At MyBento, we work closely with small and growing South African businesses, many of which genuinely care about their people and want to offer meaningful employee benefits.
But in reality, benefits often fall into the category of “important, but not urgent.”
There’s intent. There’s care.
But there’s also limited time, budget constraints, and competing priorities.
So benefits become something to “figure out later.”
The problem is: doing nothing isn’t neutral.
It carries a cost - one that is often invisible, but deeply impactful.
Read more: The Hidden Cost of Doing Nothing: Why Employee Benefits Can’t Be a “Later” Decision
When arbitrators and judges decide on whether a dismissal was for a fair reason they are required to apply what is called ‘the objective test’. That is, they must establish whether a reasonable person would have decided unemotionally that the employee’s conduct merited dismissal.
This test is difficult to apply because determining what a ‘reasonable person’ is in itself a matter of individual judgement. Nevertheless, employers need to understand this rigid principle because the courts are bound to apply it when deciding whether the employer has acted fairly.
In the matter of the Commercial Stevedoring Agricultural and Allied Workers Union obo Vuyani Qomoyi Vs Namaqua Wines (Pty) Ltd (Lex Info 08 April 2026. LAC case no CA 18/2024) the Labour Appeal Court provided a clear explanation of ‘the objective test’ principle, which makes a summary of that case outcome useful.
Read more: Misunderstanding the Objective Test can mean a Tightrope Disaster
Meta description: Stop hiring mirrors. Learn how to shift from vague "culture fit" to data-driven "Cultural Add" to build a stronger, more resilient, and effective team.
We’ve all heard it in a debrief after a round of interviews: "They’re brilliant on paper, but I’m just not sure they’re a culture fit." Usually, if you dig a little deeper, "culture fit" is code for the "Beer Test" - the subjective, gut-level feeling of whether you’d want to grab a drink with this person after work.
But let’s be real: using the "Beer Test" to build a multi-million-rand business is a recipe for stagnation. The cost of a "bad fit" - or worse, a "comfortable fit" - is too high to leave to chance. It is time to stop looking for people who fit in and start looking for people who add value.
We need to move from the vague notion of culture fit to the data-driven certainty of Cultural Add.
Read more: Beyond the Salary: Calculating the ROI of the Cultural Add
Thato Mxo Joins the HRworks Conference Speaker Line-Up, Head of Human Resources for a leading KFC franchisee, will be joining the speaker line-up at the upcoming HRworks Conference & Expo taking place on 12 May 2026 at The Leonardo Hotel, Sandton.
A dynamic and business-focused HR leader, Thato brings a wealth of experience in designing and implementing people strategies that drive sustainable growth, operational performance, and organisational resilience in fast-paced environments.
Recognised for her impact in shaping future-ready teams, Thato was nominated to the KFC Africa Women on the Move Leadership Programme. Her expertise spans talent strategy, leadership development, and building inclusive workplace cultures, making her a powerful voice in today’s evolving HR landscape.
Thato is an active member of the Nelson Mandela Bay HR Forum and a regular contributor to HR platforms and conferences across South Africa. During her tenure at Pick n Pay, she was awarded HR Business Partner of the Year and featured on CHRO South Africa for her business-led HR approach.
Featured Topic
Diversity That Drives Performance
Read more: Thato Mxo Joins the HRworks Conference Speaker Line-Up
As a leader in South Africa's food and farming sector, the VKB Group has always understood that its greatest strength lies in its people. With a vision for cultivating not just the land, but also a culture rooted in purpose, connection and growth, the VKB Group partnered with Free To Grow (FTG) in 2022.
In these three years, FTG's WorkQ® and LeadQ® programmes have reached more than 4,500 employees – from the shopfloor to first-line leaders – to embrace a mindset of hope, accountability, and personal growth, helping to drive the VKB Group's vision forward.
While external factors and market dynamics influence the Group’s financial performance, the interventions have delivered measurable results. Employee satisfaction and retention have increased, operational efficiencies and organisational resilience have strengthened and a culture of engagement and ownership has contributed to a notable improvement in the bottom line.
The Intention: Cultivating a “Home Away from Home”
Read more: VKB Group cultivates a culture of engagement and performance
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