The workplace in South Africa is changing and not just because of technology or remote work, a major shift is happening between generations.
Many managers today are from Generation X (born roughly 1965–1980), typically characterised as being independent, resilient and used to direct, no-nonsense communication. For them, tough feedback and high expectations are part of growing professionally.
This becomes particularly complex from a legal perspective, when taking the Code of Good Practice on workplace harassment in South Africa into consideration. The main aim of the Code is to prevent and eliminate harassment in the workplace while ensuring a safe, respectful and fair working environment for all employees.
This means that certain workplace behaviours may be interpreted as harmful or inappropriate, even if they are not intended that way. Blunt feedback can be experienced as harmful, public criticism may feel like humiliation and what is often regarded as “workplace banter” can easily cross the line into harassment.
Even if no harm was meant, the impact can still create legal risk.
A few common friction points in the workplace include the blurred line between “toughening up” and bullying, where behaviour intended to build resilience may be experienced by others as intimidation. Similarly, direct communication can sometimes be perceived as disrespectful, with short or sharp feedback coming across as dismissive or hostile.
In addition, hierarchy versus employee voice is increasingly significant, as younger generations such as Gen Z expect to be heard and ignoring concerns is no longer just a matter of poor workplace culture but may also raise issues of non-compliance.
This isn’t about one generation being right or wrong. It’s about recognising that the rules of the workplace have changed, culturally and legally.
Gen X managers don’t need to lose their edge. They however do need to adapt. It is important to be aware of how communication is received and to ensure that feedback is given constructively rather than in a public or humiliating manner. Concerns raised should always be taken seriously, as the impact of words and actions often matters more than the original intent. What used to be called “tough management” can now, in some cases, be seen as harassment.
In today’s workplace, effective leadership isn’t just about results, it’s about how those results are achieved.
And increasingly, that’s not just a cultural issue. It’s a legal one.
Contact the Human Alliance team for assistance with these challenges.
This article is a general information sheet and should not be used or relied on as legal or other professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact your adviser for specific and detailed advice. Errors and omissions excepted (E&OE).