Nolo Thobejane, chief people, culture and purpose officer at KFC Africa, believes the key to the company’s success is its staff: “Our people power our purpose.”
KFC Africa was recently awarded Top Employer status in South Africa, which the company says is “a milestone that validates its commitment to building world-class people practices across its 40,000-strong workforce”.
The human side of scale
“There is no growth without people,” explains Thobejane. “Every time we open a restaurant, 35 new jobs are created. That means 35 new families’ livelihoods benefit.
“Because of that, our business growth is aligned to an equally robust plan to develop our people. With every new restaurant, we create opportunities for employment, leadership and progression because potential fuels purpose.
“At KFC Africa, work is more than a shift. It is a journey of discovery, belonging and becoming. That is how scale remains human.”
The ROI of people
“At the heart of everything we do is a single, unifying force: earning undeniable respect,” says Thobejane. “Being certified as a Top Employer validates how we feed potential through action and voice by leading with integrity, acting with purpose and creating a seat at the table for all.”
Thobejane explains that this recognition confirms that investing in people delivers tangible returns, not only in retention and performance, but in incubating globally competitive talent across Africa.
“Personally, it reflects impact. When people experience KFC Africa, they see themselves reflected in us. That is the golden thread that ties every story, every meal, every moment together.”
Here we chat to Thobejane further about KFC Africa’s people development plans and their status as a Top Employer; how the company is leveraging technology in the workplace; and what trends she believes will influence HR and talent management departments this year.
What do you believe makes KFC Africa stand out as a Top Employer?
At KFC Africa, our true north is that we do not just offer jobs, we feed people’s potential. Every role is a chance to unlock careers, build legacies and open global pathways.
This is not just for an impact on our organisation, but for society at large. We know that we cannot succeed in societies that fail and this is part of our responsibility as a corporate citizen.
We are not just a QSR business. We are property developers. We are tech innovators. We grow globally sought-after talent. By championing fairness, integrity and growth, we create environments where people are supported and inspired to rise into their fullest potential.
Our People Promise to our employees is that this is where they get to be their best selves, make a difference and have fun.
What are your goals in terms of people management for this year?
Our focus is on strengthening our position as an Employer of Choice by feeding potential with clear intention, real action and lasting impact. This includes expanding accredited skills development through the Streetwise Academy, advancing women in leadership, and continuing to grow global talent from Africa.
We see potential not as a future state, but as a force we can feed today. In doing so, we are actively building the leaders of tomorrow.
AI and automation have been the big buzzwords in HR for a few years now – how is KFC Africa leveraging or incorporating these programs?
Technology is an enabler, but people remain at the centre. Our approach ensures that future-fit capability strengthens human potential rather than replacing it and that we continue to deliver our People Promise, leveraging new technology to do that even better than ever before.
We focus on creating environments where people grow into their fullest potential, supported by tools that enhance learning, access and opportunity, while remaining grounded in respect, purpose and integrity.
What other change or changes do you view on the horizon that may positively or negatively impact HR and talent management this year?
Shrinking talent pools, high youth unemployment and skills mismatches are placing increasing pressure on employers. Organisations that invest in people and build cultures of fairness and growth are becoming more resilient.
We are investing in redefining work, leaning into the shift from job-based to skills based models and building leadership capability to ensure that we continue strengthening our ability to manage an increasingly cross-generational workforce while keeping the employee experience at the heart of all we do.
The difference between winning and losing the talent battle now comes down to investment in people, not perks. What matters is what works and what delivers lasting impact.
Tell us your number one tip to retaining top talent…
Create a seat at the table for all. When people feel respected, supported and able to grow, they stay and they rise.
Because when individuals rise, families strengthen. Communities grow. Nations transform.
