It is important to understand how learning translates into tangible results and how to ensure sustainability within evolving workplaces and workspaces. Work itself has changed, its definition has shifted, and workplaces have likewise undergone significant transformation.

How professionals can reflect on their learning experiences and adopt strategies to apply those insights in the workplace

It is essential for professionals to remain open to continuous learning. During any training, they should reflect on whether the knowledge gained can be applied to their roles, whether it is relevant, useful in their work environment, adaptable in other ways, or whether certain changes are needed to implement it effectively.

Setting personal goals after each learning experience helps translate new knowledge into action. Additionally, sharing insights with colleagues can reinforce learning and keep the information fresh.

Recent learning experiences that challenge existing assumptions, shift perspectives, and how professionals can adapt accordingly

Several learning experiences have significantly challenged long-held assumptions, shifted perspectives, and highlighted ways individuals and organisations can adapt:

• Data-driven decision-making versus experience-based judgment: Many leaders once relied heavily on intuition and experience for strategic decisions. However, the emergence of predictive analytics, real-time dashboards, and AI-driven insights has revealed patterns and risks that human judgment alone might overlook.
  How to adapt: Invest in data literacy across teams and combine intuition with evidence-based decision-making.

• Remote and hybrid work productivity: Before COVID-19, classroom learning and physical presence were often seen as essential for productivity. Today, it is no longer about where you work but what you deliver. With the availability of digital tools, learning and performance are no longer tied to physical space. Pre-2020, the assumption was that employees were more productive when physically present. Recent experience and studies have shown that autonomy and flexibility can increase productivity.
  How to adapt: Build systems for accountability rather than physical supervision. Define clear processes, set measurable performance objectives, focus on outputs instead of presence, and strengthen digital collaboration and remote leadership skills.

• Pace of technological change: Many assumed that digital transformation would happen slowly. However, the rapid rise of AI, automation, and low-/no-code tools has shown that industries can shift almost overnight.
  How to adapt: Make continuous learning a core organisational value, conduct quarterly digital skills assessments, and encourage experimentation through small, low-risk pilot projects.

• Customer expectations and behaviour: Businesses once believed customers primarily valued price, product, or quality. Today’s customers expect speed, transparency, personalisation, and convenience, all at once.
  How to adapt: Redesign end-to-end customer journeys. For example, adopt Customer Relationship Management (CRM) systems that capture real-time customer needs, and use feedback loops to enable quick adjustments.

• Leadership and authority models: Traditional top-down leadership is giving way to collaborative, empathetic, and adaptive leadership styles. Modern teams respond more to competence, trust, and emotional intelligence than to hierarchy. These shifts reflect how technology and data continue to shape decision-making and workplace culture.

Indicators used to measure the effectiveness of learning initiatives within organisations

There are several variables and metrics that can be used to determine the effectiveness of learning initiatives. These include:

• The number of participants projected versus the actual number who attended the training.
• Registration compared to completion, how many people enrolled and how many finished the course.
• The time participants spend engaging with course content, activities, assignments, and quizzes.
• Evaluation of the overall learning experience, including factors such as the quality of food and the comfort of the venue.
• Opportunities for networking with colleagues or other professionals during the session.
• Evidence of skill transfer, assessed through pre and post training tests.
• Whether participants acquired new knowledge, as shown through quizzes and assessments.
• Scenario-based learning activities that allow participants to apply concepts immediately to gauge improvement.
• Annual skills assessments to determine staff competency levels based on the year’s learning interventions.
• Feedback from managers on observed improvements or areas for further development.
• Certifications earned because of the training.
• Behaviour change, though harder to measure, it is critical. Supervisors can provide input on “on-the-job performance” before and after training.
• Reduction in errors, mistakes, and overall cost management.
• Business impact indicators such as increased productivity, efficiency gains, reduced task time, cost savings, higher sales, and revenue growth.
• The relationship between staff development and retention

Learning programmes or initiatives that generate significant results or impact, and the factors that contribute to their success

Learning and development programmes that deliver significant impact include orientation, onboarding, product training, leadership development, mentoring, upskilling, and reskilling initiatives. These programmes are most effective when employees have the flexibility to access content and apply it, with courses readily available and aligned to their job roles. Supporting employees’ growth through relevant training has a strong positive influence on performance.

For sustained impact, learning programmes should be continuous and progressive, forming a coherent, well-structured, and practical development framework. Linking learning initiatives to performance appraisals also helps organisations measure how training translates into improved job performance.

Cultural integration and reinforcement also strengthen learning impact. This includes embedding learning into onboarding, aligning programmes with organisational goals and values, such as Diversity, Equity and Inclusion (DEI) initiatives, Corporate Social Responsibility (CSR) activities, gamified learning, and internal communications.

How to balance the need for immediate result with the need for long-term development 

Short-term results refer to quick wins, while long-term results focus on sustained capability. Achieving both requires strategic, integrated frameworks that view short-term wins as building blocks toward long-term objectives.

In today’s rapidly evolving environment, Learning and Development (L & D) professionals must become comfortable with uncertainty, as the goalposts continually shift. One effective strategy is to align quick wins with the long-term vision, ensuring that every short-term learning activity serves as a step toward achieving broader, future goals.

A practical method for balancing short- and long-term development is the 70-20-10 model:

• 70% experiential learning – Job-embedded learning, including rotation across departments, which strengthens overall capability and supports succession planning.
• 20% social learning – Knowledge transfer through mentoring, coaching, and collaboration.
• 10% formal learning – Structured training, including e-learning, blended learning, and short courses delivered on the job.

Another useful tool is the quadrant priority approach, which helps prioritise initiatives based on urgency and impact:

• High impact, high urgency
• High impact, low urgency
• Low impact, high urgency
• Low impact, low urgency

This approach ensures that learning efforts are focused, strategic, and aligned with both immediate needs and long-term organisational goals.

How the future of work is evolving and the skills or competencies that will be most valuable in adapting to these changes

With the rapid pace of change, predicting the future of work is increasingly difficult. However, certain trends are emerging across most sectors:

• Automation, Digitalisation, and Artificial Intelligence:  These are transforming how work is performed. Routine tasks are being automated, and many manual processes are moving to digital platforms, with some requiring minimal human intervention. For example, chatbots can now answer questions based on stored data, and advanced data analysis is driving decision-making.

• Hybrid and location-flexible work: These are becoming standard. With digital workspaces and tools like Zoom, productivity is no longer tied to physical presence. Work can be done effectively from anywhere, and HR professionals must design structures and policies that support these new models while ensuring efficiency and security in the workplace.

Strategies organisations can use to support continuous learning and upskilling in a rapidly changing work environment

For organisations to succeed and remain sustainable, they must establish strong structures and systems. Effective processes should clearly outline how these systems operate, with the right people in place to ensure success. Additionally, organisations should define clear performance objectives to guide efforts.

Practical and high-impact strategies for driving continuous learning and upskilling, especially in fast-changing environments shaped by technological shifts, market disruptions, and regulatory demands, include:

• Building a learning culture anchored in leadership commitment: Leaders must model learning by attending training, sharing insights, reading, and leveraging resources. When leadership demonstrates that learning is integral to performance, it motivates employees to view learning as essential rather than optional. Celebrating learning milestones in meetings and newsletters and allocating dedicated time for learning fosters a culture driven by curiosity rather than compliance.

• Embedding learning into daily work: Learning should be integrated into the flow of work rather than treated as separate. Organisations can leverage macro learning platforms, short 3–5-minute learning modules, searchable knowledge bases, Standard Operating Procedures (SOPs), video walkthroughs, and workflow-embedded content. Job aids, templates, and quick reference guides further support on-the-job learning.

• Creating personalised Learning and Development plans: Each employee’s skill set should align with organisational goals. Skill assessments should be conducted to identify capability gaps and define measurable learning goals with clear timelines for each individual.

• Using skill-based learning frameworks: Shift focus from job titles to the skills required for roles. Develop a skill taxonomy, including technical, digital, leadership, or industry-specific skills, and map them to roles, projects, and learning opportunities. Skills should guide recruitment, promotions, and training budgets.

• Adopting multiple blended learning channels: Build a comprehensive learning ecosystem combining instructor-led trainings, e-learning, peer learning cycles, workshops, case studies, coaching, mentorship, simulations, and role play. Offering multiple channels ensures that employees can engage in ways that suit their learning preferences and remain motivated to participate.

• Encouraging mentoring, coaching, and peer-to-peer knowledge sharing: Sustaining continuous learning requires formal mentoring programs, monthly lunch-and-learn sessions, peer learning communities of practice, reverse mentoring, and young staff mentorship initiatives.

• Making learning measurable: Tracking metrics such as cost per completion, skills acquired, on-the-job application, and impact on productivity and quality. KPIs like learning hours per employee and improvement in project cycles help organisations continuously improve their learning initiatives and achieve business results.

How to ensure learning initiatives are sustainable and scalable across the organisation rather than one-off events

Learning and Development (L&D) professionals need to shift from being firefighters to becoming architects who collaborate with other architects across the organisation. They should have a clear understanding of how training is delivered and transferred, who is responsible, and the rationale behind each learning initiative.

To foster continuous learning, organisations should offer personalised learning paths, allowing employees to develop skills relevant to their roles. Rather than simply reacting to immediate needs, L&D professionals should proactively assess business requirements and design learning solutions that address current and future challenges in a rapidly changing environment.

How to create a culture of continuous learning in organisations

A culture of continuous learning can be fostered in organisations through strong leadership commitment. Leaders should allocate funds and resources for learning and model the behaviour themselves. For example, a Managing Director attending a session or even teaching a class demonstrates the value placed on learning and encourages a positive learning culture.

Integrating learning into everyday activities is also essential. Learning moments can become part of the organisational routine, such as dedicating time in meetings to discuss lessons learned or new knowledge gained. Recognition plays a critical role in sustaining this culture. Acknowledging employees who develop themselves, acquire new skills, and share knowledge reinforces the importance of continuous learning and motivates others to do the same.

Roles leaders and managers play in supporting learning and development

Leaders and managers play a pivotal role in shaping, enabling, and sustaining learning and development within an organisation. They are not just facilitators of learning, but also role models, coaches, and culture builders, influencing how employees perceive and engage in continuous learning.

Key Roles of Leaders and Managers in L&D:

• Creating a Learning Culture: Leaders set the tone by valuing curiosity, experimentation, and growth. Their commitment signals to employees that learning is not optional but an integral part of success. When leaders actively participate in training sessions or classroom activities, employees are more likely to engage seriously and commit to their own development.

• Acting as Coaches and Mentors: Leaders should guide employees through personalised development plans, providing feedback, encouragement, and coaching. By mentoring employees, they help build problem-solving skills, motivation, and confidence. Formal mentorship programs led by managers accelerate knowledge transfer and career growth, which is critical for talent development.

• Aligning Learning with Business Goals: Training initiatives should be strategically aligned with organisational priorities. Leaders need to identify skill gaps, connect learning opportunities to future business needs, and remove barriers to learning. Providing resources, time, and psychological safety helps employees overcome obstacles such as resistance to change, lack of confidence, or workload challenges.

• Recognising and Rewarding Learning: Learning should be incentivized. Leaders can reinforce it by celebrating achievements, certifications, new skills, and innovative applications. Recognition motivates employees to continue investing in their development. Leaders themselves should model continuous learning through training, reading, skill-building, and case study participation.

Active involvement of leaders transforms L&D from a transactional, box-ticking exercise into a strategic driver of innovation, adaptability, and retention. Organisations where managers actively support learning experience higher engagement and improved performance outcomes. Leaders can further support L&D by:

• Dedicating regular time for team learning sessions
• Integrating learning goals into performance reviews
• Encouraging cross-functional projects to apply new knowledge

Ultimately, leaders and managers are the architects of organisational learning, shaping a culture that drives sustainable growth and adaptability.

How to measure the Return on Investment (ROI) and Return on Expectation (ROE) of learning initiatives, including the key metrics that can be used for evaluation

Return on Expectation (ROE) is based on Kirkpatrick’s four levels of evaluation, assessing whether a learning initiative was successful and if it met the strategic objectives set by stakeholders. When measuring ROE, feedback is collected on relevance, such as the percentage of learners who found the content highly relevant to their role. ROE also considers knowledge and skills gained, using pre- and post-assessment scores. A pre-assessment is conducted before training, followed by a post-assessment to measure learning outcomes. Application of learning is another key metric, evaluating whether the skills and behaviours acquired are transferred to the workplace. Therefore, Adaptation and practical application of knowledge are critical.

Return on Investment (ROI), on the other hand, focuses on the financial aspect. Before the programme, specific measurable changes are identified using methodologies such as the Phillips ROI Methodology. ROI measures the monetary value of training by comparing the total programme costs against the financial benefits gained over a period, typically a year. ROI provides a clear view of how much was invested versus the return, making it a crucial metric for business decision-making.

Best practices for designing learning programs that drive real results and impact

When designing a training program, the purpose and reasoning behind it must be clearly considered. Begin with the business goal or need, rather than the training topic itself, and ensure there is a clear understanding of what the program is intended to achieve.

Next, identify and understand the audience who will participate in the training. Engage all relevant stakeholders from the start, this may include subject matter experts, customers, managers, and the participants themselves. It is also important to consult supervisors to understand why specific employees are being trained and to gather input on programme design.

Delivery methods must be carefully considered. Determine whether the training will be on-the-job, online, or conducted externally, and ensure it aligns with the intended outcomes. Training programs should be continuous and progressive, with courses designed to move from basic to intermediate to advanced levels, reinforcing learning and creating interconnected learning pathways. Tools and technology required, especially for online learning should be considered, ensuring learners have access to laptops, platforms, and other necessary resources.

Content and measurement must be well-defined: the course material should be specific, data-driven, and include measurable learning outcomes. The training environment is also crucial, venues should be conducive to learning, with dedicated facilities, appropriate seating, and attention to hygiene and quality of food.

How to prioritise learning and development in a resource-constrained environment, including practical examples of how these strategies have been successfully applied in the workplace

Prioritising learning and development in a resource-constrained environment is both a challenge and an opportunity. The key is to focus on impact over volume, ensuring that every initiative directly supports organisational goals and employee growth without necessarily incurring high costs.

Strategies for Prioritising L&D with Limited Resources:

• Leverage internal expertise: Encourage peer-to-peer learning and mentorship programmes. Employees can share knowledge through brown bag sessions, job shadowing, or internal workshops, making use of existing talent and experience.

• Macro learning over large programmes: Short, focused learning modules of 10–15 minutes are cheaper to produce and easier to integrate into daily work, making learning more sustainable.

• Use free or low-cost platforms: Platforms such as Coursera, edX, Udemy, LinkedIn Learning, podcasts, or curated source materials can replace expensive training contracts while still providing high-quality learning opportunities.

• Align training with business priorities: Focus resources on learning that directly supports organisational goals. Skills that advance strategic objectives, for example, digital literacy or customer management should be prioritised, while low-impact training should be avoided.

• On-the-job learning: Embed learning into daily tasks by rotating roles, assigning stretch projects, and integrating learning into workflows. Track ROI by measuring productivity, retention, and innovation. Internal knowledge-sharing sessions, monthly skill clinics led by senior staff, and cross-functional project rotations help employees develop new skills at minimal cost.

• Encourage free online learning: Staff can complete free online courses relevant to their roles, with recognition or short team-based training sessions reinforcing the learning.

• Focus on outcomes: Evaluate training effectiveness by tracking measurable results, such as improvements in performance, contribution to organisational goals, and ROI on learning initiatives.

By strategically prioritising learning, organisations can maximise impact while minimising costs, ensuring employees grow and contribute even in resource-constrained environments.

How to handle resistance to learning and development initiatives

Resistance is often a symptom of an underlying issue. To address it effectively, organisations need to start with a root cause analysis before designing the intervention. Employees may need reassurance that the training serves a specific purpose. In many cases, having managers, line managers, and leadership attend training alongside employees helps demonstrate that the initiative aligns with the organisation’s strategic direction and is not arbitrary, fostering greater acceptance and engagement.

Conclusion

Professionals should embrace continuous learning, reflecting on how new knowledge can be applied, adapted, and shared in the workplace. Learning experiences that challenge assumptions, such as shifts in decision-making, remote work, technology adoption, customer expectations, and leadership styles, require reflection and strategic adaptation. Effective learning initiatives are aligned with organisational goals, embed practical application, and are reinforced through continuous, progressive programmes. Success is measured through engagement, skill acquisition, behaviour change, and business outcomes. Leaders and managers play a critical role in fostering a learning culture, mentoring employees, and recognising achievements. Sustainable learning relies on blended methods, micro-learning, on-the-job practice, and personalised development paths. In resource-limited settings, leveraging internal expertise, free platforms, and aligning learning to strategic priorities maximises impact. Resistance should be addressed by understanding root causes and ensuring leadership models commitment. Ultimately, structured, measurable, and relevant learning drives individual growth, organisational adaptability, and long-term performance.

This thought leadership piece was adapted from the November 2025 edition of the ‘CIPM and YOU’ webinar and represents the opinions of the panellists during the session.

The post LEARNING REFLECTIONS, RESULTS, AND SUSTAINABILITY FOR THE FUTURE OF WORK appeared first on CIPM Nigeria.

The future of work belongs to those who are shaping it today. The theme, Experience That Shapes, Learnings That Last: HR in the New World of Work is timely, because the world of work has already transformed. Artificial intelligence is no longer a distant concept; it is here, it is real, and in some cases, it is recruiting faster than HR managers themselves.

A recent example from the global entertainment industry illustrates this shift. A major record label signed a multi-million-dollar deal, not with a human artist, but with an AI-generated musician. The backlash was immediate, as several American artists criticised the move, calling it a slight to human creativity. That moment perfectly captured the tension we now face: the clash between human imagination and machine capability. And this same tension is unfolding across industries everywhere.

Yet amid all this disruption, one truth remains undeniable: people are the ultimate competitive advantage. Machines can simulate, but they cannot replicate the authenticity of human experience, the empathy of human interaction, or the resilience of the human spirit. This is where HR plays a critical role, ensuring that talent, not technology, remains at the core of progress.

Research shows that executives are experiencing or expect to experience a skills gap in the coming years. This means any organisation that fails to convert learning into lasting capability will be left behind in the global race for relevance. HR is no longer just Human Resources; it must now stand for Human Relevance. HR professionals are not merely managing processes; they are curating experiences. They are not just teaching skills; they are crafting learning that endures.

As Maya Angelou famously said, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” This is the true power of HR: shaping experiences that inspire lasting transformation. Experience is the seed, learning is the water, and HR is the gardener. What we nurture today determines what will grow tomorrow. As Alvin Toffler noted, “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

Critical skills HR professionals need to thrive in the new world of work

HR has already stepped fully into the new world of work, and the ship sailed long ago from the era when HR practitioners were viewed merely as administrative staff. The profession has evolved beyond process management into a strategic partnership role that directly supports and influences organisational success.

Critical skills HR professionals need in the new world of work include:

• Digital Fluency: HR professionals must move beyond basic digital knowledge to true fluency. This means being able to create value through technology and make informed decisions using data. Data-driven insights should guide all aspects of HR, from talent and performance management to culture and employee engagement. The ability to interpret data and connect it to business outcomes is now essential for HR to function as a strategic business partner.

• Change Agility: In an environment where change is constant, HR must not only adapt personally but also guide others through transitions. Supporting employees in navigating change, fostering resilience, and leading transformation efforts are increasingly critical capabilities. However, these skills hold little value if HR practitioners lose sight of the “human” in human resources.

• Human-Centered Leadership: People must remain at the heart of HR practice. This requires empathy, a commitment to diversity and inclusion, and the ability to support multigenerational and culturally diverse workforces. Regardless of how much technology HR adopts, human-centered leadership must remain a core competency. It is this people-first approach that enables HR professionals to truly thrive in the new world of work.

How organisations leverage technology and new practices to adapt to post-pandemic workforce realities

Before 2020, it seemed almost impossible for organisations to operate effectively with employees working entirely from home, or with only a few staff members coming into the office on specific days. Today, however, this has become a standard practice.

Advantages of Hybrid Work

• Cost Savings for the Organisation: Significant operational costs, such as fuel and diesel required to power generators throughout the workday, are greatly reduced when fewer employees are on-site.

• Increased Employee Productivity: Many employees have reported that working from home minimises distractions and enables them to deliver their tasks more efficiently. Without the interruptions common in office settings, employees tend to meet their deadlines with fewer hindrances.  For organisations that adopt a hybrid work model, it becomes essential to rethink their approach to performance management. They can develop an internal technology platform that allows managers to track employee performance from anywhere in the world. Employees can log into the system, speak with their managers, document discussions, and update their records, all without the need to be physically present at the office. Another technology organisations can embrace is a Learning Management System (LMS). Since it is no longer feasible for all members of a unit to be in the office simultaneously, the LMS enables training to continue seamlessly. Courses are assigned to employees regardless of their location, and they can log in, complete their lessons, take assessments, and obtain certifications from anywhere in the world.

Effective learning interventions for building resilient and future-ready teams.

Beyond all formal learning interventions an organisation may offer, the most powerful enablers of growth are rooted in its culture. Training sessions, classrooms, and workshops are valuable, but they are not enough on their own. Employees must feel that they work in an environment where they have the flexibility to experiment, make mistakes, and fail forward. When people feel safe to take risks, they become more willing to innovate and drive change.

Psychological safety is essential. In cultures where employees are encouraged to apply what they learn without fear of blame, learning becomes truly transformative. Among the most effective learning interventions, coaching and mentoring remain timeless. These methods continue to demonstrate their impact because they are personalised and tailored to individual needs. Unlike generic courses or standardised training programs, coaching addresses short-term, specific development areas, while mentoring supports long-term growth and helps individuals build a broader perspective. Both approaches have consistently proven to be among the most impactful interventions available.

Another highly effective approach to learning intervention is cross-functional project work. This exposes employees to new ideas, diverse skill sets, and fresh ways of thinking. It pushes them outside their comfort zones and gives them practical opportunities to apply newly acquired skills. Learning becomes meaningful only when employees have the mechanisms and opportunities to practice what they have been taught in real-world situations.

Leveraging technology through digital learning platforms is also critical. Such platforms allow employees to access training at their own pace and at the time of need, without waiting for a class size or a scheduled session. They can explore content that aligns with their specific development goals and learn in real time. However, all these interventions, no matter how well designed, will have limited impact without a strong culture of psychological safety. Employees must feel empowered to express themselves, select the right mentors or coaches, and engage in learning relationships that rely heavily on trust and compatibility. Ultimately, it is not just about having these systems in place; it is about ensuring that people have the freedom and confidence to use them effectively.

How to ensure that learning is not just a one-off event but leads to sustained behavioural change over time. 

This is a shared responsibility that requires both individual commitment and organisational support. Individuals must be willing to adapt, to continuously learn, unlearn, and relearn. As the saying goes, yesterday’s excellence is today’s mediocrity. What you mastered yesterday may no longer be relevant today, and relying solely on past achievements will cause you to fall behind. This is why the ability to let go of old patterns and embrace new knowledge is essential. As individuals learn and begin to apply new insights to their daily tasks and deliverables, these behaviours gradually become part of their routine. Learning becomes ingrained, enhancing their effectiveness and overall performance.

Key strengths expected to define HR practice in Nigeria and globally over the coming 3 to 5 years.

These trends are not emerging in the distant future, they are already shaping the HR landscape today. One of the most significant shifts is the widespread adoption of technology and AI solutions across various HR functions. For example, technology has transformed recruitment. It is now common for a single job posting to attract over 5,000 applications. It is nearly impossible for recruiters to manually review that volume of CVs. Even if they attempted it, the process would be exhausting, inefficient, and time-consuming.

Another major trend influencing HR is skills-based hiring. Increasingly, employers are prioritising skills and practical capability over formal qualifications. Skills often outweigh academic qualifications in determining job performance.

Similarly, some fintech companies in Nigeria now hire purely based on technical ability. Instead of asking for certificates or degrees, they administer coding tests or skills assessments. If a candidate demonstrates the required level of competence, they are offered the job, regardless of their educational background.

The focus has shifted to what candidates can do and the value they can bring, not the certificates they possess. This skills-first approach is already redefining hiring globally and will remain a dominant trend in HR practice.

Principles HR must never lose sight of, irrespective of workplace transformation.

People today are working to live, not living to work. This means that beyond their professional responsibilities, individuals have full lives with multiple dimensions that demand their energy and attention. As the workplace evolves, with trends like agility, HR technology, AI, multi-generational teams, and remote work, employees are showing up to work while balancing other areas of their lives.

When people are placed at the center of organisational policies, structures, and practices, it becomes easier to support them effectively. Providing an enabling workplace allows employees to thrive not just in their roles but in their broader lives. When individuals feel empowered, valued, and supported, they naturally perform at their best. A fulfilled employee will often go above and beyond, completing tasks with initiative and dedication, not out of obligation but from a genuine engagement.

It is essential to recognise that employees are more than their roles or titles, they have concerns, aspirations, and responsibilities beyond work. By fostering a culture that empowers and supports the whole person, organisations see results organically. Employees will shine, take ownership, and achieve outcomes without constant oversight.

Thus, the humanity inherent in HR must never be lost, nor should the ethical leadership that underpins it. Balancing human-centered practices with organisational objectives is what allows both people and business to flourish.

This thought leadership piece was adapted from the September 2025 edition of the ‘CIPM and YOU’ webinar and represents the opinions of the panellists during the session.

The post EXPERIENCE THAT SHAPES, LEARNINGS THAT LAST: HR IN THE NEW WORLD OF WORK appeared first on CIPM Nigeria.

There is a conversation that rarely leaves the confines of boardrooms, often concealed behind polite smiles in open offices and hidden beneath impressive productivity metrics. Yet, it is one of the most defining issues of our time: employee well-being, mental health, and resilience. We live in a world where “hustle” is glorified, rest is mistaken for laziness, and stress is worn like a badge of honour. But the reality is simple, a burnt-out workforce cannot build a sustainable future. According to the World Health Organisation (WHO), depression and anxiety cost the global economy over $1 trillion annually in lost productivity. In Nigeria, recent studies reveal that more than one in four employees experience symptoms of stress-related disorders, yet many remain silent for fear of stigma or job insecurity. HR professionals and people managers must ensure that workplaces are safe, and policies are truly people-focused and not mere paperwork. Resilience should never be mistaken for a license to overwork or exhaust employees. True resilience is not merely surviving the fire, it is ensuring people do not burn to ashes in the process. Mental health is not a “soft” concern; it is a strategic advantage. A resilient, mentally healthy workforce boosts creativity, fosters loyalty, reduces absenteeism, and drives sustainable performance. Employees should not be seen as just units of labour, but as human beings with lives. Too often, we mistaken success for the sheer number of hours worked instead of the quality and impact of the work done. Businesses do not survive because they are big, they survive because their people are strong. And that strength must be nurtured. Support must be intentional. Well-being must be non-negotiable. It is necessary to move from mere talk to true transformation.

Workplace Policies and Benefits to Support Employee Health and Well-Being

The World Health Organization (WHO) defines health as “a state of complete physical, mental, and social well-being, and not merely the absence of disease or infirmity.” When considering employee health and how to maintain it, three core dimensions must be addressed: physical well-being, mental well-being, and social well-being. Together, these form the holistic nature of employee health. To provide effective benefits that support and sustain employee health and well-being, the following should be considered:

1. Comprehensive Medical Insurance: A robust health insurance plan should offer not only corrective care (treatment when illness occurs) but also preventive and wellness benefits. Focusing solely on corrective care is insufficient. Preventive and wellness components may include:

• Mental health coverage, such as counseling services and psychological support.
• Wellness programs, including regular check-ups, fitness initiatives, and lifestyle support.
• Chronic disease management, ensuring ongoing support for employees with long-term health conditions.
• Employee Assistance Programmes (EAPs), providing confidential resources for personal and professional challenges.
• Maternal and childcare services including policies for employees with children under the age of five.

2. Fitness and Wellness Initiatives: Insurance packages or workplace programs should encourage physical activity and healthy lifestyles, such as gym memberships, fitness classes, or ergonomic workplace setups.

When these elements, physical, mental, and social health, are addressed through preventive care, wellness support, and responsive medical services, organisations can lay a strong foundation for maintaining a healthy, engaged, and productive workforce.

Measuring Employee Well-Being and Tracking Improvement

1. Employee Engagement Surveys: HR should pay close attention to employee engagement survey responses, particularly around stress and well-being. Managers play a crucial role in this process. For example, they can ask team members to rate how they are feeling on a scale of one to ten, especially when managing seven to eight direct reports. Scores below seven should prompt follow-up questions to understand the underlying reasons. Modern tools, including AI-powered pulse surveys, allow HR to send short, targeted questionnaires to employees to gain real-time insights. Based on the feedback, managers can take meaningful action to support their teams.

1. Absenteeism and Turnover Metrics: High absenteeism or frequent staff turnover within a team can be an indicator of deeper well-being issues. Often, managers play a major role, either positively or negatively, in these trends. Toxic management styles can severely harm workplace culture. HR should actively monitor for such patterns and enforce policies that do not tolerate toxic behaviour. Well-being is more than just physical health; it also involves mental, emotional, and social factors. In this regard, organisations should consider implementing Employee Assistance Programmes (EAPs), as health insurance alone is no longer sufficient.

1. Weekend Work and Overtime: In cases of twenty-hour operations, HR must ensure workloads are reasonable and employees are not pushed toward burnout. While some workers may opt for extra hours to earn more income, sustainable performance cannot be achieved if staff regularly work six or seven days a week. HR should implement policies that promote rest and recovery while balancing operational needs.

How HR Professionals Can Foster Work–Life Balance

• Flexibility: Research and data show that working full-time in the office does not necessarily equate to higher productivity. Work should shift toward outcome-based deliverables rather than simply “ticking the box” by being physically present. Presenteeism, staying in the office for appearance’s sake, does not guarantee meaningful contribution.

• Use of Leave: Organisations should have clear practices to ensure proper coverage when employees are on leave. This includes delegating authority to a stand-in and having a designated responder, so the employee can truly rest without being disturbed.

• Clear Job Roles: Employees often experience stress and anxiety when managers fail to define annual deliverables, provide the necessary resources, or arrange adequate training. Clear expectations and proper support reduce unnecessary pressure.

• Pulse Surveys: Short, targeted pulse surveys are effective tools for measuring employee well-being in real time and identifying areas that require immediate attention.

• Focus on Productivity not Presenteeism: Performance should be measured by output and quality, not by the number of hours spent in the office or waiting for a manager to leave before going home.

• Consider the Employee Ecosystem: An employee’s personal circumstances, such as family challenges, domestic violence, or life transitions, can significantly impact their well-being. Organisations should offer relevant support, whether for employees facing personal crises, stepping into managerial roles, or navigating onboarding into a new company or department.

• Co-Creation of Well-Being Initiatives: Well-being programmes should be co-created with employees to ensure they address real needs within the specific organisational context. Customizing these programmes increases relevance and impact.

Building a Culture That Encourages Breaks and Time Off

The cultures organisations build have a direct impact on employee wellness, leadership effectiveness, workload management, and the return on well-being investments. Addressing this challenge requires looking at it from multiple perspectives:

• Shifting Mindsets: Well-being must be viewed strategically as a factor that influences business performance and long-term sustainability. Supportive policies should promote taking breaks, with managers and leaders setting the tone by taking breaks themselves and encouraging their teams to do the same.

• Setting Healthy Boundaries: Practices such as sending emails after work hours or on weekends can heighten stress and create the perception that constant availability is the only path to recognition or reward. Leaders must lead by example, openly communicating when they are on leave or vacation and showing that they are not “superhuman.”When leaders model healthy behaviours that prioritise rest and rejuvenation, teams are more likely to follow suit. Over time, this fosters a culture where taking breaks is normalised, stress and burnout are reduced, and organisational productivity is strengthened.

How Managers Can Support Team Members Well-Being

This requires extensive coaching and educating of line managers. For example, in the Managerial Excellence Action Learning (MEAL) programme, managers receive tips and snippets on various aspects of effective team management, including strategies for supporting employee well-being. The goal is to ensure teams are not dysfunctional, but instead operate with high morale, strong engagement, and a healthy workplace culture.

Mental Health Resources and Support Services for Organisations

If an organisation provides medical insurance coverage for its staff, the insurance company should also ensure access to mental health services and Employee Assistance Programmes (EAP). Organisations must recognise the importance of EAP services, which should be part of the Health Maintenance Organisation (HMO) packages they purchase. Therefore, it is crucial to choose a medical insurance provider that offers not only curative care but also preventive and wellness services, delivered consistently on a monthly basis.

For mental health specifically, organisations should have robust preventive schemes. This includes providing mental health training for managers, line managers, and unit heads, as they are often the first to notice behavioural changes in employees. Unfortunately, many managers overlook the welfare of their team members. When managers are trained to recognise early warning signs, they can flag concerns to HR for timely intervention. Such proactive measures ensure that potential mental health issues are addressed before they require curative treatment.

How HR Can Create a Safe and Supportive Environment That Encourages Team Members to Openly Discuss Mental Health Concerns with Either HR or Their Managers

• Provide training and awareness on recognising the signs of mental health issues.
• Introduce a “Know Your Colleague” initiative to encourage fun, non-stigmatising feedback that drives engagement.
• Foster comfort and familiarity so employees feel safe sharing personal challenges.
• Build connectedness and rapport to encourage conversations beyond work matters.
• Create a psychologically safe environment where people can speak openly about their realities and struggles.
• Ensure HMOs include Employee Assistance Programmes (EAPs) and support them with consistent awareness and communication on mental health.

Ways Organisations Can Measure and Interpret Workforce Stress Levels

If a profit and loss account can reflect an organisation’s financial health, then a well-being index can serve a similar purpose for assessing employee health and workplace culture. The well-being index is a set of tailored questions, customised to reflect an organisation’s unique realities, measuring aspects such as stress levels, work–life balance, and psychological safety. Administered annually, it provides trends and insights over time.

Making Managers Training Effective

Beyond training managers, it is essential to provide the right information and tools. Health assessments can be administered to employees, generating scores that help identify those who may need targeted support. While not everyone will be struggling, some employees may face challenges. It is important to determine whether these stressors fall within HR’s control, such as unclear work expectations, inadequate resources or training, or toxic team dynamics and leadership. These factors can be addressed by the organisation and HR professionals. Even if employees do not openly share their concerns, data can reveal underlying issues. Therefore, effectiveness goes beyond training managers, it requires embedding well-being practices into the organisation’s everyday ways of working.

What HR Can Offer to Support and Manage Workplace Stress

1. Identify the main causes of workplace stress, such as work overload and toxic leadership.
2. Establish policies to prevent toxicity and create a healthy work environment.
3. Address economic and transportation challenges by:
4. Providing staff buses to drop employees at nearby bus stops.
5. Offering transport subsidies to ease commuting stress.
6. Introduce flexible working arrangements to support work–life balance.
7. Implement stress management programmes to help employees:
8. Improve time management and prioritisation skills.
9. Recognise their personal stress triggers and limits.
10. Develop effective coping strategies.
11. Organise regular management workshops to educate employees on handling diverse personal and work-related challenges.
12. Ensure ongoing support measures are in place to help staff cope with stress effectively.

How HR Can Support Individual Team Members and the Organisation in Adapting to Change

People often see change as a source of anxiety because it introduces uncertainty. HR’s role is to shift this perception, helping employees view change as an opportunity for growth, resilience-building, and improved organisational performance. Change involves both the practical aspect, what needs to be done, and the human element, which deals with emotions, concerns, and the personal impact on employees. From an individual team perspective, HR should:

• Ensure clear, consistent communication about the change, what it involves, how it affects people and the organisation, and its benefits.
• Communicate transparently, avoiding sugar-coating, so employees are not caught off guard.
• Create space for feedback, allowing employees to ask questions and receive honest, timely responses.
• Provide ongoing coaching and support throughout the transition.

From an organisational perspective, HR should:

• Align change initiatives with the company’s strategic objectives and priorities.
• Assess organisational readiness to avoid failed agendas.
• Secure early leadership engagement and buy-in.
• Develop a structured implementation plan, with clear actions, timelines, success criteria, and milestones.
• Continuously monitor, evaluate, and adjust strategies based on feedback and progress.
• Train employees to embrace change, ensuring they understand how it benefits them and the organisation.

Actionable Measures HR Can Implement to Support Employees in Overcoming Workplace Challenges

HR must understand that their role goes beyond hiring employees, they must also actively support and contribute to their success. Practical steps include:

1. Resilience Training: Engage psychologists or psychiatrists to provide employees with tools and techniques for coping with stress, recognising that stressors may not always be obvious. These could stem from home life, managerial issues, workplace culture, or lack of adequate resources.
2. Emphasise Psychological Safety: Foster a culture where employees feel safe to share ideas, challenge the status quo respectfully, and speak up when things are not working. Psychological safety is a strong indicator of a healthy culture. Managers should avoid acting as though they have all the answers and instead remain open to input.
3. Co-create with Employees: Involve employees in designing and shaping programmes, tools, and well-being initiatives. Gather their input, ensure they feel ownership of the solutions, and empower them to act as champions of the initiatives.

Conclusion:
Employee well-being is not an HR “extra”; it is a strategic necessity. When organisations intentionally foster psychological safety, equip managers with the right tools, and design policies that truly support people, they do not just reduce burnout, they unlock innovation, loyalty, and sustainable performance. A healthy workforce is the strongest foundation any business can build on, and well-being must be embedded into the culture, not treated as a campaign. Because when people thrive, organisations flourish.

This thought leadership piece was adapted from the July 2025 edition of the ‘CIPM and YOU’ webinar and represents the opinions of the panellists during the session.

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The Nigerian Tax Reform Act, recently enacted, is more than just a matter of compliance; it touches every payroll, every office, and every desk. For HR practitioners, the pressing question is: what do these changes truly mean? Are they merely regulatory adjustments, or could they become catalysts for boosting morale, driving productivity, and reshaping workplace culture?

On June 26, 2025, President Bola Ahmed Tinubu signed four landmark tax reform bills into law:

• The Nigerian Tax Act
• The Tax Administration Act
• The Nigerian Revenue Service (Establishment) Act
• The Joint Revenue Board (Establishment) Act

Together, these laws represent a sweeping overhaul of Nigeria’s tax system, designed to spur economic growth, strengthen revenue generation, and modernise tax administration nationwide.

The challenge for HR is how these reforms can be turned into a strategic advantage. The opportunity lies in aligning compliance with innovation, regulation with opportunity, and uncertainty with growth. Research shows that organisations that proactively manage the impact of tax reforms on employees can increase productivity by up to 20%. Conversely, poor management can erode motivation and efficiency. This is where HR emerges as a true game changer. As Peter Drucker once observed, “The most valuable resource of the 21st-century institution will be its knowledge, its knowledge workers, and their productivity.”

New Federal Government Tax Reform: Its Impact on Employee Productivity and the Role of HR

The four major tax reform bills signed into law by President Bola Ahmed Tinubu mark a significant shift in Nigeria’s fiscal landscape, with far-reaching implications for employees, employers, and HR practitioners.

From the employee perspective, many are concerned about how the new laws will affect them in the workplace, particularly how to apply the provisions accurately to ensure they neither overpay nor underpay their taxes. For employers, the focus lies on understanding potential incentives and compliance requirements relating to employee taxation.

There is still some uncertainty about the ultimate impact of these reforms. However, with implementation set to begin on 1^st January 2026, the focus has shifted to preparation. State revenue authorities are expected to review and update their operational guidelines and frameworks to ensure compliance with the new laws, particularly in relation to taxes remitted at the State level.

Tax practitioners are preparing to support individuals and organisations through the transition, providing guidance and clarifications as the new fiscal system comes into effect. Although some challenges are expected during the first six to twelve months of implementation, the reforms are broadly regarded as marking the beginning of a new era for Nigeria’s tax system.

For HR executives and leaders, this period is pivotal in fostering employee awareness and understanding of the new tax regime. HR functions should take an active role in engaging staff through small team discussions and company-wide briefings, clearly explaining the implications of the reforms. Organisations can further support employees by developing Frequently Asked Questions (FAQs) and simple Excel-based tax simulations to illustrate how the changes will affect take-home pay.

Importantly, low- and middle-income earners stand to benefit under the new tax law. Lower-income employees, particularly those earning the minimum wage, will see their tax obligations significantly reduced, sometimes eliminated entirely. Middle-income earners will also experience moderate relief, ensuring their disposable income remains stable.

In contrast, high-income earners, especially those with annual earnings of ₦180 million or more, will need to carefully reassess their tax positions. Strategic tax planning will be essential to maintain compliance and optimise efficiency under the new system.

Employees may experience fears and uncertainties as they await clarity on the next steps under the new tax reform. To address this, HR professionals must remain well-informed and proactive as updates emerge. Close collaboration with finance experts, Chief Financial Officers (CFOs), and legal practitioners will be critical to understanding the practical implications of the reforms. While finance teams can provide guidance on technical and operational matters, the legal team should assess and explain the potential risks and consequences of non-compliance with the new tax provisions. Once this knowledge is gathered, HR has the responsibility to cascade the information to all employees, translating complex policies into clear, relatable language. When employees understand the reforms in simple, everyday terms, they are more likely to feel confident and engaged. It is therefore crucial to promote financial literacy across organisations. Sensitisation and engagement sessions should begin well before the implementation date of 1^st January 2026, ensuring that employees at every level, from management to junior staff, are fully informed. Early communication will make understanding easier and reduce confusion when implementation begins. Employees should also understand that HR is working alongside them in this transition. The reforms will affect both employees and businesses, and HR must act as a strategic partner, balancing employee experience with organisational performance.

As HR leaders champion initiatives that enhance employee understanding and engagement, they must also ensure these efforts align with broader business goals. By improving employee experience while supporting profitability, HR helps create organisations that truly embody the Great Place to Work philosophy. Employees should start reflecting on how these reforms might affect their take-home pay. The government has played its part by introducing the reforms and setting the policy direction. It is now up to employees to explore ways to minimise their tax burden and take advantage of potential opportunities.

HR professionals and business leaders should also start exploring effective ways to engage employees and identify measures or incentives that can help achieve mutual understanding and alignment. Organisations currently preparing their 2026 budgets and projections should begin factoring the possible impact of these reforms into payroll costs. It is also the right time to engage company leadership and the board in discussions about what lies ahead. Employers should explore ways to cushion the impact of these changes so that by 2026, they can introduce incentives or support systems that motivate employees and show genuine care for their well-being

How federal tax changes impact employees in the workplace

The impact on employees can be described as a state of psychological uncertainty about what lies ahead. Regarding changes in federal taxation, everyone must assess how these adjustments will affect them personally. While it is suggested that middle- and low-income earners may enjoy some tax relief under the new rates, the real question is how they intend to utilise those savings. Although the reforms may create some uncertainties, they also present potential opportunities. High-income earners, for instance, can engage tax professionals to help them establish efficient tax structures. Looking at certain provisions of the Act, individuals with higher disposable income may find a few advantages they can leverage. However, one major concern lies in the implementation phase. While the law may appear sound on paper, it is only during execution that its effectiveness becomes clear. Based on previous simulations, there are often nuanced issues that emerge during implementation, areas the legislation might not have fully addressed, leading to possible disputes. Therefore, individuals within the higher income bracket should begin having strategic discussions with their tax advisers on how best to optimise their tax positions.

Strategies HR can put in place to reduce the anxiety or misinformation about tax changes spreading among employees before the effective dates commence

Anxiety and confusion tend to increase when there is misinformation. Therefore, HR’s role should be to lead the enlightenment process by reviewing the Nigerian Tax Act and collaborating with the finance team or tax consultants to extract key insights on how the reforms will impact employees. These insights can then be shared through short, engaging formats such as videos, infographics, or practical scenarios that make the information easy to understand. Communication can be done through regular updates, either daily or weekly, via email. Teams can also be encouraged to discuss the reforms during designated sessions to deepen understanding and relate the changes to their work and personal situations. Such informal or semi-formal learning approaches will significantly ease implementation, as employees will already be informed and prepared when the reforms take effect.

How HR professionals can collaborate with the finance and legal teams to ensure smooth integration of these tax changes

It is essential for HR professionals to stay updated on new developments within the country that may affect employees. Organising knowledge-sharing sessions where finance and legal teams engage directly with employees allows staff to ask relevant questions and gain clarity from experts. HR should take the lead in facilitating this collaboration, ensuring a clear understanding of the issues at hand. Even when financial or tax experts use technical language, HR plays a crucial role in simplifying and interpreting the information in a way that employees can easily understand and trust. When HR professionals enhance their access to information, deepen their knowledge, and increase awareness, they become better equipped to collaborate effectively across functions.

Now more than ever, HR needs to strengthen relationships with business leaders, as their support is vital in communicating and driving organisational alignment. HR must also manage the change process around the tax reforms carefully to prevent misinformation and misinterpretation, recognising that employees may perceive messages differently. Additionally, HR can work with IT teams to create visual reminders, such as graphic messages displayed on employee laptops, to reinforce awareness of the upcoming reforms.

Beyond payroll: HR’s role in supporting employees during financial uncertainty caused by tax reforms

This is the perfect time for HR to showcase their creativity and bring to life those innovative ideas that have long been on hold. One effective initiative would be to introduce Employee Assistance Programmmes (EAPs), designed to support employees in managing the changes brought about by the tax reforms and helping them identify practical ways to cut unnecessary expenses. HR clinics could also be organised with external experts in wellness and employee well-being to guide staff on maintaining financial and emotional balance. Even if organisations choose to adjust salaries upward in response to the reforms, it is equally important to help employees understand that this is not the time to increase personal spending. In addition, organisations can partner with financial advisors to educate employees on smart investment choices, cost management, and financial planning, enabling them to live better and manage resources more effectively. Ultimately, the tax reform should be viewed as an opportunity to reposition organisations as both people-focused and business-minded. When stakeholders see HR striving to balance empathy with strategic business priorities, they are more likely to support and champion employee assistance initiatives that help individuals adapt to societal changes while still achieving their personal goals.

Why taxes influence workplace morale so strongly

When it comes to taxes, employees are naturally concerned. Any reduction in take-home pay, no matter how small, can cause anxiety and impact motivation. Considering the escalating cost of living in Nigeria over the past 18 to 24 months, where costs have increased by approximately 300 to 400%, many employees are already struggling to meet their financial obligations. The introduction of new tax reforms that further reduce take-home pay will inevitably affect them.

Many employees mistakenly believe that management can influence the amount of tax deducted from their salaries. This misconception highlights the need for clear communication: the taxes employees pay are dictated by government policy, and compliant employers have limited control over the amounts. Once employees understand this, their perceptions and attitudes toward management will shift. Equity perceptions also play a role. Employees often compare their situations in the formal sector to colleagues in less regulated or informal sectors, which can lead to frustration. Organisations need to address this frustration by clearly explaining the legal requirements, compliance obligations, and the next steps the company is taking.

Employers should also identify opportunities within the law, such as allowable expenses or deductions, to help cushion the impact of tax changes. By actively engaging employees on these measures, organisations demonstrate that they care about their workforce, which can boost morale. Without proper information, employees may hold incorrect beliefs that the company controls their taxes. Transparent communication, coupled with innovative, lawful strategies to mitigate the impact of the reforms, is essential to support employees and maintain motivation.

How internal policies or handbooks should be updated for compliance with the new tax requirements

Policies serve as clear documentation of how things should be done within an organisation. Regarding taxes, these policies must align with the law of the land. The first step for organisations is to pause and determine their position on embracing the new tax reforms, considering the impact on their employees. Once leadership has taken a stand, decisions on any necessary changes can be made. Organisations should then communicate these decisions in a transparent and easy-to-understand manner, emphasising that the reforms are here to stay. Stakeholders should also be engaged to explore possible ways to cushion the impact.

Potential areas for organisational review may include:

• Salary restructuring
• Updating benefits and deductions policies

This process should be approached as a proper change management initiative.

Conclusion

The new federal tax reforms present both challenges and opportunities for organisations and their employees. While these changes may create initial uncertainty and anxiety, they also offer a chance for HR to lead strategically, promoting financial literacy, enhancing engagement, and aligning compliance with employee well-being. By proactively communicating, updating policies, and collaborating with finance and legal teams, HR can help employees navigate the reforms confidently while safeguarding morale and productivity. Ultimately, organisations that approach this transition thoughtfully, balancing empathy with business priorities, will not only ensure compliance but also strengthen trust, motivation, and organisational resilience as Nigeria moves into the new fiscal era.

This thought leadership piece was adapted from the August 2025 edition of the ‘CIPM and YOU’ webinar and represents the opinions of the panellists during the session.

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It is fascinating how, in today’s world, the only constant is uncertainty. Plans made yesterday can quickly become tomorrow’s surprises. This raises a critical question: Are leaders truly prepared to navigate such an unpredictable future? Leadership today is no longer just about holding authority; it is about being agile. It is not merely about experience, but about emotional intelligence and the ability to adapt.

During Nigeria’s 2023 cash crunch, organisations that thrived did not just slash costs, they communicated clearly, empowered their people, and stayed purpose-driven despite the chaos. That’s the power of adaptive leadership. Today, leadership is less about titles and more about building people, not pyramids.

How the definition of a great leader evolved in the last decade

A decade ago, leadership was largely about authority, expertise, and control. It was rooted in bureaucracy and hierarchical structures, where leaders were expected to have all the answers, drive execution, and maintain command. The dominant style was “command and control.” However, today, leadership has taken a different shape. The focus has shifted from authority to empathy, from control to collaboration. Great leaders are now recognised for their ability to listen, adapt, inspire, and foster inclusive environments. Emotional intelligence, humility, and authenticity are now at the heart of effective leadership.

Leaders today act more as facilitators than just decision-makers. Leadership is no longer reserved for senior roles; it’s being cultivated at all levels. Competency models now reflect this shift; leadership competencies are developed alongside functional, technical, and behavioural skills, even from entry-level positions.

Several factors have driven this transformation:

1. The Rise of Hybrid Work: Remote and flexible work arrangements demand trust-based leadership and effective communication across distances.
2. Millennial and Gen Z Expectations: Younger generations prioritise purpose, regular feedback, and empowerment, reshaping leadership norms.
3. Accelerated Change and Disruption: Constant change calls for agile, responsive leaders who can drive innovation and results through collaboration.

Ultimately, leadership has moved from power and position to influence and impact. The most effective leaders today are those who build trust, embrace diversity, and empower others, not just those who deliver outcomes. Leadership is now about inspiring and enabling, not simply commanding and controlling.

Skills emerging leaders must develop to stay relevant in the face of disruption

Leading effectively through this era of rapid disruption requires a new kind of leader, one equipped with future-focused competencies. Such leaders must:

1. Demonstrate Creative Thinking: Navigating uncertainty demands more than linear thinking. Leaders must be creative and innovative in assessing disruptions and designing effective responses.

2. Be Tech- and AI-Savvy: As technology continues to reshape industries, future-ready leaders must understand and leverage digital tools, data, and artificial intelligence.
3. Be Resilient, Flexible, and Agile: In a fast-changing world, the ability to adapt quickly, recover from setbacks, and lead through change is critical.
4. Embrace Lifelong Learning: With skills evolving at an unprecedented pace, continuous learning is no longer optional; it’s essential for staying relevant and effective.

Without these capabilities, future leaders will struggle to navigate the complexity and volatility that lie ahead.

How leaders can balance technical expertise with emotional intelligence in a fast-changing environment

Technical expertise refers to deep knowledge and skill in a specific area, while emotional intelligence involves the ability to recognise, understand, and manage one’s own emotions and those of others. Both are essential for effective leadership.

However, in times of uncertainty, rapid change, or crisis, emotional intelligence becomes even more critical. In such situations, leaders must be able to sense and respond to the emotional needs of their teams. This is key to maintaining employee engagement, as there is a strong link between emotional intelligence and how connected and motivated employees feel.

When leaders rely solely on technical expertise or operate with minimal emotional intelligence, they risk overwhelming their teams with pressure. This often leads to burnout, disengagement, and ultimately, talent loss. Good leaders understand this and strive to lead with empathy, awareness, and balance.

How to measure leadership readiness in a team

Leadership readiness is not simply about who is next on the organisational chart; it is about identifying who is truly prepared to step up when it counts. It goes beyond succession planning on paper; it requires assessing real capability and potential within a team.

Key Indicators of Leadership Readiness:

Key Indicators of Leadership Readiness:

Key Indicators of Leadership Readiness:

• Performance and Results: Evaluate consistency in meeting objectives and KPIs, especially under pressure. Are employees proactive in taking on additional responsibilities beyond their current role?
• Learning Agility: Assess how quickly they learn from experience and apply new knowledge. Adaptability is a critical trait in uncertain environments.
• Leadership Behaviours: Do they positively influence others? Do they role-model the organisation’s values? Leaders should lead by example, practising what they preach.
• Feedback and Assessment Tools: Use objective tools such as 360-degree feedback, leadership simulations, and behavioural assessments to gain insight into potential and readiness.
• Stretch Assignments: Expose high-potential employees to complex, real-world challenges to observe how they respond and grow under pressure.
• Talent Assessment: Evaluate individuals based on both performance and potential. Use a talent grid to place individuals appropriately and inform succession planning.
• Development Plans: Put personalised development plans in place to help potential leaders close skill gaps and build required capabilities.
• Leadership Frameworks: Implement a clear leadership framework with defined behavioural indicators and potential predictors. Core competencies may include leading and developing people, integrity, courage, curiosity, insight, and self-awareness.

Leadership readiness is best revealed through action, not theory. The leaders you want are those who can step forward confidently and stay grounded, especially in moments that matter.

How to ensure team’s goals align with the organisation’s overall strategic direction

This largely depends on the type of organisation in question. For some, strategic goals are centered around the bottom line, focused on profitability and market share growth. Others, particularly service-oriented organisations, may prioritise impact and service delivery over financial performance.

How leaders empower others to lead at all levels, especially in a decentralised or hybrid environment

This comes down to one critical element: an organisation’s values and culture. These form the DNA of any organisation and should be a constant focus for leaders. It’s not about lofty statements printed on banners, but about clear, actionable definitions of what behaviours align with the organisation’s values, and which do not.

When values are well-defined and consistently upheld, leadership naturally emerges at every level, especially in hybrid or decentralised work environments. In times of crisis or uncertainty, when quick decisions are needed and there’s no time to escalate up the chain, strong values act as a compass. They guide teams in the absence of manuals, policies, or direct supervision, particularly when facing novel challenges. This is why investing in clarity around organisational values and culture is not optional; it is essential. It empowers people to lead, act decisively, and make the right choices, even in the most unpredictable circumstances.

Advice to young professionals who are aspiring to become resilient leaders, especially in an environment where current leaders are reluctant to leave their positions

Resilience is not something a person is born with; it is something that is built. It is not about never falling; it is about how a person rises, how they learn, and how they lead through adversity. To be a resilient leader, the following principles are essential to embrace:

• Embrace Discomfort as a Teacher: Growth often lies outside your comfort zone. Say yes to stretch assignments, be open to feedback, and approach it with a growth mindset.
• Invest in Self-Awareness: Know your values, your triggers, and your blind spots. Resilient leaders first lead themselves before they lead others.
• Build a Strong Support Network: Find mentors, coaches, and peers who challenge and uplift you. Resilience doesn’t mean doing it alone; it means knowing when to lean in and when to lean on others.
• Stay Curious and Keep Learning: In a fast-changing world, continuous learning is non-negotiable. Go beyond your job function, understand the business, learn about people, culture, and leadership. Versatility adds value and earns respect.
• Lead with Empathy and Purpose: Resilient leaders lead from the heart. People may forget your words, but they will never forget how you made them feel, especially during tough times. For Gen Zs and rising professionals, resilience is not about pushing through at all costs; it is about being adaptable, emotionally grounded, and purpose-driven.

Practical Advice for Developing Resilience

• Redefine Failure as Feedback: Failure should not be feared but embraced as a catalyst for growth. Resilient leaders demonstrate the ability to learn swiftly, adapt effectively, and progress beyond setbacks, not merely recover from them.
• Pursue Progress Over Perfection: One should not aspire to be flawless, but rather to be authentic. Every exemplary leader has a narrative shaped by challenges, fears, and failures. It is this authenticity that earns genuine respect, often far more than the pursuit of perfection.
• Build Emotional Intelligence: Cultivate self-awareness, empathy, and emotional regulation, essential for effectively navigating challenges and providing meaningful support to others.
• Volunteer for Stretch Assignments and Ask for Feedback: Growth occurs when individuals push beyond their current capabilities. Actively seeking feedback serves as a vital tool for self-improvement, offering valuable insights into areas for development.
• Anchor Yourself in Purpose: Purpose serves as a compass during uncertainty. It grounds leaders through setbacks and enables them to lead with clarity and conviction, even when the path is unclear.

Resilient leaders do not avoid storms; rather, they cultivate inner calm amidst the storm. As one advances in leadership, the demands extend beyond technical expertise, requiring heightened clarity, courage, emotional intelligence, and steadfast conviction. True resilience begins with self-leadership, grounded in purpose, compassion, and strength, which enables leaders to guide others through complexity with composure and confidence.

Major uncertainties leaders should be preparing for today and the future

Many of the jobs that will emerge in the future do not yet exist today. As technological advancements continue to reshape industries, leaders must be prepared to navigate unprecedented changes. While creative thinking will be essential in responding to future disruptions, it is equally important for leaders to anticipate and proactively prepare for the far-reaching impacts these changes will bring.

In addition, cybersecurity threats have become a new form of warfare. Large organisations, especially those with substantial financial resources, are frequent targets of cybercriminals who aim to disrupt operations and demand a ransom. This form of disruption poses a significant risk and requires leaders to implement robust cybersecurity strategies.

Geopolitical conflicts and wars across various regions also have far-reaching consequences. Their effects extend beyond the nations involved, impacting global businesses and trade partners. Leaders must recognise that political and economic interests among nations will continue to create instability, and they must be equipped to lead through such uncertainty.

Environmental instability is another growing concern. Weather patterns have become increasingly unpredictable, and climate-related disruptions are likely to affect operations, logistics, and supply chains. Forward-thinking leaders must integrate environmental resilience into their organisational strategies.

Internally, organisational culture is also undergoing significant disruption. The expectations and behaviours of younger generations, particularly Gen Z, challenge traditional workplace norms. High turnover rates, differing values, and new ways of working are reshaping how organisations function. Leaders must be prepared to manage this cultural shift with flexibility and openness.

How Leaders Must Prepare

To effectively lead through these multifaceted disruptions, future leaders must:

• Demonstrate resilience, agility, and flexibility in responding to rapid change.
• Commit to continuous learning, staying current with industry trends and emerging challenges.
• Embrace technology and artificial intelligence, ensuring digital fluency and innovation readiness.
• Strengthen emotional intelligence to manage diverse teams and build inclusive cultures.
• Anticipate risk and develop adaptive strategies across economic, geopolitical, technological, and environmental domains.

In conclusion, disruption is no longer an occasional challenge; it is the new norm. The leaders who will thrive are those who can adapt swiftly, lead with clarity, and foster cultures that are both innovative and resilient.

This thought leadership piece was adapted from the May 202oo5 edition of the ‘CIPM and YOU’ webinar and represents the opinions of the panellists during the session.

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The theme “Effective Total Reward System: Strategy for Talent Attraction and Retention” holds significant relevance and urgency in today’s fast-evolving and highly competitive business environment. The race to secure top talent has never been more intense. To attract and retain the best and brightest, organisations must go beyond traditional compensation models and adopt a comprehensive, holistic approach to total rewards. According to the Global Talent Trends 2025 report by MESA, over 80% of companies plan to enhance their total reward packages to better retain employees in the coming years. This statistic underscores the critical importance of total rewards in today’s workforce landscape. A strong total reward system is crucial not only for attracting talent but also for fostering a committed, engaged, and high-performing workforce

As we strive to advance human resource management practices across Nigeria and Africa, it is essential for Human Resource (HR) professionals and practitioners to fully grasp the impact of an effective reward system. Such a system drives employee motivation, nurtures loyalty, and cultivates a culture of excellence within organisations.

How organisations can shift from a narrow focus on pay to embrace the full spectrum of total rewards

When evaluating the impact of a total reward system, it is essential first to understand the full scope of total rewards. Organisations must then move beyond a narrow focus and adopt a broader approach to ensure that the talent they attract is not only hired but also retained successfully.

For organisations to embrace the full spectrum of total rewards, the following steps should be taken:

1. Conduct an employee survey: A scientific and data-driven approach is necessary to capture comprehensive insights into employee needs and preferences.
2. Develop a total reward strategy: This strategy must be built from the ground up, involving all stakeholders. It should not be created solely in boardrooms without input from those affected, as that often leads to implementation challenges.
3. Communicate effectively: Clear and ongoing communication is crucial in any organisation that wants to successfully implement a total reward system, one that integrates both cash and non-cash rewards. Communication should not be a one-time announcement but a continuous process that includes monitoring and adjustments. The strategy must be flexible enough to evolve based on feedback and new ideas.

Ultimately, the goal is to ensure that HR practices align with business growth objectives. Whatever the nature of the business, HR must support the organisation in achieving its targets through a well-aligned total reward system.

Components of total reward that are most undervalued by employers but highly valued by talent

There are things that matter far more than money; things money simply cannot buy. Talented individuals pay close attention to these factors. To retain top talent, organisations should focus on providing the following:

• Work-life balance: Talented employees value the ability to balance their professional responsibilities with their personal lives.
• Professional development opportunities: Talents seek chances to grow and improve their skills. They want access to training and development programs that help them perform better, because doing the same thing repeatedly without growth will not lead to different results.
• Recognition and feedback: This group of employees wants to be acknowledged and receive constructive feedback. Genuine appreciation motivates them to perform at their best.
• Employee well-being: Organisations should have programmes that actively support the well-being of their employees.

These elements should be embraced even in the public sector. When employees deliver exceptional work, supervisors and managers should promptly recognise and thank them. Timely appreciation gives employees a sense of belonging and motivates them to perform even better. Recognising achievements without delay fosters growth and development within the organisation.

How non-financial rewards rival monetary compensation in retaining talent in organisations

A survey conducted by the Middle East Studies Association (MESA) revealed that employees who feel genuinely valued tend to stay with an organisation, even when faced with competitive salary offers.

Having a holistic view of total rewards, it becomes clear that compensation is just one part of the equation. Non-financial rewards such as benefits, employee recognition, development opportunities, and well-being initiatives play a crucial role in retaining talent.

With the rise of Generation Z and millennials in the workforce, the importance of non-financial rewards has grown significantly. Competitive salaries alone are no longer enough to retain top talent. Today’s workforce seeks to feel valued beyond monetary compensation.

A critical factor in retention is alignment; not only ensuring that salaries meet or exceed market standards, but also providing meaningful non-financial rewards. When employees experience autonomy, recognition, opportunities for growth, and a sense of belonging, they are more likely to stay.

Exit interviews often reveal that employees do not leave solely for better pay; many prioritise roles that support their work-life balance, family commitments, and professional development. In today’s work environment, non-financial rewards can sometimes outweigh monetary compensation in importance.

How leaders can embed a culture of everyday recognition without it feeling forced or transactional

Like any other initiative, building a strong organisational culture must start from the top with an executive buy-in. When leadership models the desired culture, it naturally flows down to every team member. It is crucial for leaders to demonstrate vulnerability by openly recognising and appreciating their team’s efforts, acknowledging how these contributions positively impact the organisation. When leaders do this authentically, team members begin to mirror that behaviour, creating a culture of openness and appreciation throughout the organisation.

However, it’s important to recognise that appreciation can sometimes be perceived as insincere. People may wonder if recognition is genuine or just a box to be ticked. To ensure authenticity, connect your appreciation to specific actions and impacts. For example, saying, “Thank you for staying late to meet the deadline” or “Your extra effort on this project made a significant difference” shows that the recognition is meaningful. Recognition should also be timely and frequent, not a rare event but a consistent practice.

Understanding individual preferences within smaller teams is also key. Some people prefer public recognition, while others value quiet, private appreciation. Some enjoy being announced in meetings, while others prefer a simple, discreet thank-you. Tailoring appreciation to how each person prefers to be recognised makes them feel truly valued.

Creating regular “reward moments” or small rituals of appreciation during meetings can help build a culture of recognition. These moments should never feel forced or overdone, as overuse can diminish their impact.

Recognition costs little or nothing, yet it leaves a lasting impression. Employees who feel valued and remembered are more likely to stay committed to the organisation. Authentic and consistent recognition is a powerful factor in retaining talent and fostering a positive workplace culture.

Role of technology and analytics in designing and managing a responsive reward Strategy

Technology and analytics play a crucial role in designing and managing an effective, responsive reward strategy. They enable data-driven decision-making by facilitating surveys that collect valuable employee feedback. The data gathered from these surveys can be analysed to provide management with insights for informed decisions. Conducting surveys helps reveal the actual usage and perception of benefits, allowing management to adjust their offerings to ensure they are relevant, appreciated, and effectively used by employees.

Beyond decision-making, technology ensures that the benefits programme is efficient and outcome-focused. Analytics tools like Tableau, Google Analytics, Visa, and BambooHR can measure the impact of employee benefits, showing how much value these programmes bring to the organisation. Through detailed analysis, companies can identify utilisation rates of specific benefits, such as medical coverage or private health insurance, and determine whether employees prefer alternatives like cash allowances.

Moreover, technology and analytics help align rewards with employee performance. By analysing survey data and performance metrics, organisations can recognise and reward high performers appropriately, rather than applying a one-size-fits-all benefit approach, which often fails to motivate employees. In the public sector, data analytics can help develop personalised reward systems that both acknowledge top performers and encourage underperformers to improve.

Ways HR teams can effectively personalise reward systems without overcomplicating the policy framework

In the public sector, everyone may be doing the same job, but some people contribute more than others. Yet, if everyone is rewarded equally, it can be very demoralising. Therefore, it’s important to differentiate and personalise the reward system. However, this should be done without overcomplicating the existing policy framework, such as the employee handbook and operational manuals.

There is a need to strike a balance where hardworking employees receive greater rewards than those who contribute less. This can be achieved by leveraging technology, conducting regular employee surveys, and using flexible benefits platforms. The reward system should allow flexibility rather than offering a flat-rate reward for everyone.

Most useful data points in determining employee preferences for reward personalisation

To understand employee preferences, it is essential to gather relevant data points. This can be achieved by conducting employee surveys to inform an approach. Additionally, collecting demographic data helps provide a comprehensive view, while performance metrics offer insight into individual contributions. Exit interviews are another valuable source of feedback, as departing employees can share their experiences and suggest areas for improvement. These interviews serve as important data points for refining policies. Predictive analytics can also be utilised to anticipate future trends and needs.

How a total reward system can be used as a competitive differentiator in employer branding

Employer branding is the image a company projects to the outside world, essentially, the perception it wants to create as an employer of choice. In today’s competitive market, visibility is crucial.

Telling authentic stories helps demonstrate how a company supports a sense of belonging and recognition. Sharing these narratives on the website and social media builds a stronger employer brand.

Organisations should also develop a “reward signature”: a unique combination of rewards associated with their brand that sets them apart. This reward structure, paired with consistent storytelling, enhances employer branding and acts as a competitive differentiator.

When potential candidates discover these unique rewards, they are more likely to engage with an organisation’s talent community, signing up for job alerts, submitting CVs, thus streamlining the organisation’s recruitment process. This reduces time-to-hire and helps build a robust talent pipeline.

Moreover, well-targeted rewards encourage employees to become genuine advocates, driving successful referral programs. Employees who feel valued and recognised naturally promote the organisation as a great place to work, attracting more quality candidates.

How organisations can align their total reward strategy with the strategic growth priorities of the organisation

Organisations should establish clearly defined, achievable, and measurable goals. Often, strategies are developed at the top level and then cascaded downward through senior management. However, given the evolving world of work, it is increasingly important to involve employees in the strategy-setting process from the outset. Allowing strategy to emerge from the bottom up helps employees connect with the organisation’s vision early on.

When goals are clear, performance targets are well-defined, measurable, and attainable, employees are more motivated to work toward them, especially when the rewards linked to achieving these targets are transparent and fair. Policies governing target achievement should be clear and communicated to everyone, ensuring that the organisation operates with integrity and delivers value.

Setting realistic goals, aligning pay with performance, and ensuring that employers fulfill their commitments and targets can help organisations to manage pay-for-performance in an inflationary economy with growing demands for salary reviews.

When goals and standards are transparent and rewards are distributed impartially, employee motivation flourishes. Conversely, unclear objectives or biased reward systems lead to demotivation. Therefore, it is essential that an organisation’s strategy, goals, and objectives are clearly defined, measurable, and supported by well-articulated reward policies. This alignment creates a win-win scenario for both employees and the organisation.

What to expect when there is a disconnect between reward programs and performance expectations, and key signs to watch for

When there is a misalignment between performance expectations and the reward system, one of the first and most significant consequences is employee disengagement. As the connection between effort and recognition weakens, employee commitment to both their roles and the organisation begins to decline. Apathy sets in, and individuals may start performing below their actual capabilities.

This is why it’s crucial for organisations to ensure that their reward systems are transparent, their strategies well defined, and their performance targets clearly communicated. Additionally, performance evaluations must be fair and consistent. When these elements are in place and effectively implemented, they foster motivation, engagement, and loyalty. However, when they are lacking, the result is often widespread disengagement and a weakening of organisational commitment.

How HR can ensure transparency in reward allocations without creating internal tension

It is essential for HR practitioners to maintain a balance in every criterion they establish for performance evaluation and rewards. Any reward or recognition for a job well done must be based on clearly defined and objective criteria. These standards should be transparent, consistent, and scientifically grounded so that they inspire trust and confidence among all employees.

Equally important is the communication of these reward policies and decisions. They should be openly shared and thoroughly explained to ensure clarity and understanding across the organisation. Transparency in the process not only fosters trust but also minimises misunderstandings and disputes.

Additionally, seeking feedback is crucial. It is through feedback that HR can assess the effectiveness of their approaches, whether they are practical, realistic, and achieving the desired results. Engaging employees in the process is vital. When employees are involved and informed, they become more aligned with organisational goals and processes.

As the popular saying goes, “Take care of your employees, and they will take care of your business.” When management is transparent and inclusive, even junior staff can attest to the fairness of decisions. If reward criteria have been openly displayed and discussed, it becomes easier for everyone to accept outcomes, reducing resistance and complaints.

Also, when reward systems are clear, inclusive, and open to scrutiny, and when employees are engaged in the process, it builds a culture of trust and accountability. This ensures that rewards for extra effort are seen as fair and justified, with little room for conflict or dissatisfaction.

KPIs or metrics that best reflect the success of a total reward system

A common challenge in total rewards discussions is the overemphasis on financial compensation, often overlooking the non-financial aspects. Modern HR must evaluate total rewards not just by Return on Investment (ROI), but also by Return on Experience (ROX), the behaviours and satisfaction driven by reward structures.

To make informed decisions, HR professionals must go beyond data collection to data analysis, identifying trends and actionable insights. Running an HR department without data-driven insights is no longer viable.

Key Metrics for Measuring ROI and ROX:

1. Retention Analytics: Focus on retention patterns, especially among critical roles, high performers, and diverse talents. Leverage insights from exit and stay interviews to understand the underlying reasons for employee movement.
2. Survey Insights: Analyse Employee Promoter Scores, perception, and opinion surveys to assess satisfaction with rewards and benefits. Consider development opportunities and recognition, not just pay.
3. Benefit Utilisation Analysis: Don’t just implement trendy benefits; measure their effectiveness. Align benefits with employee needs and organisational goals using cost-effective and time-sensitive strategies.

Ultimately, HR should consistently evaluate whether benefits are relevant, utilised, and deliver real value, positioning HR as a strategic value driver rather than a cost center.

How compliance requirements shape or limit creativity in designing reward systems in organisations

Compliance is unavoidable. For example, Nigeria’s minimum wage law sets a baseline of ₦70,000, which should not restrict employers aiming to attract top talent. This minimum wage defines the legal boundaries within which organisations must operate. While some use compliance as a self-imposed limit, legal requirements should instead empower employers to offer competitive pay.

Compliance ensures fair, non-discriminatory compensation, no pay gaps based on gender, disability, or other biases. It sets the minimum standards that organisations must meet, but employers should recognise the value of their people and go beyond these minimum.

Compliance means following the law, avoiding discrimination, and paying taxes correctly, but it should never be used as an excuse to limit fair and innovative compensation practices.

Organisations should strive to be industry leaders, pioneering creative benefits that excite employees and encourage retention. Compliance sets the floor, but innovation in rewards should raise the ceiling, helping both employees and the organisation thrive.

Conclusion

Organisations can enhance employee attraction and retention by shifting from a narrow focus on pay to a comprehensive total rewards strategy that includes non-financial elements like work-life balance, recognition, and professional development. To achieve this, they should involve employees through surveys, personalized rewards using data and analytics, and ensure clear, continuous communication and alignment with business goals. Authentic recognition, especially from leadership, helps embed a culture of appreciation, while technology supports responsiveness and personalisation without complicating policies. Transparent, fair, and well-communicated reward systems increase trust, motivation, and loyalty. Ultimately, compliance sets the legal minimum, but forward-thinking organisations use total rewards as a strategic differentiator and a driver of growth and employer branding.

This thought leadership piece was adapted from the April 2025 edition of the ‘CIPM and YOU’ webinar and represents the opinions of the panellists during the session.

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According to Nelson Mandela, “Education is the most powerful weapon which you can use to change the world.”

For the first time in history, the world of work has four and in some cases five generations working side by side in the modern workplace. This marks a significant shift in workplace dynamics, opening up a world of exciting opportunities, but also introducing complex challenges. Each generation brings something unique to the table. Baby Boomers are often celebrated for their discipline, loyalty, teamwork, strong work ethics, and respect for authority. Generation X is known for being fiercely independent, resilient, and adaptable. Millennials stand out for their tech-savviness, collaborative spirit, and purpose-driven mindset. Then we have Gen Zs, the digital natives, who bring fresh perspectives, innovation, and a strong desire for flexibility and inclusion. And we are beginning to witness the earliest members of Generation Alpha beginning to enter the workforce. This diversity in age and experience, when harnessed effectively, becomes a superpower.

But generational diversity also comes with differences in values, communication styles, and workplace expectations. Without understanding and mutual respect, these differences can easily give rise to friction. For example, while Baby Boomers may prefer in-person meetings, Gen Zs might lean toward quick interactions via Slack or Zoom. Some generations prioritise job security; others seek flexibility, autonomy, and work that aligns with their purpose. Forcing rigid office routines might stifle the creativity and innovation that younger generations naturally bring to the table. So, how do we create a work environment that is harmonious, inclusive, and productive for all? Are we doing enough to encourage cross-generational collaboration? Are we building a culture where everyone, regardless of age, feels seen, heard, and valued?

As Peter Drucker once said, “The greatest danger in times of turbulence is not the turbulence itself, but to act with yesterday’s logic.” In today’s fast-evolving world, we simply cannot rely on outdated leadership methods. It is time to adapt, innovate and reimagine how we engage with the workforce, because the future of work is not coming, it is already here. Unfortunately, the focus often leans more toward the challenges than the opportunities this diversity presents. That mindset contributes to the difficulty of effectively managing multi-generational diversity. As HR professionals, this evolving landscape is pushing us to rethink and redefine the nature of the employment relationship.

Multigenerational workplaces have always existed. It is not a new phenomenon. However, what makes the current shift more noticeable is the rapid pace of technological advancement. In the past, generational transitions occurred more gradually, almost like arithmetic progression, step-by-step changes that did not drastically alter the way we worked or related with one another. But now, the change feels exponential, more like a geometric leap. Technology and innovation have accelerated the pace of transformation in ways we did not anticipate. That is why this generational shift is receiving so much attention, and in many cases, creating tension. Rather than acknowledging that the world of work has fundamentally evolved, there is a tendency to label Gen Zs as “problematic” simply because they operate differently. But the truth is, this is not just another change, it is a significant shift, one that challenges long-standing norms and requires a complete rethinking of how we work, lead, and collaborate.

Pressing issues that HR practitioners need to pay attention to in having multiple generations in the workplace

The presence of multiple generations in the workplace has become a pressing issue in recent times due to the following four key factors:

1. Rapid Technological Advancements: This is the most significant factor driving the heightened awareness of generational diversity. The pace of technological change is incredibly fast, making it challenging for everyone to keep up. This has exposed a noticeable gap between younger generations, who are often digital natives, and older employees, who must adapt and learn to navigate new tools and platforms. The disparity in digital fluency has made generational differences more evident than ever.

1. Shifting Career Expectations: Unlike previous generations who prioritised job stability, security, and financial reward, today’s workforce, particularly Millennials and Gen Zs, seek purpose, flexibility, and opportunities for continuous learning. They value autonomy and do not want to feel constrained in rigid structures. This shift in expectations calls for HR professionals to design strategies that accommodate a broad spectrum of work styles and motivational drivers, aligning with the unique values of each generation.

1. Demographic Diversity: The modern workforce spans a wide age range, bringing together individuals with different life experiences, communication styles, and approaches to problem-solving. This age diversity can be a strength, but only if organisations recognise and intentionally leverage it to foster collaboration and innovation.

1. Cultural and Social Shifts: Today’s work environment places a strong emphasis on issues such as mental health, work-life balance, and more recently, work-life integration. These were not traditionally prioritised in past workplace cultures. The increasing importance of employee well-being and personal fulfillment has added another layer to the complexity of managing a multigenerational workforce.

Biggest misconceptions about Gen Z, Gen Alpha and Millennial generations and how these misconceptions can be debunked

Younger generations are unafraid to challenge the status quo. They question authority and constantly ask questions. Unlike older generations, who often felt powerless and silent when they first entered the workforce, the younger employees are not afraid to speak up. They expect an open-door policy.

In Nigeria, our cultural background heavily influences how we perceive communication. The directness of younger generations, who are often influenced by global practices, can sometimes be seen as rude or challenging. These individuals, constantly online, see their peers in other parts of the world, like the U.S., interacting more casually. Calling someone by their first name in the workplace, which is common in many developed countries, may seem unconventional in Nigeria, where such familiarity is not the norm.

Legitimate need to rethink the traditional work structures for the Gen Zs, Millennials and Gen Alpha

Firstly, it is important to recognise who holds these viewpoints. It is certainly not Gen Z, Millennials, or Gen Alpha. The traditionalists, who are mostly from the Baby Boomer generation, are gradually fading out. It would be a mistake to assume that younger generations are being overly indulged. We must acknowledge that these younger generations, particularly Gen Z, Millennials, and Gen Alpha, are here to stay in the workforce and are making significant impacts. You now have individuals in their early thirties rising to C-suite positions and making critical business decisions in multi-billion-dollar companies. To disregard their opinions would be shortsighted.

The younger generations may place a higher emphasis on issues like work-life balance, which older generations might view as secondary or even trivial. However, these values are essential to them and cannot be dismissed. For organisations to achieve their goals, it is crucial to recognise and align with the expectations of their workforce.  These younger, digitally native workers are doing things that might seem unconventional or even unimaginable to some older generations. But this is the reality of today’s workplace. There must be a mutual understanding to find a balance between the expectations of both the older and younger generations.

The role of technology in shaping employment relationships in a multigenerational workforce

Technology is at the heart of the challenges and opportunities we face in managing a multigenerational workforce. And while it presents certain difficulties, especially for older generations, it is undeniably a positive force. Technology has made work more efficient, offering flexibility and adaptability that modern workplaces require. With multiple generations working side by side, we cannot expect Baby Boomers to operate like Gen Z. Instead, they are learning to catch up with the pace and agility that Gen Z naturally brings to the table. It would be unfair and unwise to dismiss these younger employees as “just kids.” Their skills are real and relevant, and in many cases, they are more tech-savvy than their older colleagues. That is a fact we must acknowledge. What is needed now is a continuous commitment to learning. Training and retraining, especially in technology, should be prioritised for all generations. Older employees may need structured support to become proficient in tools like Excel and other digital platforms. Meanwhile, Gen Z often learn independently through platforms like YouTube or even TikTok, quickly picking up new skills on their own. Therefore, workplaces must embrace flexibility and mutual respect. Each generation brings unique strengths, and no one should be sidelined. The key is to foster a shared understanding that we are all working toward the same organisational mission.

How organisations can effectively address the expectations of a strong desire for purposeful work, work-life balance and work-life integration

Organisations must be intentional and proactive in addressing the realities of a multigenerational workforce. This cannot be approached reactively, it requires a well-thought-out system, built with deliberate effort and inclusive participation. It is not enough to simply implement policies; organisations must actively involve their people, especially the younger generation, in shaping the systems that guide how work is done.

When employees feel a sense of ownership and involvement, the results will be evident. Young professionals today are looking for purpose-driven work. They want to understand how their contributions connect to the bigger picture. They seek alignment between their tasks and the organisation’s mission, and they want to see the tangible impact of their efforts. Furthermore, being physically present at work without performance does not necessarily equate to productivity. The younger generations value work-life balance, and they prioritise working smart over working hard. They thrive in environments that encourage innovation and creativity, and do not perform well in rigid, inflexible systems.

The workforce today wants to be part of co-creating the work culture and processes. Of course, the experience and wisdom of older generations are still essential, but rather than dismissing new ideas outrightly, leaders must guide through evidence and insight, showing potential pitfalls and opportunities. Simply saying “it won’t work” is no longer enough. It must be explained, justified, and communicated with respect.

Some of the successful strategies that companies have used to integrate and engage multiple generations

To build an effective strategy for managing a multigenerational workforce, the first step is understanding who your people are and what you want to achieve. This begins with gathering data through tools like a caution index or employee engagement surveys, to gain insight into employees’ motivations, preferences, expectations, and definition of success. Once you have this clarity, you can design an inclusive talent management framework that gives equal representation and opportunities to every generation within the workforce. This includes clearly defining:

• Career pathing tailored to different generational needs.
• Communication strategies that resonate across age groups.
• Learning and development initiatives suited to various learning styles.
• Compensation and benefits that align with diverse values.
• Recognition programmes that reflect what each generation values most.

It is critical not to skew your strategies towards one group simply because they are the majority. A truly inclusive approach ensures that all age groups feel seen, heard, and valued. Additionally, organisations should implement social engagement programmes that foster cross-generational connections. These could include:

• Sports and wellness events.
• Celebrations of personal and professional milestones.
• Employee Assistance Programmes (EAPs) to support well-being across life stages.

Most importantly, organisations must have a robust policy on Equity, Diversity, and Inclusion (EDI). Without such a framework, efforts may remain fragmented and ineffective. When policies are comprehensive, inclusive, and actionable, it is far better positioned to engage and support every generation in the workplace.

Role of leadership in fostering collaboration and understanding across the different generations

Leadership plays a critical role in managing a multigenerational workforce. First and foremost, leaders must ensure a conducive and inclusive work environment that encourages open communication across all age groups. There should be no hierarchy of voices, younger employees should not be dismissed as “too young” to engage with senior leadership. Instead, organisations must foster an open-door policy where every employee feels heard and valued, regardless of age or rank.

In today’s dynamic workplace, rigid hierarchical structures and excessive bureaucracy hinder progress. For organisations, especially those with profit goals and mission-driven culture, to thrive, leadership must rethink and redefine internal policies to be more inclusive, transparent, and agile. Leaders, many of whom may be Baby Boomers, also need to reimagine mentorship. It does not always have to be older employees mentoring the younger ones. In fact, reverse mentorship is becoming increasingly valuable as younger employees often possess advanced digital skills and a fresh perspective that can benefit the entire organisation. Leadership must shift from policy-making that serves one generation’s comfort to a forward-thinking approach that supports a diverse workforce. It is about adapting to the realities of today’s workplace, not clinging to outdated norms. Both public and private sectors must align on how they accommodate and engage a multigenerational workforce, because in a country like Nigeria, talent often transition between the two. Creating cohesive, inclusive policies is essential for national workforce development and effectiveness.

How to strike the balance in retaining and mentoring the younger generation while preserving the invaluable experience and contributions of the older generations

We cannot overlook or discard the older generations in the workforce simply because we now have a younger, more innovative generation. The older generation holds valuable institutional knowledge, which comes in two forms:

• Explicit knowledge, which is documented, systemised, and transferable through manuals, databases, and processes.
• Tacit knowledge, which is intuitive and gained through experience, difficult to articulate but incredibly valuable for decision-making and organisational continuity.

To ensure that this knowledge is preserved and transferred, organisations must establish structured mentorship initiatives and pair experienced professionals with younger employees. These programmes do more than just facilitate knowledge transfer, they also provide career guidance and foster mutual respect, as younger employees begin to recognise and value the insights that older colleagues bring. In the same vein, reverse mentoring should be encouraged, where younger generations share insights, especially around technology, digital trends, and innovative practices, with their senior counterparts. This two-way learning approach promotes inclusiveness and helps bridge generational gaps.

For this to work effectively, organisations must cultivate a culture of inclusive leadership and open communication, one that values transparency, empathy, and encourages contributions from all age groups. Leaders must be trained to recognise and leverage the unique strengths of every generation. Additionally, collaborative workspaces, both physical and virtual, should be designed to encourage intergenerational cooperation. While this is often more common in the private sector, the public sector can also begin to adopt such practices. Integrating flexible work policies will also help accommodate different working styles and preferences across generations, reinforcing a sense of belonging and productivity. Also, recognition and reward systems should be inclusive and tailored. Recognise the innovative contributions of younger employees while also acknowledging the long-term, strategic impact of older generations. By understanding what job satisfaction means to each group, organisations can better motivate and retain talent across all age brackets.

Conclusion

It is crucial for HR professionals to recognise that the world of work is rapidly evolving, and so are employees’ expectations. The era when employees looked forward to long service awards or stay solely for pension benefits is fading. Today’s workforce defines success on their own terms, it is no longer just about promotions, titles, or salary increases. For many, success means finding fulfillment, whether switching jobs frequently, becoming a CEO within five years of graduation, or pursuing work that aligns with their personal values and happiness. As HR professionals, we must acknowledge and adapt to this shift. It is imperative to develop robust, forward-thinking policies that address these new realities, so we are not caught unprepared when performance challenges arise.

Navigating a multi-generational workforce requires a thoughtful and strategic approach. It calls for a balanced blend of technology adoption, inclusive policies, and ongoing dialogue. By intentionally harnessing the unique strengths of each generation, organisations can create synergy rather than competition. The goal is to strike a balance and fully leverage the diverse capabilities of all employees to drive collective success.

As HR practitioners, we should foster an inclusive environment where every generation can learn from one another. It is essential to harness the strengths of both the older and current generations, ensuring that inclusiveness thrives by leveraging these diverse strengths within the workforce. Moreover, all generations must align with the company’s policies. Regardless of your generation, once you join the organisation, there should be a shared culture and adherence to the policies in place.

This thought leadership piece was coined from the March 2025 edition of the ‘CIPM and YOU’ webinar and represents the opinions of the panelists during the session.

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“HR professionals play a central role in ensuring seamless organisational operations. Through this partnership with ProfitAll, we are equipping our Members with innovative tools to enhance value delivery, drive operational efficiency, and support business growth in a digital-first world.”

Human Resource Management is currently at the intersection of history and the future where strategic workforce development converges with artificial intelligence, transforming the way people work, lead and grow. What should ring a bell in our hearts is how the workforce of tomorrow looks like. Do we envision a world driven by automation, AI-powered efficiency, or skills that are yet to be defined? The reality is that AI is not on the horizon; it is already here. The question is not on whether AI should be embraced, but it is on how its powers can be harnessed to build a workforce that is resilient, innovative and future ready. HR professionals do not just adapt to change, they drive the change. AI will not replace human intelligence, but HR leaders who understand AI will replace those who do not. The future belongs to those who are ready to integrate, innovate and inspire.

For Africa, AI has limitless potential, but its success depends on one critical factor which is effective change management. How do we then ensure AI adoption does not widen digital divide? How do we develop the right policies to make AI a tool for workforce empowerment rather than displacement? How do we reskill and upskill our workforce to thrive in the AI era? These are the challenges we must address as HR Professionals.

“The future of work is not about man versus machine, it is about how we collaborate with technology to achieve more” – Satya Nadella, the CEO of Microsoft. Artificial intelligence is not just a passing trend, it represents a fundamental shift in the way work is done, and embracing it is no longer optional. According to the World Economic Forum’s Future of Jobs report, AI is expected to impact around 85 million jobs globally by 2025. However, this shift will also create approximately 97 million new roles, highlighting the transformative potential of AI in the workforce. This paradigm shift is not about workforce reduction, it is about evolution. To stay relevant, we must focus on reskilling and upskilling to meet the demands of the future.

As HR professionals, these are the critical challenges we must tackle to shape a future where technology enhances, rather than hinders, human potential. The CIPM is taking the lead in ensuring that HR Professionals in Nigeria and across Africa are prepared for this transformation.

Challenges in Integrating AI into Talent Management and Workforce Development

• Resistance to Change: A lot ofpeople are anxious about AI, and the media which is sharing information about AI is not helping the narrative. Their frequent reports about AI replacing jobs and skills contribute to a perception of AI as a threat rather than a tool for enhancement. This fosters resistance to change, making it difficult for organisations to embrace AI-driven solutions.
• AI Bias and Ethical Concerns: Since AI models are built on machine learning and data, they are susceptible to biases based on the quality of the data they are trained on. Poor or biased data can lead to inaccurate outcomes, such as false positives, which can negatively impact decision-making in talent management and workforce development.
• Limited AI Literacy Among HR Professionals: A lack of understanding or awareness about AI can make it challenging for HR professionals to see its relevance and potential benefits. Without proper knowledge, AI may seem intimidating, leading to hesitancy in adopting AI-driven tools for HR functions.

How to ensure that artificial intelligence-powered tools and strategies align with diversity, equity and inclusion, and how to mitigate any unintended bias within the system.

Diversity, Equity, and Inclusion (DEI) are gaining significant recognition in human resources globally. A key aspect of this is fostering inclusion, ensuring that everyone is involved, policies and planning are fair, and people management practices promotes equity.

To successfully integrate AI into DEI initiatives, the following steps are essential:

1. Eliminate Bias About AI from the Onset: It is crucial to minimise bias in AI systems from the onset. This requires proactive collaboration with AI, starting with the involvement of DEI experts in the development of AI strategies, policies, and deployment processes. These experts should include not just IT specialists or AI users, but those who can ensure that the bias is eliminated.

2. Upskilling and Reskilling: A lack of understanding often leads to fear and resistance. Enhancing AI literacy, digital skills, and critical thinking training will help employees embrace AI rather than fear it. The more knowledgeable people are, the better they can align AI with DEI principles.
3. Ensuring Human Oversight: AI should not operate in isolation. Organisations must implement human oversight by having diverse HR teams review and assess AI-driven processes. A diverse team overseeing AI usage ensures that decisions align with DEI goals and are free from unintended bias.
4. Create Internal Mobility Programmes for AI Adoption: To create an inclusive AI-driven workplace, organizations should establish internal mobility programmes that enable employees to transition seamlessly into AI-related roles. Review and ensure that what we do with AI aligns with diversity and inclusion. There is a need for the creation of internal mobility programmes that enable employees to transition seamlessly into AI, and the use of AI in providing opportunities for employees’ learning and career growth.

Key performance indicators organisations should track to ensure that AI and workforce development strategies are creating long term value for both the employees and the employers

AI can be understood through three key components: it is driven by data, dependent on algorithms, and utilises cloud storage.

The three main workplace applications of AI:

1. Personalising the employee experience.

2. Making predictions, such as forecasting employee churn and identifying potential leavers before they depart.
3. Providing recommendations, such as for recruitment and promotion decisions.

When it comes to measuring AI effectiveness, there are various ways to assess metrics:

• Process Level: For example, when applying AI to recruitment, you may focus on the quality of hires as AI is integrated into the process.
• Skills Perspective: You could assess how many employees within the organisation that have AI literacy, or the number of AI-focused training programs being offered.
• Organisational Level: Here, you examine the financial aspects, such as the investment in AI initiatives and the Return on Investment (ROI) generated by these efforts.

AI deployment can be evaluated from different angles:

• Process Level: This involves analysing specific processes, such as AI’s role in recruitment, or other operational areas.
• Productivity Perspective: Metrics here focus on increases in productivity, such as the number of tasks automated, cost savings from AI deployment, and employee output per hour as a result of AI integration.

How to prepare employees for the future of work, especially with Artificial Intelligence introduced into traditional rules and the types of reskilling initiatives that have proven to be effective

 First, we need to shift our mindset about the use of AI. AI can be an incredibly valuable tool for human resource management and workforce development. Whenever we work with data, we are ultimately working with people. One of the key strengths of AI is its ability to generate accurate, reliable data.

Therefore, it is essential to focus on upskilling, learning, and offering training in AI literacy, digital skills, and critical thinking. Personalised learning paths should be created. AI-powered tools and platforms can help tailor development programs to meet individual learning needs. Employees should be encouraged to work alongside AI tools to gain hands-on experience in using them. Additionally, the development of soft skills should be encouraged for employees, as certain roles, especially those involving empathy and emotional intelligence, are irreplaceable by AI. These are crucial aspects of human resource development that AI cannot replace, so it is important to continue nurturing employees in these areas.

Proven initiatives like IBM’s Skills Build program are great examples of collaborative HR practices, demonstrating how an organisation can integrate both AI and the human aspects of work. Other initiatives include Google’s AI for Everyone and AT&T’s Future Ready program.

Furthermore, organisations should organise company-sponsored AI boot camps, pairing employees with tech-savvy mentors who can assist them in navigating the software and understanding its applications. Organisations can also partner with educational institutions to provide certifications in AI tools, especially those they intend to deploy within the company.

How to balance the need for artificial intelligence in improving efficiency with the potential risk of automation, such as displacement of jobs and dehumanization of work

1. Proactive Change Management and Workforce Inclusion: Change management should be proactive, ensuring that employees are included in the process. Encourage them to evaluate their roles and explore how AI can be leveraged to automate repetitive tasks, allowing them to focus on more strategic responsibilities. Proactive change management is crucial for organisations looking to integrate AI automation or undergo technological transformations.

2. Upskilling and Reskilling: Once areas of a job that can be optimised by AI are identified, it is essential to upskill employees, enabling them to take on new responsibilities rather than displacing or dehumanizing their roles.
3. Ensure HR is Involved in These Conversations: HR should always be part of discussions about the responsible use of AI platforms, such as ChatGPT and Copilots. This includes advocating data security when interacting with these platforms and setting clear guidelines on how employees engage with them, rather than opting for an outright shutdown.

By focusing on these three key areas, organisations can effectively deploy AI, boost productivity, and ensure they do not lose sight of the people at the heart of the workforce.

How AI and Other Digital Tools can be used to bridge the skills gap, particularly in the context of remote or hybrid working environment, considering the Nigeria’s education and skill development challenge

 If you want to learn about AI, you will likely need to do so outside of the Nigerian educational system, as there is currently a shortage of knowledge and skills related to AI in Nigeria.

First, it is important to understand the difference between automation and AI applications in businesses. While automation and AI have both existed for some time, the current excitement around AI is largely due to the rise of generative AI, as exemplified by the release of ChatGPT.

When it comes to developing AI skills at an organisational level, a company needs to have a clear AI strategy. The organisation must first understand its business needs and how AI can help address them. What are the key processes within the organisation, and how can AI improve them? How can AI be used to personalise services for customers and employees, predict customer churn, or even forecast whether key talent may leave? Organisations should develop strategies outlining how long it will take to acquire or develop these skills. This includes defining the starting point, what will be piloted, and the specific areas to focus on. Then, the next step will be to determine where to find the necessary skill sets. Will they build the skills internally, outsource them, buy off-the-shelf solutions, or develop them in-house? Does the organisation have the right capability to do so? Employees need to reflect on how AI will affect their jobs and what steps they need to take to adapt as well as the skills they need to acquire. Since AI is based on data and relies on algorithms, what programming languages should you learn? You can start with analytics and how to apply it to your work before diving into programming skills. Many resources are available online for self-training, such as YouTube, Coursera, or Udemy. While the approach may differ for organisations and individuals, there are plenty of tools to help you get started.

How artificial intelligence can be used responsibly to track and measure employees’ performance, skills, development and career growth, while respecting individual privacy and fostering a sense of trust within the workforce 

One of the major challenges that organisations may face when using generative AI tools is privacy. For instance, imagine you’re the sales director and receive a sales report. Instead of reviewing it line by line, you decide to run it through ChatGPT for analysis. By doing so, you’ve essentially exposed your company’s financial data to the AI model, which means this data could potentially become public knowledge. This raises significant privacy concerns when using AI tools. However, HR departments may argue against using AI tools entirely, though it is important to acknowledge that AI can enhance productivity. To address this, organisations should create clear systems, structures, and guidelines around the responsible use of AI:

1. Clearly Define Your AI Strategy: Determine what aspects of AI your organisation is focusing on. If AI is being used as a productivity enabler, decide which parts of AI are relevant. While generative AI, such as ChatGPT, is widely used, other AI tools might be more applicable for some organisations. Generative AI can be particularly helpful in automating operational tasks, such as drafting policies or conducting large-scale data analysis. However, to maintain control over your data, restrict its use to specific tasks. For example, using tools like Copilot, which integrates with Microsoft environments ensures your data remains within the company system.
2. Provide Adequate Training, Awareness, and Change Management Support: It is essential to offer training and support to help employees understand the responsible and safe use of AI tools, clarifying what is and what is acceptable.
3. Adopt a Collaborative Approach: Engage employees through focus groups and discussions to identify how AI can optimise their work or improve productivity. HR should then assist in integrating these AI solutions into employees’ workflows.

By adopting these strategies, organisations can drive productivity improvements while balancing privacy and ethical concerns for both the organisation and its employees.

How AI can be leveraged to enhance recruitment process in Nigeria particularly in terms of identifying top talents in a competitive job market

Recruitment is one area of HR where AI can be effectively integrated due to the abundance of data involved, which often goes unutilised. AI can significantly reduce the time required to shortlist candidates, and in a competitive talent market, speed becomes a critical advantage. You do not want to post a job and then wait three or four months to find the right candidate. AI can shorten this process, delivering high-quality candidates quickly. An AI system can even rank candidates for you, providing a list of the top 20 in terms of suitability, ranking them from the most to least qualified. When shortlisting manually, it is difficult to differentiate between candidates ranked 1, 2, or 10. However, with AI, you can easily see the rankings and start with the top five. If the first few do not meet your expectations, you can quickly move to the next five.

AI helps improve the quality of talent by providing objective insights, and it can also reduce biases that are inherent in human decision-making. Ultimately, AI reduces recruitment time, improving your time to market. In a competitive talent landscape, especially during a talent shortage or “war for talent,” you need a system that can efficiently shortlist candidates and speed up the hiring process.

The use of AI technologies to identify and nurture leadership talents

AI can play a significant role in identifying and developing leadership talent. As mentioned earlier, AI relies on tangible data that highlights specific behaviours rather than subjective assessments. This helps move beyond the traditional “ticking of boxes” seen in performance management and KPI evaluations. AI can streamline this data, eliminating subjectivity and personal biases. For example, AI can assist in removing personal preferences like “I like you, so I want to make you a leader,” ensuring a more objective process.

Even from the recruitment stage, AI can automate data collection, making the process autonomous. This is crucial because, in many cases, bias in promoting or selecting leaders stems from subjective decision-making. Human collaboration remains key in this process, as AI provides data, while leaders apply judgment. The human aspect is not entirely removed; rather, AI streamlines the process of identifying potential leaders, outlining their development needs, and facilitating succession planning to ensure the growth of future leaders within the organisation.

Conclusion

AI is not the enemy, and there’s no need to fear it despite the common narrative that AI is taking jobs. With proactive knowledge, HR can guide organisations in leveraging AI effectively. HR is responsible for both the people and humanity within the organisation. By embracing AI and the tools it offers, HR can help organisations run productively and performance-driven, all while preserving the core of the organization – the people.

Andrew Spence, HR Transformation Director at Glass Bead Consulting in the UK, once said, “As we design the employee experience, it is crucial to determine when an activity should be carried out by a warm, caring human being, and when it is better to automate it. Get this wrong, and the impact on retention and productivity can be significant.” As HR leaders, we must know when to bring the human touch and when to rely on automation to ensure the best outcomes.

It is important for people to recognise that we are living in an era defined by the 4th Industrial Revolution, a time when technology is at the forefront, and AI will play a crucial role. Let us embrace this change.

What we have seen so far is just the beginning. Currently, Generative AI is considered “weak AI,” which is just the tip of the iceberg. We need to prepare ourselves for what is to come, remembering how. When calculators were first introduced, there was resistance. Today, calculators are an integral part of our lives. The same will happen with AI. So, let us face it with confidence and not fear, especially as HR professionals. There is a growing connection between AI and HR, and we must be ready for it.

This thought leadership piece was adapted from the February 2025 edition of the ‘CIPM and YOU’ webinar and represents the opinions of the panellists during the session.

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In an increasingly interconnected world, business success hinges on our ability to collaborate and innovate across borders. International conferences serve as invaluable platforms for expanding networks, gaining new insights, and driving organisational growth. Attending such events is not merely an exercise in information gathering—it is a strategic imperative.

A 2023 study by Forbes revealed that over 85% of senior business leaders believe face-to-face networking at conferences has generated meaningful business opportunities that digital platforms alone could not achieve. Similarly, research from Harvard Business Review found that companies with robust global networks are 60% more likely to experience significant revenue growth compared to those with a limited reach. These insights underscore the importance of actively engaging in international forums to access untapped markets, foster partnerships, and drive innovation.

Networking: Beyond Business Card Exchanges

Networking is more than just exchanging business cards; it is about cultivating meaningful relationships that yield mutual benefits. To maximise the value of networking, professionals must be intentional in their approach, integrating these connections into long-term business strategies.

The 56th International Conference and Exhibition (ICE 2024), taking place from October 14–17, 2024, at the Chida Event Centre in Abuja, presents a prime opportunity to engage with thought leaders, policymakers, and HR professionals from across the globe. As Africa’s largest human resource event, this year’s theme—Managing People and Businesses for Resilience—is particularly relevant in today’s volatile business landscape. The ability to adapt and thrive is critical, and ICE 2024 will provide deep insights into building resilient organisations capable of navigating economic fluctuations and technological disruptions.

Strategies for Maximising Your ICE 2024 Experience

To fully capitalise on the opportunities presented by ICE 2024, it is essential to approach the conference with intentionality. Here are key strategies to optimise your experience:

1. Set Clear Goals – Define what you aim to achieve by attending. Whether it is forming new partnerships, gaining industry insights, or exploring investment opportunities, having a clear purpose will guide your engagement.
2. Research and Plan Strategically – Familiarise yourself with the speakers, panel discussions, and key sessions beforehand. Align your schedule to maximise attendance at high-impact sessions.
3. Leverage Social Media – Engage with ICE 2024’s digital platforms before, during, and after the conference. Following key speakers and using event hashtags can enhance visibility and facilitate connections.
4. Prepare Business Cards and an Elevator Pitch – Have a succinct, compelling introduction that communicates who you are, what you do, and how you add value.
5. Engage in Meaningful Conversations – Approach networking with curiosity and authenticity. Rather than focusing solely on what you can gain, aim to contribute insights and establish genuine connections.
6. Follow Up Intentionally – After the event, send personalised follow-up messages referencing specific discussions to reinforce relationships and explore potential collaborations.

The Power of a Strong Elevator Pitch

As a Toastmaster would affirm, being prepared with an elevator pitch is crucial. Imagine meeting a keynote speaker in passing—how can you capture their attention in less than a minute? Here’s how:

• Start with an Impactful Opening Statement – A compelling introduction or a well-placed compliment can create an instant connection.
• Show You’ve Done Your Homework – Mention specific insights from the speaker’s session to demonstrate genuine interest.
• Ask Open-Ended Questions – Encourage a two-way conversation by seeking their perspectives or advice.
• Be Enthusiastic and Authentic – Passion and authenticity build credibility and make interactions memorable.
• Plan for Follow-Up – Politely request contact details and express interest in continuing the conversation post-event.

Breaking the Ice and Fostering Engaging Conversations

Networking success often begins with breaking the ice effectively. Consider these approaches:

• Give Thoughtful Compliments – A well-placed remark such as, “Your session on talent management was incredibly insightful—how do you foresee these strategies evolving over the next five years?” can spark a meaningful discussion.
• Demonstrate Confidence and Active Listening – Engage with eye contact, ask insightful follow-up questions, and show genuine enthusiasm.
• Maintain an Open and Approachable Demeanor – Confidence, authenticity, and preparedness will set the stage for productive interactions.

Leveraging Social Media for Networking Success

ICE 2024 will be technology-driven, making digital engagement essential. Consider these key strategies:

• Stay Active on LinkedIn – Many conference attendees use LinkedIn for professional networking. Ensure your profile is up-to-date and engage with posts and discussions before, during, and after the event.
• Utilise QR Codes and Digital Tools – Download speaker profiles, event schedules, and relevant resources to stay informed and prepared.
• Post and Engage in Real-Time – Share insights, tag speakers, and use conference hashtags to increase visibility and enhance engagement.

Effective Follow-Up Strategies

Your networking efforts should not end when the conference concludes. Follow these steps to maintain and strengthen connections:

1. Send a Personalised Follow-Up Message – Within 24–48 hours, express gratitude for the conversation and reference specific points discussed.
2. Connect on LinkedIn – Reinforce professional relationships by engaging with their content and staying in touch.
3. Schedule a Follow-Up Meeting – Where relevant, propose a virtual or in-person meeting to explore collaboration opportunities.
4. Share Valuable Resources – Offer insights or articles related to their interests to keep the conversation going.

Conclusion

The ability to build and leverage strong networks is a defining factor in professional and business success. As LinkedIn co-founder Reid Hoffman aptly said, “No matter how brilliant your mind or strategy, if you’re playing a solo game, you’ll always lose out to a team.” ICE 2024 is more than just a conference—it is a gateway to forming global partnerships, driving innovation, and positioning your business for long-term success.

Approach this event with purpose, preparation, and proactivity, and you will unlock opportunities that extend far beyond the conference walls. By mastering the art of networking and strategic engagement, you can transform connections into tangible business growth.

This thought leadership piece is adapted from an edition of the ‘CIPM and YOU’ webinar and reflects the opinions shared by the panellists during the session.

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