ASSIGNMENT COVER PAGE / ANTI-PLAGIARISM DECLARATION

University of Johannesburg

Department of Industrial Psychology and People Management

Initials N.S
S.F
J.A
L.W
A.V.L
Surname Soya
Simelane
Adebowale
Weldekidan
Ngema
UJ Student Number 225016346
225025689
225201062
225013196

Name of Module Industrial Psychology A1

Module Code IPS1AA1
Due Date 16 May 2025
Name of Lecturer Abednigo Themba

1. I understand that plagiarism is to present someone else's ideas as my own.

2. Where I have used material written by other people (whether from a printed source or
from the Internet), this has been carefully acknowledged and referenced. I have used (insert
discipline appropriate convention) for citation and referencing. Every contribution to and
quotation from the work of other people in this submission has been acknowledged through
citation and reference.
3. I know that plagiarism is wrong.
3.1. I am aware of the University's Plagiarism Policy, and I have fully familiarised
myself with the contents of this policy.
3.2. I know that I will be guilty of plagiarism if I do not properly credit my sources,
or if I copy data, results, graphs, phrases, sentences or paragraphs from a
book, article, presentation, or Internet source without providing proper
citations.

Page 0 of 23
4. I declare that I have written my submission in my own words, sentences, and
paragraphs throughout and have properly credited all ideas/words/thoughts/graphical and
pictorial presentations obtained from other people's work.
5. I declare that this assignment is my own original work.
6. I have not allowed and will not allow anyone to copy my work with the intention of
passing it off as his or her own work.

SIGNATURE: ………………………….………….
DATE: ………16/05/2025………...…………………………...

Page 1 of 23
 Table of Contents

Key Roles for Future-fit People Practioners

Intrapersonal skills and attributes

Interpersonal skill and attributes

Intradigital skills and attributes

Interdigital skills and attributes

Conclusion

References

Page 2 of 23
The digital-era industrial/organisational psychologist: Employers’
view of key service roles, skills and attributes

Melinde Coetzee and Dieter Veldsman2

Affiliations: Department of Industrial and Organisational Psychology,

College of Economic and Management Sciences, University of South
Africa, Pretoria, South Africa

Industrial Psychology

16 May 2025

Page 3 of 23
Background

The environment of the workplace has developed significantly ever since the 4th Industrial

Revolution, changing the nature of jobs and what is wanted by workers. In today’s

different and ever-changing work environment, the traditional way of working is no longer

sustainable. South African companies are seeking for more people that are technically

skilled but also competent change agents and are able to navigate work complexities. This

difference in eras has enhanced the importance of future fit people practitioners that have

the skill to maintain and diverse workplaces.

Aim

This assignment aims to explore the vital roles, desired skills, and strong attributes of

future fit people practitioners in the South African context. It seeks to highlight how

Industrial Psychology can contribute to equipping professionals to meet the demands of a

transforming the workforce.

Purpose

The purpose of this work is to analyse and explain how professionals can be developed to

contribute meaningfully to sustainable employment practices, with a particular focus on

promoting diversity, equity, and inclusion. This includes understanding how people

practitioners can act as catalysts for positive organizational change and workforce

resilience in South Africa.

The digital-era industrial/organisational psychologist: Employers’ view of key service

roles, skills and attributes

The Industrial Revolution has changed the traditional approach to work, now needing skilled

workers that are competent and are able to tackle complex situations within the working

environment. This assignment explains key roles, skills, and characteristics that make a

future-fit people practitioner within the South African context. It aims to bring focus to how

professionals can effectively build a sustainable and diverse workforce.

 ` ONE KEY ROLE FOR FUTURE-FIT PEOPLE PRACTITIONERS

Technology is changing the world of work, and this affects employees as well as managers

because the entire workforce must be equipped with how to make use of the technological

resources at their disposal. According to Oosthuizen, R.M. et al. (2014), studies

estimate that by 2025, STARA could decrease about 33% of today's jobs and possibly

cancel up to 47% of occupations in different fields. Industrial Psychologists are facing a

difficult issue of not knowing whether they should be at the forefront of developing Human

Resource technology or just follow along and wait for developments to come up. Some

people think they should have a larger role, while others are working at tech firms, studying

new concepts, and creating practical applications, meaning that some people support the

idea of Industrial Psychologists taking part in the overall development of technology by

introducing new roles in the workplace, focusing on the enhancement of technology. In

addition, Industrial Psychologists should assist with the introduction of new technology by

ensuring that they reach two goals such as enhancing people's well-being and maintaining

the efficiency of enterprises. Industrial psychologists help people in businesses and

workplaces deal with changes caused by new technology. Experts created the STARA

model, which focuses on four important skills such as research, understanding society,

special skills, and personal growth. In South Africa, many workers struggle with technology

because of a lack of skills, educational problems, and limited access to digital tools.

Industrial psychologists play an identifiable role in helping companies and employees get

used to these changes. They create programs to help workers do better at their jobs and use

psychology to improve the workplace. As technology continues to grow, companies need to

prepare for how it will affect workers emotionally and mentally. Some jobs may disappear,

while new ones may be created. Many businesses in South Africa focus more on making

their businesses profitable than on helping their employees adapt to these changes.

Because of this, workers often feel stressed, confused, and unsupported, which may affect
job performance. To help, industrial psychologists offer counselling to reduce anxiety and

improve mental health. They also give career advice so workers can be ready for new

opportunities and career paths. Companies have to support their workers by offering

training, teaching them about the resources available, and making sure they learn both

technical skills and emotional resilience. With the right help, workers can feel more confident

in the fast-changing world of technology. By equipping employees with resources, assistance

on how to deal with technology, these employees are most likely to do better in the

workplace. this is the role of Industrial Psychologists. (Thapelo S Moralo & Lene I Graupner,

2022) For organisations to retain staff, enforce work diversity, and plan, Industrial

Psychologists have the role to undertake virtual leadership development and coaching to

help employees adapt to remote jobs. People Practitioners help the staff to work effectively

with technology.

The South African retail industry is one of the largest employers, and contributes to the

government; therefore, it requires attention. However, it has faced challenges like load

shedding and the COVID-19 pandemic, which have slowed its growth. Power shortages in

the country have made it hard for retail businesses to succeed. The COVID-19 pandemic

also forced many retail companies to find new ways to attend to customers using technology.

For example, Pick n Pay started an online few hour’s delivery service, and Shoprite

launched the Sixty60 app, which delivers products in under an hour. Despite these

challenges, the retail industry in South Africa has great potential to grow. The introduction of

online shopping or purchasing forces organizations and people practitioners to assist

workers in teaching them how to take orders online on a day-to-day basis. This can be

frustrating for employees as they are used to face-to-face interactions. This requires

patience and time for Industrial Psychologists. (Machingambi et al., 2019)

Industrial psychologists play a key role in helping employees and businesses adapt to

technological changes. Their work ensures that workers feel supported, gain new skills, and

can navigate digital tools with confidence. By providing counselling, training, and career
guidance, they help reduce stress and improve workplace efficiency. As technology

continues to shape the future of work, their expertise will remain essential in creating a

balanced and prepared workforce. Technology may be a threat in some parts of the

organization, which may instil fear in employees; therefore, Industrial Psychologists should

find ways to minimize the stress and frustration.

Discuss one intrapersonal skill and attribute for future-fit people practitioners

The capacity constantly changes and changes one's opinions on company strategy,

spending laws, and company duties, also utilizing that understanding flexibility in

circumstances where there are multiple incompatible actions is recognized as strategic

business acumen or adaptability. The ability to pick up the business side of things like a local

yet maintain a youthful perspective on the ridiculous economic status surroundings of the

place, cut through it swiftly, and keep it progressing is a skill that can be acquired and

utilized in South Africa.

Economic Volatility and Structural Challenges

Because of load-shedding issues and limited funding due to the financial climate, South

Africa requires human resources directors who may concentrate on employee plans of

action instead of operational circumstances (National Treasury, 2023) The researchers' claim

of proficiency of strategic adaptability is dismissed by its ability to reintroduce methods for

talent management within a period of prosperity where there is financial difficulty (Van der

Merwe & Verwey, 2023)

1.Complexity of regulation

To adapt compliance strategies to the frequent changes in labour laws, like the 2023

Employment Equity Act, practitioners must dynamically uphold business objectives

(Department of Employment and Labour, 2023)

2.Pressures of Digital Transformation

Given that 72% of South African organizations are increasing automation, HR must adapt

talent strategies to address both technological displacement and new skill requirements

(SABPP, 2023).

3. Imperatives for Social Transformation,

Changing workplace goals and B-BBEE requirements necessitate flexible approaches to

talent acquisition and development (Coetzee & Botha, 2022).

Key Components of Strategic Business Acumen Adaptability

Dynamic Financial Literacy:

The capacity to respond to changes in the economy by modifying workforce investments

(hiring, training, and compensation). Ability to adjust investments made by employees in

response to changing financial conditions (Ramsey, 2016). Examples are that

in order to boost productivity without increasing payroll during a recession, a business may

decide to stop hiring but increase investment in upskilling current staff.

In order to preserve flexibility during uncertain funding, a tech startup may switch from full-

time hires to contract workers (Ramsey, 2016).

Contextual Strategic Thinking

Modifying HR plans in response to macroeconomic and industry developments.

For instance, a retailer dealing with e-commerce disruption might switch from in-store

employees to specialists in digital marketing and logistics (Ulrich & Dulebohn, 2015). To

maintain operations during the COVID-19 pandemic, many businesses expedited their

policies regarding remote work and digital collaboration tools.

Regulatory Agility Definition

Ensuring business continuity while swiftly amending policies to conform to new legislation.

For example, businesses had to update data privacy policies and retrain HR teams on

compliance when the General Data Protection Regulation (GDPR) was implemented.

To avoid fines and guarantee worker safety, a manufacturing company may modify its safety

plan in response to new OSHA regulations. Planning for the Future of the Workforce

constantly reevaluating talent requirements considering market and technology

developments. Hiring battery engineers may be more important to an automaker investing in

electric vehicles (EVs) than hiring experts in conventional combustion engines.

A bank may expand its cybersecurity and data analytics teams while reducing teller positions

as a result of AI-driven automation.

Application of strategic business acumen adaptability in South African Organizations

1 Adaptive Workforce Restructuring:

Managing workforce changes (such as layoffs) while maintaining productivity and legal

compliance, guiding businesses through Section 189 retrenchment procedures while

preserving South Africa Context: Businesses are regularly forced to restructure due to

economic pressures like load shedding, inflation, and slow GDP growth. Retrenchments are

regulated by Section 189 of the Labour Relations Act (LRA), which requires fair procedures

and union consultation.

Eskom had to cut employees while maintaining vital operations due to financial difficulties.

The business offered voluntary severance benefits, retrained some workers for positions in

renewable energy, and participated in Section 189 consultations (SA Labour Guide, 2022).
Retail Sector Downsizing due to dwindling sales, a large South African retail chain

reorganized its workforce for e-commerce positions while closing underperforming stores

(Bisseker, 2021).

2 Dynamic Talent Development:

Adjusting learning and development (L&D) spending to meet shifting business needs and

skill shortages. South Africa Context: High youth unemployment (above 60%) is

accompanied by severe skills shortages in tech, engineering, and finance. The National

Skills Development Strategy (NSDS III) encourages businesses to invest in critical skills. For

example, in 2021, MTN South Africa partnered with coding academies to train employees

and unemployed youth in AI and data science, in keeping with the goals of digital

transformation (MTN Group, 2021).

Sibanye-Stillwater retrained staff in automation and renewable energy as part of its shift to

sustainable mining (Mining Weekly, 2023). Adapting L&D expenditures in response to

shifting business objectives and skill gaps

Agile Organizational Design modifies systems to support hybrid work, digital

transformation, and efficiency. South Africa Background: After the pandemic, many

companies adopted hybrid work arrangements, but infrastructure problems (such as internet

reliability) persist. The Broad-Based Black Economic Empowerment (B-BBEE) requirements

have an impact on organizational design choices. For example, Discovery's Hybrid Work

Model (2022): By redesigning workspaces to promote flexible work while maintaining

teamwork, the insurer reduces office expenses by 30% (Business Tech, 2022). Nedbank's

Digital Workforce: The bank adopted agile teams and flatter hierarchies to encourage fintech

innovation (Financial Mail, 2023).

Development Strategies for South African Practitioners

The economic environment in which South African business professionals operate is

complicated and unstable, characterized by load shedding, shifting regulations, high

unemployment, and fluctuating commodity prices. They need to develop financial smarts,

strategic agility, and flexible leadership if they want to succeed. Key development tactics that

in line with regional issues are listed below, why it's important develops a comprehensive

understanding of business operations, marketing, finance, and human resources while

preparing leaders to make cross-functional decisions in unpredictable markets.

ONE INTRERPERSONAL SKILL FOR FUTURE FIT PEOPLE PRACTITIONERS

Interpersonal skills are those essential skills involved in dealing with and relating to other

people, largely on a one-to-one basis (NG BARAKAT,2007). They become more and more

necessary in the business profession. The expectations from the business professionals are

beyond just knowledge of the business itself. To have a chance of being a professional

practitioner, every Interpersonal skill must have an objective, and every effort must be made

to avoid creating win-lose transactions wherever possible.

COMMUNICATION SKILL AND ITS ATTRIBUTES TO FUTURE FIT PEOPLE

PRACTITIONERS

Communication skills are central to interactions and social relationships, Including verbal

and non-verbal components that interact to facilitate mutual understanding between the

sender and the receiver (Olson & Gorall,2006). It is regarded as a lifeblood of any modern

organization let alone SMMEs (Rankhumise &Chiloane-Tsoka,2012).It has its own

challenges that may negatively affect the business success if they are not timely attended to.

Stakeholders such as customers, investors, employees as well as suppliers may be lost if

communication barriers are not considered and properly addressed stated Robinson, Segal

and Smith (2015).

It is the major skill in the 2020s as it was in the early years because it is the most

comprehensive degree of interpersonal skills and offers better operationalization of the

global construct. It was developed in a relational approach to communication ability which is

consistent with the theoretical framework of this study (2021). Currently, communication skill

in future fit people practitioners becomes important and must be relevant to provide for better

business success. A person must have communication skill as one of the main domain when

working with others.

The result of this search explains four abilities in communication which are (1) sending clear

messages, (2) listening ability, (3) getting feedback, (4) handling emotions ability. From the

results, the summary is formed which there are three categorie1) Ongoing improvement, (2)

Need more consistent attention, (3) potential strength,Coetzee and Veldman (2022)

introduced many IOP practice-orientated skills such as coaching,

consulting, communication and interviewing skills. Ulrich at El. (2021)

introduced this communication skill that refers to the ability to

communicate with champion workplaces for individuals to succeed and

have the persuasiveness to influence others.

INRADIGITAL SKILL AND ATTRIBUTE FOR FUTURE-FIT PEOPLE

PRACTIONERS

Interdigital skills, a term used by Coetzee and Veldsman 2022, refers to

skills that enable an individual to be effective within a digital environment,

especially in the context of people practitioners like HR practitioners and

organisational psychologists. These skills allow professionals to work

through digital systems. According to Coetzee and Veldsman interdigital

skills include, digital technology proficiency, digital compliance and

governance, virtual collaboration and communication and digital ethics

and accountability (Coetzee and Veldsman,2022). In the following

paragraph, digital technology proficient will be elaborated on. Digital

technology proficiency Digital technology proficiency refers to a

practitioner’s ability to use and integrate digital tools in ways that

enhance human resource functions and contribute to organisational

success. A future fit people practitioner with strong digital proficiency

plays a critical role in helping navigate the relationship between human

and technology. They act as a translator between human needs and digital

capabilities, ensuring that technology does not replace human interaction

at workplace. Digital technology proficiency is not just about having basic

knowledge on how to use software. It is about effectively using digital

tools to produce people related outcomes. This includes using analytics to

monitor employee engagement, delivering virtual training programs etc

(Cázares, 2010). In order to demonstrate digital technology proficiency,

people practitioners need to develop technical skills such as, digital

literacy, understanding how to use a wide range of digital tools, data

interpretation, the ability to be able to collect, analyse and interpret

human resource data to guide decision making , digital engagement tools,

being able to use platforms such as zoom and Microsoft team for

meetings. They also need to have behavioural attributes such as being

able to change and learn about modern technologies quickly, have a

willingness to explore emerging technological tools such as AI based

recruitment and using digital tools to solve human resource problems.

Advantages and disadvantages There are several advantages to being

digitally proficient in the people profession, some of the Benefits of Digital

Technology Proficiency may be: routine HR tasks like payroll, leave

tracking, and performance appraisals can be automated, freeing up time

for strategic work, access to real-time data allows practitioners to make

evidence based decisions about hiring, retention, and workforce planning,

digital platforms enable seamless communication and flexible work

arrangements, which can boost morale and engagement. There may also

be disadvantages challenges such as many rural and township areas lack

stable internet access or digital infrastructure in South Africa. This creates

equity issues when implementing technology driven human resource

solutions , not all practitioners are comfortable with digital tools,

particularly those who started their careers before the rise of technology,

there’s a risk that the human element of HR could be lost if practitioners

depend too heavily on digital systems, privacy and security risks as the

use of digital platforms increases the chances of data contravention,

especially if systems are not properly managed or compliant with local

laws like POPIA . Examples of digital technology implications During the

COVID-19 pandemic, many South African companies had to transition to

remote work almost overnight. Those HR professionals who were digitally

proficient could quickly implement online onboarding, virtual performance

reviews, and remote employee engagement strategies. Others, however,

struggled to keep up, revealing just how important this skill really is

(Coetzee, Oosthuizen and van Niekerk, 2022). several South African

organisations are already embracing digital tools in their HR practices. In

each case, HR professionals with strong digital proficiency are central to

these innovations. They not only use the tools but also help guide their

implementation and integration into broader people strategies, embracing

digital tools in their HR practices. In each case, HR professionals with strong digital
proficiency are central to these innovations. They not only use the tools but also help guide

their implementation and integration into broader people strategies.

Interdigital Skill Digital Integration

In South Africa, digital integration is important given the country’s dual

economy. One section is on a global scale, competitive and technologically

forward, while the other is not as developed and limited in terms of

resources. This means that people practitioners should find hybrid work

models and ensure access to digital resources across divides in the socio-

economic For example, in terms of the workplace, before the pandemic,

the inclusion of learning management systems, LMS, has made remote

upskilling opportunities possible. However, a challenge is that in rural

areas there are connectivity issues which require people practitioners to

support inclusive digital strategies. (Department of Communications and

Digital Technologies, 2021).

Interdigital Attribute: Technological Adaptability

Being able to adapt in terms of technology suits digital integration, in

which people practitioners are assessed on how they are able to adapt to

new digital tools, media, and innovations. This shows that people

practitioners should have a mindset of wanting to learn and expand their

horizons. In South Africa, it is vital to be adaptive as it gives one a

competitive edge. For example, in sectors like banking, digital

transformation has been quick, which requires people practitioners to be

aware of emerging trends like AI-driven HR analytics. However, in public

institutions, adapting may take a longer process due to budget limitations.

In these situations, people practitioners must be agents of change,

encourage a culture of experimenting and digital interest.(Mahlangu,

2023).

Technological adaptability even supports inclusion of different races and

ethnicities in digital initiatives. In South Africa, where we have a rich

multitude of cultures, practitioners should make sure that digital tools are

unproblematic and, in context, relevant. They should also be mindful to

digital literacy levels, especially among older workers or people from

historically challenged backgrounds.

South African Context

The South African workplace is marked by contrasts modern tech hubs in

urban centres coexist with traditional work environments in townships and

rural areas. People practitioners must develop interdigital skills and

attributes that accommodate this complexity. Government initiatives like

the National Digital and Future Skills Strategy (2020) show the importance

of developing a digitally efficient workforce. However, the success of this

depends on the ability of HR to include technology in methods that is

sustainable and moral. Local companies like Discovery and MTN have

made a path for digital HR activities, integrating AI assistant bots for

workers queries, and performance systems. People practitioners should

also consider the challenges like load shedding and digital divide

resistance and open mindedness in applying innovations across the

country.
CONCLUSION

In conclusion Industrial psychologists play a key role in helping employees and businesses

adapt to technological changes. Their work ensures that workers feel supported, gain new

skills, and can navigate digital tools with confidence. By providing counselling, training, and

career guidance, they help reduce stress and improve workplace efficiency. As technology

continues to shape the future of work, their expertise will remain essential in creating a

balanced and prepared workforce. Technology may be a threat in some parts of the

organization, which may instill fear in employees; therefore, Industrial Psychologists should

find ways to minimize the stress and frustration. Intrapersonal skills adaptability and strategic

business acumen allow people practitioners to be real strategic partners in South Africa's

unstable corporate climate. HR practitioners may improve their ability to foresee obstacles,

make dynamic strategy adjustments, and build organizational resilience by honing this

intrapersonal competence. Effective practitioners will be more and more distinguished by this

meta-competence as South African enterprises negotiate intricate socioeconomic changes. It

is advisable that future fit people practitioners align with the modern ways of communicating

with other people in the workplace as its may positively affect the business success. For the

business professionals it is essential that they structure a well code of conduct that explains

very well the importance of the communication skill within the workplace and what change

occurred in the early years compared to the 2020s and how they could improve in the future.

Future fit people practitioners should adhere to the reskilling and the changing world of work

for their own benefit. The role of future fit people practitioners in South Africa is ingrained

with the country’s unique socio-economic and technological landscape. As the working

environment becomes more influenced by continuous technological growth, it is vital for

people practitioners to make inter-digital skills and characteristics like inclusion and

technological adaptation. By accepting a mindset of continuous curiosity of learning and

creating digital literacy, South African HR professionals can connect divides and transform

various sectors. Digital technology proficiency is not a nice-to-have it’s a must-have for

people practitioners who want to stay relevant and make an impact. In South Africa, this skill
is especially important due to the country’s digital transformation journey and the need to

balance innovation with inclusion. By developing the right technical skills and behavioural

attributes, practitioners can become valuable enablers of digital change helping their

organisations grow while keeping the human in human resources.

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