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The Most Innovative Engineering & Design Solution Provider To Watch.pdf
1. VOL 04 I ISSUE 05 I 2023
Know Your Leader
How HR Leaders
are Enabling
Advancements in the
Organiza ons
Industry Insights
Traits of HR Leaders
that Drive Be erments
in the Dynamic
Business Arena
Sheena
Sheena
Minhas
The1 Most
Influential
Women
Women
Women
Leaders In
HR, 2023
4. E
D
I
T
O
R
S
N
O
T
E
he field of Human Resources (HR) has evolved significantly
Tover the years, and with that evolution, the role of HR
leaders has become increasingly critical to organizational
success. Influential HR leaders are strategic thinkers who can align
HR initiatives with the overall business strategy. They understand
the big picture and can identify ways to leverage HR to drive
business outcomes.
Effective communication is a critical skill for HR leaders. They
must be able to communicate with all levels of the organization,
including senior leaders, managers, and employees. The most
influential HR leaders are adaptable and can quickly respond to
changes in the business environment. They are flexible in their
approach and are willing to adjust their strategies as needed. Data
is becoming increasingly important in HR, and influential HR
leaders understand the value of data-driven decision-making.
They use data to inform their strategies and initiatives and can
effectively communicate the insights derived from data to
stakeholders. HR leaders must be collaborative and able to work
across different departments and teams. They must be able to
build relationships and partnerships to drive HR initiatives.
Influential HR leaders are innovative and continuously seek out
new ways to improve HR processes and practices. They are not
afraid to take risks and experiment with new ideas.
Exploring the Remarkable
Attributes
5. Finally, the most influential HR leaders are empathetic and can connect with employees on a personal level.
They understand the importance of employee well-being and are committed to creating a positive
workplace culture.
Moreover, the most influential HR leaders possess a unique combination of strategic thinking, strong
communication skills, adaptability, data-driven decision-making, collaboration, innovation, and empathy.
These qualities enable them to be effective in their roles and drive business outcomes.
Mapping the journey of such exemplary leaders in the HR niche of the dynamic business arena, CIOLook
spotlights "The 10 Most Influential Women Leaders in HR, 2023."
Flip through the pages and indulge in the novelties that these adept leaders are empowering in the dynamic
business arena.
Abhishek Joshi
Abhishek Joshi
6. C O N T
A R T I
Sheena Minhas
Inspiring Role Model, the Trailblazer of
Business Excellence
08
Know Your Leader
How HR Leaders are Enabling
Advancements in the Organiza ons
14
7. E N T S
C L E S
Jana Makarem
Exhibiting a Staunch Leadership Acumen
20
Industry Insights
Traits of HR Leadersthat Drive
Be erments in the Dynamic Business Arena
24
9. Brief
Company Name
Tanya Naudé
HR Manager
Jana Makarem
Director- HR
Sahar Samy
HR Director
Jana is an accomplished HR Director with 19 years of
diversified experience across all HR functions and within
various industries and environments.
Tanya is self-motivated, professional and hands-on HR
Manager with management experience in all aspects of
personnel work in the manufacturing industry for Africa and
Middle East for a Global company.
Sahar is an HR professional with over 10 years' experience
mostly working in HR and training.
Hasna Boughella Zavrak
Head of Human
Resources
Hasna brings success, prosperity and durability around
common values with shared goals and company objectives.
KIMS Healthcare
Management
Ltd. kimshealth.org
Union Trading Company
utc.com.kw
RB College of the
United Kingdom
rb-college.co.uk
Dania Kheyami
Head of People
Dania is a strategic HR professional with solid business
acumen and experience managing a broad spectrum of people
practices.
David Meltzar Enterprises
dmeltzar.com
Sheena Minhas
Global VP of HR and
Talent Management
Sheena leads globally a highly-talented team of experienced
professionals who partner with leaders to achieve greater
people development engagement and retention resulting in high
impact business results.
ABB
global.abb
Lydia Ings
HR Director
Lydia is a self driven senior HR professional with strength in
both strategic and operational HR and a passion for maximising
the potential and performance of any organisation's most
valuable asset - its people.
Colliers
colliers.com
The Timken Company
timken.com
Preethy Suresh
Global Sr. HR Leader
Preethy is a seasoned HR leader with over 20 years of
international experience impacting positive organizational
outcomes.
Volaris Group
volarisgroup.com
Sherine Mostafa
Human Resources
Director
Sherine is an experienced training instructor with a
demonstrated history of working in the hospitality industry.
Macro Group
Pharmaceuticals
macro-egy.com
Featured Person
René Markgraaff
Human Resource
Manager
René is an expert in providing leadership and management to
the OKE Management Team.
OKE South Africa Pvt Ltd
oke-group.com
11. Below are the excerpts of the same.
Sheena, please tell us about the saga of your reputed
business since its inception.
I have worked with US Multinational Company
Honeywell and for last 10 plus years associated with
ABB Ltd as the Global VP of HR and Talent
Management. ABB is a Swedish multinational
organisation offering advanced solutions in several
streams of electrification, process automation, motion,
robotics, and Discrete automation. A global technology
leader, ABB has a modern business environment of
more than 130 years of engineering excellence, with its
105,000 employees committed to driving innovations
that accelerate industrial transformation. I have been
entrusted with the role of developing human resource
strategies and improving the culture and enhancing
employee relations.
I am currently transitioning into ST Microelectronics as
Head of Global Talent COE and Group HR, HRS. ST
Microelectronics is a global semiconductor company
headquartered in Geneva, with French-Italian origin.
STM build products,solutions and ecosystems that
enable smarter mobility, more efficient power and
Large Multinational Business organisations are
Lpowered by the important elements of People,
Technology, Strategies, Quality, Service and
Infrastructure. The workforce contributes to the day-
to-day functioning of various departments, identifies
opportunities, safeguards from threats, and contributes
to growth. Leaders who identified and understood the
importance of the people in the business have adopted
unique strategies and people-centric policies, which has
led to the acceleration in the productivity and
optimisation of the resources.
Equipped with amazing people-management skills with
an understanding of the concerns, Sheena Minhas,
Global VP of HR and Talent Management in ABB, has
been an inspiring change maker for people and culture.
She has been a role model, a vibrant professional in
guiding and motivating the employees with the purpose
and vision of the organisation. Sheena has aµmcquired
the rare skills of emotional intelligence, agility,
adaptability, communicating effectively and impactful
leadership style inspiring teams in delivering their best.
Sheena Minhas is a military-trained Air force officer
turned HR professional. She has 2 decades of
progressive expertise in different fields, passionate
about influencing and impacting business and leaders,
driving professional excellence of experience in diverse
sectors and geographies. A strategic thinker with a
successful track record of taking on some of the most
challenging assignments and removing the barriers to
execution.
In an engaging rendezvous with the CioLook, Sheena
unfolded her professional journey, her early
inspirations, how she developed her career in the
human resource domain, and the challenges faced and
countered. She elaborated further on the technological
impact on today’s business, her advice to young
professionals, and her vision for the future.
I Believe, if your ac ons
inspire others to learn
more, dream more, do
more.. you are a
leader.
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9
12. energy management and wide scale deployment of
Internet of Things and connectivity technologies
What was your inspiration behind venturing into the
business arena?
From begining, I always wanted to get involved in areas
which create a huge impact, be it joining the Air defence
as Fighter Controller , later moving into corporate roles
which have large impact in people, processes and
transforming businesses and culture of the
organization. I was influenced by the strong principles
and ideologies of the defence forces which focuses on a
Mission (Purpose) and takes People along to make the
impact while being Agile, Adaptive and Leading in
ambiguous situations. With these principles in mind, I
entered the industry for making the required difference
from the people’s perspective. I believe that nothing is
more important than leading by serving mindset, when
people are emotionally invested they contribute the
maximum and can do wonders for the organization and
society as well. This was my primary inspiration for
entering the countrydomain of human resources.
What initial challenges did you have to surmount to
ensure your business’s success rate reached greater
heights?
With Airforce background coming to corporate itself
was a huge shift, where I faced the initial challenges of
driving any change, be it related to technology, process
or policy.However eagerness to embrace the counter-
intuitive has been a key differentiator to make a
positive impact in every endeavour. A solid learning
from controlling Fighter Planes in Airforce, I could lead
and manage complex crisis situations with calmness
and decisiveness. I could see the benefit in making the
alignment with the long-term strategy and making
progressive steps leveraging all communication
channels and engaging people to lead change driving
transformations across the organisation.
The second aspect was in bringing about an impactful
leadership with a collaborative approach in getting
things done. I strongly believe that people want to
part of high performing organisation and want to
make a difference, same time also be rewarded
appropriately. I have worked along in creating
engagement strategies and executed them to build
accountability and same time differentiate based on
performance. Communication of organisation
purpose and alignment is very crucial , We
continuously strive to break barriers and build
trust to enhance the growth of the organisation
and its people. Creating ownership and accountability
for people processes has helped build that culture of
Inclusion
What professional values and qualities do you think
your clients value most in you ?
Well, that’s a tricky question. (Sheena smiled) I have
lived life in the Air force with the qualities deeply
imbibed in my character. I am calm, structured and
decisive under pressure. My approach is of being
curious and committed to the principles of the
organisation. People trust me because of I bring to the
table an ability to prioritise, making complex topics
simple and having credibility of delivering what is
committed on time.
Over last few years I have worked on myself on being
more resilient and authentic, strongly believe that
personal transformation is inter-related to
organisational transformation
What are the USPs that highlight your
brand/company’s uniqueness in the industry you are
catering to?
Global footprints in more than 100 countries,
Customer centricity ,Skilled workforce, best in class
technology & products. The company’s philosophy
highlights the best service that enables organisations in
excellent performance and productivity. As a Human
Resource function leader I prefer to walk the talk and
share the vision and values of the organisation. to all
our employees, associations, customers, and all of the
industry at large.
As an experienced professional, what would you like
to advise the budding aspirants willing to enter the
business world?
The HR career can be a fulfilling and exciting
experience; advice is to strongly align & exhibit these
traits of
Emotional Intelligence – The role demands to be a
conduit between the expectations of the employer and
the employee experience. Having ‘HR’ in your job title
does not mean that it is an inherent strength to have
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10
13. emotional intelligence and compassion;
this needs powerful listening skills;
hearing what is really being said and
ensuring that employees feel heard and
valued should not be underestimated.
Self-discipline – As a functional expert
demonstrate ownership, tenacity, and
accountability with a high ‘Say-Do’
Ratio
Courage to call out the courage to
stand up and say what others are not
willing to and the same time challenge
the old hierarchical ways to bring more
Agility in the people processes.
I am passionate about people and
culture topics and lead transformation
across large global organizations.
Currently transitioning from ABB to ST
ST Microelectronics as Head of Global
Talent COE and Group HR, HRS. I am
always keen to be in roles with high
impact and challenge, believe that
“Impactful leaders are those who make
others better in their presence so that
their impact lasts longer even in their
absence.”
How do you envision your company’s
operations with the emerging
technologies and automated tools that
are revolutionizing the business world
by enabling innovations?
Emerging technologies are used
extensively to improve resiliency,scale
on demand and implement solutions
rapidly.What makes us different is to
have this in Alignment with business
objectives with Stakeholders inputs
and out side in perspective always. To
enable a culture where Innovation
flourishes its important to reward
courage and curiosity ,hense Failing
fast but failing cheap is an important
aspect. I believe to advance further we
need to focus more on personalized
experience with culture of
accountablity and empowerment.
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14.
15.
16. How HR Leaders are
Enabling Advancements in
the Organizations?
Enabling Advancements in
the Organizations?
How HR Leaders are
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17. Know Your Leader
uman Resources (HR) leaders play a critical role
Hin organizations, not only in managing
personnel but also in driving advancements and
fostering a culture of growth and innovation. In today's
dynamic business landscape, HR leaders are taking on
strategic responsibilities and actively enabling
advancements within their organizations. This article
explores the ways in which HR leaders contribute to
organizational advancements and highlights their role
in shaping the future of work.
Strategic Workforce Planning:
HR leaders are at the forefront of strategic workforce
planning, ensuring that organizations have the right
talent in place to drive advancements. By analyzing
business goals, identifying skills gaps, and forecasting
future needs, HR leaders can develop comprehensive
workforce strategies. They work closely with business
leaders to align talent acquisition, development, and
retention strategies with organizational objectives.
Strategic workforce planning enables organizations to
stay agile, adapt to market changes, and effectively
leverage talent for growth and innovation.
Cultivating a Learning Culture:
HR leaders foster a learning culture within
organizations by emphasizing continuous development
and providing learning opportunities for employees.
They design and implement training programs,
mentorship initiatives, and knowledge-sharing
platforms to enhance employees' skills and capabilities.
By encouraging a growth mindset and promoting a
culture of continuous learning, HR leaders enable
employees to acquire new skills, adapt to emerging
technologies, and drive advancements within their
respective roles.
Talent Acquisition and Retention:
HR leaders play a crucial role in attracting and retaining
top talent, which is essential for organizational
advancements. They develop comprehensive
recruitment strategies, leveraging various channels to
attract diverse and qualified candidates. HR leaders
also focus on employer branding, ensuring that the
organization's values and culture resonate with
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18. potential candidates. Moreover, they implement
employee engagement initiatives, career development
programs, and performance management systems to
enhance retention rates and create an environment
conducive to innovation and growth.
Change Management and Organizational Agility:
HR leaders are instrumental in managing organizational
change and fostering agility. In the face of technological
advancements and evolving business landscapes, HR
leaders help organizations adapt by implementing
change management strategies. They communicate
effectively with employees, address concerns, and
facilitate smooth transitions during periods of change.
HR leaders also focus on developing an agile workforce
that can quickly respond to market disruptions and
embrace new opportunities.
Employee Well-being and Work-Life Balance:
HR leaders recognize the importance of employee well-
being and work-life balance in driving organizational
advancements. They implement initiatives to support
employees' physical, mental, and emotional well-being.
This includes offering flexible work arrangements,
promoting work-life balance, and providing resources
for stress management and mental health support. By
prioritizing employee well-being, HR leaders create a
positive and productive work environment, leading to
higher engagement and better performance.
Diversity, Equity, and Inclusion (DEI):
HR leaders champion diversity, equity, and inclusion
within organizations, recognizing that diverse
perspectives drive innovation and advancements. They
implement strategies to foster an inclusive culture,
ensuring that employees from all backgrounds feel
valued and respected. HR leaders actively promote
diversity in hiring practices, create opportunities for
underrepresented groups, and implement training
programs to raise awareness and address unconscious
biases. By embracing DEI, organizations can tap into a
broader talent pool and benefit from diverse
perspectives that drive advancements and fuel
innovation.
Performance Management and Goal Alignment:
HR leaders play a vital role in implementing effective
performance management systems and aligning
individual goals with organizational objectives. They
establish performance metrics, provide regular
feedback, and facilitate goal-setting processes that
drive employee engagement and productivity. By
ensuring that employees' efforts are directed towards
strategic priorities, HR leaders contribute to
advancements by maximizing individual and team
performance.
Leadership Development and Succession Planning:
HR leaders focus on developing leadership capabilities
and implementing succession planning initiatives. They
identify high-potential employees, provide leadership
development opportunities, and cultivate a pipeline of
future leaders within the organization. By nurturing a
strong leadership bench, HR leaders enable smooth
transitions during periods of change and ensure a
sustainable talent pool for continued advancements.
Technology Adoption and Digital Transformation:
HR leaders embrace technology and drive digital
transformation within the HR function and across the
organization. They leverage HR technology platforms,
such as human capital management systems and
analytics tools, to streamline processes, improve data-
driven decision-making, and enhance employee
experiences. By embracing digital advancements, HR
leaders enable greater efficiency, data-driven insights,
and the automation of routine tasks, allowing
employees to focus on strategic initiatives and driving
advancements.
HR leaders are instrumental in enabling advancements
within organizations by driving strategic workforce
planning, cultivating a learning culture, attracting and
retaining top talent, managing change, prioritizing
employee well-being, promoting diversity and inclusion,
and leveraging technology.
Through their efforts, HR leaders create an
environment that empowers employees, fosters
collaboration, and embraces continuous improvement.
By recognizing the critical role of HR leaders and
investing in their development, organizations can
unlock the full potential of their workforce and achieve
sustainable advancements in today's rapidly evolving
business landscape.
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19.
20.
21.
22. Jana
Makarem
Exhibiting a Staunch Leadership Acumen
ranscending into various roles and backgrounds
Twhile gaining extensive expertise and experience
and becoming a transformative leader with many
immersive strategies, Jana Makarem joined Union
Trading Company as Head of HR and Admin. She was
also overseeing the Legal and Logistics department.
Jana is part of the executive committee reporting to the
CEO.
UTC has been around since 1949 and has two major
lines of business; one is retail and the other is wholesale
distribution. UTC has a large, diversified portfolio of
brands such as General for ACs; Glem Gas under home
appliances; Hanes, Jockey, Gildan, fruit of the loom,
Wrangler, and Lee in Apparel; Vileda and prestige
under FMCG; Braun kitchen wear and a lot more. It
currently has over 650 active employees and is still
growing.
The journey of getting into the HR industry sparked
when Jana's first official HR-related job was with AMK
(Al Khorafi National Group). She joined the company in
June 2004, right after she graduated from university.
Jana's job was in project management, and she was
tasked with recruiting certain roles for a project. At
that moment, Jana realized she needed to shift her
career to Human Resources.
Today, Jana spearheads the personnel, admin, and legal
department as the Director of HR. She climbed up the
ranks within the HR division across various companies
and eventually joined UTC in September 2019.
As a business leader, Jana shares valuable facts highlighting
her leadership role at UTC and the changes she has been
implementing to drive organizational improvement.
Below are the highlights of the interview:
Tell us more about your company and its mission and
vision; how does it thrive towards enabling
advancements in the dynamic business arena?
UTC's mission and vision haven't changed since it was
founded in 1949. The mission is "To provide our
customers with top quality products and widest variety
of day-to-day goods"; to this date, our motto is to get
the best quality products with affordable prices so we
can reach the largest group of people.
The Vision is "To uphold our longstanding legacy as a
leading retailer and distributor, with full dedication to
our partners and customers.”
Jana
Union Trading Company
relies on giving the best
quality products and
services to our internal and
external customers. It is
part of the company's
mission statement.
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20
24. closing the year with growth. Negotiated rent
contracts in the past 3 years, saving the company 700K.
Negotiated supplier contracts for legal and commercial
terms and set a threshold for future dealings.
Restructured the shop's staff capacity based on each
shop's location, size, sales and footfall, improved shop
efficiency, and increased sales by 15%. Enhanced and
implemented new inventory policies that reduced
merchandise error by 30%. Restructured the
commission plan to be paid on revenue rather than
sales and saved a margin of 12% for the company.
Transformed previously unstructured,
underperforming departments into cost-efficient,
highly utilized entities and showed up to 42%
improvement in services according to the corporate
performance management systems.
What fundamentals do you implement to drive
betterment within your organization's work culture?
Ÿ Being Transparent as a Leader. Being honest with
employees and meeting them at the same level
develops trust and a strong bond between the
employee and manager.
Ÿ Eliminating the toxic environment; providing a
culture where the employees are comfortable to be
themselves and thrive. (Flexibility of work schedule,
working remotely, etc.)
Ÿ Frequent coaching and mentoring
Ÿ Recognize an individual's contribution and give
credit.
Ÿ Communication is the key. Communicating
expectations regularly.
Describe in detail the values and the work culture that
drives your organization.
There are 5 values that Union Trading company that are
most essential and sought after:
Ÿ Respect: we value all employees and treat them
with respect. We have employees with a tenure of
over 30 years; thus, they are treated as family
members.
Ÿ Integrity: I stress this value because it is the most
important. We, as a company, builds trust with
suppliers and customers by always fulfilling
promises and being honest. UTC has built its
reputation of being what it is through responsible
UTC was founded by two entrepreneurs: Late Mr.
Abdulrazzaq Razzouqi and Late Mr. Daniel Hasso. The
descendants of the two families still own the company. I
rd
joined in 2019 after the 3 generation descendants
were elected as the new Board of Directors, and they
had a mission to uplift the company to meet the new era
of business.
We have worked relentlessly with the top management
to make innovation a core value. We have hired
qualified personnel bringing different expertise and
perspectives to the company.
We have implemented an employee recognition system
where hard-working personnel are being recognized by
management: fully supported teamwork and innovative
ideas. We have revamped the processes and workflow
and introduced a new ERP system.
Enlighten us on how you have impacted the niche
through your expertise in the market.
There have been a lot of changes that have developed
since I joined UTC. I had a cultural shock when I joined
the company in September 2019. Each department
acted as the sole entity reporting to the CEO, with no
connections between them. The office had high
compartments separating the departments and
employees. Some employees have worked together in
the company for more than 20 years and don't know
one another.
The first thing I did when I joined was, I removed the
high partitions and made an open workspace, and have
all the departments sit together.
We started a weekly community get-together, where
each department discusses its recent news, and all
employees share a bite. This was to promote
communication and allow the employees to be
informed and involved in the operation. We have
developed policies and procedures that align with the
Kuwait Labor law.
Gathered employee information and developed a non-
existing master sheet. Developed excel sheets with
macros to calculate the payroll, leaves, and indemnities.
Developed appraisal process and personal
development plans for employees. Developed business
strategies to keep going through lockdown without
having to terminate any employees, which resulted in
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22
25. actions and honest relationships.
Ÿ Quality: Union Trading Company relies on giving the
best quality products and services to our internal
and external customers. It is part of the company's
mission statement.
Ÿ Teamwork is a recent core value adopted in UTC;
the management believes that success comes from
all departments working efficiently together to
achieve the goals.
Ÿ Customer Commitment: we aim to increase
consumer satisfaction, build long-term
relationships, and ensure clients become repeat
buyers, and recommend the brand to their friends.
Where do you envision yourself to be in the long run,
and what are your future goals for your company?
I want to grow a bit out of the HR role into general
management or operations. In the past 3 years and a
half, I had the opportunity to be directly involved in
operations, and I loved it and excelled at it. My goal for
the company is to remain the best workplace, where
employees are empowered and trusted in their job and
recognized for hard work.
What would be your advice to budding entrepreneurs
who aspire to venture into the dynamic business
arena?
I advise taking care of your human assets because they
are the reason for success in any organization.
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27. uman Resources (HR) leaders play a crucial role
Hin driving positive change and advancements
within organizations. In today's dynamic
business arena, HR leaders must possess certain
essential traits that enable them to navigate
complexity, inspire teams, and facilitate meaningful
improvements. This article explores the key traits of HR
leaders that contribute to betterments in the ever-
changing business landscape.
Strategic Vision:
HR leaders with a strategic vision have the ability to
align HR initiatives with broader organizational goals.
They understand the business context, industry trends,
and competitive landscape, allowing them to develop
HR strategies that support the organization's growth
and drive betterments. By linking HR practices to the
overall business strategy, these leaders ensure that HR
efforts contribute directly to the organization's
success.
Change Agility:
In a dynamic business environment, HR leaders need to
be agile and adaptable. They embrace change,
anticipate shifts in the industry, and proactively seek
opportunities to drive improvements. These leaders are
comfortable with ambiguity and can effectively
navigate through uncertainty. Their change agility
enables them to lead organizational transformations,
implement new initiatives, and continuously improve
HR processes to meet evolving business needs.
Strong Communication and Influence Skills:
Effective communication and influence skills are
paramount for HR leaders. They possess exceptional
listening skills and are adept at conveying complex
information in a clear and compelling manner. HR
leaders build strong relationships with stakeholders
across the organization, including executives,
managers, and employees. Their ability to influence and
persuade others helps drive buy-in for HR initiatives,
ensuring successful implementation and betterments
within the organization.
Business Acumen:
HR leaders with strong business acumen possess a
deep understanding of the organization's operations,
financials, and market dynamics. They go beyond
traditional HR functions and proactively seek insights
into the broader business context. By staying informed
about industry trends, customer demands, and
competitors, HR leaders can align HR strategies with
the business objectives, identify areas for
improvement, and contribute to betterments that
positively impact the bottom line.
Traits of HR Leadersthat
Drive Betterments in
the Dynamic
Business Arena
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25
28. Emotional Intelligence and Empathy:
Emotional intelligence and empathy are essential traits
for HR leaders driving betterments in the dynamic
business arena. They understand the needs,
motivations, and emotions of employees, enabling them
to create a supportive and inclusive work environment.
HR leaders with high emotional intelligence can
effectively handle conflicts, build trust, and promote
employee engagement. Their empathy helps them
connect with employees, address their concerns, and
design HR initiatives that prioritize employee well-
being and development.
Continuous Learning Mindset:
Successful HR leaders have a continuous learning
mindset and actively seek opportunities for personal
and professional growth. They stay updated on the
latest HR trends, technologies, and industry best
practices. This mindset allows them to bring innovative
ideas and approaches to their roles, fostering a culture
of continuous improvement within the HR function and
across the organization. By embracing lifelong learning,
HR leaders can drive betterments and keep
organizations at the forefront of industry
advancements.
Resilience and Adaptability:
In a rapidly changing business landscape, HR leaders
must be resilient and adaptable. They are comfortable
with ambiguity, bounce back from setbacks, and remain
focused on their goals. These leaders can quickly adjust
their strategies and approaches in response to
unforeseen circumstances, market shifts, or
organizational changes. Their resilience and
adaptability allow them to lead their teams through
challenges and drive betterments even in the face of
adversity.
Data-Driven Decision-Making:
HR leaders who leverage data and analytics to drive
decision-making are more effective in improving
organizational outcomes. They understand the
importance of gathering and analyzing HR metrics,
employee feedback, and market trends to make
informed decisions. By using data, HR leaders can
identify areas for improvement, develop evidence-
based strategies, and measure the impact of HR
initiatives on key performance indicators.
Collaboration and Relationship Building:
HR leaders who prioritize collaboration and
relationship building foster a culture of teamwork and
cooperation within the organization. They actively
partner with leaders from different departments to
understand their needs and align HR strategies
accordingly. By building strong relationships, HR
leaders gain credibility and support for HR initiatives,
driving betterments through cross-functional
collaboration and shared objectives.
Innovative Thinking:
Innovation is a critical trait for HR leaders driving
betterments. They continuously seek new ways to
enhance HR practices, employee experiences, and
organizational effectiveness. These leaders embrace
emerging technologies, trends, and methodologies to
improve HR processes, such as recruitment, talent
development, and performance management. Their
innovative thinking leads to creative solutions,
increased efficiency, and better outcomes.
Ethical and Values-Driven Leadership:
HR leaders with strong ethical values promote
integrity, fairness, and transparency within the
organization. They uphold ethical standards in decision-
making, employee relations, and HR policies. By
demonstrating ethical leadership, HR leaders build
trust and credibility among employees, fostering a
positive work culture that drives betterments and
employee satisfaction.
HR leaders who possess traits such as data-driven
decision-making, collaboration, innovation, ethical
leadership, global awareness, and resolute decision-
making are well-equipped to drive betterments in the
dynamic business arena. These traits enable HR leaders
to adapt to changing environments, align HR strategies
with organizational goals, and create a positive work
culture that fosters growth and innovation. By
embodying these traits, HR leaders contribute to
organizational success and drive continuous
improvement in today's rapidly evolving business
landscape.
www.ciolook.com | April 2023 |
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