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Unlocking Potential: The Journey with Sylvia Baloyi, Industrial Psychologist & Transition Coach

Sylvia Baloyi is a Director, Industrial Psychologist and Transition Coach at Lehlogonolo HR Consulting. She holds an MSc degree from the Medical University of South Africa and a Postgraduate Coaching Psychology Certificate from the Africa Board for Coaching, Consulting & Coaching Psychology (ABCCCP).


She offers clients assessment, training, counselling, coaching, and consulting services to transition effectively to live purposeful lives and meet their business objectives. She is an Exco member of the Professional Practice Portfolio of the Society for Industrial and Organisational Psychology of South Africa (SIOPSA). She received the SIOPSA 2021/22 Presidential Award for IOP Excellence Practitioner of the Year and SIOPSA 2022/2023 Presidential Award for IOP Excellence EXCO Member Impact. She is a registered member of COMENSA.


She specialises in talent strategies, leadership assessments, diversity management, team building, and coaching. She led multi-disciplinary projects, including specific areas such as talent management, leadership development, and assessments. Sylvia has worked in specialist and management roles at Standard Bank, Anglo-American, Deloitte, the University of South Africa, Sasol, Spoornet, and the Human Sciences Research Council. She played a crucial role in designing and implementing HR framework, systems, and processes in organisations


1. Sylvia, thank you for joining us! In your extensive career, you've worked with a variety of organizations. Can you share some key insights on the role of talent strategies in shaping the success of businesses, both in the public and private sectors?


A pivotal moment in my career was when I was involved in the restructuring process. The restructuring brought significant organisational changes, which impacted individuals and teams across all levels. I contributed significantly to the talent workstream.


2. Talent management is a critical aspect of organizational success. What strategies do you recommend for identifying, developing, and retaining top talent within a company?


Talent strategies are crucial in optimising performance and satisfaction to accomplish

sustainability by aligning with business objectives. Such strategies clarify the capability

required in the industry, organisation, workforce, and data analytics to address

organisational needs.


3. Building effective teams is a challenge many leaders face. From your experience, what are the key elements in creating a team that not only collaborates well but also delivers exceptional results?


3. Effective leaders' characteristics include adaptability, integrity, emotional intelligence,

courage, and strategic vision. Interventions include leadership assessments,

development programs, coaching, mentorship opportunities for talented employees, and

ensuring expertise retention.


4. In the realm of coaching, what advice do you have for leaders aiming to enhance their leadership skills and create a positive impact on their teams?


Leaders need to create a diverse and inclusive culture where individuals have a sense of

belonging and are valued for their contributions. Diversity and inclusion initiatives are

embedded across the employee value chain of attracting, developing, and retaining

employees. Positive outcomes include heightened innovation, improved collaboration,

enhanced decision-making, and an inclusive organisational culture.


5. Diversity management is a topic gaining increasing importance. How can organizations foster an inclusive environment that celebrates diversity, and what benefits does this bring to the overall team dynamics?


Principles for building cohesive teams involve open communication, clarifying roles and

responsibilities, adhering to shared goals, and empowering and developing team

members for the organisation’s benefit. Overall, each member needs to be accountable

for team success.


6. Psychometric assessments play a significant role in understanding individuals' strengths and areas for development. Can you share some insights on how these assessments contribute to talent development and team effectiveness?


Anticipated future trends in talent management include increased changes, hybrid work

models, digital skills, mental health/ well-being and diversity, inclusion and belonging.

Organisations must navigate changes and encourage hybrid /remote work, increased

use of technology, learning digital skills promoting mental health/well-being and

embracing diversity, inclusion and belonging.


7. Training and development are crucial for employee growth. What approaches do you recommend for creating impactful learning and development programs within organizations?


Selecting the right team members involves using assessment solutions such as

personality, cognitive and emotional intelligence, case studies and interviews. Successful

candidates will be onboarded, developed and empowered to improve their performance.

The team members will collaborate and support each other to meet team objectives.


8. Before we conclude, what are some common mistakes you've observed in talent management, and what advice do you have for organizations to avoid them?


8. Personal satisfaction is derived from individuals and organisational transitions to reach

their potential. The motivation is to continue making a positive impact by providing

individual, team and organisational initiatives for purposeful living and sustainable

organisations.

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