By Bianca Muller
Human resources (HR) has long been seen as the custodian of employee advocacy. In Western contexts this often meant managing union relations and nurturing internal talent through structured development programmes.
But in Africa, the HR journey has followed a different path – one shaped by the continent’s unique socio-political transitions, from colonial rule to independence, and the gradual rise of corporate ecosystems. Today, that legacy is being rewritten.
HR is no longer just about compliance or cost control. It’s about culture, wellbeing, and strategic alignment.
The global disruptions of the past 5 years – including the Covid-19 pandemic and the Great Resignation – have accelerated this shift.
Employees across the world began reassessing what work means to them and in Namibia, this introspection sparked a quiet but powerful transformation.
Namibian professionals are increasingly seeking purpose, flexibility, and a healthier work-life balance.
This evolution is reshaping how organisations think about talent, leadership, and resilience, and HR is at the centre of it all.
The trend was quieter in Namibia than in places like South Africa, but it reflected a deeper evolution in what people wanted from their work.
More and more employees began prioritising purpose, flexibility, and a healthier balance between their jobs and personal lives.
The pendulum didn’t just swing, it came crashing back. Suddenly, people and culture reclaimed centre stage in the boardroom conversation.
HR departments, once seen as mainly back-office operations handling payroll, paperwork, and compliance, are suddenly at the centre of the action.
Their role has expanded, shifting from administrative support to a key player in keeping employees engaged, retaining them, and building organisational resilience.
Today, HR is increasingly viewed as a strategic partner to company leadership, with a hand in shaping culture and making sure people strategies align with business goals. This kind of alignment has never been more important.
HR teams that aren’t in sync with the company’s strategy or don’t fully grasp the effort it takes to reach big goals will struggle with the basics: hiring the right people, keeping them motivated, and helping them thrive.
In today’s fiercely competitive job market, HR has transitioned beyond playing a supporting role and now has to act as the architect of culture, resilience, and growth. But while progress is underway, many organisations have not yet kept pace with global shifts in reimagining the role of HR.
According to pollster Gallup’s 2024 State of the Global Workplace report, nearly half of employees in sub-Saharan Africa (48%) experienced significant stress the previous day, up 2 percentage points from 2022 and well above the global average of 41%.
The region also reported the second-highest rate of daily loneliness, with 28% of employees affected, compared to 22% globally.
By contrast, only 37% of European workers reported daily stress, and just 14% reported loneliness.
The report also found that 75% of African employees are either actively looking for or open to new job opportunities, more than double the 32% in Europe.
The picture in Namibia is no less urgent. Nearly 70% of the workforce is affected by chronic health conditions, including stress and mental health challenges, issues that are driving a staggering 35% drop in productivity.
Employees aren’t shy about where they think accountability should lie. In a 2023 survey of 2 000 South African professionals by recruitment firm Robert Walters, 42% said senior leaders and HR should take the lead in tackling workplace stress.
Another 32% pointed to line managers as key players in creating a healthier work environment.
These figures drive home an important point: investing in employee well-being is smart business, and more companies are taking notice.
For these businesses, well-being, development, and inclusion aren’t just feel-good extras. They’re built into how the company operates.
These organisations support employees through personal and professional challenges, encourage ongoing learning, and treat flexibility not as a perk but as a basic requirement of modern employment. And it’s paying off.
Some employers in South Africa are setting a strong example when it comes to employee wellness.
Through initiatives like Employee Assistance Programmes (EAPs), wellness days, and health risk assessments, a leading insurer has reported meaningful improvements: nearly half of employees in some cases have noted better health, and over a third say they feel more productive. This has translated into fewer sick days and a noticeable boost in morale.
A financial services company implemented personalised, data-driven health interventions to drive employee engagement and retention. In some instances, nearly 30% of employees have achieved a biological age equal to or younger than their actual age – a clear indicator of improved well-being.
The impact goes beyond individual companies.
Industry-wide wellness tracking shows that organisations in the top 20% for health metrics experience nearly half the absenteeism compared to those in the bottom 20%, highlighting a strong link between wellness and workplace performance.
At Nedbank Namibia we’ve seen firsthand how the role of HR is changing, and we’re fully embracing that shift.
In August 2024 we launched an on-site wellness facility at our Windhoek campus, offering employees convenient access to health services during their workday.
These services include access to a general practitioner, a doctor, and even a psychologist. At its core, this initiative is a strategic investment in our people’s holistic well-being.
Our efforts have not gone unnoticed. Last year we were honoured to receive the IPM Human Resources Centre of Excellence Award at the 14th Annual IPM Namibia Conference. It was a proud moment and an appreciated recognition of the work we are doing to keep people at the heart of our business.
We have made deliberate, measurable strides toward gender equity, transforming our workforce to reflect better the society we serve.
Women make up 64% of our overall workforce and 54% of our management team. This highlights our intentional effort in ensuring a balanced workforce demographic.
Learning and development continue to be a key part of our focus. In late 2024 we launched the NedNamibia Holdings Educational Trust to help our employees and their dependants pursue further education.
Through the trust, eligible beneficiaries can access funding for studies at accredited institutions across the SADC region in a diverse range of fields.
At Nedbank Namibia, we are proud to be part of this bigger shift, where HR is no longer just about the usual admin tasks but about truly championing well-being, inclusion, and growth, both for the employees and their dependents.
This shift extends to wider society, as evidenced by our recent N$560 000 sponsorship towards the Agra Agricultural Academy, a significant step towards enhancing skills development and training in various agricultural disciplines.
The academy, managed by Agra ProVision, a subsidiary of Agra Limited, offers students the
opportunity to pursue national certificates and diplomas in fields such as plant production, animal production, advanced farm management, agricultural extension, and agri-sales and services.
By focusing on these areas, forward-thinking HR leaders are helping build resilient organisations that are equipped to navigate future challenges with confidence.
At Nedbank Namibia, we take pride in our deliberate and strategic approach to transforming HR into a true strategic business partner that drives sustainable growth and delivers meaningful impact across the organisation.
The future of work is already here, and HR holds the blueprint for building workplaces where people are inspired to show up in their best versions.
* Bianca joined the Nedbank Group in February 2023, having had more than 20 years’ professional experience in Namibia’s banking and fishing industries. Her previous role was as a manager in Human Capital as part of the Senior Leadership Team at Hangana Seafood (Pty) Ltd, a subsidiary of the Ohlthaver & List Group of Companies, where she was responsible for leading and supporting strategy for the Human Resources function.
She holds an honours degree in marketing from the Namibia University of Science and Technology and an advanced human resources management certificate from the University of Cape Town. She also holds a master’s degree in business administration (MBA), having specialised in leadership and change management at the Graduate School of Business at the University of Cape Town (UCT).
