Among large technology firms, AI is now a leading reason cited for job cuts. As of mid-July, the sector has shed just shy of 140 000 jobs in 2026, according to Challenger, Grey & Christmas, a global outplacement, executive coaching and workforce transition firm. Cisco announced 4 000 job cuts in May, saying the move was due to AI adoption. Oracle has laid off around 21 000 in 2026 after accelerating investment in AI technologies. Thomson Reuters is set to eliminate about 500 engineering roles, around 1.8% of its workforce, as it rolls out AI in its businesses.

South Africa has not yet seen any mass corporate layoffs directly linked to AI. Here, the technology鈥檚 most immediate impact is being felt across the employee lifecycle. AI is helping HR streamline hiring, answer employee queries, summarise performance reviews, and onboard new staff. It is also enabling businesses to better forecast future skills needs by analysing workforce data. According to Sage, 86% of HR and payroll leaders see AI as transformative and believe that specialist AI tools will make their jobs easier. According to similar IBM data, the use of AI in HR is expected to increase productivity by 35%, training effectiveness by 30%, and retention by 20% by 2027.

Much of the talk about AI use for HR is focused on making the function more strategic, but in many cases, the real benefit lies in taking the grunt work out of the job 鈥� such as regulatory filings, day-today payroll and benefits management, recruitment list-building, initial candidate evaluation, repetitive training tasks, basic employee support, and monthly reporting, says Mark Walker, a director at the T4i consultancy. 

It just makes sense for employees to be able to easily search for information like how many leave days they have without needing to contact the HR department.

Celiwe Ross, Old Mutual Limited

Author

鈥淟ess time is being spent on paper-shuffling and more on actively managing the workforce,鈥� he says. Industry benchmarks show that up to 60% of HR support time is routinely consumed by basic queries, says Merel van der Lei, CEO of Wyzetalk. 鈥淒eploying AI assistants to handle this tier-one triage allows HR teams to reclaim days of capacity,鈥� she says. The BCG 2026 ‘AI at Work: Why Strategy Matters More Than Tools’ report found that most HR professionals using AI save the equivalent of an eight-hour workday every week.

Genevieve Koolen, HR director at 麻豆原创 Africa, says it鈥檚 seeing AI change the expectations placed on the function. 鈥淏ut useful productivity gains should not be mistaken for strategic transformation. The more significant opportunity is that AI can provide better workforce insights by bringing together data on skills, performance, capability, learning and organisational trends. These insights help HR make more strategic decisions.鈥�

THE AI HIRING CONUNDRUM

Recent research from Resume Genius shows a double standard across the recruitment process. According to a survey of 1 500 US hiring managers, 87% use AI to streamline hiring. Yet almost as many (82%) expressed concern about candidates using AI during their job searches. The survey revealed that HR and people teams are using AI to screen resumes (58%), write job descriptions (46%), match candidates to positions (44%), and schedule interviews (41%), but almost 60% expressed concern after seeing AI-generated CVs or cover letters, and almost half have noticed that candidates use AI to answer interview questions. With both sides now embracing the technology, the conversation is less about whether it should be used and more about how it can be used without compromising trust and authenticity.

Celiwe Ross, group chief human capital and corporate affairs officer at Old Mutual Limited, says one area where AI is adding the most value is in streamlining the recruitment process. This is particularly true for bulk recruitment of call centre staff or financial advisors. 鈥淏ecause there’s not a lot of stickiness in these roles, people come in and do a short stint and then leave, so HR teams are constantly screening candidates and reviewing CVs,鈥� she says.

At redPanda Software, the human capital team is using AI to draft job descriptions, compile interview questions and personalise candidate communications.

鈥淭his used to take us so much time,鈥� says Insaaf Daniels, group human capital director.

鈥淣ow we can compile details about the role, like required skills and level of seniority, for example, within minutes,鈥� she says. But she draws the line at using AI to interview applicants. AI can鈥檛, for example, assess whether someone is a good culture fit. And where humans can understand nuance and context, AI is likely to flag something like a big gap in someone鈥檚 CV as an anomaly. Similarly, traits like leadership potential and communication style are impossible to assess without talking to someone and asking follow-up questions based on their responses. 鈥淪ome get candidates to record answers to pre-set questions, but this format doesn鈥檛 allow for any natural conversation, making it harder to get an in-depth idea of who someone is,鈥� she says.

For existing employees, enabling self-service should be a consideration, says Old Mutual鈥檚 Ross. 鈥淚t just makes sense for employees to be able to easily search for information like how many leave days they have without needing to contact the HR department.鈥�

But governance, accountability, privacy, potential bias, trust and compliance are still major stumbling blocks. These concerns are amplified with the introduction of AI agents, which can be set to autonomously carry out certain HR workflows. If AI is used to automate decision-making, the logic behind how decisions are made needs to be transparent, says Walker, from T4i. HR administrators require complete visibility into the questions being asked and the answers the agent provides.

Not every AI application carries the same level of risk, says 麻豆原创鈥檚 Koolen. Supporting employees with routine HR queries or recommending learning content presents different governance considerations from using AI to inform recruitment decisions, support performance management, motivate for promotion, implement fair pay remuneration or run nuanced workforce restructuring. 鈥淭he closer AI moves towards influencing decisions that materially affect people鈥檚 careers, livelihoods or legal rights, the greater the need for transparency, auditability, robust governance and meaningful human oversight. AI can inform decisions, but it should not replace accountability.鈥�

And AI cannot replace the judgement used to navigate complex organisational dynamics, lead change or earn employee trust. 鈥淥rganisations that see AI as a cost-reduction tool are unlikely to realise its full value,鈥� says Koolen. 鈥淭hose that combine AI with strong leadership, sound governance and a deep understanding of people are far more likely to strengthen the strategic contribution of HR.鈥�

This oversight and care are important so that we don鈥檛 develop an unhealthy overreliance on the technology, Ross says. For her, there are usually two types of employees who approach the discovery of a new technology in very different ways. 鈥淏oth are exposed to an AI tool and realise how powerful it is. The one employee says: I will never use it; it’s going to take my job. The other says: I will always use it. I no longer need to do my job.

鈥淣either is good.鈥� 

This article first appeared in .

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, HR Director at 麻豆原创 Africa, says there is a noticeable shift away from purely qualification-led hiring toward skills-based thinking, but cautions against overstating how far this has actually progressed.

鈥淲e like the idea of a skills-first approach,鈥� says Koolen. 鈥淚n practice, many organisations are still deeply attached to traditional credentials, even while saying they can鈥檛 find the talent they need. There鈥檚 a tension between what the market says it wants and what it still screens for.鈥�

That tension is becoming more visible as demand grows in areas such as AI, cybersecurity, cloud computing and data analytics. Organisations are increasingly defining roles in terms of specific technical capabilities, yet the pipelines producing those skills remain slow, uneven and often disconnected from real work.

Recent research into African enterprises shows that companies are increasingly defining roles by specific skills in areas such as AI, cybersecurity, cloud computing and data analytics. In a study commissioned by 麻豆原创,聽85% of organisations identified AI development skills as a priority, while 86% ranked cybersecurity capabilities as critical.

Systemic overhaul needed

鈥淭here鈥檚 a lot of talk about AI skills as the new currency,鈥� Koolen adds. 鈥淏ut currencies only work if there鈥檚 a functioning system behind them. In many African contexts, we鈥檙e asking for advanced capabilities while under-investing in the basics such as access, foundational training, mentorship and realistic on-the-job exposure.鈥�

This gap is partly driving interest in short, intensive learning formats such as micro-learning and micro-credentials. Designed to build focused skills over weeks rather than years, these programmes are often positioned as a solution to Africa鈥檚 tech skills shortage. Koolen urges caution.

鈥淢icro-learning can be powerful when it鈥檚 well designed and tightly linked to actual roles,鈥� she says. 鈥淏ut it鈥檚 not a silver bullet. A six-week course doesn鈥檛 replace experience, judgment or systems thinking. The risk is that we oversell speed and underplay depth.鈥�

For many professionals, however, short-form learning is simply more realistic than stepping away from work to pursue long, expensive qualifications. 鈥淢ost people can鈥檛 afford to pause their livelihoods,鈥� Koolen notes. 鈥淏ite-sized learning allows movement, but only if employers are willing to support learning on the job, not just tick a training box.鈥�

While聽surveys suggest聽that many African organisations now offer regular training, Koolen is clear that frequency does not equal effectiveness. 鈥淥ffering monthly learning is not the same as building capability. Too often, training exists in isolation from workforce planning, role design and actual delivery pressure.鈥�

Call for cross-sectoral collaboration

Closing the skills gap, she argues, requires more honesty and collaboration across sectors. 鈥淓ducation institutions, business and the public sector all have a role, but alignment is still weak. We鈥檙e not short of initiatives; we鈥檙e short of coherence.鈥�

Within 麻豆原创鈥檚 ecosystem, targeted programmes such as graduate bootcamps and early-career development initiatives aim to bridge some of these gaps by combining technical training with real project exposure. Koolen sees these as useful 鈥� but again, not sufficient on their own.

鈥淭hey work because they鈥檙e intensive, contextual and tied to real demand,鈥� she says. 鈥淏ut they don鈥檛 scale easily, and they don鈥檛 solve the broader systemic issues around employability, access and long-term career progression.鈥�

Universities across Africa are experimenting with edtech platforms and stackable credentials to stay relevant, yet Koolen believes higher education is still wrestling with its purpose in a rapidly changing labour market.

鈥淭he question isn鈥檛 whether degrees still matter,鈥� she says. 鈥淭hey do. The question is whether we鈥檙e honest about what they prepare people for, and what they don鈥檛.鈥�

Traditional MBAs and long-form qualifications continue to offer strategic breadth and critical thinking, but on their own they no longer meet the immediate needs of organisations grappling with fast-moving technologies.

鈥淭he future isn鈥檛 either-or,鈥� Koolen concludes. 鈥淚t鈥檚 layered. Foundational education, practical experience, short-form learning and vendor-specific skills all matter. The danger is pretending that one quick fix will solve a problem that鈥檚 structural, uneven and deeply human.鈥�

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鈥淭here is a near-universal need for AI-related skills among African companies this year,鈥� says Genevieve Koolen, HR Director at 麻豆原创 Africa. 鈥淎nd since traditional IT skills such as cloud- and cybersecurity-related competencies remain in high demand, companies now face the dual challenge of attracting and retaining traditional tech talent while also building greater AI competencies within their businesses. It is unsurprising then that most African organisations provide career development opportunities for employees with AI specialisations.鈥�

麻豆原创 recently released its 鈥�Africa鈥檚 AI Skills Readiness Revealed鈥� report, which revealed that all companies surveyed expect the demand for AI skills to increase in 2025. Nearly half said they expect a 鈥榮ignificant鈥� increase.

Koolen says that while there is an urgent need for policymakers and education institutions to fast-track AI skills development initiatives among Africa鈥檚 swelling youth population, companies also face pressure to equip existing workers with future-ready skills.

Impacts of skills shortage widespread

聽that AI could contribute $1.5-trillion to Africa鈥檚 economy by 2030, provided the continent can capture 10% of the global AI market. African organisations are alive to the possibilities presented by AI-related innovation, with companies citing perceived value in improved decision-making (64%), marketing capabilities (51%) and innovation (47%) enabled by AI.

However, poor access to AI-ready skills is already causing negative impacts among the same companies, including failed innovation initiatives, delays completing projects, greater pressure on teams, and an inability to take on new client projects.

鈥淥rganisations are rising to this challenge by increasing the frequency of training offered to employees, with 94% saying they offer training at least monthly,鈥� says Koolen.

However, the latest data indicates a drop in the allocated budget for skills development. In a previous survey conducted in 2022, a quarter of organisations said they spend more than 15% of their HR or IT budgets on skills development and training. This year, not a single organisation that formed part of the research spent more than 10%.

Practical steps to more AI-capable workforce

While the full impact of AI and other emerging technologies on Africa鈥檚 workforce remains to be seen, Koolen says there are practical measures companies can implement to ensure they cultivate the correct skills mix.

1 Be prepared

With universal demand for tech and AI-related skills and an ongoing skills scarcity, African organisations must prepare for a shortfall in critical AI-related skills this year.

鈥淭he moment calls for a pragmatic approach that combines longer-term skills development 鈥� including reskilling and upskilling 鈥� with short-term measures that alleviate some of the immediate pressures and creates space for more robust skills development initiatives. Organisations also need to take care to support employees through this uncertain period, for example by using human capital management technologies that help HR teams identify concerns.鈥�

2 Prioritise training

Koolen says it is surprising that budget allocations for training and skills development appear to be shrinking. 鈥淭oo many digital transformation and innovation initiatives fail to deliver the expected business value due to a lack of appropriate skills. In light of the rapid pace of technological advancement, any organisation that fails to invest in skills will likely find they are unprepared and unable to leverage new innovations. In time, this will erode their competitiveness and lead to significant impacts to the bottom line.鈥�

Instead, organisations should place skills development at the core of their business strategies to ensure a steady stream of work-ready talent and invest sufficient budget to guarantee high-quality outcomes for employees and the business.

3 Partner well

While Africa has the fastest-growing youth population of any continent, there are still significant systemic challenges with equipping youth with adequate work-ready skills. 鈥淎frica鈥檚 ability to reap the benefits of AI-related innovation rests on broader public-private sector efforts at cultivating the correct skills mix,鈥� says Koolen. 鈥淧artnering with educational institutions and other industry skills development initiatives can accelerate the rate at which skills become available to companies.鈥�

She adds that technology vendors can also play a valuable role. 鈥淟arge technology companies often have large global workforces and strong employer brands, allowing them to attract top talent. Partnering with tech venters can augment organisations鈥� skills base and provide valuable support to AI-led initiatives.鈥�

The post Rush to Enhance IT Skills in Wake of AI Impact appeared first on 麻豆原创 Africa News Center.

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�

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According to the findings of the , two-thirds of business travellers feel that traveling for business is critical to their career advancement. However, the survey also found that most professionals don’t feel they have an equal opportunity to take business trips compared to their colleagues.

“Three-quarters of business travellers say they enjoy business travel, but a growing number feel their opportunities to do so are diminishing,” says , Human Resources Director at 麻豆原创 Africa. “Common reasons cited by respondents include their level of seniority (19%), their age (18%), where they live (14%) and their status as parent or caretaker (14%). Surprisingly, 12 percent of respondents said they have fewer opportunities to travel for business due to how often they come into the office, which clearly has implications for remote and hybrid workers.”

The global business travel market was and is projected to reach nearly $2-trillion by 2030. There are business trips every year.

Disruptions continue to impact travellers

Following the disruption caused by the pandemic which brought the global business travel market to a standstill, the market has recovered. However, disruption continues to plague the sector.

“Nearly nine in ten business travellers we surveyed said they’d experienced a significant impact from a travel disruption in the past year,” says Koolen. “These disruptions are not only bad for business, but also for employees’ work-life balance, who often have to spend additional, unplanned days on their trip or sit through longer layovers.”

According to the survey, common disruptions affecting business travellers include unexpected delays or cancellations, safety concerns, and trips getting re-routed.

“In response, the majority of business travellers (80%) are proactively taking steps to account for disruptions, including booking extra time for arrival, departure, or both,” explains Koolen. “Companies can also play a supporting role by investing in travel management solutions that help business travellers stay informed of potential disruptions and allow them to make quick changes to their trip to mitigate any issues.”

Three ways to address business travel challenges

One of the most pressing challenges for business travellers is their companies’ need to balance flexibility with cost-efficiency. “The top two focus areas for companies regarding their business travel are meeting employees’ needs for flexibility and cutting back on travel costs. Nearly all business travellers have seen their companies cut back on certain travel options over the past year, most notably options to add personal travel days to their business trip and allowing remote work while traveling to avoid having to take leave days.”

Understanding employees’ needs and concerns over business travel can help companies ensure they adjust policies accordingly. “It’s essential that companies take necessary steps to keep employees safe and minimise negative experiences and undue disruptions during their business trips,” says Koolen.

Some of the steps companies can take to address business travel challenges include:

1 Deepening engagement with employees

Regular surveys of employees, both before and after business trips, can help companies gather valuable insights into their experience. This can inform changes to business travel policies that may reduce disruptions and avoid negative experiences.

“Companies should check in with employees and ask them questions around their perceived levels of access to business travel opportunities, challenges experienced during recent trips, safety concerns, and familiarity with company travel policies,” says Koolen. “In addition, companies should ensure employees have easy access to resources that enable employees to resolve common challenges.”

2 Acting on data

While collecting data around business travel challenges and experiences is vital, it’s even more important to act on that data. “Companies must use the insights they gain from employee surveys and interactions to develop actionable plans for enhancing business travel experiences,” says Koolen.

Such plans may include revisiting travel policies to remove opportunities for friction, both while booking trips and traveling for work. “Companies need to ensure the right tools are in place to help travellers navigate common challenges, and remain agile in their approach to resolving travel-related issues.”

3 Enhancing capabilities with AI

Koolen says the push-and-pull between the needs of companies and their employees may soon get some help from AI. “Nearly all employees in the survey said they are open to using AI-enabled options for booking their business travel. However, only 7% are comfortable doing so right now, pointing to an urgent need for companies to provide training and support around using AI.”

According to the survey, business travellers are most willing to consider AI automation for administrative tasks, including guidance on safety and wellbeing, visa and documentation support, capturing expenses, and finding sustainable travel options.

“AI-enabled tools may help companies address some concerns among their employees, but the most important aspect is not the tool itself, but the reasons for offering it: making business travellers鈥� lives easier. By taking care in how AI is introduced, companies can ensure AI-powered tools empower employees to improve the quality of their business trips while maintaining a healthy work-life balance.”

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Research suggests that聽15% to 20% of the global population聽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聽聽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聽.

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,聽everyone聽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.

The post Will AI Enable More Inclusive Workplaces for Neurodiverse Talent? appeared first on 麻豆原创 Africa News Center.

This is according to , HR director at 麻豆原创 Africa, who says: 鈥淚ntroducing neurodiverse individuals into the business allows organisations to access unique skills and abilities that can bring immense value to the organisation.

鈥淏ut this requires a rethink of hiring programs, recruitment processes, team management and greater flexibility to empower neurodiverse employees with career pathways that allow them to apply their unique skills and perspectives to tasks and opportunities.鈥�

According to the , autistic professionals can be up to 140% more productive than a typical employee if they are properly matched to their job. However, studies have shown that up to 85% of adults with a college degree are unemployed, with companies鈥� hiring practices shouldering part of the blame.

Workplace program unlocks neurodiversity potential

To raise awareness and create work opportunities, 麻豆原创 launched an in 2013 to support candidates who fall into the various neurodiverse categories. Candidates are encouraged to apply to open roles of interest for which they are qualified.

Managers with open positions can then contact the Autism at Work local lead in their country to connect with candidates in the Autism at Work pipeline. Hiring opportunities are promoted through the local partner network in addition to traditional recruiting channels.

鈥淎s a business we believe that creating a diverse, inclusive and bias-free culture makes us a better company,鈥� says Koolen. 鈥淗aving a program that embraces neurodiversity enables us to find great talent that we鈥檇 otherwise potentially miss. It also enables us to leverage the unique abilities and perspectives of people on the spectrum to foster innovation.鈥�

Koolen cites the example of Nico Neumann, an 麻豆原创 employee based in Buenos Aires in Argentina. Nico joined 麻豆原创鈥檚 finance team through the 麻豆原创 Autism at Work program in 2016 and designed a tool that automates the posting of complex invoices with multiple cost allocations.

鈥淧rior to the development of this tool, accounts payable needed two to three days to manually process large credit card statements such as American Express with over 20 000 accounting lines,鈥� explains Koolen. 鈥淭hanks to Nico鈥檚 innovation, that processing time has reduced to 20 minutes.鈥�

Neumann鈥檚 solution won the , 麻豆原创鈥檚 highest internal award and accolade, and the highest honour or recognition an 麻豆原创 employee can receive.

鈥淭oday, our workforce has 215 colleagues diagnosed with autism across 15 countries, who all contribute to the success of the business. In line with our ambition to be the most inclusive software company in the world, 麻豆原创 aims to be an employer of choice for people who are neurodiverse and increase the number of colleagues with autism while maintaining our high retention rate of 90%.鈥�

Two key actions for empowering neurodiversity at work

While stories such as Neumann鈥檚 are still rare, Koolen believes this is changing. 鈥淐ompanies are far more aware of the importance of building cultures that allow diverse employees to thrive, and have made significant changes to their systems and processes. While these efforts are not perfect, things are improving rapidly, in part thanks to greater understanding of neurodiversity.鈥�

Koolen says companies seeking to build more inclusive workplaces where neurodiverse employees can thrive should focus efforts on two key areas.

Firstly, companies should train every employee 鈥� from top management to juniors 鈥� to understand and accept individual differences. 鈥淩egular awareness sessions help employees develop a deeper understanding of neurodiversity and encourage empathy with those who may view the world differently,鈥� says Koolen. 鈥淓mployees should also be encouraged to provide ongoing support to their colleagues to make it a company-wide effort, not just something driven by the HR department.鈥�

Secondly, Koolen recommends companies relook their hiring practices to remove some of pressure that neurodiverse candidates experience during typical recruitment processes. 鈥淭he traditional interview process can introduce immense stress to neurodiverse candidates and undermine their ability to convey their unique skills, competencies and aptitudes. By finding ways to relieve stressful situations, companies can easily allow neurodiverse candidates to display their full potential during the hiring process.鈥�

Some of the ways companies can reduce stress during hiring efforts include training for interviewers to ensure they minimise unconscious bias. 鈥淪pecialised skills assessments can also take the place of interviews, allowing companies to evaluate a candidate鈥檚 competence for specific tasks or roles,鈥� says Koolen.

鈥溌槎乖粹�檚 Autism at Work program also offers do-the-work try-outs instead of interviews, where neurodiverse candidates get to perform job-related tasks instead of face a barrage of interview questions. This has allowed us to identify individuals with the skills that will make our business successful while creating an environment in which unique individuals can bring their skills to bear.鈥�

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Traci Hughes, 麻豆原创鈥檚 Global Head of People Success Services and a female leader with an African-American background, opened with an authentic and moving keynote. She explained the difference between equality 鈥� each individual is given the same resources or opportunities 鈥� and equity, which recognizes that each person has different circumstances and allocates the exact resources and opportunities needed to reach an equal outcome. Traci thanked the diverse audience for taking an interest in the topic, helping to build the bridges for those who are yet to come 鈥� like we are benefiting from those who succeeded before us. She also stated that if perfect equity had been reached, everyone would have a sense of belonging. 鈥淚f we see people that look like us in leadership positions, it will encourage others to follow. We must never underestimate how much power our presence has.鈥� She underlined the importance of listening and learning from each other, to overcome diversity-related perceptions through dialogue.

Genevieve Koolen, HR Director 麻豆原创 Africa and executive sponsor of BWN Africa, then moderated the inspiring panel discussion with a strong all female speaker line-up: Ruwayda Redfearn, CEO Deloitte Africa, as well as Monique Naidoo, Executive Procurement South Africa at BCX (an 麻豆原创 customer), and Kholiwe Makhohliso, the newly appointed MD for 麻豆原创 Southern Africa. In fact, Kholiwe was a speaker at last year鈥檚 Women鈥檚 Month panel, when she was still with her previous employer!

It was refreshing to listen to a new generation of strong, female leaders who know how to drive the business but also bring in qualities like empathy and kindness. 鈥淭he CEO does not have to be the loudest in the room,鈥� said Ruwayda and encouraged the audience to challenge traditional requirements for leaders. Diversity leads to better decisions and higher performance. 鈥淭hings are moving in the right direction, but slowly. We need a greater sense of urgency鈥�. She also remembered the role models of her youth 鈥� mothers, aunts, grandmothers who had powerful conversations whilst cooking and understood the importance of getting their kids into higher education.

Monique sees positive changes as well, like the existence of equity committees, policies, advocacy and mentorship. 鈥淲e need more women having a seat at the table though, and it should be more than two women per table so that they uplift each other and don鈥檛 compete鈥�. 鈥淲omen are nurturers and drivers鈥� but also 鈥淚 have worked with great men鈥�. Her recipe for success is to strive for more, but in a sustainable way balancing different priorities like job and family, even if it means not to have the biggest house during certain life phases.

Sacrifice, tenacity, and resilience are required to pursue a career, according to Kholiwe, who also remembers strong women in her family showing her that 鈥渘othing is impossible鈥�. She encourages women to be curious and learn from others’ successes and failures. 鈥淟eadership requirements have changed 鈥� and women can drive change, not just look to the men to do it鈥�. Kholiwe called on us to 鈥渞aise your voice鈥� and stated that passion put into work needs to be recognized. Also, 鈥渨e need to put leaders up the stream that don鈥檛 look like the stereotype鈥�.

Moderator Genevieve鈥檚 last question was if there is a price to pay when women are investing in their careers. There was consensus amongst the panelists that time with kids and family suffers, and this causes 鈥渕ommy guilt鈥�, even if their kids never complained about it and became quite independent. A benefit is also that children experience that women can be in top positions, which might have a positive impact on their own lives. However, there is a need for a strong support system, ideally within the family. What often falls short is me-time or time for hobbies 鈥� like hiking and biking in Kholiwe鈥檚 case. One needs to be very intentional to make time for these things, on top of a demanding job. She says it is important to understand that there are no superwomen or superhumans, we can only keep asking ourselves: 鈥渨hat is the best I can do today?鈥�.

The session ended with a question from the audience, on how to approach a career once a goal has been defined. Ruwayda gave some clear and practical tips, based on her own experience: Become aware of which role you want, ask for support to get there, find mentors and allies to learn from, get involved and take on the complex clients and difficult tasks, take responsibility for your own career and challenge the norm.

The key take-away of the session is, that it will be more attractive for women to pursue a career in tech, if we continue to break traditional patterns of leadership traits. Promoting qualities like empathy and kindness will also lead to higher performance and better employee satisfaction.

The event also featured video messages from Manos Raptopoulos, 麻豆原创 Regional President EMEA South, and Tjaart Malan, Cloud Success Services Director Africa and BWN Executive Sponsor鈥�, who sent greetings from his birthday vacation. Both promoted male allyship and underlined the importance of driving equity in the workplace which benefits all 鈥� women and men.

After this successful event, the Women鈥檚 Month program of BWN Africa will continue with three #IamRemarkable workshops where employees can learn about personal branding based on facts.

The post BWN Africa Flagship Event: Equality vs. Equity 鈥� How Do We Create Fair Opportunities in the Workplace? appeared first on 麻豆原创 Africa News Center.

This is the view of Genevieve Koolen, Human Resources Director at 麻豆原创 Africa. “Interest in technologies such as artificial intelligence is at an all-time high as organisations throughout the African continent seek to unlock the efficiency and innovation gains offered by such technologies. However, in many cases an acute and ongoing shortage of critical tech skills is undermining organisations’ efforts at adopting new technologies, preventing them from building new capabilities or effectively driving innovation.”

Skills crunch affecting organisations

earlier this year found that four in five African organisations were affected negatively by a lack of tech skills. Three-quarters of organisations also cited additional pressure on existing teams due to a lack of available tech skills, with 41% reporting employees were either leaving or planning to leave due to the pressures caused by understaffing.

“Business leaders and their HR teams are under pressure to ensure the organisation has access to a ready supply of work-ready skills,” says Koolen. “However, new talent is not being added to the skills pool quickly enough, and many organisations simply don’t have the internal processes and initiatives needed to develop new skills internally or upskill or reskill existing employees.”

Lack of preparedness affects access to skills

In a , some 87% of global senior executives said their companies were not adequately prepared to address the skills gap. Koolen says one of the undesired outcomes of a lack of planning around tech skills is the so-called recycling of talent, where organisations rehire from the same pool of qualified candidates instead of developing and retaining new talent.

“Talent retention is complicated by organisations all vying for a limited number of talented candidates. Instead, organisations should seek to develop and nurture their own talent, drawing on their skills base and upskilling or reskilling employees for new roles and duties.”

Koolen points to three strategic priorities that can improve tech skills availability within African organisations, namely:

1 Develop internal skills as a priority

There is a gap between companies’ stated intention of developing internal skills, and the measures they put in place to achieve this. 麻豆原创’s research found that 75% of African organisations plan to fill their tech skills gap through skills development for current employees.

“However, only 28% offer such training opportunities at any time, with a full quarter saying they only offer training and skills development once a year or upon special request,” explains Koolen. “Considering the pace of technological change and the rapid impact of technologies such as artificial intelligence, organisations should seek to build a culture of continuous and ongoing learning.”

In some cases, this may involve greater investment of available HR and IT budgets toward skills development. “Only 7% of African organisations currently spend more than 20% of their IT or HR budgets on skills development, leaving significant room for greater investment to address the skills scarcity.”

2 Focus on the employee experience

The ‘Great Resignation’ that followed the lifting of lockdown restrictions in 2020 and 2021 – where employees left their jobs in record numbers – highlighted to lack of engagement many employees felt with their work.

“Quiet Quitting and other forms of disengagement with work have a direct impact on an organisation’s ability to remain competitive,” says Koolen. “With suggesting only 21% of employees globally are engaged at work, companies have a tremendous task ahead to re-engage their employees.”

As a result, Employee Experience has emerged as a major priority in companies’ talent attraction and retention strategies. 麻豆原创 research revealed that 70% of African organisations use an Employee Experience or Human Capital Management tool, with a further 25% saying they want to use such tools.

“By connecting their data, people, and processes, companies can improve the business insights they derive from HR and build a total workforce management strategy that closely supports broader company objectives while delivering the employee experiences that improve retention and boosts engagement.”

3 Build a culture of inclusion

Diversity and inclusion initiatives have gained ground over the past few decades to become strategic imperatives for any high-performing company.

gender-diverse organisations are 25% more likely to outperform their less diverse competitors, while ethnically-diverse organisations are 36% more likely to do so.

“Encouragingly, nearly two-thirds of African organisations that formed part of our research offer fully-developed diversity and inclusion programmes, with a further 31% saying they are in the process of developing one.”

She adds that diversity and inclusion brings benefits to the business that extend beyond skills availability. “Diverse companies have been proven to be more innovative, have better problem solving capabilities, and financially outperform their less diverse peers.”

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