Reimagining HR: From legacy systems to purpose-driven people strategies
Staff wellbeing is smart business
Nearly 70% of the workforce in Namibia is affected by chronic health conditions, including stress and mental health challenges, which contribute to a staggering 35% drop in productivity.
Human resources (HR) has long been seen as the custodian of employee advocacy. In Western contexts, this often meant managing union relations and nurturing talent through structured development programmes. In Africa, however, the HR journey has been shaped by a different history, influenced by colonial legacies, independence movements and the gradual rise of corporate ecosystems.
Today, that legacy is being rewritten.
HR is no longer just about compliance, payroll or cost control. It is about culture, well-being and strategic alignment. Global disruptions of the past five years, including the Covid-19 pandemic and the Great Resignation, accelerated this transformation. Employees everywhere began reassessing what work means to them.
In Namibia, this shift has been quieter than in countries like South Africa but no less significant. Professionals increasingly prioritise purpose, flexibility and work-life balance. As a result, HR departments, once viewed as a back-office function, are now central to boardroom discussions about talent, leadership and resilience.
The pendulum has swung decisively. HR has transitioned from administrative support to a strategic partner, responsible for keeping employees engaged, retaining talent and building resilient organisations.
This transformation is not just cultural. It is urgent.
Gallup’s 2024 State of the Global Workplace report revealed that nearly half of employees in sub-Saharan Africa (48%) experienced significant stress the previous day, compared to a global average of 41%. The region also recorded one of the world’s highest levels of daily loneliness (28%).
In Namibia, the picture is equally concerning. Nearly 70% of the workforce is affected by chronic health conditions, including stress and mental health challenges, which contribute to a staggering 35% drop in productivity.
Employees are clear about where responsibility lies. A 2023 survey of 2,000 South African professionals by recruitment firm Robert Walters found that 42% believe senior leaders and HR should take the lead in tackling workplace stress, while 32% pointed to line managers.
The message is unmistakable: investing in employee wellbeing is smart business.
Employee-centred HR practices
Forward-thinking companies across Africa are responding. In South Africa, some employers are leading with wellness initiatives such as Employee Assistance Programmes (EAPs), wellness days, and health risk assessments. A leading insurer, for instance, reported that nearly half of participating employees noted improved health, and over a third reported feeling more productive. This translated into fewer sick days and stronger morale.
Similarly, a financial services company that introduced personalised, data-driven health interventions saw a significant impact. Nearly 30% of its employees achieved a biological age equal to or younger than their actual age, signalling improved long-term health outcomes.
Industry-wide data reinforces this trend. Organisations in the top 20% for health metrics experience nearly half the absenteeism compared to those in the bottom 20%. The link between wellness and workplace performance is clear.
HR architects
At Nedbank Namibia, we have witnessed first-hand the changing role of HR and are fully embracing this shift.
In August 2024, we launched an on-site wellness facility at our Windhoek campus, providing employees with convenient access to healthcare services, including a general practitioner, a doctor, and a psychologist during the workday. This initiative is a strategic investment in holistic wellbeing, designed to keep people at the heart of our business.
Our efforts have been recognised. Last year, we received the IPM Human Resources Centre of Excellence Award at the 14th Annual IPM Namibia Conference, acknowledging our commitment to employee-centred HR practices.
We have also made deliberate progress in promoting gender equity. Today, women make up 64% of our overall workforce and 54% of our management team, a clear reflection of our commitment to balanced representation.
Learning and development remain a priority. In late 2024, we launched the NedNamibia Holdings Educational Trust to support employees and their dependents in pursuing further education across the SADC region. Beyond the workplace, we recently invested N$560 000 in the Agra Agricultural Academy, supporting skills development in areas such as plant production, animal production, and advanced farm management.
The future of HR in Namibia and across Africa lies in embedding wellbeing, inclusion, and growth into the core of business strategy. No longer a peripheral function, HR is becoming the architect of organisational culture and resilience.
At Nedbank Namibia, we are proud to be part of this evolution, deliberately transforming HR into a true strategic partner that drives sustainable growth while delivering meaningful impact for employees, their families, and the broader society.
The future of work is already here, and HR holds the blueprint for workplaces where people are empowered to show up as their best selves.
Today, that legacy is being rewritten.
HR is no longer just about compliance, payroll or cost control. It is about culture, well-being and strategic alignment. Global disruptions of the past five years, including the Covid-19 pandemic and the Great Resignation, accelerated this transformation. Employees everywhere began reassessing what work means to them.
In Namibia, this shift has been quieter than in countries like South Africa but no less significant. Professionals increasingly prioritise purpose, flexibility and work-life balance. As a result, HR departments, once viewed as a back-office function, are now central to boardroom discussions about talent, leadership and resilience.
The pendulum has swung decisively. HR has transitioned from administrative support to a strategic partner, responsible for keeping employees engaged, retaining talent and building resilient organisations.
This transformation is not just cultural. It is urgent.
Gallup’s 2024 State of the Global Workplace report revealed that nearly half of employees in sub-Saharan Africa (48%) experienced significant stress the previous day, compared to a global average of 41%. The region also recorded one of the world’s highest levels of daily loneliness (28%).
In Namibia, the picture is equally concerning. Nearly 70% of the workforce is affected by chronic health conditions, including stress and mental health challenges, which contribute to a staggering 35% drop in productivity.
Employees are clear about where responsibility lies. A 2023 survey of 2,000 South African professionals by recruitment firm Robert Walters found that 42% believe senior leaders and HR should take the lead in tackling workplace stress, while 32% pointed to line managers.
The message is unmistakable: investing in employee wellbeing is smart business.
Employee-centred HR practices
Forward-thinking companies across Africa are responding. In South Africa, some employers are leading with wellness initiatives such as Employee Assistance Programmes (EAPs), wellness days, and health risk assessments. A leading insurer, for instance, reported that nearly half of participating employees noted improved health, and over a third reported feeling more productive. This translated into fewer sick days and stronger morale.
Similarly, a financial services company that introduced personalised, data-driven health interventions saw a significant impact. Nearly 30% of its employees achieved a biological age equal to or younger than their actual age, signalling improved long-term health outcomes.
Industry-wide data reinforces this trend. Organisations in the top 20% for health metrics experience nearly half the absenteeism compared to those in the bottom 20%. The link between wellness and workplace performance is clear.
HR architects
At Nedbank Namibia, we have witnessed first-hand the changing role of HR and are fully embracing this shift.
In August 2024, we launched an on-site wellness facility at our Windhoek campus, providing employees with convenient access to healthcare services, including a general practitioner, a doctor, and a psychologist during the workday. This initiative is a strategic investment in holistic wellbeing, designed to keep people at the heart of our business.
Our efforts have been recognised. Last year, we received the IPM Human Resources Centre of Excellence Award at the 14th Annual IPM Namibia Conference, acknowledging our commitment to employee-centred HR practices.
We have also made deliberate progress in promoting gender equity. Today, women make up 64% of our overall workforce and 54% of our management team, a clear reflection of our commitment to balanced representation.
Learning and development remain a priority. In late 2024, we launched the NedNamibia Holdings Educational Trust to support employees and their dependents in pursuing further education across the SADC region. Beyond the workplace, we recently invested N$560 000 in the Agra Agricultural Academy, supporting skills development in areas such as plant production, animal production, and advanced farm management.
The future of HR in Namibia and across Africa lies in embedding wellbeing, inclusion, and growth into the core of business strategy. No longer a peripheral function, HR is becoming the architect of organisational culture and resilience.
At Nedbank Namibia, we are proud to be part of this evolution, deliberately transforming HR into a true strategic partner that drives sustainable growth while delivering meaningful impact for employees, their families, and the broader society.
The future of work is already here, and HR holds the blueprint for workplaces where people are empowered to show up as their best selves.
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