Max MacGillivray of executive recruitment consultancy Redfox explains why applying the ‘oil rig mentality’ to fresh produce recruitment could help attract more talent from the UK and Europe to work in Africa
The agricultural and fresh produce sectors in Africa have long been seen as fertile grounds for growth, innovation, and investment. With vast arable lands, favourable climates, and growing global demand, the potential is undeniable.
The figures can be quite staggering, with South Africa alone exporting some 3.5 million tonnes of fresh produce for export, and 4.5m tonnes for internal and Africa-wide consumption. In previous years, we have seen significant growth in the likes of Zimbabwe and Kenya, and now countries including Senegal and Ghana are gaining traction as well.
One of the significant challenges that businesses in these sectors face is attracting and retaining key talent, particularly when it comes to sourcing candidates from the UK and Europe, who are reluctant to be permanently based in Africa. This reluctance often stems from personal and family commitments back home, creating a barrier that can undermine the stability and continuity of essential roles within these organisations.
The challenge of permanent placement
For many professionals in the agricultural and fresh produce sectors, the idea of relocating permanently to Africa is daunting. While they may be passionate about the work and excited about the potential impact they can have, the prospect of being away from family for extended periods is a significant deterrent.
This reluctance is particularly pronounced among mid-to-senior-level professionals who have families in the UK or Europe. The thought of uprooting their lives and moving to a new country – often with different cultural, social, and educational systems – creates a substantial barrier to relocation.
As a result, businesses in Africa are reporting to us that they are struggling to fill key positions with the best talent. The consequence? A potential gap in leadership, expertise, and continuity, which can obviously hinder business growth and resilience.
Learning from the oil industry: a new approach
To address this challenge, it is perhaps a time to take a page from the playbook of the oil industry. In the oil sector, particularly in offshore operations, the ‘oil rig mentality’ has been successfully employed for decades. This approach involves structuring work around periods of time on the job followed by periods of time off. For example, employees might work for three weeks on site, followed by three weeks off, allowing them to return home and spend quality time with their families.
Adopting a similar approach in the agricultural and fresh produce sectors could be a game-changer. Here’s how:
Rotational work schedules: implement rotational work schedules where key personnel spend a designated period in Africa, followed by a substantial period back home. This could be structured as six weeks on site and three weeks off, or any variation that suits the business and the employee. Such flexibility would make these roles more attractive to top talent who are hesitant about permanent relocation.
Remote management solutions: with advancements in technology, it’s increasingly possible to manage operations remotely for certain periods. When off duty, key personnel could still be engaged in strategic decision-making and oversight, reducing the risk of losing touch with on-the-ground realities.
Cross-training and succession planning: by adopting rotational schedules, businesses would also be incentivised to focus on cross-training employees and developing robust succession plans. This ensures that when one team is off duty, there are always competent individuals available to step in, reducing dependency on any single individual.
Increased job satisfaction and retention: the opportunity to maintain strong family ties while pursuing a rewarding career in Africa could significantly enhance job satisfaction and retention rates. This approach respects the personal lives of employees, leading to more motivated and committed professionals.
Business continuity and resilience: by reducing dependency on permanent, in-country roles and embracing a more flexible staffing model, businesses can create a more resilient structure. The continuity of operations becomes less vulnerable to personal changes in the workforce, such as resignations or extended leaves.
A new paradigm for agricultural and fresh produce talent?
Implementing a rotational work model in agriculture may require a cultural shift within the industry. However, the potential benefits in attracting top talent, improving job satisfaction, and ensuring business continuity are significant.
As businesses increasingly struggle to attract candidates who are willing to be permanently based in Africa, a rotational model offers a practical and innovative solution. It aligns with the personal and professional aspirations of today’s workforce, while ensuring that businesses remain strong, resilient, and capable of growth.
Ultimately, by learning from the oil industry and adapting its approach to our unique needs, we can turn a significant challenge into an opportunity for innovation and growth in Africa’s agricultural and fresh produce sectors. This new model could become a blueprint for how other industries facing similar challenges might approach talent sourcing and retention in the future.
