The first ever Durban CHRO Dinner unfolded on 27 November, gathering eThekwini’s top HR leaders around an elegantly set table at the Oyster Box.
Hosted in partnership with Old Mutual Corporate, the evening set out to explore how HR leaders are rethinking succession planning and talent development in a workforce reshaped by AI, automation and rapidly shifting expectations.
Soft lighting, the clink of glasses, and the subtle aroma of starters set the stage for an evening that opened with icebreakers as everyone took turns responding to questions designed to pull them gently out of their shells.
Laughter and nods of recognition filled the room as the evening coalesced around shared experiences. “The human element, human touch and talent are irreplaceable,” one attendee said, and the words seemed to resonate through the room. These words were a natural bridge into discussions about succession planning and AI.
Leading through change
“We are no longer having layers and layers of people doing the same amount of work, same amount of frustration just for this outcome. Now we have a better output because there’s no confusion about what was agreed to, actions in those meetings, and we are able to get that out,” one attendee stated. “We then need to help people learn how to use those tools because sometimes the tools are embedded in your systems, but because we’re assuming that everybody knows, we’re not spending the time to teach them.”
The discussion didn’t stay in the boardroom. It stretched to the streets, to upcoming talent, to homes, and to playgrounds as another attendee noted, “Research is showing that addiction to technology is twice what you would get if someone was addicted to substances. It's that bad. You’ll see it if you’ve got a two-year-old who’s used to a phone and you take that away. They can’t protect themselves. You’re releasing something powerful without the environment or skills to manage it.”
Yet according to another attendee, technology also presents unprecedented opportunities for HR as these same devices can accelerate education.
“We need to reskill people. Kids in school now can access technology in ways that transform learning. iPads and phones help strong students teach weaker ones and understanding grows exponentially. Technology opens opportunities, but we must teach human problem-solving and resilience.”
Technology, however, was both a marvel and a source of anxiety as attendees acknowledged that digital tools can empower teams, but only when learning and support are intentional. One attendee recounted a recent masterclass, wrestling with the tension between opportunity and disruption.
“I went to an AI master class and it's definitely going to replace jobs in some areas. AI is developing emotions, reasoning and intuition. However, it takes away the ability to think. There's tension between excitement and opportunity because it offers the most amazing opportunity because kids in school can easily have access, even if the teacher doesn’t want to be there.”
Drawing parallels with past technological shifts, one attendee emphasised the need for balance, questioning what would happen if AI dies.
“Back in the days we used candles, and then we had electricity come in. Then we had load shedding and went back to candles, so AI should be used as a guide and not be dependent on AI because we cannot fully predict what will actually happen as with load shedding.”
Shaping future talent
The HR leaders then agreed that succession planning should start becoming a dynamic exercise in preparing for the unknown.
“When we talk about succession, the focus should be more on what you are going to need to create the needs of your customers. Design models your customers didn’t even know they needed. Exactly. That is how you stay relevant,” said an attendee. “Succession planning starts at the bottom with procedures and the skills shortage. Understanding how we end up with leaders of quality and for what roles we are preparing the workforce for.”
Education and early career development followed as an extension of this discussion, highlighting systemic gaps between graduates, available roles and industry expectations, especially with AI coming in. “Universities cannot change that. The biggest employer is the retail industry. It’s the easiest entry point to employment. Kids come out of school never intending to work in shops, yet that’s where they end up,” noted an attendee.
“We should start introducing children to the careers they want to pursue starting from six and developing them into the people they become. Training is a struggle. Learnerships only go so far. You need proper infrastructure and a proper training department. Industry must partner to find the right skills,” echoed another attendee.
Despite the rapid rise of AI, the attendees reaffirmed the enduring importance of human judgement, empathy and talent. “The AI space is quite frightening, but I think in this space you have to embrace it. There’s no other way. The world is going that way. But I believe the more children and more young people we have, we will definitely be in this business, and people space, for a long time. AI will come and go or keep on generating, but we just have to remember the human element and the human touch is important,” an attendee concluded.
Click here to see visuals from the evening and get a glimpse of the elegant setting, engaging conversations, and memorable moments from the dinner.
Those in attendance were:
Bianca Anthon, HR director, Ilovo Sugar
Brigitte Da Gama, group CPO, The SPAR Group
Kgaogelo Letsebe, community manager, CHRO South Africa
Liziwe Masoga, CPO, Mr Price Group
Louna Robbertse, head of products & research services, Remchannel
Naeem Timol, group HR executive, Pedros Chicken
Nokukhanya Mkhize, Kukhanya Energy Services, HR Lead
Sphumelele Khumalo, senior writer, CHRO South Africa
Stephen Rubidge, CHRO, Deneb Group
Thandwa Motlohi, national HR executive, Built-IT
Vusi Khumalo, strategic client coverage, Old Mutual Corporate
Zami Nzama, HR development manager, Build It
