TTEC South Africa was grappling with “time leakage” and low engagement among many of its youngest employees — most of them in their very first jobs, navigating complex personal and social challenges. The metrics pointed to losses in billable time and client performance, but beneath the numbers were deeper human stories: struggles with trust, purpose, and workplace readiness. For TTEC to thrive in South Africa, its young workforce had to thrive first.

Using applied anthropology, we went beneath the surface of “attitude” or “motivation” labels. Through in-depth interviews, group dialogues, and contextual inquiry, we uncovered structural and relational drivers of time leakage — from unclear feedback systems to gaps in coaching and support. Together with employees, we co-designed interventions: strengthening feedback culture, embedding coaching practices, and connecting daily work with a bigger sense of purpose.

We introduced a shared language for high-performance behaviours, making expectations clearer and more actionable. This became the foundation for a scalable social-impact model, showing that wellbeing and performance are not trade-offs but multipliers. As young employees gained confidence and clarity, operational performance improved — and with stronger results, more jobs are continuing to flow into South Africa. A win–win that amplified impact for both the company and the communities it touched.