Chief Human Resources Officer (CHRO) of MTN Ghana, Esi Mmirba Wilson, has called on human resource leaders to take a more strategic role in preparing organisations and employees for a rapidly evolving world of work shaped by artificial intelligence, economic uncertainty and changing workforce expectations.
Speaking at the Chartered Institute of Human Resource Management (CIHRM) ’26 Conference in Accra, Ms Wilson said the future of organisational success would depend not only on technological advancement but also on the ability of organisations to empower their people to adapt, innovate and lead through change.
Reflecting on MTN Ghana’s 30-year journey in the country, she noted that the company had evolved from a telecommunications provider into a platform for national development, driving digital and financial inclusion, supporting businesses and creating opportunities for millions of Ghanaians.
”What began as a telecommunications company has evolved into a platform for national development,” she said. “Our progress has not only been driven by technology, but by people – by the talent, resilience and commitment of the workforce that continues to shape our future.”
Ms Wilson structured her remarks around three key pillars: technology as a strategic HR enabler, future skills as the new currency of talent, and a reimagined employee value proposition.
On technology and artificial intelligence, she argued that the debate had moved beyond whether AI would transform work, saying the more pressing question was whether organisations, employees and HR professionals were prepared to lead that transformation.
She highlighted a range of global forces reshaping labour markets, including geopolitical tensions, economic volatility, AI competition and social instability.
According to the 2025 Future of Jobs Report by the World Economic Forum, she noted, labour market disruptions could affect 22 per cent of current jobs by 2030, with 170 million new roles expected to emerge and 92 million displaced.
She stressed that HR leaders must design adaptive workforce structures capable of absorbing economic shocks while safeguarding employee wellbeing, retention and operational continuity.
”Technology alone does not transform organisations. People do,” she said, adding that AI-powered tools, including digital assistants and co-pilots, should be viewed as workforce companions that help employees work more efficiently and effectively.
However, she cautioned that African organisations must also address the ethical and infrastructural challenges associated with AI adoption, including data governance, algorithmic bias and digital equity.
Turning to workforce development, Ms Wilson said traditional job descriptions were becoming obsolete and were increasingly being replaced by skills-based models of work.
”The traditional job description is fading, and rightly so,” she said. “The half-life of a skill is now less than five years in some AI-adjusted fields. In others, it is closer to 18 months.”
She urged organisations to adopt a talent marketplace approach that matches employees’ skills to opportunities rather than relying solely on rigid job titles. Such a model, she explained, helps organisations uncover and utilise internal talent that might otherwise remain overlooked.
Among the critical future skills she identified were data literacy, AI fluency and digital agility. At the same time, she emphasised that uniquely human capabilities such as critical thinking, ethical reasoning, adaptive leadership and cross-cultural communication would become even more valuable in an AI-driven economy.
For HR professionals, she said, this required a shift from traditional headcount planning towards strategic skills portfolio management, supported by comprehensive skills audits, continuous learning ecosystems and measurable links between reskilling investments and business performance.
Addressing employee expectations, Ms Wilson said organisations must rethink their employee value propositions to remain competitive in attracting and retaining talent.
”The employee value proposition that attracted talent in 2015 will not retain talent in 2026,” she observed, arguing that today’s workforce is seeking greater purpose, flexibility and opportunities for growth.
She noted that MTN Ghana’s purpose of harnessing technology as a force for good continues to provide employees with a sense of meaning beyond commercial success, linking their work to national development, digital inclusion and shared prosperity.
As MTN Ghana marks three decades of operations in the country, Ms Wilson said the company’s future success would depend on how effectively it equips its people to navigate change.
”The next chapter of our journey will not be defined by technology alone, but by how effectively we empower our people to lead in a changing world,” she said.
