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The Benefits of Diverse Hiring and ‘Using the Whole Brain’

The Benefits of Diverse Hiring and ‘Using the Whole Brain’

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Pounding the Rock: 

The Benefits of Diverse Hiring and Using the Whole Brain 

In the age of modular nuclear reactors and concepts like Ex Machina steadily becoming something closer to reality, it’s interesting that humanity across the board continues to struggle with things like effective leadership. The issue perhaps, lies in the human inclination to look forward for answers, rather than making use of historical data. There isn’t necessarily a flavour of leadership that will work for everyone, but there are certainly a few classic styles that most people are satisfied with when they get pulled out at a dinner party. Particularly tantalising, is the topic of whether men or women make better leaders… 

A battle of the sexes or moral character?  

Arguing about whether men or women make better leaders is like trying to pay at a restaurant with monopoly money – you’re not going to get anywhere, and everyone involved is likely going to be left a little befuddled. Lisa Z. Lindahl’s sentiment in her Forbes article, Is this the Age of Women in Leadership? suggests that leadership has more to do with an individual’s character than gender, and we would agree.  

What then makes an effective leader? Should we be voting those with the most experience or most ‘robust’ moral characters into power?

Through our conversations with some of the most effective female leaders in the renewable energy and sustainability industry, we would argue that effective leadership lies somewhere in the nexus between empathy, diversity and collaboration – in the use of the ‘whole brain’.    

Let’s Talk Mental Health, Psychological Safety, & Wellbeing  

If one section of the brain is struggling to perform its function for various reasons, the rest of the brain must compensate, and perform functions outside of its directive. If this carries on for an extended period, the whole brain will suffer. Individuals are naturally drawn to certain ways of thinking, we gravitate to what we are good at, and where we are comfortable. When a situation demands we step outside of this primary functioning zone, what psychology called shadow functions are enabled. They usually appear when an individual is under extreme stress, or their subconscious self feels the ego needs to be protected. Although this can be a time of potential growth for an employee, it can also be one of immense suffering.  

 

Mitigating this suffering can be achieved through hiring a diverse range of people. When we say diverse, we mean people of different ages, races, genders, ethnicities, religions, socio-economic statuses, cultural backgrounds and abilities. 

 

In the context of the workplace, the idea of ‘using the whole brain’ refers to leveraging diverse thinking to enhance creativity, problem-solving and decision-making. Creating an environment where this is possible, however, arguably requires an organisation to consider the general well-being of its employees a priority.  

 

The idea of a psychologically safe environment might sound new age, but really, it is a fancy term for a work environment that an employee feels comfortable returning to each day. It refers to a workplace in which employees feel they can speak up, share ideas and express concerns without fear of retribution or embarrassment. The underrepresented individual is at greater risk of these and additional stressors such as microaggressions, implicit bias and systemic inequities. Part of creating psychologically safe spaces is acknowledging these inequities and actively implementing mechanisms and methods to challenge them.  

“I’ve learnt to try and read between the lines, to see beyond the official communication and see what that person is truly saying and feeling.” 
– Yousra Khayati, Investment Director-Project Development – Africa50 Infrastructure Investment Platform 

 

It’s not about upping your company perks or a once-a-month office social. It’s about intentionally and deliberately creating a culture of well-being and safety through open and honest communication, effective policy development, and active investment in your team. As noted by the author of The Culture Code, Daniel Coyle, what efficiency was to the previous generation, relationships are today. 

“The most valuable tool in my arsenal is empathy combined with practical solutions. Understanding and addressing my team members’ personal and professional needs allows me to create an environment where they can thrive.” 
– Candice Seggie, Head of People Operations – SolarAfrica Energy 
 

Sending the Right Signals: Inclusive Leadership and Diverse Management Styles 

Every day, our brain sends out chemical signals in reaction to the world around us. Our brains are constantly unconsciously monitoring, assessing and making decisions which we then act on. In the workplace, these signals are largely influenced by the team that we operate in, and the leadership that defines the rules of engagement.  

“Leadership is about being decisive. Leadership is about providing direction, and I think that when you take a more cautious approach, you often can also give up on the shared goal that we all are counting on you to take us toward. ” 
– Victoria Chelangat Sabula, Chief Executive Officer – AECF 
 

It’s often said that great companies are the ones that survive the difficult conversations. This requires a certain level of vulnerability from both leaders and employees. By encouraging and facilitating open communication and continuous learning within your team, you will generate conversations that will ensure the success of your organisation.  

“Being a leader when it’s smooth sailing is a piece of cake. You really earn your stripes when you show what kind of leader you are when sailing is a little more turbulent and there are challenges to overcome. At the end of the day, it’s important to come out of these situations with grace and kindness.” 
– Katherine Persson, Managing Director – The SOLA Group  
 
Show Me the Money: Happier Employees Generate More Profit
 
Although not solely responsible for the well-being of their employees, leaders, more senior minds, have a duty to support more junior minds. Business is no longer solely focused on outputs and exceeding KPIs, it has had to reorientate its focus to consider the well-being of its employees and the value that lies in hiring a more diverse range of people. This perceived shift in focus is a bit of a Trompe l’oeil. The goal has not changed, organisations have just improved their methods of achieving them. Building diverse teams is not just about social responsibility, it is about the long-term success of organisations. Ultimately, happier and healthier teams are more proactive, more productive and produce better outputs. This results in higher profits, greater staff retention and a generally good vibe at work!  

 

“Yesterday, today, and tomorrow we are creating the transition for a better tomorrow and our future generations. Think about where we were 100 years ago and how we have progressed today, it took different thinking and challenging the norms to get where we are, so let’s keep on the positive path. ” 
– Lindy Taylor, Business Development Director – AltGen  

 

 
Final thoughts…
 
Hiring for diversity in the workplace is no longer an organisational ‘nice-to-have’, it’s a necessity. In order for businesses to be successful in the long run, companies need to prioritise clear and open communication and empathetic but decisive leadership. Invest in your company by investing in the people that make it. Your methods don’t need to be complicated, they just need to be intentional. 
 
Each of these core elements comes together to suggest a single solution – diverse hiring strategies. Businesses have the foundations of organisational design and the data to make better decisions, sometimes all it takes is a helping hand to suggest a skill that you may have overlooked before.  
 
That is of course, where we come in. You know who we are and what we do. Reach out, let’s have a conversation. Send us an mail or engage with our LinkedIn post in the comments. Prefer an old-fashioned approach? Give us a call on +27 (0)21 880 2561

OPERATING HOURS

Monday – Friday
8am – 5pm

HEAD OFFICE CONTACT DETAILS

Office No. 1, 2nd Floor, 20 on Krige
20 Krige Street, Stellenbosch
7600
T: +27 (0)21 880 2561
E: careers@altgen.com

Sean Gibson

Managing Director

“AltGen is all about effecting change, through people. With integrity, and passion”. 

Managing Director and Founder of the AltGen’ Group. Sean has played a pivotal role in steering and leading the vision and mission of AltGen, making AltGen the only highly specialist renewable energy recruitment firm operating within the renewable energy and sustainability space in Africa. Sean oversees the success of the entire group of AltGen companies.

Sean holds a Master of Philosophy in Sustainable Development from Stellenbosch University as well as an Honours degree from Rhodes University

Robert Veith

Sales Director

“Without quality and intelligent effort, there is no success and no reward.”

Joining AltGen in 2014, Robert started as a Recruitment Consultant and has since become our Recruitment Director overseeing the Recruitment and Executive Search division. Robert has extensive experience in securing talent for rare skills in the energy engineering market, including skills to the likes of Power System Engineers, SCADA Engineers, Project Developers and Electrical Engineering skills specific to design.

Through Robert’s leadership, each recruitment team is enabled to focus on their specific area of expertise, ensuring all client hiring needs are met. Through Robert’s years of dedication to sourcing and securing top talent in the industry, he has a wealth of insight into the skills market and provides our clients with a competitive advantage in a scarce skills environment enabling them to effectively execute on some of the most challenging renewable energy projects across Africa. Robert is also responsible for growth of the engineering recruitment team.

Robert holds a Bachelor of Commerce in Marketing Management from UNISA as well as a National Diploma in Electrical Engineering from CPUT.

Lindy Taylor

Business Development & Innovation Director

“The success of an organisation is defined by its people.”

As the Innovation & Business Development Manager, Lindy is responsible for the marketing and business development activities of AltGen. Through her big picture vision, Lindy has enabled AltGen to remain responsive in the cleantech space. She is responsible for engagements with new clients.
 
Lindy initially joined AltGen in 2015 and has grown into being an integral member of the senior management team. She ensures a collaborative approach with clients catering to their custom needs. Her focus is on attaining new clients, as well as handling contractual relationships with new and existing stakeholders.
 
Lindy holds a Bachelor’ Degree in Social Sciences from Rhodes University.

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Chris Roetz

Workforce Management Services: General Manager

“My goal is to deliver exceptional operational performance within AltGen – Northern Cape building on people, energy and sustainability”

Chris Roetz oversees AltGen’s Workforce Management division in the Northern Cape. He is responsible for the successful execution of HR advisory and management services for clients’ utility-scale projects in the region. Currently, Roetz mobilises an outsourced staff complement of over 200 employees. He also steers AltGen’s Solar Works programme in conjunction with his Pofadder based team.

Chris has 20 years of professional experience in an HR and outsourced staffing capacity within the energy environment and holds a National Diploma in Human Resource Management from UNISA.

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Muslim Janoowala

Consulting Services: Senior Consultant & Business Development Lead

“My focus is to be able to do impactful work, being in the front lines of the development sector finding solutions to safe and reliable drinking water, power and sanitation”

Muslim Janoowala drives AltGen’s consulting services arm. Muslim has 10+ years of experience in the renewable energy, water and general engineering space in Eastern Africa and has played an instrumental role in the success of AltGen consulting engagement on the AFD Green Mini-grid Programme in Kenya. His expertise caters to M&E activities, project management, impact analysis and assessments of funded water and renewable energy programmes that “enlighten” and uplift communities in rural Africa.

Muslim holds an MSc in Construction Management from Cass Business School and a Bachelor of Engineering in Architectural Environment Engineering from the University of Nottingham.

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Wiehahn de Jager

Senior Consultant & Team Lead

“The happiness of your life depends upon the quality of your thoughts.”

Wiehahn de Jager has specialist recruitment expertise in the finance sector and has worked on various mandates for large international and national clients on both a retained and contingency basis. Wiehahn has gained an in-depth understanding of the professional skills operating within the capital markets, fin-tech, and green finance space, with a keen focus on talented professionals within the African context. He has a strong track record successfully working on a range of skill levels, from Directors to Analysts, with a special focus on professionals from mid-level up to Corporate Executives.

Wiehahn holds a Bachelor in Law from the University of Stellenbosch.

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Robert Slater

Senior Consultant & Team Lead

“I love to serve people and be the steppingstone between them and their dream job.”

Robert Slater is an expert in the talent acquisition of carbon management, environmental and social governance-related professionals across Africa. Robert has successfully closed mandates for clients who are focused on sourcing skills with experience in climate change, clean cooking, sustainability, and agricultural environments.

Slater cares deeply for people and the planet, he has a Life Coach Training certification from New Insights and volunteers at ON A MISSION, an NPO which enables businesses and individuals to invest in carbon offset projects. He holds an Honours Degree in Environmental Management from UNISA.

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Natascha Marais

Consultant

“If opportunity doesn’t knock, build a door. I look for people who want to change the world and introduce them to like-minded companies.”

Natascha Marais is highly skilled when it comes to sourcing those “unicorns” for our clients in the OEM, AI and technology, economic development, and legal spaces.

Natascha has proven experience in identifying and onboarding professionals to the likes of business developers, sales, and account managers as well as technical sales or software developer skills.

Marais holds a Bachelor of Commerce in Law from Pearson Institute.

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