29Sep

Pink October and Health at Work: When the company becomes an actor in prevention and well-being

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

25Sep

HR Leadership: Embodying the Technological Transition

Now more than ever, HR leaders are expected to be architects of trust. In the face of technological disruption, they must embody the transition by combining expertise and humanity.

Gartner 2025 ranks the development of managers and managing cultural transitions as top priorities for HR leaders. HR leaders can no longer just be administrators: they must be strategists, educators, and culture builders.
In contexts where labor reforms and innovations happen simultaneously, HR must guide teams with clarity and embody the balance between tradition and modernity. Their role is to reassure, explain, and support.
Leadership keys:

  • Be visible and accessible,
  • Translate technology into human language,
  • Give meaning to change,
  • Train and support middle managers.

HR leadership is less about posture and more about presence. Embodying the transition means proving by example that technology can serve humanity.


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

25Sep

Digital Well-being: Protecting Humans Against Intelligent Tools

Massive digitalization and AI bring a new source of stress: information overload, hyperconnectivity, and the fear of being monitored. Digital well-being is becoming a major HR issue.

In the United States, more than half of SME employees are considering leaving their company due to a lack of digital well-being (source: TechRadar 2025). In Europe, several countries have already imposed the right to disconnect. In Asia, some companies have introduced “digital detox days.”
In large African cities, hyperconnectivity adds to mobility constraints and the high cost of living. Employees juggle between professional WhatsApp, emails, and internal platforms. Digital stress is very real.
Tips for HR leaders:

  • Establish a digital communication charter,
  • Train managers in managing connected time,
  • Implement “no email” or “no meeting” hours,
  • Offer programs for raising awareness about digital well-being.

Digital should liberate, not confine. The role of HR is to set clear boundaries so that technology remains a performance lever, not a source of exhaustion.


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

25Sep

Recruitment: Between Algorithms and Human Judgment

AI is transforming recruitment processes. However, the quality of a recruitment decision does not only depend on algorithmic matching. It also relies on intuition, culture, and human discernment.

Automated matching tools promise to reduce recruitment time and costs. But numerous studies warn: algorithms sometimes reproduce existing biases. Humans remain essential to evaluate motivation, ethics, and adaptability.
In a market often marked by training gaps and atypical career paths, human intelligence is crucial to detect hidden potential. Some Moroccan and Ghanaian companies are adopting a hybrid approach: AI for pre-selection, human committees for final decisions.
Best practices:

  • Use AI as a filter, never as a judge,
  • Diversify recruitment panels to limit biases,
  • Integrate practical tests and case studies,
  • Value potential as much as experience.

Recruitment is about betting on the future. And no algorithm, on its own, can capture the full complexity of human nature.


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

25Sep

Workforce Planning: Anticipating the Jobs of Tomorrow

Workforce planning is undergoing significant changes. It’s no longer just about aligning recruitment with current needs, but anticipating the disruptions of tomorrow.

According to the World Economic Forum, 22% of current jobs could disappear or drastically change by 2030 due to automation and the green transition. McKinsey notes that companies are still struggling to align business strategy with HR planning.
In Africa, demographic growth and accelerated urbanization are creating new needs. High-growth sectors: smart agriculture, renewable energy, and digital financial services. However, skills shortages remain a major challenge.
Tools to mobilize:

  • Prospective mapping of critical skills,
  • 3, 5, and 10-year HR scenarios,
  • Strengthened dialogue between strategic leadership and HR,
  • Partnerships with universities and training organizations.

Modern workforce planning must be a prospective and collective exercise. Those who engage early will have a major competitive advantage in the global talent war.


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

25Sep

Building Belonging: ‘Belonging’ as a New Competitive Advantage

After inclusion and diversity, a new keyword is emerging in global management: belonging. In Africa, this concept resonates deeply, as it ties to cultural, community, and identity roots.

Major HR surveys (Top Employers, Deloitte Human Capital Trends) agree: an employee who feels they belong to a community is more engaged, loyal, and productive. The quest for meaning is now accompanied by a quest for connection.
In organizations marked by linguistic, ethnic, and generational diversity, “belonging” becomes a strategic factor for cohesion. Some Ivorian companies are setting up “intergenerational dialogue circles,” while in Dakar, start-ups are creating weekly team rituals to reinforce a shared culture.
Key strategies for HR leaders:

  • Establish collective rituals (breakfasts, storytelling, celebratory moments),
  • Value diverse identities as assets,
  • Create cross-functional interest groups (innovation, sports, environment).

Belonging is not decreed; it’s built. Successful HR leaders create spaces where everyone feels recognized in their uniqueness while contributing to a common purpose.


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

25Sep

A Silent Revolution: AI Takes Over (or Almost) HR Processes

AI is becoming a key player in HR processes: CV sorting, predictive analysis, onboarding, and employee assistance. While this revolution frees up time, it also raises questions about ethics, transparency, and governance.

Workday, Oracle, and SAP have been making announcements about “AI agents” capable of automating payroll, career management, or skills tracking. In the United States, nearly half of employees already admit to using AI “in secret” to perform their daily tasks. In Europe, debates are focusing on bias and data protection.
In South Africa, some companies are already testing multilingual HR chatbots to streamline interactions. In Nigeria and Kenya, AI is being used to analyze attrition trends and improve recruitment. In Francophone Africa, initial projects are emerging in the banking and telecom sectors.
Challenges for HR leaders in Africa:

  • Define a responsible AI usage charter for HR,
  • Train managers to understand and supervise AI tools,
  • Maintain the central role of human judgment in critical decisions.

AI won’t replace HR leaders, but it will transform their role. The future belongs to organizations that combine technological speed with human depth.


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

08Sep

Recognition at Work: Q4, a Strategic Moment

Recognition is the fuel for motivation. In Africa, it often remains informal, implicit, or delayed. Yet, it’s in the last quarter that the right gestures have the most impact.

A simple “thank you” can sometimes be more valuable than a bonus. Neuroscience confirms the dopaminergic impact of sincere recognition. In the workplace, this translates into increased engagement, reduced absenteeism, and a better social climate.
Ideas to implement from September:

  • Anonymous internal recognition cards to be distributed freely,
  • Quarterly selection of 3 “ambassadors of the positive mindset,”
  • Internal podcast “5 minutes to say thank you” with testimonials,
  • Symbolic managerial recognition budget (not subject to hierarchical approval).

To recognize is to remind each individual that they matter. In the stress of the end-of-year period, it’s as powerful as a bonus for retention. And it costs (almost) nothing.

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

07Sep

HR Leadership: From Planning to Presence

HR leadership in the final quarter is not measured by the precision of spreadsheets, but by the quality of human interactions. It’s the moment to embody strategy.

In a changing environment, embodying leadership becomes central. Being visible, available, assertive, and attentive is more impactful than meticulously detailed reporting. September is the moment to reconnect with the field, the managers, and the teams.

Best Practices:

  • 1 “open HR” day every month: every employee can take 15 minutes with the HR Director,
  • Cross-recognition system between HR and local managers,
  • HR field tour at J+15 of the rentrée (even in subsidiaries),
  • HR at the monthly commercial meeting: a strong symbol of transversal collaboration.

Presence is a skill. And the last quarter is when trust is strengthened… or fractured. HR leadership is less about decisions and more about postures.

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

07Sep

Support Functions: Towards Strategic Skills Development

Accounting, legal, HR, IT, purchasing… Support functions are often seen as cost centers. However, they can become catalysts for transformation if intelligently invested in.

In African SMEs and mid-sized businesses, support functions often suffer from chronic underinvestment. As a result: overload, turnover, low automation, growing frustration. Yet, they are the invisible pillars of growth.

Winning approaches:

  • Function maturity diagnosis (4-level grid),
  • Detection of internal potentials for skill enhancement,
  • Co-financing long-term training through OPCOs or pooled funds,
  • Creation of “cross-functional expertise” hubs (compliance, data, internal audit).

Example: A Senegalese construction company outsourced its legal department to focus on strengthening internal management control and budget management, yielding a positive ROI within 6 months.

Support functions should no longer be seen as “costs” but as “enablers.” A strong SME in support functions is a company capable of scaling without chaos.

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