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By Daniel Orelowitz, MD at Training Force

Though the buzzwords “job creation” and “economic growth” often dominate boardroom discussions, it is the humble Small and Medium Enterprises (SMEs) that truly bring these concepts to life. SMEs are the ones taking risks, hiring locally and revitalising our markets. Yet, they are the ones struggling, particularly in accessing the skills they desperately need. The growth potential is clear – SMEs do not simply fill gaps in the market, they create new ones. They innovate and they adapt with a nimbleness that bigger entities lack but this potential is often choked by a lack of resources, especially in upskilling their workforce. It is unrealistic to expect SMEs to compete on a global scale, if they’re perpetually battling to stay afloat due to a skills deficit.

Corporate self-interest – strengthening the supply chain

Many SMEs lack the financial resources to invest in training that would improve the quality of their products or services. By providing financial and resource support, corporates can bridge this gap and enable SMEs to develop the skills needed to meet industry standards.

To put it bluntly, this is a prime opportunity for corporates to provide real support for SMEs by funding training programmes that enhance their capabilities. The argument for corporates to step in isn’t just a matter of social responsibility, it’s directly related to self-preservation. Given the sheer scale of interconnected global economies, supply chains are only as strong as their weakest link. By investing in SME skills development through Enterprise and Supplier Development (ESD) initiatives, larger organisations are not just throwing a lifeline; they’re strengthening their own position. An SME with a well-trained workforce is a more reliable supplier, a more innovative partner, and a more capable contributor to the wider ecosystem.

Strategic investment with skills development as a priority
Throwing money at the problem isn’t enough. Too often, ESD funds are misdirected, or worse, squandered, because the recipient lacks the business acumen to manage them effectively. This is where the “skills” part of “skills development” must be brought sharply into focus.

SMEs and their workforces require a diverse skill set on top of the basics of management skills, financial literacy, and administrative capabilities. Equipping individuals with these competencies ensures that the right people, possessing the right skills, are in place to maximise the Return on Investment (ROI) from ESD funding.

Putting the focus on skills development in the right place
To achieve this, a dedicated portion of every ESD investment must be explicitly earmarked for comprehensive training. This isn’t as complicated as it sounds. To maximise the impact of these initiatives, corporates should partner with accredited training providers, who will bring in the experts to deliver impactful, relevant programmes, tailored to the unique requirements of the SME.

Let’s not forget the operational burdens that often cripple SMEs – the endless admin, the cash flow struggles, the constant juggling of multiple roles – these are the realities that prevent entrepreneurs from focusing on growth. Corporates can step in to alleviate these burdens by providing resources for administrative support, or by facilitating learnerships and internships where relevant, to give SMEs, the breathing room they need to move beyond survival.

Stepping up to champion SME skills development
In short, it’s about building the human capital that will drive long-term success. By outsourcing training to reputable providers, corporates can ensure that SMEs receive high-quality, relevant skills development that directly contributes to their growth. Such a partner would manage the skills development aspect of the investment from start to finish – covering everything from training materials to compliance reporting, making it almost effortless on the corporate’s part to contribute to the growth of SMEs through their supply chain.

To get there, however, a paradigm shift needs to happen. Corporate South Africa needs to move from a mindset of charity to a mindset of strategic partnership. This isn’t about handouts; it’s about investing responsibly in the future of businesses and communities. It’s about recognising that when SMEs thrive, South Africa thrives.

By Daniel Orelowitz, MD at Training Force

South Africa’s unemployment crisis is a national tragedy. Stats SA in the final Quarterly Labour Force Survey (QLFS) for 2024 confirmed the scale of the challenge – too many are seeking work and finding only frustration. But what if this crisis could be rebranded as an opportunity? What if there’s a way to equip jobless South Africans with the skills they need to build real careers, even if it means setting them up to look for overseas opportunities first? The world needs trained workers and skilled professionals, particularly in the food production, hospitality and customer service industries.

Training South Africans to meet those needs would be life changing and the impact of training programmes tailored for international employers would be invaluable. Our people could gain global experience, earn competitive wages and develop much-needed expertise, which they’ll bring home with them and put to work strengthening South African industries. It’s a win-win situation, that much is undeniable. The only thing that remains is figuring out how to make it happen faster – how to effectively turn local training into launchpads for global careers.

Setting the scene – breaking down the figures
South Africa’s official unemployment rate saw a slight dip to 31.9% in Q4 2024, according to Stats SA. While this shows a small increase in employment and a decrease in the number of unemployed, it masks a concerning trend: a rise in discouraged work-seekers by 160 000 (up by 5,0%). This suggests that many have given up hope of finding employment, a worrying indicator of the depth of the problem. Furthermore, youth unemployment, while showing a marginal improvement to 44.6%, remains high, indicating the continued vulnerability of young people in the labour market.

The big picture here? Millions of people, especially young people, cannot find jobs. This is partly because businesses, both international and South African, aren’t investing enough in the country. Factors like complicated regulations make it hard to do business here and companies often look elsewhere, discouraged from expansion and investment by the amount of red tape involved in dealing with South Africa. For our youth, 337 158 matrics qualified recently for university admission but there are only 202 000 places at campuses around the country. This shows that we have people willing to work and willing to learn; however, a shortage of opportunities prevents them from doing so.

Rebranding to find a new horizon of opportunity

On the other hand, there is an urgent need for skilled workers in places like Europe and America. They’ve got aging populations and not enough young people to fill the vacancies. Plus, even though still highly-qualified, a lot of people aren’t interested in some of the more basic, but still important, jobs – like business administrative work or skilled trades. Even call centres in the UK cannot retain staff, despite competitive pay and lucrative benefits. Simply put, these just aren’t jobs that people over there want to do, and that leaves a gap for South Africans to fill.

So, how do we help South Africans to seize these life-changing global opportunities? This is where targeted training comes in, with the potential to address our unemployment crisis from a fresh angle. We’re already seeing interest from overseas companies looking to hire, and now our job is to bridge the gap by equipping people with the skills they need to take them overseas to more mature markets. It’s about training people to meet international standards so they can confidently take on 12-month contracts abroad.

Preparing for global work and strengthening local industries
Consider this analogy: Just as South Africans frequently relocate within the country for employment opportunities, so too could they seek work internationally. Instead of a move from Mpumalanga to Cape Town, for example, it now becomes possible to make a move from Mpumalanga to London. The pay is competitive, the experience is incredible, and when these individuals return, their employability has increased.

By Hannah Moodley

Employment Equity (EE) is more than a compliance requirement—it is a strategic tool that organisations can leverage to drive transformation and build a pipeline of skilled professionals. While EE plans are designed to promote fair representation and diversity in the workplace, their effectiveness depends on the availability of structured, skills-based training that prepares employees for meaningful career progression.

Is Your EE Plan Truly Effective?

For many organisations, the challenge is not only meeting the numerical targets of an EE plan but ensuring that employees are genuinely empowered through skills development. Without structured training interventions, EE transformation can become a box-ticking exercise rather than a mechanism for real change.

Can Unaccredited or Aligned Training Meet EE Objectives?

A common concern for businesses is whether unaccredited or aligned training programs contribute meaningfully to EE goals. The answer lies in a blended approach. While formal qualifications are valuable, unaccredited short courses and skills programs provide employees with the practical expertise required to perform effectively in their roles. These programmes offer flexibility, are tailored to industry needs, and can be implemented more efficiently than full qualifications.

Tailored Training Solutions for Sustainable EE Transformation

At Training Force, we offer a range of training solutions that support businesses in meeting their EE objectives while equipping employees with the necessary skills to advance their careers. Our short courses, skills programs, and learnerships are designed to align with your EE plan, ensuring that by the end of its cycle, employees have undergone meaningful skills transformation.

By integrating structured training into EE strategies, businesses can create a sustainable succession plan, closing skills gaps while promoting leadership development. The result is a workforce that is not only compliant with EE requirements but also more capable, competitive, and future-ready.

Invest in skills development today to ensure the full impact of EE transformation is objectively met.

By Daniel Orelowitz, Managing Director at Training Force

The establishment of shopping centres in rural South Africa presents a significant opportunity to stimulate economic growth and create much-needed employment. However, realising this potential hinges on effectively addressing a critical challenge: the skills gap within local communities.

The economic impact of rural shopping centres
Shopping centres act as economic catalysts in several important ways. They generate direct employment opportunities across various roles, from retail assistants and cashiers to security guards, cleaning staff, and management positions. By offering a wider variety of goods and services, they reduce the need for long-distance travel for basic necessities, keeping spending within the local economy. In the same vein, shopping centres attract other businesses, such as Small and Medium Enterprises (SMEs) that may open complementary services, further expanding employment opportunities. Finally, they can serve as social hubs, fostering a sense of community and providing spaces for social interaction and local events

Identifying the skills gap
People in rural communities may lack the skills needed to succeed in the retail sector. This includes a lack of understanding in areas like customer service, inventory management, and basic financial literacy. They may also lack familiarity with technology used in retail settings and essential people skills like communication and teamwork. By addressing these skill gaps, training programmes can equip individuals with the necessary knowledge and skills to succeed in the retail sector.

Hosted solutions – a practical approach to skills development
To bridge these gaps, “hosted solutions” – dedicated training centres established within or near rural communities – offer a practical and effective approach. These centres provide hands-on training in simulated retail environments, allowing trainees to apply theoretical knowledge and develop essential skills. By locating training centres within or near rural communities, these solutions improve accessibility by reducing travel time and costs for participants. The training curriculum can be tailored to specific industry needs and local market demands, ensuring training remains relevant and valuable while training centres can offer ongoing support, mentorship, and job placement assistance, increasing the likelihood of successful career pathways.

Proactively focusing on retail-specific skills
Equipping candidates for retail jobs requires a focus on several critical areas, such as excellent customer service skills, which includes effective communication, active listening, problem-solving, and the ability to build rapport with customers. Training in inventory management, including the understanding of stock control principles, for receiving, storing, and tracking inventory accurately, is also essential. Cashier operations, including handling cash transactions, processing payments, and managing returns, require thorough training. Developing persuasive communication skills, product knowledge, and the ability to upsell and cross-sell effectively are also essential sales techniques that can be taught.

Importantly, training should commence before and during the construction of shopping centres in rural areas. This proactive approach will allow local communities to directly benefit from the development by providing employment opportunities for skilled individuals from the very beginning. It will also ensure that the workforce is adequately prepared to meet the demands of the new retail outlets as they open, leading to smoother operations, increased customer satisfaction, and long-term success for the businesses within the shopping centre.

Building partnerships for success
Partnerships with local stakeholders are vital to ensure the success of these training initiatives. Community leaders play a vital role in identifying training needs and mobilising community support, while educational institutions can provide access to training resources and facilities, and local transport providers can arrange affordable and accessible transportation for trainees to attend training centres.

Close collaboration with retailers will be necessary to ensure training programmes align with the specific requirements and expectations of the industry. Here, retailers should actively participate in the design and delivery of training programmes, providing input on skills needs, industry best practices, and desired employee attributes. Retailers can also provide mentorship opportunities for trainees, allowing them to gain practical experience and build professional networks, even playing an active role in job placement by offering priority hiring to graduates of the training programmes.

Skills development as a catalyst for upliftment
In prioritising skills development, rural communities can transform shopping centre developments into drivers of sustainable socio-economic progress. The empowerment of local residents with the skills and knowledge necessary to secure employment within the retail sector can create sustainable employment opportunities that reduces migration to urban areas as well as reliance on subsistence farming. Furthermore, by increasing local spending and attracting further investment within the community, these initiatives can boost local economies.

By investing in targeted and accessible training initiatives, leveraging the power of dedicated training centres within local communities, and fostering strong partnerships with local stakeholders, South Africa can significantly enhance the impact of rural shopping centres. These initiatives will not only generate employment opportunities and stimulate economic growth but also greatly benefit rural communities.

By Daniel Orelowitz, MD at Training Force and Trenton Birch, CEO at Cheeba Africa

South Africa stands at a crossroads. The recent elections have brought renewed hope, but the nation faces a persistent challenge: unemployment. It is essential that unemployment is addressed with urgency in order to avoid economic stagnation, social unrest and wasted potential. The key to solving the problem of unemployment lies in education and skills development. By prioritising practical skills, fostering collaboration, and investing in upskilling initiatives, South Africa can empower its workforce and propel economic growth.

The skills gap is a pressing concern
The current unemployment rate exposes a critical mismatch between the skills our education system produces and the demands of the job market. Theoretical knowledge is valuable, but it’s insufficient. South Africa needs a system that integrates practical training and critical thinking, equipping graduates to excel in real-world scenarios. This mismatch isn’t just a numbers game; it has real human consequences. Unemployed individuals face financial hardship, stress and a decline in well-being. Furthermore, a large unemployed population represents a pool of untapped skills, wasted potential and missed productivity. The cost of inaction is simply too high.

Practical solutions to bridge the gap
Technical and vocational institutions should expand their offerings to include industry-relevant programmes and here, collaboration with businesses in curriculum development ensures graduates possess the skills employers actively seek. Imagine a graduate from a hospitality programme who has not only mastered theoretical concepts but has also gained practical experience in hotel management through an internship.

Their resume would be far more attractive to potential employers. Internships, apprenticeships and job shadowing opportunities further enhance employability by providing valuable work experience. These programmes not only equip individuals with the specific skills employers are currently seeking in the job market, but also boost their confidence as they enter the workforce, as such qualifications relating to an occupation increase their employability and earning potential.

The power of learnerships and apprenticeships
These programmes bridge the gap between theory and practice by offering hands-on experience and mentorship. By expanding and refining these programmes, in close collaboration with industry stakeholders, ensures participants develop the specific skill sets needed to thrive in the current job market.

Learnerships and apprenticeships provide a unique advantage: they allow individuals to apply classroom knowledge in a practical work environment. An apprentice electrician working alongside a seasoned professional, learns not only the technical aspects of the trade but also gains invaluable insights into workplace practices and safety protocols.

This type of real-world exposure is essential to preparing individuals for a successful career. Mentors also play a vital role in these programmes, providing feedback to refine skills and bridge the theory-practice gap. Such a combination of practical experience and mentorship empowers graduates to hit the ground running upon entering the workforce.

Upskilling for a dynamic future
The skills needed for success are constantly evolving, which means that targeted upskilling initiatives in digital literacy, entrepreneurship, and other in-demand areas are vital. Continuous learning equips individuals to adapt and remain competitive in a dynamic job market, given that the digital revolution is transforming industries at an unprecedented pace.

By equipping individuals with digital literacy skills, from basic computer use to data analysis, this ensures they have the skills to embrace change and not get left behind. It is also important to educate beyond simply the theory and practical. Establishing a culture and equipping students with the skills to embrace and practise critical thinking and lifelong learning is an element often forgotten by education organisations but is vital to drive adaptability.

Entrepreneurship programmes can empower individuals to create their own opportunities, fostering innovation and contributing to economic growth and job creation. Only by identifying trends and aligning skills training with current and future job market demands, can South Africa ensure its workforce remains competitive on the global stage.

A call to collective action
Addressing unemployment necessitates a collective effort. Government, businesses, and educational institutions must work together to create an evolving framework for education and training programmes that prioritise practical skills to align with market demands      and government policies must be informed by real-world experience to ensure effectiveness.

With mechanisation and AI on our doorstep, educators need to continue to evolve curriculum, teaching practices and work closely with industry to understand the rapidly changing landscape and evolving employment pathways.

Businesses can co-create training programmes and offer mentorship opportunities, providing valuable insights into industry needs. Educational institutions can leverage these partnerships to develop and deliver relevant curriculum. Public-private partnerships are also essential for bridging the gap between education and employment.

The benefits of a skilled workforce
Investing in education, learnerships, and upskilling programmes is not just about individual empowerment; it’s about building a more robust and self-sufficient workforce. A skilled population fosters economic growth as there is more consumer spending and a larger tax base. It creates a more stable society, with individuals less susceptible to the negative consequences of unemployment.

Furthermore, a skilled workforce unlocks the full potential of South Africa’s people. It’s time to unleash this wealth of talent by equipping them with the tools they need to succeed. Ultimately, a skilled and empowered workforce has a positive ripple effect, and businesses can thrive with a readily available pool of competent, skilled human capital. Individuals can achieve financial security and contribute meaningfully to society while the nation reaps the benefits of a robust economy and a more stable social fabric.

South Africa has the potential to be an economic powerhouse, but the path forward requires a shared vision and a commitment from all stakeholders. By working together, we can unlock the potential of our workforce and build a nation that thrives in the 21st century. Let this be the turning point, the moment where South Africa bridges the gap between education and employment, empowering its people and shaping a brighter tomorrow.

By Daniel Orelowitz. Managing Director at Training Force

In South Africa, businesses are required to contribute to the social and economic development (SED) by the Broad-Based Black Economic Empowerment (B-BBEE) Act of 2003. This legislation stipulates the assessment of SED performance through a scorecard covering enterprise development, skills training, job creation, socio-economic projects, and preferential procurement. Companies have the option to fulfil SED obligations through various means like investing in small enterprises, offering training, creating jobs, supporting socio-economic projects, and practicing preferential procurement. Although obligations vary based on size, industry, and location, all businesses are expected to contribute to SED. However, they often struggle to make a meaningful and sustainable impact.

 

Shifting paradigms to make a real difference

Traditional approaches to social and economic development often involve investing in physical assets like buildings or equipment. While these contributions are important, they may fall short of creating lasting change. The shift towards a more purposeful approach, centred around skills development programs, presents a powerful strategy for businesses with the potential to reshape both social and economic landscapes.

 

Consider this: a business can purchase and donate the most advanced equipment, but without skilled individuals to operate and maintain the investment, its true potential remains untapped by the recipient. The analogy holds true for SED contributions. The conventional practice of allocating funds to equipment and training suppliers, while beneficial, is unlikely to maximise the impact of SED contributions. In this respect, businesses should consider shifting their approach toward skills development program partnerships.

 

The strategic power of skills development

A well-designed and well-implemented skills development strategy becomes the bedrock of a meaningful approach to social and economic development. In such a model, businesses earn SED points not just by monetary contributions but by actively investing in training programs.

 

Skills development programmes have various purposes, including enhancing employability, improving productivity in existing employees, supporting career advancement, and fostering lifelong learning. They encompass diverse types, including vocational training for practical occupations, technical training for specific technologies, business and management training, soft skills development for interpersonal skills, and computer literacy training covering basic computer skills and software applications.

 

From obligation to transformation

The benefits of such initiatives extend beyond mere box-ticking corporate social responsibility obligations. Skills development programmes play a decisive role in advancing socio-economic development (SED) by equipping individuals and their communities with essential skills that enhance employability, entrepreneurial potential, and overall quality of life. These programmes yield individual benefits such as improved employability, increased earning potential, the cultivation of entrepreneurial spirit, and personal development by fostering self-confidence and overall well-being. Societal benefits include economic stimulation through an expanded pool of skilled workers, reduced unemployment, financial participation, and poverty reduction. Skills development programmes are powerful tools for socio-economic development, providing a pathway to empowerment, economic growth, and a more inclusive and prosperous future.

 

Financial and sustainable advantages

But why should businesses embrace this approach? Beyond humanitarian reasons, there are practical financial incentives. Every company with a turnover exceeding R15 million is mandated to contribute a percentage of its net profit after tax to SED. Investing in skills development not only fulfils this requirement while contributing to the B-BBEE scorecard, but can also lead to tax incentives, especially if the education programmes align with sustainability and income-generating goals. With skills development programmes as an alternative to physical investments or direct monetary contributions, sustainability becomes a fundamental theme, emphasising the importance of initiatives that outlast the initial investment. As such, the key to a successful skills development programme lies in sustainability and empowerment because it is not just about imparting skills; it is about providing individuals and communities with the means to become self-sufficient.

 

Collaboration to overcome challenges

The role of training partners in ensuring the effectiveness of skills development initiatives cannot be overemphasised. Businesses must collaborate with skilled training providers who understand the specific needs of the communities they aim to empower. It is not merely about spending money but investing it wisely in accredited programs that impart tangible skills. Because of this, setting up a skills development programme comes with challenges. Many companies grapple with finding the right balance and identifying programmes that align with their objectives. The broad scope of SED, without specific directives, can lead to uncertainty in budgetary and resource allocation. Overcoming these challenges necessitates a thoughtful approach, where companies actively seek out training provider partners capable of delivering sustainable programmes with a clear focus on transforming communities.

 

Integrating skills development into CSR initiatives

It is also essential for businesses to grasp the importance of skills development within their context of Corporate Social Responsibility (CSR) goals. It is not just about ticking boxes or generating feel-good content for the annual report; it is about making a meaningful impact on communities and contributing to societal well-being. Tailoring skills development initiatives to align with CSR goals ensures that businesses not only fulfil their obligations but actively contribute to meaningful change. The golden thread that will tie it all together is the partnership with resolute training providers. The right training partner ensures that businesses are not just spending money but making a strategic investment in the future. Accredited programmes, delivered by skilled educators, will pave the way for a transformative approach to SED contributions, creating a ripple effect that empowers communities and fosters sustainable development.

Training Force, in collaboration with Cheeba Cannabis Training, has embarked on a ground-breaking initiative to train a diverse group of 100 local farmers in the cultivation and value chain surrounding the production of industrial hemp. The training, which took place at the Fort Cox Agriculture and Forestry Training Institute in Middledrift just north of King Williamstown, was funded by the Eastern Cape Rural Development Association and delivered in partnership by Training Force and Cheeba Cannabis Training.

The comprehensive course covered the agricultural element of hemp cultivation, including the various industrial applications of hemp and how to harvest and process the plants. It also incorporated areas such as the legal framework of the hemp industry, how to produce a number of products from the hemp plant, taking the products to market, and various other elements in the hemp supply chain.

“Hemp has so many different applications, from textiles, paper and food to construction, cosmetics, energy production in the form of biofuels, and more. It also supports efforts to decarbonise, as it can even be utilised as a biodegradable plastic alternative and has multiple environmental benefits, including carbon sequestration, prevention of soil erosion and improvement of biodiversity. However, growing hemp is only part of getting this burgeoning industry off the ground in South Africa,” says Linda Siboto Director and Co-Founder of Cheeba Cannabis Training.

“Together with Training Force, we developed and delivered a comprehensive programme that included a significant practical component. This covered how to plant hemp seed and manage fields as well as low tech applications for the hemp plant, such as hemp bricks, cosmetics, hemp milk and manual decortication to make things like basic fibres like rope. The course also included a module aligned to the AgriSETA National Certificate in Plant Production. This unique programme is a first in the country and will empower the farmers to develop both the value and supply chain around industrial hemp production,” he adds.

South Africa has an ideal climate for hemp cultivation, and the industry represents a significant opportunity for economic growth, rural development, community upliftment and carbon reduction. Globally, it has been identified as a massive growth sector, and it aligns with numerous United Nations Sustainable Development Goals. While agriculture is a catalyst for hemp production, it spreads to so many different industries and could provide significant employment opportunities across the value chain.

“We have worked in partnership with Cheeba Cannabis Training for the past year, combining our industry training knowledge with their expertise in hemp, to leverage opportunities across the country where we have resources to uplift the agricultural sector. This strategic endeavour not only elevates the prospects for local farmers but also contributes to the diversification and sustainability of South Africa’s agricultural landscape. It empowers local farmers with the knowledge, skills, and tools they need to take advantage of the opportunities presented by this young and growing industry,” concludes Daniel Orelowitz, MD at Training Force.