LIVING IN THE FUTURE

Within the time I started conceptualising this note and when it was due to meet the publication deadline, ChatGPT moved from version 3.5 to version 4.0. We have gone from “question, answer, summarise, writing” capabilities and added what some would say “digital and technology are changing at unprecedented speeds”.

There are two things that make this point in history unique. On the one hand, in the past technology was a relatively far-removed concept whereas today digital technology is very personal. Secondly, if we concede that technology is personal, we are confronted with the fact that nothing (or at least very few things) in our lives change at such a speed. We must hold both the existential dread and the excitement of the possibilities presented. When ChatGPT was asked how it will change or impact the HR function, in a matter of seconds there were use cases, ranging from screening in recruitment, enhanced candidate experience, performance coaching and data analytics to people insights informing HR strategy and decision making.

An almost glaring omission, and something we need to stay mindful of as a community, is the people aspect. HR as part of the business must of course strive to be more productive, effective, and efficient. Digital – be it chatbot, process automation, or predictive models – can augment what we do. We must be active participants, staying a step ahead in articulating and exploring the art of the possible.

By leading from the front, we empower ourselves to be credible voices when it is time to have the difficult conversations about ethics; like: what training data was used to predict team performance or to conduct the screening? Does the model calibrate for contextual differences? Hurdles with the potential to cause real-world harm include biases, technical errors, and a fundamental challenge to the current boundaries of data privacy.

At the risk of stating the obvious: augmentation is not replacement. A second layer of opportunity the profession is facing is the reframing of our role and value-add to organisations. How are we best positioned, augmented by digital, to address the challenges of our day?

Wellbeing remains a very human challenge and opportunity, especially mental and social wellbeing.

Another opportunity is how we think about, advise on, and build change resilience and adaptability. Once companies get to grips with the practical implications of these technologies, is it difficult to imagine swings in how business organises people, skills and capabilities?

To successfully navigate the “future of work” that we are living in, we need to fully embrace both digitalisation and human-centricity. I could go on for a few more pages about this endlessly fascinating topic, but perhaps ChatGPT 4.0 is best suited to help me close:

“While the use of language models and AI in HR poses both risks and benefits, it is crucial to recognise that these digital tools have the potential to transform the workplace for the better. By combining human-centric approaches with technological advances, organisations can make more informed decisions while still valuing the unique skills and perspectives of their employees. As such, it is important for companies to critically evaluate their use of language models and AI in HR and prioritise the creation of ethical, inclusive, and transparent practices that promote the wellbeing of both employees and organisations alike. With a thoughtful balanced approach, language models and AI can be powerful tools for driving positive change in the modern workplace.”

I wish us all an exciting and impactful 2023.

TSWELO KODISANG Group Chief People Officer, FirstRand CHRO Awards judge

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34 Cultivate a listening strategy

Elanie Kruger, group CHRO of Tsebo Solutions, explains how technology and innovation supports a geographically dispersed workforce with a large number of deskless employees.

46 Transparent, decisive and emotionally intelligent

Cell C CHRO Juba Mashaba talks about his role in leading people performance and strategy in a fair and principled way.

56 Deliberate about transformation

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HR guru Michele Seroke, CPO at Motus, speaks frankly about how growing up in a matriarchal environment ignited her involvement in gender issues.

68 Creating a fulfilling work environment

With a background in IT, MultiChoice’s group executive head for human resources, Clement O’Reilly successfully brings together people and systems.

CHRO Community

60 Who guards the guardians?

Certified integral coach Trish Lees shares tips on how to reset and recharge - and avoid burnout in the C-Suite.

Cover article

10 It’s a hat trick

2022 CHRO of the Year – and triple award winner – Njabulo Mashigo, HR executive director at Vodacom SA, reflects on her career and the hot topics facing business today

30 Insight, engagement, conversations & comedy at HR Indaba Live

50 CHRO Dinners give HR a seat at the table

62 Spotlight on the Chief Humane Resources Officer

Features

26 What climate change has to do with your company

42 The genius of the generation gap

Sungula Nkabinde Community Manager snkabinde@chro.co.za +27 72 741 6171

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Photography

Patrick Furter

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About CHRO South Africa

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CHRO South Africa is the organisation for HR executives in South Africa. Our goal is to connect HR professionals online and through events and this magazine in order to share knowledge, exchange interests and open up business opportunities. For more information, please visit chro.co.za.

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