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UCT GSB teaching case study wins top international award

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GIBS Executive MBA ranked in top 60 of QS ranking

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What USB is doing to ensure teaching and learning continues

Values-based leadership in the age of COVID-19
Values-based leadership in the age of COVID-19

Workplace bullying and sick leave during COVID-19
Workplace bullying and sick leave during COVID-19

Maurice Radebe appointed as head of Wits Business School
Maurice Radebe appointed as head of Wits Business School

If there was ever a time for reflection it is now
If there was ever a time for reflection it is now

Just a little kindness
Just a little kindness

UCT GSB Executive MBA ranked in global top 50 ranking
UCT GSB Executive MBA ranked in global top 50 ranking

IMF loan goes wider than just helping to balance the budget
IMF loan goes wider than just helping to balance the budget

What companies should do to manage employee well-being
What companies should do to manage employee well-being

How great ideas are born
How great ideas are born

Will COVID-19 change the classroom?
Will COVID-19 change the classroom?

SA needs leaders with a desire to help others
SA needs leaders with a desire to help others

SA higher education doesn’t work
SA higher education doesn’t work

GIBS appoints Andile Sangqu as executive in residence
GIBS appoints Andile Sangqu as executive in residence

When the ground shifts, it pays to be agile
When the ground shifts, it pays to be agile

Should entrepreneurs wait out the pandemic or forge ahead?
Should entrepreneurs wait out the pandemic or forge ahead?

Right-sizing: the dilemma for business under pressure
Right-sizing: the dilemma for business under pressure

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How to spot when an employee is secretly struggling

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Wake up to the new workplace revolution

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Moleli’s taking it to the next level

How startups can drive growth in a disrupted world
How startups can drive growth in a disrupted world

How do we change norms as we rebuild post Covid-19?
How do we change norms as we rebuild post Covid-19?

Leadership’s toughest test
Leadership’s toughest test

SA is paying dearly for yesterday’s mistakes
SA is paying dearly for yesterday’s mistakes

MBA applications break all records for Henley
MBA applications break all records for Henley

The regulatory environment can stop innovation in Africa
The regulatory environment can stop innovation in Africa

Embracing the unknown can make you a better leader
Embracing the unknown can make you a better leader

Planning for the post-COVID-19 workforce: Four scenarios
Planning for the post-COVID-19 workforce: Four scenarios

3 ways to be happier... even in the middle of a pandemic
3 ways to be happier... even in the middle of a pandemic

GIBS/TWIMS MBA Manufacturing Ambassador Scholarship
GIBS/TWIMS MBA Manufacturing Ambassador Scholarship

New MBA timetable starts in 2016
New MBA timetable starts in 2016

EVENTS
THE International MBA - InfoBytes
THE International MBA - InfoBytes
27 August 2020,
ALL CITIES IN SOUTH AFRICA



02 OCTOBER 2019
South Africans are side hustling
Henley Business School Africa is proud to release What is the Future of Work in South Africa? Examining the side hustle economy'. This ground breaking study was conducted in the first part of 2019, building on a similar study conducted last year by Henley Business School UK, to establish the prevalence of the gig economy – the prevalence of flexible on demand freelance work.

In this case, the study looked at both Side Hustlers, those with side hustles different to their main jobs, and Side Jobbers, those who performed the same kind of work but to more than just the main employer.

The findings were unequivocal, more and more South Africans are holding down more than one job – 27% of the respondents in fact - some just to make ends meet in a flaccid economy with little chance of growth or salary increase, others to use their main job to allow them to pursue their dream jobs that would otherwise be unsustainable.

But far from being a threat to the South African economy, this new trend could provide original answers. It can stimulate entrepreneurship and build entrepreneurial skills. It can help companies retain their best talent - talented employees prefer to stay with or work for companies that allow side hustling. It can provide benefits for companies - especially those, like most, who are struggling with rising staff costs and salary expectations and the rising tide of joblessness. Side-Hustlers are considerably harder workers than their colleagues in the same company, working an average of 53 hours a week on their main jobs, over the average 43 of other permanently employed staff.

Most of them have no intention of leaving their main employment either – even if their side hustle takes off. They create employment for others too in their side hustles or side jobs. Side Hustlers and Side Jobbers also became multiskilled at their own expense, but to the benefit of their main jobs, they are effectively in-house entrepreneurs

And, the longer they side hustle the more efficient they become, taking less time to earn the same amount of money from their side enterprises and continuing to invest the same level of care to their main jobs. Side Jobbers earn up to a quarter of their income from their side job(s) while Side Hustlers earn an extra 20%.

The phenomenon isn’t underground either, more than three quarters of both side hustlers and side jobbers who have been in their main jobs for longer than 10 years have told their employers about it.

So, what does it mean for South African business?

“We’ve been aware of this phenomenon anecdotally for some time, which is why we wanted to apply some academic rigour to it,” says Henley Business School Africa dean and director Jon Foster-Pedley.

“What it immediately proves is that it makes compelling business sense to regularise and legitimise this practice in companies to everyone’s benefits because these side hustlers and side jobbers are incredible innovative and creative and already among a company’s greatest assets. They learn new skills that they bring back into their primary employment. Instead of developing national incubators, which are often seen to be of little value, we might incubate a whole new wave of entrepreneurs who are side hustling while working, and building economic value and jobs. It may open the door to more job sharing and shorter working weeks as side hustlers spend more time on their other ventures.

“There’s an option here to create a win-win scenario and help, indirectly, create jobs, especially in the SMME space, but just as importantly, this is a signal – if we ever needed reminding – that the old business practices, the asphyxiating 9-5 conformity drummed into all of us by the monolithic corporates of yore is over.”

Building creatives, in this case by allowing for and encouraging flexible mould shattering arrangements, would have massive benefits not just to the economy but to the companies themselves, Foster-Pedley said.

“This report should force all of us to think about how best to address the future rather being stuck in a model that was based on a historic economy that in South Africa simply no longer exists anymore.”
Source:

Henley Business School
At the core of Henley’s philosophy is the belief that we need to develop managers and leaders for the future. We believe the challenge facing future leaders is the need to solve dilemmas through making choices. We work with both individuals and organisations to create the appropriate learning environment to facilitate the critical thinking skills to prepare for the future. Visit our InfoCentre or website.

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