When one thinks of Covid-19, one immediately associates its impact as Vuca– volatile, uncertain, complex and ambiguous. Due to the Covid-19 pandemic, many businesses such a Sir Gabriel’s Centre for Excellence in Cosmo City finds themselves at odds with the financial climate of South Africa.
The acronym Vuca was first introduced in the late 1980s by leadership theorists Warren Bennis and Burt Nanus. However, it became more commonly used since 2002 as the rapid advances in technology created an ever-changing business landscape.
Gabriel Ndlovu, founder of the Sir Garbriel Centre for Excellence in Cosmo City, speaks to the uncertainty the lockdown and economic knock have had on his business. The homework and study centre in Cosmo City to keep children off the street has suffered as many parents were unable to pay the fees, which has affected operating costs such as space where learners meet after school.
The International Labour Organisation (ILO) estimates that Covid-19 could cost as many as 195 million jobs in the short-term and continued ripple effects will likely entrench long-term economic impact according to the Confederation of Associations in the Private Employment Sector (Capes).
South Africa is no different. Initial lockdown hit the economy hard, but relief schemes such as the Covid-19 TERS from UIF helped to cushion some of the blows felt by businesses and their employees. But, as the second wave hits harder than anticipated, relief funds have all but dried up, and vaccines seem a while away, businesses need to adjust to Vuca conditions on a longer-term basis.
Ndlovu awaits the schools to be opened with trepidation. He is inspired to assist learners and give them a safe place to land, however, he fears that he may not have the resources to do so has been on the brink of not having a space to host the learners. The church where learners were given educational support gave the centre an ultimatum should they not pay in time during the first wave of the pandemic and have subsequently been kicked out.
“They complained about the times clashing… The place we got is a mess and I did my best to get it to good standards although we need to do more work on the building – no doors or windows.”
“TES providers have long managed diverse employment models,” says the Confederation of Associations in the Private Employment Sector (CAPES), “and offer organisations the opportunity to find flexible, fit-for-purpose solutions within a Vuca landscape. Key to success is choosing a workforce management partner that provides trusted advice, and fully compliant service offerings.”
More Detail on VUCA conditions provided by the Confederation of Associations in the Private Employment Sector
Volatility
Marketplace instability fuelled by second and possibly third wave infection surges will make planning difficult. Changing lockdown levels, and the varying restrictions they inevitably bring will require organisations to operate in a constant state of flux. Businesses will need to maximise opportunities whilst mitigating risks, continually adjusting their service offerings, and operating models. Employees and employers will have to have new skills continually to cope.
Uncertainty
Leaders will need to carefully consider how best to resource their businesses, managing the unknown. With labour as one of the highest costs in an organisation, the ability to link these expenses with income generation is critical for sustainability. Partnering with a compliant Temporary Employment Service (TES) provider offers the chance to bring in the right skills at the right time, adjusting manpower levels to meet fluctuating operational requirements.
Complexity
The pandemic has forcibly sprung many organisations into the future of work. Leaders – and employees – are grappling with new ways of doing business. Renegotiated terms of employment, including productivity-based quasi employment’ models, have complicated compliance, administration, and expectation management. Remote working has added further complexity to employee engagement, synchronous working, performance management, and a lack of visible role models has left some, especially youth, struggling to adjust to the new normal.
Ambiguity
The lockdown conditions brought on by the pandemic have blurred boundaries, including what’s work and what’s home. For some, remote working has meant being ‘always on’ and resulted in far longer hours of work. For others, the demands of the family and homeschooling, lack of contact with colleagues or the structure of an office, has created additional strain and had a knock-on impact on productivity. And, until ‘new rules’ broad enough to accommodate the myriad of different work-from-home scenarios are introduced, individuals and their managers will continue to operate in a state of increased stress.
Details: Gabriel Ndlovu: 061 211 7657; CAPES website www.capes.org.za
