Devan Moonsamy 

Despite the easing of Covid-19 restrictions, working from home or hybrid working is still the way being followed by most businesses. Remote and Hybrid working is the model that has been adapted globally since the pandemic is in its 3^rd year. 

Meetings virtually which were previously unheard off are now becoming a normal that most companies have not even advocated for a new lease on the back to office strategy. Infact even if staff are back at the office, they are still requesting to work from amid the fuel price hikes. 

This has led to working from home becoming a much sort after model that will shape the working word for the generations ahead. It seems as if it is the wat forward to improve employee mental health and well-being. 

This new work world order also requires a shift in mindset and operational procedures for managers and leaders. This means that managers and leaders must embrace these working methods and allow for creative ways to incorporate work place necessities with work from home. There is room for managers and leaders to mentor even virtually. 

Mentorship in the workplace is a requirement to enhance and empower employees in the office. The fact is that most people still believe that there needs to be physical proximity in order for developmental work relationships to occur. This is not the case. Mentoring is not necessarily dependant on a specific medium but rather on the outcome that the mentoring aims at deriving. 

Virtual mentoring is on the rise as more and more people embrace work from home. Virtual mentoring is flying high with many advantages to the new work environment. As much as virtual mentoring has its advantages there are also a few disadvantages that must be noted. A disadvantage might be that virtual mentoring would require much more trust and support than a face-to-face situation. The disadvantage can also be that one might feel virtually fatigued. 

Mentoring would also require one to observe body language and to mimic behaviour of mentors and sometimes the online platform might allow for this. It can also offer very little access to formal training and skills knowledge advancement as the assessment is very much based on interaction verbally only and not by observing someone’s work style. 

Here are a few ways on how to enhance the mentoring virtually: 

• Start by clarifying the intention of forming this mentoring relationship. It could be that you are in senior management and that you will be going on maternity leave or taking a time off to focus on other aspects. It is important to note to the person being mentored what the reason is for this mentorship. If it is simply to just mould a second in charge then elaborate on that. Mentoring can also be implemented as a means to have someone else aware of system procedures to lighten the workload. Whatever the case for the mentoring, the intention must be clarified at the start of the mentorship. 

• Work on building trust in this mentoring relationship. It is important to form trust as a foundation as this will allow you to demonstrate your commitment to the relationship with this person. It can be hard to ease into a mentorship for someone doing the mentoring. It can create misunderstandings if you don’t trust that the person you are mentoring is capable of doing the tasks under your belt. Talk about making the virtual space a safe place for you to maintain this relationship. This way both parties feel that they are able to make this relationship of mentoring work despite the lack of face to face. 

• Set boundaries and clarify the rules of how this engagement will take place. Will it be with video or just audio call? Will you be hosting meetings daily, weekly etc? What are timeframes or turnaround times for engagement? It is important to identify what the goal is of this interaction and to set timeframes so that both parties are able to meet the necessary requirements that is needed to have this relationship flourish. 

• When possible, merge forces to produce the dream team. Be open to new and innovative ideas from the person you are mentoring. Try to use the space you have to learn from them as well. Chances are they have great and innovative ideas. It can also be a good time to try and get the mentor to take the lead once in a while (this should be after you are confident, they can handle it). This will display your trust in them and give them a chance to exceed your expectations.

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

Every employee has their routine in the workplace. Whether it is clocking in and heading to their desk or grabbing a cup of coffee and passing by a work friend, the way the work day starts is different for each staff member. 

Whilst some staff members just want to clear their inbox and meet their goals there are those that can be found sauntering the office, canvasing for a listening ear to catch up and just vent about the multiple issues happening in their life. 

Despite an employee being ready to meet deadlines they can be left unsettled the moment their colleague comes to them with their latest drama. This means they would have to drop everything they are doing and pay attention. This session can last for anything between 10 to 40 minutes.  

Unfortunately, after having to deal with a distraction for that long there is a slim chance that set staff member might be ready to continue with work because they could be left feeling drained of their energy. Here’s the thing a staff member that has stepped away from their desk to catch up is leaving a void in their team and once they are at your desk, they are also the reason you are leaving a void in your team. 

This sort of behaviour is exactly the reason why micromanagement is adopted in a bid to remedy the circumstances in the office. Whether the catch up is done on multiple smoke breaks or even at the water cooler, this causes a disruption for the working chain. It can also be a contributing reason for employees to feel drained emotionally. This can also be the reason your manger might be breathing down your neck to meet deadlines because they are observing the office chit chatter using your desk as their latest gossip ground. 

The work friend that keeps burdening you with their problems during working hours is not a friend. They are actually manipulative and inconsiderate to your needs. Yes, sure they might ask if you have any work or if you are busy, and you have the choice to tell them whether you are busy or not. But the fact that you are at your desk should automatically imply that you are working. The reality is that the person who goes around the office spreading their energy can also be the reason for energy around them being drained. 

How do you spot a co-worker that is draining your emotional energy at work? 

The staff members that do this could be seen as extroverts and are eager to volunteer with other extra activities just to get out of their own work. Even though they volunteered to the extra tasks, chances are they won’t complete it and might find someone else to sponge off in order to get the task completed. They would also be the ones complaining about everything in the office from tehri manager to other co-workers, they are always looking to dish out dirt on those around them. 

The extroverted colleague that always glides through the office is always looking for an introvert. They want someone to listen to them and not take away their light. They are the centre of attention and coming to you gives the power they feel that they are better than you. 

So, you need to ask yourself, is this co-worker really my friend? 

Here’s how to better manage these colleagues that drain your emotional energy 

• Stand up for yourself and be upfront. This could come across as harsh or rude but your deadlines are more important listening to whether your co-worker should take their cheating partner back. If you spot the co-worker coming your way politely indicate that you are busy and that you would be free during break to talk. doing this a few times might show the co-worker that they need to adjust their patterns and might even get them to work a bit more. 

• If you are seated at your desk this might give them the idea that they can stand and catch up. Rather take a walk and tell them you have to get back to your desk because you have deadlines. Seeing that work is your priority they will ease down on coming to you during work hours. 

• It might be so tempting to gossip about your team and boss with this co-worker but this is something you should avoid. If you engage in this it will leave you out of energy further because these types of conversations with your co-worker is not going to bring about any change. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

As the world starts to get back to a co-existing life with Covid-19, more and more employees are heading back to the office. Working from the home was normalised after staff and management were forced to work from home for the past few years due to the challenges experienced with covid-19, but now that South Africa is easing down on the restrictions placed due to Covid-19, more people are getting back to the office.

As much as the circumstances around the virus have accommodated change it seems like things are slowly getting back to normal. However, heading back to the office might also reignite the burn out complex that employees previously experienced. This means with wanting to get back to a work routine and trying to shake off the work from home routine, this might leave an employee feeling displaced. 

Burn out is common in the work place for employees who are constantly trying to meet deadlines and expectations. This can also put pressure on people juggling more than they can work with at the office. It causes stress and frustration. It can also eventually lead to burn out and potentially illness. 

Managers need to play a proactive role in preventing burnout. Employees might not be able to admit when they need help. It is for this reason that managers should be ahead of the flock and identify staff who are on the verge of burnout. 

Burnout leaves employees feeling drained, exhausted and overwhelmed. The inability to complete work tasks can be the reason why staff might feel discouraged at work. It could also be a major problem for managers as the burn out can impact the most staff members that they are most dependent on. 

We should not assume that if an employee doesn’t highlight that they are feeling the pressure that there isn’t any. As management it is important to stay ahead of these things and try to focus on possible solutions to help employees cope. 

Here’s how to identify and help staff members cope with burn out

• The first step would be to monitor employee progress by keeping track of staff abilities to meet deadlines. If you find that your team member is regularly missing a deadline or they are under pressure and just about making the deadline, then it could be time to have a conversation with them. It would help to find out what is the contributing factor to their delay and how resources can be better used to assist set employee. 

• Time management plays a huge role in establishing whether an employee is heading towards burnout. It is essential that as management we monitor any behaviour that indicates an employee is lagging behind. This means keeping track off their progress and following up with them to determine why they are falling behind. This plays a great role in helping with time management and it will prevent burnout. 

• Managers should advocate for skills development and learning. This will ensure that staff don’t feel that they are only there to do a job. This can help staff that might be leaning towards burnout. Taking an interest in employee development will help to deal with issues of burn out. Staff can focus attention on their own development and work around time management more efficiently. 

• It would also be great for managers to host a weekly catch up session with staff to have a feel of where staff is at. Perhaps look at 2 weekly meetings. One to catch up on deadlines and other important business points and the other to just check in with staff. Call that meeting a wellness meeting. This meeting doesn’t even have to be called a meeting. It can be a session to just check in and have a feel of how everyone is doing. Maybe an employee lost a loved one or they found out devastating news about their partner, whatever the case this session can be one to touch base and remind them that they are valued and you care. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

It has been 62 years since the devastating day in South Africa, that saw 69 people shot dead and 180 people injured as they marched against the oppressive by laws at the time. As much as the days focus is on human rights, it has been set as a day to highlight an event in South African history that shocked its people. 

Over the years, the incident drew attention to the events that lead us to start highlighting the importance of upholding and adhering to human rights. We see this during protest action and demonstrations outside establishments, there is a cry from protestors and demonstrators on the need to uphold human rights. 

Whether it is the rights that we have in a free South Africa or the rights as a working South African, there is a need for us to familiarise ourselves on those human rights. 

As a business it is important to stay focused on employee wellness. Being a healthy work environment is not only about making sure salary negotiation is done properly. We should be adhering to the regulations set out by the labour relations to ensure all employees receive fairness and justness in the work place. 

Above and beyond this, aspects of racism, access to religious freedom and any other indifferences in the office must be addressed as soon as possible. 

Here are a few ways to advance employee rights in the office: 

• Policies and procedures are not put in place just for the benefit of the employer but for the employee too. It is crucial that staff familiarise themselves with these policies to prevent any discrimination of their rights in the workplace. Things like uniform policies and communication policies are in place not only for the benefit of the employer but for staff as well. In the event the company did not have these policies staff would not be aware of what they are required to do in the office and as a result this would lead to miscommunication and a lack of clarity with what is expected from the employee. It is for this reason that HR needs to be ensuring that policies are updates regularly and staff made aware of these changes. 

• On the point of policy, the latest regulation around the Covid-19 vaccine has received mixed sentiments from individuals in the organisation. Despite these reservations, companies are making vaccinations mandatory and following the necessary guidelines to get staff on board with the heard immunisation intention government has outlined. However, many might find this to be a violation of their freedom of chose as companies are making it compulsory. This means as a business the proper channels must be followed to educate staff on the roll out and highlight the steps that will be taken to have the vaccines rolled out. It is part of policy implementation and must be done with the best interest of staff and clients in mind. 

• Implement an open-door policy to handling issues brought up by staff. Have your managers and supervisors be more people focused and better equipped with dealing with the issues staff might face. A leader would be able to deal with issues as it occurs and not wait for it to escalate and blow out our proportion. If it is racial tension or issues around different beliefs it must be addressed to make the work place safe for all staff. 

• Enhance the workplace environment to one that is not toxic and unhealthy for employee growth. Your staff need to be aware of the consequences of violating the rights of their colleagues as well as the responsibility they have as an employee of the business. Address bullies who would cause the tension and toxicity in the office before it demoralises staff in the workplace. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com

Devan Moonsamy 

It isn’t uncommon for people to want to take a break from their careers. The work pressure, needing to delve into a business partnership or entrepreneurship to explore other options, as well as a spiritual journey and even medical or parental leave, could be reasons for a career sabbatical. 

Taking a break from one’s career can play and integral role in self-growth. Previously, listing a career sabbatical on your resume might not have been applauded, but given the tough few years we have experienced due to Covid-19, a career sabbatical is understandable. 

Whether the career break was embraced spontaneously or with due the research, getting back into the groove of things after some time might come with its challenges. Getting back to work with the new working order as well as other potentially new technologies might be the reason for us to feel out of place. 

In South Africa employees can potentially take time of their careers to embark on a spiritual journey this means going to a place of seclusion to embrace the calling of their ancestors. As a result, the employee might return to work or might take the break indefinitely, either way a conversation around the employees career break will be helpful for them. 

However, as much as there is an encouraging call for career breaks to be accepted int he working world there are also a few obstacles that must be overcome before a staff member can re-join the workplace journey. It is crucial that the correct steps are taken to head back into the corporate world. 

Here are a few ways to plan your return: 

• Give yourself a chance to come up with a vision. It is important to set clear and concise goals for your return. Know exactly what you want and how you will go about achieving it. If you are returning to an existing job, you might find the team might have learnt to work without you and this might make you feel out of place. But re-join the force with a clear vision of self-awareness. Use your strengths and capabilities to transform the workplace. Reconnect with the elements that made what you do rewarding and fruitful. Try not to let the new team or group of people intermediate you. 

• If you are starting fresh then don’t hesitate to explain the gap in your resume. Be vocal about what happened in your life in an interview. Employers admire honesty and truthfulness. Whether you spent the time recovering from a messy divorce to accepting the call to spirituality, explaining the gap can be significant in helping you join a new work space. 

• Reflect on the past. Take some time out and look at your past work and analyse what you hated about work life then and avoid making the same mistakes. Besides looking at what you disliked also look at what you liked. This way you are able to allow for flexibility and open mindedness.  

• Preparation is key. Don’t prepare today to re-join the work world tomorrow. Give yourself time to conduct research and evaluate what needs to be done to get back into the work world. Whether it’s updating the resume or even just updating LinkedIn, it requires preparation. Research the companies you are applying to and prepare for the job you want to have there. Research the requirements and work at improving your skill sets to land that job. 

Devan Moonsamy is the CEO of ICHAF Training Institute, a South African TVET College. He is the author of Racism, Classism, Sexism, And The Other ISMs That Divide Us, AND My Leadership Legacy Journal available from the ICHAF Training Institute. 

The ICHAF Training Institute offers SETA-approved training in business skills, computer use, and soft skills. Devan specialises in conflict and diversity management, and regularly conducts seminars on these issues for corporates. To book a seminar with Devan or for other training courses, please use the contact details below.

Tel: 011 262 2461 | 083 303 9159 |

Email: admin@ichaftraining.co.za devan@ichaftraining.co.za | 

Website: www.ichaftraining.co.za |  www.devan-moonsamy.com