In today’s fast-paced business world, it is clear that the digital age is transforming industries and revolutionising job roles at an unprecedented rate.

Rapid technological advancements, artificial intelligence, and automation are transforming industries and reshaping job roles at a pace never seen before.

By 2025, the digital workplace industry is projected to grow at a CAGR of 21.3%, a recent study predicted, thereby highlighting the need for organisations to accelerate the adoption of digital solutions to not only survive but thrive in the future of work.

As concerns about job displacement due to AI rise, leaders today are paving the way for So, moving forward in this digital era, we don’t have to just adapt to the change but drive the change itself by cultivating a digital-ready culture.

But building a digital culture is more than just integrating the latest technology. It’s about instilling a mindset that thrives on agility, continuous learning, and an unwavering embrace of technology.

“HR leaders to foster a secure, sustainable, and unified digital culture need to prioritise continuous learning and empathetic leadership while keeping the well-being and growth of their people at the forefront,” Nabil Batawi, Group Chief Human Resources Officer, Alkhorayef Group, Saudi Arabia, shares in an exclusive interview with us, while decoding upcoming trends and valuable strategies on how to drive a digital-ready culture for the future of work.

Here are the interesting highlights of the interview below:

Q1. What are some of the biggest trends you see in the HR technology landscape in the Middle East that will dominate the future of work and enable transforming work with technology?

The potential trends in the HR technology landscape in the Middle East might continue to shape the future of work and enable the transformation of work with technology.

• The COVID-19 pandemic has accelerated the adoption of hybrid work, makingHR technology such as virtual collaboration tools, project management software, and communication platforms crucial.
• AI and automation are revolutionising HR by streamlining processes like candidate screening and onboarding, focusing on employee well-being, and enabling data-driven decision-making for recruitment and retention, in addition to promoting diversity, equity, and inclusion.
• The gig economy and freelance platforms are growing, requiring HR technology to manage freelance workers. Blockchain technology is revolutionising HR processes; real-time feedback and continuous performance management are essential. VR and AR technologies can be used for immersive training experiences.

Hence, the adoption and impact of these trends can vary across different industries and organisations.Q2. How would you describe the transformative role played by HR leaders in paving the digital roadmap for future-ready organisations? Deliberate on the top three strategies to build a tech-driven business culture.

HR leaders play a critical and transformative role in shaping the digital roadmap for future-ready organisations. As businesses increasingly rely on technology to drive efficiency, innovation, and growth, HR leaders are essential in aligning the workforce with these digital transformations. Here are three strategies that leaders can employ to build a tech-driven business culture:

i. Strategic workforce planning: HR leaders collaborate with top management to understand organisational goals and identify necessary technology skills. By assessing existing skills, identifying gaps, and developing targeted training programmes, leaders can meet future talent needs and create recruitment strategies to attract these individuals.

ii. Fostering a learning culture: HR leaders can foster a tech-driven business culture by encouraging employees to acquire digital skills through platforms, specialised training, and self-paced learning. Promoting “learning agility” and rewarding learning achievements can reinforce this culture, fostering a culture of continuous learning and development.

iii. Change management and communication: HR leaders must effectively manage technological transformations by communicating the reasons, benefits, and alignment with the company’s vision, involving employees, and creating change champions. Prioritising change management ensures employees are onboard and motivated to embrace the digital shift.

Hence, HR leaders play a crucial role in driving digital transformation within organisations, and by implementing strategic workforce planning, fostering a learning culture, effective change management, and agile talent management practices, they can navigate challenges, survive, and thrive in the digital age.

Q3. With many professionals concerned that AI will replace their jobs, deliberate upon the top three imperatives that can enable organisations to lead the digital transformation journey with people at the core of every operation and become future-ready.

Addressing the concerns about job displacement due to AI and ensuring that people remain at the core of every operation is essential for successful digital transformation. Below are a few imperatives that organisations can follow to lead the digital transformation journey while putting people at the centre:

• To successfully navigate the digital era, organisations must prioritise reskilling and upskilling programmes for their employees. This means identifying the skills needed for the future and offering relevant training, workshops, and certifications. This not only eases fears of job displacement but also empowers employees to contribute to the organisation’s digital transformation.
• Collaboration between humans and AI is key, with AI handling routine tasks while humans bring creativity and critical thinking. By optimising this partnership, organisations can achieve better results and highlight the value of human intelligence. Cultural transformation and leadership are crucial, with a focus on continuous learning and adaptability.
• Transparent communication about the digital transformation strategy and career pathing opportunities helps build trust and mitigate employee concerns, ensuring that they remain engaged in the journey towards a more tech-savvy future.

Hence, by focusing on these, organisations can not only allay concerns about job displacement but also empower their workforce to drive the digital future with confidence and enthusiasm.

Q4. For any digital strategy to have an impact on the workforce experience, HR and IT functions need to align around common transformational goals. In your experience, how can we enable this?

Successful implementation of a digital strategy that enhances the workforce experience hinges on aligning HR and IT functions. Key strategies like establishing a shared visionand objectives, forming cross-functional teams, promoting regular communication,prioritising digital initiatives,collaborating on change management, developing employee training andsupport programmes, and ensuring leadership alignment in both HR and IT will ensure that technology solutions meet HR’s objectives, thus fostering a seamless digital transformation journey that ultimately elevates the workforce experience and drives organisational success.

Q5. How can we leverage AI/ML and other data-driven processes to maximise business outcomes and enhance employee and customer relations and experiences?

Leveraging AI/ML and data-driven processes can significantly enhance business outcomes and improve employee and customer relations. Organisations can effectively utilise these technologies through AI-powered chatbots and virtual assistants for 24/7 customer support, analysing employee data to boost engagement and performance, streamlining recruitment and talent acquisition, using AI for workforce planning and management, making data-driven decisions, and fostering continuous learning and improvement in both customer interactions and internal operations. These advancements lead to more efficient and effective processes, ultimately benefiting both employees and customers.

Q6. What’s one piece of advice you’d like to share with fellow HR leaders to help them bring about the ‘Digital Revolution’ and contribute towards fostering a secure, sustainable, and unified digital culture?

In the ever-changing digital landscape, one piece of advice I’d like to share with fellow HR leaders to contribute towards fostering a secure, sustainable, and unified digital culture is to prioritise continuous learning and empathetic leadership. Hence, HR leaders can inspire and guide their organisations through the digital revolution while keeping the well-being and growth of their people at the forefront.