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11 May 2022 | Story Dr Nitha Ramnath
Belinda Viljoen
Belinda Janeke

Belinda Janeke is the proud recipient of the Dean’s Medal for best honours student in Industrial Psychology in the Faculty of Economic and Management Sciences (EMS), which was awarded during the recent April graduation ceremonies. Janeke, a career adviser specialising in career services with a focus on career development and work-readiness programmes, is currently studying for a master’s in Industrial Psychology, with a view to becoming a registered industrial psychologist.

“The Dean’s Medal was a huge surprise and shock, and I couldn’t have done it without the amazing lecturers I had,” says Janeke.  “They have done so much to engage with us, teach us, and help us with online teaching in 2020 and 2021.”

Janeke began her career as an orientation officer at the University of the Free State (UFS) in 2009 and was promoted to advising and lecturing before being appointed as Head: Career Services (Student Affairs) in 2013, a position she currently holds.

“I really enjoyed my studies; I could live my passion and apply the work experience I gained over time as well. It is just a super blessing from Above; only by God’s grace that this happened,” explains Janeke.

News Archive

Valuable advice for businesses in difficult times
2013-04-15

 

Prof Helena van Zyl, Director of the Business School, and Dr Reuel Khoza.
Photo: Stephen Collett
15 April 2013


Dr Reuel Khoza, Chairman of the Nedbank Group, shared the group’s valuable rules for managing a bank in difficult times in an MBA lecture on the Bloemfontein Campus. Dr Khoza is a visiting professor at the UFS Business School.

He focused in the lecture on the group’s business and leadership model and highlighted some do’s and don’ts:

  • Do not surprise your stakeholders on the downside – communicate transparently, particularly when there is bad news.
  • Retrenching staff to contain costs should be a last resort – the damage to corporate culture from retrenchments is immense. Follow and support your customers – get as close to them as possible because business changes slowly, but customer behaviour can change in an instant.
  • Integrated central capital and funding management.
  • Entrench well-established reporting, KPIs and measurement systems.
  • Ensure strong independent risk management.
  • Manage your cost base – anticipate downturns and re-base your costs to avoid crisis-cost management.
  • Take advantage of opportunities – an economic downturn creates a situation where valuations fall and assets are sold off, which can be a great opportunity for acquisitions.
  • Keep innovating – innovation does not have to be a costly exercise, as the right culture can promote and encourage experimentation and collaboration.
  • Whatever you do – avoid a price war, as expedient pricing decisions may hurt the business in the longer term.

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