The 10 Most Influential HR Leaders Creating Global Impact, 2024.

Issue 25 | 2024

The 10 Most Influential

Leaders Creating Global Impact, 2024 How HR Leaders Are Building Resilient Organizations Globally

Nick Broughton

Partner

www.ciobusinessworld.com

HR Leaders Transforming Talent Acquisition and Development

Editor in chief Robert Patrick

Contents Managing Editor : Smith Collins

Design Visualizer : Jack Thomas Arts & Design Director : Adam Jones Associate Designer : Erick Williams

Sales Senior Sales Manager : Scott M Marketing Manager : Andrew T Sales Executive : Mark Davis

Technical Victor Anderson

SME- SMO Research Analyst : Henry Martinez SEO Executive : Daniel Lee

Circulation Manager Alexander Nelson

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Editorial Note Influential HR Leaders Creating Global Impact

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he landscape of Human Resources (HR) is undergoing a significant transformation. Gone are the days when HR was solely focused on administrative tasks and compliance.

Today, influential HR leaders are driving positive change on a global scale, shaping company cultures, creating a more inclusive workforce, and fostering a future of work that benefits both organizations and employees worldwide.

Championing Diversity and Inclusion: Diversity and inclusion (D&I) are no longer just buzzwords. Influential HR leaders are actively implementing strategies to create a truly global workforce. This includes: · Unconscious Bias Training: Recognizing the existence of unconscious bias and actively addressing it through training programs is crucial for ensuring a level playing field for all candidates and employees, regardless of background. · Global Talent Acquisition: Building a diverse workforce requires looking beyond geographical borders. HR leaders are leveraging technology and building partnerships to identify and attract top talent from around the world. · Creating Inclusive Work Cultures: From fostering a culture of respect and

understanding to offering language support services, HR leaders are ensuring that all employees feel valued and empowered to contribute their unique skills and perspectives.

Shaping the Future of Work: The world of work is constantly evolving, and influential HR leaders are at the forefront of this change.

Here are some ways they are shaping the future: · Remote Work Revolution: Embracing remote and flexible work arrangements allows companies to access a wider talent pool and cater to the needs of a diverse workforce. HR leaders are developing robust policies and practices to ensure effective communication, collaboration, and a sense of belonging for geographically dispersed teams. · Focus on Upskilling and Reskilling: The pace of technological change necessitates a continuous learning mindset. HR leaders are implementing training programs and initiatives to equip employees with the skills they need to thrive in a dynamic job market. · Employee Well-being at the Core: Recognizing the link between employee well-being and organizational success, HR leaders are prioritizing initiatives that promote physical and mental health. This could include offering access to mental health resources, encouraging work-life balance, and creating a supportive work environment.

Building a Strong Employer Brand In today's competitive talent market, employer brand is more important than ever. Influential HR leaders are crafting compelling narratives that showcase their company's commitment to diversity, employee well-being, and a positive work culture. This employer branding extends beyond national borders, attracting talent from across the globe.

Leading by Example Influential HR leaders understand that their actions speak louder than words. They strive to create a culture of transparency, trust, and respect within their own departments. Additionally, they actively champion HR as a strategic business partner, collaborating with leadership across all levels of the organization to ensure HR practices are aligned with overall business goals.

The Impact of Global HR Leadership The impact of influential HR leaders extends far beyond their individual companies. By promoting diversity and inclusion, shaping the future of work, and building strong employer brands, they are contributing to a more equitable, innovative, and sustainable global economy. These leaders serve as role models for aspiring HR professionals worldwide, inspiring them to embrace their own leadership potential and create a positive impact on a global scale.

The future of HR is bright, with influential leaders at the helm. As the world continues to connect and collaborate, HR will play a critical role in ensuring organizations can harness the power of a diverse and talented global workforce.

Contents COVER

STORY

10 Nick

Broughton

ARTICLE

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How HR Leaders Are Building Resilient Organizations Globally HR Leaders Transforming Talent Acquisition and Development

CXO

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The Impermanent Leader

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28

Paul Michael Gledhill

Prasanth Edassari

34 Sonica Aron

Nick Broughton Partner

COVER STORY 10

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uman Resource Management is one of the most critical parts of any business mix. To be a frontrunner requires sheer determination, varied expertise and consistency. Nick Broughton's career over the past 23 years has established him as an expert in talent acquisition, HR, payroll, workforce management and international Employer of Record (EOR) solutions. Fueled by a passion for bridging talent gaps and fostering global connections, Nick is a trusted HR leader who is also a top voice on LinkedIn, and a regular contributor to industry journals, podcasts, webinars and other industry content.

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GoGlobal at a Glance GoGlobal possesses an unparalleled global reach with experts and operational capabilities in 86 countries plus a partner network that extends to over 143 countries. This extensive network ensures GoGlobal can find, recruit, onboard and retain the absolute best talent on behalf of its varied client base. Nick explains, “We empower businesses and individuals to navigate the complexities of international employment with ease and confidence, enabling them to tap into new markets and talent pools without the burden of legal and regulatory hurdles.”

In his role as a Partner at GoGlobal, Nick is a key contributor to the company's growth as it helps businesses tap into global talent and HR solutions across six continents, making them the industry leader. From adapting to rapidly changing global markets to overcoming the logistical hurdles of international HR services, Nick's career is grounded in a deep belief that remote work is a powerful tool for social and economic inclusion, allowing GoGlobal to tap into an underutilized global talent pool and offer opportunities to those historically sidelined.

GoGlobal's Recruit & Hire solution, a core area of focus for Nick, is built on the understanding that human capital is the lifeblood of any company. In today's globalized economy, the challenge of filling specialized roles requires a strategy that transcends borders. Recruit & Hire meets this challenge head-on. He shares, “We enable companies to access the best-qualified candidates for difficult-to-fill positions, expanding their talent horizons without the worry of compliance and regulatory issues. GoGlobal is a strategic ally for companies focused on global expansion.”

Let's look at Nick's professional journey, business insights and his plans for GoGlobal.

GoGlobal's commitment to excellence in global HR and EOR services means companies count on them to source, onboard, manage and pay the absolute best candidates for specific roles and industries, ensuring the clients are wellpositioned to compete on the international stage. Nick adds, “I find it very rewarding to help our clients based in the US or Europe hire a software engineer, customer service rep or sales specialist in Africa or southeast Asia. It's a gamechanger for all involved.”

The Road to Becoming a GoGlobal Partner Starting in the executive search space back in the early 2000s in London, Nick developed a strong understanding of C-suite decision-making as well as corporate growth drivers. Being entrepreneurial in nature, he then opened his own boutique search firm focused on senior-level PanEuropean hires within consulting, tax, corporate finance and accounting fields. Following a successful exit, he then transitioned into the global payroll and outsourced employment space as a Chief Revenue Officer (CRO) and later as a Chief Operating Officer (COO) for an industryleading private equity-backed company that focused on both Europe and Latin America (LATAM).

Nick's HR career journey led him to GoGlobal, a leader in corporate international expansion with deep expertise in global HR, talent acquisition and EOR services. One of his core priorities in his role is to articulate the value GoGlobal brings to businesses and individuals looking to navigate the complexities of global expansion and remote work. This involves strategic positioning, showcasing the unique capabilities in the EOR space and emphasizing his – and GoGlobal's success in enabling companies to recruit and manage international teams effectively.

Championing Remote Work on the Global Stage Nick is a renowned remote work champion, believing that it is a catalyst for positive change and contributes to a more equitable global community. Remote work creates opportunities for individuals who are frequently overlooked, such as those living in isolated areas or with caregiving responsibilities. It also creates a naturally diverse workforce that not only enriches clients' teams with a range of perspectives but also contributes to a more equitable global employment landscape.

Building a motivated and effective team, especially remotely, requires a foundation of trust, communication and a shared vision. The key to success is fostering a culture where agility, candor and open dialogue and diversity are valued. Nick says, “Remote work requires self-motivation, discipline and adaptability among team members, which

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are traits we prioritize in our hiring process. By leveraging technology and maintaining a people-first culture, we create an environment where everyone feels connected and valued, despite physical distances. In-person connection and collaboration remain invaluable, so I do put a premium on occasional offsite meetings and social gatherings.”

Tunisia and the United Arab Emirates (UAE) are at the forefront of this surge, attracting global attention and fostering entrepreneurial activities. GoGlobal's work with technology startups in the region has provided them with unique insights into the vibrant startup ecosystem and the extraordinary talent pool available there.

The adoption of remote work has been particularly transformative in developing and emerging countries, where it serves as a powerful tool for economic empowerment and social change. By providing access to global employment opportunities, remote work enables individuals in these regions to engage with international markets, gain valuable skills and significantly improve their living standards. This, in turn, can lead to a ripple effect of positive change within local communities, including increased educational opportunities, improved healthcare and greater economic diversity.

The company's future goals are not just about expanding its geographic footprint but also deepening the service offerings to provide more integrated and comprehensive solutions for global talent management. Nick asserts, “I derive immense pleasure from being a part of the GoGlobal growth journey, and as a Partner and leader in the business, I get to witness the making of a very special and unique organization. Developing and mentoring the stars of the future is an area I will continue to focus on. It may sound a little overly philosophical but to me, the journey is more important than the destination.”

Remote work also helps to bridge the digital divide, as companies invest in technology and infrastructure to support their global workforce, thereby fostering technological literacy and encouraging innovation at a local level. The influx of global incomes into these markets stimulates local economies, promotes entrepreneurship and supports the development of new industries. Nick continues, “If given the chance, I would accelerate the adoption of remote work practices across the HR industry.

Championing remote work not only creates a wealth of global talent for businesses but also promotes a more inclusive and diverse workforce. This shift can democratize employment opportunities, allowing people from various backgrounds and circumstances to contribute their skills and perspectives to the global economy.”

Changing Dynamics in HR The HR landscape is undergoing a transformative shift as companies increasingly seek a unified service provider capable of offering comprehensive solutions that span recruitment, management and payroll. This trend reflects a broader move away from hyper-regional strategies towards a more integrated global approach. Businesses are recognizing the value of partnering with a single entity that can facilitate all aspects of global talent acquisition and management, streamlining their operations and ensuring a cohesive strategy across all regions.

Nick's Vision for the Future Nick believes that GoGlobal is poised for significant growth, with several new offerings in the pipeline that underscore their position as the go-to partner for global expansion, HR, talent acquisition, contractor management and payroll. He explains, “Our comprehensive suite of services, including recruiting, hiring, managing and paying talent across the globe, has established us as a leader in international HR and EOR services in Europe, Asia-Pacific (APAC) and Latin America (LATAM). Now we are focused on further enhancing our position in key strategic areas with immense potential, such as Africa and the Middle East.”

The Middle East and North Africa (MENA) region has emerged as a dynamic and flourishing hub for technology startups. Countries like Egypt, Morocco, Saudi Arabia,

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GoGlobal is at the forefront of this evolution, embodying the role of a singular, trusted partner for companies embarking on or expanding their global journey. Nick adds, “Our unique proposition combines deep expertise in remote work facilitation with EOR services that offer a local touch, regardless of the geographic location. This approach enables businesses to navigate the complexities of global expansion with ease, ensuring compliance, cultural alignment and operational efficiency in diverse markets.”

“For those aspiring to venture into the HR sector, my advice is to remain adaptable and forward-thinking. The landscape of global talent management is continuously evolving, driven by technological advances and changing workforce dynamics. Success lies in staying ahead of these changes, being ready to innovate and always keeping the human element at the heart of your solutions,” Nick concludes.

“Work hard, don't be afraid to reinvent yourself and don't forget to enjoy the journey!”

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BUSINESS PROFILE

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Paul Michael Gledhill A Trailblazer in HR Innovation and Entrepreneurship

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ntroducing Paul, a dynamic entrepreneur with a rich background in technology and training. His journey began when his business partner approached him with the idea of starting an eLearning company, a venture that aligned perfectly with his expertise and passion. Together, they co-founded XpertLearning in 2003, pioneering eLearning solutions in a market where LMS was still a novel concept.

Over the years, Paul has steered XpertLearning to become a leading consultancy, specializing in learning, talent, and performance solutions for corporate, academic, and government sectors. With a vision to provide top-notch digital learning solutions and exceptional service, Paul has led XpertLearning to great success, earning a reputation for innovation and excellence in the industry. His leadership style emphasizes open communication, fostering a motivated and effective team that drives the company forward.

Here's a detailed interview held between Paul and CIOWorld

Brief our audience about your journey as a business leader until your current position at XpertLearning.

What challenges have you had to overcome to reach where you are today?

My background was in Tech and also Training, so when my business partner came to me and said she was looking to start an eLearning company, it seemed like the perfect fit for me, and we had complimentary skillsets that would set us on the right path.

When co-founding the company in 2003, it was all about educating the market. E-learning was new and LMS was unheard of in our region, slowly introducing trials and demos, and showing ROI, we were able to convince a few early adopters and they became our reference sites and influencers before Influencers were even a thing!

Tell us something more about XpertLearning and its mission and vision.

We founded XpertLearning in 2003 to be a consultancy focused on providing learning, talent, and performance www.ciobusinessworld.com 19

solutions to the corporate, academic, and government sectors.

It was always our vision to provide the best of digital learning, talent, and performance solutions from global providers to organizations in the region to help them with their digital transformation strategies and organizational performance, all while ensuring excellent quality of service, support, and thought leadership.

It's clear with our amazing customer base we have achieved this, and will look to future tech and innovation to ensure we are always at the forefront to continue to help our customers.

How do you build and manage a motivated and effective team?

We have been fortunate to have so many of our team stay with us for many years. I often joke with them, “What are you still doing here?”, so we must be doing something right. To be honest, I think it boils down to constant and open communication. Everyone knows where we are in our business regardless of whether it is a high or a low period.

A healthy balance of hierarchy is established so that it's not too flat but not too triangular either. It's cliché to say we have an open-door policy but our culture is practically a nodoor policy, so everyone feels comfortable to approach us when they need. Obviously, as we have grown, it's not as easy, however, if the culture and DNA feed down to our managers and leaders, then the trend continues.

Where do you envision yourself to be in the long run, and what are your future goals for XpertLearning?

I believe there is a right time for founders and entrepreneurs to exit, and a myriad of variables inform those decisions.

For many, this is traditionally at the point where growth

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through expansion needs to accelerate beyond the current capabilities, I would like there to be a legacy for our continued brand recognition in the region as a leader, and for that, one needs to choose the right strategy for future sustainability.

What change would you like to bring to the HR industry if given a chance?

I would love to see the HR community relax and embrace new technologies. AI is the current disrupter and is spreading fear among many. I'd like to help in embracing these changes and adapting to how we can add value to our organizations in more emotional, empathetic, and creative ways which will enable our community in HR to work alongside the future. Don't forget artificial intelligence at the moment is still artificial, so let's do our bit from our human intelligence perspective How have you made an impact in the HR? We have continually brought global best-of-breed digital HR and Learning technologies to our local markets and helped the digital transformational experience to be as seamless as possible. This has, indeed, helped the HR community to feel more comfortable knowing they are in good hands and embracing the best of future trends.

What would be your advice to budding entrepreneurs who aspire to venture into the HR sector?

HR has massive depth and breadth to offer. Everything from hire to retire is part of the remit and it seems to get bigger and bigger, requiring new skills and flexibility.

Entrepreneurs must look to solve problems and innovate with simple solutions. It's one thing to build and bring a product to market but something else to sell, support, and constantly evolve and improve it. At the end of the day service support and, above all, relationships are still at the core of business success, so although I'm an avid and staunch supporter of all new technologies, the human touch is still irreplaceable.

ARTICLE

How HR Leaders Are Building Resilient Organizations Globally

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he ascent to the coveted C-suite within the Human Resources (HR) domain holds immense appeal for many HR professionals. For women, however, this climb can be particularly arduous. While the landscape is shifting, with more women reaching the top echelons of HR leadership, significant challenges persist. Here, we'll explore both the roadblocks and the strategies that can empower women on their journey to the C-suite.

on measurable accomplishments, showcasing your ability to deliver strategic initiatives and drive positive change within the organization.

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Developing Strategic Acumen: Move beyond the tactical aspects of HR and hone your strategic thinking skills. Gain a deep understanding of the organization's business objectives and how HR can contribute to achieving them.

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Visibility and Networking: Don't shy away from visibility. Seek opportunities to present your ideas to senior leadership and participate in industry events.

Build strong relationships with key stakeholders across the organization.

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Mentorship and Sponsorship: Find a mentor, ideally a senior HR leader who can provide guidance and advocate for your advancement. Seek sponsors who can champion your candidacy for C-suite positions.

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Building Your Brand: Develop a strong personal brand that reflects your expertise, leadership style, and values. This could involve public speaking engagements, writing articles, or actively participating in online HR communities.

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Negotiating with Confidence: Don't undervalue yourself. Equip yourself with salary data and strong arguments for your worth when negotiating compensation and promotions.

The Obstacles on the Path: •

The Glass Ceiling: Despite progress, women remain vastly underrepresented in C-suite HR roles.

Unconscious bias and a culture that hasn't fully embraced female leadership can make it difficult for women to be seen as viable candidates for the top jobs.

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Work-Life Balance Tightrope: The demanding nature of HR leadership often clashes with the societal expectation for women to shoulder more domestic responsibility. This creates a constant struggle for work-life balance, potentially hindering career advancement.

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Breaking Gender Stereotypes: Women in leadership positions can face ingrained stereotypes, being perceived as too collaborative or lacking the decisiveness often associated with strong leadership.

They may need to work harder to establish their authority and expertise.

The Double Bind: Women HR leaders can feel pressure to conform to traditional, sometimes aggressive, leadership styles while simultaneously being expected to champion a more empathetic and collaborative approach. This "double bind" can lead to feelings of self-doubt and hinder their ability to navigate complex situations.

Strategies for Success: •

Building a Strong Track Record: Demonstrate consistent excellence in your chosen HR field. Focus

The Climb Continues The journey for women to reach the C-suite in HR leadership is ongoing. By acknowledging the challenges and actively pursuing the strategies outlined above, women can break down barriers and take their rightful place at the table. With increasing numbers of women ascending to HR leadership positions, the future promises a more inclusive and effective HR landscape that benefits both organizations and employees.

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CXO

The

Impermanent

Leader

Why do we work towards permanent goals and achievements, when the only permanent thing is change?

and make sense of it. We can no more control it than we can control weather patterns.

Nothing in our lives is permanent.

We resist change and try to control because we seek permanence, but the truth is, everything changes.

Resistance to change comes from a fixed mindset; it is our resistance to this impermanence and uneasiness in the face of it that, in my opinion, is fueling a lot of our current woes.

Control is not the answer. Surrendering resistance is.

Expecting temporary circumstances to remain permanent only serves to intensify challenges and highlights our lack of control.

As leaders, we often strive for stability, sustainability, and perpetual growth as key organizational goals. But what if these goals are ultimately fleeting and unattainable? This concept of impermanence is a tough one to integrate, especially in a world where we look towards the future and use the past to guide us.

The changing nature of business is reflected in past and current theories of leadership. Historically, a leader's role was to maintain the status quo. Stability was considered a cost saving and energy-efficient way of doing business, and change was perceived to disrupt operations and exhaust resources. The new focus of organizations is change.

Accommodating change requires more than flexibility or adaptability. Today's leader is a “visionary” or “change agent”, who always seeks new and better ways of attaining goals by challenging current paradigms. A leader must be able to cope with a dynamic environment, but more importantly must be able to change themselves frequently in order to remain ahead of the game.

Today's leader must embody a deep awareness that the conscious world is always changing. The mind moves through so many mental states in a day, in an hour, sometimes even in a few minutes or seconds, and can move from the distant past to the future in an instant. It is ungovernable and unreliable, and yet we try to control it

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We don't mourn a beautiful flower when it drops its petals.

We accept that it has bloomed, will reset, and bloom again.

Yet when we have a bad day, mess up a proposal, don't hit revenue numbers, we forget about our beautiful petals and instead focus on the loss.

Coming from a background in sales, I felt this keenly you're only as good as your last sale. Basketball Coach Phil Jackson said it best: “You're only a success in the moment of the successful act, then you have to do it again”, after winning two consecutive NBA championships in the mid1990s with the Chicago Bulls and then going for a third ring in 1998.

What would it look like if we approached the workplace with a conscious understanding that everyone, top to bottom, inside to outside, partner or competitor, is at some level suffering from the same sense of loss related to this temporary effervescence of life?

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We need to understand that everyone walks the Hero's Journey. The people you encounter every day are each living a Hero's Journey - they are striving to find meaning while facing unexpected twists and turns of fate. Obstacles test their character, strength, skill, and resolve. Each person came into life without a name and will leave their name and body behind, yet we see the people around us as unchanging; we name them as friends or foe, as obstacles or helpers.

One of most powerful techniques I work on with my clients is to assist them to stop torturing themselves about their past failures by understanding that is not who they are today. Letting go of attachment to the past is essential to accepting impermanence.

As humans we often use blame and shame when the situation does not turn out like we hope. By holding on to hope, we actually invite suffering. Accepting impermanence reminds us that nothing lasts forever. It embraces change as a constant. We often mistakenly invest in multiple aspects of life as if they are fixed and certain such as our relationships, jobs, income, and housing. But accepting that all circumstances are subject to change, both from bad to better and from good to worse, helps us manage life's ups and downs.

Impermanent leadership allows for the impermanence of all things. Impermanent leaders trust that the organization will survive and thrive as long as it can be of service in the world. They are willing to let go when the work of the organization is finished. They are willing to surrender their own agendas when doors close. They listen for the new when their plans fizzle.

They receive what is given with humility and gratitude.

Impermanence, and fully embracing it, helps leaders to realize that leadership is full of surprise, humility, humor, awe, and surrender. To embrace impermanence is to start a journey toward positive transformation.

Melissa Griffiths Ascension, Inc. www.active-ascension.com Melissa Griffiths focuses on bottom line impact. By working directly with the leaders and teams of growing companies, Melissa combines almost 30 years of sales experience with the latest research in self-development and creative intuition to bring about positive and measurable change. Melissa founded Ascension to educate the next generation of leaders on how a

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balanced and coherent mind, heart, and emotions can positively impact the growth of a business. She has worked with some of the world's largest companies to bring about lasting change and shift mindsets. Melissa is certified in HeartMath®, Emotional Resolution®, BodyTalk™ and PSYCH-K® and brings these scientifically focused modalities to her coaching.

BUSINESS PROFILE

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Prasanth Edassari

Navigating HR Leadership in the Shipping & Logistics Industry

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hatever you're good at, share it with others. To convey this message, Prasanth Edassari use the phrase “Profits through people power,” this emphasizes the fundamental importance of effective people management. Prasanth is the Global Chief Human Resources Officer at House of Shipping communicates the value of investing in human capital to achieve sustainable growth.

To overlook this critical aspect of business strategy, we at CIO Business World conducted an interview with Prasanth to know more about his challenges and achievements over the years.

Below are the highlights of the interview: Briefly describe your professional journey up until now.

As an MBA graduate in HR from Oxford Brookes University in the UK, I began my career in the United Arab Emirates (UAE) within the Insurance and Marine oilfield sector, where I worked in administration and customer service for approximately five years. While working in these roles, I developed a strong interest in people management and its impact on organizational success. To pursue my passion for HR, I made the decision to resign from my position and relocate to the UK to pursue my HR qualification. www.ciobusinessworld.com 29

Following the completion of my HR degree, I worked for several UK-based companies, including EHS, E&Y, and Adecco. In 2003, I returned to the UAE, where I began my career in HR and progressed through the ranks in various industries, including HVAC, manufacturing, electronics, and consultancy. Currently, I serve as the Global Chief Human Resources Officer at House of Shipping, a business consultancy and advisory services company that caters to organizations in the shipping and logistics industry, where I help manage a staff of over 2,000 shipping and logistics professionals from 50 different nationalities, with operations spanning 20 countries and offices on every continent.

What challenges did you face along the way?

As a senior HR leader, I have encountered numerous challenges over the years, including the economic fluctuations that are beyond our control, as well as the unprecedented impact of the Covid-19 pandemic. However, my primary challenge has been to persuade other stakeholders of the crucial role that people play in driving business success. To convey this message, I often use the phrase "PROFITS THROUGH PEOPLE POWER," which emphasizes the fundamental importance of effective people management.

Despite holding high-level positions, some senior stakeholders may overlook this critical aspect of business strategy. As such, it is essential to continually educate and communicate the value of investing in human capital to achieve sustainable growth and long-term success.

What significant impact have you brought to your industry?

Shipping & logistics industry has always been known to be a 24/7 industry as while we sleep there are ships sailing across oceans and the challenge is our employees always need to be on call whether it's a weekend or a public holiday and even when they are on holidays. As an HR professional we try to bring in as much of a friendly culture in the organisation and more flexibility when it comes to work, including work from home and hybrid working policies, extended holidays, employee wellness initiatives/allowances, top class medical insurance etc. We make sure we work hard and play hard too.

Tell us about your company and its foundation pillar.

House of Shipping is a leading provider of business

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consultancy and advisory services to clients in the shipping and logistics industry. Our consultancy services cover a wide range of areas, including Legal Services, Human Resources, Finance and Tax, IT, Strategy, and Marketing.

Whether a client is looking to establish a presence in the shipping, maritime, and logistics sector or looking to expand their existing operations, our team of consultants is available to provide customized solutions tailored to meet their specific needs.

In addition to our core consultancy services, we also offer a range of value-added services that are designed to help our clients maximize their success. From ongoing support and training to innovative technologies and tools, we are committed to providing our clients with everything they need to achieve their goals. Also House of Shipping Great place to work in 2023.

How does your company promote workforce flexibility, and what is your role in it?

As a senior HR leader, we recognized the need for our industry to remain productive even amidst the challenges posed by the Covid-19 pandemic, which included working remotely - a particularly difficult feat in our industry. To address this, we implemented policies such as hybrid and remote working to enable our employees to adapt to this new scenario while still maintaining their productivity levels.

We understand the importance of providing our employees with the flexibility and support they need to navigate these unprecedented times. Our approach has been to strike a balance between ensuring business continuity and safeguarding the health and well-being of our employees.

We believe that by investing in our employees' welfare and embracing new ways of working, we can emerge stronger from this crisis.

What is your take on technology's importance, and how are you leveraging it?

As a senior HR leader, I firmly believe that technology plays a critical role in managing people effectively across all HR functions, from recruitment and employee relations to performance management and talent development. By leveraging technology, we gain valuable analytical insights that help us make informed decisions and drive positive outcomes for our employees and the organization as a whole.

To support our HR initiatives, we have implemented comprehensive HR software as one of main platforms, which has proven to be a valuable tool in streamlining our HR processes and improving efficiency. Additionally, we have adopted Udemy as our learning platform to cultivate a culture of continuous learning and development within our organization.

To attract top talent, we utilize LinkedIn extensively, leveraging its vast network to connect with potential candidates and showcase our brand as an employer of choice. Furthermore, we invest time in marketing our employer brand across various social media platforms, recognizing the importance of building a strong online presence to attract and retain talent in today's digital age.

What will be the next significant change in your industry, and how are you preparing for it?

As a senior HR leader, I believe that our industry is poised for significant change in the near future, particularly in areas such as environmental sustainability and digitization.

From a shipping perspective, the adoption of environmentally friendly fuels and digital freight forwarding will likely be key drivers of innovation and growth.

To prepare for these changes, we have already begun implementing technology and learning programs to support our HR initiatives. We recognize the importance of being proactive in addressing these emerging trends and adapting to new ways of working. By embracing digital

transformation, we aim to drive efficiencies and improve our ability to deliver value to our employees and customers alike.

What are your goals in the upcoming future?

My vision is to be known as the most work friendly shipping & logistics organisation and our most recent employee engagement survey by Culture Amp indicated this approach with a score of 85% engagement, which was 5% higher than the top 25 global shipping & logistics companies and we will strive to be better on this journey.

What advice would you like to give the next generation of aspiring business leaders?

As a senior HR leader, I cannot overemphasize the significance of people management, empathy, and emotional intelligence in driving business growth and achieving long-term success. I strongly advise leaders to prioritize these critical elements, even as they strive to increase revenues and profits.

Leaders who prioritize their employees' well-being and professional development are more likely to create a workforce that is passionate, engaged, and committed to delivering exceptional customer experiences. By taking care of your people, you create a culture that fosters loyalty, collaboration, and innovation, which in turn drives business success. In short, investing in your employees is investing in the future of your organization.

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ARTICLE

HR Leaders

Transforming Talent Acquisition and Development

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he war for talent is real, and the battlefield is constantly evolving. In today's dynamic job market, attracting and retaining top talent is no longer just about offering competitive salaries and benefits. HR leaders are stepping up to the challenge, transforming talent acquisition strategies to create a more efficient, engaging, and human-centric experience for candidates.

help identify top talent based on skills and experience.

However, HR leaders understand that technology is a tool, not a replacement. The human touch remains paramount, with effective communication and a focus on candidate experience being key differentiators.

Embracing Technology, Not Replacing the Human Touch

In a competitive market, employer brand is king. HR leaders are actively crafting a compelling narrative that showcases the company culture, values, and employee experience. Social media plays a crucial role, allowing companies to connect with potential candidates on a more personal level and showcase their unique work environment. Positive employer reviews and a strong online presence can significantly attract top talent.

Gone are the days of relying solely on job boards and paper resumes. HR leaders are leveraging technology to streamline the recruiting process. Applicant Tracking Systems (ATS) allow for efficient screening and organization of applications, while AI-powered tools can

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Building a Strong Employer Brand

Focus on Candidate Experience The talent acquisition process is no longer a one-way street.

HR leaders are shifting the focus to creating a positive candidate experience at every touchpoint. This means prompt communication, clear expectations, and timely feedback throughout the hiring process. A positive experience leaves a lasting impression and can encourage candidates to become brand advocates, attracting others to the company.

Going Beyond the Resume Resumes only tell part of the story. HR leaders are exploring innovative ways to assess talent, such as skills-

based assessments, behavioral interviewing techniques, and hackathons. These methods provide a more holistic view of a candidate's potential and can help identify individuals who may not have a traditional background but possess the skills and drive to succeed.

Diversity and Inclusion Take Center Stage A diverse and inclusive workforce is not just the right thing to do; it's good for business. HR leaders are actively implementing strategies to attract and retain talent from diverse backgrounds. This includes unconscious bias training for hiring managers, targeted outreach programs, and fostering a culture of inclusion where everyone feels valued and respected.

The Future of Talent Acquisition The role of HR leaders in talent acquisition is constantly evolving. As technology continues to advance, we can expect even more innovative approaches to emerge.

However, one thing remains constant – the human element.

HR leaders who can create a seamless and engaging experience for candidates, while remaining focused on building a strong employer brand and a diverse workforce, will be the true game-changers in the talent acquisition landscape.

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BUSINESS PROFILE

Founder & CEO Marching Sheep

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Sonica

Aron Elevating Organizations through curated HR Solutions and Excellence

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n a world where people are the heart of any organization, Marching Sheep stands as a beacon of insight and innovation. The ever-evolving landscape of HR is designed to seamlessly align with the business essence and ambitions. In this realm, Sonica Aron stays at the forefront of industry trends and best practices. What truly sets her apart is it's not about volume, it's about depth.

With a passion for nurturing talent, Sonica is navigating the delicate balance between individual aspirations and collective goals. This allowed us at CIO Business World to interview, Sonica Aron to know how she is redefining the landscape of organizational growth.

Below are the highlights of the interview: Brief our audience about your journey as a business leader until your current position at your company.

What challenges have you had to overcome to reach where you are today?

Sonica Aron is the Founder and CEO of Marching Sheep, a globally recognized HR consulting firm specializing in OD consulting, Diversity Equity and Inclusion interventions and Bespoke capability building.

An XLRI post- graduate, Sonica has been an HR professional with more than 2 decades of experience. She has worked with companies like Pepsico, Vodafone, Roche Diagnostics and ICI paints. While working at PepsiCo, Sonica was exposed to diverse roles and geographies. She worked in sales and sales HR. She worked in a factory. She also worked in a city as well as in remote areas. This experience helped her realize how diverse people viewed women workforce, worked with, and dealt with them. Sonica was heading the HR function for Philips Consumer Lifestyle business in 2012, when she decided to take a break from the corporate world and founded Marching Sheep in February 2013, with an intention to rollout interventions that truly made a difference to organisations and people's lives and careers and drive respect and equality for all.

A mother of two, Sonica considers Marching Sheep her third child, and is extremely passionate about what they deliver as a team. The values at Marching Sheep are Integrity in everything they do, Client orientation, Responsiveness, Attention to detail. Her constant reminder to the team is that when she was on the other side of the table, she was always worried about the impact of interventions. So at Marching Sheep, for every assignment, www.ciobusinessworld.com 35

there are stringent measures on outcomes and deliverables.

It was a bumpy ride to reach where the firm is today. While Sonica understood her craft well, which was HR, she knew little about running her own business. From understanding the different taxes to legal obligations of running a business, to getting her first client, to learning how to market Marching Sheep, making the first website, to attracting the right talent despite being bootstrapped. There were many obstacles along the way, from demonetization, or implementation of new tax regime and company laws, and more recently Covid pandemic, which did see drying up of revenues for short spells. But it never dampened the fire in her belly or the steam in her team, driven by the passion of truly making a difference on ground.

Sonica faced a spectrum of challenges, from breaking gender stereotypes to stepping into leadership roles in diverse locations. She overcame these challenges with determination, leveraging her experiences to create a dynamic and inclusive work environment at Marching Sheep. These challenges have not only shaped her as a business leader but have also contributed to the values and ethos that define her firm today.

Tell us something more about your company and its mission and vision.

We believe in doing meaningful work that touches and impacts lives of the workforce, and in turn builds agile, responsive and great organisations. We will continue to research and evolve our offerings. We wish to enable organisations by building capability within and hence offering more certification programs.

Integrity is the core value of our organization. We work closely with the client team to arrive at the scope of the project, deliverables and milestones.

We as a team also keep upgrading ourselves on new technology and concepts to be able to deliver high impact interventions for our clients. Every assignment has multiple consultants engaged, so that balls don't get dropped, and collective expertise is utilized.

vision, mission, values all flow from there. So in addition to our business activities, we engage in a lot of awareness campaigns. Campaigns around importance of emotional wellbeing, or importance of building psychological safety in teams, or why International Women's day is not just a day but needs to be seen as a culmination of everything we do through the year to drive inclusion. We believe in driving collective learning and societal change with continued conversations through platforms.

What are the products/services the company focuses on?

How are your services different from those in the market?

The 4 main services are: 1. Diversity & Inclusion Strategies and interventions We truly believe that inclusive organisations are more productive and we enable our client organisations to arrive at their diversity charter and strategy, executable plans and also partner with the execution.

2. Bespoke learning interventions Organisations need their HR strategy, process and policies to enable employees to deliver of the business strategy and goals. We work closely with client organisations to streamline the HR strategy, policies and practices, drive communication and socialisation, internal capability to enable the same.

3. Leadership and Talent Development As the socio-economic fabric is evolving, the competencies neede to succeed at work are evolving. We work with clients to enable individual contributors, managers and leaders to succeed by building the right competencies.

4. Health & Wellness Portfolio Wellness today, includes emotional, mental and physical wellbeing. While policies and insurances can take care of the physical aspect, there still needs to awareness and life skill building around dealing with issues like anxiety, stress, burnout. With programs curated after research and with the help of clinical psychologists, we enable individuals to become emotionally resilient and hence more productive, personally and professionally.

We do not push off the shelf solutions but engage in consultative problem solving with clients, curate customised interventions and deliver ROI driven programs.

How do you build and manage a motivated and effective team?

It is our purpose- making a difference to organisations and peoples' lives and careers that is most important. Our

Humility. As a leader, I find that my biggest strength is my team and the connection I share with them. I am transparent

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with them about my weaknesses and openly seek feedback and work on it. I am accessible to my team, for both professional and personal concerns 24*7 and I know that they would do the same for me. This honesty builds trust and support among us.

At Marching Sheep, we have a plan to make our team strong and motivated. We know that a successful team is what drives us forward. We follow strategies that keep us motivated and help us work well together.

I let my team members take charge of their own tasks. This helps them make good decisions and feel responsible. We talk a lot, and I'm always available to listen. We also learn new things all the time to stay up-to-date.

Saying "thank you" and giving helpful advice is important.

This helps us grow and do better. We also work as a team, sharing ideas and coming up with new ones.

We set clear goals and make sure everyone knows what to do. We also take care of our work-life balance to stay motivated and not get too tired. Celebrating small and big wins keeps us excited about our work.

Describe in detail the values and the work culture that drives your organization.

We are extremely passionate about building an inclusive world. So in addition to our work with our clients, we do a lot of non-commercial work to bring awareness and equity at the societal level. We work closely with Bravesouls foundation, an NGO working towards rehabilitation of acid attack survivors. We recently worked towards raising funds for a survivor's surgery. Additionally we have associated with Tweet foundation, another NGO that educates, skills and grooms transgender persons.

Despite not being into search and recruitment, we will support Tweet Foundation by connecting Transgender candidates to appropriate openings with our clients. This will be another noncommercial initiative. We organize several fireside chats and panel discussions to increase awareness about different disabilities, reasonable accommodation, infrastructure, mindset challenges that need to be addressed

I think it's important to help each other grow. That's why we guide and support each other. And we don't forget to enjoy our success too.

As the leader, I show how to act by staying true to our values. This helps everyone in the team follow the same path to success.

Where do you envision yourself to be in the long run, and what are your future goals for your company?

In the long run, we envision Marching Sheep to become a global leader in providing innovative and impactful solutions in Diversity and Inclusion and Bespoke learning interventions. Our goal is to expand our reach and influence, partnering with organizations across various industries to drive positive change. We aim to be recognized not only for our commitment to creating tangible differences in people's lives and careers but also for our contribution to promoting respect and equality on a broader scale. As we move forward, we aspire to continue designing tailored interventions that address evolving business and individual needs, ensuring that our clients achieve sustained growth and success.

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