Improving productivity is 2025’s number one driver of transformation, but taking a human-focused approach is critical.
In recent years, organisations across Africa have faced the dual challenge of adapting to a rapidly globalised and fast-paced business environment while contending with longstanding structural limitations and new obstacles. These challenges, ranging from skills shortages and outdated systems to the demands of digital transformation, have created a complex business landscape.
Increasing productivity is a top priority for organisations aiming to enhance competitiveness, boost operational efficiency, and drive revenue growth as part of broader organisational transformation.
However, achieving these goals requires more than streamlined processes and technological advancements; it demands a deliberate investment in the workforce – the very engines that will power productivity growth. By prioritising employees’ development, wellbeing, and skills, organisations can unlock sustainable productivity and build resilience in an ever-evolving market.
Employee wellbeing fuels employee productivity
The importance of employee wellbeing is clear. Happy employees are motivated and interested in the work they are doing, which leads to them taking the initiative and investing in the business and their role in it.
As organisations embark on their journeys to drive productivity growth, a high level of engagement in the business is crucial to ensure they reach their destinations. In essence, they need employee buy-in, and to do so, organisations must provide new avenues for the development and growth of their workers.
For people to be productive, their basic needs – such as support for their health and a living wage – are foundational. For example, in our Health on Demand Study, we found that concerns over being able to support and afford family healthcare are an issue for around one in five employees in the global workforce.
That’s why it’s vital that HR and risk managers prioritise employee health and wellbeing. If people are the engines of productivity in an organisation, then HR and risk managers are the mechanics and navigators, ensuring the engines are well-maintained, fuelled, and running smoothly, while charting the safest and most efficient path forward.
To do this effectively, HR and risk professionals must embrace innovation and collaboration to manage both people and business risks by addressing the physical, financial and emotional needs of their workforce.
Keeping up with the changing face of work
The workplace has undergone a seismic change in recent years, in response to uncertainty and disruption in many forms. Technologies such as artificial intelligence, automation, and robotics are leading to a shift as significant as the move from the Stone to the Bronze Age or the industrial revolution. This journey towards a more digitally-led, and automated society has meant that nearly all jobs will evolve.
This creates demand for new skills – whether through upskilling for evolving roles or training for entirely new positions. Fortunately, with a more stable labour marketplace in sight, organisations are shoring up their infrastructure to support their workforce by addressing their job architecture. In fact, 98% of companies that contributed to our Global Talent Trends report in 2024 noted that they were planning work redesign.
Supporting these changes requires wider structural change. And yet, just under 37% of companies have linked skills to their job architecture.
Addressing skills shortages, particularly technology skills shortages, is critical for any organisation pursuing enhanced productivity. Shortages of suitable skills in key roles can severely hamper operations and growth.
Despite 50% of senior leaders predicting that AI would fundamentally change their business models, there seems to be a significant disconnect with how HR and risk managers are considering the people-related risks associated with the technology.
To mitigate this, organisations must adopt proactive strategies such as enhancing employees’ abilities within their current roles to increase value and adaptability, and providing training to help employees transition into entirely new roles that align with emerging needs. Finally, complementing these efforts with career planning empowers employees by offering clear growth trajectories that align their personal ambitions with organisational goals, fostering individual and business success.
Building a resilient workforce
Organisations that adopt a human-centered approach – meeting basic needs, supporting mental health, and fostering skills development – will not only drive productivity but also build a resilient workforce prepared for the challenges of 2025 and beyond.
Organisations should explore ways to integrate transformative technologies like AI as a companion to their workforce, reducing busy work, increasing thinking time, and addressing ineffective organisational structures to enhance efficiency and overcome productivity barriers.
Productivity is not just a metric but a testament to the health, happiness, and alignment of people within an organisation. By focusing on both human and business risks, companies can create an environment where employees thrive – and where productivity naturally follows.
