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<title>New Technology Trends in the Workplace</title>
<link>https://hrviews.com/2025/06/24/new-technology-trends-in-the-workplace/</link>
<comments>https://hrviews.com/2025/06/24/new-technology-trends-in-the-workplace/#respond</comments>
<dc:creator><![CDATA[Nicky Hardwick is the Head of HRTorQue Outsourcing’s HR department]]></dc:creator>
<pubDate>Tue, 24 Jun 2025 12:49:04 +0000</pubDate>
<category><![CDATA[Insights]]></category>
<category><![CDATA[Workforce Management]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2465</guid>
<description><![CDATA[We often hear pundits saying that Artificial Intelligence (AI) will have a bigger impact on business dynamics than the internet. As an HR practitioner if you are not on top of what AI can do then you are at risk of being made redundant…fast. As a service area in a business, AI will dramatically change […]]]></description>
<content:encoded><![CDATA[We often hear pundits saying that Artificial Intelligence (AI) will have a bigger impact on business dynamics than the internet. As an HR practitioner if you are not on top of what AI can do then you are at risk of being made redundant…fast.
As a service area in a business, AI will dramatically change the way HR operates, but comes with some clear risks in the way we look after our staff (and where we are at risk of de-humanising our workplaces). This article touches the surface by looking at where AI is changing the way recruitment, training and people management can operate and some of the risks associated with AI.
When looking at these tools please consider which areas to focus on for the success of your business rather than trying to adopt everything.
<ol>
<li> AI in Recruitment</li>
</ol>
1.1 Resume (CV) Screening and Candidate Matching
Traditionally, HR teams sift through hundreds—if not thousands—of resumes manually, consuming valuable time and introducing human bias. AI-powered Applicant Tracking Systems (ATS) solve this by:
<ul>
<li>Automated Screening Algorithms: AI models can scan resumes for relevant keywords, qualifications, and experience, quickly shortlisting candidates who match the job description.</li>
<li>Predictive Matching: By analysing historical hiring data (e.g., which candidates succeeded in a role), AI can assign each new applicant a “fit score” based on competencies and cultural alignment.</li>
<li>Psychometric Testing: By using psychometric testing to better understand our existing workforce (skills mapping) we are better able to predict which candidates will be successful in our organisation. Taking much of the risk out of our recruiting process.</li>
</ul>
Beware: While useful there is already a backlash amongst candidates on automatic rejections of applications. Let’s not lose our humanity or we risk damaging our corporate brand.
Practical Example:
<ul>
<li>Harver.com uses neuroscience-based games combined with AI algorithms to assess cognitive and emotional traits, matching candidates to roles where they are likely to thrive.</li>
</ul>
1.2 AI-Powered Chatbots and Virtual Assistants
Chatbots have become front-line touchpoints for candidates:
<ul>
<li>24/7 Engagement: Chatbots can answer FAQs about job requirements, company culture, and application status around the clock.</li>
<li>Scheduling Interviews: By integrating with calendars, chatbots can propose and confirm interview slots without HR intervention.</li>
<li>Pre-Screening Conversations: Some chatbots use scripted Q&A to gauge whether candidates meet minimum qualifications before routing them to a recruiter. In addition, some new technology allows one to easily setup interactive scenarios to better test candidates response to realistic scenarios.</li>
</ul>
Beware: We know clients haven’t always enjoyed the experience of operating with chat bots. For the best engagement experience with important roles and candidates nothing beats a personal telephone call to attract the best people.
Practical Example:
<ul>
<li>Thestepstonegroup.com (originally mya.com) deploys an AI recruiter bot that engages candidates, collects profile information, and recommends next steps—reducing time-to-hire by up to 50%.</li>
</ul>
<ol start="2">
<li> AI in Training and Development</li>
</ol>
2.1 Personalized Learning Paths
Employees learn at different paces and have unique skill gaps. AI-driven Learning Management Systems (LMS) offer:
<ul>
<li>Adaptive Content Recommendations: By analysing each learner’s history, performance metrics, and preferences, AI suggests the next best course or module—whether it’s a video, quiz, or interactive simulation.</li>
<li>Dynamic Difficulty Adjustment: Courses can adjust their complexity in real time based on the learner’s performance, ensuring optimal engagement and retention.</li>
</ul>
The dynamic training can also be linked to better feedback loops. We call this an Employee Development Programme as opposed to traditional training can be adapted to specific individuals or groups of individuals.
2.2 Virtual Reality (VR) and Simulations
AI combines with VR to create immersive training experiences:
<ul>
<li>Soft-Skills Development: Role-play scenarios in VR (e.g., difficult customer conversations) allow employees to practice and receive AI-generated feedback on tone, word choice, and body language.</li>
<li>Technical Skills Training: Simulations for machinery operation, safety drills, or complex system navigation let employees build competence in a controlled, risk-free environment.</li>
</ul>
Practical Example:
<ul>
<li>Strivr.com offers VR training platforms powered by AI to help organisations train frontline employees in sectors like retail and manufacturing—resulting in measurable improvements in retention and performance.</li>
</ul>
2.3 Automated Content Creation and Curation
Building and maintaining up-to-date training material is resource-intensive. AI eases this by:
<ul>
<li>Automated Summarisation: AI can extract key points from long-form documents or videos and generate succinct summaries or microlearning modules.</li>
<li>Content Translation and Localization: NLP models translate and culturally adapt existing training material for global workforces without extensive manual effort.</li>
<li>Knowledge Gap Analysis: By analysing employees’ performance data, AI identifies areas where training is lacking and suggests new content to fill those gaps.</li>
</ul>
Beware: The best training needs to include a combination of theoretical and on the job training. It also needs to consider the human element where employees disengage when going through a series of courses delivered online and then don’t use this learning practically in their day-to-day work. Individuals also learn differently; and we risk applying the same methodology to everyone. Employers should use the tools available, but not lose sight of the individual.
<ol start="3">
<li> AI in Employee Management</li>
</ol>
3.1 Performance Management and Feedback
Traditional annual performance reviews often fail to capture real-time progress. AI-driven solutions offer:
<ul>
<li>Continuous Performance Tracking: By monitoring key performance indicators (KPIs), project milestones, and peer feedback, AI platforms provide managers with real-time insights into employee performance trends.</li>
<li>Sentiment Analysis: NLP tools can analyse employee surveys, Slack messages, or e-mail threads (with consent) to detect morale issues or burnout risks early.</li>
<li>Bias Mitigation in Reviews: Some AI systems flag potentially biased language in manager feedback (e.g., overly critical or gender-stigmatizing terms) and suggest more objective phrasing.</li>
</ul>
Beware: AI monitoring tools can provide valuable proactive feedback loops, but let’s be honest, everyone has a bad day. We need to be careful of not micro-managing and placing additional stress on our workforce. We also need to consider the impact on employee trust of always being monitored by “big brother”.
3.2 Predictive Analytics for Retention and Turnover
Employee turnover is costly. AI can predict which staff are most at risk of leaving by:
<ul>
<li>Analysing Historical Data: Examining patterns such as frequency of job changes, performance dips, or decreased engagement scores.</li>
<li>Identifying Early Warning Signals: Changes in e-mail tone, reduced collaboration, or anomalous work patterns can signal disengagement before it manifests as resignation.</li>
<li>Recommending Interventions: Once high-risk individuals are flagged, HR can implement personalized retention strategies—like targeted training, mentorship matches, or adjusted career paths.</li>
</ul>
Practical Example:
<ul>
<li>Eightfold.ai’s tool predicts employee flight risk and suggests internal mobility opportunities to retain talent.</li>
</ul>
3.3 Employee Experience and Engagement
Beyond hiring and training, AI enhances overall employee experience by:
<ul>
<li>Chatbots for HR Queries: Just as with recruitment, AI chatbots can answer routine HR questions on leave balances, benefit entitlements, or policy clarifications, freeing HR professionals to focus on strategic initiatives.</li>
<li>Pulse Surveys with Real-Time Analysis: AI processes open-ended survey responses, categorises sentiments (e.g., “workload too high,” “lack of growth opportunities”), and surfaces actionable insights in dashboards.</li>
<li>Well-Being Monitoring: Wearable integrations and wellness apps (with opt-in) can feed anonymised data into AI models to detect wellness declines—prompting HR to offer support programs or adjust workloads.</li>
</ul>
Practical Example:
<ul>
<li>Culture Amp (cultureamp.com) employs machine learning to analyse employee feedback surveys and highlight organisational strengths, improvement opportunities, and correlation between engagement and productivity metrics.</li>
</ul>
<ol start="4">
<li> Benefits and Considerations</li>
</ol>
<table>
<tbody>
<tr>
<td>Area</td>
<td>Benefits</td>
<td>Considerations</td>
</tr>
<tr>
<td>Recruitment</td>
<td>• Faster time-to-hire 
• More objective shortlisting 
• Enhanced candidate engagement via chatbots</td>
<td>• Potential for algorithmic bias 
• Data privacy concerns when processing personal information</td>
</tr>
<tr>
<td>Training & Development</td>
<td>• Personalized learning journeys 
• Scalable content creation 
• Immersive, effective training</td>
<td>• Upfront investment in AI-driven platforms (e.g., VR equipment) 
• Ensuring content quality and relevance</td>
</tr>
<tr>
<td>Employee Management</td>
<td>• Real-time performance insights 
• Early attrition warnings 
• Improved employee experience</td>
<td>• Ethical questions around monitoring employee communications 
• Need for transparent data governance policies</td>
</tr>
</tbody>
</table>
 
Key Considerations and Risks with AI:
<ol>
<li>Data Privacy and Security: AI’s effectiveness relies on large datasets. Organizations must ensure compliance with data protection regulations (e.g., POPIA, GDPR) and maintain strict access controls.</li>
<li>Algorithmic Fairness: If historical data contains biases (e.g., overrepresentation of a certain demographic in leadership), AI may perpetuate inequities. Regular audits and “fairness-by-design” practices are essential.</li>
<li>Change Management: Introducing AI tools requires clear communication, training HR teams to interpret AI outputs, and adjusting existing processes to integrate AI insights effectively.</li>
<li>ROI Measurement: To justify investment, HR leaders should track metrics such as reduction in time-to-hire, training completion rates, improvement in retention, and employee satisfaction scores before and after AI adoption.</li>
<li>Losing Sight of Humanity: AI tools are amazing, but it is the role of HR Leaders to not lose sight of the human element and to make sure AI results are interrogated and revisited to make sure these align with the business strategy and culture.</li>
<li>AI Policies: while it may seem the role of securing an organisation from the risks of AI lies with the Information Security Department of an organisation the reality may be very different. As individual users utilise AI it becomes increasingly important for HR to be on top of their AI policies and AI usage in the organisation to protect the organisation from harm.</li>
</ol>
<ol start="5">
<li> Future Outlook</li>
</ol>
The intersection of HR and AI is still evolving. Looking ahead:
<ul>
<li>Natural Language Understanding (NLU) Enhancements: More sophisticated sentiment analysis and contextual understanding will help HR teams glean deeper insights from unstructured data like voice calls or video interviews.</li>
<li>Robotic Process Automation (RPA) Integration: Combining AI with RPA will automate end-to-end workflows—such as onboarding new hires (setting up accounts, assigning training, and scheduling check-ins) with minimal human intervention.</li>
<li>Hyper-Personalization: Beyond learning pathways, AI will enable truly personalised career development roadmaps—suggesting stretch assignments, mentoring opportunities, and cross-functional projects aligned with individual aspirations and organisational needs.</li>
<li>Ethical AI Frameworks: As AI matures in HR, regulatory bodies and industry consortia will define stricter guidelines on transparency, explainability, and employee consent.</li>
</ul>
<ol start="6">
<li> The Final Word</li>
</ol>
As HR professionals we often lose sight of why we are critical in an organisation and how we ultimately add value. There are some clear learnings and focus areas for all of us in how and why we use AI in our businesses, so let’s consider some of these:
<ul>
<li>What is our business strategy?</li>
<li>How does our people strategy and culture help achieve our business strategy?</li>
<li>Which AI tools will help us better achieve our people strategy without losing a sense of who we are as a business? How will they help us recruit better, train better and motivate better without making every employee feel like they are “just a number”?</li>
<li>Why is HR critical in this journey and how can we make sure the business strikes the right balance?</li>
</ul>
Wising you all the best on this transformational AI journey.
<hr />
By <a href="https://www.linkedin.com/in/nicky-hardwick-874b7519/">Nicky Hardwick</a> is the Head of <a href="https://www.linkedin.com/company/hrtorque-outsourcing/">HRTorQue Outsourcing’s</a> HR department
Nicky Hardwick is the Head of HRTorQue Outsourcing’s HR department, bringing over two decades of expertise in Skills Development and Employment Equity to the forefront of the industry. With a distinguished career spanning more than 20 years, Nicky has delivered consulting and training solutions to a diverse range of organisations—including small and large businesses, NGOs, and government entities.
At HRTorQue Outsourcing, a dynamic South African firm delivers a comprehensive suite of services. The company specialises in Payroll, Payroll Support, HR outsourcing and consulting, Accounting and Tax services, as well as training, psychometrics, and background checks. Nicky’s leadership and commitment to best practices have positioned her as a trusted advisor and a driving force in fostering inclusive, effective HR strategies for clients worldwide.
]]></content:encoded>
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<post-id xmlns="com-wordpress:feed-additions:1">2465</post-id> </item>
<item>
<title>HR Views article May 2025</title>
<link>https://hrviews.com/2025/06/24/hr-views-article-may-2025/</link>
<comments>https://hrviews.com/2025/06/24/hr-views-article-may-2025/#respond</comments>
<dc:creator><![CDATA[Lord Mark Price, Founder of WorkL]]></dc:creator>
<pubDate>Tue, 24 Jun 2025 12:44:03 +0000</pubDate>
<category><![CDATA[Insights]]></category>
<category><![CDATA[Payroll Management]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2462</guid>
<description><![CDATA[Lord Price biog Lord Price founded the global employee experience platform that measures, tracks and improves employee engagement WorkL for Business and the consumer offering, WorkL in 2017 in his bid to make the workplace for employees a happier place. His Six Steps to Workplace Happiness has been published as a book and is the […]]]></description>
<content:encoded><![CDATA[<h3>Lord Price biog</h3>
Lord Price founded the global employee experience platform that measures, tracks and improves employee engagement WorkL for Business and the consumer offering, <a href="https://workl.com/">WorkL</a> in 2017 in his bid to make the workplace for employees a happier place. His Six Steps to Workplace Happiness has been published as a book and is the foundation of Workl, supporting organisations to improve employee engagement and experience and helping individuals find happier jobs. WorkL’s World’s Happiest Workplaces Awards annually list the organisations with the happiest employees.
Most recently Mark published Happy Economics, a book detailing why Happiness at work matters and what happiness at work means. The new book also explores how managers can measure it and have more of it and what happens to organisations when they get happiness right.
With over 40 years of experience as a business leader, Lord Price drove success throughout the John Lewis Partnership, serving as the Managing Director of Waitrose for over eight years, nearly doubling the store count as well as serving as Deputy Chairman of the John Lewis Partnership and Chairman of Business in the Community.
Lord Price is a member of the House of Lords, he joined the Conservative Government as the Minister of State for Trade and Investment in 2016.
<h3>Exploring Workplace Happiness in 2025: Flexibility, Fair Pay, and Leadership Take Centre Stage</h3>
<a href="https://workl.com/">WorkL</a>, the global authority employee engagement platform that I founded in 2017, has released its Exploring Workplace Happiness in 2025 Mid-Year Report, offering a timely and in-depth look at the evolving workplace landscape. Drawing insights from over 49,000 global participants and responses from more than 30,000 organisations, our report captures the prevailing trends, challenges, and priorities driving employee engagement at a time of sweeping changes in technology, economics, and work culture.
As artificial intelligence becomes increasingly embedded in daily operations and businesses respond to mounting political and economic uncertainty, Our findings offer an urgent call for action; prioritising flexibility, fair pay, and trustworthy leadership is no longer optional, it’s essential.
<h3>Technology Takes the Lead</h3>
The Technology sector continues to outperform others in both global and UK employee engagement rankings, scoring 80% and 84% respectively. This sector’s success is largely attributed to its strong confidence in leadership and rapid adoption of flexible work models. These high engagement levels illustrate how technology firms are not only driving innovation externally but also creating forward-thinking internal cultures that keep employees motivated and committed.
<h3>Flexibility as a Foundation</h3>
Despite increasing pressure from some major employers to return to the office full-time, the report underscores that flexible working remains one of the most powerful drivers of employee happiness. Hybrid and remote work are especially valued in regions like South Africa and the United States, where the correlation between flexibility and engagement is particularly strong. Employees are voting with their feet, preferring workplaces that respect work-life balance and personal autonomy.
<h3>Pay and Financial Wellbeing: A Global Concern</h3>
In a world still grappling with inflation and rising living costs, it’s no surprise that compensation remains the number one concern for workers. Over 10,000 respondents identified pay and financial benefits as the most critical area for improvement. Other frequently cited issues include work-life balance, effective management, transparent communication, and opportunities for growth. These consistent themes reflect a universal desire for security, recognition, and progress.
<h3>Retail and Hospitality Face Mounting Pressure</h3>
In the UK, sectors like Retail and Hospitality are falling behind global benchmarks in employee engagement. This trend is especially alarming given the sectors’ importance in providing accessible, flexible employment opportunities across the country. The introduction of new National Insurance Contribution (NIC) rates in the UK, adding an estimated £7 billion in annual costs, has exacerbated the strain on these industries.
Retailers, in particular, are grappling with the implications of the 2024 Autumn Budget. Faced with tighter margins and increased operational costs, many have been forced to delay hiring and cut back on workforce support programs that are critical to employee satisfaction and retention.
<h3>At-Risk Groups: Frontline and Disabled Employees</h3>
Another concerning insight from our report is the declining confidence among frontline and disabled employees, particularly in the UK. Disabled workers report below-average trust in management and a significantly higher likelihood of leaving their roles. Likewise, frontline staff across industries show reduced confidence in leadership, contributing to elevated turnover rates. These findings highlight the need for inclusive leadership practices that consider diverse employee needs and experiences.
<h3>A Shared Blueprint for Workplace Happiness</h3>
Across all sectors and geographies, several key themes emerge in response to the question, “What three changes would improve your workplace happiness?” Overwhelmingly, respondents highlighted:
<ul>
<li>Better Pay and Financial Benefits (10,000+ responses)</li>
<li>Improved Working Hours and Flexibility (5,597 responses)</li>
<li>Stronger Leadership and Communication (3,087 responses)</li>
<li>Opportunities for Career Progression (2,543 responses)</li>
</ul>
These responses reinforce the idea that while specific challenges may vary, the fundamental drivers of engagement remain consistent. Employers that fail to address these areas risk losing their most valuable asset, their people.
<h3>Looking Ahead: Turning Insights into Action</h3>
WorkL’s Exploring Workplace Happiness in 2025 Mid-Year Report is more than just a snapshot, it’s a roadmap. In an age of rapid change and growing uncertainty, the key to thriving lies in understanding what matters most to employees. By prioritising flexibility, financial security, and trustworthy leadership, businesses can not only weather the storm but emerge stronger.
<hr />
By <a href="https://www.linkedin.com/in/mark-price-4348a7127/">Lord Mark Price</a>, Founder of <a href="https://workl.com/home/">WorkL</a>
]]></content:encoded>
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<slash:comments>0</slash:comments>
<post-id xmlns="com-wordpress:feed-additions:1">2462</post-id> </item>
<item>
<title>Future-Proofing the Workplace: How HR Technology is Reshaping Global Business Success</title>
<link>https://hrviews.com/2025/06/10/future-proofing-the-workplace-how-hr-technology-is-reshaping-global-business-success/</link>
<comments>https://hrviews.com/2025/06/10/future-proofing-the-workplace-how-hr-technology-is-reshaping-global-business-success/#respond</comments>
<dc:creator><![CDATA[Sarona Samaroo – Senior Executive, Energy Sector Entrepreneur]]></dc:creator>
<pubDate>Tue, 10 Jun 2025 08:06:05 +0000</pubDate>
<category><![CDATA[Insights]]></category>
<category><![CDATA[Workforce Management]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2457</guid>
<description><![CDATA[In a world increasingly shaped by digitization, workforce expectations, and global disruptions, human resources has emerged not just as a business enabler, but as the heart of innovation and agility. For entrepreneurs and executives striving to stay competitive, the role of HR technology is no longer optional—it’s essential. As someone who has worked across regions, […]]]></description>
<content:encoded><![CDATA[In a world increasingly shaped by digitization, workforce expectations, and global disruptions, human resources has emerged not just as a business enabler, but as the heart of innovation and agility. For entrepreneurs and executives striving to stay competitive, the role of HR technology is no longer optional—it’s essential. As someone who has worked across regions, scaled businesses, and led dynamic HR transformations, I’ve seen firsthand how technology is redefining the entire employee lifecycle and giving leaders the tools to build resilient, future-ready organizations.
<h3>The New HR Frontier: Where Strategy Meets Technology</h3>
At the intersection of business strategy and technological advancement, HR tech systems are driving meaningful change across recruitment, performance management, training, compensation, and employee engagement. These aren’t just tools—they’re catalysts for growth and sustainability.
Let’s explore some of the critical HR domains and how technology is transforming them:
<ol>
<li>Recruitment: From Reactive Hiring to Predictive Workforce Planning</li>
</ol>
Gone are the days of sifting through piles of resumes or waiting weeks to find the right candidate. Modern Applicant Tracking Systems (ATS) and AI-powered recruitment platforms are enabling businesses to:
<ul>
<li>Predict hiring needs using data analytics and workforce forecasting,</li>
<li>Enhance candidate experience through automation and personalization, and</li>
<li>Reduce bias with structured assessments and anonymized resume screening.</li>
</ul>
Global tools such as Greenhouse, SmartRecruiters, and emerging platforms like ODOO are giving HR teams the ability to build customized recruitment dashboards, track sourcing channels, and integrate psychometric testing seamlessly into their process. These systems help startups and large enterprises alike scale their workforce with agility and intent.
<ol start="2">
<li>Performance Management: Real-Time Feedback, Real Impact</li>
</ol>
Traditional annual reviews are being replaced by continuous performance management platforms that facilitate:
<ul>
<li>Real-time feedback,</li>
<li>Goal alignment across departments,</li>
<li>Employee self-assessments, and</li>
<li>Transparent KPI tracking.</li>
</ul>
Technologies like 15Five, CultureAmp, and ODOO allow companies to create bespoke dashboards that align individual performance with business goals, bringing clarity and motivation to every level of the organization. These platforms not only increase productivity but also empower leaders to recognize potential and course-correct in real time.
<ol start="3">
<li>Training & Development: Upskilling in the Age of AI</li>
</ol>
The rapid evolution of work demands equally dynamic learning solutions. Learning Management Systems (LMS) are no longer static repositories—they are adaptive, mobile-friendly, and often AI-enhanced. Organizations are using platforms such as Docebo, Coursera for Business, and ODOO’s training modules to:
<ul>
<li>Deliver microlearning,</li>
<li>Track learning engagement and ROI, and</li>
<li>Personalize development pathways based on employee roles and aspirations.</li>
</ul>
This shift ensures that employees remain not just employed—but employable.
<ol start="4">
<li>Rewards & Compensation: Driving Equity and Motivation</li>
</ol>
Pay transparency, diversity metrics, and cost optimization are shaping the future of compensation. Compensation Management Software enables organizations to:
<ul>
<li>Benchmark salaries globally using live market data,</li>
<li>Automate bonus calculations,</li>
<li>Run equity simulations, and</li>
<li>Ensure compliance with international labor laws.</li>
</ul>
ODOO, known for its customization capabilities, helps leaders visualize compensation gaps, recognize high-performing talent, and make informed decisions that drive both equity and motivation across cultures and borders.
<ol start="5">
<li>Leave Management: Wellness Meets Workforce Planning</li>
</ol>
Employee wellness is now a business imperative. Robust leave management systems allow businesses to:
<ul>
<li>Track various leave types (sick, vacation, parental),</li>
<li>Ensure compliance with regional policies, and</li>
<li>Offer self-service options to employees.</li>
</ul>
Especially in remote and hybrid environments, systems integrated with platforms like ODOO allow HR teams to monitor absenteeism trends, identify burnout risks, and offer flexible policies—supporting a more human-centered workplace.
<h3>Looking Ahead: The Rise of Customizable, All-in-One HR Platforms</h3>
One of the standout solutions today is ODOO, a versatile, customizable platform that enables companies to build end-to-end HR dashboards tailored to their specific organizational needs. From recruitment and onboarding to workforce analytics and retention strategies, ODOO empowers HR departments to operate with agility, precision, and strategic foresight.
What makes platforms like ODOO particularly valuable is their flexibility—businesses aren’t forced to adapt to software; the software adapts to them. This makes it an ideal choice for enterprises operating across multiple jurisdictions, industries, or with evolving regulatory requirements.
<h3>Conclusion: The Future Belongs to Tech-Savvy, People-Centric Leaders</h3>
To remain globally competitive, executives must embrace HR technology not just as a support function, but as a strategic driver. The future of work demands adaptability, innovation, and empathy—and HR technology provides the infrastructure to deliver on all three.
As an entrepreneur, I’ve witnessed how the right systems elevate decision-making, unlock employee potential, and create workplaces where people and business thrive together. Whether you’re leading a tech startup in Lagos, managing a hospitality empire in the Caribbean, or overseeing a logistics firm in Toronto—the message is clear: those who embrace HR tech today are building the workforce of tomorrow.
Let’s keep building, innovating, and reimagining HR for a better global workplace.
<hr />
By <a href="https://www.linkedin.com/in/sarona-samaroo-41685a4a/">Sarona Samaroo</a> – Senior Executive, Energy Sector Entrepreneur
]]></content:encoded>
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<title>Revolutionising HR Discipline with AI: Meet the GBS Disciplinary Enquiry Bots</title>
<link>https://hrviews.com/2025/06/10/revolutionising-hr-discipline-with-ai-meet-the-gbs-disciplinary-enquiry-bots/</link>
<comments>https://hrviews.com/2025/06/10/revolutionising-hr-discipline-with-ai-meet-the-gbs-disciplinary-enquiry-bots/#respond</comments>
<dc:creator><![CDATA[Courtenay Botha, Head of AI, Global Business Solutions (GBS)]]></dc:creator>
<pubDate>Tue, 10 Jun 2025 07:20:23 +0000</pubDate>
<category><![CDATA[Applicant Tracking Systems]]></category>
<category><![CDATA[Insights]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2452</guid>
<description><![CDATA[The role of HR has evolved rapidly. Today, HR professionals are expected to be strategic partners, change agents, compliance guardians, and custodians of workplace culture—all while juggling increasingly intricate employment laws. Disciplinary processes in particular often demand hours of careful preparation and legal scrutiny to ensure that procedures followed and decisions made are consistent, fair, […]]]></description>
<content:encoded><![CDATA[The role of HR has evolved rapidly. Today, HR professionals are expected to be strategic partners, change agents, compliance guardians, and custodians of workplace culture—all while juggling increasingly intricate employment laws.
Disciplinary processes in particular often demand hours of careful preparation and legal scrutiny to ensure that procedures followed and decisions made are consistent, fair, and compliant.
That is where new AI-powered DE Bots can step in to support HR teams through the toughest moments of people management with intelligence, efficiency, and integrity. In a ground-breaking leap for Human Resources (HR) management in South Africa, Global Business Solutions (GBS) has recently unveiled a revolutionary pair of AI-powered tools that are transforming the way disciplinary processes are conducted in the workplace.
Recently featured on SABC News, these Disciplinary Enquiry (DE) Bots – the Initiator Bot and the Chairperson Bot – have already begun to reshape HR workflows by automating up to 60% of the time-consuming administrative tasks associated with initiating and chairing disciplinary enquiries. For HR professionals constantly navigating the complexity of compliance, evidence gathering, procedural fairness, and legal documentation, these tools are game changers.
<h3>Introducing the Disciplinary Enquiry Initiator Bot</h3>
The Initiator Bot is the HR assistant you didn’t know you needed. Designed for those initiating disciplinary proceedings, it guides users through a structured, legally sound process from incident report to formal notification.
Key Features:
<ul>
<li>AI-Generated Charges aligned with your company’s disciplinary code</li>
</ul>
<ul>
<li>Auto-Drafted Notices including suspension letters and hearing invitations</li>
</ul>
<ul>
<li>Evidence-Based Preparation with tailored opening statements and structured questioning</li>
<li>Compliance Checks to ensure adherence to South African labour laws</li>
</ul>
This tool is a must-have for HR officers, line managers, or anyone tasked with drafting charges, preparing documentation, or launching disciplinary action. By simply uploading the company’s Disciplinary Procedure and Code, witness statements, and the incident summary, HR practitioners receive a suggested charge sheet, notification templates, and more – all within minutes.
<h3>Introducing the Disciplinary Enquiry Chairperson Bot</h3>
Once the hearing begins, the Chairperson Bot takes over. This bot is tailored for the decision-maker in the process – the chairperson who is responsible for weighing the evidence, making a finding, and recommending an appropriate sanction.
Key Features:
<ul>
<li>Review of Evidence and witness statements against the balance of probabilities</li>
</ul>
<ul>
<li>Mitigation & Aggravation Input for informed sanctioning</li>
</ul>
<ul>
<li>AI-Supported Verdict Recommendation</li>
<li>Drafted Outcome Letters detailing findings, rationale, and employee rights</li>
</ul>
This tool enhances the objectivity and procedural fairness of the enquiry, especially for non-legal professionals acting as chairpersons. It demystifies complex disciplinary decision-making and ensures that outcomes are consistent with the Labour Relations Act (LRA) and internal policy.
<h3>Built for HR by HR Experts</h3>
Our bots are not just intelligent – they are also customisable, compliant, and HR-centric.
Developed by South African labour law experts and technologists, these tools are specifically designed for the realities of the local employment landscape.
We believe that AI opens doors no one has ever experienced before. It enables businesses to achieve greater efficiency and quality of work. These bots are not meant to replace HR professionals, but to empower them – freeing up time for strategic decision-making while ensuring procedural rigour and legal accuracy.
They also help avoid costly errors, reduce reliance on external legal support, and elevate the standard of internal workplace discipline.
<h3>The Future of HR Automation is Here</h3>
GBS plans to fully automate the disciplinary process within the next six months, right from charge initiation to outcome delivery.
That means a future where HR teams can:
<ul>
<li>Handle high volumes of cases with confidence and consistency</li>
</ul>
<ul>
<li>Ensure every action is aligned with policy and law</li>
<li>Improve employee trust through transparent, fair processes</li>
</ul>
In a climate where HR must do more with less, tools like the DE Bots are no longer a luxury, they are essential infrastructure for modern compliance and people management.
<h3>Want to Learn More?</h3>
For a free demonstration of these bots in action or to learn more on how they can support your HR team, please feel free to contact me at <a href="mailto:courtenay@globalbusiness.co.za">courtenay@globalbusiness.co.za</a>
<hr />
By <a href="https://www.linkedin.com/in/courtenay-botha/?trk=public_post_main-feed-card_reshare-text&original_referer=https%3A%2F%2Fwww%2Egoogle%2Ecom%2F&originalSubdomain=za">Courtenay Botha</a>, Head of AI, <a href="https://www.globalbusiness.co.za/">Global Business Solutions (GBS)</a>
]]></content:encoded>
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<slash:comments>0</slash:comments>
<post-id xmlns="com-wordpress:feed-additions:1">2452</post-id> </item>
<item>
<title>Mercer Report: 2025 Raises Lag Behind Employer Projections</title>
<link>https://hrviews.com/2025/05/20/mercer-report-2025-raises-lag-behind-employer-projections/</link>
<comments>https://hrviews.com/2025/05/20/mercer-report-2025-raises-lag-behind-employer-projections/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:59:50 +0000</pubDate>
<category><![CDATA[Compensation Management]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2445</guid>
<description><![CDATA[In 2025, employers provided an average merit increase of 3.2% and an average total salary bump of 3.5%, according to Mercer’s March 2025 QuickPulse® US Compensation Planning Survey. These figures fell slightly below the 3.3% merit increase and 3.7% total raise expected in November 2024, and also below the 2024 numbers. Mercer suggests this drop […]]]></description>
<content:encoded><![CDATA[In 2025, employers provided an average merit increase of 3.2% and an average total salary bump of 3.5%, according to Mercer’s March 2025 QuickPulse® US Compensation Planning Survey. These figures fell slightly below the 3.3% merit increase and 3.7% total raise expected in November 2024, and also below the 2024 numbers. Mercer suggests this drop signals a return to pre-pandemic compensation norms due to a softening labor market.
Despite tighter budgets, employers are still focusing on targeted compensation strategies. A survey of over 800 U.S. companies showed that about 10% of employees are expected to be promoted in 2025, up from 8% the previous year, with an average promotion raise of 8.5%. Among organizations using a five-tier performance rating system, top performers received 5.6% raises, while average performers saw 3.3%.
To improve job satisfaction, especially among hourly workers, Mercer recommends a holistic rewards strategy, which goes beyond base pay. This could include affordable benefits, a positive work environment, and clear career growth opportunities. Such measures can enhance pay progression, financial well-being, and employee engagement.
However, compensation remains a contentious issue. Payscale’s 2025 Compensation Best Practices Report found that employers view compensation as a bigger challenge than recruiting or retention, with nearly one-third citing unfair pay as the main reason for losing talent. As economic uncertainty continues, tensions between budget-conscious employers and pay-seeking employees are likely to grow.
Graduates are also feeling the impact. According to an April ZipRecruiter report, 42% of recent graduates said they didn’t receive their expected salary. While soon-to-be graduates expected to earn an average of $101,500, the actual starting salary for recent graduates was around $68,400. This disconnect between expectations and reality adds to the pressure on employers trying to balance competitive pay with budget constraints.
Overall, as the labor market adjusts and companies navigate economic challenges, compensation strategies must become more precise and adaptable. Employers who balance performance-based pay with clear development opportunities are more likely to maintain a motivated and loyal workforce.
]]></content:encoded>
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<slash:comments>0</slash:comments>
<post-id xmlns="com-wordpress:feed-additions:1">2445</post-id> </item>
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<title>Report: Employee Mobility Key to Closing Talent Gaps</title>
<link>https://hrviews.com/2025/05/20/report-employee-mobility-key-to-closing-talent-gaps/</link>
<comments>https://hrviews.com/2025/05/20/report-employee-mobility-key-to-closing-talent-gaps/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:40:38 +0000</pubDate>
<category><![CDATA[News]]></category>
<category><![CDATA[Talent Acquisition]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2442</guid>
<description><![CDATA[Employee mobility is emerging as a powerful tool for addressing talent shortages and managing costs, according to an EY report. Companies with advanced mobility programs are more than twice as likely to achieve 10% revenue growth, highlighting the value of mobility as a strategic asset. Talent shortages are a serious challenge—48% of employers report difficulty […]]]></description>
<content:encoded><![CDATA[Employee mobility is emerging as a powerful tool for addressing talent shortages and managing costs, according to an EY report. Companies with advanced mobility programs are more than twice as likely to achieve 10% revenue growth, highlighting the value of mobility as a strategic asset.
Talent shortages are a serious challenge—48% of employers report difficulty finding the talent they need, and 74% say it takes over a year to fill senior positions. But effective mobility can change that. EY’s survey of over 1,000 mobility professionals revealed that 85% believe mobility assignments can be transformative, and 48% said such experiences make employees more likely to stay with their employer.
Companies with well-developed mobility functions excel at tracking key metrics like performance ratings (68%), revenue impact (63%), promotion rates post-assignment (59%), and speed to fill vacancies (53%). These organizations also tend to explore twice as many cost-saving measures and automate or outsource processes more frequently.
Beyond global mobility, internal mobility can also boost retention. A LinkedIn report shows that employers who focus on skill building and personalized career development see a 15% increase in internal mobility. For example, in a company with 5,000 employees, this approach could lead to 200 more internal moves annually. Yet, most transitions are still concentrated among mid-level employees and above.
Creating a more inclusive mobility culture can help close this gap. Companies can do this by improving visibility of internal job openings, supporting cross-functional collaboration, encouraging mentorship, and focusing on skill development. As internal mobility becomes a priority, CHROs are taking on strategic roles, guiding C-suites on retention strategies. According to an iCIMS report, 86% of CHROs say internal mobility is a priority, and 37% are investing in technology to support these efforts.
Employee mobility, whether global or internal, is more than just a talent management tactic—it is a strategic lever for business growth. Organizations that embrace it can not only retain talent but also drive performance and resilience in a competitive market.
]]></content:encoded>
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<slash:comments>0</slash:comments>
<post-id xmlns="com-wordpress:feed-additions:1">2442</post-id> </item>
<item>
<title>L&D Budgets Often Neglect Performance Enhancement, Study Finds</title>
<link>https://hrviews.com/2025/05/20/ld-budgets-often-neglect-performance-enhancement-study-finds/</link>
<comments>https://hrviews.com/2025/05/20/ld-budgets-often-neglect-performance-enhancement-study-finds/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:33:36 +0000</pubDate>
<category><![CDATA[Labour Management]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2438</guid>
<description><![CDATA[A recent report by RedThread Research, commissioned by Schoox, highlights a growing issue: employers are struggling to invest in training programs that go beyond just keeping the business running. The research, which included interviews with 17 L&D and HR leaders, found that organizations are heavily invested in what they call “license-to-operate” training—such as safety and […]]]></description>
<content:encoded><![CDATA[A recent report by RedThread Research, commissioned by Schoox, highlights a growing issue: employers are struggling to invest in training programs that go beyond just keeping the business running. The research, which included interviews with 17 L&D and HR leaders, found that organizations are heavily invested in what they call “license-to-operate” training—such as safety and compliance. While this is necessary, the focus on these areas leaves little room for developing workers’ current skills or preparing for the future.
The report breaks down front-line worker development into three categories: keeping the lights on, improving the work, and planning for the future. The challenge, according to RedThread, is that many companies are out of balance, focusing too much on the immediate needs and not enough on long-term growth or enhancing present-day performance.
For businesses to thrive, RedThread suggests that leaders must find balance—not necessarily equal investment across all categories, but a strategic focus on the most critical areas. For instance, “license-to-operate” efforts should be streamlined to cover only the essentials. Tightening up proficiency standards or ensuring consistency in training content can help make these programs more efficient and effective.
To improve current performance, organizations must focus on filling gaps in skills and knowledge that provide the greatest return. This could involve improving onboarding processes, offering more targeted development opportunities, cross-training employees, and equipping supervisors with better tools to lead.
Looking ahead, companies should also invest in future-proofing their workforce. This could include building clear career frameworks, offering coaching, and ensuring workers have a roadmap for growth.
The shift in focus from recruitment to internal talent development is echoed in a SHRM report released earlier this year. However, companies are facing a significant barrier—high turnover and burnout—which hinders the ability to fully implement these development plans. As noted by the Association for Talent Development, turnover is a major roadblock to effective on-the-job training, particularly for front-line workers. A separate report from Axonify further suggests that improving staffing levels may have a more significant impact on front-line workers than many forms of professional development.
Ultimately, companies must recognize the value of investing in training that not only addresses immediate compliance needs but also enhances day-to-day performance and prepares workers for the future. Without this broader focus, businesses risk falling short in developing the talent they need to succeed in an increasingly competitive market.
]]></content:encoded>
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<slash:comments>0</slash:comments>
<post-id xmlns="com-wordpress:feed-additions:1">2438</post-id> </item>
<item>
<title>Companies Favor Cultural Fit Over Skills in Hiring Decisions</title>
<link>https://hrviews.com/2025/05/20/companies-favor-cultural-fit-over-skills-in-hiring-decisions/</link>
<comments>https://hrviews.com/2025/05/20/companies-favor-cultural-fit-over-skills-in-hiring-decisions/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:19:13 +0000</pubDate>
<category><![CDATA[Hiring]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2435</guid>
<description><![CDATA[Despite all the buzz around skills-based hiring, many companies are still making decisions based on vibes, not qualifications. A new report from Textio reveals that hiring teams are often swayed by personality and gut feelings rather than actual skills or experience. The analysis of over 10,000 interview assessments found that candidates who landed job offers […]]]></description>
<content:encoded><![CDATA[Despite all the buzz around skills-based hiring, many companies are still making decisions based on vibes, not qualifications. A new report from Textio reveals that hiring teams are often swayed by personality and gut feelings rather than actual skills or experience. The analysis of over 10,000 interview assessments found that candidates who landed job offers were twelve times more likely to be described as having a “great personality” compared to those who were passed over.
This trend—dubbed “vibe hiring”—suggests that likability is trumping competence in many hiring decisions. Instead of structured evaluations, some teams rely on memory or offhand impressions, which can lead to inconsistent and biased outcomes. While this may feel more natural, it also risks hiring the wrong people for the job, undermining team performance and business success in the long run.
The report also highlights a gender bias in the way candidates are described. Women are more frequently labeled as “bubbly” or “pleasant,” while men are more often described as “confident” or “level-headed.” This kind of language can influence hiring decisions subtly but powerfully, reinforcing stereotypes and steering outcomes based on personality impressions rather than capabilities.
Interestingly, the report found that feedback plays a big role too. Candidates who received constructive feedback—often those who were eventually hired—tended to perform better. On the flip side, most rejected candidates never heard why they didn’t make the cut. That lack of transparency does a disservice not only to the applicant but to the hiring process itself.
Another layer to all of this comes from Gallup, which points out that candidates judge companies based on how they’re treated during interviews. A well-structured, respectful, and values-driven hiring process makes an impression—and it can influence whether a candidate says yes to an offer.
In the end, companies that want to hire the best talent need to get serious about their approach. That means building structured interviews that focus on necessary skills, using inclusive and intentional language in job descriptions, and moving away from vague, subjective qualifications. Skipping these steps sends the wrong message—not just about the role, but about the company’s values. Skills-based hiring isn’t just a trend; it’s a smarter way to build strong teams and more equitable workplaces.
]]></content:encoded>
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<post-id xmlns="com-wordpress:feed-additions:1">2435</post-id> </item>
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<title>Report: $100K Income Falls Short in 25 Major Metros</title>
<link>https://hrviews.com/2025/05/20/report-100k-income-falls-short-in-25-major-metros/</link>
<comments>https://hrviews.com/2025/05/20/report-100k-income-falls-short-in-25-major-metros/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:13:15 +0000</pubDate>
<category><![CDATA[News]]></category>
<category><![CDATA[Payroll]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2431</guid>
<description><![CDATA[A recent LendingTree report reveals a sobering reality: in 25 of the largest U.S. metros, a $100,000 household income is no longer enough to cover basic expenses for a family of three. In San Jose, for example, such a family would be $2,207 in the red monthly, underscoring the area’s status as the least affordable. […]]]></description>
<content:encoded><![CDATA[A recent LendingTree report reveals a sobering reality: in 25 of the largest U.S. metros, a $100,000 household income is no longer enough to cover basic expenses for a family of three. In San Jose, for example, such a family would be $2,207 in the red monthly, underscoring the area’s status as the least affordable.
The idea that “$100,000 means you’ve made it” is fading fast. While still meaningful in some regions, the number no longer guarantees financial security in many urban areas, especially once housing, childcare, and transportation are factored in. The LendingTree report didn’t even include debt payments, which means the financial squeeze is likely even tighter for many.
According to the U.S. Census Bureau, the median household income in 2023 was $80,610, showing growth over the past decade but not enough to match rising costs. That mismatch is showing up in real-life struggles:
<ul>
<li>73% of workers say they struggle to afford anything beyond basic living expenses, per a Resume Now report.</li>
<li>12% say they can’t consistently cover even their essentials.</li>
<li>In a Zety survey, 50% of workers said they can’t afford to start or grow a family, and 40% aren’t saving for retirement.</li>
</ul>
This data suggests a growing disconnect between income expectations and cost-of-living realities, especially in high-cost metro areas. The takeaway? Six figures isn’t the financial safety net it used to be, and both households and policymakers may need to recalibrate what “financially stable” really means today.
]]></content:encoded>
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<slash:comments>0</slash:comments>
<post-id xmlns="com-wordpress:feed-additions:1">2431</post-id> </item>
<item>
<title>Target CEO and Rev. Al Sharpton Discuss DEI Policy Rollbacks</title>
<link>https://hrviews.com/2025/05/20/target-ceo-and-rev-al-sharpton-discuss-dei-policy-rollbacks/</link>
<comments>https://hrviews.com/2025/05/20/target-ceo-and-rev-al-sharpton-discuss-dei-policy-rollbacks/#respond</comments>
<dc:creator><![CDATA[Tanmay hashbugs]]></dc:creator>
<pubDate>Tue, 20 May 2025 12:09:33 +0000</pubDate>
<category><![CDATA[Diversity and Inclusion Management]]></category>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://hrviews.com/?p=2428</guid>
<description><![CDATA[Target is under increasing scrutiny for scaling back its diversity, equity, and inclusion (DEI) efforts, leading to significant backlash from civil rights leaders and its customer base. This week, at Target’s request, Rev. Al Sharpton is set to meet with CEO Brian Cornell—a response to growing criticism and a possible boycott being considered by Sharpton’s […]]]></description>
<content:encoded><![CDATA[Target is under increasing scrutiny for scaling back its diversity, equity, and inclusion (DEI) efforts, leading to significant backlash from civil rights leaders and its customer base. This week, at Target’s request, Rev. Al Sharpton is set to meet with CEO Brian Cornell—a response to growing criticism and a possible boycott being considered by Sharpton’s National Action Network.
Meanwhile, Rev. Jamal Bryant’s 40-day “fast” from Target spending is wrapping up with a community event in Atlanta that highlights Black-owned businesses and will include a town hall next week to map out future action.
The controversy follows a period of DEI pullbacks by many major companies, often in response to political or public pressure. Target, once known for championing progressive causes and promoting diverse suppliers, has struggled to maintain its stance amid backlash. In contrast to companies like Costco that have stood firmly behind DEI initiatives, Target has taken a more cautious tone—one that many loyal customers and observers now view as retreat.
Store foot traffic data from Placer.ai shows a notable decline for Target following its policy changes, especially compared to competitors like Costco and Walmart. Analysts have linked this drop in part to consumer disillusionment over Target’s perceived DEI retreat.
NYU professor Alison Taylor points out that Target’s history of vocal support for DEI has made its recent quiet shifts more jarring, especially to supporters who once viewed the brand as a leader in social responsibility. She suggests the company is now trying to recover from a misstep, but regaining lost trust may require more than behind-the-scenes substance—it may need bold, public recommitment.
In parallel, Sharpton’s group is broadening its focus, recently meeting with PepsiCo to discuss concerns over their own DEI rollback. These actions signal a potential wave of accountability efforts targeting corporations that appear to waver on diversity commitments.
]]></content:encoded>
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