All Posts By

richardw@workforce.co.za

Double the grant, double the growth: turning policy into progress for South African businesses

By UncategorisedNo Comments

By Daniel Orelowitz, MD at Training Force

Many South African organisations have long regarded the Skills Development as a regulatory requirement rather than a real opportunity. Businesses contribute 1% of their payroll each year, but for many companies, the process of claiming funds back felt complicated and not always worth the effort. That dynamic may now be changing. The government has announced that the mandatory training grant will increase from 20% to 40%. In practical terms, this means businesses can now claim back a much larger portion of the levies they already pay, provided they submit their Workplace Skills Plans (WSPs) and Annual Training Reports (ATRs).

More importantly, the change signals a shift in approach. It recognises that businesses themselves are best placed to identify the skills they need and develop the people who will help their organisations grow.

Putting businesses in control of skills development

At the heart of this policy shift is a simple idea: employers understand their skills needs better than anyone else. Under the previous system, companies could claim back only 20% of their levy through the mandatory grant. The rest of the funding was allocated to discretionary grant pools, where businesses had to apply and hope their projects would be approved.

With the mandatory grant now doubled to 40%, companies have far greater certainty. A business that contributes R1 million a year in skills development levies, for example, could previously reclaim R200,000. Under the new system, that figure rises to R400,000. This additional funding enables organisations to plan their training initiatives with greater flexibility. Instead of relying on discretionary funding that may or may not be approved, businesses can invest directly in the training programmes that matter most to their operations. In fast-changing industries where new technologies and evolving market demands require constant upskilling, this level of control is extremely valuable.

Outgrowing the compliance mindset

One of the biggest challenges in the skills development system is that many organisations treat reporting requirements as an annual compliance obligation. When training is approached this way, businesses often miss the bigger opportunity. Skills development should not be something that happens only when reports are due. It should be part of everyday business operations.

Learning happens constantly within organisations. Employees gain new skills through internal workshops, mentoring, peer-to-peer learning, and on-the-job experience. However, these activities are often not recorded or recognised as formal training. When companies start documenting these forms of skills development properly, not only do they strengthen their reporting, but they also gain a clearer view of how their workforce is developing.

Putting systems in place to track training activities helps organisations ensure they are capturing the full value of their investment in people. It also encourages a culture of continuous learning and improvement.

Using expert support to simplify the process

Many companies, especially small and medium-sized businesses, find managing SETA reporting and training plans overwhelming. Without dedicated HR or training departments, the administrative side of the process can quickly become a barrier. This is where external expertise can play an important role. Outsourcing the function to specialists who understand the skills development system can help businesses prepare their WSPs, manage reporting requirements, and ensure that training initiatives align with company goals.

When done properly, this creates a simple and effective cycle. The WSP outlines the organisation’s training plans for theyear, while the Annual Training Report records what was achieved. The resulting grant funding then supports the next phase of skills development. With the right systems in place, training becomes a predictable and valuable part of business operations rather than a complicated administrative burden.

Supporting the country’s skills and employment goals

Aside from the direct benefits for individual organisations, the expanded grant also has important implications for the broader economy.

South Africa continues to face significant skills shortages across many industries, while unemployment remains a major national challenge. In giving companies greater access to training funding, the policy encourages businesses to play a more active role in developing the workforce. Companies that invest in training can help close critical skills gaps within their industries, and in sectors where experienced workers are scarce, businesses can train new entrants and create pathways into employment.

This approach closely aligns training with the real needs of the workplace and helps build a stronger, more competitive economy.

Setting up a catalyst for long-term growth

The expanded mandatory grant gives South African businesses a powerful opportunity to turn an existing cost into a strategic investment. They already contribute money through the Skills Development Levy – the key is ensuring it works for the business. Companies that plan training carefully will not only recover more of their levy but will also develop the skills needed to improve performance and remain competitive.

Over time, the benefits extend far beyond the financial return. When businesses invest in developing their people, they strengthen their own operations while helping to build a more skilled and capable national workforce.

12 August 2026
Love0

The ABCs of QCTO: a new era for South African skills development

By UncategorisedNo Comments

By Daniel Orelowitz – MD at Training Force

South Africa’s skills development system is entering a major transition period. From 1 July, the move from legacy SETA-aligned qualifications to the Quality Council for Trades and Occupations (QCTO) framework will be fully in effect, bringing significant changes for employers, training providers and learners alike.

The QCTO model replaces many older qualifications with occupational programmes designed around practical workplace competence and external assessment. While the shift aims to improve the quality and relevance of training in South Africa, it also introduces new planning, cost, and implementation challenges that businesses need to understand now.

For many organisations, the biggest surprise is that QCTO programmes are often longer, more structured and more operationally demanding than the systems they replace. Here are three key changes employers should prepare for.

  1. Training timelines and costs are increasing

One of the biggest misconceptions around QCTO implementation is that these programmes will follow the same timelines as previous SETA learnerships. Many occupational qualifications are significantly more comprehensive and require longer delivery periods.

The QCTO Office Administrator qualification, for example, carries 445 credits and can take up to three years to complete properly. This is a major shift from the traditional expectation that most learnerships can be completed within 12 months. Longer programmes naturally increase overall delivery costs. Businesses must now budget for extended learner support, workplace mentoring and structured academic preparation.

Assessment has also changed under the QCTO framework: learners must complete an External Integrated Summative Assessment (EISA) at an accredited assessment centre before they can qualify.

This places greater emphasis on formal exam readiness and practical competence, rather than relying mainly on portfolio moderation. For many learners, particularly unemployed youth entering workplace programmes, this may require additional academic and emotional support throughout the learning journey.

  1. Workplace approval is now a critical requirement

Under the previous system, workplace exposure was sometimes treated as a secondary component of training. Under QCTO, it becomes central to the qualification itself. Before training can begin, employers must secure workplace approval to confirm that the environment is suitable for the specific qualification outcomes. This includes verifying that the business has the correct equipment, operational processes and practical exposure opportunities required for learners to develop occupational competence.

For technical or IT qualifications, for example, workplaces may need to demonstrate access to specialised hardware, software or operational systems before approval is granted. This means employers can no longer approach learnerships as passive hosting arrangements. Businesses are expected to play a far more active role in learner development through structured mentorship, supervision and workplace integration. For many companies, this will require closer collaboration between HR, operations and line management teams than before.

  1. Learner retention may become more difficult

Longer qualification timelines also introduce new learner management challenges. Keeping unemployed learners engaged over multi-year programmes requires consistent support, communication and realistic expectation management. Many organisations already experience learner dropout challenges within shorter programmes, and the risks may increase as programme durations expand. This is particularly important in a labour market where career mobility is high and economic pressures remain significant.

Employers should also ensure that stipend structures, mentorship capacity and learner wellbeing support are properly considered during programme planning. Businesses therefore need to think more strategically about how they structure their skills development initiatives. In some cases, combining unemployed learner programmes with internal staff upskilling initiatives may create more stable and sustainable outcomes.

What employers should do next

To avoid critical compliance gaps and protect Broad-based Black Economic Empowerment (B-BBEE) scorecards, organisations must take immediate action:

  1. Conduct a learning audit. Review existing learnerships and skills programmes and identify their QCTO equivalents, including new duration and workplace requirements.
  2. Apply for workplace approval early. Do not wait until learner recruitment begins. Workplace approval processes may take time depending on SETA capacity and assessment schedules.
  3. Review training budgets realistically. Extended programme timelines, external assessments and additional learner support requirements will all impact overall training costs and B-BBEE planning.
  4. Strengthen internal mentorship capacity. Managers and supervisors will play a more active role in learner development under the QCTO model, making workplace mentorship an operational priority.

The QCTO framework is a necessary evolution toward building a highly employable, technically competent South African workforce. However, the transition favours those who act now. Businesses that plan realistically, secure their operational approvals early, and budget for depth over speed will be best placed to turn this regulatory shift into a genuine competitive advantage.

12 August 2026
Love0

Retain by training – why your existing workforce is your best recruitment tool

By UncategorisedOne Comment

By Daniel Orelowitz – MD at Training Force

High staff turnover is one of the most significant hidden costs in modern South African business. When a key employee resigns, the financial impact is staggering – it is not just the recruitment fees, but also the lost productivity, the erosion of institutional knowledge, and the time spent training a new hire from scratch. Yet, the solution to this revolving door is often sitting right in front of us: our existing workforce.

To reduce turnover, we must shift our perspective. We should treat our employees as our internal customers, constantly striving to improve their professional experience and capabilities. In a competitive market, providing a salary is the bare minimum; providing a future is what secures loyalty.

The 2IC strategy – a practical path to loyalty

One of the most effective practical steps a company can take to secure its talent is ensuring that every role has a “2IC” – a second in responsibility who is being mentored for that specific position.

This creates a pipeline of potential within the organisation. When employees know they are being prepared for the next step, they feel valued and seen. They are no longer simply idling along in a fixed role; they are actively evolving. This is particularly important in the South African business context, where growth is a primary motivator. While everyone wants to earn more, they specifically want to see a path where doing more leads to earning more as their career progresses.

Without the opportunity to acquire new skills, employees eventually reach a ceiling and look elsewhere for a 20% or 30% salary increase that they could have achieved internally.

The sensible way to reduce the recruitment burden

Building talent from within is almost always more cost-effective than external hiring. An internal candidate already understands the business, the industry nuances, and the specific culture of the organisation. By identifying talent early and providing targeted training, such as enrolling a potential CEO in a finance course to address a skills gap – we eliminate the need to compete in an expensive and volatile external recruitment market.

When there is a 2IC in place, a resignation does not trigger a crisis. Instead of spending months searching for a senior replacement, the business can promote from within and recruit at a more junior level, or bring on an intern to fill the gap and start the skills development cycle again. This significantly reduces recruitment costs and ensures that the business maintains its momentum.

The pride of making progress

Continuous learning is an effective strategy that keeps staff engaged and motivated. There is a profound sense of accomplishment that comes with gaining a new qualification or certificate – a  pride that is visible at every graduation ceremony and speaks to a fundamental human drive to improve.

That pride translates directly into productivity. When a company invests money into an individual’s development, that person feels a sense of duty and a desire to give back to the organisation that supported their growth. It changes their outlook on their role and their future within the company.

Proactive vs. reactive training

Too many companies are reactive when it comes to training. They wait until they need a manager before realising their best salesperson has no management skills. To turn training into a long-term retention strategy, we must be proactive. This means looking at job specifications across the company, identifying the core skills needed for each role, and ensuring that managers are consistently looking ahead for the next person in line for potential growth.

We must also recognise that roles are changing, even if the person remains in the same position. Technology, particularly Artificial Intelligence (AI), is shifting the landscape of finance, legal, and operations. An administrator who once focused purely on data entry now needs the skills to manage data strategy and Excel pivots. If we do not help our employees keep up with these trends, they may become redundant through no fault of their own, despite their loyalty. By providing the training to help them adapt, we show them that they have a permanent place in our future.

Investing in people, reaping the commitment

Retention is a two-way street. It is about a mutual investment between the business and its people. This process hinges on sophisticated workforce management: auditing job specifications, identifying critical skills, and ensuring managers are proactively developing future leaders.

Because this requires a high level of specialist knowledge, many successful companies now choose to outsource their training and development functions entirely. By working with external partners to build these robust internal pipelines, South African businesses can leave reactive hiring behind and create a more resilient, committed, and highly skilled team that is ready for the future.

23 April 2026
Love0

Rethinking skills development in an economy short on jobs to ignite entrepreneurship and job creation

By UncategorisedNo Comments

By Daniel Orelowitz – MD at Training Force

South Africa’s unemployment crisis continues to place pressure on the economy, communities and the public sector. While skills development programmes have traditionally focused on preparing people for formal jobs, the reality is that the formal labour market cannot absorb everyone. In the short to medium term, millions of South Africans will not find formal employment, regardless of their qualifications. For many people, entrepreneurship and participation in the informal economy are not choices but necessities. Small businesses, street traders and micro-enterprises provide a critical source of income for households across the country. The key question is no longer whether skills development should support entrepreneurship but whether it can do so in a way that helps businesses survive, grow, and create jobs.

Rethinking the purpose of skills development

Skills development has long been designed around formal employment. This approach made sense in an economy where job creation kept pace with population growth. Today, it is no longer enough on its own. Too many people are locked out of the formal labour market, even when they have training or experience.

As a result, economic activity is increasingly taking place outside traditional employment. The informal economy already supports millions of South Africans, yet it is often treated as temporary or secondary. In reality, it is a permanent and important part of the economy. Skills development needs to reflect this by supporting both employment and self-employment pathways. This does not mean that entrepreneurship is a solution for everyone. Running a business involves risk and uncertainty, and not everyone is suited to it. These traits cannot be taught in the same way as technical skills. Acknowledging this is important. The role of training is not to turn everyone into an entrepreneur but to support those who are already running businesses or who clearly want to do so.

Why many micro-enterprises struggle

Many small businesses in the informal economy operate in survival mode. The problem is usually not a lack of effort or customers. More often, it is a lack of basic business skills that prevents stability and growth.

Financial management is one of the biggest challenges. Many entrepreneurs focus on sales but underestimate their true costs. Expenses such as transport, fuel, utilities and stock losses are often overlooked. Without proper pricing and cash flow management, a business may appear profitable but still struggle to survive from month to month.

Other common gaps include compliance, basic planning, operations, project management and customer management. In a micro-enterprise, the owner must handle everything, often without any formal business training. This makes it difficult to make informed decisions or plan for growth.

The value of practical, structured training

Practical, well-structured training can make a real difference to small businesses. When training is focused on real-life business situations rather than theory, entrepreneurs can apply what they learn immediately. Improved financial skills help business owners price correctly, manage cash flow and plan for difficult periods. A better understanding of compliance helps them reduce risk and make informed decisions. Training in operations and customer management can improve efficiency and service quality.

Training cannot create entrepreneurs where there is no interest or drive. What it can do is strengthen the businesses that already exist. Better skills lead to better decisions, improved resilience and greater productivity. Over time, this increases the chances that small businesses will stabilise, grow and start creating jobs.

Building stronger businesses for wider impact

As skills improve, informal businesses are better positioned to grow and, where appropriate, formalise. Stronger businesses are more likely to access funding, join value chains and contribute to the tax base. They are also more likely to employ others, even on a small scale.

Access to training remains a challenge, but government programmes and private sector initiatives can help close this gap. In an economy where formal jobs are scarce, it is essential to support both job seekers and job creators. Strengthening the skills of entrepreneurs who are already active on the ground offers a practical and realistic path to sustainable businesses, broader economic participation and job creation.

5 February 2026
Love0

Township Cannabis Incubator (TCI) Launches Eastern Cape’s First Community-Accessible Commercial Cannabis Processing Hub

By Uncategorised2 Comments

[Mthatha, Eastern Cape ] – [4 December 2025 ] – The Township Cannabis Incubator (TCI), in partnership with Training Force and the Cheeba Cannabis and Hemp Academy, hosted a landmark stakeholder engagement and equipment launch on 2 December 2025, officially unveiling the region’s first fully operational and community-accessible cannabis extraction and processing facility.

The event, which was exceptionally well-attended, brought together a diverse group of stakeholders, including government officials, local entrepreneurs, community leaders, and industry experts. For many attendees, the engagement served as a vital opportunity to understand the complete cannabis and hemp value chain and its potential for economic growth.

A Landmark for Commercialisation

The atmosphere was electric, marked by palpable excitement during the demonstration of the various state-of-the-art machinery acquired by TCI. The most significant takeaway from the day was the unequivocal declaration that TCI, alongside its dedicated partners, is the definitive Cannabis Hub for Commercialisation within the Eastern Cape region.

“Never before has there been a hub or centre with direct accessibility for the community to bring their raw materials and products for processing,” said [Snoux Powsa – MD OR Tambo CDC]. “This marks a landmark time—a moment of something great that will truly empower and uplift our communities. We are moving beyond talk and providing the community with the training, education, tools, and off-take agreements necessary to create a viable business case in this burgeoning industry.”

The facility is designed to enable SMMEs and community members to process their yields into high-value commercial products, thereby formalising their place in the local and international markets.

Future Vision and Call to Action

TCI leadership expressed immense gratitude to all attendees for their insightful questions and robust networking. The organisation is committed to ensuring that the development of this industry is formalised, sustainable and becomes a great treasure for both the local and international markets.

Looking ahead, TCI and its partners are actively seeking further engagement with other districts and municipalities across the Eastern Cape to extend this initiative and establish satellite opportunities within their territories. The goal is to bring a formalized economic development pathway to all communities within the province.

9 December 2025
Love0

Turning budgets into opportunity

By UncategorisedOne Comment

Meet your skills development and B-BBEE goals, without breaking the bank
In conversation with Etienne Steffens and Thinus Oelofse of Training Force

Skills development and B-BBEE compliance remain non-negotiables for South African businesses. But in 2025 one theme has repeatedly come up in our client conversations: shallower pockets and smaller training budgets. That doesn’t mean the work stops, it just means companies need smarter, more practical ways to meet targets while protecting cash flow.

Training Force’s solutions team Thinus Oelofse (Regional Head) and Etienne Steffens (Skill Solution Specialist) sat down to unpack the year’s challenges and show how a thoughtful, relationship-first approach turns a “grudge purchase” into measurable value.

This year many clients told us the same story: training budgets were cut or suspended, SETA grants were slow, and finance and HR often weren’t speaking the same language. HR teams focused on headcount and upskilling; finance teams watched the bottom line. The result? Opportunities to use incentives such as the 12H allowance and the Employment Tax Incentive (ETI) were being missed.

“HR will tell us: ‘We don’t have budget.’ Meanwhile the finance team sits in another room and doesn’t tell them they could reduce tax through the right learnership structure,” says Etienne. “There’s simply not enough cross-department knowledge,” adds Thinus.

That gap is costly: rushed purchasing decisions, one-off learnership splurges that deliver poor long-term results, and training providers that demand upfront payment, all of which undermine sustainable outcomes.

Training Force’s answer is simple but deliberate: educate clients, build trusted relationships, and sell solutions, not just courses.

  1. Close the knowledge gap: Training Force doesn’t only train learners; we upskill clients too. By explaining how incentives work (12H, ETI, SETA grants), we help HR and finance teams see training as a strategic investment, one that reduces tax burden and starts returning value in months, not years.

“If you can show ROI within six months, you get buy-in, and that changes the tone of the conversation,” says Thinus.

  1. Meet clients where they are financially. We understand cash flow pressures. Unlike many providers who demand payment up front, Training Force leverages its corporate backing to offer flexible invoicing tied to funding tranches and realistic payment plans, reducing the month-to-month impact on a client’s P&L.

“We can accept a little more risk and spread payments so clients aren’t forced into a disruptive cash-flow decision,” Thinus explains.

  1. Design the right solution (not the biggest one). The team emphasises discovery before delivery. Instead of pitching a one-size-fits-all package, Training Force maps the client’s objectives, asks what ROI looks like for them, and builds a targeted learnership or skills programme that aligns with both B-BBEE and business outcomes.

“We’re not salespeople pushing products, we’re solution developers,” says Etienne. “If the client wants a Rolls-Royce for a Polo price, we’ll be honest and find a middle ground.”

  1. Build trust through people. Marketing creates awareness, but people build trust. Training Force is increasing visibility of the client-facing teams so businesses recognise the individuals behind the service. Case studies, thought leadership and relationship marketing help prove credibility in a market where reputation matters.

“People engage with people. If they trust the person on the ground, they’ll explore unconventional solutions with us,” says Jason.

Beyond tax savings and compliance, the team never loses sight of the bigger picture: learners whose lives change. Learnerships create career pathways, improve household livelihoods and strengthen communities. That social ROI sits beside the financial one, and both matter.

“This work gives individuals a better chance at a future. It affects households, communities and the economy,” Etienne says.

If there’s one principle that underpins Training Force’s approach it’s this: be honest and know your stuff. That combination builds long-term relationships, mitigates risk for clients and ensures training is a genuine investment, not a once-off cost.

“I’d rather walk away than promise something we can’t deliver,” Thinus says. “Knowledge with honesty and integrity is the basis of everything we do.”

Need help turning your training budget into measurable ROI? If you’re facing budget pressure but must still meet skills development and B-BBEE targets, Training Force can help you map incentives, design learnerships that deliver ROI, and structure payments to protect cash flow. Get in touch to speak with one of our solutions specialists and see how a tailored approach can make a real difference.

30 November 2025
Love0

The future of work – skills, not fear – South Africa’s path to an AI-ready workforce

By Uncategorised2 Comments

By Daniel Orelowitz, MD at Training Force

South Africa’s long-term economic competitiveness depends on how effectively it embraces digital transformation. Across the globe, industries are rapidly integrating Artificial Intelligence (AI) and automation into their operations, with technology changing how people work, how decisions are made, and how businesses compete. For South Africa, the challenge is not only technological adoption, but workforce readiness. Without a deliberate national effort to build digital capability, the gap between technology and people will continue to grow. This gap threatens productivity, innovation, and ultimately, economic growth, and it is reaching a critical point. In a global economy moving at digital speed, failing to adapt is not an option.

The human element of Artificial Intelligence
AI should not be seen as a threat to jobs, but rather a tool that enhances human performance. When used effectively, AI allows people to work smarter, not harder, by automating repetitive tasks, supporting data-driven decision-making, and freeing up time for strategic and creative work.

The future of work will not be defined by machines replacing humans, but by how humans and machines collaborate. The real question is not whether AI will take jobs, but whether people are ready to use AI well enough to stay relevant. This mindset shift is essential. Workers who learn how to use AI tools can improve productivity, streamline processes, and make more informed decisions. Those who resist change risk being left behind. Businesses need to support this transition by offering employees the right training, guidance, and opportunities to adapt.

Closing the productivity gap through continuous learning
The biggest barrier to digital transformation in South Africa is not technology itself, but skills. AI and automation are evolving at breakneck speed, but education and training systems struggle to keep pace. Traditional courses can be outdated by the time they are introduced, making one-off training insufficient.

To remain competitive, digital skills development must be practical, flexible, and continuous. Regular upskilling in AI, automation, and data analysis can boost efficiency, innovation, and overall productivity. Training should also focus on problem-solving, adaptability, and a mindset of lifelong learning. Employees should take ownership of their learning by pursuing free-to-access online courses and requesting workplace skills development opportunities to remain competitive and relevant.

Collaboration is the key to future-ready skills
Digital transformation cannot succeed in isolation. To build a workforce that is future-ready, partnerships between industry and training providers are essential. Businesses understand their operational realities, while training providers bring expertise in learning design and technology trends. Together, they can create programmes that are relevant, timely, and aligned to business goals.

An example of this approach comes from a local company that regularly collaborates with its training partner to review and update its digital skills roadmap. Every six months, the partners meet to assess progress, evaluate emerging technologies, and plan the next phase of training. This kind of agility keeps employees ahead of the curve and ensures that learning outcomes are immediately applicable in the workplace.

Partnerships also play a critical role in change management. When introducing AI tools like Microsoft Copilot or ChatGPT, employees need to understand not only how to use them, but why they matter. Structured workshops, guided implementation, and ongoing coaching help teams overcome fear, build confidence, and integrate new tools effectively.

For businesses that do not have in-house learning and development capacity, partnering with a skilled training provider ensures that training remains continuous, relevant, and aligned with strategic priorities. It also offers access to updated online learning content, which helps employees build the digital fluency needed to remain productive in fast-changing industries.

The road ahead – where humans and machines meet
South Africa has made some progress in digital education and skills development, but the pace is yet too slow. There are promising initiatives supported by global technology companies, yet these efforts remain fragmented. To compete globally, South Africa needs a coordinated national focus on digital upskilling.

The message for both employers and employees is clear: AI will not replace people, but people who do not learn how to use AI may find themselves replaced by those who do. Digital capability drives both business performance and national growth, making it an economic necessity.

As South Africa prepares for the next wave of technological progress, empowering people with the skills to harness AI will be key to achieving sustainable growth, competitiveness, and a more inclusive future of work.

18 November 2025
Love0

McDonald’s and CATHSSETA empower SA youths: Hundreds graduate in bold private-public synergy

By UncategorisedOne Comment

A graduation of 676 young South Africans marks a major win in the jobs crisis — inside McDonald’s and CATHSSETA’s partnership model that’s delivering real results and restoring dignity.

Johannesburg, South Africa — In a country where youth unemployment hovers above 45%, McDonald’s South Africa is proving that partnerships grounded in purpose can create real change. In collaboration with the Culture, Arts, Tourism, Hospitality, and Sport Sector Education and Training Authority (CATHSSETA), the company recently celebrated the graduation of 676 young South Africans who successfully completed its national Hospitality Learnership Programme — a life-changing initiative designed to turn opportunity into empowerment.

By and large, this initiative forms part of McDonald’s global Youth Opportunity program, launched in 2018 to remove barriers to employment for 2 million young people worldwide by 2025. The South African learnership, aligned with CATHSSETA’s High Impact Programme, equips learners with NQF Level 3 qualifications in hospitality, blending 70% on-the-job experience with theoretical training — and, crucially, guaranteed job absorption for 80% of graduates.

“We can’t stand back as a company that hires so many young people and do nothing,” said Dr. Mamello Masia, McDonald’s South Africa’s Chief People Officer, during a sideline interview with NOWinSA (Editor Tankiso Komane.

“Given the scale of unemployment in our country, we had to be intentional — to design a program that’s not only impactful but scalable. Because without developing your people, you simply don’t have a business.”

This program, she explains, is more than corporate social responsibility — it’s a strategic investment in South Africa’s human capital. “Every trainee starts from entry level — from crew in the kitchen — but we make sure they gain both theory and practical training. Once qualified, they are job-ready. Who better to employ them than us? McDonald’s hires around 3,000 crew a year, so why not be deliberate about how we do it — and build real careers from it?”

From crew to career: Building a pathway of growth

For McDonald’s, the commitment doesn’t end at the first paycheck. “The primary purpose is to address youth unemployment,” Dr. Masia emphasized. “But equally, it’s about creating a career pipeline. We have people in our business who started as crew and are now directors. Growth is not just possible — it’s encouraged.”

That growth mindset runs deep within McDonald’s culture. Founded 70 years ago by Ray Kroc, whose philosophy that “the heart of McDonald’s is its people” remains central, the company continues to invest in its people-first legacy — from its 70th anniversary global celebrations to its 30-year anniversary in South Africa.

Public-private partnerships as a catalyst for change

At the graduation event, CATHSSETA CEO Mr. Marks Thibela described the collaboration as “proof that co-investment between the private and public sectors can produce credible and scalable responses to youth unemployment.”
He lauded McDonald’s for not only training but employing the majority of its graduates, saying, “This is what sustainable empowerment looks like.”

The numbers confirms this impact. From the broader programme, of 1,400 learners trained, over 476 were permanently absorbed into McDonald’s South Africa, with another 75% now employed full-time elsewhere in the hospitality sector.

As Dr. Masia highlighted, the program also utilises Training Force and McDonald’s Hamburger University — the company’s global centre of excellence in restaurant operations — ensuring that graduates emerge with globally relevant, industry-recognised skills.

A blueprint for Corporate South Africa

For Dr. Masia, the success of this partnership is a demonstrable proof-of-concept that Corporate South Africa can—and must—replicate. She believes the scale of the unemployment crisis demands a collective response.

“We can’t solve unemployment alone,” she stated, “but together — government, industry, and business — we can create pathways to dignity and progress.”

For her, the call to action for other companies is built on a pragmatic foundation. “The question isn’t whether you can solve the entire crisis,” she reframed for her peers. “The question is whether you are leveraging your unique operational assets. We have a national footprint and a constant demand for crew—that is our leverage.

“It’s about using your hiring strategy, your training departments, and your career ladder as deliberate tools for social impact,” she explained. “We’ve proven it can be done at scale without sacrificing business fundamentals; in fact, it strengthens them by building a loyal, skilled, and growing workforce.”

This model—where a company’s core operational engine becomes a vehicle for national development—is the powerful blueprint McDonald’s offers. It’s a direct challenge for businesses to look inward, identify their own ‘footprint’ and ‘pipeline,’ and turn them into pathways of progress for the country’s youth. his ethos of building talent pipelines extends beyond the restaurants, reflected in other initiatives like the Girl Unlimited High Tea fundraiser, which invests in the next generation of female leaders from the ground up.

Restoring dignity, rebuilding hope

The event was not just a graduation; it was a celebration of perseverance and purpose. Deputy Minister Gondwe commended the program, saying,

“This initiative has brought hope to individuals, restored dignity to families, and reignited pride in communities. These are the kinds of projects that reclaim the dignity of our youth and strengthen the social fabric of our country.”

As McDonald’s marks 30 years of operations in South Africa, its message remains clear — there is no us without you.
From crew to director, from unemployment to empowerment, McDonald’s South Africa is showing that when the private sector leads with purpose, transformation follows.

18 November 2025
Love0