Role description: AMI is a pan-African entrepreneurial social business that empowers African managers, entrepreneurs and young professionals through practical and accessible learning and development tools. We help businesses develop productive and motivated workforces, we help entrepreneurs build thriving enterprises, and we help professionals develop new skills and advance their careers. AMI is expanding rapidly. We … Continue reading AMI is hiring: Junior Graphic Designer
Role description: The Content Associate – French (Intern) will play a very important role within AMI supporting the Chief Product Officer and the Content Manager with content development working on AMI’s content development team. The PA will help to build, test and support the core courses, case studies, tools, and other content being developed within … Continue reading AMI is hiring: Content Associate – French (intern)
Role description: The Partnerships & Impact Manager must be a practical leader who is passionate about skills and enterprise development as a way to transform Africa, with extensive networks in, and understanding of, the continent’s SME support ecosystem. The successful candidate will report to the Director of Partnerships as part of a senior team working … Continue reading AMI is hiring: Partnerships & Impact Manager
We’re excited to announce the release of our 2018 Impact Snapshot! AMI worked with over over 8,700 individuals from 10 African countries who participated in 28 AMI programmes in 2018. Of these AMI participants, 71% were women.That brings our total reach to date through structured blended learning programmes to just over 26,600, including 22,000 entrepreneurs. 62,000 people in total have engaged with … Continue reading 2018 Impact Snapshot
ABOUT AMI AND THE JOB: AMI is a social business pioneering a scalable approach to workplace learning for Africa. We use a blended approach, combining a mobile app, in-person workshops and on-the-job practice to help businesses develop productive and motivated workforces, entrepreneurs build thriving enterprises, and job seekers advance their careers. AMI is … Continue reading AMI is hiring: Senior Business Development Manager
Human capital is a key challenge for many SGBs. Getting and keeping the right team in place is critical to propel ventures to scale – yet founding teams often struggle to find the right fit. Many investors in African companies have told AMI they want to focus more post-investment support on developing talent within their investee companies. But they often aren’t sure how to develop a talent strategy that cuts across their investment portfolio.
AMI hosted a roundtable discussion in Nairobi last month for around 30 early and growth stage investors into East Africa interested in adopting more proactive talent strategies for their portfolio companies. We shared 3 models we’ve seen used to provide post-investment human capital support, and hosted a candid discussion around what is and isn’t working.
AMI identified the following three broad buckets for ways to engage around talent at a portfolio company level. We heard from various investors, who shared how they are using different approaches to help their investee companies build out the teams they need to scale.
Facilitative model → This could also be described as the ‘matchmaking’ model. The facilitative model is used when investors help companies understand their talent needs, identify and introduce them to quality providers, and then show them how to engage. The investor’s role here is primarily diagnostic and facilitative, and aims to support needs that are specific to each founding teams/organisation. Some investors are using TA funds to finance these interventions.
Examples: For AHL Ventures, talent is one of the main post-investment challenges that companies across their portfolio face. They often work with their companies on creating a talent plan or helping them directly acquire talent. They also refer investee companies to talent providers, where appropriate, using experience on what has worked with other portfolio companies to inform recommendations. For example, AMI has worked with AHL to train employees in several of their investee companies, including MKOPA, PowerGen, EthioChicken and Equity for Tanzania.
A different approach within the facilitative model was shared by CDC Group, which is developing an online directory for investee companies providing information on different human capital services available, including services specific to talent development – training, recruiting etc. CDC aims to make this directory available more broadly with the goal of also building the broader ecosystem (see supply-side model below).
Direct model →The direct model differs from the facilitative model, as it works to identify a very clear need across the investor’s portfolio, instead of working on a case-by-case basis. This model is focused on solving a specific challenge, for example developing middle managers, hiring CFOs or working on enterprise sales. The goal is to offer a structured programme or intervention that cuts across the entire portfolio. This approach is becoming increasingly popular as investors deepen their understanding around critical talent challenges, and is often funded by a blend of investor/TA subsidy and direct payment by the company.
Examples: Acumen identified a need across its portfolio to strengthen middle management skills and build leadership bench strength below the executive team. They first partnered with AMI 3 years ago to develop cross-portfolio programmes for both middle and senior managers and now run at least one programme annually. Interestingly, Acumen started by subsidising the programmes significantly, but has gradually phased this out. Companies now pay directly, and many have worked this into their annual planning and budgeting processes.
Shell Foundation took a similarly direct approach, offering AMI management programmes to companies across its portfolio on a cost share basis, after identifying management skills as a cross-cutting need. In this case, Shell Foundation allowed companies to engage AMI on their own terms, but provided the cost-share to make this possible. More than 100 have continued to work with AMI on a fully commercial basis, demonstrating that investors can often play a catalytic role in demonstrating the value of human capital services to companies.
Finally, Investisseurs & Partenaires (I&P) hosts a pan-African entrepreneurship club for its portfolio companies, where portfolio companies are invited to exchange ideas and debate on various issues including recruitment and retention. I&P also hosts seminars on specific topics of interest to entrepreneurs.
Supply-side support →A small and growing group of investors are working to strengthen the ecosystem of human capital providers itself, either through grants and investments into supply-side players, or through experimentation with innovative sector-building models.
Examples: Shell Foundation is working with Argidius Foundation and Bluehaven to develop a Talent Facility to encourage and enable early-stage enterprises to invest in talent even when cash is constrained. Bluehaven, AHL and I&P have all invested directly into human capital providers such as AMI and Shortlist. And both Bluehaven and Argidius Foundation have provided grants to build the talent ecosystem more broadly.