OCTOBER - NOVEMBER 2025HR TECH OUTLOOK19and identify integration and local solution needs. By closure of the programme, we had over 80 integrations live, including 40 payroll interfaces.We invited business representatives and an HR delegation to design One Global Template with simple and end-to-end global processes. Too often these initiatives suffer from HR led thinking and HR led design. This perspective shift unlocks the full value of any HR digital transformation.Can you describe any specific project where you took the lead role and implemented necessary changes that led to successful transformation?When you implement a business platform like SAP SuccessFactors, you will need to make sure to take a holistic approach. Not only implement standard, simple global process. But also clarify roles and responsibilities, build capabilities, drive a mindset shift to work differently and be clear about what success will look like.While the system implementation was technically difficult, this was not our biggest challenge. Yes, the technical overhaul had its difficulties, but the biggest challenge we faced was getting everyone to embrace a new way of working. We were constantly engaging with our internal stakeholders, from managers to employees to HR, to identify pain points and where we could bring the most benefits. They were our sounding boards from the very start of the programme as we wanted to engage the entire workforce and absolutely avoid treating this exercise as a corporate HR party. To ensure deployment readiness, six operating companies were selected for implementation before the new solution was fully deployed. This phase was a key ingredient to our success by allowing us to test out the new system, build stakeholder confidence in its ability to deliver and create momentum, said Rolfers. Once the deployment stage was officially launched, the implementation was done in phases starting first with Asia-Pacific region, followed by the Americas, Africa, and lastly, Europe.We built and sustained momentum, show potential at the right time to guide and pace the various stakeholders and audiences along their change journeys. And of course.....one team, with one goal to drive to successful deployment across 4 global regions, with 75 operating companies, 65+ countries with more than 85,000 users and a user adoption of 95%In parallel we designed a technology competition called the HR Brewhouse, which aligned to our values of being curious and entrepreneurial. Open to start-ups, universities and our partners, the Brewhouse's guiding philosophy is that innovative ideas can come from anywhere. The aim of the HR Brewhouse was to create win-wins for the start-ups and HEINEKEN. We wanted to engage with start-ups and look for mutual opportunities to help one another. The winners all got the opportunity to take part in an innovation sprint to drill down on whether their solution could be used to solve our challenges. From Brewhouse we learnt that HR transformation will never be easy and as a corporate business, we must be more prepared to fail. When we fail, as you will during any experimentation, make sure we fail fast and fail forward. We now have established a future-proof foundation for our global HR processes but we are far from crossing the finish line. We will continue to fine-tune the new HR landscape and roll out new innovations to constantly evolve to meet the demands of future generations. Nothing is ever finished ­ just upgraded.Are there any specific technologies or solutions that you're really looking for in the future?Generative AI is what everybody is talking about nowadays. I also believe that it can help to build stronger, leaner and more agile HR functions. Our business and expectations of employees are continuously changing ­ "what got us here, won't get us there". Data, technology and standardisation continue to be key enablers complimented by Operational Excellence ­ simplification, standardisation and flawless service execution. We will explore the potential of GenAI with an inspiring ambition to balance automation / productivity with augmentation / better outcomes for our people and the organization; we are a growth company, we want to inspire to unlock the full potential of our people and the organization. Leveraging GenAI in our processes has the potential to enhance efficiency, decision-making and the employee experience.As we consider integrating GenAI into our operations, we will start small with targeted use cases. This approach allows us to assess the impact of GenAI on specific areas, providing valuable insights and minimizing potential risks. By gradually expanding our use of GenAI we can unlock its full potential and ensure a seamless integration with our existing practices.What advice would you offer to the emerging HR professionals who are just starting their careers?My main advice for new HR professionals is to be curious. Continuous learning is essential to deeply comprehend the business and how your work relates to wider goals. The HR field of knowledge has grown immensely, so explore new areas like HR analytics. It is not enough to just track attendance; you must explain how it affects outcomes. The reality is that the world around us is changing. Also important is having the bravery to challenge conventional HR practices. What was valid 5-10 years ago may not matter today. Stay current, especially on technology, by continuously interacting with professional communities. The future of HR is linked with technology, including emerging areas like generative AI. While these developments are significant, they cannot substitute the human aspect in human resources. HR professionals will always remain the guardians of every organization's most valuable asset--its people. My suggestion is therefor also to make sure the human aspect stays at the core of any job as you do in HR.
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