Questions, answered.

A twelve-month accredited learnership in client relations and professional support — accredited training plus a paid workplace component — for candidates already vetted through our volunteer pipeline. We manage it end-to-end.

The registered QCTO occupational qualification Occupational Certificate: Sales Assistant (General) — SAQA ID 99669, NQF Level 3 — delivered by an accredited skills development provider. The qualification is the registered vehicle; what we build on top of it is a professional support person trained for a client-facing practice environment.

Because its exit outcomes are exactly the ones a professional support role lives on: attending to clients and their enquiries, building the relationship through quality service, and closing the loop on what a client came in for. The curriculum we deliver against it is written for a professional practice, not a shop floor.

We recommend a small proof of concept — two to ten learnership packages — though larger cohorts are welcome from day one, and a single seat is workable for a small practice.

Learner procurement begins within five days of payment. Learnership agreements are ready within 30 days of project start, and you have 10 days to sign.

Front office and reception, telephone and switchboard, client follow-up and retention, back office and file administration, diary and scheduling, and account or billing queries. One qualification, several seats.

Any practice where the client is buying judgement: attorneys and conveyancers, accounting, audit and tax practices, financial advisers and brokerages, engineering, architecture and property, consulting and B2B services, and corporate client-service or key-account teams.

Not quite — health practices have their own version of this, including medical aid administration and patient confidentiality. That is Practice Support, which also offers a university top-up track in practice and medical aid administration.

You set the profile — profession, environment, temperament — and sign off on final placements. We handle the vetting and matching from our talent pipeline.

Performance management is part of what we run, and replacement is part of the programme where it is warranted. You are not carrying a placement that isn't working.

Model One: the learner completes the full twelve months with us. We train, host, mentor and manage them throughout; you receive the reporting and, at the end, first right of refusal to hire.

Model Two: the learner trains with us for six to nine months, then moves into your practice for the balance of the term while training and mentorship continue under us. Faster productivity, a much longer test run, and first right of refusal plus a 90-day probationary period at the end.

Model Two, if you have the desk space and someone who can give a competent junior direction. It gives you months of real observation inside your own environment before any hiring decision, and the learner arrives already trained rather than raw. Model One suits practices with no capacity to host, or partners who would rather see the finished article first.

Because that is genuinely how long it takes to make someone confident and competent enough that they help rather than cost you. Placing earlier turns your practice into the training ground, which is the exact problem this programme exists to solve.

You direct the work; we keep the training, mentorship and formal performance management. That split is deliberate — you get the output, we stay accountable for the development, and you do not inherit a coaching job.

Moving from Model One to Model Two mid-term is usually possible if there is capacity on both sides. Talk to us — it is a scheduling conversation, not a contractual obstacle.

Under Model Two, if you take the graduate on at completion, the ordinary probationary period applies on top of everything you have already seen. In practice you will have worked with that person for months before it starts.

Cost is sized to your practice and the scale you choose. We put the full picture in front of you — including how much of it comes back — in the presentation, so the numbers are against your actual position rather than a generic example.

Up to 77%, between the Employment Tax Incentive, your ordinary expense deduction and the Section 12H learnership allowance. The exact figure depends on your tax position, which we work through with your finance team or accountant.

A direct reduction in the PAYE you pay SARS for a qualifying young employee. That makes it real cash-flow relief every month — not just a deduction against profit at year end.

An additional income-tax deduction — on top of your normal expenses — for every learner who completes a registered learnership. It is currently available for learnership agreements entered into before 1 April 2027, which is worth keeping in mind when you plan your intake.

Under the model where your practice is the lead employer, yes — and that is precisely what makes you eligible for the Employment Tax Incentive. We set this out clearly per model before anything is signed.

No. Tax deductions reduce taxable income — they are not cash refunds — and outcomes depend on your circumstances. Please confirm your specific position with your own tax adviser. We will give your advisers everything they need.

Then the deduction side has less value for you, though the Employment Tax Incentive works against PAYE rather than profit. This is exactly the kind of thing we work through before you commit to anything.

That is a second, separate pathway: appoint us as your Skills Development Facilitator and the levy you already pay every month becomes claimable and, potentially, multipliable through discretionary grant funding. See the skills levy pathway.

VAT is treated separately from the figures we present, and is generally recoverable by a VAT-registered practice. Your accountant can confirm the treatment for your business.

Potentially. From year two we can manage your Skills Development Facilitation — your Workplace Skills Plan and Annual Training Report — and pursue discretionary SETA grant funding for the next intake.

Where a grant covers stipends and training, that money still flows through your payroll, so it still counts toward your own claims. That can multiply the size of the pipeline for the same cash outlay.

No. SETA discretionary grants are competitive and sit entirely at the SETA's discretion. With a demonstrated track record of training success and graduate employment — and your own matching investment already on the table — the odds are strong, but it is a realistic possibility for strong partners, never a promise.

No — but you get first right of refusal. Three months before the programme ends you choose who to interview, with 30 days to opt in. Graduates you don't take are placed with partner employers.

The programme can contribute to Skills Development expenditure, learnership participation and absorption bonus points on the Generic Scorecard. Actual points depend on your sector code and verification.

It builds a pipeline of developed, work-ready candidates you have already assessed, which is usually the missing piece in an EE plan. What it does for your numbers depends on your workforce profile and targets.

Monthly reports plus the compliance documentation — B-BBEE, CSI, ETI, SARS and Employment Equity — issued as it occurs, from month one. Not assembled retrospectively at year end.

Take as many as you want. First right of refusal covers everyone on your programme, and there is no cap on how many of them you keep.

They are absorbed by our other committed partner employers. We carry the absorption risk, not you — which is also why we are candid about who is ready and who is not.

Yes — we encourage it. Book a tour of our development offices in Sandton City, meet the people running the programme, and inspect the model for yourself before any paperwork.

No. Hospitality training produces warmth. It does not produce professional judgement, discretion, or the ability to hold a difficult client conversation on behalf of a practice — and people who come out of it generally do not know that gap exists. This programme is built against a professional standard from the first module.

From volunteer organisations we partner with. Every candidate has completed a minimum of 400 hours of unpaid social-impact work before they are talent-scouted into the learnership — learner support, conflict resolution, substance recovery support, youth mobilisation, disaster response and community work.

Because you cannot teach someone to care, and hundreds of hours of showing up for people who could not pay them is the closest thing to a character reference that exists. We add the professional skill on top of a disposition that is already proven.

Yes — ethics, confidentiality and professional conduct are a formal part of the curriculum, including what discretion means in a practice where client information is privileged.

Under Model One, very little beyond receiving the reporting and making your hiring decision. Under Model Two, a desk, ordinary day-to-day direction of the work, and someone available to answer questions. The training, mentorship and compliance stay ours.

Often more so. A single trained front-office person changes the entire client experience of a small practice, and the tax mechanisms work the same way at one seat as at ten.

Us. Book a presentation and we will walk you and your partners through the programme, the two models and the numbers — sized to your practice. Book here, and we will come back to you within one business day.