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Financial freedom is available to those who learn about it and work for it.
- Robert Kiyosaki
Editor’s V I E W
www.X.com/insightssuccess
People First: The New Corporate Strategy
Asthesayinggoes, "People are a company's greatest asset." Thisisquite
trueintoday'sbusinessworld,wheretheroleofChiefHumanResources Officer(CHRO)hasbecomemoreimportantthanever ACHROis responsibleformanagingtheworkforceofacompanyandensuringthatits employeesareengagedandmotivated.
Inrecentyears,thedutiesofCHROshaveextendedfarbeyondtraditionalHR work.Theyarenowverycrucialtotheshapingofcompanyculture,talent development,anddiversityandinclusioninitiatives.Thisacknowledgesthefact thathappyandengagedemployeescontributesignificantlytothesuccessofa company
CHROsanalyzeworkforcedatatoderivetrendsandareasforimprovementinthe organization.Theycanalsocreatestrategiesthatenhancetheworking environmentbyunderstandingemployeesatisfactionandperformance.For example,theymightimplementflexibleworkarrangementsorimprovebenefits toattractandretaintoptalent.
TheCHROalsohelpsalignthehumanresourcesstrategywiththatofthe organizationasawhole.Thismeanseveryemployeeunderstandshisorherrole inhelpingthecompanyachieveitsmissionandfeelsasenseofbelongingand purpose.
Toputitbriefly,aCHROistheheartandsoulofthemoderndynamicbusiness environment.Throughtheiremphasisonpeopleandtheirdevelopment,CHROs donotonlyinfluenceworkplaceculturebutalsocontributetothelong-term successofanorganization.Itmakesalotofdifferencethroughtheeffortsthatare madetowardsthecreationofahealthyworkingenvironmentandresultsin greaterproductivityandloyaltyamongemployees.
ThelatesteditionofInsightsSuccess,titled "Top Pioneering CHROs Making Waves in 2024," featuresleaderswhohave transformedtheirorganizations throughinnovativehumanresourcepractices.TheseCHROsarenotjust managingtalent;theyareredefiningwhatitmeanstoleadinthehumancapital space.
Haveagreatreadahead!
08. Juma Belja lah
Transforming Human Resources Through Championing Employee-Centric Initiatives
P R O F I L E S
16.
24.
Baber Malik Creating High-Performance Cultures and a Legacy of Innovation in Human Resources
Eveliene Witjes Aligning HR with Business Goals for Sustainable Growth
A R T I C L E S
20. 28
How Can CHROs Balance Workforce Strategy with Digital Initiatives?
How Can CHROs E fectively Implement Organizational Design and Change Management?
Baber Malik
Chief Human Resources
Officer
Caroline Hobeika Chief Human Resources
Officer
Christa Hokenson
Chief Human Resources
AbuIssa Holding abuissa.com Company
Brief Featuring Strategic Educa on, Inc strategiceduca on.com
Officer
Eveliene Witjes
Global Head of Human Resources
Jennifer Kraszewski
Chief Human Resources
Officer
Juma Beljaflah
Group Chief Human Resources Officer
Michele Campion
Chief Human Resources
Officer
Rania Alsharyoufi
Chief Human Resources
AW Rostamani Group awrostamani.com
An accomplished HR professional with extensive experience in diverse industries, fostering growth and excellence at Abu Issa Holding.
A dynamic HR leader driving employee engagement and organiza onal growth at AW Rostamani Group.
An innova ve HR leader dedicated to educa onal advancement and workforce development strategies at Strategic Educa on, Inc.
TiNDLE Foods ndle.com Paycom paycom.com/
Union Proper es PJSC up.ae/ ESAB esab.com
Officer SAB sab.com
Ross O
Chief Human Resources
Officer
Wendy Chandler
Chief Human Resources
Officer
SCP Health. scphealth.com
INTEGRIS Health /integrishealth.org
A visionary in global human resources, dedicated to advancing sustainable prac ces and employee engagement at Next Gen Foods/Tindle.
A results-driven HR strategist, enhancing opera onal efficiency and talent development ini a ves at Paycom.
A strategic leader enhancing organiza onal culture and talent management, driving innova on and performance at Union Proper es PJSC.
A skilled HR execu ve focused on fostering a culture of safety and performance excellence at ESAB.
An influen al HR professional commi ed to talent management and strategic ini a ves at SAB.
A transforma ve HR execu ve focused on op mizing workforce strategies and enhancing healthcare delivery at SCP Health.
A commi ed leader in human resources, promo ng employee well-being and organiza onal effec veness at INTEGRIS Health.
CHRO
Union Properties
Juma Beljaah
Beljaflah
Transforming Human Resources Through Championing Employee-Centric Initiatives
“ “
Juma nds fulllment in his work but believes that true growth arises from stepping outside one’s comfort zone.
Encouraging Talent While Aligning Organizational Excellence!
Withasharpeyefortalent
andastrategicmindset, JumaBeljaflah championsideasthatnotonlyincrease employeeengagementbutalsodrive organizationalsuccess.Herealizesthat athrivingworkforceisthefoundation ofeverysuccessfulbusiness,andhis effortscontributetocreating environmentsthatsupportinnovation andvariedteams.
Humanresourceshaveevolvedfroma merelyadministrativefunctiontoa strategicforcethatpropelsgrowthand innovation.Hiscommitmentto creatingadiverseandinclusive workplacehasestablishedhimasa thoughtleaderintheHRsector,witha substantialimpactontheorganizations heserves.
JumaistheChiefHumanResources OfficeratUnionProperties,witha stronghistoryinhumanresources, havingworkedatMajidAlFuttaimand GMGfortwodecades.Hehas effectivelyimplementedinnovativeHR initiativesthatfocusonemployee growthandwell-being.
HisskillinHRmanagement,change management,andorganizational culturehasgainedhimareputationas adrivingforcebehindsomeofthe UAE'smostsuccessfulworkplace cultures.Hisdedicationtoongoing improvementandstrategicalignment ensuresthatHRisanessentialpartner inattaininglong-termcorporate success.
Let’s know more about his journey
EmbracingNewHorizons:AChief HROfficer'sJourney
Juma,theChiefHROfficer,has definedhiscareerthroughasteadfast
commitmenttopeople,strategy,and continuousimprovement.Hefinds fulfillmentinhisworkbutbelievesthat truegrowtharisesfromstepping outsideone’scomfortzone.
Thisconvictiondriveshismotivation toexplorenewsectorsandindustries wherehecanleveragehisHRexpertise ininnovativeandimpactfulways.The challengesandopportunitiesfoundin diverseindustriesexcitehim, providingfreshperspectivesandthe chancetocontributetovaried organizationalsettings.
DirectingDubai'sSkylinewith PassionandInnovation
UnionProperties,apubliclylisted companysince1993,hasestablished itselfasaleadingrealestatedeveloper inDubai.Thecompanyspecializesin creatingexceptionalresidential, commercial,industrial,andleisure propertiesthatofferunparalleled qualityandvalue.Despitethe challengesposedbytheglobal financialcrisis,UnionPropertieshas maintainedaproventrackrecord, delivering25iconicprojectsthathave leftanindeliblemarkonDubai's skyline.
Thecompany'sportfolioboastssome ofthemostprestigiousandinnovative developmentsintheregion,including MotorCity,GreenCommunity,Uptown Mirdiff,IndexTower,andLimestone House(DIFC).
UnionPropertiesismorethanjusta realestatedeveloper;itisapartnerin creatingexceptionalliving environmentsforsociety.Drivenbya passionforexcellence,innovation,and sustainability,UnionProperties continuestoshapeDubai'sfuturewith itsvisionaryprojectsandcommitment toitscustomers.
Juma has implemented a holistic Employee Value Proposition as a sustainable strategy that has signicantly impacted the organization.
“ “
HRDigitalTransformation
InhisroleasChiefHROfficer,Juma hassuccessfullydrivenHRdigital transformationinitiativesbystayingat theforefrontoftechnologicaltrends andcontinuouslyevolvingHR practices.Herecognizesthatdigital transformationisanongoingjourney thatdemandsacommitmentto innovation,agility,andadeep understandingofhowtechnologycan supportandenhancetheorganization's goals.
Hisexperiencehasreinforcedthe importanceofadaptingtothechanging landscapeofHR.Underhisleadership, hehaslaunchedthedigitalretail businessschool,whichaimstoequip employeeswiththenecessaryskillsto thriveinadigitally-drivenbusiness environment.Byembracing technologyandfosteringacultureof continuouslearning,hehaspositioned hisorganizationforsuccessinthe digitalage.
DrivingSustainableStrategiesfor OrganizationalSuccess
Jumahasimplementedaholistic EmployeeValuePropositionasa sustainablestrategythathas
significantlyimpactedtheorganization. Byaddressingtherootcausesof turnoveranddisengagement,this strategyfocusedoncareer development,work-lifebalance, culturealignment,andsustainabilityto createaworkenvironmentthatmetthe immediateneedsofemployeeswhile positioningtheorganizationforlongtermsuccess.
Thisexperiencereinforcedhisbelief thatsustainablestrategiesareessential forcreatingresilientorganizationsthat canthriveintoday'scompetitive model.Byprioritizingthewell-being andgrowthofemployees, organizationscanachieveenduring success,benefitingboththeirpeople andtheirbottomline.Hisabilityto implementimpactful,sustainable strategieshasbeenakeyfactorin drivingorganizationalsuccess throughouthiscareer.
MeasuringHRSuccessThroughKey Metrics
Jumaemploysspecificmetricsto measurethesuccessofHRinitiatives alignedwithbusinessobjectives.He tracksproductivity,employee engagement,talentacquisition, retention,andoverallorganizational health.Thesemetricsnotonlyreflect theeffectivenessofHRinitiativesbut alsoensurealignmentwithbroader businessgoals,contributingto sustainedgrowthandcompetitive advantage.
Inanerawheredata-drivendecisionmakingiscrucial,thesemetrics provideessentialinsightsthatenable himtoserveasastrategicpartnerin drivingbusinesssuccess.Byfocusing onthesekeyperformanceindicators, heenhancestheorganization'sability toadaptandthrive.
CultivatingaCultureofInnovation
Jumafostersacultureofinnovation withinhisHRteamandthelarger organizationbyleadingbyexample, encouragingagrowthmindset, promotingcollaboration,empowering employees,cultivatingdiversity, aligningwithbusinessgoals,and recognizinginnovativeefforts.
Thismultifacetedapproachcreatesan environmentconducivetocreativity andcontinuousimprovement,driving organizationalsuccessand competitivenessinthelongrun.
ChampioningDiversityand InclusionintheWorkplace
Jumahasemployedarangeof strategiestochampiondiversityand inclusionwithintheworkplace, significantlyimpactingthe organization.Hisinitiativesinclude implementinginclusiverecruitment practices,fosteringaninclusive culture,andpromotingdiversityin leadershiproles.
Byactivelyrecruitingindividualsfrom variousnationalitiesandfocusingon increasingfemalerepresentationin leadershippositions,hehascreatedan environmentwhereallemployeesfeel valued,respected,andempoweredto contributetheirbest.
Theseeffortshavenotonlyenhanced employeesatisfactionandretentionbut havealsodriveninnovation,improved decision-making,andstrengthenedthe organization'sbrandreputation.Asthe organizationcontinuestoevolve,his commitmenttodiversityandinclusion remainsacornerstoneofitsstrategy, ensuringthatitiswell-positionedfor long-termsuccessinanincreasingly diverseculture.Hisleadership exemplifieshowprioritizingdiversity andinclusioncanleadtoamore
Juma focuses on recruiting the right talent, setting clear goals, and fostering collaboration among team members.
“ “
resilient,innovative,andcompetitive organization.
TransformingHRThroughaPeopleCentricApproach
AsChiefHumanResourcesOfficer, Jumahasledthetransformationofan administrative-focusedHRfunction intoapeople-centricapproach.His experiencehasshownthatthisshiftnot onlybenefitsemployeesbutalso significantlycontributestothe organization'soverallsuccess.By embracingapeople-centricHR function,hehaspositionedHRasa vitalpartnerinachievingbusiness goalsandfosteringathriving, innovativeworkplace.
Oneofthemajortransformationsheis proudofisleadinghisteamfroman HRadministrativeroletothatofan HRBP(HumanResourcesBusiness Partner).Thisstrategicshifthas enabledHRtoworkmorecloselywith businessunits,providingtailored solutionsandsupporttodrive organizationalgrowthandemployee engagement.
CultivatingHigh-PerformingTeams
Jumafocusesonrecruitingtheright talent,settingcleargoals,andfostering
He emphasizes HR's pivotal role as a change driver, ensuring that technology and people align harmoniously for optimal outcomes.
“ “
collaborationamongteammembers. Byinvestinginemployeedevelopment andempoweringteamswithautonomy, heprovidesstrongleadershipand promotesapositiveorganizational culture.
Heemphasizestheimportanceof continuouslyevaluatingperformance tosustainoutstandingresults.He believesthathigh-performingteams thrivenotsolelyonindividual excellencebutinanenvironment wherecollaborationandmutual supportdrivecollectivesuccess.His commitmenttotheseprinciplesfosters adynamicworkplacethatconsistently achievesexceptionaloutcomes.
TheStrategicRoleofHRinBusiness Growth
JumabelievesthatHRplaysa multifacetedandcriticalroleindriving businessgrowthinitiatives.By aligningtalentstrategieswithbusiness goals,fosteringagrowth-oriented culture,anddevelopingstrongleaders, HRenhancesemployeeengagement andleveragesdataforstrategic decision-making.
Supportingorganizationalchangeis alsoessentialforHR'scontributionto growth.Asbusinessesnavigatean increasinglycomplexandaggressive
panorama,heemphasizesthatHR's strategicinvolvementingrowth initiativesisvitalforensuringthatthe organizationnotonlygrowsbutthrives inthelongterm.
DrivingOrganizationalSuccess ThroughSuccessionPlanning
Jumabelievesthatsuccessionplanning ismorethanjustariskmanagement tool;itisastrategicimperativethat drivesorganizationalsuccess.His experiencehasshownthatawelldesignedsuccessionplanningstrategy canensurebusinesscontinuity, enhanceemployeeengagement,and buildastrongleadershippipeline.
Byfocusingonidentifyingand developinghigh-potentialtalent, providingthemwiththenecessary toolsandexperiences,andfosteringa cultureofcontinuouslearning,hehas leveragedsuccessionplanningasa catalystforsustainablegrowth.Ina rapidlychangingbusiness environment,heemphasizesthat havingaclearandproactiveapproach tosuccessionplanningisessentialfor anyorganizationaspiringtothriveand succeedinthelongterm.
LeadingChangeManagementin DigitalTransformations
Jumarecognizesthatintoday’srapidly evolvingbusinessdomain,digital transformationisessentialfor competitiveness.HeemphasizesHR's pivotalroleasachangedriver, ensuringthattechnologyandpeople alignharmoniouslyforoptimal outcomes.
Byadoptingathoughtfulandstrategic approach,hefacilitatessmooth transitions,empoweringemployeesto adapteffectivelywhileminimizing resistance.Hisleadershipinchange managementfostersanenvironment
wherebothtechnologyandpersonnel contributetotheorganization’ssuccess duringthesecriticaltransformations.
InclusiveTalentPhilosophy
Inconclusion,hisphilosophyontalent managementandacquisitionina diverseworkforceiscenteredonthe beliefthatdiversityisakeydriverof innovation,engagement,andsuccess. Hebelievesthatbyadoptinginclusive practicesinbothrecruitmentandtalent management,organizationscanunlock thefullpotentialoftheirdiverse workforce,creatingadynamicand thrivingenvironmentwhereall employeescancontributeandsucceed. Ultimately,embracingdiversityisnot justaboutdoingtherightthing—it’s aboutdoingthesmartthingforthe long-termsuccessoftheorganization.
AligningHRStrategieswith BusinessGoals
Jumaemphasizestheimportanceof engagingwithexecutiveleadershipto alignHRstrategieswithoverall businessgoals.Hebelievesthat understandingthebusinessterrainand buildingstrongrelationshipswith executivesarecrucial.
BytranslatingbusinessgoalsintoHR initiativesandeffectively communicatingHR’svalue,he transformsHRfromasupportfunction intoastrategicpartneressentialfor achievinglong-termobjectives.
Thisalignmentnotonlyenhancesthe effectivenessofHRbutalsoensures thattheorganizationoperates cohesivelytowardssharedgoals, ultimatelydrivingsuccessand fosteringacollaborativework environment.
Technology is the heart of my HR strategy, enhancing both processes and employee experiences. “ “
Baber Malik Chief Human Resources Officer AbuIssa Holding
Strategies for fostering employee engagement and organizational excellence!
Atransformativeleadershipinanyindustryoften
emergesfromauniqueblendofexperience,vision, andadaptability.Suchindividualsnavigate challengesandinspireotherstoachievegreaterheights. Theirimpactreacheswellbeyondtheirimmediate surroundings,stimulatingcreativityandadvancementthat ripplesthroughoutindustries.Thecapacitytoleadwith empathyandstrategicinsightiscrucialwherebusiness circumstancesarealwaysshifting.
Amongtheoutstandingleadersinthefieldsof organizationaldevelopmentandhumanresourcesisBaber Malik.Hehasover38yearsofbroadexpertiseinavariety ofbusinesses,andhehassignificantlyimpactedboth domesticandglobalmarkets.
Hedevelopedhismanagementconsultingabilitiesasan operationssupervisorinNewYork,wherehestartedhis career.Sincethen,hehasheldpivotalrolesatrenowned companieslikePepsiCoandMcDonald'sinPakistan, shapingtheirHRstrategiesandoperationalframeworks.
Currently,asakeyfigureandChiefHumanResources
OfficeratAbuIssaHolding,Babercontinuestodrive growthandinnovation,demonstratingaprofound commitmenttopeopledevelopmentandculturalintegration withinamultinationalworkforce.Hisjourneyreflects personalsuccessandadedicationtoempoweringothersin theirprofessionalpaths.
Here are some interview highlights:
Canyoupleaseintroduceyourselfandshareyourcareer journey?
Ihaveenjoyedadiverse38-yearcareeracrossvarious industriesandregions.MyjourneybeganinNewYorkas anOperationsSupervisorinamanagementconsultancy, optimizingtaxcollectionsforhospitals.
IthenjoinedPepsiCoasanOPSManagerforKFC,gaining insightsintoHRandemployeerelations.InPakistan,I servedasHRHeadforPacePakistan,focusingonteam trainingandcustomereducation.
MyrolesatVolvoandMcDonald'sPakistanfurther enrichedmyexperienceinmultinationaloperations.Most recently,I'vespent21yearsatAbuIssaHolding,overseeing thegrowthfrom500to4,500employeesacrossmultiple countries,includingtheUAE,KSA,USA,Turkey,South Africa,andJordan.
Couldyoubrieflyintroduceyourcompanyandits inceptionstory?
AbuIssaHoldingisaninternationallyrecognizedleader, renownedforitsroleasapartnerforgrowthandits explorationofinnovativenewbusinesspossibilities.Asa prominentbusinessgroupbasedinQatar,thecompany specializesinretail,distribution,andstrategicinvestments andpartnerships.
Foundedwithavisiontocreateadynamicanddiversified businessportfolio,AbuIssaHoldinghassteadilyexpanded
itsreachbothregionallyandglobally.Itsstrategicapproach hasallowedittoadapttochangingmarketconditionsand leveragenewopportunities,establishingitselfasakey playerinvariousindustries.Thecompany’scommitmentto innovationandexcellencecontinuestodriveitsgrowthand success,makingitasignificantforceinthebusinessworld.
Canyousharesomekeymilestonesinyourcareerthat havesignificantlyshapedyourleadershipstyleand approachtoHR?
Reflectingonmycareer,severalmilestoneshave profoundlyshapedmyapproachtoleadershipandhuman resources:CulturalDiversity,LaunchingNewVentures, GrowthatAbuIssaHolding,andFocusonPeople Development.
HowdoyoumeasuretheeffectivenessofyourHR initiatives,andwhatmetricsdoyouprioritize?
• TurnoverRate:Monitoringturnoverrateshelpsassess employeesatisfactionandtheeffectivenessof retentionstrategies.
• TrainingandTalentDevelopment:Evaluatingthe successoftrainingprogramsandinternalpromotions providesinsightsintotheeffectivenessofourtalent developmentefforts.
• RecruitmentMetrics:Metricssuchasthetimethatit takestohireapersonandtheratioofpeopleapplying forajobhelpassesstheefficiencyofourrecruitment processes.
• KeyPerformanceIndicators(KPIs):WeuseKPIsto trackperformanceacrossdifferentHRfunctions, includingrecruitment,employeeaffairs,andtraining. TheseKPIshelpusmeasureandimproveourHR strategies.
• EmployeeFeedback:Initiativeslikeopen-door policies,opinionsurveys,andRAPsessions(Rapid ActionProgram),HRConnect,andthewhistleblower program,providevaluablefeedbackonemployee sentimentandhelpimprovecommunication.
WhatareyourtopthreeprioritiesfortheHR departmentthisyear,andhowdotheyalignwiththe overallbusinessstrategy?
Thisyear,ourtopthreeprioritiesfortheHRdepartment are:DevelopingOurInternalDatabase,EnhancingTraining Programs,CustomizingBenefitPlans.
Theseprioritiesalignwithouroverallbusinessstrategyby enhancingourtalentacquisitionanddevelopmentprocesses andensuringthatourHRpracticessupportour organizationalgoals.
Howdoyouapproachtalentmanagementandretention inacompetitivejobmarket?
Inacompetitivejobmarket,ourapproachtotalent managementandretentionincludes:
• PromotingfromWithin:Weemphasizeinternal promotionsandsuccessionplanningtoensurethatour talentpoolisdevelopedandutilizedeffectively.Talent recognitionceremony: https://youtu.be/IRk2V10NqVA?si=kmmuWKO7zS5 mikRH
• ExternalRecruitment:Weparticipateincareerfairs andoffertrainingprograms.Theseprogramsprovide valuableopportunitiesfornewgraduatestogain
experienceandadvancetheircareerswithinthe company.
• InvestinginDevelopment:Wesupportongoing educationandprofessionaldevelopmentforoursenior employees,ensuringtheyhaveopportunitiesto advancetheirskillsandknowledge.Forexample, someofouremployeeshavetakenprogramsat HarvardorHECParisinQatar.
Canyoudiscusstheimportanceofcollaboration betweenHRandotherdepartments,andhowyou facilitatethatcollaboration?
CollaborationbetweenHRandotherdepartmentsis essentialfor:
• DefiningRoles:Workingcloselywithdepartment headstounderstandtherequirementsofnewrolesand identifytalentgapstofacilitaterecruitingthesuitable candidate.
• PerformanceManagement:Collaboratingon performancemanagement,hiringprocedures,and disciplinaryaction,isalsoourfocuswhen collaboratingwithotherdepartments.
Givenourdiverseoperationsacross12industries,weadapt ourHRpractices—suchassalarystructuresandtraining programs—tomeetthespecificneedsofeachsector,from distributiontoluxuryretail,ensuringrelevanceand effectiveness.
WhatroledoestechnologyplayinyourHRstrategy, andhowdoyouleverageittoenhanceemployee experience?
TechnologyistheheartofourHRstrategy,enhancingboth processesandemployeeexperiences.Byembracing automation,westreamlineadministrativetaskslike handlingemployeerequeststhroughplatformssuchasHR ConnectandHRHotline,enablingquicksupportaccess.
Weutilizesystem-generatedKPIsfortransparent performancemanagement,integratingseamlesslywith
financeandsalessystems.Ourextensivedatabaseallows forin-depthdataanalysistoidentifyturnovercausesand trends,leadingtoproactivesolutions.
RecruitmentbenefitsfromautomatedCVfiltering, improvingcandidatequalityandspeed.Additionally, flexibleattendancesystemsensureaccuratetimekeeping, whileself-serviceoptionsempoweremployees,reducing administrativeburdensandboostingsatisfaction.
Whataresomecommonmisconceptionsabouttherole ofHRthatyouwouldliketoaddress?
ApersistentmisconceptionaboutHRisthatitsolely focusesonhiringandfiring,neglectingitsstrategicvalueto theorganization.Inreality,HRisavitalbusinesspartner involvedindevelopingpoliciesthatattractandretaintalent, significantlyinfluencingemployeesatisfactionand organizationaleffectiveness.
Additionally,HRsafeguardsemployeerightsthroughclear disciplinaryproceduresandgrievancemechanisms, fosteringanequitableenvironmentforall.Anothermythis thatHRoperatesbehindthescenes;however,itactively shapesorganizationalculture,ensuringalignmentwith companyvalues,especiallyindiversesettings,while upholdingfairnessandtransparencyinallpractices.
WhatadvicewouldyougivetoaspiringHRleaders lookingtomakeasignificantimpactintheir organizations?
ForaspiringHRleadersaimingtomakeasignificant impact,myadviceiscenteredaroundthreecoreprinciples: FocusonPeopleDevelopment,embraceempathyand fairness,andleveragetechnology
Byfocusingontheseareas,HRleaderscansignificantly impacttheirorganizations,creatingenvironmentswhere employeesaremotivated,engaged,andalignedwiththe company’sstrategicgoals.
CHROs Balance Digital Initiatives?
Balancingworkforcestrategywithdigitalinitiatives
isindeedagreatchallengeforCHROsintoday's dynamicbusinesslandscape.Thisisbecausethe organizationsaremoreandmoreusingdigitalmeansto enhanceefficiencyandinnovationbutalsoneedahuman wayofmakingsurethatthesetransformationsare somethingtobereckonedwith.Thus,thispieceexplores howCHROscan,infact,gothroughthiscomplex relationship,focusingonahuman-centricapproachto digitaltransformation.
UnderstandingtheDigitalTransformationLandscape
Digitaltransformationreferstotheintegrationofdigital technologyintoallsectorsofabusiness,changinghowa firmoperatesandgeneratesvalueforcustomers.According toresearchconductedbyEYincollaborationwiththe UniversityofOxford,firmsfocusingonhumanelements whiletransforminghaveasuccessfulrateof2.6times greaterthanfirmsthatdonottakehumanfactorsinto consideration.Thesefactsareactuallyvalidarguments towardshowworkforcestrategiesshouldalignwithdigital plans.
Aspeoplebecomemoreequippedwithtechnology,thereis normallysomeresistancefromtheemployeesidewhofeels thatthechangethreatensthem.Recently,asurveyshowed thataround70%ofalldigitaltransformationsresultin failureduetoreasonssuchasemployeeresistanceandlack ofengagement.Assuch,itbecomesthemandatefor
CHROstodevelopwaysthatcreateanenablers' environmentwheretheemployeesarevaluedandinvolved inthetransformationprocess.
AHuman-CentricApproachtoTransformation
Ahuman-centeredapproachplacestheemployeeatthecore ofdigitaltransformation.Thisstrategyfocusesonthe employees:identifiestheirpainpoints;andbuildsa stimulatingworkenvironment.Organizationscan encourageamongtheiremployeesasenseofownershipand commitmentbystronglyengagingthemintheirpreliminary stagesofdigitalactivity.
Tobackupthisapproach,CHROsshouldfocusonnormal feedbackmechanisms.Systematicfeedbackmakesit possiblefororganizationstodevisestrategiesbasedonthe issuesandexperiencesoftheworkers.Forinstance,surveys orfocusgroupsmaygivevitalinformationabouthow employeesareacceptingnewtechnologiesorwaysof working.Thisisanongoingprocessofupgrading employees'satisfactionwhileensuringthatthedigitaltools arefriendlierandfitrealworkneeds.
DigitalUpskillingtoAlignWorkforceSkillswithDigital Needs
Upskillingworkforcesarecriticalwhenorganizationsstart theirdigitaltransformation.AreportbyPwCstatesthata significantnumberoffirmswillstrivetomaximizetheir investmentindigitalupskillingbysuitablyendowing employeeswiththerequisiteskillsthatwillenablethemto workfruitfullywithnewtools.Itishighlyimportantforthe CHROstoidentifytheskillsgapsprevalentwithintheir teamsandtodesigndirectedprogramsfortrainingthe workforcetocloseupthegap.
Statisticsdemonstratethatcompaniesinvestinginemployee trainingincreasetheirproductivityby24%.Investingin professionaldevelopmentinitiativesundertakenbythe CHROsmultiplieseffectsontheemployeeswhoarenow empoweredtoexcelinthetechnologicalarena.Thisbuilds theindividual'scapacity,buttheoutcomewillbearisein theoverallsuccessoftheorganizationaswell.
CreatingaCultureofTrustandCooperation
Thebasisforanydigitaltransformationistocreatea cultureoftrustandcollaboration;thiswouldallow employeestoopenupandspeakoutaboutconcernsand ideasrelatedtonewtechnology.Opencommunication channelsprovidetheenvironmenttovaluedifferent perspectivesand,therefore,solutionsthatareinnovative andtailor-madeforalargeruserbase.
Settingtheculturestartswithcommitmentbythe leadership.Whenleadersencourageemployeeswhoare energizinginthistransformationprocess,itdoesaddtothe feelingofcollaboration.Asresearchindicates,there'sa positivecorrelationbetweenleadershipsupporttowardthe adoptionofdigitalchangesandengagementlevels.
MeasuringSuccessBeyondTechnology
Whiletechnologyadoptionisveryimportant,measuresof successshouldgobeyondjustsuchimplementationmetrics. People-basedmetricsshouldincludeemployeewell-being, satisfaction,andengagementlevelsduringthisjourney.For example,measuringemployeesentimentthroughfrequent pulsesurveyscouldgiveaninsightintohowemployeesare adaptingtonewlyimplementedprocesses. Furthermore,mostemployeesmustbemadetofeelpartof theteamsthattheyarelikelytoworkwithatanypointin timeaswellbecauseemployeemoraleisparamountin change.Organizationsthatconsiderthewelfareofthe employeeswillensurethattalentisnotlost,and productivityiskeptatthesamelevelwhentransitioning.
Toembracediversityandinclusion
Teamswithdiversitybringnewperspectivesinthatsolve problemsduringthedigitaltransformationbetterthanthose withoutdiversity.Diversepeoplearemorelikelyto understandthevariousneedsofdifferentstakeholdersand bringinsolutionsthatmaystrikeachordwithalarger audience.CHROsshould,therefore,proactivelyadvance diversityandinclusioninitiativesaspartoftheirworkforce strategy
Statisticsindicatethatcompanieswithdiverseteamshavea 35%chanceofsurpassingthepeers4.Byembracingdiverse thinking,organisationscancomeupwithdifferentthinking, novelapproachesthatwouldpositiontheworkforce strategytodigitallystrategize.
Conclusion
Theabovearesubtleyetchallengingtaskswhichthe CHROmustachieveinbalancingontheworkforcestrategy andwithdigitalrelatedinitiatives.Theseare:totreatissues fromahumansense,toupskillfirst,collaborate,measure successthroughpeople-relatedmetricsandembrace diversity.Ofcourse,asbusinessesevolvewiththecoming ofemergingtechnologies,peoplewillplayapivotalroleas oneembodies,fosters,anddrivesgrowthandaninnovation culture.Inthatregard,CHROscanensurethatworkforce strategiesgoalongwellwithdigitalinitiativesbyusing strategicleadershipandcommitmenttoemployee engagementintoday'sdynamicbusinessenvironment.
Eveliene
Global Head of Human Resources
Next Gen Foods/Tindle
Eveliene Witjes
Eveliene
Aligning HR with Business Goals for Sustainable Growth
Thechallengeofadoptingan
inclusiveworkplacecultureis morepressingthanever.Many organizationstodaystruggletocreate environmentswhereeveryemployee feelsvaluedandempoweredto contributetheiruniqueperspectives. Recognizingthisissue,Eveliene Witjes,theGlobalHeadofHuman ResourcesatTiNDLEFoods,is leadingthechargetotransform workplacedynamics.
Evelienefirmlybelievesthatdiversity isnotjustacheckbox;itisthe cornerstoneofcreativityand innovation.Withover20yearsof experienceinHR,shehashonedher expertiseindevelopinginclusive strategiesthatprioritizeemployee empowerment.Hermissionisclear:to createaculturewhereeveryindividual canthrive,pushingboundariesand questioningthestatusquo.
AtTiNDLEFoods,Eveliene championscreativeapproachesthat addresstheneedsofworkers,actively engagingindiscussionsthatpromote diversityandvariedperspectives.Her hands-onleadershipstylefostersopen communicationandcollaboration, ensuringthateveryvoiceisheard.By nurturingacultureofinclusivity,sheis notonlyattractingexceptionaltalent butalsocultivatinganenvironment whereemployeesfeelinspiredtobring theirbestselvestowork.
Ascompaniesworldwidegrapplewith thecomplexitiesofmodernworkplace culture,EvelieneWitjesstandsasan alarmofhopeandchange.Her dedicationtobuildinginclusive environmentsispavingthewayfora futurewhereeveryemployeecanreach theirfullpotential,ultimatelydriving successfororganizationsand individualsalike.
Below are the interview highlights:
Canyoupleaseintroduceyourself andshareyourcareerjourney?
I’manentrepreneurandHuman ResourcesManagementSpecialistwith over20yearsofprofessional experience;ofwhich16yearsincore HumanResourceManagementroles. Withaprovenabilityindevelopingan HRdepartmentfromthegroundupand incontinuouslymanagingtheHR operationsofstart-up/mediumand largersizedcompanies.
I'mholdingastrongcommandincore HRfunctionssuchasRecruitment, Learning&Development, PerformanceManagement,Employee Retention,Payroll,Onboardingand SuccessionPlanning,Policies& Procedures,InternationalMobility, Health&Safety,LegislationandLegal mediation,Strategicannualplanning andbudgeting,AnnualTaxationand havehelpedmanydifferenttypesof
organizationswiththeir transformation.
Couldyoupleasebrieflyintroduce yourcompanyanditsinception story?
AtNextGenFoods,webelieveanew eraoffoodiscoming.Anerawherewe areactivelythinkingabouthowweeat, howourfoodimpactsourhealthand theplanet,andthatismoredelicious thaneverbefore.
Wedon’twantanyonetohaveto changewhattheyeat;wejustwantto innovatehowweproduceandprocure ourfavoritefoods.Andthat’swhere uniquelyinventivefoodtechnology andtheexplosivepowerofplants comein.
That’stheethosbehindNextGen Foods,andwe’regoingbigwithour veryfirstbrand:TiNDLE. Ridiculouslygoodchickenmadefrom plants.Launchedin2020andalready beingsavoredaroundtheglobe, TiNDLEisadiningexperiencethat willmakeyouwonderwhyweever neededbirdstomakechicken.
Ontopofitsunparalleledtasteand texture,TiNDLEhasthepan-cuisine versatilitythatchefslookfor—which notalotofbig-namechicken producerscanclaim.
We don’t want anyone to have to change what they eat; we just want to innovate how we produce and procure our favorite foods. And that’s where uniquely inventive food technology and the explosive power of plants come in. “ “
Wehaveexpandedourproduct portfoliointhepast3years,whichis nowavailableinfoodservicesand retailstoresacrossEurope,theUS,and AsiaPacific.Weareoperationalin6 marketsgloballyatthemoment,and alsoexpandedourproductcategory, withplantbaseddairyproductsontop ofplant-basedchickenandcontinueto growandthrive.
Canyousharesomekeymilestones inyourcareerthathavesignificantly shapedyourleadershipstyleand approachtoHR?
AftermovingtoSingapore,Igotthe opportunitytofamiliarizemyselfwith theAsianlandscape,whichhasbeena greatmilestoneforme,asIhave helpeddifferenttypesoforganizations inthepastwiththeirgrowth, restructuring,andoperationaljourney acrossEuropeandtheUS,including short-termoverseaassignments.
WorkinginAsiaiscompletelydifferent fromvariousperspectives,notjust employmentlawandregulations, whichallowedmetobecomeaglobal HRleaderthatnowcoversthefull spectrumofHRacrossEurope,theUS, andAsia-Pacific.
DuringmyfirstopportunitywithGlue UpinSingapore,aSaaSTechstart-up companythatwasoriginallybasedand operationalinChinaandwantedto becomeagloballysuccessfulcompany, I’vehelpedthemtonotonlybuildup theHRfunctionfromscratchto
supportaglobaloperationalfoundation holistically,butensureasolid operationalgroundthroughwhichthe companywasabletoexpandandget operationalfromoriginally20 countriesto60countriesduringmy3 yearstenurewiththecompany
Whatdoyoubelieveisthemost essentialroleofaCHROinan organization,especiallyintoday’s rapidlychangingwork environment?
Tostayascloselyalignedtothe businessplansandchangestheymay needtoincorporateoradaptto,aswell astotheirpeople.Ensurethatboth sidesarethoughtthroughholistically andsolidlyenoughtocovershort-and long-termobjectives.
HowhaveyouadaptedyourHR strategiestoaddressthechallenges posedbythepandemicandthe evolvingworkforce?
Yes,absolutely,interestingenough,I startedworkingonanewwayof workingandaflexiblehybridor remoteworksettingbeforethe pandemicevenstartedaspartofour globalmobilityandgrowthplans; whileformingasolidoperational foundationforthecompany,thiscame alltogetherattherighttime,beforethe pandemicevenstarted!
However,inmyopinion,it’san essentialneedforglobalcompaniesor companiesthatarelookinginto
expanding.Obviously,therewereother concernsaswellthatoccurredduring thepandemictomanageforashort periodoftime.
Howdoyoumeasurethe effectivenessofyourHRinitiatives, andwhatmetricsdoyouprioritize?
Iwouldn’twanttocallitmyHR initiatives,astheyareformingor comingtogetherbasedonbusiness needsandaftercarefulconsideration withallyourinternalandexternal stakeholderstocometothebestoption atthatmomentoftime.Ialwaystryto implementthingsforthelongterm withtheflexibilityforgrowthand change,butIwouldneverexecute initiativesthrougha2-eyeprinciple only
Whatareyourtopthreepriorities fortheHRdepartmentthisyear,and howdotheyalignwiththeoverall businessstrategy?
Atthemoment,theseareoperational efficiency,retentionmanagement,and DE&I.These3arecornerstonesfora goodandhealthycorebusiness throughanystageofgrowthor businessoptimization.
Howdoyouapproachtalent managementandretentionina competitivejobmarket?
Investinyourpeople!L&Disstilland, inmyopinion,willalwaysberanked highlyaspartofretention management;specifically,Millennials andGenZwouldpreferL&Dovera goodbasesalaryandbenefits.
Variousstudiesandquestionnaires weredoneandcontinuetohappento lookatcompanies’attritionratesand measures.L&Disstillrankedinthe Top3amongstcompensation& benefits.
Canyoudiscusstheimportanceof collaborationbetweenHRandother departmentsandhowyoufacilitate thatcollaboration?
Itisabsolutelycritical.Whetheryou areasmallorlargecompany,thereisa misconceptionthatlargecompanies thinkit’sdifficulttokeepalignment andcommunicationbetween departmentsflowing,whichitisnot,as itreallycomesdowntoyourinternal organizationalcultureandstructure.
Thatstartsfromthebeginning.I believeover-structuringisimpacting yourinternalcollaborationandwork flowsalot.Itisessentialforahealthy companythatgoesthroughchallenges, andevenwithout,toreviewyour internalstructureatleastonceayear andquestionhoweffectiveyour workflowsandoperationsare.
Goodcollaborationbetweeninternal stakeholdersincreasesyouroverall Productivity,Innovationand Adaptabilityacrossyourfunctions, whicharekeyrequirementswithinan organization.
Whatroledoestechnologyplayin yourHRstrategy,andhowdoyou leverageittoenhanceemployee experience?
Alot,HRisheavilydependenton havingsupporttoolsinplacetohelp withalltheoperationalday-to-day streamstocovereachandeveryaspect oftheHRspectrum,fromonboarding tooffboardingorretiring.Therearea lotoftoolsonthemarkettohelpsetup workflowsandcreatevisibilityand supportfortheHRteam,however,it canbeachallengetofindtheright onesthatfityourcompany’sgoalsor needswhileimplementingthemina waytoleaveroomforgrowthor change.
Employeeexperienceisagood measuretoleveragesuccessthrough,
butitshouldnotbetheonlyone,asthe businesswillundergochangenomatter howsmallorlargeacompanyis.It’s importanttocoveritssuccessionfrom a360-degreewindow.WithAIcoming intotheworkplace,it’sexcitingtosee howcompanieswillstarttoleverage thisasextrasupportintheirday-to-day operationsacrossfunctionsand departments.
Whataresomecommon misconceptionsabouttheroleofHR thatyouwouldliketoaddress?
Mostorganizationsandemployees haveseentheshiftintheHRfunction, whichstartedalongdigitalizationand becamemoreradicalduringthe pandemicwhentherebecameasudden urgeforcompaniestochangetheir workstrategyandpolicies.TheHR functionbecamelesstraditionalasa supportfunctiononlyandmoreofa decision-makingsweetspotfor companiesandtheirexecutivesto workandalignwithbeforedefining theirbusinessplan,andI’mtruly hopingmorecompaniesincludetheir HRexecutivesinthefinaldecisionmakingprocesswhenitcomestolongandshort-termbusinessplans.
Toexecuteasuccessfulbusinessplan, theexecutiveteamneedstobeaware ofwhatisplayingontheground,dayto-day;withoutthatdetailedinsightor analyticsonacompany’spainpoints, youcan’tmatchortrytomatchthe roadmapyouwanttosetyour company’ssuccesson.
Whatadvicewouldyougiveto aspiringHRleaderslookingtomake asignificantimpactintheir organizations?
Impactcanbelookedatfromsomany differentperspectives,whetherit’sa personalorbusinessimpact.It’s importantnotjustforHRprofessionals toalwaystrytostayopen-minded, questionyourselfaseverysituation
andphaseisdifferent,evaluateand collaborateprofessionallywithinternal andexternalstakeholders,stayalerton whatishappeninginandoutsideofthe organization,tryandstayontopof analyticsandtrends,andlastbutnot least,listentoyourgutfeeling. Decisionswetendtomakewithour mindsdonotalwaysturnouttobethe bestonesinthelongrun.
How Can CHROs Effectively Implement Organizational Design andChangeManagement?
TheChiefHumanResourceOfficershavethefuture
organizationaldirectionsthroughproper organizationaldesignandchangemanagement.The speedofbusinessisacceleratedduetochangesin technology,economics,andworkforceexpectation.Thus, strategicleadershipintheseareasismoreneedednowthan ever
WhatisOrganizationalDesign?
Organizationaldesignisaprocessofconfiguringtheroles, responsibilities,andsystemsofanorganizationinorderto achievethedesiredstrategicobjectives.Thisprocessgoes beyondmerelydevelopinganorganizationalchart;it involvesthedynamicinteractionofteams,theflowofwork processes,andtechnologyintegrationintoday-to-day businessfunctionsexecution.Indeed,asurveyindicated thattwo-thirdsoftheCHROsareinstructedtoapply organizationaldesigntowardsbusinessoutcome improvements,and53%considerenhancingprocessesand efficienciestheveryfirstgoal1.End.
Aneffectiveorganizationaldesignmakestheorganization agileandresponsivetothemarketdemands.Today, organizationsrequireagilityinbusinessandquick adjustmentsinthemarkettostayrelevant.
Aflexiblestructureinbusinesshelpsaddresstheneedsof customersandchangeinthemarketbetter Thisagility enablestheorganizationstostaycourseandhandle challengesarisingfromdigitaltransformationaswellas expectationsofthechangingcustomers.
ChangeManagementisSignificant
Organizationaldesigniscomplementedbychange managementinthepreparationandsupportofemployees duringtransition.Thisinvolvesconductinganimpact assessmentaboutchanges,developingplansfor implementation,providingavailableresourcestoemployees toimplementthechange,andassessingtheimpactofthe changeonemployees.
Thesuccessfulchangemanagementstrategy,therefore,will notonlymakesurethattheemployeesareinformedbut alsoactivelyinvolvedintheprocess-thatis,important becauseresearchindicatesthatorganizationswitheffective changemanagementpracticesare6timesmorelikelyto achievetheresults,theyintended2.
ThelandscapetodayisquitechallengingforCHROs.As 45%ofrespondentscitedchangingenvironmentasoneof themajorissuestheyface,astrongapproachtochange managementbytheleadersisneededtoensureresiliencyin employees1.Propercommunicationandtraining approacheswouldreduceresistanceandincreaseemployee buy-inwiththeadoptionbyCHROs.
EffectiveImplementationApproaches
Organizationaldesignandchangemanagementwouldbe veryeffectiveintheirimplementationiftheseCHROs focusonthefollowingstrategies,whichincludethe following:
1. FittoBusinessObjective:Theorganisationaldesign mustlineupdirectlywiththestrategicgoalsofthe firm.Thiswouldmeananyorganizationalchange supportsafinalbusinessobjective,suchasimproving customerservicebyrestructuringteamstoenhance verticalcollaborationbetweendepartmentsforbetter servicedelivery.
2. CollaborativeCultureBuilding:Removingpeoplefrom silosand,hence,effectivecommunicationand teamworkaresignificant.Functionscancometogether forcross-functionalteamsbyCHROsacrossbusiness areas.Thathasnotonlyimprovedinnovationbut problem-solvingaswell.
3. EmployeeEngagement:Engagethemintheprocessof design:Involvingemployeesinthedesignprocessmay significantlybuildtheirmoraleandcommitment. Employeeswhohaveasayinchangesthatarebeing
broughtabout,ofcourse,arebetteratacceptingthe changepositively.Periodicmechanismthroughsurveys ortownhallmeetingsmaygiveinsightintowhat exactlytheemployeethinksorfeels.Thismechanism mayhelpinsteeringatransparentculture.
4. AnalyticsfromtheData:TheCHROmaymake intuitivedecisionsregardingthechangescarriedout withintheorganizationbyassistingthemthroughdata analytics.Performancemetricsandemployeefeedback helpidentifythoseareaswhichneedimprovement, thusenablingstrategizingaccordingly
5. ContinuousLearningandDevelopment:As organizationsgrowandtransform,somustpeople. Reinvestmentintrainingprogramsthatwillequip employeeswithnewrelevantskillstothembecomesa toppriority Acultureofcontinuouslearningensures employeesarealwaysabletoadaptinthemost challengingsituationspresentedbychange.
MeasuringSuccess
TheCHROmustsetclearmetricsinorganizationaldesign andchangemanagementinitiativesthatcorrelateto businessoutcomes.Scoresareexamplesofemployee engagementorproductivitylevels,andturnoverrates. Accordingtostudies,organizationswitheffectivepractices inchangemanagementresultinupto70%moresuccessful transformationcomparedtothosewhodonot2.
TrackingthesemetricsthroughtimeallowsCHROsto changestrategywhereneeded,withorganizationaldesign andchangemanagementremaininginstepwithbusinesses' objectives.
Conclusion
TheroleoftheCHROhasanimportantplacein implementingeffectiveorganizationaldesignandchange managementintoday'schallengingbusinesslandscape.The abilitytocreateasenseofbusinessalignmentandfoster collaboration,engageemployees,andleveragedata analyticstoconstantlycreateandimplementinnovative solutionsfororganizationalchangewillbeparamountfor theCHROtoeffectmeaningfulchangeintheorganizations theyserve.
Asbusinesscontinuestoremainunderimpossible pressures,thefocusontheseareasnotonlybringsabout operationalefficiencybutalsoarobustworkforcethat thrivesinchange.Thefutureofworkexpectsorganizations whoareadaptableleaderswhoareprofoundvisionaries whoknowthestrategicimportanceoforganizationaldesign andeffectivechangemanagementpractice.
Success consists of going from failure to failure without loss of enthusiasm.
- Winston Churchill
www.X.com/insightssuccess
