May 19, 2020

Is deploying expat talent in Africa becoming increasingly unattractive?

recruitment
Talent
mahlokoane percy ngwato
4 min
Is deploying expat talent in Africa becoming increasingly unattractive?

As more and more businesses seek to become part of the ‘African growth story’ and expand across the continent, many are learning along the way that doing business in Africa poses some significant challenges – not least of which is securing key executive skills. Despite local talent being in short supply, many multinationals are finding that the traditional model of deploying expatriate executives in these countries is an increasingly unattractive option,

This according to Leon Ayo, CEO of Odgers Berndtson Sub-Saharan Africa, who said: “One of the biggest challenges companies face when entering Africa is securing experienced senior executives to execute their expansion plans.

“The local skills shortage is acute, mainly because many African businesses have not operated on a multinational scale for long enough, with the result that even qualified people do not have the necessary international experience.”
 

The appropriate skills for multinationals are thus typically sought among the expat communities in developed economies. According to a recent white paper issued by Odgers Berndtson, however, many companies are actively reducing the number of expat executives that they deploy across Africa.

“There are several reasons for this, not least of which is the cost of living in many African cities, which is extremely high,” Ayo said. Mercer’s 2014 Cost of Living City Rankings placed Luanda in Angola as the most expensive city in the world for expats, followed by N’Djamena in Chad as the second most expensive. Johannesburg, Cape Town and Windhoek are all ranked among the 10 cheapest cities in the world for expats.

Other reasons companies are rethinking dispatching expats to African locations are:

•             Travelling internationally has become far easier for the average person, so the attraction of being placed in an emerging market for three to five years as a way of seeing the world seems less exciting than it once may have been.

•             Africa still has a very negative image around the world, and press reports of Ebola and fundamentalist terrorism do not help.

•             Infrastructure in most African locations is nowhere near what executives and their families in the West are used to. To entice foreign expats to live in many African countries therefore requires the company to commit substantial additional expenses, from drivers to international school fees.

•             Expats and their families may not be resilient and adaptable enough to manage the pressures of life in an environment very different to what they are used to.

•             Many African governments have made it increasingly difficult over the past few years for companies to obtain work permits for expats. Much of this is driven by a desire to drive localisation of executive leadership and active transfer of skills.

However according to Ayo there is a way in which multinationals can go about procuring the required skills and talent for their expansion plans. “It should be remembered that African executives often make better expats in other African countries, because they are more accustomed to the difficulties other international expats may struggle with,” said Ayo.

“Kenyans, Cameroonians, Zimbabweans and others are often very mobile and ready to take on assignments elsewhere in Africa, as they help these executives to broaden their horizons and climb the corporate ladder.”

Another alternative is to recruit among the returning African diaspora. This will also align with the push in most African countries for indigenisation – a policy to use local people to fill senior positions rather than going expat. “With increased stability and growth across Africa, many in the diaspora are interested in returning to the continent to take advantage of opportunities that didn’t exist before they left.”

Finding the right people can be challenging, since in most African countries, executive search is quite undeveloped. There is a growing realisation, however, that Africa-based recruitment specialists are best positioned to handle multinational executive searches and placements, says Ayo. “Many multinationals nowadays have a preference for recruitment specialists that have a deep understanding of the environment that these companies operate in as well as an on-the-ground presence in Africa.”

 

 “It is important to remember that as more international companies enter African countries, there will be more and more executives who have been exposed to global business best practices. The training and development, and transfer of skills they effect in these countries will have a positive effect on the quality of executives available in African markets.

“However, the process of developing world-class executives is a long-term process, and the availability of senior executive skills in most African countries is likely to be a source of frustration for some time to come. Long-term planning, with the assistance of a leading executive search firm with an existing local network, will therefore remain crucial,” Ayo concluded.

African Business Review’s April issue is now live.

Follow @AfricaBizReview and @MrNLon on Twitter.

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Jun 14, 2021

5 minutes with... Janthana Kaenprakhamroy, CEO, Tapoly

Tapoly
Insurance
Leadership
Digital
Kate Birch
3 min
Heading up Europe’s first on-demand insurance platform for the gig economy, Janthana Kaenprakhamroy is winning awards and leading with diversity

Founder and CEO of award-winning insurtech firm Tapoly, Janthana Kaenprakhamroy heads up Europe’s first on-demand insurance platform for the gig economy, winning industry awards, innovating in the digital insurance space, and leading with inclusivity.

Here, Business Chief talks to Janthana about her leadership style and skills. 

What do you do, in a nutshell?

I’m founder and CEO of Tapoly, a digital MGA providing a full stack of commercial lines insurance specifically for SMEs and freelancers, as well as a SaaS solution to connect insurers with their distribution partners. We build bespoke, end-to-end platforms encompassing the whole customer journey, but can also integrate our APIs within existing systems. We were proud to win Insurance Provider of the Year at the British Small Business Awards 2018 and receive silver in the Insurtech category at the Efma & Accenture Innovation in Insurance Awards 2019.

How would you describe your leadership style?

I try to be as inclusive a leader as possible. I’m committed to creating space for everyone to shine. Many of the roles at Tapoly are performed by women and I speak at industry events to encourage more people to get involved in insurance/insurtech. Similarly, I always try to maintain a growth mindset. I think it’s important to retain values to support learning and development, like reliability, working hard and punctuality.

What’s the best leadership advice you’ve received?

Build your network and seek advice. As a leader, you need smart people around you to help you grow your business. It’s not about personally being the best, but being able to find resources and get help where needed.

How do you see leadership changing in a COVID world?

I think the pandemic has proven the importance of inclusive leadership so that everyone feels supported and valued. It’s also shown the importance of being flexible as a leader. We’ve had to remain adaptable to continue delivering high levels of customer service. This flexibility has also been important when supporting employees as everyone has had individual pressures to deal with during this time. Leaders should continue to embed this flexibility within their organisations moving forward.

They say ‘from every crisis comes opportunity’, what opportunities do you see?

The past year has been challenging, but it has also proven the importance of digital transformation in insurance. When working from home was required, it was much harder for insurers to adjust who had not embedded technology within their operating processes because they did not have data stored in the cloud and it caused communication delays with concerned customers at a time when this communication should have been a priority, which ultimately impacts the level of customer satisfaction. This demonstrates the importance of what we are trying to achieve at Tapoly in driving digitalisation in insurance and making communication between insurers and distribution partners seamless. 

What advice would you give to your younger self just starting out in the industry?

Start sooner, don’t be afraid to take (calculated) risks and make sure you raise enough money to get you through the initial seed stage.

 

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