At a time when AI is often portrayed as a job killer, SAP is flipping the script by positioning emerging tech as an enabler of human potential.

Dan Healey, a leader in talent and leadership development at SAP, discusses how the company views AI not as a threat, but as a powerful tool to augment human capabilities. By automating routine tasks, AI frees up SAP’s workforce to engage in more strategic and creative pursuits, ultimately enhancing the value of human capital.

Healey, who is SVP and Head of People at SAP Customer Success, highlights how SAP’s AI strategy is deeply intertwined with its cultural commitment to empathy, trust, and continuous learning – ensuring that employees are not just prepared for an AI-driven future, but are active contributors to it.

Here are excerpts from our interview:

How does AI fit into SAP’s workforce strategy?

AI is often seen as a threat to jobs, but we believe that it will actually create new opportunities and enhance the value of human capital. When used effectively, AI can automate mundane tasks, freeing up employees to focus on more strategic and creative work.

We believe that the combination of AI and human intelligence will deliver a greater return on investment. AI can enhance processes, but it cannot replace the human connection and emotional intelligence necessary for interpreting information and building relationships.

At SAP, we view AI as a tool to augment human capabilities, not as a replacement. We are investing in learning and development to ensure that our employees are well-equipped to leverage AI in their roles.

Read More: How to navigate the 'Uncanny Valley' in the age of AI

How are you preparing an AI-driven workforce?

SAP has been proactively preparing for an AI-driven workforce by transitioning our HR functions and business processes to the cloud and redesigning our business model. This has positioned us to leverage AI more effectively, especially through our SuccessFactors portfolio.

We are focusing on several areas where AI can make a significant impact, such as job description generation, interview question formulation, learning curriculum recommendations, CV data extraction, and performance and development recommendations.

How does SAP measure the impact of its AI-driven workforce preparations on both employees and customers?

We continually assess our HR portfolio investments based on the evolving needs of our people and focus on delivering a work experience that is intuitive, personal, and reliable.

We listen closely to our employees to understand their priorities and ensure that our initiatives are aligned with their needs. For example, we are focusing on developing "ready-enough" leaders who can adapt and grow, reflecting the diverse five-generation workforce we have at SAP.

We strive to align our focus with what enables us to attract, retain, and reward our people effectively and transparently. By doing so, we believe that we can create a positive and engaging work experience for our employees and deliver value to our customers.

Read More: How AI enhances careers and salaries in APAC

Can you talk about some of the tools and technologies you use to boost employee engagement?

At SAP, we’ve significantly raised our employee engagement scores by actively listening to our team and acting on their feedback. We run global surveys, called "Unfiltered," three times a year to gather honest input on job satisfaction, wellness, work-life balance, and managerial support.

Our engagement scores have steadily climbed to the mid-80s across our 100,000 employees. We don’t just collect feedback; we analyse it with our leaders to create actionable plans that address concerns.

As a talent and leadership development expert, how do you cultivate a high-performance culture?

Building a high-performance culture truly begins with a strong cultural foundation. At SAP, our culture is centred around empathy.

We prioritise our employees by keeping them at the heart of our operations. We invest in their growth and learning opportunities, which is essential for shaping and supporting our culture. Trust is another critical component. We conduct three major surveys each year to gauge the trust our employees have in their managers and their commitment to SAP.

Engagement is vital. Engaged employees are not only happier but also more willing to take risks and innovate. We strive for continuous improvement in our goal-setting processes, one-on-one conversations, and performance feedback to enhance our culture further.

One thing that sets SAP apart is the strong sense of culture and belonging we foster. Many of our alumni, upon leaving SAP, often express a desire to return because they miss the camaraderie and supportive environment they experienced here.