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COMETSA DJ/Broadcasters Development Programme (2020 - 2021)

All the current paid up members of COMETSA Friends & Supporters Club NPO qualify to be registered as DJs/Broadcasters at COMETSA Radio Station, and participants in the COMETSA DJs/Broadcasters Development Programme 2020 - 2021. They will be invited by our radio production team to either host, co-host or be guests at any of our shows. The requirement is to be fully paid up member for the current period. Any member whose membership has expired will not qualify for this opportunity. The registered DJs/Broadcasters who fail to renew their membership within the stipulated period, after receiving renewal notification from our digital platform, will be disqualified and deregistered from the programme. To get back into the COMETSA DJs/Broadcasters Development Programme 2020 - 2021 after late renewal of their membership they will have to apply manually at COMETSA Offices. There is no guarantee that they will be restored to the programme.
We are also extending this opportunity to the next 10…

HR Director, Adelha Rhoda, speaks at Development Summit 2020

LEKGOTLA 2020 KICK OFF: The HR Director and Country Cluster Head for Sub-Sahara AFRICA at Glaxo Smith Kline (Pty) Ltd is the Subject Matter Expert guest speaker at COMETSA Development Summit 2020 - The LEKGOTLA Way taking place on Saturday, the 25th January 2020, from 08h00 till 16h00, at aha Kopanong Hotel & Conference Centre in Benoni, Gauteng Province, South Africa. The theme of the Summit is: Practicing Meditation, Mindfulness, Wellness and Spirituality. Adelha is an accomplished Human Resources practitioner. Her career spans over thirty years. In these roles Adelha serviced multinationals in Logistics, FMCG, Chemicals, and Pharmaceuticals. In her illustrious career has strategically initiated alignment of HR strategy to business objectives, successfully implemented total rewards, retention programmes, enhanced performance management system, fast tracked employment equity strategy and implementation, and successful talent programmes amongst other things. Adelha was one of the …

Part 2: Mentorship Programme for Life-Long Holistic Human Capital Development (OBJECTIVES, METHODS & TOOLS)

Although everyone may become a mentor, we would like to advocate for the professionalization of mentoring programme. As a mentor you have huge responsibility to your protégés and sponsors of your programme. Many books have been written on Mentorship. In this series I am intending to consolidate some useful insights on the subject from various contributors. I am a practitioner Mentor-Coach, Mentor, and Coach, and enjoys sharing knowledge that can be applied immediately to the real situation. My overall purpose is to introduce, promote, and support the concept I call LIFE-LONG HOLISTIC HUMAN CAPITAL DEVELOPMENT, which I have been practicing for more than twenty two years. My company, COMETSA, has evidence of many young people who went through development programmes using this concept. Mentorship is one of the main pillars of the concept. 
Some of the commonly listed objectives of Mentoring are to; create opportunities for new contacts and networks; utilize the organization’s existing k…

Part 1: Mentorship Programme for Life-Long Holistic Human Capital Development (DEFINITION)

The term mentoring has its roots in Greek mythology. In Homer’s Odyssey, the hero Odysseus entrusts his friend, Mentor, to look after his son, Telemachus, while he is away at war and prepare him to be king. The word Mentor came to mean teacher, educator or role model. Reading from Book Two titled, TELEMACHUS SETS SAIL, in HOMER - The Odyssey, translated by Robert Fagles, does confirm that Mentor did great work indeed. “When young Dawn with her rose-red fingers shone once more the true son of Odysseus sprang from bed and dressed, over his shoulder he slung his well-honed sword, fastened rawhide sandals under his smooth feet and stepped from his bedroom, handsome as a god. At once he ordered heralds to cry out loud and clear and summon the flowing-haired Achaeans to full assembly. Their cries rang out. The people filed in quickly. When they’d grouped, crowding the meeting grounds, Telemachus strode in too, a bronze spear in his grip and not alone: two sleek hounds went trotting at his …

Part 3: Applied Mentor-Coaching for Entrepreneurship Development

INTENTIONAL ENTREPRENEURSHIP: In part 2 of this series I focused on the entrepreneurship development stages that intentional entrepreneurs must be aware of and drive their journey through them. Perhaps I should explain why I am emphasizing on the word, intentional. I am suggesting that it is necessary that people are intentional about becoming entrepreneurs, develop a projected future life cycle their enterprises are to go through, determine the pace they will follow, understand the challenges and opportunities at each stage of their entrepreneurship journey, determine the stages at which they will let go and handover the running of their businesses to their successors, etc. I basically do not believe in people becoming entrepreneurs by default. If that happens they should urgently structure the progression through the stages as I explained in part 2.
GOALS & ACTIONS: Let us go back to our mentor-coaching sessions facilitation model. This time I would like to look at the facilita…

Part 2: Applied Mentor-Coaching for Entrepreneurship Development

Let me confess: No one can develop an entrepreneur unless the candidate has entrepreneurship ingredients in them. So, we should stop telling people that we have funds or resources for them to become entrepreneurs and create jobs. Secondly, no person goes into business to create jobs. The creation of jobs is a product of the successful entrepreneur requiring talent (human resources) as part of building the capacity to meet the growth challenges. No entrepreneur will employ anyone if his/her business is not growing. That is the difference between profit based enterprise and a social welfare organization like non-profit organization. Even social welfare organizations must employ within their cost constraints. Any organization that does not have control on their cost structure will fail.
So, how do entrepreneurs come about? An entrepreneur has an eye for opportunities, which in most cases show up in a form of a problem or challenge to the society. He or she decides to establish an enterp…

Part 1: Applied Mentor-Coaching for Entrepreneurship Development

Applied Mentor-Coaching for Entrepreneurship Development is a structured intervention to onboard emerging entrepreneurs and support those who are already in practice. It is facilitated by experienced and qualified mentors and coaches. They apply proven models, methodologies, and approaches over a stipulated period agreed with the entrepreneurs. The sessions could be as per plan and/or on demand. Ideally the format should be one-on-one, but could be either team or group sessions. One-on-one session is easy to facilitate and most mentor-coaches prefer it. However, it denies the entrepreneurs the opportunity to learn and develop together.
The experienced mentor-coach applies mentoring and coaching methodologies interchangeably throughout the mentor-coaching programme, and during the sessions with the entrepreneurs. This is an art and only well trained mentors and coaches are able to apply it. It is easy for a professional coach to learn to become a mentor-coach, but very difficult for a…