AI has become the defining business conversation of our time. Headlines often focus on algorithms replacing people, automation eliminating roles and machines making decisions once reserved for humans. However, as people and culture director at JTI South Africa, Kedibone Letsika believes the future of work isn’t about whether AI will replace people; it is about how organisations can use technology to unlock more of what makes people exceptional.

‘What excites me most about this moment is not the technology itself, but the opportunity it presents for HR to redefine its value to organisations,’ she says. For decades, Letsika adds, HR has often been viewed primarily as an administrative function. Today, that perception has fundamentally changed. People leaders are increasingly expected to shape business strategy, influence organisational resilience, develop future leaders and help organisations navigate unprecedented disruption. AI is accelerating that evolution, and the organisations that succeed will be those that build cultures where technology and humanity strengthen one another.

HR’S BIGGEST TRANSFORMATION

AI is already changing how HR operates. Processes that once required hours of manual work can now be completed in minutes. This shift allows HR professionals to spend significantly more time where they create the greatest value. ‘AI is automating repetitive processes while elevating the strategic importance of the profession,’ says Letsika. ‘Importantly, however, technology cannot replace judgement, build trust, inspire people during uncertainty or create inclusive cultures where diverse perspectives flourish. Those responsibilities remain uniquely human.

‘As HR leaders, our role is no longer simply managing people processes. We are increasingly architects of organisational capability, helping businesses build the resilience, adaptability and skills needed to succeed in rapidly changing markets.

BEYOND EFFICIENCY GAINS

Many organisations understandably focus on the productivity gains AI can deliver. Efficiency, however, is only part of the story. The greatest opportunity lies in empowerment.

For employees, AI democratises access to knowledge. ‘It provides personalised learning opportunities, faster access to information, enhanced career development and greater freedom to focus on work that requires creativity, collaboration and critical thinking,’ says Letsika. For employers, AI creates unrivalled visibility into workforce planning, employee engagement, succession planning and organisational capability. Instead of reacting to challenges after they emerge, leaders can identify trends earlier, make informed decisions and proactively invest in future skills.

EASING JOB LOSS FEARS

Perhaps no aspect of AI generates more discussion than the fear that technology will eliminate jobs. ‘This concern is understandable,’ says Letsika. ‘History tells us that every major technological revolution changes the nature of work. Some roles evolve. Others disappear. Entirely new professions emerge. The AI revolution will be no different. The responsibility of organisations, however, is not simply to adopt technology quickly; it is to help people transition successfully alongside it.’

Letsika argues that employers should approach AI with three priorities in mind. ‘First, transparency. Employees deserve honest conversations about how technology will affect their work, why certain tools are being introduced and what support will be available.

‘Second, continuous learning. Reskilling must become a permanent feature of organisational life. The half-life of many technical skills continues to shrink, so learning agility is becoming more valuable than any single qualification.’

The third priority is partnership. ‘Employees should be involved in shaping how AI is implemented rather than having technology imposed on them. When people understand how AI supports their success rather than threatens it, adoption becomes significantly more effective.’

SKILLS THAT MATTER NOW

Curiosity, adaptability, emotional intelligence, critical thinking, ethical decision-making, creativity and collaboration are capabilities that cannot easily be automated, yet they increasingly determine organisational success. For this reason, learning cultures have become strategic competitive advantages.

‘The organisations that attract and retain exceptional talent will be those that invest consistently in developing people – not only for today’s roles, but for careers that may not yet exist,’ says Letsika. ‘At JTI, learning is viewed as an ongoing journey. Our ambition is to create an environment where people feel encouraged to challenge assumptions, develop new capabilities and continuously grow.’

TRUST STARTS WITH ETHICS

AI is only as effective as the data and decisions that shape it. This creates one of HR’s most important new responsibilities. ‘As organisations increasingly use AI to support recruitment, talent management, performance analysis and workforce planning, HR leaders must ensure technology enhances fairness,’ says Letsika. Technology should support better decisions – not make decisions in isolation. Employees are far more likely to embrace innovation when they trust both the technology and the leadership responsible for implementing it. Building that trust is, ultimately, a leadership responsibility.

CULTURE SHAPES SUCCESS

While AI will undoubtedly transform organisations, culture will continue to determine whether those organisations succeed. Technology can improve processes; culture determines behaviour. It shapes how people collaborate, innovate, solve problems and respond during periods of uncertainty.

‘For organisations hoping to attract exceptional people, employer reputation can no longer rely solely on compensation or brand recognition,’ says Letsika. ‘People want to know “will I be able to grow here?”, “will my ideas matter?”, “will I be trusted?”, “will I continue learning?”.’ These are fundamental human questions – and answering them requires human leadership.

HR FIVE YEARS FROM NOW

‘Looking ahead, I believe HR departments will look very different from those we know today,’ according to Letsika. She adds that administrative work will become increasingly automated. Predictive workforce analytics will become commonplace. Skills-based workforce planning will replace traditional job-based structures. AI-powered coaching and personalised learning platforms will become everyday tools.

Yet despite these advances, the core purpose of HR will remain unchanged – helping people succeed. ‘HR professionals will spend less time administering processes and significantly more time acting as strategic advisers to executive teams, organisational designers, culture builders and architects of future capability,’ says Letsika. ‘The organisations that lead tomorrow will not be defined by how much AI they adopt. They will be defined by how wisely they combine technology with empathy, innovation with inclusion and efficiency with trust.’

+27 (0)11 540 7700
www.jti.com

Kedibone Letsika, people and culture director at JTI South Africa