Influential Leaders
Most Human Resource
Driving Excellence in Africa, 2025
Joseph Mathenge
Group Chief Executive
Officer Career Options
Africa Ltd
Transforming Africa, One Talent at a Time: Mathenge’s
Visionary Journey to Build a Pan-African Human Resource (HR) Powerhouse
Human Resource leadership has emerged as one of the most powerful catalysts of
organizationalgrowthandresilienceintoday’srapidlyevolvingAfricanbusiness landscape. As industries across the continent undergo digital transformation, embrace new workplace cultures, and navigate economic complexities, HR leaders have becomethearchitectsofsustainablesuccess.Theirrolenowextendsfarbeyondtraditional personnel management—they are shaping the future of talent, inclusion, innovation, and organizationalagility
The year 2025 marks a defining moment for Africa’s human resource ecosystem. The continent is witnessing a surge of young, dynamic talent, coupled with increased global collaborationandinvestment.Yet,challengesremain:bridgingskillgaps,fosteringdiversity and inclusion, balancing technology with human empathy, and creating workplaces that nurture both performance and purpose. It is within this context that the contributions of exceptionalHRleadersstandoutasabeaconofexcellence.
This special edition, Most Influential Leaders Driving Human Resource Excellence in Africa,2025,isacelebrationofvisionaryprofessionalswhoareredefiningHRasastrategic driverofbusinesstransformation.Eachleaderfeaturedhereembodiesresilience,foresight, andanunrelentingcommitmenttoempoweringpeople.Fromspearheadinginnovativetalent developmentprogramstoembeddinginclusivepracticesandchampioningemployeewellbeing,theseindividualsrepresentthebestofwhatHRleadershipcanachieve.
Their stories are not merely professional milestones; they are narratives of courage, adaptability, and impact. They showcase how Africa’s HR leaders are not only meeting global benchmarks but are also creating models uniquely suited to the continent’s vibrant cultures, diverse workforces, and entrepreneurial spirit. By embracing digital tools, leveraging analytics, and driving human-centered strategies, they are preparing organizationsforlong-termrelevanceinaninterconnectedworld.
As you explore the profiles and insights in this issue, you will find perspectives that go beyondHR—perspectivesthatinspireleadershipateverylevel.Theseleadersremindusthat peopleremaintheheartofeveryenterprise,andthattrueexcellenceinhumanresourceslies inunlockingthefullpotentialofindividualsandteams.
At its core, this edition is a tribute to the enduring belief that when people thrive, organizations prosper, and societies advance. The leaders we spotlight here are not just managingchange—theyareshapingthefutureofAfrica’sworkforcewithwisdom,vision, andhumanity
CIO
Transforming Africa, One Talent at a Time: Joseph Mathenge
Visionary Journey to Build a Pan-African Human Resource (HR) Powerhouse
18. T H E S T O R I E S W I T H I N
22.
Humanizing HR in the Digital Maze: Farhad Bhyat’s
Vision for Ethical Intelligence in a Data-Driven World
Lorraine Barnard CEO of Dananda Talent
30.
34.
Driving Human Capital Innovation in Africa - The Story of Mahamadou Sanogo
Temitope Adebayo
Driving People-First Cultures and Empowering Africa’s Workforce
Championing Human Potential : Workforce Development for a Thriving African Workforce
Empowering Africa’s Future : Inclusive Talent Management for Sustainable Impact
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Business Development Executives
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Thanh Truong
Sam Carter
Alaya Brown
Maria Evans
Chris Carter
Millie Simon
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Phoebe Jacob
Aisha, Olivia
David Walker
Mia Rodricks
Helena Smith
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Farhad Bhyat CEO and Co-founder Farosian farosian.com
Joseph Mathenge Group Chief Execu ve Officer
Career Op ons Africa Ltd careerop ons africagroup.com
Lorraine Barnard CEO Dananda Talent danandatalent.net
Mahamadou Sanogo Founder & CEO
Emploi & Moi emploietmoi.com
Temitope Adeshina Chief Execu ve Officer
TalentPEO Africa talentpeo.com
Farhad leads Farosian in delivering high-impact solu ons to clients and stakeholders.
With a strong background in execu ve leadership, talent management, and cross-border workforce solu ons, Joseph has been instrumental in driving the company’s growth and regional expansion.
Lorraine's vision centers on unlocking human poten al, building high-performing teams, and crea ng opportuni es that align talent with business success.
Mahamadou's leadership combines innova on, strategic vision, and a deep commitment to empowering professionals, enabling the company to deliver tailored solu ons that drive economic growth and employment access.
With extensive exper se in strategic leadership, human capital development, and organiza onal growth, Temitope drives ini a ves that empower businesses to op mize performance and enhance workforce capabili es.
Transforming Africa, One Talent at a Time:
Visionary Journey to Build a Pan-African Human Resource (HR) Powerhouse
Whether it’s con dentiality, data privacy, anti-human tra cking laws, or broader human rights frameworks, we ensure that Career Options Africa aligns with both local and global standards.
Onlyapositivemindsetwithanenterprisingspiritcan tacklethedeep-entrenchedchallengeofunderdevelopment. Entrepreneurial wisdom, in its very essence, embodies some exceptionalqualitieslike initiative, innovation, a risk-taking attitude, and a proactive mindset When an individual harnesses such attributes, it leads to an impeccable transformation of the socio-economic fabric of theirregions,professions,oranyoftheirspheresofinfluence.
Thislifeforce,whichmustbenurtured,fostered,encouraged and supported, is the only potential force that can genuinely empowerandupliftotherindividualsandsocietiesnotonlyin theirimmediateenvironmentsbutonanentirecontinent.Itis thisphilosophythatJosephMathengesubscribedtosincehe joinedMOI University, Kenya, in 1988 to pursue his bachelor'sdegreeinarts,Managementandtechnology Heobtained amaster'sdegreeinbusinessadministrationin2003,broadening his view of the HR profession and entrepreneurship as driversofgenuinechangeandtransformation.
Professionally, Joseph is a Certified Public Secretary (CPS) andaCertifiedRemunerationAnalyst(JCA)andapracticing member of the Institute of Human Resource Management (IHRM)Kenya.
HisHRCareerPath
JosephstartedhiscareerjourneyatKenyaSchoolofprofessional studies as a business and management tutor and later became the head of business studies where he helped the school to expand its business school through new marketdriven courses. His HR journey started at Kenya Power and LightingCompany[KPLC]wherehebeganasaRecruitment Officer working his way up the corporate ladder to the positionofChiefHumanResourceOfficer,Training.
Real growth is not measured by numbers alone, but by the strength of people & partnerships, and e ective leadership isn’t just about leading operations—it’s about shaping lives, cultivating trust, and creating a legacy of empowered people.
He later fills senior HR Leadership Positions as General Manager,HumanResourceatSarovaHotelsandKenyaCivil AviationAuthority
LeadingCareerOptionsAfricaGrouptothePolePosition inAfrica’sHRlandscape
In2006,JosephestablishedCareerOptionsAfricaasastartup sole proprietor training firm working with reputable global speakerstoorganizeinternationalconferencesinEastAfrica onvariousbusinessareinMarketing,CorporateLeadership, RiskManagementetc. JosephlateraddedHRconsultancyto the business line and became one of the most respected Job Evaluation and Reward Management Consultants in East Africa, designing remuneration structures aligned to the business strategy for many clients in public and private sectorsacrossdifferentindustries.
Career Options Africa (Kenya) ltd was registered in 2015 takingoverthesoleproprietorbusinesswithanewfocuson Human Resource Outsourcing and recruitment, quickly becoming the go to HR agency for international companies seeking employer of records (EOR) service in Kenya. The need by international companies to have one EOR partner withintheEastAfricaregionledtothebirthofCareerOptions AfricaGroupin2015withtheregistrationofCareerOptions Africa(Tanzania)Ltdfollowedshortlyafterwithregistration of similar entities in Uganda, Rwanda, Burundi and South Sudan.
Asmoreglobalcompaniessoughtsupportinotherregionsof Africa, the need to expand to west, north and south Africa arose hence the registration of Career Options Africa in Nigeria and South Africa in 2013 and 2014 respectively. Besides these own entities, Career Options Africa group serves clients in twelve other African countries through partnershipswithsmallerlocalagencies,bringingtheirreach inAfricatonineteencountries.
With this expansion, what began as a small sole proprietor businessin2006hasgrowntobecomeoneofthelargestHR agencies under Joseph’s stewardship Besides the geographical expansion of the HR outsourcing business, the group has diversified into other interlinked areas of HR including recruitment, immigration support and Labour exportandistodayoneoftheleadingexportersofskilledand semi-skilled skills from Africa to middle east, Europe and Canada.
Employer of records (EOR) is the flagship service for the groupandtargetedatinternationalcompaniesandnon-profit organizationswithbusinessinAfricawithnoownlocalentity.
These global organizations lack the legal capacity to hire employees,henceneedanumbrellaemployertocontractthe employees,processtheirsalariesandpayapplicablestatutory deductions and contributions applicable under local Labour andtaxlaws.
ItisthisvoidthatCareerOptionsAfricagroupfillsbybeing thelegalemployerandbearingallemployerrisksonbehalfof the internal clients. This enables the global employers to be compliantwithlocallabourandtaxlawswithouttheneedto invest capital in local branches nor having to hire HR and Finance professionals for their Africa operations This provides a faster and much more viable expansion route to global companies in Africa. Besides the capital saved, it removes the handles of compliance risks by having a local partner who is conversant with the local business environmentincludinglaws,regulationsandcultures.
BesidesEOR,CareerOptionsAfricagrouphastheexpertise to offer all forms of HR outsourcing services including Labour management, staff management and the most complex HR outsourcing model of professional employer organization (PEO). All these levels of HR outsourcing are supported by well-trained recruitment, payroll and immigrationprofessionals.
Being a facilitator of global companies in Africa, it is not surprising that Joseph manages one of the largest pool of expatriates inAfrica as his global clientele relies heavily on home trained managers to lead their expansion projects in Africa.Thegroupisoneofthelargestemployersofexpatriate staffinAfricaprocessinghundredsofvisas,workpermitsand residentpassesatanyonetimeinseveralofthecountriesof operation.
Tosupplytheseclientswiththerequiredtalent,thegrouphas a well-staffed and resourced recruitment division supported by highly experienced recruitment consultants in each country. The Division offers a full stack of recruitment services including head hunting for hard to get personnel to fill positions. The group has also invested in a modern recruitmentsystemthatsupportsvacancyadvertisements,AIpowered shortlisting and candidate interaction tools in any country inAfrica.And who else can be the lead headhunter than Joseph? His good network among top executives in Africacanconnecthisrecruiterswithreliablecontactinkey industriestomapoutpotentialheadhuntingtargetsinamatter ofhours.
The payroll division with a modern payroll hub based in Nairobi Kenya has modern multicurrency and multiclient payrollsystembasedontheOdooplatform.Withthissystem the group can pay a non-limited number of staff in five
With nearly 90% of clients being international companies from China, the United States, and Europe—we are geared toward building a strong, compliant, and specialized Employer of Record (EOR) service across the continent.
internationalcurrenciesandanylocalAfricancurrencyatthe clickofabutton.
WeaskedJoephhowhemanagessuchadiversepooloftalent madeofIT,Marketing,HR,Finance,LegalandImmigration professionalsworkingonsuchmanyprojectssimultaneously ‘It is all about collaboration and investment in modern ITbased collaboration tools. Our staff can communicate with eachother,holdmeetings,andattendsharedtrainingfromany device, including mobile phones. They can access company emailsandsharedfilesfromanydeviceasalloursystemsare cloud-based.’Josephresponds.
ItisnotunusualforJosephtoholdvirtualmeetingswhileona longflightasallheneedsisinternetconnectivityonflightsto log onto three of the alternative virtual meetings platforms fromhisphone.
Shaping a People-Empowering a People Driven LeadershipApproachatCareerOptionsAfricaGroup
SohowdidJosephmanagetoputanAfricaoutfitontheglobal HR map so easily in this ever-changing landscape of human capital?ItisbecauseJosephisoneofthesevisionaryleaders whose experience is marked by intentionality, focus, and dreams beyond boundaries. It is his belief that opportunities are intentionally created, pursued, and actualized from any corneroftheglobe.Itishisbackgroundasatalenthunterand developer that keeps him believing that all this is possible through –thetalentpoolattheGroup.Wehaveoneof people the youngest pools of professionals you can ever find in a group of companies. Their youthfulness, quest for success and desire to be the best inAfrica drives our success. Once theyhaveboughtintothevision,assimilatedthemissionand jointly crafted the path to that success, there is no stopping them.
ReflectingonhisleadershiproleasCEOandheadofbusiness development,heshares: "I appreciate the difference between the two roles. As the Chief Executive, the focus is on growing people, developing systems and structures, and driving the bottom line. Business development, on the other hand, is about driving structured business to the customer’s heart. Actually, both roles are two sides of the same coin.’ A happy customer’This two-sided approach of focusing on business expansion and people empowerment has enabled him to createaleadershipmodelthatcanbeconsideredbothstrategic andsustainable.
As the CEO of Career Options Africa, Joseph has stopped concentrating solely on the commercial aspect of the business.Theroletodayisbroaderandencompassesapoint of view of the entire organization and entails a delicate balance between immediate performance and long-term sustainability. "Sometimes we can perform well in one year and celebrate the profit, but if you don't focus on long-term sustainability, then the future of the business is compromised,"henotes.
CustomeristheKingintheAfricanHREmpire
However,themarkofaleader,whichJosephhasalwayskept, ishisstrongfaithinthepowerofpeople.Joseph’sconviction liesinthepowerofrelationships.“I’vecometoappreciatethe importance of people to the business,” he adds. Whether employees, partners, or clients, Joseph believes sustainable
successisrootedintrustandcontinuousengagementwiththe customer. His view on relationships, whether with employees, partners, or clients, is to make it the central currency of success. He does not only concentrate on transactions but rather on the development of meaningful, lastingcustomerrelations.Headds,‘Itisessentialtoestablish rapport with a customer in a way that they can ensure the survivalofthebusinessinthelongrun.Ourcustomerstrustus to deliver, to overcome our immediate challenges, to improve our processes to match their growing needs and most importantly,tobetheretomorrowasastablebusiness.’
ABusinessCraftedfortheAfricanBusinessClimate
Josephleadsbecausehehasafirmgraspofacrucialfact,that part of building a thriving business that is fast expanding in theAfricacontinentcallsforsoberacceptanceoftherealities oftheAfricanbusinessclimate.Africacountriesarestillatthe infant stage in many ways. The vibrant legal framework supportingHRoutsourcing,immigrationandpayrollservices in the developed world is totally lacking in Africa. HR outsourcing Business is said to be illegal in some countries even when there is no law abolishing it. But there is no law legalizingitaswell.So,youareatthemercyoftechnocratsin the Ministry or Labour, directorate of immigration of tax authoritiestointerpretthelimitedlawsastheydeemfit.
One day you are getting work permits as an EOR agency in one African country, the next day EOR agencies cannot
sponsor work permits. Joseph gives an example of a labour dispute in an EastAfrica country where the judge ruled that the former employee of the group had sued the wrong employerbysuingCareerOptionsAfricaLtd.Thecourtheld Josephcouldnotstandandpresenttheemployer’sdefenseas thekeyemployerwitness.Ontheotherhand,thecourtcould notissuesummonstotheinternationalclienttofileadefense becausethecontractwasbetweenCareerOptionsAfricaand the employee, not between the international NGO and the employee.Thecourteventuallyhadtoreviseitsowndecision andadmitCareerOptionsastherespondenttothesuit.
Navigating such an environment requires Joseph to invest heavily in multiple third-party professional experts in each country of operation including lawyers, tax consultants, auditors, industrial relation experts etc. to support the businessnavigatingtheendlesshandles. Sometimesitfeels likewantingtorunanagriculturalbusinessinawarzonefull of mines.You need to hire mine removal experts before you canbringonyourbulldozerstocleartheforesteachtimeyou wanttoexpandthefarm.
With99%oftheclientsbeinginternationalfirmsfromallover theglobe,Josephmustnavigatethroughmultiplecompliance regimes. An American company with operations in Kenya technicalappliesbothUSAandKenyaLabourlawregimesto offer all their employees globally the same benefits welfare packages etc. as part of the equity and inclusive initiatives. American companies are also required to abide by all Americanlawsanywheretheyoperateintheworldoncertain respectslikecorporategovernance,faircompetitionetc.The UShassomeofthestringentanti-moneylaunderingandantifraud laws in the world. Kenya banks on the other hand are governed by Central Bank of Kenya regulations and local bankinglaws.
TherearepersonaldataanemployerinKenyaisnotrequired to maintain regarding employee salaries processed through thebankbutthesameisarequirementunderUSLaw.Thereis personal data which is illegal to share about the employees withlocallaborandtaxauthoritiesunderUSlawbutmustbe sharedwithlaborauthoritiesunderKenyanlaw itisforthis reason that long before Kenyan enacted the Data Protection ACT. Joseph was already certified in the European General DataProtectionRegulation(GDPR)Act.
Nevertheless, Joseph does not see compliance as an unnecessary pain. He explains the benefits of this of the dualityasanincentiveforAfricacountriestoreview,update
or repeal their very old set of laws some inherited from the colonialrulersandadoptglobalHRandhumanrightcodes.
Both locally and internationally, whether regarding confidentiality, data privacy, anti-human trafficking laws, or largerhumanrightsframeworks,JosephhasmadesureCareer OptionsAfricaGroupiscompliant.‘We must ensure that we are not merely interpreting the law with Kenyan eyes, South Africaneyes,Nigerianeyes-butalsoglobaleyes.’Headds.
Our distinct offer is deep understanding of the local environment coupled with an outlook for global compliance whichmakesCareerOptionsAfricaareliablebridgebetween thetwocontinents.‘The company is no longer a business that simplyfacilitatesotherbusinessestoconducttheirbusinessin Africa; it is a business that supports businesses to conduct theiroperationsinAfricainanethical,accountable,andtruly people-respectingway,'henotes.
From South Sudan to South Africa, every African has the potential to create something global. I want to be that example—that Africa is not just a place of struggle, but a continent of boundless opportunity.
His ability to drive his strategic priorities and his peopleoriented vision is not only transforming Career Options Africaintoamarketleaderbutisalsoreconceptualizingbeing atruecross-borderleaderwithacause.
Joseph sees the current business model of the group as ‘the footsoldier’withbootsontheground.
Morethanhalfofthegroup’sbusinessisobtainedfromother biggerHRagencieswithaglobalfootprintbutlacksofficesin Africa,throughapartnershipmodel.Withtheirownofficesin multiple Africa countries, Career Options becomes the servicepointsfortheseglobalHRagenciesinAfrica.Thesocalled staffing aggregators have the resources and vibrant digital marketing tools to secure large EOR business for multiple locations in Europe and Africa from the European headquarters of the Multinationals but not the foothold to offercomplianceineachAfricancountry
CareerOptionsispositioningitselfforabiggershareofthat value chain by investing in modern ICT systems to create service points in every Africa country and representative officesinKeyEuropeanCountries.Alreadyafeasibilitystudy isunderwaytoassessviabilityofrecruitmenthubforEurope inLondonandaLabourexporthubformiddleeastinDubai.
The future business model is a HR satellite beaming HR support services to everyAfrican City from the Nairobi hub with technical support from several regional hubs of middle east,EuropeandAmericas.
Along with being virtual, the realm of social and digital media is swiftly becoming a threedimensional one, in a way The vastness of the internetandthedepthofITCpenetrationhasmadethisever awake hyperactive sphere an artificial ecosystem of the modernworld.Inthissense,makingtherightdecisionswhen itcomestohumanresourcepoliciesbecomesaherculeantask foreverybusinessandcorporateentities.
It is in this scenario that Farhad Bhyat, being one of the influential leaders, comes to the rescue of the industries, especiallyintheregionofAfricaandinthenicheof human resources management. As the Co-founder and Chief ExecutiveOfficer(CEO)of ,Farhadandhisteam Farosian aredigitalspecialists,withatechnovativeedge.
Farosian provides its partners with a unique advantage with insightful and usable social and digital data to makestrongerdecisions,saysFarhad,addingthatthey provide contextually comprehensive social media screeningandauditreportsfortheirclients,aswellas the information and insight to better understand the maze of complexities present in the social mediadrivenworldwealllivein.
“Additionally,ourhighlyqualifiedanddedicatedteam construct detailed and tailored policy design and training principles to help businesses navigate the ins andoutsofsocialanddigitalmediaproactively.”With years of experience, Anthropology Degrees and a passionate curiosity for social awareness and risk, Farosian brings emotional intelligence to an area of algorithms,noughtsandones.
Farhad Bhyat Co-founder and Chief Executive Officer (CEO)
“We are objective purveyors of the truth – as told by data but seen from a human perspective, ” shared Farhad while speakingwithTheCIOWorld.
Canyoubrieflyshareyourjourneyandwhatledyoutoa leadershiproleinHumanResources?
Ihavebeenworkinginthecorporateworldsincetheageof21, with rather quick promotion to management positions from theageof24,predominantlyinasalescapacity.InApril2015, myco-founderandIdecidedtotaketheleapoffaithandstarta business. My growth in the area of ‘people’has been one of continuouslearning.Themostchallengingperiodwaswhen Farosianbegantogrow,andweneededtorecruitindividuals whoweretherightfitforthebusiness.Atthesametime,Ihad to learn how to manage people effectively, many of whom belongedtodifferentdepartmentsorentirelyseparateareasof operation.Asasmallbusiness,wedonothaveadedicatedHR departmentorperson,andthisroleisfilledbymyco-founder andme.AfundamentalIhaveseeninbusinessisthatpeople are the most important element. Without people, there is no business.BeingaCEOorfounder,orHRprofessionalmeans wemustlearntoknowandunderstandpeople,asacollective as well as individuals. Without people, I would not have reached the stage I am at now, and would not progress any further.
What core responsibilities define your current role, and howdoyoualignHRwithbusinessgrowth?
Essentially, I am responsible for all aspects of the business, with a core focus on technology development, sales, marketing,finance,aswellassharingtheoperationalandHR responsibilities with my co-founder, Sinéad Frampton. My main responsibility is to guide and motivate the entire team, striving to reach a consistent level of exceptional performance The HR practices we have adopted are unorthodox as we do not believe in any form of micromanagement,andhaveabeliefinautonomyinpeople’s roles.Webelievethatourmainresponsibilityistoequipstaff with the correct tools, resources, skills, and knowledge to perform at their peak. We are constantly assessing and reassessing what the needs are for each person, position, and departmentinordertoelevatelevelsofperformanceandjob satisfaction.
How have you helped shape or transform your organization'speoplestrategyandworkplaceculture?
Since the first day of founding Farosian, Sinéad and I have actively and regularly discussed the culture that we want to
build and reinforce. This has been built by drawing on the previousworkexperienceofboththepositivesandnegative of cultures we have witnessed, learning from other organizations' successes and failures.The biggest negative I haveexperiencedinotherorganizationsisalackofopenness and transparency We have implemented a structure where there is a large amount of transparency, where staff have accesstomeormyco-founderatalltimes,aswellasaccessto information(withinreason,assomeinformationmustremain confidential). Staff are not simply consulted on new proceduresandpolicieswithinFarosian;theyarepartofthe designandimplementationprocessesthroughout.Wehavean annual collaborative session to revisit the values of the businesstoensurethateachpersonhasinputintotheDNAof Farosian. When people have left a mark, they feel more included and are more likely to live, feel, and breathe the value.This,inturn,reflectsinperformance.
WhatinitiativesorinnovationsinHRareyoumostproud ofleadingrecently?
FarosianhasdevelopedHRtechnology,whichweprovideto the market, but also consume internally We conduct social anddigitalmediascreeningonallofourapplicantsinthepreemployment phase to ensure there are no unforeseen “red flags” and that there is an alignment of values and culture betweenemployeesandthecompany Notonlydowesellthis solution,butitistheprimarydrivingforcebehindour'why'. Inour10-yearhistory,wehavehada3%staffturnoverrate. Thepeoplewebringinareoftherightcaliberandfitforour business,whichhasresultedin10yearsofconsistentgrowth of50%+eachyear.Asatestamenttothevaluesocialand
“Without people, there is no business. Being a CEO, founder or HR professional means we have to learn to know and understand people as a collective as well as individuals. “
digitalmediascreeningaddstoourhiringprocess,thefirst5 people we brought on board are still with us today, all now approachingtheirseventhyearatFarosian.
Wealsohaveatransparencypolicyinplace,whichallowsall employeestoscheduletimewithme.Thisactsasaforumfor them to ask any business questions they feel need to be clarified,includingthefinancialpositionofthebusinessand anyareasinsideoroutsideoftheirrole.
How do you foster talent development and prepare your workforceforthefutureofworkinAfrica?
With Farosian being a technology company, we are very aware of the changing roles that individuals play in the business.We are also aware that over time, some duties and responsibilitiesbecomeautomated.Weensurethataone-onone session is held quarterly with each employee to discuss and address this aspect of change, in addition to building career road maps with each person, focusing on both the medium and long-term future. Everyone’s greatest strength, in my view, lies in their ability to think and make decisions; that’s where real value comes from. Embracing technology helps free up time, so people can focus on areas where they havethemostimpact,bothforthebusinessandfortheirown growth.We frequently have conversations around the future needsofthebusinessandhowthisalignswiththeindividual's areasofinterestandfuturecareeraspirations.
What has been your approach to managing change, uncertainty,orcrisisinrecentyears?
Managingchangeissomethingwe’reconstantlynavigating. With technology evolving at a rapid pace and often in unpredictable ways, we have to stay alert, remain adaptable, and respond proactively. We are constantly
scanning the landscape of what is changing (technology, legislation, processes) to find ways to adapt and optimize as effectively as possible. Change is inevitable, and embracing thisallowsadaptationtobeefficientandagile.
Whatleadershipprinciplesguideyourwork,andhowdo youinspireteamsacrossdiverseenvironments?
Farosian is guided by our values: honesty, integrity, and transparency, which in turn drives the leadership in the business.Fromaleadershipperspective,myco-founderandI guidealloperationsandstrategybyleadingfromthefront.We donotdelegateorhaveexpectationsofothersthatwedonot follow or would not do ourselves This openness and willingnessinspirestheteamtogoaboveandbeyondtodothe same. Hard work and performance speak universally across anyenvironment.
What trends do you believe are redefining Human ResourcesacrossAfricatoday?
Over the past 10 years, I have noticed that HR is embracing technologyandmakinguseofdatatodrivedecision-making far more.Tools such as CVscanning andATS platforms are providing HR professionals with more time to spend on the
humanelement.IseeaparallelwiththeadvancementofHR and the growth of Farosian, as we provide a technology solution for HR and recruitment. We have seen that the introductionanduseofsocialanddigitalmediascreeningas an HR tool has proven to be exceptionally effective with existing staff and recruitment processes. As a recruitment tool, identifying red flags before appointment saves businessesandorganizationsuntoldamountsofmoney,while withexistingteams,thisisseentohaveadirectcorrelationto performance.Wehavepublishedaresearchpaperonthisvery subject,whichdemonstratesthatlower-riskindividualshave high work performance (regardless of function, seniority, or industry), take less sick leave, and have up to 300% longer tenure This trend, which is becoming a staple, is a significantlypowerfultoolforHR.
What does being recognized as a ‘Most Influential PersonalityinHRniche’inAfricameantoyou?
This is quite an honor, as I do not seek out any form of recognition, I would rather be the one giving out credit and recognition It does give me a sense of validation and additional determination to keep the course and remain steadfastinmyprinciples.Asentrepreneurs,wefartoooften questionifourdecisionsanddirectionchoicesarecorrectand leadtotheresultswewant.ThisrecognitionshowsmethatI maynotbemaking100%ofthecorrectdecisions100%ofthe time, but the overall decisions and direction are producing results and steering Farosian in the correct path. It is very humblingtohavethisrecognition.
WhatadvicewouldyouoffertothenextgenerationofHR professionalsonthecontinent?
Inordertobetrulyinnovative,risksneedtobetaken.Fartoo often,weseeinanAfricancontext,decisionmakers(HRand non HR) are far too risk-averse. Risk means new ground; it speaks to trying something new and traveling the unpaved road. Look for calculated risk processes, activities, and technologythatcanleadtohigherresults.Ultimately,thiswill leadtomoreproductiveandhappierpeopleinthebusiness.
Source: Farosian’s Recruitment Paper
CEO of Dananda Talent
ThedemographicsofAfricaarerapidlychanging,and itisachallengeandanopportunity Thecontinentcan also re-establish its economic position in the world with a young and emerging population. The question is, however,whetherthispotentialcanberealizedlargelyonthe basisofitsabilitytonurtureandchannelitshumancapital.In the center of this change is the idea of developing the workforce, i.e., a long-term and strategic investment in people,skills,andinstitutions.
The development of the workforce is not a case of creating jobs.Itisaholisticmethodologythatentailstrainingpeopleto suitthepresentlaborneedsaswellastrainingthemtohavethe competencies and attitude to adjust to any changes. It goes beyond formal education to encompass vocational training, apprenticeships, acquisition of digital skills, and life-long learningprograms.Thisframeworkisapotenttoolofsocial empowerment, as well as economic development, when properlyutilized.
The skills imbalance between the labor market and the education systems is one of the most urgent impediments to theproductivityoftheAfricanworkforce.Otherpeopledrop out of school, lacking the skills needed in new industries or even old industries that are being modernized. This lack of connectivityiswhatcontributestohighyouthunemployment
rates,eventhoughtherearejobopportunitiesinmainsectors like technology, agriculture, renewable energy, healthcare, andconstruction.
The solution to this disconnect can be found in workforce development by ensuring that training programs are aligned with industry requirements It refers to the process of involving employers, educators, and policymakers in a discussionthatdeterminescompetenciesthatarerelevant,as well as developing avenues through which education translatestoemployment.Trainingprograms,whenplanned withindustryinput,willmorelikelyyieldgraduateswhocan contributepositively
Technologyischangingthewaypeoplelearnandwork,andit isacentralpartoftheworkforcetransitioninAfrica.Evenin isolated and resource-deprived environments, mobile connectivity, internet learning platforms, and digital tools have provided new opportunities to acquire new skills Training can be made more flexible and scalable by using virtual learning environments that can complement the traditionalclassroom-stylesetting.
Nonetheless, the digital divide is an important issue. Not all peoplecanusetheinternet,devices,ordigitalliteracyattheir fingertips. Hence, the development strategies in the labor force should be accommodative of both the low-tech and high-techresolutions,sothatthetechnologicaladvancement would not unintentionally increase the existing inequalities. Whendevelopedwithlocalrealitiesinmind,blendedlearning and community-based digital centers can be equalizers
Withoutwell-developedinstitutionsandsystemstofacilitate education, training, and employment, there is no way that a thriving workforce can exist. This includes developing technical and vocational education providers’ capacity, relevance,andqualityofthecurricula,aswellasaregulatory framework that facilitates innovation and responsibility
Also,thecollaborationoftheprivatesector,civilsociety,and the public sector is essential. An integrated ecosystem will help use resources effectively and respond to evolving labor market trends through responsive programs The governmentscantakealeadingroleinidentifyingthepolicy direction, investment mobilization and create an enabling environmenttoparticipateinlifelonglearning.
The workforce development is not a one-time process but a continuous process. It must be regularly monitored, have feedbackloops,andbeflexibletokeepupwithtechnological change, demographic change, and economic change
The idea of the job of life is becoming an outdated phenomenon in a fast-changing world economy The competencies that are useful today can become useless tomorrow. In this regard, workforce development should facilitate a culture of lifelong learning in which people are encouragedandnurturedtoupdatetheirskillsconstantly
The change in culture cannot be achieved through institutionalreforms; the change in mindset is also required. Theprocessoflearningshouldnotbelimitedtothetimespent in a formal educational institution, but instead incorporated intotherestoftheworkinglifeofaperson.Incentivizingand enabling continuous learning with flexible programs, modular certification, and acknowledgment of informal learningaretheresponsibilitiesofemployers,educators,and governments.
Workforce development is not only a strategy, but a requirement to develop a successful and equal future for Africa. Through investing in people, matching education to labormarketneeds,andtheabilitytobuildinclusivesystems thatareopentochange,Africacanrealizethefullpotentialof itsworkforce.Economicgrowthisnottheonlywaythrough whichthedividendsofthisinvestmentwouldbefelt,butalso intheself-reliance,dignity,andresilienceofthepeople.
Most In uential Leaders Driving Human Resource Excellence in Africa, 2025
Intoday’sAfricanbusinesslandscape,whereinnovation and transformation define progress, Mahamadou Sanogo stands out as a key supporter of the future of humanresources.HeistheFounderandCEOofEmploi& Moi, where he has made it his life’s work to introduce job opportunities and build a path for young talent across Mali andWestAfrica.
Whether it was running events like SIR-MALI, where they had large-scale talent acquisition, or creating digital tools such as Plyoo, his work revealed a deep commitment to aligning people strategies with business outcomes He possesses the unique combination of business savvy, social mindedness,andtechknow-howthat’salreadychangingthe landscapeofHR.
In this interview, Sanogo guides us through the milestones, challenges, and ambitions behind his work. He also offers a groundedanduniqueperspectiveonwhatittakestoleadinan environment where talent development and innovation are closelyinterlaced.
Canyoubrieflyshareyourjourneyandwhatledyoutoa leadershiproleinHumanResources?
My name is Mahamadou SANOGO. I hold a degree in MarketingManagementandaMaster’sinHumanResources Management My interest in HR developed organically duringmyuniversityyearsthroughreal-lifeexperiences.
Whilestudying,Iactivelycontributedtoanonlineuniversity forum where I shared job and internship opportunities sourcedthroughdailymonitoring.Whatstartedasavoluntary initiativehadarealimpact—manystudentslandedtheirfirst job or internship thanks to these postings. That was my turningpoint.
I realized that access to reliable employment information couldchangelives—ifitwaswell-structuredandconsistent. That led to the birth of Emploi & Moi, a company aimed at improving access to job opportunities in Mali and West Africa, while also helping build stronger, more qualified talentpools.
This journey naturally led me into an HR leadership role, where I combine social impact, innovation, and business performancetodriverealchange.
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I inspire my teams by valuing their input, empowering them with real responsibility, and celebrating every milestone—no matter how small.
What core responsibilities define your current role, and howdoyoualignHRwithbusinessgrowth?
As the founder of Emploi & Moi, my role goes beyond administrativeHR.IdesignandimplementHRstrategiesthat directly support business growth—for both our clients and our own organization This includes talent acquisition, process design, upskilling programs, and the rollout of innovativeemployeeengagementtools.Westronglybelieve that HR isn’t just support it’s central to strategic development.Weensurethattalentsarenotonlyrecruitedbut alsoalignedwithlong-termbusinessvisions.
How have you helped shape or transform your organization'speoplestrategyandworkplaceculture?
At Emploi & Moi, we’ve cultivated a culture based on transparency, ownership, and trust. We introduced an agile HRapproachthatbreaksdowntraditionalsilosandempowers everyteammembertodrivetheirowngrowth.Weusedigital tools,ongoingtraining,andclosemanagerialrelationshipsto maintaina dynamic, growth-focused workplace. Our people strategy is not just about hiring it's about unlocking potential, creating value, and thriving even in challenging environments.
WhatinitiativesorinnovationsinHRareyoumostproud ofleadingrecently?
One of my proudest achievements is launching the InternationalRecruitmentFairinMali(SIR-MALI).This annual event—organized by Emploi & Moi—has become a major hub for professional integration in the region, connecting companies, institutions, and job seekers through discussions on employability, inclusion, and innovation Hundredsofyoungpeoplefindjobopportunitiesthroughthis platformeveryyear
Ontheinnovationside,we’velaunchedaneobankembedded inaHRsuperapp,inpartnershipwithtwoMalianbanks.The goal is to simplify employees' financial lives through a Visa cardanddigitalfinancialservices(likemicro-loans,savings, andpayrollaccess).
EvenmoretransformativeisPlyoo,anext-gensocialnetwork builtforHR.It’snotjustarecruitmentplatform—it’sagamechanger that allows companies to discover talent through video profiles, interactive resumes, skill assessments, and real-time interactions. It makes hiring more human, more engaging,andbettersuitedfortoday’sgeneration.
Future HR professionals must become architects of practical change, bridge-builders between talent and opportunity, and, above all, human-centered leaders. “
These initiatives reflect our vision: digitizing and redefining HRpracticesacrossAfricainapractical,inclusiveway
How do you foster talent development and prepare your workforceforthefutureofworkinAfrica?
By 2030,Africa will have over 700 million youth under 25. That’sbothachallengeandahugeopportunity At Emploi & Moi, we focus on practical, short-form training, immersive internships,digitaltoolslikePlyoo,andjob-datingeventsto boostemployability
We believe in experiential learning, digital inclusion, and helping young Africans not just adapt to the future of work—buthelpshapeit.Ourmissionistoturnpotentialinto purpose through skills, confidence, and opportunities that reflectlocalrealities.
What has been your approach to managing change, uncertainty,orcrisisinrecentyears?
Mali faces a multi-dimensional crisis—security, economic, andinstitutional.Inthisenvironment,myapproachhasbeen built on resilience, agility, and community support As a friend once told me, “Storms pass—you just have to be resilient.”
We adapted quickly: diversifying our services, digitizing operations, and maintaining strong community connections. Every crisis is also a chance to reimagine our priorities, accelerateinnovation,andreinforceoursocialmission.
Whatleadershipprinciplesguideyourwork,andhowdo youinspireteamsacrossdiverseenvironments?
I practice proximity-based leadership being present, approachable, and supportive. I believe in listening, trusting my team, and leading by example. My core values are boldness,humility,anddiscipline
Iinspiremyteamsbyvaluingtheirinput,empoweringthem withrealresponsibility,andcelebratingeverymilestone—no matterhowsmall.Inchallengingcontexts,creatingashared senseofpurposeisthekeytomotivationandprogress.
What trends do you believe are redefining Human ResourcesacrossAfricatoday?
ThreemajortrendsarereshapingHRinAfrica:
1. Digital transformation, allowing for scalable recruitment,training,andperformancemanagement;
2. A hyper-connected and demanding youth, pushing companies to rethink their culture, purpose, and flexibility;
3. Geographicinclusion—HRisn’tjustabouturbanareas anymore. There’s a growing push to tap into rural and regionaltalent.
This quiet revolution is making HR more accessible, equitable,andresponsivetothecontinent’srealities.
What does being recognized as a ‘Most Influential PersonalityinHR’inAfricameantoyou?
It’sagreathonor—andanevengreaterresponsibility.Being seenasinfluentialmeansImustkeepinnovating,sharing,and givingback.Itshowsthatstartingsmallcanleadtobigimpact whenyouhaveaclear,meaningfulvision.
This recognition isn’t an end in itself—it’s a platform to mobilize more youth, companies, and partners to build a strongeremploymentecosysteminAfrica.
WhatadvicewouldyouoffertothenextgenerationofHR professionalsonthecontinent?
Threethings:staycurious,staybold,andstaygroundedin yourlocalcontext.Africadoesn’tneedimportedmodels—it needsadaptedsolutions.
FutureHRprofessionalsmustbecomearchitectsofpractical change,bridge-buildersbetweentalentandopportunity,and, aboveall,human-centeredleaders.Getoutoftheoffice,meet the youth, understand the needs of SMEs and communities. That’swhererealimpacthappens.
PEOAfrica CEO
African business leaders are spearheading human resource excellence through investment in developmenttalent,digitalHRsolutioning,diversity andinclusion,andorganizationalresilienceandflexiblework culture building Their strategic focus on upskilling, employees' well-being, and leadership empowerment is creating long-term growth and driving African businesses towardscompetitivenessatthegloballevel.
Temitope Adebayo exemplifies this transformational approach, promoting cutting-edge HR practices that inspire employeesanddriveorganizationalgrowth.Heremphasison talent management, technological shift, and inclusive leadershipshowshowAfricanbusinessleadersareoutlining human resource excellence, positioning their companies for successinanincreasinglycompetitiveglobalmarket.
In an interview with The CIO World, Adebayo shares her experiences in the industry, her professional journey, initiativesandinnovations,leadershipprinciples,andmore.
Thefollowingareexcerptsfromtheinterview:
Canyoubrieflyshareyourjourneyandwhatledyoutoa leadershiproleinHumanResources?
My journey began inAccounting, where I developed strong analyticalandorganizationalskills.However,Ifoundmytrue calling in Human Resources, a field that blends strategy, empathy,andimpact.Asonewhoisapeopleperson,thisnew careerpathbecamesomethingsweetandenticing.Ipursueda Master’sinHumanResourceManagementattheUniversity
ofBradfordandbecameanAssociateoftheCIPD,Irecently becameamemberoftheCIHRMofNigeriaandalsotraining myselfinothervastprofessionalcourses.Overtheyears,I’ve worked across different facets of HR, culminating in my currentroleasCEOofTalentPEOAfrica.Whatledmehere was a deep passion for people, a drive to solve complex workforcechallenges,andtheabilitytoleadcross-functional teams.
What core responsibilities define your current role, and howdoyoualignHRwithbusinessgrowth?
As CEO of Talent PEO Africa, my role extends beyond traditional HR leadership. I oversee business strategy, client relations, operational efficiency, and team development acrossmultiplecountries.AligningHRwithbusinessgrowth means ensuring that our people strategy is not just reactive, but predictive. Anticipating client needs, market shifts, and talent gaps. I work closely with our teams to integrate HR solutionsintoourclients’expansiongoalsacrossAfricaatthe sametimecreatingroomforexpansionandoperatinganopen doorpolicywhichgivesroomforfreedomofexpression.
“Empowered teams inspire innovation and drive sustainable success.” "
How have you helped shape or transform your organization'speoplestrategyandworkplaceculture?
Oneofmykeycontributionshasbeenbuildingapeople-first culture grounded in trust, agility, and purpose We’ve redefined our internal talent strategy by prioritizing continuous learning, transparent communication, and inclusive leadership. I’ve also championed technology adoption to streamline HR processes, improve remote collaboration, and enhance the employee experience across borders.
WhatinitiativesorinnovationsinHRareyoumostproud ofleadingrecently?
I’m particularly proud of the digital transformation we’ve undertaken to make Employer of Record (EOR) and HR services more accessible and scalable for African markets. We’ve also launched a series of learning and well-being initiatives that have directly improved retention and employeesatisfactionbothinternallyandforclients.
How do you foster talent development and prepare your workforceforthefutureofworkinAfrica?
We focus on three pillars: upskilling, digital readiness, and leadership pipeline development. From tailored learning paths not restricted trainings to mentorship programs, we ensure our workforce especially the young professionals are equipped for automation, cross-border work, and leadership roles. I’m also a strong advocate for career mobility and exposuretoglobalbestpractices.
What has been your approach to managing change, uncertainty,orcrisisinrecentyears?
Empathy and clarity have been central to my approach. During times of uncertainty, be it the pandemic, economic shifts, or regulatory changes, we've prioritized transparent communication and scenario-based planning. I encourage
agility in leadership and support structures that help teams adaptwhilemaintainingmoraleandproductivity.
Whatleadershipprinciplesguideyourwork,andhowdo youinspireteamsacrossdiverseenvironments?
Authenticity, accountability, and service leadership are my core principles. I believe in leading with vision and compassion, creating room for innovation, and celebrating wins no matter how big or small. Inspiring teams across different environments means respecting cultural nuances, listeningactively,andcreatingsharedgoalsthatunifyefforts acrossborders.
What trends do you believe are redefining Human ResourcesacrossAfricatoday?
SeveralkeytrendsareshapingHRinAfrica:theriseofremote and hybrid work models, digital HR platforms, increasing demandforflexibleemploymentstructures(likeEOR),anda growing focus on employee well-being and DEI (Diversity, Equity & Inclusion).There’s also a shift toward data-driven decision-making in HR, which is long overdue on the continent.
What does being recognized as a ‘Most Influential PersonalityinHRniche’inAfricameantoyou?
It’s an incredible honour, one that validates not just my journey,butthecollectiveworkoftheamazingteamsI’veled andcollaboratedwith.ItreinforcesmybeliefthatAfricanHR leaderscansetthepacegloballywhenitcomestoinnovation, resilience, and people-centric strategies. It also encourages the young generation – as I am one myself that no matter whereyouareandhowyoungyouare
WhatadvicewouldyouoffertothenextgenerationofHR professionalsonthecontinent?
Staycurious,staycommitted,andalwaysbelearning.HRis nolongerjustaboutcomplianceorrecruitment,it’sastrategic engineforgrowth.Embracetechnology,understandbusiness deeply, and above all, lead with empathy Africa needs bold HR professionals who can shape inclusive, sustainable, and globallycompetitiveworkplaces.
Continuous learning and upskilling are nonnegotiable for tomorrow’s workforce.”
hefutureofAfricaisnotinitsrichnaturalresources but in its human capital. The vibrant and young population across the continent offers a deep-seated opportunity to propel innovation, economic growth, and sustainabledevelopment.Buttorealizethispotential,thereis aneedtoapproachtalentmanagementinAfricainastrategic, inclusive way to go beyond old models and to harness the creativity,diversity,andresilienceoftheresidentsinAfrica.
TheCaseforInclusiveTalentDevelopment
Inclusive talent management is one of the progressive methodsthroughwhichpeopleofallbackgrounds,skills,and regionscanhaveafairshareinopportunitiesforpersonaland professional growth. The African setting, where socioeconomic inequalities, educational, and regional imbalancesarethenorm,cannotaffordanexcludingstrategy as a luxury The success of the continent over the long term willdependonhowwellitrecognizes,develops,implements, andmaintainsitstalent.
Accessible and flexible education is among the pillars that haveunderpinnedinclusivetalentmanagementinAfrica.The formal systems of education must respond to the economic demands of the times, such as digital literacy, critical thinking,creativity,andemotionalintelligence,whichwould integrate the indigenous systems of knowledge and vocational education. In addition to formal systems, community-based learning, mentorship, and apprenticeship investments can be important facilitators of inclusion, especially among the youth and women who tend to be underrepresentedinmainstreamdevelopmentinterventions.
Decentralizationofopportunityisanotherimportantconcern. Urbanmigrationhascontinuedtobeacharacteristicpatternin all African countries, which is majorly influenced by disparities in employment and career advancement. In order to counter this disparity, inclusive talent policies must focus on rural involvement, distance work facilities, and placebased entrepreneurship. By encouraging business and organizationstoinvestintalentinsecondarycitiesandrural areas, it will be possible to ensure that development is not concentratedonasmallnumberofurbanenclavesbutrather distributedamonglargersegmentsofthepopulation.
AnotherkeyfactorofinclusivetalentmanagementinAfricais workplaceculture.Itisnecessarytocreateanenvironmentof respectforculturaldiversity,dialogue,andactiveopposition to discrimination. Organizations need to develop leadership that mirrors the society in which they operate, in terms of gender, ethnicity, and age. Inclusion must move beyond policy and be integrated into everyday practice how people arerecruited,appraised,advanced,andnurtured.
Talent retention is not only about pay or the absence of opportunities,butalsoaboutfewerchannelsofadvancement and appreciation. Contrarily, there is need to apply more personalized development plans in the organizations and institutions, offer lifetime learning and development, in addition to defining leadership tracks Coaching and mentoring programs, peer education, and intersectoral
cooperationcanfurtherenhancetheexperienceandretention oftalent.
PreparingforaRapidlyChangingFuture
Also,Africantalentmanagementmustbefutureoriented.As the world economy continues to grow more global and interconnected, Africa is uniquely positioned to skip the traditional developmental steps of growth by embracing innovation and technology This needs, however, an agile workforce that is not only skilled but focused on needs that can change at any time, as well as emerging industries. Reskillingandupskillingshouldalsobepartofnationaland organizational strategies, so that workers can stay relevant overthecourseoftheircareers.
PolicyandEcosystemSupportforInclusion
The policy structures also play a critical role in the development of inclusive talent ecosystems. Governments, the business community, schools and universities must collaborateinprovidingenablingenvironmentsthatfacilitate the movement of talents, embrace non-traditional
qualifications,andincentivizeinclusivehiringbyemployers. Theplayingfieldcanbeleveledbysocialsafetynetsandlegal protection, particularly to vulnerable categories of the population such as persons with disabilities, youth in war zones,anddisplacedpeople.
To summarize, the future of sustainable impact in Africa is tightly connected with the current talent management approach.Aninclusiveapproachinitsrightfulformwillnot see any potential going to waste and, as such, everyone, no matterhisorherbackgroundorcircumstances,isallowedto play a meaningful role. With deliberate, inclusive talent managementinAfrica,thecontinentcouldforgeafuturethat isinnovative,inclusive,andtransformative,andwhichwould bedrivenbythepeopleitaimstoempower
