are such a far cry from the labels of ‘terrorist’ or ‘criminal’ are still being pasted with them by the ignorant. Some years ago, alarming evidence came forward that the 9/11 attacks on the US were more part of a kind of secret civil war than the acts of foreign-based terrorists. We probably won’t be able to settle on the truth of this matter for years to come because of the repercussions for citizens’ trust in their government.

Not everyone in current generations may be ready to admit the truth because the ‘War on Terror’ is all too fresh. In fact, it’s not over. It has been going on for a shocking 17 years and has required a massive sacrifice of human life, and I would include those who live with the scars in their daily life as part of that group. It has been America’s longest war ever, and predictions are that it will continue for about the next six years!

This not what the vast majority of Muslims want, or what the vast majority of people worldwide want. So why does it continue? There are still people who are angry and afraid to the point that they won’t or can’t give up the fighting. After almost two decades of fighting, some may not even know another way of life.
The evidence is certainly hard to swallow, and leaves one with such a sick feeling – even as a South African who may never have been to the US. I wonder if a better term for this ongoing war is the ‘War for Terror’.
There is too little being said about the needs of Muslims and others who have been caught in the crossfire. There are millions of displaced refugees who are struggling to find a safe place to settle down where they are welcome and can start to rebuild their lives. Even where they are being taken in, they may remain ostracised by the broader community for generations.

In South Africa, we have been largely shielded from the effects of the war, because our government did not become involved. Nevertheless, South Africans have been tested on their tolerance and ability to embrace and leverage diversity for everyone’s benefit, and people everywhere are facing this test.
Will we be willing to sacrifice our own comfort and advantage for the sake of diversity? Will we live our lives with conviction in being part of the solution? Will the world in time reject the senseless sacrifice of lives in favour of a different sacrifice – a sacrifice we can celebrate as a festival of the much higher cause to live for peace, for harmony, and guided by love for one another?

For more information on Devan Moonsamy and The ICHAF Training Institute please visit:
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For further comment from Devan Moonsamy you can email him on This email address is being protected from spambots. You need JavaScript enabled to view it. or contact him on 083 303 9159