• Around 48% of employees think that organisation will replace human managers with AI in the next five years
• 61% of employees expect that Ai will improve the quality of people decisions
• Employees expect that Ai will enable a 266% improvement in productivity within 5-years
• And 39% of workers skill sets will be outdated or transformed by 2030

“Lots of companies making very quick decisions to get rid of an entire area of their workforce only to just hire them back a few months later because they realised they weren’t ready for it”, says Megan Fife, Strategy Lead, 51ˇçÁ÷Success Factors.

“So our focus is understanding what that transformation means for HCM and how we can help you navigate it and lead it. 

Megan showed the three main pillars that 51ˇçÁ÷we’re focussing on as they built out their HR AI  strategy. 

Three Core Pillars of AI Adoption in Organisations:

1. The first one is elevating the human advantage. Here people are expected to do more with AI now.
2. The next pillar is redesigning work for impact. This is a really big and key pillar to AI adoption in HR, and this one certainly impacts HR across the board.
   1. Because now your company is looking to you to come up with a plan for the future. Addressing what happened in 2025, with lots of companies who featured in news headlines for making lots of cuts or alternatively making fast decisions around AI adoption too quickly. And your company does not want that to be their headline in 2026.Ěý
   2. More and more it’s looking like skills intelligence is going to be the future of planning your workforce.
      1. Truly understanding what skills do your employees have today?Ěý
      2. What skills do you need for the future?Ěý
      3. And how are you going to get there?Ěý
   3. And it’s likely going to be a mix of upskilling the workforce that you have, but also you may be hiring short-term or contract workers for things that may be a focus for the next one to two years.
3. ĚýAnd then finally there may be some specific skills that you know that you are hiring for outside of your organisation.

HR Needs a Comprehensive AI Plan

There are lots of different opinions about AI, but the important thing is that because it is disrupting the way that people and organisations work, there is more focus now than ever on HR to figure out what the plan is moving forward and how businesses are going to manage their people. This includes making sure that you have the right tools to deal with this disruption.

Expanding on the Three Pillars

At the start of AI adoption, a lot of the AI use cases were around employee self-service, manager self-service, and really empowering them to get things done in a way that makes sense to them and is easy and quick. According to Fife, what 51ˇçÁ÷is also looking at is how they can make sure that HR and administrative jobs are made easier by leveraging AI to really understand what some of the issues are and then make recommendations on how to fix them. 

The next piece or pillar is redesigning work for impact. This is a really big one. And this really impacts HR across the board, comments Fife.

“Because now your company is looking to you to come up with a plan for the future. .. and I don’t want to be in the headlines.

SAP’s focus is to assist to create a plan “so that we’re not in there and we’re future-proofing our workforce, She says. 

Skills Intelligence The Future

According to Fife, more and more it’s looking like skills intelligence is going to be the future of planning of workforces. Truly understanding what skills do your employees have today, and what skills will you need for the future? And how are you going to get there? 

The new buzzword of 2026 is autonomous: Autonomous payroll, autonomous HR. However, there still has to be a human ultimately in the loop and making the decision. And developing the right skills is going to play a key role in determining success in an AI driven economy.

This article first appeared in .

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51ˇçÁ÷HR Connect brought together a community of HR leaders to discuss how digital technologies are helping organisations reduce compliance risk, streamline operations, and unlock more strategic value from their people functions.

, Managing Director for Southern Africa at SAP, says the South African employment landscape is at a critical point. “Public and private sector companies are racing to unlock the power of AI and cloud technologies to improve their competitiveness and build capacity for future innovation. Every organisation needs an active, motivated and fully enabled workforce to realise full value from business transformation initiatives. At a time when demand for certain skills is at an all-time high, companies are increasingly leveraging powerful human capital management technologies to attract, retain and empower their employees.”

South Africa’s employment landscape is undergoing significant change, with new and proposed legislation introducing greater complexity into HR operations. Recent developments include the overhaul of parental leave following a landmark Constitutional Court ruling, proposed increases to statutory severance pay, and new regulations governing unpredictable and on-call work.

Together, these changes are increasing the administrative burden on HR teams and raising the stakes for compliance. Organisations must now manage more complex policies, maintain accurate and defensible records, and ensure consistent application of rules across increasingly diverse and dynamic workforces.

“HR teams are operating in a fundamentally different environment today,” said , Head of 51ˇçÁ÷HCM for MEA South. “Compliance is no longer a periodic exercise but a continuous, data-driven discipline. Organisations that continue to rely on spreadsheets and fragmented systems without leveraging the power of AI-driven innovations are exposing themselves to unnecessary risk and inefficiency.”

Many organisations continue to rely on manual processes such as spreadsheets and disconnected systems to manage HR activities. However, these approaches are increasingly unsustainable in a fast-changing regulatory environment.

Tiwary says manual systems make it difficult to maintain accurate, up-to-date employee records, track compliance requirements, and produce reliable audit trails. “They also consume a significant portion of HR capacity, limiting the ability of teams to focus on higher-value activities such as talent development, workforce planning, and employee experience. As compliance requirements grow more complex, the need for integrated, digital HR systems is becoming more urgent.”

A 2025 PwC global study found that  to drive compliance activities in a clear signal that the limitations of manual approaches have reached a tipping point. The study identified faster identification of compliance issues (53%), better risk visibility (64%), and increased productivity (43%) as the leading drivers of compliance technology adoption.

, Group Human Capital: Chief Operating Officer, Sanlam, said: “We have adopted an ambidextrous strategy for our digital and data transformation journey, simultaneously exploiting operational excellence, proficiency and efficiency in our current landscape while exploring incremental innovation that enhances and elevates the user experience while driving the longer-term transformation journey focused on leveraging intelligent, transformative technology to drive business value.”

By digitising HR processes and documents, organisations can create a single source of truth for employee and organisational data — including positions, time tracking, and cost centres — ensuring information is accurate, consistent, and always up to date.

,ĚýChief Operating Officer Discovery People, Discovery Ltd, noted that shared services is a catalyst for reinvention. “When data, technology, and people are fully integrated, organisations don’t just scale but evolve, creating platforms for growth, innovation, and long‑term impact.”

Integrated capabilities across recruiting, onboarding, payroll, and time management further streamline processes and support compliance from hire to retire. In addition, continuous performance management, learning, compensation, and succession planning capabilities help organisations not only remain compliant but also build more engaged and resilient workforces.

“Digitisation should go beyond efficiency to enable HR to play a more strategic role in the business,” says Tiwary.  “When compliance is embedded into systems and processes, HR teams are freed up to focus on developing talent, strengthening culture, and driving long-term organisational performance.”

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, Managing Director at Food Concepts Plc (FC), says: “Our 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.”

is a leading multi-brand quick-service restaurant group. The company operates three of Nigeria’s 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. “We sought a partner that would support the management of our ‘Hire to Retire’ 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.”

The company chose 51ˇçÁ÷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 51ˇçÁ÷regional Gold partner to support the implementation, covering all core HR business processes.

, Technology Partner at WYZE, says: “We implemented several core 51ˇçÁ÷SuccessFactors modules, including Employee Central, Performance & Goals, and Recruiting. Additionally, our bespoke payroll solution – WYZE Payroll – was deployed to support the employee lifecycle journey.”

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

“WYZE is an experienced 51ˇçÁ÷partner based in Nigeria and understands the local work culture and nuances required to manage such a complex rollout,” says Kofi. “As 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.”

Claudette further added the implementation of various 51ˇçÁ÷SuccessFactors modules has helped the company improve process efficiency and enhance the overall employee experience. “We 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.”

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: “With 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’ executive team, the company can now confidently execute its growth strategy and that its most precious asset, its people, are well looked after.”

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“Business leaders increasingly understand the critical importance of diverse teams in driving innovation and growth,” says Koolen. “Neurodiverse individuals possess unique strengths, from processing information in unconventional ways to thinking creatively to hyper-focused attention to detail, all of which can offer invaluable contributions to the workplace. For companies to fully benefit from neurodiverse talent, it’s essential to build systems, processes and cultures that support and celebrate a diversity of thought and perspectives.”

Challenging stereotypes

March 17-23 is , a worldwide initiative that challenges stereotypes and misconceptions about neurological differences. The initiative was founded to change the narrative around neurodiversity and create a balanced view that focuses equally on the talents and strengths of neurodiverse individuals.

Although all people exist somewhere on the spectrum of neurodiversity, the term is mostly used to describe individuals with distinct neurological or developmental differences, including autism, dyslexia, attention deficit hyperactivity disorder (ADHD) and obsessive-compulsive disorder (OCD).

“Many workplaces have struggled to accommodate employees who think or process information in ways that differ from the norm,” says Koolen. “This has led to employees with conditions such as autism spectrum disorder, ADHD, dyslexia and other forms of neurodivergence to be excluded or misunderstood. However, we are in the midst of a shift in how companies embrace neurodiversity and unlock the value of unique perspectives and contributions.”

A study cited in found that neurodiverse employees at one organisation were 30% more productive than their colleagues.

A also cited a statistic that up to a quarter of CEOs believe they are dyslexic, although few feel confident enough to declare this publicly.

Building inclusive workplaces

Koolen says companies have a responsibility to foster environments where neurodiverse employees can thrive. “By redesigning recruitment practices, creating flexible workspaces, fostering inclusive communication, and building a culture of psychological safety, we can unlock the full potential of neurodiverse talent. When combined with the growing capabilities of AI to support these initiatives, we can create workplaces that not only accommodate diverse thinkers but actively celebrate and empower them.”

She provides practical tips for companies on how they can support neurodiversity:

• Redesigning hiring and recruitment practices: Many traditional hiring processes exclude neurodiverse candidates by focusing on standard interview techniques that don’t align with the candidate’s strengths. “Companies should consider alternative interview formats – for example skills-based assessments or task simulations – to allow neurodiverse candidates to demonstrate their abilities. Clear and structured job descriptions that emphasise essential skills and tasks over vague or ambiguous language can also help. Hiring managers should also be trained to recognise the unique strengths of neurodiverse candidates.”
• Creating more flexible work environments: It is vital to create workplaces where neurodiverse employees can thrive. Koolen notes that systems and processes offering greater flexibility can support individual working styles. “Neurodiverse employees may have sensory sensitivities that require quiet rooms, adjustable lighting or modular seating options that create a more comfortable workspace. Adaptable work schedules including remote work allows employees to work during their peak energy levels and productivity periods. In addition, AI-driven support tools may help HR teams improve their support to neurodiverse employees through personalised task management, reminders, and communication support.”
• Build a culture of safety and support: Cultivating an inclusive workplace culture goes beyond systems and processes—it’s about creating a psychologically safe environment where all employees feel valued for their contributions. “Employers can normalise conversations about neurodiversity by encouraging open dialogue, breaking down stigmas and fostering greater understanding within teams,” explains Koolen. “Employee resource groups for neurodiverse employees can also offer peer support and create a sense of community, while mentorship programs can bridge the gap between neurodiverse employees and their colleagues.”
• Measure – and celebrate – success: Koolen says it is essential to measure the impact of these initiatives, both on employee satisfaction and on business outcomes. “Companies that succeed in building inclusive environments for neurodiverse talent will often see improvements in innovation, problem-solving, and team dynamics. Recognising and celebrating these successes publicly is key to reinforcing the value of neurodiversity.” In addition, says Koolen, HR teams should use metrics such as employee retention, productivity and innovation to show company leadership how neurodiversity is delivering tangible benefits to the organisation.

Koolen adds: “In a future where diverse perspectives drive technological innovation, companies that prioritise neurodiversity today will be best positioned to lead tomorrow.”

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The recently held 51ˇçÁ÷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.

51ˇçÁ÷Now Africa 2024 is SAP’s 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’s 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, ,Ěýaddressed these themes, delivering critical findings that demonstrate dedication to providing comprehensive, forward-thinking HR solutions that meet the needs of modern businesses.

ĚýThe 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 “right” 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.

ĚýTrends 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.

51ˇçÁ÷has made significant efforts in AI and time management, offering solutions like , an AI copilot that simplifies interactions with 51ˇçÁ÷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 “The biggest investments in HR today are in talent and skills management.” 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 51ˇçÁ÷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 51ˇçÁ÷system, enterprises can opt to keep payroll in S/4HANA (pronounced ‘S4Hana’), which may complicate SuccessFactors integration, or migrate to 51ˇçÁ÷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.

“While 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,” 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. 51ˇçÁ÷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.

ĚýImproving 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’s platforms are unified, payroll can be integrated with systems such as talent management and time tracking more successfully. ľţ°äłÝ’s 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.

ĚýUsing 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. 51ˇçÁ÷SuccessFactors helps mitigate these challenges by providing tools that optimise compensation balance, enhance performance integration, and streamline payroll processes. ľţ°äłÝ’s 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—an 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’s 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’s workforce values salary transparency more than ever before. SAP’s pay model addresses this need by recording wage modifications, incentives, and performance reviews over an employee’s employment, which will then play a crucial role in tomorrow’s 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.

ľţ°äłÝ’s 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 51ˇçÁ÷Now Africa insights

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Research suggests thatĚý15% to 20% of the global populationĚýhave some form of neurodivergence. Business leaders have to consider their company strategy to building more accommodating workplaces for neurodiverse talents while also acknowledging that 15-20% of their customers also likely have some form of neurodiversity.

However, many organisations have historically struggled to accommodate employees who think or process information in ways that differ from the norm. Neurodiverse individuals, who typically have conditions ranging from autism spectrum disorder (ASD) and dyslexia to attention deficit hyperactivity disorder (ADHD), have often found themselves excluded or misunderstood.

As technology continues to advance, accelerated by the growth of artificial intelligence, organisations face an unprecedented opportunity to broaden their support of and improve their utilisation of neurodiversity within the workplace.

Strong business case for embracing neurodiversity

The business case for embracing neurodiversity is clear. Research shows that diversity of thought is a key driver of creativity and canĚýĚýwhile enabling teams to identify and reduce risks by up to 30%. Data by Deloitte reveals that organisations with inclusive cultures are twice as likely to meet or exceed their financial targets, six times more likely to be innovative, andĚý.

However, rigid workplace structures and traditional management approaches, combined with a lack of awareness and flexibility, have alienated neurodiverse individuals. This brings us to a pivotal moment for creating truly inclusive workplaces that embrace a diversity of thoughts, cultures and capabilities.

Unleashing AI in service of diversity

The rise of AI and the broader tech ecosystem is allowing organisations to rethink how they support neurodiversity in the workplace. AI’s growing capabilities for adapting, learning and personalising experiences makes it a game-changer for fostering inclusive work environments.

Through intentional design and thoughtful implementation, AI tools have the potential to help neurodiverse employees work more effectively and comfortably in neurotypical settings.

Some use cases for AI in support of neurodiverse employees include:

• Aiding communication: AI-powered tools can help neurodivergent employees that struggle with communication to more easily communicate and engage with coworkers through text-to-speech and speech-to-text tools. AI tools can also help employees with dyslexia to improve the clarity of their written communication and reduce errors.
• Improving task management: Employees with ADHD or executive function disorders may benefit from AI-based project management tools that break tasks into smaller parts, set reminders, and manage workflows to prevent overwhelm.

• Better learning: Adaptive learning systems can adjust training material to match the learning style and speed of individual employees, reducing training-related stress. AI can also be used to develop personalised training platforms that are tailored to the specific needs of neurodivergent workers.

• More welcoming workplaces: AI can be used to create adaptive work environments that allow neurodivergent employees to adjust the workplace to accommodate their needs. For example, AI-powered noise cancelling software can reduce auditory stress for those with sensory sensitivities, while lighting automation powered by AI can help regulate the office environment for employees with sensitivity to light.

The impact of these technologies will extend far beyond the neurodiverse community. In reality,ĚýeveryoneĚýbenefits from flexible, personalized systems that account for different learning and working styles. No two people process information or engage with tasks in the exact same way, and by embracing this variability, organisations can foster a more adaptable and productive workforce.

Ultimately, the collaboration between HR, technology, and leadership will define how well organisations harness this potential. With early awareness and a proactive approach to design, AI can help build a workplace where everyone—regardless of how they think, learn, or engage—feels valued and empowered. The future of work is inclusive, and it’s within our reach.

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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’t 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’t new, it gained traction. Then the demand in the ‘90s on profit over people drove a wedge between the trust engendered between the employer and the employee – 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 – millennials and up-and-coming Gen Z are less likely to fall under the ‘80s work hard, work harder cosh.

“We share the results publicly, but participation is anonymous. We then build trust by changing the areas where our people have concerns.”

Ghouwah Emandien, iOCO

There’s a lot of talk about how employees are the lifeblood of the business and it’s 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: “We 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 securityĚýstandards and be accessible across multiple channels. Our office, field, production and warehousing staff had to access and interact with the solution.”

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’s easy to use.

It’s 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 51ˇçÁ÷modules to manage performance, learning and development. “Our business is centred around continued professional development so we have controls around risk management, indemnities and independent training managed within the 51ˇçÁ÷SuccessFactors,” 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 dataĚýand implementing qualitative and quantitative metrics.

“We use the data provided by our HCM platform to measure factors such as turnover, attrition, and extended absenteeism,” she says. “These are important for data analysis as we can use the information to make informed management decisions.”

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. “We also focus on upskilling and reskilling as well as on inclusion and diversity within our platform,” 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. “The 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.”

“Employees need to trust that the organisation has selected the right technology that ensures they are rewarded for doing their job.”

Candice Hartley, KPMG

She adds that trust isn’t just in how an employee’s data is used, but in how it is protected. “When 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. “You 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’ve 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.”

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.

This article first appeared on .

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1. 51ˇçÁ÷leads with ethics

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

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 51ˇçÁ÷portfolio, and is designed to transform the way a business runs by leveraging intelligent technology across the various business applications. I’ve 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 51ˇçÁ÷ecosystem.Ěý

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 SAPĚý. 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. 51ˇçÁ÷SuccessFactors resources

There are large teams of people at 51ˇçÁ÷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:Ěý,Ěý,ĚýĚýandĚý. Also I share a weekly AI Byte on LinkedIn that introduces something new in the area of AI, please follow me atĚý. Lastly, please be sure to check out this interesting White PaperĚýĚý(valid 51ˇçÁ÷credentials required).

5. Partners play a critical role in 51ˇçÁ÷SuccessFactors’ AI strategy

51ˇçÁ÷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 blogĚýĚýfor more information.

Ěýto enrich, enhance and extend your applications, landscapes and processes.

This article first appeared on the EPI-USE website:

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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 – right in the heart of the beach district of Dubai (who said conferences can’t 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’s 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 51ˇçÁ÷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’s easy to be impressed by 51ˇçÁ÷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 51ˇçÁ÷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 51ˇçÁ÷HR Connect

There were two key takeaways we took from 51ˇçÁ÷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 ‘one-size-fits-all’ 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’s important to you and your business, so that should be your focus.

In closing, a huge thank you to 51ˇçÁ÷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’re excited to continue the conversation throughout 2024 at the rest of the 51ˇçÁ÷HR Connect events.

This article first appeared on the EPI-USE site:

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Managing Director for Southern Africa at SAP,Ěýemphasized the complexities faced by business and HR leaders amidst the evolving realm of work, shaped by hybrid models and intelligent technologies. “The ongoing influence of flexible hybrid work environments continues to place significant pressure on businesses to prioritize employee well-being and ensure adequate support as they navigate the intricacies of modern work,” she remarked.

Furthermore, with the expected surge of AI across various spheres of work and life in the upcoming months and years, leaders must find a delicate balance between innovation efforts and fulfilling the needs of their employees, who are the cornerstone of organizational success during this period of uncertainty.

A survey conducted by SAP, comprising HR leaders and over 1300 employees worldwide, revealed that slightly over a third of organizations are actively adopting intelligent technologies like AI. These technologies find applications in various HR functions ranging from recruitment to learning and employee engagement. However, according to research by IDC, understanding the appropriate implementation of intelligent technologies such as AI remains one of the top challenges for HR professionals today.

Ěýemphasized the transformative impact of AI on the HR sector, heralding positive disruptions that streamline operations, enhance decision-making, and elevate employee experiences. “The influence of AI empowers HR professionals to focus on high-value activities such as strategy and vision,” he noted. By harnessing a strategic blend of technology and innovation, HR professionals can liberate time spent on routine tasks and concentrate on enhancing the employee experience and delivering greater value to the organization.

One of the paramount applications of AI in Human Capital Management lies in enabling data-driven decision-making. Modern AI analytics furnish HR professionals with insights that inform workforce planning, identify skill gaps, and predict employee turnover, thereby facilitating more effective strategic decision-making. Additionally, AI holds promising potential in mitigating bias to foster greater diversity and inclusivity in the workplace.

AI’s impact extends across various HR functions and tasks, with new use cases emerging regularly. From automating CV screening to deploying chatbots for initial candidate engagements, AI aids in reducing time-to-hire while enhancing candidate experiences.

Khota underscored the predictive capabilities of AI in shaping workplace trends, ensuring businesses remain at the forefront of talent management and retention efforts. “The integration of AI in HR is not merely reshaping current practices but serves as a fundamental enabler for the future of work, where human expertise and technology collaborate to cultivate more adaptable, innovative, and thriving workplaces.”

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