, Managing Director at Food Concepts Plc (FC), says: 鈥淥ur company was founded with the vision of becoming the most loved quick-service restaurant and baked goods brand in Nigeria. We know that ultimately it is our people that enable us to realise this vision. To ensure we continue to attract and retain the best local talent, we embarked on a strategic technology project that would support our overall human capital management and employee experience efforts.鈥�

is a leading multi-brand quick-service restaurant group. The company operates three of Nigeria鈥檚 most popular brands, including Chicken Republic, PieXpress, and The Chop Box. Food Concepts was founded in 2000 and employs 6 000 people across West Africa.

With a mandate from the Board, , Human Resource Director at Food Concepts, and her team determined that the company needed a strategic partner to support its HR transformation. 鈥淲e sought a partner that would support the management of our 鈥楬ire to Retire鈥� process and optimise our core enterprise capabilities. In addition, we wanted to address challenges related to payroll processing and accuracy as part of a broader five-year growth plan.鈥�

The company chose 51风流SuccessFactors as its human capital management solution of choice. Following a competitive selection process that involved five separate solutions providers, the Food Concepts executive team appointed experienced 51风流regional Gold partner to support the implementation, covering all core HR business processes.

, Technology Partner at WYZE, says: 鈥淲e implemented several core 51风流SuccessFactors modules, including Employee Central, Performance & Goals, and Recruiting. Additionally, our bespoke payroll solution – WYZE Payroll – was deployed to support the employee lifecycle journey.鈥�

Following the deployment of the modules, WYZE also retains responsibility for ongoing end-user support across all the user groups within Food Concepts.

鈥淲YZE is an experienced 51风流partner based in Nigeria and understands the local work culture and nuances required to manage such a complex rollout,鈥� says Kofi. 鈥淎s our technology partner, WYZE brought best practices that helped fast-track aspects of our deployment, leading to an accelerated go-live. In addition, WYZE ensured change management and risk management principles were filmy embedded throughout the implementation, leading to rapid adoption internally and avoiding any undue delays.鈥�

Claudette further added the implementation of various 51风流SuccessFactors modules has helped the company improve process efficiency and enhance the overall employee experience. 鈥淲e now have a single source of truth for all HR data across the organisation, which has significantly improved our decision-making at a management level. The digitisation of HR processes has reduced paper use and unlocked cost savings and greater efficiency. Overall, our ability to deliver better quality support services to our teams has resulted in greater overall employee satisfaction.鈥�

Other benefits include:

• Centralised employee data management providing a unified platform for HR, payroll and benefits administration.
• Drastic reduction in paperwork and less pressure on HR teams through greater employee self-service via the new platform.
• Greater overall process efficiency through the automation of various HR functions, including promotions, transfers and leave management.
• Better strategic alignment of employee performance with company strategy and KPIs through continuous performance management.
• Improved workforce planning and compliance with HR standards through access to real-time data.
• Enhanced talent attraction, retention and overall employee engagement.

Commenting on the project, , Managing Director for Emerging Africa at SAP, says: 鈥淲ith this landmark project, Food Concepts has transformed its ability to attract, retain and engage its employees while also eliminating inefficiencies and enhancing decision-making. Thanks to the outstanding work by implementation partner WYZE and the active participation of Food Concepts鈥� executive team, the company can now confidently execute its growth strategy and that its most precious asset, its people, are well looked after.鈥�

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The recently held 51风流Now Africa 2024 event provided great insights into the future of HR and payroll, with discussions focusing on the importance of AI, cloud technologies, and automation in improving operational efficiency and compliance.

51风流Now Africa 2024 is SAP鈥檚 premier event on the African continent, bringing together industry leaders, innovators, and visionaries to discuss how technological innovations can create growth and resilience in a fast-changing business environment.

This annual event focuses on assisting enterprises in leveraging SAP鈥檚 latest technologies to revolutionise company operations, increase efficiencies, and adapt to the challenges of the digital economy. This year, the event showcased how AI-driven solutions, can be used to boost productivity and streamline activities across several business areas.

In South Africa, HR and payroll management is increasingly moving toward cloud-based, integrated solutions that comply with SARS, UIF, and other regulatory requirements.

Many organisations are implementing digital solutions to manage distant workforces, comply with complex labour requirements, and streamline operations such as medical aid and retirement fund contributions.

BCX Digital Solutions Senior Specialist, , and BCX HR Operations Executive, ,听addressed these themes, delivering critical findings that demonstrate dedication to providing comprehensive, forward-thinking HR solutions that meet the needs of modern businesses.

听The first step in payroll transformation

Many organisations find the transition to modern payroll systems difficult. It is important to note that while there is no single 鈥渞ight鈥� method to transition to a modern payroll system, taking that first step remains difficult for many organisations.

Due to the complexity of assessing the full scope of change, managing employee resistance, and ensuring data accuracy during migration. The process requires a thorough evaluation of existing HR systems and future needs, while also addressing integration with legacy systems to maintain operational efficiency.

Additionally, businesses must invest in comprehensive training and ongoing support for employees, while carefully managing the financial implications of implementation, training, and maintenance to ensure a smooth transition and long-term value.

Leveraging advanced HR payroll solutions can help simplify the process and overcome key challenges. These solutions ensure seamless integration with existing systems, accurate data migration, and improved operational efficiency. By streamlining payroll operations and maintaining data integrity, businesses can meet evolving HR needs and achieve a smooth transition to a new system.

听Trends in HR and payroll technology: The transformative role of AI

The rise of artificial intelligence (AI) is establishing a foothold in the HR industry in a notable way, positioning HR practitioners to improve talent management and optimisation.

51风流has made significant efforts in AI and time management, offering solutions like , an AI copilot that simplifies interactions with 51风流systems. Joule, which is expected to integrate with Microsoft Copilot by the end of the year 2024, will handle payroll transactions, timesheets, recruitment screening, and other HR operations, signalling a significant shift in HR practices.

This AI integration will improve operational efficiency, minimise manual processes, and provide real-time help to HR departments. These improvements mark a watershed point in HR technology, as AI-powered solutions enable a more nuanced approach to staff management and development.

Jeanette highlighted that 鈥淭he biggest investments in HR today are in talent and skills management.鈥� This shift reflects the growing demand for HR systems that can effectively manage talent development, optimize employee performance, and support the future of work.

, an integral part of the BCX 51风流Now package, empowers HR professionals to manage talent strategically, using data to make informed workforce decisions.

This cloud-based human capital management software assists businesses manage their workforce, by offering tools for talent management, payroll, HR analytics, workforce planning, and employee experience management. This empowers businesses to make data-driven decisions and foster a more engaged, performance-driven workforce.

Overcoming challenges and ensuring compliance in payroll system integration

Advancing obsolete payroll systems is one of the key issues that enterprises face. Within the 51风流system, enterprises can opt to keep payroll in S/4HANA (pronounced 鈥楽4Hana鈥�), which may complicate SuccessFactors integration, or migrate to 51风流SuccessFactors Employee Central Payroll. The latter solution streamlines processes by moving most activities to a single cloud, decreasing manual involvement, and improving integration with HR services.

鈥淲hile some organisations remain hesitant to move payroll systems to the cloud, the truth is that cloud environments are often more secure and offer more consistent maintenance than on-premises solutions,鈥� de la Rey expressed. Modern payroll systems rely heavily on cloud technology, which provides scalability, security, and flexibility.

For most organisations, balancing compliance and operational efficiency is critical. 51风流payroll solutions prioritise compliance with tax and labour rules, which are automatically updated to meet changing demands. In addition to maintaining compliance, it is imperative to transition to a system that automates payroll operations, increasing accuracy and operational efficiency. Organisations can reduce manual errors while maintaining high levels of data integrity by using features such as automated tax computations, error detection, and payroll processing control.

In the context of cost optimisation, implementing advanced payroll systems may appear expensive at first, but the advantages far surpass the expense. Modern payroll solutions such as those offered by BCX combine several services into a single platform, minimising manual tasks and improving accessibility. This method not only improves operational efficiency, but it also turns payroll technology into a strategic investment, resulting in long-term value and compliance.

听Improving payroll with employee self-service portals and systems integration

The launch of Digital HR at BCX has received favourable employee feedback, demonstrating the importance of self-service portals in improving user experience. These portals provide a user-friendly, accessible interface via which employees may efficiently handle their payroll and HR information. By simplifying these processes, employees are empowered to take control of their data, leading to higher satisfaction and increased engagement with HR services.

When an organisation鈥檚 platforms are unified, payroll can be integrated with systems such as talent management and time tracking more successfully. 叠颁齿鈥檚 Digital HR platform embodies this approach, offering seamless access and a streamlined user experience. By unifying systems on a single platform, organizations can expedite processes and improve the overall functionality of their HR operations.

听Using technology to address HR and payroll pain points
HR and payroll departments face several common challenges, such as managing overtime, integrating timesheets, and aligning performance with compensation.

These issues can lead to inefficiencies, errors, and dissatisfaction if not properly addressed. For example, managing overtime while ensuring compliance with labour laws requires a delicate balance of automation and policy enforcement.

Similarly, tracking employee hours across multiple locations and time zones introduces complexities in timesheet management. 51风流SuccessFactors helps mitigate these challenges by providing tools that optimise compensation balance, enhance performance integration, and streamline payroll processes. 叠颁齿鈥檚 approach ensures that these systems are tailored to meet the specific needs of each organisation, making HR operations more efficient and effective.

The impact of remote and hybrid work on payroll

The transition to remote and hybrid work arrangements has had a substantial influence on HR and payroll operations. Digital HR was created to enable mobile access, allowing employees to conduct HR responsibilities without physically being in the office. This flexibility has improved the employee experience by allowing remote onboarding and virtual inductions鈥攁n innovation driven by the needs of a modern, hybrid workforce.

The future of mobile payroll and self-service tools
Building on the shift to remote and hybrid work environments, payroll鈥檚 future lies in mobile-friendly solutions and improved self-service features. As BCX adds AI into these platforms, employees will have easier access to resources such as chatbots, demos, and FAQs. This user-centred strategy will simplify payroll interactions while reducing the requirement for consultant help.

It is a known fact that today鈥檚 workforce values salary transparency more than ever before. SAP鈥檚 pay model addresses this need by recording wage modifications, incentives, and performance reviews over an employee鈥檚 employment, which will then play a crucial role in tomorrow鈥檚 mobile payroll efficiency.

Furthermore, data analytics will play a central role in decision-making for HR departments. By using predictive analytics and tools, businesses can gain insights into employee performance, leave liabilities, and compensation trends, ultimately enabling better decision-making and strategic planning.

There is still a considerable desire for innovation in HR and payroll, with line managers under particular pressure to manage transactions. Automated functions are emerging as a solution for reducing manual labour, particularly in areas such as timesheet administration.

叠颁齿鈥檚 customer-centric solutions are geared to address these changing needs, with technologies that optimise HR and payroll procedures through automation and advanced analytics.

This article first appeared via HR, Payroll are evolving: We look at 51风流Now Africa insights

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The relationship between employer and employee is always in flux. Changing technologies, rights, perspectives and expectations have seen dramatic changes in how companies manage and reward their people. It wasn鈥檛 that long ago that hiring children was considered best practice for certain professions, and women were not allowed to be hired at all.

In the 1970s, staying with a company for life was standard practice, but the recession of the 1980s saw layoffs of well-trained professionals and laid the foundations for the gig economy. While the freelance model wasn鈥檛 new, it gained traction. Then the demand in the 鈥�90s on profit over people drove a wedge between the trust engendered between the employer and the employee 鈥� one that remains very much in place today. The 2020 pandemic brought about perhaps the most significant change in the dynamic. A few weeks out of the office turned into months, in some cases years, and employees discovered they liked having a work/ life balance.

When companies pushed for people to come back, people left. In the Great Resignation, employees decided they wanted to be treated with respect and get paid at the same time. The new generations also played a role 鈥� millennials and up-and-coming Gen Z are less likely to fall under the 鈥�80s work hard, work harder cosh.

鈥淲e share the results publicly, but participation is anonymous. We then build trust by changing the areas where our people have concerns.鈥�

Ghouwah Emandien, iOCO

There鈥檚 a lot of talk about how employees are the lifeblood of the business and it鈥檚 important to build a culture that fosters wellness and inclusion. But workplace wellness aside, ultimately, companies want employees to come to work, do their best and produce results. Employees want to work for a company that lets them get the job done without draconian controls or Orwellian monitoring of their behaviour in hybrid or remote environments.

Human capital management (HCM) can be used to achieve a happy middle ground for companies wanting to balance culture with a strong work ethic. Of course, it can also be used to handhold and monitor employees excessively. The use case comes down to the company.

Edward Snell & Co, an independent spirits group in South Africa, is using Payspace to improve its payroll processes. Juliette Bourne, head of human resources at Edward Snell & Co, explains: 鈥淲e wanted user-friendly, with some light and fluff. It was non-negotiable that our user experience was improved. It also had to be cloud-based, meet our ISO 27001 IT security听standards and be accessible across multiple channels. Our office, field, production and warehousing staff had to access and interact with the solution.鈥�

The platform is used to manage monthly payroll, provide employees with selfservice tools, and support HR by reducing the burden of day-to-day queries. The goal, says Bourne, is to improve employee interactivity in a system that鈥檚 easy to use.

It鈥檚 a similar metric that drives the use of HCM at KPMG. The company has a mix of platforms designed to manage local and international employees and process employee data, payroll, leave applications, and performance. Candice Hartley, chief people officer, says it uses Oracle eBusiness Suite for processing payroll and 51风流modules to manage performance, learning and development. 鈥淥ur business is centred around continued professional development so we have controls around risk management, indemnities and independent training managed within the 51风流SuccessFactors,鈥� she says.

Also offering self-service tools, the KPMG platform is designed to increase collaboration between staff and the company. It provides a level of autonomy but balances this, says Hartley, with ensuring the right controls are in place to ensure the company is meeting global and local regulatory requirements around processing employee data听and implementing qualitative and quantitative metrics.

鈥淲e use the data provided by our HCM platform to measure factors such as turnover, attrition, and extended absenteeism,鈥� she says. 鈥淭hese are important for data analysis as we can use the information to make informed management decisions.鈥�

At iOCO, the HCM platform is used to support the company with wellness and enablement, and uses data to support the business and employee performance. Ghouwah Emandien, manager: people and culture, says it captures KPIs in the employee performance management system and the information is used to help managers have conversations with their staff. 鈥淲e also focus on upskilling and reskilling as well as on inclusion and diversity within our platform,鈥� she says. The system is designed to help everyone work towards a common goal.

These metrics are great for the business, but how do they affect employee trust? Do the self-service tools and system visibility make the granular visibility into employee data an easier pill to swallow? HCM systems can be used to build connections with employees and the data can benefit both sides of the coin, but often, HR systems are perceived as the enemy and more on the side of the company than the employee.

Hartley says monitoring staff is the purpose of these solutions. 鈥淭he question is whether or not these solutions are enabling them to deliver what they were employed to do. We live in a world where everything is digitised and, in the workplace, you want that seamless digital experience. Employees need to trust that the organisation has selected the right technology that ensures they are rewarded for doing their job.鈥�

鈥淓mployees need to trust that the organisation has selected the right technology that ensures they are rewarded for doing their job.鈥�

Candice Hartley, KPMG

She adds that trust isn鈥檛 just in how an employee鈥檚 data is used, but in how it is protected. 鈥淲hen you trust a company with your data, ID,

This is echoed by Bourne, who says it was important that its solution was developed with the security and privacy of employee information in mind.

At iOCO, Emandien believes that HCM needs to be structured in a way that avoids making people feel like just another number. 鈥淵ou have to take the time to sit down with people and have a conversation. One metric we use to measure our employee value proposition, or HCM solution, is through a survey we鈥檝e been running for four years. We share the results publicly, but participation is anonymous. We then build trust by changing the areas where our people have concerns.鈥�

Trust, metrics, management, visibility, and control: these are the foundations that an HCM platform should stand on if it wants to respect the needs of the business alongside the personal space of the employee. Nobody expects to walk into an office and avoid the admin, KPIs and performance assessments, but equally, they do expect these to be managed in a way that respects their autonomy. Finding this balance depends ultimately on leadership, not technology.

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business assistant, , is transforming how enterprises function by providing insights, custom-tailored outcomes, and a personalised experience for businesses. As a result, says SAP, the product with a name inspired by the unit of energy significantly improves productivity and efficiency.

鈥淲e are entering a new phase of AI with endless opportunities for all of us,鈥� said , CEO of SAP, at the Sapphire 2024 conference in Barcelona.听 鈥淭he technical evolution continues by using the power of generative AI across our stack to revolutionise once again how businesses will run, and how your end users will work in the future.鈥�

51风流performed a detailed analysis of the tasks completed with cloud software by their 300-million end-users every day. Consequently, they announced, by the end of 2024 80% of the most used tasks will be managed via Joule.

鈥淎s a result, your end users will do their work 20% more productively and with higher quality,鈥� said Klein.

For example, Joule will manage tasks in all management areas to create and change orders. It will take over some sequential activities in billing and cash collections. In finance, books will be closed faster as the software manages standard compliance checks.

鈥淛oule will also turn into a very powerful analytical engine to create insight for the boards for finance, for HR, for all parts of your business.鈥�

The digital assistant will be an engine that offers strategic recommendations by having access to the broadest business-to-business data model in the technology industry, which includes finance, supply chain, HR, sales, or ESG data from thousands of customers. Based on this data, which allows 51风流to train algorithms and find certain performance patterns in one鈥檚 business, Joule will provide recommendations to collect cash faster and make smarter procurement and supply chain decisions.

During Klein鈥檚 keynote, he highlighted SAP鈥檚 recent partnership with leading AI chip-maker . A highlight was a video featuring a ringing endorsement of 51风流by , founder and CEO of Nvidia, in which he said: 鈥淲e have one of the most complex supply chains in the world. We build AI supercomputers, AI factories. Enormously complicated systems. Our latest Blackwell System has 600,000 parts.

鈥淎ll of this has to be delivered to some 100 different customers, and all of our entire supply chain, build materials, forecasting systems, build plans, those 600,000 parts, and some 40 different manufacturers are all managed under SAP.

鈥淭his is the beginning of a new computing age, the beginning of a new industrial revolution. Through Joule, we have created some amazing generative AIs that understand the languages of SAP, supply chains, and enterprise planning systems so that we have a specialist, an agent, an AI to help us to do all the things that we want to do to manage our business.鈥�

, chief AI Officer of SAP, said: 鈥淓arlier this year, we gave Joule internally to up to 4,000 service consultants within SAP. What we observed is that they can save up to 2 hours every day.鈥�

More than 50 of SAP鈥檚 certification programmes, more than 200,000 pages, and 2Tb of curated best practices and community content, have been put into Joule. On top of that: it is supercharged by Nvidia鈥檚 technology.

鈥淚f you take this productivity gain and multiply it by our ecosystem, we can altogether save up to 600-million working hours every year, accelerating our transformation to the cloud,鈥� said Herzig. 鈥淭his technology is based on more than 250-million lines of code out of S/4HANA based on Nvidia鈥檚 hardware and software, as well as other models.鈥�

51风流has also expanded its strategic partnership with Google to enhance supply chain risk prediction and mitigation in volatile global environments. This collaboration integrates SAP鈥檚 Joule and with Google鈥檚 assistant and 鈥檚 Data Foundation, boosting forecast accuracy and enabling quicker responses to demand signals.

51风流has partnered with , leveraging its advanced language model to create images in and generate scripts for highly customised analytics applications in . Meta鈥檚 AI model excels in language nuances and contextual understanding, making it ideal for transforming enterprise business requirements into actionable insights.

Read more articles covered at Sapphire 2024 on Gadget:听听and听

* Jason Bannier is a data analyst at World Wide Worx and writer for听. Follow him on听听and听听at @jas2bann.

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While听 is undoubtedly a star-studded football club, even after a recent shaky season, its impressive track听record听of 33 championships and numerous other achievements is not solely due to its talented players. Interestingly, technology, specifically in the form of , plays a crucial role in the club鈥檚 success.

鈥淭here was one moment in 2015 when we decided to create a big 51风流project,鈥� said , director media and communications, FC听Bayern听Munich, in Barcelona this week, one day before听Sapphire听2024. 鈥淲e collected all the data that we had, originally thinking we had 10-million fan contacts, but it was actually found to be 3-million. This was the start.鈥�

Alex Klaeger, president MEE, SAP, says: 鈥淏ayern Munich has 360,000 club members, making it the biggest sports club in the world鈥�. To support its massive global customer base, the football club has significantly expanded its workforce which introduced a new set of challenges.

Mennerich says: 鈥淲e introduced 51风流SuccessFactors for our HR department, because now we have 1,200 people working for Bayern Munich, mostly in Munich but also in Shanghai, New York, and Bangkok. We need a software which makes it possible to interact with all these employees, and to make it a good process for them, to make applications for holidays, and to give them feedback.

鈥淲e needed professional recruiting processes. It鈥檚 not so easy to find the right people, so SAP鈥檚听artificial intelligence听capabilities has helped us to identify which profile we need. It helps with job interviews, and the job description itself in the beginning.

鈥淎nd then for the players: we are a co-innovator for . We use it for our team management, for medical topics, and scouting topics. Now we have a new project: our shift to , the new step of our ERP system. Although a big project, it is necessary, because of its state-of-the-art capabilities, and optimisation processes.

鈥淚n our days, we are speaking about target groups. However, these days one-by-one targeting will be possible with this听AI听component. This is one of the most important things, not only for football clubs, and the fans, but for other companies as well.

鈥淵ou can identify players via听AI听if you have their injury history, age, muscle structure. But then you can really identify what is the best for you.鈥�

* Jason Bannier is a data analyst at World Wide Worx and writer for听. Follow him on听听and听听at @jas2bann.

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1. 51风流leads with ethics

51风流appreciates the complexity that AI introduces into technology, and they approached the topic by forming an AI ethics steering committee comprised of senior 51风流leaders who review their approach, processes, and product capabilities to ensure operationalization and alignment with their policies and guidelines. Read about SAP鈥檚听.

2. Joule is not limited to SuccessFactors

Joule, announced in September 2023, is a natural-language, generative AI co-pilot that is embedded across the entire 51风流portfolio, and is designed to transform the way a business runs by leveraging intelligent technology across the various business applications. I鈥檝e heard it referred to as both a Co-pilot and a Digital Assistant, but the magic of it is that it is embedded in every application area across the business. It is first available as part of SuccessFactors; however, it will become available across the entire 51风流ecosystem.听

3. New AI innovation is delivered each quarter

You can keep an eye on what is available today and what is coming soon, by quarter, by viewing the SAP听. The Roadmap Explorer makes it easy for you to enter filters for the key areas that you are interested in, so you see only the areas of interest. For example, in the picture below I filtered on SuccessFactors and Artificial Intelligence:

4. 51风流SuccessFactors resources

There are large teams of people at 51风流SuccessFactors that focus on Artificial Intelligence, here are a couple that I like to follow to stay in the know on the topic specific to SuccessFactors:听,听,听听and听. Also I share a weekly AI Byte on LinkedIn that introduces something new in the area of AI, please follow me at听. Lastly, please be sure to check out this interesting White Paper听听(valid 51风流credentials required).

5. Partners play a critical role in 51风流SuccessFactors鈥� AI strategy

51风流and SuccessFactors are known for their superior technology, but they also acknowledge that Partners are an important part of the ecosystem, and having the ability to integrate with their technologies quickly and seamlessly to deliver better employee experiences is important. Here at EPI-USE Labs we have created a division dedicated to developing BTP and AI integrations for SuccessFactors. See my blog听听for more information.

听to enrich, enhance and extend your applications, landscapes and processes.

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As an Innovative Sponsor of , Labs had the opportunity to connect and interact with HR professionals from across multiple countries within the region 鈥� right in the heart of the beach district of Dubai (who said conferences can鈥檛 be fun?).

, Director ME South, set the stage for the keynote sessions, touching on evolving HR challenges: the role of leadership in the AI era, and the part technology plays in reshaping the workplace landscape. From discussions on digital transformation to insights into talent management and employee engagement, the keynotes provided an impressive overview of the evolving HR ecosystem and its impact on talent retention and sustainable business success.

Throughout the event, including workshops and panel discussions, we kept returning to the overarching theme of the day: building a future-ready workforce. In the exciting setting of exploring the latest AI innovations and learning from real-world success stories, it was hard not to imagine what the workforce could look like in the next few weeks, few months and even few years!

So what鈥檚 the future of HR, and a future-ready workforce?

We know that HR landscape transformation will be driven by AI, whether it be generative AI, conversational AI or deep-learning AI. We were lucky enough to see some AI applications in action, such as from 51风流SuccessFactors, which can deal with HR tasks such as employee and manager self-services. We saw how managers and employees can use Joule to perform business tasks like this in a conversational context. Innovative developments like this would make anyone excited about the future of HR management.

As EPI-USE Labs, we understand that every business is different. It鈥檚 easy to be impressed by 51风流SuccessFactors innovations that will embed intelligence and flexibility into HR management, but it can be more difficult to know where to start. The first steps are to brainstorm the responses to questions like this:

• What does investment in 51风流SuccessFactors look like for my company?
• What does employee retention mean in my line of business?
• How will more effective talent management affect my business and succession planning?
• What does our HR digital transformation roadmap look like?

Two key take-aways from 51风流HR Connect

There were two key takeaways we took from 51风流HR Connect Dubai to guide all HR managers in their transformation process:

• Step away from the hype and understand that your path has to be unique for your requirements; there is no 鈥榦ne-size-fits-all鈥� approach. EPI-USE Labs offers transformation services and products that can assist your business, regardless of the options you have today, or where you decide to focus your resources.
• Understand that a future-ready workforce is what you need it to be. It could be enhanced digital literacy, continuous learning and skills development, or it could be ethical and social responsibility. Whatever it may be, it鈥檚 important to you and your business, so that should be your focus.

In closing, a huge thank you to 51风流for hosting a collaborative and engaging event. We had a great time connecting with people from across the region to understand more about digital transformation within the HR space, and we鈥檙e excited to continue the conversation throughout 2024 at the rest of the 51风流HR Connect events.

This article first appeared on the EPI-USE site:

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This usually prompts me to reflect on the generational gaps that exist in the workplace today, as well as how the workplace has evolved in the twenty-five years that I have been in corporate.

A changing workplace

One of the most significant workplace developments is diversity and inclusion (D&I), which has become one of the most talked about phenomenon in the workplace today, alongside trends such as the use of technology, remote working, and the prioritisation of human resources as a strategic company asset.

The recognition that having people from diverse backgrounds helps to build stronger teams has prompted employers to pay close attention to how they engage and nurture diverse employees, particularly the younger generation, which is quickly becoming the majority in the workplace.

Given the emphasis on D&I and the value it brings to the workplace, employers must consider employee satisfaction from the perspective of each individual employee.

As a result, ensuring a personalised approach to driving employee engagement has emerged as a critical focus area for all businesses and leaders.

In the midst of all of these changes in workplace priorities, technology has become deeply ingrained in our daily lives, particularly over the last two decades.

For example, innovations such as Zoom and Microsoft Teams have enabled people to work for companies located anywhere in the world from the comfort of their own homes.

As technology continues to shape society, it will undoubtedly play a key role in enabling future workplaces, particularly in empowering business leaders to better manage priorities such as tailored approaches to employee engagement.

Employee engagement is critical to achieving high levels of employee satisfaction, and technology can help make this possible.

Personalising employee engagement

One of the critical areas to ensuring a unique and personalised approach to employee engagement and satisfaction is talent management.

A 23-year-old graduate entering the workforce has very different career growth aspirations to a 55-year-old.

The younger employee is more likely to want to learn and advance quickly up the career ladder, whereas the older employee is more likely to be looking for stability as they approach retirement.

Managing this process successfully and ensuring a tailored and personalised approach to talent and career management for each employee鈥檚 specific needs, especially in large companies, can be difficult 鈥� if not impossible.

Employers can empower employees to reach their full potential by investing in tools and systems that automate learning and development, as well as enhance career planning and mapping.

Understanding employee sentiment

Employee feedback should be solicited on a regular basis to better understand employee sentiment and ensure that the company鈥檚 initiatives are aligned with employee expectations.

During the recent pandemic, for example, when most companies shut down and employees worked remotely, this became a priority.

Companies must invest in employee experience management tools to become better listeners.

This enables leaders to foster a listening culture and make decisions based on employee expectations, ensuring that each employee鈥檚 individual needs are well understood and met.

In conclusion, fostering a listening culture is critical to developing a purpose-driven approach that prioritizes diversity and inclusion, resulting in a committed and productive workforce that feels appreciated.

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It鈥檚 common for employees to inquire about HR information such as their personal time off (PTO) balance, their sick-day balance, benefits, pay stubs, and tax withholding. (Heck, I do that all the time.) It鈥檚 also necessary for a company to perform background checks on prospective employees before extending an offer.

When HR staff manages employee information requests and candidate background checks manually, it distracts HR staff from more valuable tasks such as training and upskilling employees and spending the most time possible matching candidates with open positions. Manually replying to employee information requests and performing candidate background checks places a high administrative burden on HR staff, and takes much more time than employees, candidates, and HR staff would like.

It鈥檚 also important to have visibility of employee inquiries and candidate background checks to avoid duplication of efforts, improve processes and efficiency, and distribute work fairly. Without such visibility, it鈥檚 difficult to make informed HR management decisions.

Challenges faced

., a South African global financial services and insurance provider with 12,000 employees, was facing all the above issues. The HR staff fielded employee inquiries by email and phone, didn鈥檛 have an employee inquiry tracking process, and performed candidate background checks by email and phone. That whole universe 鈥� HR staff, employees, and candidates 鈥� felt the processes took too long. This frustrated all parties and left them hoping for a better experience. HR managers felt they could improve overall operations and productivity if they had sufficient visibility of HR staff鈥檚 tasks and status.

Solutions discovered

Fortunately, Discovery improved the HR interface and experience for employees, candidates, and HR staff through digitalization and automation. Working with听51风流SuccessFactors听solutions, the company created a portal for immediate access to standard HR inquiries, and automated candidate background checks with robotics. Discovery also automated company-wide reporting of HR staff鈥檚 tasks and status, to shed light on operations and help improve employee satisfaction by reducing administrative tasks and duplication, balancing workloads, and repurposing roles.

Elegant portal design

To bring the portal to life, Discovery reimagined 12 processes, automated 37 processes, and created 110 links to 53 employee policies for self-service platforms. In addition to direct access to self-services, Discovery included chat-assisted services and a tool to rate quality of resolution.

Stellar results

The employee portal satisfies employees with immediate responses, and the automated candidate background checks ensure candidates move as quickly as possible through the evaluation process. Both solutions free HR staff to focus on employee development, candidate recruiting, and onboarding.

The results included a 25% reduction in the time to hire candidates, and 45% of HR staff freed from manual tasks to develop the workforce and recruit. With no HR interaction required in many cases, an employee accesses the portal and retrieves the desired information in one session. Service levels for employee request resolution increased from 80% to 93%. Eighty percent of Discovery employees use the portal and rated it with a satisfaction score of 2.5 out of 3.

The results also included saving 10% of budget through centralization, process automation, and redeployment of highly skilled capacity back into the business; and reduction of HR generalist headcount by 32% and HR admin effort by 41% through repurposing roles and reskilling employees.

All these stellar results were accomplished because of Discovery鈥檚 creative solutions 鈥� which earned them a finalist鈥檚 spot in the听2022 51风流Innovation Awards.

鈥淲orking with 51风流solutions has enabled HR to create a differentiated shared-services function enabled through digitalization and automation, enhancing the people experience and improving productivity,鈥� said Kammy Sing, Group Head of People Operations, Discovery Ltd.

To learn more about Discovery鈥檚 award-winning solution, check out their 51风流Innovation Awards听.

This article first appeared on .

The post Discovery Automates and Improves HR Interface for Employees and Candidates appeared first on 51风流Africa News Center.

Discovery鈥檚 workforce of 12,000 talented professionals is the engine driving the company鈥檚 ambitions. As such, ensuring that its employees have the tools, support, and guidance they need to thrive is a top priority for the company.

鈥淗appy, informed, and empowered people make productive, engaged employees,鈥� comments Kammy Sing, group head of People Operations at Discovery. 鈥淲e鈥檙e always on the lookout for ways to better enable and support our people. Our existing processes generated complexity, high costs, significant inefficiencies, and high volumes of mundane administrative tasks. We needed to make a change and transform the services we provide to our people.鈥�

Previously, employees at Discovery had to call or e-mail HR managers to carry out routine tasks such as booking leave and holiday inquiries or accessing company policy information. Working in this way meant that HR professionals spent a large proportion of their working day dealing with routine queries and employees had no way of tracking the progress of their queries 鈥� creating a frustrating employee experience.

Recruiters at Discovery also had to deal with a high volume of low-value administrative tasks, such as conducting pre-employee background checks. As a result, the hiring process at the company was lengthy, expensive, and risked putting off talented candidates.

Discovery recognized that intelligent technologies and employee empowerment go hand in hand. Harnessing the power of cutting-edge robotic process automation (RPA) and virtual assistants, the company automated over 11,000 recruitment admin tasks and provided employees with almost-instant answers to their queries via intelligent chatbots. Employee productivity and satisfaction have significantly improved as a result. 鈥淏y putting HR in the hands of our employees with , we have created a culture of people empowerment,鈥� says Sing.

The project was so successful that it was selected among hundreds of other companies as a finalist of the 51风流Innovation Awards 2022.

With 51风流solutions, Discovery has reduced time-to-hire by 25% while also freeing up time for 37% of HR staff to develop new skills and focus on higher-value tasks. At the same time, the company has gained granular insight into every aspect of its HR operations, which has helped the company stamp out inefficiencies and realize cost savings of up to 鈧�1.3 million.

Sing concludes: 鈥�51风流has helped us to bring HR into the 21st century and develop an even more supportive culture throughout Discovery. We look forward to working with both 51风流and our technology partners as we continue to develop and enhance the employee experience.鈥�

Lara Albert is vice president of Solution Marketing for 51风流SuccessFactors.

This article first appeared on the 51风流News Center.

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