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Area of expertise

Governance of artificial intelligence

Advisory and capacity building — Dashboards · Simulators · AI governance

HR dashboards, headcount and payroll simulators, artificial-intelligence governance framework. The firm's most recent practice: make HR data useful to decisions, and govern AI before it settles in without rules.

Typical duration
4 to 10 weeks depending on scope
Main deliverable
Dashboard or AI governance framework
Counterparts
HR director, senior management, IT department
Handover
Team acculturation included
Get in touch

The problem

More data has never been enough to decide better.

An HR department today has more data than at any point in its history — payroll, attendance, appraisals, applications — and often decides with the same intuition as twenty years ago. The gap is not a lack of data: it is the absence of an instrument that turns it into a decision.

The symptom shows in a dashboard produced every month, read by no one, and in artificial intelligence used silently by some staff — to sort applications, draft an appraisal — with no rule framing what it can or cannot do.

These situations have a common cause: HR data is collected before deciding which decision it should serve, and AI settles in before being authorized. We build both in the reverse order.

Data that changes no decision is a cost, not an asset. The most useful dashboard is often the shortest.

Warning sign

If you cannot say today which HR decisions rely on an artificial-intelligence tool, a governing policy is late, not early.

The intervention cycle

Seven steps, two of them specific to this domain.

The two dashed steps vary by domain; the other five are common to all six chains.

  1. Understand
  2. Assess
  3. Consolidate
  4. Design
  5. Frame
  6. Train
  7. Deploy

Fields of application

Where this domain works in practice.

  • Human capital & HR

    Recruitment, skills management, mobility, appraisal and personnel administration.

  • Training engineering

    Needs analysis, instructional design, training programs and assessment of learning.

  • Management & supervision

    Decision practices, delegation, supervision and maintaining human control.

  • Organization & processes

    Task distribution, information circuits, procedures and modes of cooperation.

The competency chain

12 competencies, across two axes and a pivot

Axis 1 establishes and measures. Axis 2 builds. The pivot names the point where one turns into the other.

Axis 1

Assessment of AI maturity and uses

Produce knowledge of the real practices and measure the risks.

  1. 01

    Artificial intelligence maturity diagnosis

    Assessment of real and informal uses, available data, tools in place and internal skills.

  2. 02

    Mapping of use cases by business domain

    Identification and ranking of HR, training, management and organization processes that can be tooled, by value and risk.

  3. 03

    Impact analysis on jobs, skills and work organization

    Effects on occupational frameworks, task distribution, modes of cooperation and qualification needs.

  4. 04

    Assessment of the risks, compliance and fairness of uses

    Personal-data protection, bias and discrimination, transparency and maintaining human control over decisions with individual effect.

  5. 05

    Appraisal against international standards

    UNESCO Recommendation on the Ethics of AI, OECD principles, ISO/IEC 42001 and 23894 risk-management standards.

  6. 06

    Participatory approach and consolidation of learning

    Consultation of staff, managers and representative bodies; conversion of lessons into methodological assets.

Pivot — from knowledge to mastery

Axis 2

Engineering of governance and capacity building

Turn the lessons into an operational arrangement and internal capacity.

  1. 07

    Modeling of the AI governance arrangement

    Design of the target scheme: governance committee, business referents, decision levels and responsibilities.

  2. 08

    Development of the operating framework: charter, use policy and procedures

    Use rules, validation circuit for use cases, traceability, human control points and steering indicators.

  3. 09

    Integration into HR and management processes

    Updating of skills frameworks, job descriptions, appraisal arrangements and supervision practices.

  4. 10

    Training engineering and acculturation plan

    Differentiated paths for executives, managers, HR practitioners and staff; instructional design and assessment of learning.

  5. 11

    Structuring of coordination and monitoring mechanisms

    Interfaces between information systems, HR and business functions; regulatory and technology watch, incident handling.

  6. 12

    Implementation roadmap and adoption steering

    Pilots, sequencing of work streams, milestones, resources and a dashboard of uses and value produced.

Our services

Six services, from the indicator to AI governance.

A dashboard is built from the decisions it must inform, never from the data available. It is the opposite of the most common approach, and it is why most dashboards are useless.

Online instruments

Four HR steering tools, freely available

FTE calculator, 9 Box grid, HR maturity diagnosis and a payroll simulator compliant with Moroccan legislation — usable free, no commitment.

Use the instruments

  1. 01

    HR dashboards

    Indicators chosen for a specific decision, verified sources, a frequency and a recipient defined for each.

    • Indicators linked to an identified decision
    • Verification of the data sources
    • Update frequency matched to use
    • A review ritual with management

  2. 02

    Simulators & models

    Headcount, payroll and budget-scenario calculation models, documented and handed over to your teams.

    • An FTE sizing model
    • A multi-year payroll simulator
    • Compared budget scenarios
    • Documentation enabling autonomous use

  3. 03

    AI governance framework

    Definition of permitted uses, the level of human oversight required and the traceability of assisted decisions.

    • Mapping of current AI uses in HR
    • Permitted-use rules by process
    • Human-oversight level required by use case
    • A traceability arrangement for assisted decisions

  4. 04

    AI applied to HR

    Application screening, decision support in appraisal, always with the limits of the machine explicitly set.

    • Framing of the relevant use cases
    • Bias checks on sensitive processes
    • A systematic human-validation procedure
    • A limits note handed over with each use

  5. 05

    Team acculturation

    Training of the HR teams in data and artificial-intelligence tools, and in their biases.

    • Training in the critical reading of indicators
    • Awareness of the biases of AI tools
    • Workshops on real company cases
    • A reference guide handed to the teams

  6. 06

    Processing compliance

    Compliance of personal-data processing with Law 09-08, minimization of the data collected, relations with the CNDP.

    • Mapping of HR data processing
    • Verification of the legal basis of each processing
    • Minimization of the data collected
    • Support with the CNDP declaration

Typical deliverables

What appears in a proposal — a document, not an intention.

Every deliverable is handed over in an editable format, with its documentation. You are never dependent on the firm to keep it up to date.

  • HR dashboard
  • Payroll simulator
  • AI governance framework
  • AI use-case note
  • Acculturation material
  • Data processing register

An example

Large organization — AI governance framework for HR.

The situation
A large organization where several teams were already using artificial-intelligence tools in recruitment and appraisal, with no common rule or formalized human oversight.
What we did
Mapping of the real AI uses underway in the organization, definition of permitted uses by process, and design of the human-oversight and traceability arrangement for assisted decisions.
What was delivered
A formalized AI governance policy, a traceability arrangement for assisted decisions, and an acculturation session for the HR teams concerned.
What stayed
Any new request to use an AI tool in HR now goes through a formalized prior review. The policy changed the practice, not only the document.

A real engagement, presented by sector. The client name is given as a reference in tender submissions, with their written consent.

Timelines and conditions

What to plan for on your side.

Duration. A dashboard focused on two or three decisions is built in 4 to 6 weeks. An organization-wide AI governance framework takes 6 to 10 weeks, mapping of existing uses included.

Internal availability. Access to the source systems — payroll, HRIS, recruitment tools — conditions the reliability of any indicator. A dashboard built on unverified data produces false certainties, not better decisions.

Success conditions. A commitment from management to actually read and use the dashboard produced, failing which the investment is pointless; and real transparency about current AI uses, including those not officially validated — which is precisely what the mapping must reveal.

What we refuse. Designing an AI governance framework that forbids in theory what continues in practice. A policy no one applies is not a policy; it is worse than no policy, because it gives a false impression of control.

Cost

The price depends on the number of consultant-days, not on the size of your organization. We state the daily rate, the number of days per step and what each step produces. The framing consultation is free.

References for this domain

The organizations that trust us.

32 organizations supported, across every sector.

  • TOURBA

    TOURBA

  • Mediouna Services S.A — شركة التنمية مديونة خدمات ش.م

    Mediouna Services S.A — شركة التنمية مديونة خدمات ش.م

  • Ministère de l'Équipement et du Transport — Royaume du Maroc

    Ministère de l'Équipement et du Transport — Royaume du Maroc

  • Ministère de la Fonction Publique et de la Modernisation de l'Administration

    Ministère de la Fonction Publique et de la Modernisation de l'Administration

  • Ministère de l'Habitat, de l'Urbanisme et de la Politique de la Ville

    Ministère de l'Habitat, de l'Urbanisme et de la Politique de la Ville

  • Conseil National des Droits de l'Homme (CNDH)

    Conseil National des Droits de l'Homme (CNDH)

  • Agence Nationale pour le Développement de l'Aquaculture (ANDA)

    Agence Nationale pour le Développement de l'Aquaculture (ANDA)

  • Zoo de Rabat

    Zoo de Rabat

  • District Autonome d'Abidjan

    District Autonome d'Abidjan

  • UNESCO

    UNESCO

  • Coopération allemande — Deutsche Zusammenarbeit (GIZ)

    Coopération allemande — Deutsche Zusammenarbeit (GIZ)

  • BTC–CTB, Belgian Development Agency

    BTC–CTB, Belgian Development Agency

  • FDFP — Fonds de Développement de la Formation Professionnelle (Côte d'Ivoire)

    FDFP — Fonds de Développement de la Formation Professionnelle (Côte d'Ivoire)

  • Institut Français Casablanca

    Institut Français Casablanca

  • Campus Veolia Environnement

    Campus Veolia Environnement

  • Amendis

    Amendis

  • Redal

    Redal

  • RADEEL — Régie de distribution d'eau et d'électricité, Larache

    RADEEL — Régie de distribution d'eau et d'électricité, Larache

  • TAQA Morocco

    TAQA Morocco

  • JESA

    JESA

  • Webhelp

    Webhelp

  • Philip Morris International

    Philip Morris International

  • SIANA — maintenance des rames à grande vitesse

    SIANA — maintenance des rames à grande vitesse

  • Altadis

    Altadis

  • CFR

    CFR

  • DIRA — Dirafrost

    DIRA — Dirafrost

  • Groupe Maroc Soir

    Groupe Maroc Soir

  • Global Media Strategic Consulting

    Global Media Strategic Consulting

  • Med Radio

    Med Radio

  • Fondation Zakoura

    Fondation Zakoura

  • Zakoura Academy

    Zakoura Academy

  • Fondation Wasl wa Idmaj

    Fondation Wasl wa Idmaj

See all our references

Our services

7 services, available separately

Discuss this need with a consultant

Frequently asked questions

Do you need specialized software to build a useful HR dashboard?

No. A dashboard built in a well-structured workbook, with relevant indicators, beats a sophisticated tool fed with unverified data. The tool comes after the method.

Does your AI governance framework forbid the use of these tools?

No, it governs it. The aim is not to prevent the use of AI, but to ensure that human oversight exists wherever a decision affects a person — recruitment, appraisal, promotion.

What does Moroccan law say about automated decisions in HR?

Law 09-08 protects individuals against a decision producing a legal effect based solely on automated processing. It is the very foundation of our approach: real human oversight, not merely formal.

Is this practice reserved for large organizations?

No. An SME with a nascent use of AI in its recruitment needs a clear rule as much as a large organization; the scale of the intervention adapts to size, the principle does not.

The other practices

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