Unlocking potential: empowering South Africa’s youth in the workplace

The presence of young professionals in South African workplaces is vital for the future of our economy and society. Yet, despite dominating many sectors, youth remain drastically underrepresented in leadership and decision-making - less than 10% of such roles are held by those under 35. Systemic barriers - including limited access to networks, scarce practical experience opportunities, and the contradictory demand for prior experience - tend to further block youth from fully contributing to the economy. This experience paradox creates a vicious cycle that must be broken. This reality demands urgent organisational reform to genuinely engage, empower, and develop young talent.

Nelson Mandela once said, “The youth of today are the leaders of tomorrow.” This statement is more than an inspirational phrase—it is a call to action. If we are to realise the full potential of South Africa’s youth, workplaces must move beyond tokenism and provide genuine opportunities for development and growth. Unfortunately, this is far from the experience of many young professionals, who often encounter workplaces steeped in rigid hierarchies and outdated management styles that stifle their potential rather than nurture it.

One key area requiring attention is mentorship. It is widely promoted as essential for career development but is often reduced to a box-ticking exercise. Real mentorship requires deliberate investment: time, guidance, and a sincere commitment to developing the next generation of leaders. Without this, young professionals are left to navigate their careers without adequate support, leading to frustration and disengagement. This disengagement severely compromises young professionals’ career advancement opportunities and impedes the critical transformation imperative for organisational and economic progress. Effective mentorship should not only transfer knowledge but also foster confidence and autonomy, enabling young people to contribute meaningfully and shape their career trajectories.

The challenges faced by young women are particularly pronounced. In addition to their professional duties, many manage significant responsibilities outside of work, including caregiving and other societal obligations. Despite these added pressures, they are expected to perform on equal terms with their male counterparts, frequently without sufficient support or accommodations. It is imperative that workplaces recognise these gendered challenges and create equitable environments where young women can thrive.

When young professionals are overlooked or unsupported, the consequences extend beyond individual dissatisfaction—they threaten the sustainability and growth of organisations and, by extension, the national economy. Without clear career pathways, fair remuneration, and meaningful inclusion, South Africa may risk losing some of its most promising talent to other countries altogether.

To prevent this, organisational leadership must shift from performative inclusion to substantive empowerment. This requires creating environments where mentorship is genuine, career development is transparent, and policies reflect the needs of a diverse and evolving workforce. Additionally, mental health support and flexible working arrangements are no longer optional but essential components of a sustainable work culture.

Mandela also taught us that “a good head and a good heart are always a formidable combination.” Young professionals bring both intellect and passion to their roles, along with a commitment to contribute to a better future. It is up to organisations to match this with the respect, opportunities, and resources needed to cultivate the leaders we aspire to become.

At Mintek, where I serve in an internship role, for example, young employees are actively encouraged to pursue further studies, demonstrating a positive commitment to learning and development. This approach reflects the kind of institutional investment needed to support youth empowerment in a meaningful way. In addition, organisations should promote gender equity through targeted policies and open dialogue to ensure young women receive the recognition and resources necessary to thrive.

Such leadership is essential—not only as a moral obligation but as a strategic investment in an organisation’s long-term growth and innovation. The future depends on how we treat our youth today—not as passive observers, but as active participants and leaders. The time for real empowerment is now. It could be the spark behind lasting change.  

Nasima Mahomed holds a BSc and BSc Honours degree in Biochemistry, both conferred with cum laude distinction, as well as an MSc in Biochemistry, also awarded cum laude. She is currently serving within the Mintek Office of technology Transfer (MOTT) team at Mintek.

*** The views expressed here do not necessarily represent those of Independent Media or IOL.

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