Blog

The performance review is the starting point for the Strategic Workforce Planning (GPEC) for 2026. It must serve to map the talents’ strengths and weaknesses against the company’s strategic needs.

To turn evaluation into retention:

1. Identify Critical Gaps: Analyze evaluation data (actual performance vs. job objectives) to pinpoint the skills that are slowing the company’s growth. In Africa, the urgency is often on digital tool proficiency and adaptability in the face of rapid market change.
2. Personalization over Catalogue: A generic development plan doesn’t retain employees. Use the performance interview to co-build an upskilling or reskilling pathway with the employee that is directly linked to their career path within the company.
3. Encourage Internal Mobility: Highlight internal mobility opportunities (horizontal or vertical). By showing talents that they can grow within the organization, you dramatically reduce the risk of turnover. The best African talents stay where their professional development is guaranteed.

You can learn more by contacting us at: contact@talent2africa.com

The era of the single annual review, seen as a judgment or a mere formality, is drawing to a close. In Africa, where the need for more human-centered management and the search for meaning are strong, employees expect more regular and constructive exchanges.

Continuous feedback is the key to 2026 performance. It transforms the manager from a “judge” to a “coach,” a vital role for mobilizing teams in an increasingly hybrid work context.

Practices to adopt:

• Quick “Check-in” Rituals: Replace long meetings with short, frequent check-ins (weekly or bi-weekly) of 15 minutes, focused on: “What have you achieved since our last exchange?” and “What support do you need for the week ahead?”
• Emotional Intelligence (EI) Training: For managers to give feedback that motivates rather than demotivates, they must master EI. This is the top competency priority for 2026 to anticipate early warning signs (burnout, disengagement) and support authentic leadership.
• Constructive Feedback Frameworks: Provide your managers with simple models (like the FEED method: Facts, Effect, Ear, Development) to ensure the exchange remains factual, future-oriented, and focused on employee development.

You can learn more by contacting us at: contact@talent2africa.com

Every October, a wave of pink sweeps across the world. Public buildings, associations, businesses, and individuals unite to wear the pink ribbon, a universal symbol of the fight against breast cancer. October Rose is much more than a campaign for awareness: it is a civic, supportive movement filled with hope.

For businesses, and particularly Human Resources (HR) departments, this annual event holds special significance. It serves as a reminder that the health of employees is at the heart of both performance and corporate social responsibility. The issue of breast cancer, like broader health prevention, is not confined to the private sphere; it also impacts the workplace.

In this article, we will explore in depth the connection between October Rose, workplace health, and the role of HR, highlighting the challenges, possible initiatives, and the benefits for companies that actively engage in this cause.

1. October Rose: A Global Movement for Women’s Health

Breast cancer remains the most common cancer among women. According to the WHO, nearly 1 in 8 women will be affected by it during their lifetime. However, thanks to early detection and medical advancements, the survival rate significantly improves when the disease is diagnosed early.

October Rose aims to:

• Raise awareness about the importance of screening,
• Break taboos surrounding cancer,
• Support medical research,
• Assist patients and their families.

In many countries, communication campaigns are multiplying initiatives: conferences, solidarity walks, awareness posters, partnerships with brands, and companies. The strength of October Rose lies in its ability to unite people around a universal cause.

2. The Role of Companies in Prevention

Employees spend an average of 35 to 40 hours a week at work. This makes the workplace a strategic location to disseminate prevention messages. HR and managers can play a key role in:

• Informing: distributing educational materials on screening, inviting medical experts for workshops, organizing webinars,
• Facilitating access: offering health check-ups in partnership with clinics, providing on-site screening days,
• Creating a healthy environment: promoting the benefits of physical activity, encouraging active breaks, offering balanced meals in company cafeterias.

This role goes beyond internal communication: it represents a true commitment to the overall health of employees.

3. Workplace Health: A Lever for Performance and Engagement

Workplace health is not just about legal compliance. It directly impacts motivation, productivity, and talent retention.

Several studies show that:

• A healthy employee is more focused and creative,
• Companies that invest in workplace health reduce absenteeism by 25 to 40%,
• A well-being-friendly environment strengthens the employer brand and attracts the best profiles.

October Rose can thus serve as a starting point for a broader reflection on Quality of Work Life (QWL).

4. Concrete Initiatives for October Rose in Companies

• Workshops and Conferences: Invite doctors, oncologists, or specialized associations to inform employees. These interventions allow questions to be answered, demystify screening, and encourage best practices.
• Facilitated Screening: Some companies establish partnerships with medical centers to offer free or discounted check-ups to employees.
• Internal and Visual Communication: Decorate office spaces with the colors of October Rose, share inspiring testimonials, and use intranet and internal social media to circulate strong messages.
• Solidarity Engagement: Organize fundraising drives for cancer-related charities, launch solidarity sports challenges (runs, walks), or propose that the company matches employee donations.
• Support for Affected Employees: Establish inclusive policies to support women with cancer: flexible working hours, remote work, psychological support, the right to disconnect.

5. Global Employee Health: Beyond Breast Cancer

October Rose also opens the debate on overall workplace health. Companies have every interest in embedding their HR policies in a sustainable approach that includes:

• Cardiovascular prevention: promoting physical activity, organizing regular check-ups,
• Mental health: setting up listening cells, training managers to detect early signs of burnout,
• Ergonomics and physical conditions: adjusting workstations, preventing musculoskeletal disorders,
• Nutrition: offering healthy food options in cafeterias or at events.

This holistic approach creates a virtuous circle where health and performance feed into each other.

6. The HR and CSR Impact of October Rose

Supporting October Rose is not an isolated action, but a powerful lever for Corporate Social Responsibility (CSR).

For HR, this means:

• Strengthening the trust bond with employees,
• Demonstrating that the company cares about its teams beyond their professional role,
• Positioning the organization as a committed actor in society.

Internally, these initiatives foster a climate of solidarity, cohesion, and empathy. Externally, they enhance the company’s reputation and create a positive impact with partners and clients.

7. Testimonials and Feedback

Many companies already share positive feedback on their October Rose activities.

Some have seen an increase in screening rates among their female employees.
Others have witnessed the creation of internal support communities where employees who have experienced cancer share their journey to encourage others.
Internal campaigns have even led to innovations such as well-being mentoring programs, collective sports groups, and inter-team solidarity initiatives.
These testimonies show that the impact of October Rose goes far beyond the month of October: it deeply transforms corporate culture.

8. Challenges and Considerations

Of course, every initiative should be approached with sensitivity and respect. Key considerations include:

• Avoiding pressure: Do not guilt those who choose not to participate or get screened.
• Respecting confidentiality: Health is an intimate subject, and privacy must be preserved.
• Ensuring continuity: October Rose should not be a trend, but part of a sustainable approach.

9. Towards a Health Culture at Work

October Rose can be the starting point for broader transformation: building a culture of health within the organization.

This involves:

• Integrating health indicators into HR strategy,
• Training managers in prevention and well-being,
• Creating sustainable partnerships with public health organizations,
• Viewing health as an investment, not a cost.

In the long run, a company that places health at the heart of its policies creates a more attractive, human, and high-performing environment.

October Rose reminds us every year that health is a precious asset, and that prevention saves lives. For companies, and particularly HR departments, this month presents a unique opportunity to engage actively, not just against breast cancer, but more broadly in favor of overall employee well-being.

By supporting October Rose, a company affirms its role as a socially responsible and compassionate actor. It demonstrates that economic performance and employee health are not opposed but are closely linked.

Investing in workplace health is not only an ethical matter: it’s a winning strategy that brings value to employees, the organization, and society as a whole.

You can learn more by contacting us at: contact@talent2africa.com