Lulaway to establish 20 new Job Centres in Cape Town

Lulaway is to establish 20 new Job Centres in areas within the City of Cape Town where youth employment is most needed. The opening of these Job Centres is part of Lulaway’s strategic expansion of its national network of over 200 Job Centres, and the appointment of Lulaway by the City of Cape Town to implement a city-wide outcomes-based, high-impact three-year programme.

The programme aims at addressing some of the key barriers identified by the City that bar the unemployed residents from accessing job and training opportunities. The programme aims to screen, train and place unemployed residents into temporary and permanent training and employment opportunities.

The programme will focus on residents, particularly youth, located in the high-density, traditionally marginalized areas of the Cape Flats, Khayeltisha, Gugulethu and Langa.

The project comes as a beacon of hope to a city where the general unemployment currently sits at 25% and a youth unemployment rate of 36%.

The goals of the programme include the assessment of 30 000 unemployed residents, provision of training to 6000 relevant candidates in work-readiness skills and the subsequent placement of 4050 residents in various employment opportunities.
The integrated programme will achieve the required outcomes by strategically addressing the unique challenges facing the City and its unemployed residents.

“A key challenge we were tasked to solve is the lack of an integrated and co-ordinated employment services eco-system. There is a disconnect between job seekers and employers and the services and programmes they require. The impact of this absence is most evident areas with high populations of unemployed youth such as in Gugulethu, Khayelitsha, Langa, Cape Flats, Atlantis, Samora Machel and its surrounds. As a result, discouraged youths often turn to crime and other destructive behaviours in order to support themselves and their families”, says Lulaway CEO Jake Willis.

“Another crucial challenge is lack of access to jobs and available opportunities. The City’s dispersed population means that certain areas are geographically excluded from the formal economy. This is a pattern we encounter across the country especially in the non-urban township areas.”

“Finally, the City experiences a lack of integration and communication between all relevant stakeholders. This leads to under-resourced employers, unspent funds by government and unemployed residents which results in overall socioeconomic despair”.

Speed Interview trend offers hope for job seekers

On Friday 17 November 2017, Lulaway, in partnership with Boston City Campus embarked on an ambitious undertaking to facilitate the employment of over 200 Boston learners at a speed interviewing event.

Whilst speed interviewing is becoming increasingly popular in developed countries, the model has not yet been applied in South Africa where rampant unemployment threatens the nation’s social and economic future.

Lulaway CEO Jake Willis says speed interviewing has the potential to remove one of the most unsolvable and crippling socioeconomic barriers facing South African work-seekers.

“Youth unemployment continues to rise despite billions of Rands being spent on job creation initiatives. The only way we will increase youth employment rates is by thinking out of the box. We are constantly looking for practical high-impact solutions which are relevant to the market. Speed interviewing offers a simple way to eliminate obstacles as it brings all the candidates and employers to one place.”

Inflated transport costs compound the ‘spatial mismatch’ for work-seekers. With transport and other work-seeking costs at an average of R560 per month, many unemployed people cannot afford to actively seek employment. Much of the unemployed youth, who are not actively seeking work, say this is because their locations constrain them from looking for work. “

Willis says speed interviewing has the potential to create much-needed efficiencies in the entry-level labour market on both the supply and demand side. “Normally, we face huge challenges to get these learners to one interview. They cannot afford to go to four interviews. We send them to various employers at a high cost, while trying to balance the scheduling requirements of employers and work-seekers.

“The drop-off rates are enormous. Learners get lost or do not show up. On the employer side, the administrative efforts required to interview 250 people in one day would be overwhelming. The scheduling alone would take many hours.

“Speed interviewing normally involves one employer with multiple work-seekers. We have taken it a step further and invited several employers in the same industry to the same event. This is to limit the travel costs for the work-seeker to the bare minimum,” continues Willis.
Employers have responded enthusiastically to the event.

Employers present were Green Connect, Landau Attorneys and iTalk. Altogether, these employers have expressed interest in hiring 120 of the candidates.

Conversations: NYDA CEO Khathu Ramukumba on tackling SA’s youth unemployment crisis

As the CEO of the National Youth Development Agency (NYDA), Khathu Ramukumba plays a vital role in the development of youth in South Africa. He shares with us his hopes for the South African youth and tells us about his own journey from poverty to prosperity. Lulaway is a proud partner of the NYDA.


1. What is the role of the NYDA in the economic development of South Africa?

The National Youth Development Agency (NYDA) is a South African-based agency established primarily to tackle challenges that face the nation’s youth. The NYDA plays a leading role in ensuring that all major stakeholders, i.e government, the private sector and civil society, prioritise youth development and contribute towards identifying and implementing lasting solutions which address youth development challenges.

The NYDA designs and implements programmes aimed at improving the lives and opportunities available to youth. We provide direct services to youth in the form of information-provision, career guidance services, mentorship, skills development and training, entrepreneurial development and support, health awareness programmes and involvement in sport.

2. What role does Lulaway play in supporting the NYDA’s overall goals?

Lulaway has established trusted relationships with the private sector that we do not have. Lulaway creates a conduit for young people to find employment in these companies that we would not be able to do as successfully. Our partnership with Lulaway means that we are able link more employers to our job seekers and transform the future of these young people.

Lulaway has been involved in youth job creation for a long time and brings with them a host of knowledge around why young people struggle to find employment, as well as why they don’t stay their jobs. This knowledge helps us develop and adapt our strategy.

4. What are the main challenges facing the country in terms of our youth

Firstly, we e have large number of young people that are either uneducated, undereducated or irrelevantly educated.

Every year over half a million children are lost in the educational system. By this I mean that although 1.1million children register per year to begin school, only 500 000 will sit to write the grade 12 examination. By implication, we are losing 600 000 youth in the educational system, and I refer to these youth as uneducated or undereducated.

Additionally, we have many graduates who exit the tertiary education system with qualifications which are not required by the economy. These graduates are irrelevantly educated and their employment prospects suffer.

Secondly, we have a severe shortage of artisan skills. We constantly find ourselves having to import labour from overseas. An example of this is the soccer world cup and the power stations construction. Despite the staggering unemployment rates of local young people, we still need to look outside the country because our own young people lack the required skills.

The combination of the lack of education and shortage of required skills results in an unequal society with high levels of poverty as we currently find ourselves in.

4. It is clear that you are very passionate about education. Where did this come from?

I lost my father when I was very young. My mother raised all six children alone. She survived by doing lots of odds jobs and despite the fact that she was not educated herself, she appreciated the importance of education and made sure that no matter what we all went to school. It was amazing because even though she was not educated, she knew that we needed to be educated in order to turn our lives around. We grew up in abject poverty, and because of her, all six children are now professionals. She taught me about defying the odds; despite her poverty, she gave us a lifetime inheritance.

5. Youth unemployment is of key concern to all; what attitudes need to change in order to reduce youth unemployment?

On the job seeker side, young South Africans need to be realistic as to how to changes one’s economic position. You will find that they would reject a job because it gives them a low salary. However, their expectations are not in line with the economy and what the market offers.

You will often find that foreigners fill basic jobs such as waiters because they understand that starting in less than ideal positions is what one requires to go forward. Many youth are not willing to take the entry-level positions available because they don’t understand that first jobs are a starting step.

My first job was as an article clerk. As an article clerk you are on the bottom of the chain, and you realise that you pay your own salary after one weeks work. But you soldier on, and see the future. Youth need to develop long-term thinking and not just reject a job because it is not paying well enough.

On the employer side, we need to increase levels of patriotism from corporate South Africa. Research shows that there are trillions of rands of revenue, but many are choosing to keep this as reserves instead of expanding their operations and stimulating the economy and increasing employment.

The government needs to address the political instability. When the private sector sees a political stable environment, they will be willing to invest into the economy. The government needs to have strong governance especially concerning fiscal policy and then the private sector will have the confidence to contribute.

6. What gives you hope for South Africa?

We are a resilient nation. Our history shows that even in darkest hour we can find ourselves and move forward. In the struggle for freedom civil society found their voice. In recent years, again we are seeing ordinary South African reclaiming their destiny. It gives me hope because finally, we are not leaving change to the politicians.

A society with a strong civil voice is the ultimate defence in terms of correcting and redirecting and making the right decisions. Our priorities are skewed – South Africa is and will be a youthful nation, and we need to prioritize education and skills. We are finding our own voice again, and hopefully with the right political will, we will see the young people being owners of the economy.

Lulaway & National Library of South Africa join forces to accelerate job accessibility

National Library of South Africa & Lulaway embark on a groundbreaking job creation partnership 
Unemployed youth can apply for jobs at national libraries through Mzansi Libraries Online

Lulaway and the National Library of South Africa launched their job creation partnership 12 September 2017 at the Sharpeville Library in Gauteng.

The partnership between the social enterprise Lulaway and the NLSA will see 27 community libraries house Job Readiness Centres, with a further 300 earmarked for rollout in 2018. Each of these job centers will offer job seekers the opportunity to register their full CVs, for no charge, on the Lulaway online database and apply for available vacancies. These job seekers will be instantly connected to a range of employers nationally and be able to access a diverse range of job opportunities.

The establishment of these job centres is an extension of NLSA’s multi-million rand Mzansi-Libraries Online project which has received funding from the Global Libraries Initiative of the Bill and Melinda Gates Foundation. The grant was given for strengthening public libraries in South Africa through provision of new technologies (computers, data, software) and training in ICT to uplift local communities.
Hundreds of national libraries have been equipped with the latest technology and data connections for all library users to access. As a further to the communities, the NLSA has appointed Lulaway to further utilize the library space and access to technology by establishing Lulaway job centres at 27 of these libraries.

These job centers will be managed by the 65 graduates of the NLSA BCX Graduate Internship Programme. The previously unemployed youth completed the training programme where they acquired ICT skills and training. Through the Internship Programme they also received training on the Lulaway Portal in order to assist job seekers.

ICT skills play a crucial role in helping the youth create more opportunities for themselves in terms of employment and entrepreneurship. This collaboration between the NLSA and Lulaway will play a significant role in contributing to skills development amongst the youth.

This initiative will provide unemployment youth with access to technology and information in order to take advantage of employment opportunities as well as align libraries as informa¬tion hubs contributing to the developmental needs of the communities.

Conversations: Traci Freeman, Rockefeller Foundation Representative South Africa

Rockefeller Foundation Representative (SDO) South Africa for Impact Sourcing & Digital Jobs Africa.

Traci Freeman is deeply passionate about doing her part to create a fair and flourishing world. She shared fascinating insights about developments in the world of social impact, the interconnectedness between corporate and non-profit, and the promising state of South African youth.

1. What are the positive developments in social impact that you have observed?

The main change that I have observed is an increased collaboration between corporates and non-profit/aid organisations. On a local (South African) level CSI spending is required expenditure. While companies were dutifully spending this money, it was mostly out of obligation without considerable focus as to where it was going and the impact it was having.

I am now seeing that companies are becoming more deliberate about where this spend is going, as opposed to it simply being a ‘tick-box’ line item. Businesses are becoming increasingly committed to intentional impact. They realise that it is not just about giving the money; but it is about investing, upskilling and doing pro-bono work with non-profits to directly benefit communities.

I think we are seeing this shift because the business world is gaining in its understanding that we are all inter-connected and intricately linked. They are becoming conscious that they are no longer separate from the social problems of the environment in which they operate. It reminds me of the quote by a previous Director General of the International Labour Office, Juan Somavia, ‘Poverty anywhere is a threat to prosperity everywhere’.

For example, environmental crises like floods and droughts – which we are currently seeing a lot of – negatively affect organisations in their ability to do business and produce value for their shareholders. Similarly, social problems – like labour strikes and service delivery protests – decrease their ability to operate and generate revenue.

Because of this, corporates are now using their CSI spend for intentional impact. They realise that they need to be an active part of the solution. By being intentional about where their contributions are directed and intentionally investing in interventions with maximum tangible impact, everybody benefits – the local communities, the corporates and the shareholders.

2. How do we need to start thinking differently about aid to drive far-reaching change?

Dan Pallotta, an American author and humanitarian activist who redefines how we should be thinking about aid, has re-shaped my thinking around the non-profit sector. According to Pallotta, traditional thinking around non-profit organisations is limiting unlocking the true potential of the non-profit world.

Do-good organisations are mostly evaluated according to the same principles as a for-profit business. They need to show their worth, and the bottom line is how much ‘value’/ income is generated in a given period according to typical financial accounting measurements.

A crucial thing that needs to change is the willingness of funders to take risk. We need to let interventions operate for a sufficient time-period for learning to take place.

Social impact is a long-tailed view. I believe that they are required to ‘show profit’ (or value) too early sometimes – and a ‘learning’ isn’t always seen as value. It is the necessity to allow and encourage non-profits to take risks and allow for sufficient time and investment for learning and long-term impact. Learnings are not always going to be positive; funders need to celebrate failure in the knowledge that this is how ‘not’ to repeat the intervention and try a new route.

Again, the concept is ‘intentionality’. Intentional risk & intentional learning should not be seen as negatives. Systemic change takes time, and social issues are complex and nuanced.

The triple bottom line is a powerful driver of creating a corporate world with an embedded socially responsible awareness. While CSI once was a ‘nice to have’ it now is part of your balance statement. The traditional CSI model demands organisations to account for every penny. The less you spend on marketing the better, and you can’t make profit. However, this is wrong. CSI should be judged on their impact; not on how little money they make and how little they spend on their ‘overheads’ like marketing. The goal is impact and measuring impact – and if more money spent on overheads and necessary resources such as top quality skill to drive the social impact business forward, the more impact can be achieved.

Similarly, for the most part, people do not like the idea of their money being spent on advertising / promotions / awareness raising. Society seems to hold the above perceptions, and it is typified in asking “How much of a donation goes to overheads compared to ‘the cause’?” This question has some problems in it: It implies ‘the cause’ is not helped by overheads. This is not the case, especially if the overheads are spent on ‘growth’ and doubling / tripling the investment which in turn goes towards ‘the cause’.

It prevents charities from growing or investing in fundraising. However, if fundraising actually raises funds, then it should be encouraged, giving them more money to push towards the cause.

The focus should not be on overheads, but on the scale of the operation. We need to rethink how non-profits should work, and focus on whether they are achieving their goals rather than their investment to get there – in addition, social impact organisations need to re-think how they ‘think’ and operate and not see themselves as a side-line, poverty-thinking entity, but rather a fundamental necessity filling in gaps with ‘for profit’ agility and intention.

3. Apart from increased intentionality of where CSI funding is directed, what are the other roles of the corporates in generating impact?

Traditional macroeconomics state that business will lift the economy by generating more revenue and thereby injecting more money into the economic cycle. While this is true, the role of business in driving social change does not have to and should not end there.

As previously mentioned we are seeing increased intentionality around social spend which will uplift the very people and communities we source skills from and in addition aim to turn into customers.

Above this, business is learning that socially responsible and inclusive business practices are worthwhile on a direct financial level. By adopting intentional socially responsible business practices within their operations, their bottom line can increase.

Non-profits need to start thinking and acting differently by demonstrating that there is a compelling business case for socially responsible business practices. There are a few examples of non-profit organisations who have successfully created a for-profit mentality within the social responsibility space and we are seeing corporates and government as well as funders responding positively towards these organisations.

Impact Sourcing, which is intentional hiring of individuals from marginalised communities, is an excellent example of how this works. “Impact Sourcing” is an inclusive employment practice through which companies intentionally connect high-potential, marginalised youth to available jobs.

The Rockefeller Foundation, through its Digital Jobs Africa initiative, has empirically demonstrated that Impact Sourcing has commercial benefit. The rate of growth of unemployed youth is a challenged across the African continent, but it is a challenge which offers an opportunity for demand side / employers when they start thinking and acting differently and embracing alternate skills pools that can ultimately be harnessed as an opportunity for business innovation and social good.

4. Digital Jobs Africa is approaching the end of project lifespan. What are the Foundation’s Goals for the next 5 years with regard to employment in Africa?

DJA was conceptualised in 2008 and officially launched in 2013 with a view to catalyse new, sustainable employment opportunities and skills training for Africa youth; with a focus on digital skills. Our goal is to influence a systemic change in business practice by demonstrating the value of Impact Sourcing and Demand Driven Training in South Africa and beyond, including placing youth in jobs across a variety of industries where digital skills are required, and ultimately, improve the social and economic well-being of entire families, communities, and nations.

Our partners provide skills training to high-potential, marginalised youth in Africa. They educate companies about the benefits of practicing inclusive hiring through Impact Sourcing, providing tools, resources, and support to help interested businesses adopt the model.

In 2018, the Digital Jobs Africa (DJA) initiative will conclude as an active project, but while the Foundation will not be directly funding in the youth training space after 2018, it will in no way be stepping away from job creation.

The next phase of jobs intervention will be the sharing and scaling of the knowledge garnered over the project period. They will be focused on packaging this knowledge in a consumable way, and scaling the impact and adoption of recommended practices to as many organisations as possible.

There is a real value proposition in Impact Sourcing, and through the GISC we hope to grow this inclusive hiring practice globally. The Global Impact Sourcing Coalition (GISC), which was launched in September 2016 by The Foundation, is a forum of the world’s leading companies committed to incorporate and scale impact sourcing as a business strategy. The GISC is about integrating this inclusive employment practice into business models, companies have the opportunity to achieve business goals and targets, and at the same time highlight their commitment to the local communities in which they operate.
We would like to see the expansion of the GISC. There is massive potential in South Africa for global investment into BPO/ contact centers. Despite the cost arbitrage clients benefit from, there are numerous additional value propositions to setting up offshore BPO centres in South Africa including the wide and deep available skills pool – which through the intentional engagement of demand driven trainers is constantly being fed. There is the robust world class infrastructure including telco as well as the quality delivery from the mature, deep domain availability the sector has on offer. Cultural affinity with many of the countries source markets as well as an abundance of English speaking skills. Partnership support from the Department of Trade and Industry (DTI) via their lucrative incentive scheme as well as the rand’s depreciation makes off-shore BPO jobs to South Africa very attractive, and with the evidence of the business case, global investment can drive new jobs in this sector.

The Global Impact Sourcing Coalition has created a globally aligned standard and metrics with which to both approach and measure impact sourcing initiatives. This will help global buyers scale up their commitment and employ a consistent approach across markets, while empowering service providers to communicate their impact sourcing capabilities and impact through a common methodology that meets their clients’ needs.

Members on the GISC represent just over 7% of the total global BPO population of around 15 Million and brags buyer members such as Microsoft, Tata, Bloomberg and providers such as merchants. Aegis and Convergys to name a few.

The soon to be launched Demand Driven Training toolkit is a framework which youth engagement institutions such as youth social impact organisations – who assist in training and linking to the world of work and institutions of higher learning for example TVet Colleges can adopt and implement to better align their supply of skills to the required demand for skills.

5. The official stats in South Africa state that unemployment rates are rising. The logical conclusion is that there are not enough jobs available. What is the reality behind this assumption?

The statement that there are not enough jobs available is not accurate. The reality is that there are jobs, but the matching mechanism between the job seeker and the employer has not evolved to cater for the social and economic realities of today’s communities.

Corporates have cut themselves off from the communities where the skills they seek reside. It is clear that the way we are used to doing recruiting is not logical or fair and is clearly not working.

The majority of local community members who have both the skill and expertise required do not have access to the organisations offering the job opportunities. One solution is for corporates to expand their boundaries and open themselves up for easier access to these work seekers. Classic digital or electronic recruiting excludes many skills from available opportunities, simply due to lack of digital access.

Companies like Lulaway understand this and by creating innovative solutions to expand access to jobs to all communities play an important part of addressing this mismatch and bridging the gap.

6. Are you optimistic about South African youth?

There is so much negative rhetoric about South African youth. The stereotype is a young person who is unemployed, feels entitled, is lazy and unwilling to work. I have experienced otherwise. I have encountered a generation of young people who are dynamic, hungry and prepared to work hard. They are ambitious and have aspirations. They are questioning and embrace the concept of ‘ubuntu’ more than previous generations – absolute gems waiting to be discovered.

They often live in overwhelming poverty and struggle without their basic needs being met. For them just to get to work requires immense planning, sacrifice and dedication. They do not want to be pitied or labelled ‘disadvantaged’. What they are looking for are openings with prospects for growth and learning. They are desperately seeking access to opportunities where they can have agency and show their worth and value.

There is so much social capital which the middle class take for granted; such as ‘dining-room-table’ discussions where values such as grit & responsibility are implicitly passed on are for the most part absent in a large percentage of youth’s homes. It is these ‘ready-to-work’ skills which employers are looking for and assume our skills base already have embedded from their upbringing. This is an incorrect assumption and it is through many of the phenomenal demand -driven training youth engagement firms such as Lulaway that these skills are being trained and shared.

Our youth need our support and collaboration to help them be absorbed into the workforce. Interventions which address these shortfalls and foster these skills will go a long way in empowering this promising generation to succeed.

7. What new practices – on an individual and societal level – do we need to foster in order for a fair world to exist?

I wish there was a simple one step process to achieve a ‘fair-world’. I believe that as a start for things to shift, we have to embody the changes that we want to see. We cannot say we want & hope for change without being willing to change ourselves both individually as well as collectively.

The world is becoming progressively fragmented. Numerous forms of bias and discrimination are growing globally and are becoming more visible and angry. The refugee crisis in Europe is frightening for all involved and there are no immediate solutions on the horizon. Globally we need to embrace diversity, and this can only take place through dialogue. The ‘fear of the other’ is an overwhelmingly powerful destructive force. Fear can be a much stronger force than hope & love but open and willing dialogue will pave the way to close many of the chasms that exist and overcome this fear.

8. How have you been personally impacted by your involvement in this sphere?

This has, and continues to be, been a very meaningful personal journey which has transformed my thinking and outlook. The purpose and meaning on a daily basis I have is very profound, I am now more than ever extremely grateful for what we often take for granted and give thanks daily.

While it’s heart-breaking to experience the reality facing the majority of our fellow South Africans, I have learned that I can only do so much, and that one can either be part of the problem or the solution. I am grateful to have the opportunity to work alongside many amazing individuals and organisations who are each playing a small part in the solution. I am exceptionally thankful for selfless and passionate individuals and organisations like Lulaway who refuse to look away, but rather face the issues head-on and are willing to test and try the unconventional to test for new possible solutions.

Success Story: Melusi, Krispy Kreme







Melusi was placed in April 2017 by Lulaway at the Krispy Kreme factory in Limbro Park, Johannesburg. He is thrilled that he can now afford to rent his own accommodation near his work, and gain experience and skills which he will be able to take with him on his journey. Melusi is driven by a deep wish to create a better future for his family and knows the importance of starting at the bottom.

“I grew up in KZN and was raised by a single mother. It was very hard to see all my peers with their father, and my father wasn’t around. I have a Diploma in IT but I love food and cooking. I work in the Krispy Kreme factory cleaning helping out with production.

I see so many opportunities, and am here to learn. I would love one day to be a manager of a store. It was hard to grow up without my father, and when I have children in the future I want to be a good father to them”.

Melusi has a lot going for him – long-term goals, willingness and a good work ethic. With the support of LulaLAB when the going gets tough, this internship will hopefully be the first step towards a successful and fulfilling career.

Project Focus – Absa ReadytoWork

ReadytoWork is a pan Africa initiative aimed at equipping young people with the knowledge and skills needed to make the critical transition from education to work through digital and face-to-face learning journeys. The programme has two learning pathways; one is for young people seeking formal employment and the other is for young people interested in starting their own businesses. It is flexible and allows young people the flexibility of following a set learning path or to develop their skills on a specific topic of choice.

The curriculum is comprised of the following modules:
• Work Skills
• People Skills
• Money Skills
• Entrepreneurial Skills

The combination of modules or topics is dependent on the young person’s choice of learning journey or topic of interest. Upon completion of the ReadytoWork programme, young people will have the opportunity to apply for work experience opportunities.

Absa has, as of 1 June 2017, contracted with Lulaway to provide ReadytoWork training for 4000 young people nationally and to place at least 2000 of these young people nationally too. So far, we are well on our way to reaching our targets and empowering young people through the ReadytoWork programme that has complemented our existing Work Readiness Programme. Since inception in June 2017, we have trained approximately 400 young people in Gauteng and Mpumulanga, of which at least 260 have confirmed placements in these two provinces.

It is our goal to exceed our targets in the year ahead as we partner with Absa and other stakeholders in the fight against unemployment that is not only crippling our economy, but also each and every young person and his/her family members and community affected by it.

This is a project of the LulaLAB division. LulaLAB focuses on promoting sustainable job creation. Research shows that the majority of workseekers and entry-level employees are poorly equipped to transition permanently into the workforce. A lack of basic workplace etiquette, communications skills and intrapersonal skills result in poor retention rates and limited prospects of long term growth. LulaLAB provides youth with the skills and support to succeed in the workplace. Interventions include work-readiness training, medical subsidies, interest-free loans and other innovative programs focused on enabling long-term transition into the workplace.

Halala Angel

Meet twenty-six-year-old Angel Zimema from Hillbrow in Johannesburg who has recently been promoted to a management position at Stocklink Fairmont, Glenhazel.

Angel tells all about her journey to finding a job through Lulaway, “I gave birth to my second child in January 2016. At this time I had been unemployed for over a year and needed to support my children. I found out about Lulaway through my aunt and I went to their offices in the Johannesburg CBD. I registered with Lulaway in October last year and by November I was placed as a call centre agent with Stocklink Fairmont in Glenhazel. I’ve been working hard and just got promoted to work in the finance department as a manager.”

Angel dreams of landing an even better position in the near future.

Kabelo Mabaso is proof that hard work does pay off

Kabelo Mabaso from Turrfontein joined Dove’s as an intern at the beginning of last year and already he’s been promoted to Branch Manager.  “I’m moving up the ranks at the age of 23 and it feels great,” he said. He was very impressed with the ongoing support he received from Lulaway and Lulalab. Lulalab is a subsidiary of Lulaway which provides mentorship and on-the-job support to first-time workers who might otherwise find the workplace intimidating. “Petronella from Lulaway phones to check-up on me quite regularly and it means a lot. She also sometimes gives me practical advice and tips for dealing with everyday issues at work.”

As a message to despondent work-seekers Kabelo said, “I also want to motivate people out there to not underestimate the value of an experiential work programme. Work hard, your stipend is not your end goal but rather a means to an end,” he said.

Kabelo is one of 20 000 candidates who have been placed in jobs by Lulaway since 2011.

Libraries of Hope: Our groundbreaking job-creation collaboration with the National Library of South Africa

Lulaway & the National Library of South Africa are launching a ground-breaking job creation initiative to bring economic opportunities to local communities.

The partnership between Lulaway and the NLSA will see 27 community libraries house Job Readiness Centres, with a further 300 earmarked for rollout in 2018.

Each of these job centers will offer job seekers the opportunity to register their full CVs, for no charge, on the Lulaway online database and apply for available vacancies. These libraries will provide free access to economic opportunities, and will play a pivotal role in bridging the divide between the unemployed and sustainable livelihoods.

The project aims to capitalise on the technology provided through the NLSA’s Msanzi Online Project and Lulaway’s Job Portal. The official project launch will take place on 12th September 2017 at the Sharpeville Library.