, 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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鈥淏usiness leaders increasingly understand the critical importance of diverse teams in driving innovation and growth,鈥� says Koolen. 鈥淣eurodiverse 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鈥檚 essential to build systems, processes and cultures that support and celebrate a diversity of thought and perspectives.鈥�

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).

鈥淢any workplaces have struggled to accommodate employees who think or process information in ways that differ from the norm,鈥� says Koolen. 鈥淭his 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.鈥�

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. 鈥淏y 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.鈥�

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鈥檛 align with the candidate鈥檚 strengths. 鈥淐ompanies 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.鈥�
• 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. 鈥淣eurodiverse 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.鈥�
• Build a culture of safety and support: Cultivating an inclusive workplace culture goes beyond systems and processes鈥攊t鈥檚 about creating a psychologically safe environment where all employees feel valued for their contributions. 鈥淓mployers can normalise conversations about neurodiversity by encouraging open dialogue, breaking down stigmas and fostering greater understanding within teams,鈥� explains Koolen. 鈥淓mployee 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.鈥�
• Measure – and celebrate – success: Koolen says it is essential to measure the impact of these initiatives, both on employee satisfaction and on business outcomes. 鈥淐ompanies 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.鈥� 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: 鈥淚n a future where diverse perspectives drive technological innovation, companies that prioritise neurodiversity today will be best positioned to lead tomorrow.鈥�

The post Celebrating Neurodiversity: How Companies can Foster a Culture of Diverse Thought appeared first on 51风流Africa News Center.

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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Research suggests that听15% to 20% of the global population听have 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 can听听while 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, and听.

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鈥檚 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,听everyone听benefits 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鈥攔egardless of how they think, learn, or engage鈥攆eels valued and empowered. The future of work is inclusive, and it鈥檚 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.

This article first appeared on .

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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.

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 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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Managing Director for Southern Africa at SAP,听emphasized the complexities faced by business and HR leaders amidst the evolving realm of work, shaped by hybrid models and intelligent technologies. 鈥淭he 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,鈥� 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.

听emphasized the transformative impact of AI on the HR sector, heralding positive disruptions that streamline operations, enhance decision-making, and elevate employee experiences. 鈥淭he influence of AI empowers HR professionals to focus on high-value activities such as strategy and vision,鈥� 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鈥檚 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. 鈥淭he 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.鈥�

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Does the entry of AI into every facet of our job functions represent a threat? On the whole, AI is largely expected to augment human capabilities, not replace them outright. The most likely impact of AI in the workplace is a transformation of our jobs and a shift in focus toward higher-value tasks.

This is reflected in some of the latest industry research.

One survey found that nearly half of European workers expect AI . A McKinsey analysis found that the impact of Generative AI on productivity , with 75% of that impact stemming from value generated in customer operations, marketing and sales, software engineering, and R&D.

What does AI hold for the world of work in 2024? My pick for the top three trends are:

Trend 1: Meeting demands for new types of skills

The rapid adoption of Generative AI in the business landscape in 2024 will drive demand for specialised Generative AI Prompt Engineers. Similar to how a sommelier is better at describing and pairing the unique characteristics of wines than the average person, so too will Generative AI Prompt Engineers excel at prompting Large Language Models to achieve more relevant, reliable and responsible business results.

For employers, this creates an opportunity to provide employees with valuable new skills that can transcend traditional job roles, especially within coding and software development. As Generative AI grows in popularity, the need for expert AI skills including good prompt writing will become indispensable to companies.

Trend 2: A new era for software developers

As the builders and engineers behind all of the world’s critical and most popular software applications, developers hold a special place within modern technology-led enterprises. In the year ahead, expect AI to become more embedded in the software development process, bringing rapid and dynamic changes.

In light of a surge in the use of Generative AI by developers, we will see the creation of new products and services, the automation of repetitive tasks, improvements in the quality of software, the emergence of entirely new ideas and business concepts, and personalised software development.

For companies, the opportunity is to rekindle creativity within their development teams and to redefine the boundaries of software development as we know it.

Trend 3: The indispensable value of managers

Is there a future where AI ‘manages’ teams of people? Highly unlikely. In fact, 2024 may very well see a resurgence in the role of managers in modern enterprises, especially in the delicate balancing act between implementing tighter budgets and greater bottom-line focus on the one hand and the motivating and engaging employees on the other.

Following a tenuous period in the wake of the pandemic and associated lockdowns where managers were largely cut off from their teams, the role of middle and frontline managers is back in focus.

While AI will inevitably be leveraged to support and improve management functions, it cannot adequately handle more complex tasks such as balancing the needs of neurodiverse employees with those of the business, for example.

However, this leaves managers under immense pressure from the top as well as from those under their management. Organisations will need to implement practices and processes to support the success of managers and empower them to navigate the complex problems they will inevitably deal with.

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Eurobank is one of Greece鈥檚 largest employers, numbering approximately 6,500 employees and one of the four leading banks in the country, with 鈧�81.5 billion in total assets under management and 500 office locations throughout Greece. In addition, it has 2,200 employees based at 120 sites in Luxembourg, Cyprus, Serbia, Bulgaria, and the UK.

As a leading employer in Greece鈥檚 banking industry, Eurobank provides its employees with a simple, modern method to accurately track their working hours. This not only ensures that employees are paid correctly but also helps the bank comply with strict new laws that require all clocked hours to be transmitted in real time to the Greek Ministry of Labor.

鈥淲e had to combine the strict legislation requirements along with a seamless and flexible work experience that we want to provide as an organization. We had to be very smart about this and we needed to do it fast,鈥� says Maria Tachataki, head of People Engagement and Communications at Eurobank and leader of the 51风流SuccessFactors solution implementation team. 鈥淲e achieved this using 51风流SuccessFactors Time Tracking in conjunction with听听(51风流BTP) in order to create that flexibility and achieve external connectivity.鈥�

New Law Puts Labor on the Clock

In 2021, the Greek government enacted labor law 4808/2021, which requires organizations with more than 250 employees to provide daily 鈥渓ive鈥� monitoring of their employees鈥� work schedules, shift planning, and overtime. The introduction of a Digital Work Card means employers need to connect their time tracking system directly to the Ministry of Labor鈥檚 ERGANI II IT platform for real-time updates to ensure compliance with rules around the maximum weekly working time and minimum daily and weekly rest periods for employees.

51风流SuccessFactors Time Tracking enables Eurobank to maintain compliance with the new regulation 鈥� especially important as penalties can exceed 鈧�10,000 per employee.

鈥淐ompliance is a reality of modern business. Eurobank demonstrates its leadership in this area with an innovative approach for advanced and sophisticated employee time tracking,鈥� comments听Andreas Xirocostas, managing director, 51风流Greece, Cyprus, and Malta. 鈥淎s laws and regulations evolve, it鈥檚 increasingly important for companies to have accurate data to meet compliance requirements. Companies that have visibility into their employee data will be best positioned to adapt to new regulatory directives.鈥�

Unified HXM Suite for a Live and Interactive Experience

Since 2018, Eurobank has been using 51风流SuccessFactors solutions as its core HRMS for all HR processes and talent management operations. The bank has recently also introduced 51风流BTP as a solution for agility to help innovate and adapt to evolving business needs.

Harnessing the power of听听has enabled Eurobank to deliver an inspiring employee experience and empower employees with tools to improve their daily work. With its people-first approach, Eurobank has achieved impressive milestones for employee engagement among its active 51风流SuccessFactors users, including more than 775,000 training hours logged and 13,000 performance assessment forms completed. By utilizing 124 interfaces or APIs, the 51风流SuccessFactors portfolio can effectively integrate data with other Eurobank IT systems and applications.

鈥淚t鈥檚 a very live and interactive experience for our employees, and time tracking with digital punch clocks is the cherry on top,鈥� Tachataki says. 鈥淪ince we had the entire suite of 51风流SuccessFactors, implementing the time tracking solution was an obvious choice.鈥�

Learn more听about how Eurobank puts people at the center of business with 51风流SuccessFactors solutions.

Prioritizing Data Accuracy, Integration, and Employee Experience

Most importantly for Eurobank, the new time tracking solution needed to be reliable, accurate, and seamlessly integrated with other HR processes. The bank required a high level of data accuracy to comply with Greek law and perform payroll processing on a third-party system.

鈥淲e are in the process of digitizing a lot of our workflows and a lot of our systems and services in the bank,鈥� says Tachataki, who underscores the attention given to ensuring an employee experience that accommodates shift work, remote work, and preapproved overtime and flex time 鈥� in addition to providing seamless work schedule management and optimization. 鈥淲e wanted to go to a modern platform where we could give both the employee and the manager the ability to manage their schedule much more efficiently and transparently.鈥�

The HR administrator鈥檚 experience also needed to be streamlined for efficiency and to reduce administrative burdens. 鈥淲e wanted it to be simple,鈥� Tachataki says. 鈥淲e wanted to have reporting and analytics based on that to support decision-making processes.鈥�

Change Management for Employees Enhances Success

Eurobank went live with 51风流SuccessFactors Time Tracking in January 2023, concluding a six-month project that included an intensive blueprint phase and near-daily interactions with the Ministry of Labor. Working within 51风流BTP, the IT team customized an interface to the solution, so the data collection adhered precisely to the requirements of Greek law. Altogether, the team developed 28 interfaces to facilitate the data exchange with the ERGANI II system.

Clear communication to the employees was an important contributing factor to the project鈥檚 success. 鈥淲e provided a lot of training and support before we went live,鈥� says Tachataki. 鈥淲e went through a change management pathway with our employees to allow them time to adapt to this new reality. We continue to improve the module through the 51风流upgrades and through our own intuitive creativity with the platform鈥檚 abilities.鈥�

When employees clock in or clock out in 51风流SuccessFactors Time Tracking, they see a clean, simplified user interface that facilitates quick action. They have an overview of their schedule 鈥� including flex time, approved overtime, and estimated leave time.

鈥淭he amazing results that Eurobank has achieved by using 51风流SuccessFactors Time Tracking for compliance show why agility is the watchword in business today,鈥� says Maryann Abbajay, chief revenue officer, 51风流SuccessFactors. 鈥淲hen faced with new legal requirements, Eurobank reached into the 51风流SuccessFactors tool kit and adapted a solution to meet compliance 鈥� and it did it while keeping employee experience in focus.鈥�

Truth in Data

As a result of providing an empowered employee experience through self-service, Eurobank logs over 5,000 clock-ins and clock-outs per day. 51风流SuccessFactors Time Tracking supports the company to make 131,000 API calls to the Ministry of Labor鈥檚 ERGANI II system each month.

Despite a high level of employee engagement, Eurobank is realistic that it is not possible to have 100% daily compliance among 6,500 employees, and some discrepancies have had to be clarified. Fortunately, this is an area where 51风流SuccessFactors Time Tracking supports the organization with data accuracy and transparency. 鈥淭he point is to have a managed inconsistency,鈥� says Tachataki, who explains, 鈥淚f there is an inconsistency, you need to be able to justify it so you don鈥檛 get fined and have a system that very accurately logs employees鈥� clock-ins and -outs and supports your case. 51风流SuccessFactors can help us do this.鈥�

Learn more about听.

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