richardw@workforce.co.za

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 Traditional courses can be outdated by the time they are introduced, making one-off training insufficient.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.

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.

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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.

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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.

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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.

By Daniel Orelowitz, MD at Training Force

Many South African businesses still see learnerships and skills development programmes as time-consuming and filled with red tape. The paperwork, strict Sector Education and Training Authority (SETA) requirements, and lengthy registration processes can make these programmes seem more like a burden than a benefit. But that perception misses the bigger picture. Behind the compliance and Broad-Based Black Economic Empowerment (B-BBEE) scorecard points, learnerships deliver real, measurable value to businesses. They build stronger teams, improve productivity, and help companies save money over time. When viewed strategically, a learnership is not an administrative task. It is an investment in people and in the long-term success of the business.

Changing how we see learnerships
Many employers have traditionally hesitated to take on learnerships due to past experiences with inconsistent SETA processes or long delays. Each SETA has its own rules and documentation requirements, which can make implementation frustrating. Others believe learnerships only apply to unemployed individuals and have not considered how they could benefit existing staff. The truth is that learnerships can be structured for both employed and unemployed learners.

For unemployed participants, learnerships provide valuable work experience along with a recognised qualification. For existing employees, they offer a practical way to grow within the business while learning new skills on the job. For example, a company might use a management learnership to prepare experienced team members for leadership roles. The training combines theory and practical experience, equipping employees with the skills to manage people and projects within their own companies. This kind of programme builds internal talent, improves confidence, and strengthens company culture.

Why learnerships make business sense
When a company invests in skills development, it builds a more capable and loyal workforce. Trained employees are more productive, require less supervision, and are more likely to stay with the business. This reduces recruitment costs and makes succession planning easier because skilled staff can grow into new roles as the company expands.

Learnerships also provide employers with access to a pool of trained and motivated people who already understand how the business operates, which can be a practical advantage in a market where skilled talent can be hard to find. In short, developing skills internally is a smart way to save both time and money.

The tax and financial benefits
Accredited learnerships offer a powerful combination of skills development and financial return. Under Section 12H of the Income Tax Act, companies can claim a tax deduction for each learner enrolled, plus an additional allowance when the learner successfully completes the programme. These deductions effectively reduce taxable income and help maximise the value of training investments.

While qualifications registered under the Quality Council for Trades and Occupations (QCTO) framework currently fall outside the scope of these specific tax rebates, learnerships remain one of the most effective skills development strategies, delivering measurable tax benefits alongside real operational impact.

Supporting South Africa’s future workforce
The impact of learnerships extend beyond the business itself. Every programme contributes to South Africa’s broader socio-economic goals by giving more people access to education and workplace experience, which helps reduce unemployment and creates a more skilled national workforce.

For employers, offering these opportunities shows a commitment to social responsibility. By investing in employee growth and supporting learners, businesses help build South Africa’s future workforce while creating stronger, more resilient organisations.

Undoubtedly, the SETA process can be complex. The paperwork, registrations, and compliance steps can feel overwhelming. But the good news is that businesses do not need to manage this alone. Partnering with a trusted, accredited training provider can simplify the process, ensuring applications are handled correctly and the business remains compliant. Once a programme is in place, the benefits quickly outweigh the effort. Companies that commit to learnerships find that they improve staff morale, unlock tax savings, and position themselves as forward-thinking employers who invest in people and performance.

The bottom line: skills development is critical
In today’s fast-changing economy, skills development is essential. Businesses that prioritise learning and growth are better equipped to adapt, innovate, and compete. Running a learnership or skills development programme should be so much more than a box-ticking exercise. The focus should be on building stronger teams, empowering employees, and supporting South Africa’s growth.

The administrative effort is only temporary, but the rewards last for years. Companies that recognise these hidden advantages today will be the ones shaping a stronger, more skilled future for the country tomorrow.

Written by Craig Van Buuren, Divisional Head at Training Force

At our Training Force Parktown offices in Johannesburg, we run a walk-in centre where young jobseekers can apply for learnerships in person. It operates only on select days and within limited hours, and when we first opened the doors, we had no idea what the response would be.

Over the past few weeks, I’ve noticed the queues growing longer, each time filled with hopeful school leavers clutching their CVs, waiting patiently for someone to give them a chance. This week I was stopped in my tracks. The line curved around the block; a powerful reminder of just how many young people are ready to work, if only they’re given the opportunity.

That sight was both humbling and sobering, a reminder of just how desperate young people are for opportunity, and how much potential sits untapped on our pavements every day.

Youth unemployment in South Africa remains one of the greatest challenges of our time. With more than 40% of young people out of work, it’s clear that traditional approaches, particularly training in isolation, are not enough. As a business community, we must face the reality that while skills development is essential, training alone won’t fix the problem. The real solution lies in bridging the gap between potential and opportunity.

At Training Force, we see daily the incredible potential of South Africa’s youth. They are driven, resilient, and eager to contribute. Yet many remain locked out of the economy, not because they lack ability, but because they lack access, access to networks, mentors, and real-world experiences that turn learning into livelihoods.

The issue isn’t a shortage of training programmes, but a shortage of pathways. Too often, development initiatives end when the classroom door closes. We must move beyond compliance-driven interventions and towards solutions that connect learning directly to opportunity, through structured work experience, enterprise development, and integration into value chains.

This means stronger collaboration between business, government, and training providers. Industry must help shape the design of skills programmes to ensure alignment with real economic demand. In turn, businesses need to open their doors to young people, offering internships, apprenticeships, and mentorships that lead to meaningful employment or entrepreneurship.

At Training Force, our approach has always been to build partnerships that create sustainable impact. By integrating training with access to markets, we help turn potential into productivity. We’ve seen firsthand that when young people are given the right tools and an environment to apply them, they don’t just find jobs, they create them.

Opportunity shouldn’t be limited to formal employment either. Supporting small and medium enterprises, encouraging youth-led business growth, and linking them into supply chains is equally vital. By empowering young entrepreneurs, we strengthen communities and stimulate wider economic participation.

Addressing youth unemployment isn’t a charitable act, it’s a strategic imperative. A thriving economy depends on the inclusion of its youth. Every young person who steps into work or builds a business contributes to a stronger, more resilient South Africa.

The next phase of transformation must focus on connection: connecting learning to livelihood, skill to opportunity, and potential to progress.

At Training Force, we remain committed to being part of that bridge. Because while training builds skills, opportunity builds futures, and it’s time we invest in both.

By Craig van Buuren

In South Africa, skills development is too often viewed as a compliance exercise — a way to earn B-BBEE points or qualify for incentives. But this view overlooks its true potential.

Skills development is not charity. It’s a growth driver, one of the most effective ways to boost business performance and build the nation’s workforce.

Every year, thousands of young South Africans enter the job market with little or no experience, while companies across sectors face critical skills shortages. The result is a widening gap between potential and opportunity. The solution lies in seeing skills development as a strategic investment, not an obligation.

Meaningful learnerships, internships and work-integrated programmes do more than “give back.” They create future-ready talent pipelines and build adaptive, innovative teams. Businesses that invest in people gain stronger performance, better retention, lower recruitment costs and a stronger reputation. In every sense, it pays off.

For young people, skills development means more than training. It offers dignity, direction and a pathway to sustainable livelihoods. When learners gain the chance to work and grow, they uplift their families and communities, fuelling inclusive economic growth.

The real question is not whether to invest in skills, but how to do it smarter. Partnerships between business, training providers and government are crucial. Programmes must reflect real industry demand, include mentorship and lead to employment, not just certification.

With youth unemployment above 40%, the case for skills development is both moral and economic. Every rand spent on training is an investment in South Africa’s long-term stability and growth.

It’s time to move beyond compliance. Skills development is not an obligation — it’s a catalyst for stronger businesses, empowered people and a more resilient economy.

At Training Force, we believe in turning potential into progress through purpose-driven skills development that creates lasting impact for learners, businesses and communities.

Contact Training Force today to start your purpose-driven skills development. Reach us for business: info@trainingforce.co.za or give us a call now 011 974 6633.

 

By Daniel Orelowitz, Managing Director of Training Force

Despite an abundance of choice in skills training available in South Africa’s metropolitan hubs, many rural and remote communities continue to face significant obstacles when it comes to developing their workforce. With limited infrastructure, few accredited training providers, and scarce resources, many motivated learners are denied opportunities that could shape their futures. Expanding access to practical, career-focused training in these areas is key to increasing employment, building local enterprises, and driving economic growth nationwide.

The barriers to learning in rural communities
Across rural South Africa, infrastructure gaps make learning harder. Without nearby training centres or businesses, opportunities for hands-on experience are scarce and uneven schooling quality in some areas means many learners leave matric without the skills that employers require. Faced with limited options, young people often migrate to the cities, where job markets are already stretched, while their home towns struggle to build their own economies.

Still, rural and township areas hold immense potential. With Africa’s youth population on the rise, developing skills where people live is becoming more urgent. Failure to act means sidelining capable young people while urban centres face a shortage of critical skills.

Bringing skills training closer to home
Making skills training work in rural areas requires flexibility and a willingness to rethink delivery. Mobile training units, from converted buses to portable classrooms, can bring practical, hands-on instruction to even the most remote communities. By rotating between towns and villages, it becomes possible to cut travel time and costs that often keep learners away.

Local partnerships add another layer of impact. When training providers work with nearby farms, mines, construction firms, and retailers, they can host courses at worksites or community halls, giving learners relevant experience in familiar surroundings. Employers benefit too, gaining access to a workforce that already understands local conditions. Short, modular courses make training more manageable for people juggling work or family duties. Where internet access is strong enough, digital tools and e-learning platforms can expand choice and in low-connectivity areas, preloaded tablets or offline learning kits keep education within reach.

Community hubs equipped with computers, internet access, and learning materials can serve as centres for both formal courses and informal mentoring. Learnerships and apprenticeships create a clear bridge between study and paid employment, giving people the chance to stay and work in their own communities. When these approaches are tailored to the realities of each region, they will open the door to relevant, accessible training that builds both skills and local economies.

Strengthening communities and economies
Enabling such access to training within rural communities has clear social benefits. Learners avoid the financial strain of relocating to the city and can maintain their support networks, which makes it easier for them to complete courses and apply their new skills locally.

Economically, this means unemployment rates will drop as more people gain qualifications that match available jobs. Local businesses benefit directly from a skilled workforce, which leads to improved productivity and growth. Expanding training opportunities in rural areas also encourages entrepreneurship, helping communities build more resilient economies. Importantly, growing skills and employment in rural areas reduces the influx of job seekers to already overstretched urban centres, which helps balance economic development and lessens the pressure on city infrastructure and services.

Partnerships for a more inclusive future
For skills training to truly work in rural areas, training providers must have a good grasp of the local situation: which industries are present, what skills people already have, and what gaps need to be filled. Designing programmes that match the specific needs of these communities is far more effective than one-size-fits-all courses.

That said, private training providers often struggle to keep their operations running sustainably in rural locations without some kind of external support. This is where collaboration with government and businesses plays a critical role. Offering incentives that encourage companies to set up near or within rural areas can create much-needed job opportunities, while funding and backing for rural training initiatives help make programmes affordable and accessible to those who need them most.

When training providers, government, and industry align their efforts, they can develop the vast skills available in South Africa’s rural areas. Offering training where people live supports personal growth, boosts community economies, and fosters a more equitable and balanced national economy.