Top 10 HR Influencers to Follow in 2023

Know-How How HR Leaders are Enabling Dynamic Advancements in the ModernBusiness Arena?

Traits and Innovaons The Aributes of Innovave HR Leaders Scaling Organizaonal Progress

Edor's Note Edor's Note Edor's Note

Exploring Exceptional Attributes

TThe field of Human Resources (HR) has evolved significantly over 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.

Finally, the most influential HR leaders are empathetic and can connect with employees on a personal level. They understand the importance of employee wellbeing 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 sheds light on “ Top 10 HR Influencers to Follow in 2023 .”

Flip through the pages and indulge in the novelties that these adept leaders are empowering in the dynamic business arena.

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Featured Person

Brief Company Name

Arab

Bader Al Otaibi experienced Head of Human Resources with a demonstrated history of working in the banking industry.

Officer

Anthem anthem.com

Erik is a proficient leader who develops immersive growth strategies and contributes to organizational success.

TransAlta transalta.com

Jane has over 20 years of legal experience in the energy industry and as a private practitioner.

John Greener is an experienced leader who works as a CHRO at Chewy. Chewy  chewy.com

Havertys Furniture havertys.com

Kelly is responsible for providing executive leadership in guiding a comprehensive range of services, policies and procedures related to diversity and inclusion excellence across the organization.

HSBC  hsbc.com

Martha is an active mentor and supporter of women in business.

L'Oréal loreal.com

Matthew Trent's total experience in various companies as a Senior Vice President, Human Resources.

Duracell duracell.com

Mike leverages a unique mix of strategic and analytical expertise, consistently exceeding performance goals by aligning the effort of strong teams with organizational objectives.

Novartis novartis.com

eBay ebay.com

Rob Kowalski leads the company’s strategy to unleash the power of its people and ensure it has the diverse talent, skills and organizational capabilities to deliver on its long-term priorities and purpose as a focused medicines company.

Scott is an accomplished finance director/plant controller with 25 years of experience and a proven history of developing and implementing innovative financial activities resulting in significantly improved results.

Jane Fedoretz Executive Vice-President, People, Talent and Transformation

Martha S. Buffington Chief Procurement Officer, GSCO | Asia Pacific

Erik Lewis Chief Human Resource Officer, GBD

Bader Al Otaibi Head of Human Resources Group

Naonal Bank anb.com.sa

John Greener Chief Human Resources Officer

Kelly Fladger SVP, Chief Human Resources Officer

Matthew Trent Senior Vice President, Human Resources

Mike Taney Chief Human Resources Officer

Rob Kowalski Chief People & Organization

(CHRO)

Scott Judd Senior Director, People Analytics and Technology

Top 10 HR Influencers to Follow in 2023

As the energy transition unfolds, how do we

create a vibrant human-centric workplace culture where our employees can thrive? For energy lawyer turned Human Resources Executive Vice President Jane Fedoretz, this question helps her cultivate a culture conducive for employees to thrive in and to achieve their potential in the rapidly transitioning electricity industry that her company. TransAlta Corporation, finds itself in,

For over four years, Fedoretz has been at the helm of the HR team for the independent power producer's existential transformation from being Alberta's dominant coal-fired electricity generator, to the company's journey through the COVID-19 pandemic and responding to the future of work, to its emergence as a clean energy leader developing and operating wind, hydro, solar, and battery storage in three jurisdictions across the globe.

Fedoretz sat down with CIOLook to share her unique insights on what companies need to be focusing on as the new post-COVID world of work takes shape. Fedoretz started her career as a professional social worker before returning to university to study law and begin her ascent through the legal profession working as an in-house lawyer in various companies within the oil and gas industry.

For a few years, she held an executive legal position at a privately held, international oil field services company and then worked at a leading Calgary law firm as counsel supporting clients in the areas of exploration as well as development and construction of major oil, gas, and mining projects. The opportunity at TransAlta followed with Fedoretz joining the company in 2018 as Executive Vice President of People, Talent and Transformation.

Tell us about your journey as a business leader, from your start in social work, then your first pivot to energy law, and then your next pivot to leading the Human Resources team at a multi-billion-dollar, multinational power generation company?

After almost two decades practicing law at several blue-chip companies and spending a lot of time in the oil and gas industry, I took time to consider how I could take all of my legal and professional experience and offer up my enterprise leadership skills in a highly strategic leadership role. In 2018, that decision landed me at TransAlta, and I've been here ever since.

While I remain an active, practicing lawyer, I have relied on my curious nature and with our great HR personnel, have figured out a way to improve and make our Human Resources team top notch. As Executive Vice President of People, Talent, and Transformation, I'm responsible for delivering the strategic Human Resources role, executive compensation, and I'm also responsible for TransAlta's Corporate Communications team. In addition to these responsibilities, I serve as TransAlta's Chief Transformation Officer on the transformative work that the company has been doing over the last seven years of which l've been involved for over four. I have found this role an outstanding opportunity to be creative, innovative and it's given me the ability to progress a human-centric strategy during an unprecedented time in world history. This has given me

boundless energy and has been personally very fulfilling.

For what a journey it's been, from experiencing significant workforce reductions throughout our transition away from burning coal to generate cleaner electricity, and from the critical challenges of keeping our 24/7, 365 days a year generation plants running and our employees safe throughout the COVID 19 pandemic, to fully embracing a clean energy leadership focus. The strategy required to navigate these stages of TransAlta's evolution has allowed me to get acquainted with the “ins and outs” of the HR function, and become a true service-oriented, strategic partner for the CEO, other executives and our Board. Over the last four years, I have come to deeply appreciate the valuable role that HR teams play and how they can form, sustain and be bridge builders in creating an attractive environment for talent. My team is diligently focused on providing excellent service to their clients, providing endless support, and empowering the creation of a healthy and evolving corporate culture.

Tell us more about TransAlta's journey, highlighting its mission and vision and the company's challenges along the way.

We are extremely proud of our century-long, clean energy legacy. Our first power generation asset was Horseshoe Falls, a hydroelectric dam we built in the province of Alberta, Canada, in 1911. We added more hydro assets in the decades that followed, along with thermal power generation and in the early 2000s, we were an early mover in wind power in Alberta.

The latest phase of our clean energy journey really began in 2015, when the Government of Alberta introduced the Climate Leadership Plan to help Alberta reduce its carbon emissions. Coal was in the Alberta governments cross hairs and, as the largest generator in Alberta, TransAlta had thousands of megawatts of coal-fired generation. We were a generational employer in the communities across Alberta where we mined coal for our plants and where those plants operated.

You can imagine the magnitude of the HR challenge we faced in transitioning the workforces for these plants and the mines let alone the business challenge we faced

in finding new and innovative ways to grow our business, generate returns for our shareholders and ultimately meet a whole new array of clean energy demands. The departure of the dedicated women and men who kept our coal facilities running for decades made the transition particularly difficult for everyone.

As coal units were retired or converted throughout this time, we began thinking more strategically to position the company for success with our clean energy plans We leaned into our expertise as long-time, trusted developers and operators of renewable generation and began transforming our thinking to focus on the elements that would help us thrive in the next part of TransAlta's journey.

Our company has always been about people, and naturally, with all of the change that our employees had experienced and over time, our minds turned to improving workplace culture. What kind of culture does our company need for the company to stay true to its values while simultaneously delivering value to our shareholders as the energy transition continues to unfold around us? We know that TransAlta thrives when our employees thrive and as we continue to move forward in the energy transition, it will require our employees to continue to think innovatively. And so, we set our minds to transforming the company to a culture focused on just that.

Again, as a continual learner and curious professional, I love to ask questions so that I can understand things more deeply. I immersed myself in that rich and critical question about what makes a great culture and collaborated with other senior leaders throughout the company to get our heads around what work life for employees should look like on our path to clean energy and we discovered that it is really focused on delivering a human-centric approach.

Our business was focusing increasingly on building renewable energy projects for customers seeking to decarbonize their operations with clean electricity and on achieving related sustainability goals. We were stepping more fully into this highly competitive space and still had gas, hydro, solar and wind assets to run with demands ratcheted up on a reduced workforce, the premium on getting the cultural question right could not have been higher, or so we thought.

Then the COVID pandemic hit us. The importance of HR's strategic support sky-rocketed and HR spent the next two and a half years at the executive table collaborating, finding ways to cultivate employee connectedness remotely and maintaining organizational resilience in an ever-changing pandemic world.

What impact did COVID have on your employees and how did you navigate this tremendous challenge?

Like so many other companies, COVID tested us Employee health and safety dominated our waking hours as leaders and with COVID misinformation circulating widely, particularly during the early stages of the pandemic, we became a leading source of trusted, reliable information for our employees and their families. We observed World Health Organization guidelines and consulted leading epidemiologists to guide the drafting of our company protocols and procedures. And we informed our employees, often connecting them with those experts directly through online sessions, removing the disinformation noise from social media and other sources.

What COVID did was dramatically increase HR's profile, especially among the Board as the pandemic brought the importance of taking care of employees to the foreground, Executives and other people leaders from across the organization relied on us to guide them through constantly shifting COVID circumstances. Collaboration among leaders throughout the company with our HR business partners, the Disability Management Team and the Shared Services team intensified as the pandemic wore on and as lockdowns ebbed and flowed. We stepped up our strategic support for TransAlta leaders and over time presented a robust remote work plan tailored to operational needs. From June until December 2020 when the second wave hit in the jurisdictions where we operate, we brought the balance of our employees back to the office and started exploring remote work solutions for the remainder.

Simultaneously, we started having deeper discussions around the social goals of ESG, especially equity, diversity and inclusion (ED&l), managing a health crisis and exploring other issues around people-centred issues and the future of work. Due to the nature of this work, HR's role continued to be elevated. Our Board was completely engaged and entirely supportive of the

executive leadership team as we grappled with these matters. I cannot emphasize how fantastic that opportunity was, it truly was an incredible time to be in HR.

What kind of impact do you hope you are having on the HR field generally?

Being a leader is a privilege. Entrusted with the stewardship of a function so core to any business, applying strategy, serving others, and exemplifying steadfast commitment to trying do things better is where I believe the biggest impact can be made.

I have also been fortunate to work with a very talented team of HR professionals on transformational assignments which have been fully supported by our entire executive team and Board. As noted above, we have introduced many new initiatives, supported, and expedited by our CEO John Kousinioris, to show our diverse workforce that they truly matter, both professionally and personally, as individuals and as a community and the recognition we've received confirms that we're on the right track, although there is so much more to do.

The Canadian Coalition for Good Governance (CCGG) Governance acknowledged us with a Gavel Award in 2020. We've made it on Bloomberg's Gender-Equality Index for the last three years (2020, 2021, and 2022). We earned a high score in the Globe and Mail's Board Games; and our efforts increase gender diversity at our corporate leadership level was recognized in the Globe and Mail's Women Lead Here report. We've also been a bronze-level member of the Canadian Council for Aboriginal Business since 2020, and we were the first publicly traded energy company to be certified by Diversio, a third-party ED&l platform that measures diversity and helps companies to become more inclusive. On top of this, we've been a recipient of United Way's “Thanks A Million Award” since 2001.

Just last year HR earned the Queen's University IRC Award for Best Learning & Development Strategy. All of the effort to shift our culture, empower employees, and align ourselves with the demands of our new clean energy focus rolls up under the branding work we've been doing since last year. With us leaving coal in our past and focusing on the renewables front, as well as advancing our strategy related ED&l all under the

leadership of a new CEO, a new look for our company just made sense. It was time to reimagine and reiterate who we are as a clean energy leader within a highly dynamic and evolving energy sector.

Please describe the work culture and values that drive your organization.

We live and breathe safety and pride ourselves at maintaining a world-class safety record while at the same time demonstrating commercial and operational flexibility to ensure alignment with our customer's operational, business and net-zero goals. It is thus no surprise that TransAlta's core values are safety, innovation, sustainability, respect, and integrity.

In the spring of 2021, we started talking about culture in ways we didn't really do before and, also what we want this company to be as we continue to go through our energy transformation. We started talking about creating a work environment where employees could thrive in a meaningful way.

We spent time learning about different cultural styles and determined that we wanted to pivot from our predominantly “order” based style to one of “results, learning and purpose,” which form the foundation to our cultural strategy. We also started thinking about the importance of creating psychological safety with our employees, because, in my view, this is the precursor to working on creating a healthy and collaborative culture. My HR goal for the company was to create a culture where people can raise their hands, share ideas, have candid conversations, can engage in productive conflict, all without fear of reprisal, show up as their authentic selves and thrive, with the bonus of increasing overall company innovation.

We have dedicated the last three years to evolving our culture and have taken significant steps to make change. Last year, the leadership team had completed a large amount of preliminary work on the culture journey, and we were in the position to advance our culture journey with our employees. We developed a Culture Charter with a North Star statement (and a “Southern Cross” statement for our Australian operations), a document that outlines the importance of employees having a purpose to their work and how their work impacts the greater organization. Our focus on creating a psychologically safe work environment

where employees are safe to bring their true authentic selves to work, is intended to drive innovation and results. Finally, our focus on learning is to build talent our existing talent and retain our employees. All of this work is based on the full support of the Board and executive leadership team who model and reward acts of vulnerability and represent what a healthy culture looks like.

We are also fully committed to ED&1, In 2020, responding to the George Floyd murder, one of our employees approached the then CEO and I and asked us to consider ways the company could increase its focus on ED&1. It resulted in developing a grassroots ED&I council where our employees would be able to develop and lead the strategy. In 2020, our Board approved a five-year strategy aimed at raising awareness and embedding inclusion practices into the organization more broadly.

I believe that when all of these components are put together, employees can create an incredible company! That environment doesn't come without deploying the right support and tools. We are highly attuned to thinking about ways to improve and what types of technology would best serve the demands of our culture framework. We recently launched a peer-topeer recognition platform and a health and wellness platform as we have noticed the trend that people started focusing on ensuring a positive quality of life and are paying much closer attention to their health and wellness.

As an example of our commitment, last year, we held 42 employee sessions which included several topics related to cultivating awareness and appreciation among employees for the experiences of people from backgrounds that are different from their own. These sessions have had great employee participation, and I am so proud of the members of this council for their

dedication to sharing the voices and experiences of others. In 2022, TransAlta launched indigenous awareness training for employees in Canada and had 100% employee participation, and we will be having our employees in the United States and Australia participate in similar training this year. We are also providing mental health and wellness training to all of our leaders as we see the importance of creating space for this discussion, especially post-COVID where employees are wanting employers to pay more attention to their health and wellness.

Furthermore, we have an aspirational goal of reaching 40% female employment in our company by 2030. Currently, we have about 26% female employees working at TransAlta. Our operations team has largely been a male-dominated work force and so it has been more of a challenge to find women to participate in this work. This led us to go out there and find ways to start talking more broadly about women going into operations, which I think is very, very important to do on a trade school level, but we're also looking at going into junior high in high schools to get young people thinking that you don't need a university degree to be successful.

To find creative ways to increase women in the field, in 2021 we created a “Women in Trades” scholarship program and I'm quite pleased with the interest in the program as well- we received a high volume of applications to our delight and the recipients have been fantastic.

What, according to you, could be the next significant change in the HR industry, and how is your company TransAlta preparing to build the part of this change?

I think that we are going to see an increased focus on the development of human-centric skills for the next couple of years, particularly soft skills. We will also see more employees retire. Both trends beg the question how to develop employees to both focus on their area of expertise and on their soft skills as a leader to better respond to the changing market dynamics and the future of work between employee and employer, which is now more broadly known as the “lifestyle contract.”

Employers who embrace the lifestyle contract focus on securing employees' financial, physical, and emotional health and well-being. This approach combines an

empathetic and holistic look after its own workforce in turn creating loyalty, commitment, and retention in a time where changing needs and wants drive people's (employer) choices.

The latter implies that HR will have to look differently at employees: not just as a sum of their experience and goals reached but more holistically and with greater regard for their potential to contribute to other roles within the company, beyond the ones they were initially hired for. Employee retention is an important competitive advantage and this way of looking at how we hire bodes well in terms of retention. It creates deep relationships, builds trust, and reinforces mutual loyalty.

We will all be challenged to apply a broad lens, to pivot and evaluate our own capabilities and application of those capabilities. That will become the new normal. Staying in the same job for long periods of time will no longer be the norm. Thinking in terms of acquiring many transferable skills is the way of the future. We need to think about ways that we can use our employees cross-functionally. It is no longer just about professional credentials, but how the combination of their unique composition of skills, soft skills, background, and experience can help move companies forward. That type of out-of-the-box thinking will be crucial to position employees to deliver their full potential which benefits them, as well as the company.

All this requires buy-in from the executive team and also from your board. Challenging them to support this type of out-of-the-box thinking by citing the intuitive merits of employee retention is key. In large measure this has been my story. It's long been known that recruitment and on boarding costs for bringing on new employees can be high. But it's time we take acknowledge the value generated by long-term employees, especially as they move between teams and departments within the company and find ways for them to grow. The benefits of long-serving employees are myriad: the corporate history that employees bring to their roles; the cross pollination in sharing best practices across professional disciplines; the strengthening of connections between teams and individuals; High retention leverages the value of community for the benefit of employees and the company. It's really quite a compelling approach when you think about it.

Can you offer any parting thoughts for our readers? What would you like to leave them with?

Three things. First, I cannot say enough about how critical the concept of self-awareness is when you are a leader. In parallel, so is applying self-management. If you are curious, open to understanding your biases, your limitations, and you are focused on personal and professional growth, you can really thrive as an employee and leader. Understanding your professional and personal limitations is one thing, but learning how to successfully manage through those limitations, remove fear to grow and thrive is another. The world is in desperate need of strong, effective leaders.

Understanding the parallel paths self-awareness and self-management and how it can have an enormous impact on your development as a leader is critical. But self-aware and self-managing leaders can only take you so far on your culture journey. Teams must also lean into self-awareness and self-management. The sum of all of our behaviours and how we interact day in and day out, build our culture.

Dr. Timothy Clark, the CEO of LeaderFactor, calls everyone “cultural architects” for this reason since their behaviours influence the culture through each of their interactions. We recognize this and view all employees as cultural architects who help to create a more accessible, open workplace by modeling and reinforcing vulnerability, equity, respect, and high performance.

To develop ourselves as cultural architects, we not only need to have the ability to possess that high level of self-awareness and self-management, but we must also demonstrate a willingness to do things differently, in better ways and more inclusively. This is also where psychological safety comes into play. Cultural architects practice cultural accountability by modelling and rewarding vulnerability and that, in turn, means codeveloping a work environment that creates the right climate, mindsets and behaviors of individuals and teams.

Feeling free to challenge views regardless of rank and push each other's thinking for the best solution is critical in a highly competitive industry. Psychological safety enhances the resilience and flexibility of teams letting them focus their energies on teamwork and results, not fear.

Today, leaders must completely understand and incorporate these principles into what good leadership looks like. Second, once we start understanding and leaning into the concept that all people are equal and we start truly looking at our personal and professional lives through that lens, we will change the nature of the workplace culture and our daily interactions. To really embrace cultural change, inclusion, and innovation and allowing employees to thrive, companies need to seriously think about how they are going to consider and embed these elements this within the context of talent and retention. Employees expect it and companies need to be able to respond. That, to me, is really what the future of work looks like.

Third, we often don't realize the impact that we have on people by how we behave and what we say. Our words and actions have power. This is especially true when you are in a leadership position, so we are wise to think about how we show up on a daily basis as we become more self-aware, manage our behaviour and course correct where required. Our success in building a culture where employees thrive depends on the strength of our commitment to it and this is demonstrated by holding ourselves accountable.

How HR Leaders are Enabling Dynamic Advancements in the Modern Business Arena?

In today's rapidly evolving business landscape, Human Resources (HR) leaders have emerged as key drivers of organizational success. Gone are the days when HR departments solely focused on administrative tasks. In the modern business arena, HR leaders are at the forefront of enabling dynamic advancements that propel companies forward.

From fostering a culture of innovation to attracting and retaining top talent, HR leaders play a pivotal role in shaping the future of organizations. In this article, we explore how HR leaders are embracing their evolving roles and leveraging their expertise to drive transformative change.

Strategic Workforce Planning:

In the dynamic business arena, HR leaders are actively involved in strategic workforce planning. They collaborate with senior management to align human capital strategies with overall business objectives. By understanding the company's goals and anticipating future talent needs, HR leaders ensure that the right talent is in place to support growth and innovation. They leverage data-driven insights to identify skill gaps, implement succession plans, and create agile talent acquisition strategies.

Nurturing a Culture of Innovation:

HR leaders recognize that fostering a culture of innovation is crucial for organizations to thrive in today's competitive landscape. They champion

creativity and collaboration by implementing programs that encourage employees to generate and share ideas. HR leaders facilitate cross-functional teams, promote a growth mindset, and establish an environment where experimentation is encouraged. By embracing innovation, HR leaders enable companies to adapt, stay ahead of market trends, and drive business success.

Talent Acquisition and Retention:

Attracting and retaining top talent is a critical priority for HR leaders in the modern business arena. They understand that a diverse and skilled workforce is essential for innovation and sustainable growth. HR leaders employ creative recruitment strategies, leveraging social media, networking platforms, and innovative hiring practices to reach and engage top candidates. Moreover, they focus on enhancing the employee experience, implementing effective onboarding programs, and providing opportunities for professional development to retain high-performing individuals.

Agile Performance Management:

Traditional performance management systems are being replaced by agile approaches, and HR leaders are leading the way in this transformation. They recognize the importance of continuous feedback, ongoing coaching, and individual development plans. HR leaders advocate for performance metrics that align with the company's strategic objectives and provide real-time insights into employee performance.

By fostering a culture of continuous improvement, HR leaders empower employees to reach their full potential and drive organizational success.

Employee Well-being and Engagement:

HR leaders understand that employee well-being and engagement are key drivers of productivity and organizational performance. They champion initiatives that promote work-life balance, mental health support, and employee recognition programs. HR leaders ensure that employees have a voice through regular communication channels and engagement surveys. By prioritizing employee well-being and fostering a sense of belonging, HR leaders create a positive work environment that fuels employee motivation and commitment.

Embracing Technology and Digital Transformation:

HR leaders are embracing technological advancements and leveraging digital tools to enhance HR processes and drive efficiency. They are implementing modern HR systems, such as cloud-based platforms and integrated talent management software, to streamline recruitment, onboarding, performance management, and employee engagement initiatives. HR leaders also harness the power of data analytics to gain insights into workforce trends, optimize decision-making, and drive evidence-based HR strategies.

Leadership Development and Succession Planning : HR leaders recognize the importance of nurturing future leaders within the organization. They develop comprehensive leadership development programs to identify high-potential employees, provide them with targeted training and mentorship, and prepare them for leadership roles. HR leaders also work closely with executives to implement robust succession planning strategies, ensuring a smooth transition of leadership and the continuity of organizational goals.

Diversity, Equity, and Inclusion (DEI):

In the modern business arena, HR leaders play a critical role in advancing diversity, equity, and inclusion within organizations. They implement strategies to foster an inclusive work environment where individuals from diverse backgrounds feel valued and respected. HR leaders collaborate with stakeholders to develop and

enforce policies that promote diversity in recruitment, eliminate bias in performance evaluations, and provide equal growth opportunities. By championing DEI initiatives, HR leaders contribute to building diverse teams that drive innovation and better reflect the customer base.

Change Management and Organizational Agility :

As businesses face constant change and disruption, HR leaders are instrumental in managing organizational transformations. They guide employees through change initiatives, facilitate communication, and address potential resistance. HR leaders play a crucial role in cultivating organizational agility by fostering a learning culture, encouraging adaptability, and equipping employees with the skills needed to navigate evolving business landscapes.

Collaboration and Stakeholder Engagement:

HR leaders recognize the significance of collaboration and stakeholder engagement in driving organizational success. They build strong partnerships with key stakeholders, such as senior executives, department heads, and employees, to align HR strategies with business objectives. HR leaders actively engage with employees, seeking their input and involving them in decision-making processes. By fostering collaboration and open communication, HR leaders enhance teamwork, promote transparency, and create a culture of trust.

In the modern business arena, HR leaders have transformed their roles from mere administrative functions to strategic partners driving dynamic advancements within organizations.

By focusing on strategic workforce planning, fostering a culture of innovation, attracting and retaining top talent, implementing agile performance management, and prioritizing employee well-being and engagement, HR leaders are propelling businesses forward.

As organizations navigate the complexities of the future, HR leaders will continue to be instrumental in shaping the workforce and enabling companies to thrive in the ever-changing business landscape.

B a d e r A l O t a i b i

Nurturing Outstanding Talent to Create Better Organizational Efficiency

With 279 locations spread out across the Kingdom, the Bank has a vast distribution network to serve a customer base that is more than 2 million strong and diverse. Of these, 32 are Ladies' Sections.

Bader Al Otaibi Head of Human Resources Group Arab Naonal Bank

Empowering people, establishments, and the

sovereign of Saudi Arabia, Bader Al Otaibi, Head of the Human Resources Group at Arab National Bank , is cultivating and nurturing talent that is making a wide impact in the company and the banking industry.

Bader is an expert in the human resources sector with a demonstrated history of working in the banking industry. He is highly skilled in Analytical Skills, Administration, Management, and Management Information Systems.

Arab National Bank (ANB) is a Saudi Listed Joint Stock Company and is one of the ten to fifteen major banks in the Middle East. The Bank has its main office in Riyadh and regional offices in Jeddah and Khobar, in addition to a branch in London.

ANB is a universal commercial bank that serves both its corporate and retail customers' different demands. With 279 locations spread out across the Kingdom, the Bank has a vast distribution network to serve a customer base that is more than 2 million strong and diverse. Of these, 32 are Ladies' Sections. There are also 11 sales centers, 87 TeleMoney remittance facilities, 10 SME centers, and four corporate branches.

ANB also offers more than 1,220 ATMs, 24,200 pointof-sale terminals, and user-friendly online and mobile banking tools because it understands the need to service customers in a simple and timely manner. It provides a variety of self-service financial solutions through four complete digital branches in order to stay up with the digital transition and deliver an experience that consumers actually want.

In an exclusive interview with Head of Human Resources Group, Bader Al Otaibi shares his journey of triumphs and challenges as a human resource professional and the impact he is leaving in the industry.

Below are the highlights of the interview:

Brief our audience about your journey as a business leader until your current position at Arab National Bank.

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

My journey at Arab National Bank began two decades ago; there, I had the opportunity to gain in-depth knowledge of the overall aspects of HR. As I advanced, I learned practical management techniques and various nuances of leadership by interacting with leaders inside and outside the organization. I was lucky to have been mentored by great leaders who have been instrumental in what I am today.

One of the challenges I faced was changing the mindset of people to adapt to better ways of doing things. It was a bottleneck that had to be handled tactfully and tailored to individual personalities. I also had to enhance my know-how in all functions of banking and be aware of the global best practices so as to stay ahead of the curve.

Tell us something more about the bank and its mission and vision.

We are amongst the largest banks in the Saudi Arabia and have our headquarters in Riyadh, Saudi Arabia. We have regional offices in Jeddah, Khobar, and a network of branches throughout the Kingdom, including an international branch in London, United Kingdom.

Our Vision: To become the chosen financial partner in the Kingdom.

Our Mission: To empower the Kingdom's ambitious people, organizations, and society by providing innovative, tailored financial solutions and a fast, simple experience.

Our Promise: Beyond Banking.

Enlighten us on how you have impacted the human resources niche through your expertise in the market.

The Kingdom of Saudi Arabia is blessed with people having immense potential. The need of the hour is to identify and nurture those people to perform critical roles. Along with my team, we have been successful in

selecting top-notch caliber from the market who are taking ANB to greater heights. We were also successful in empowering the millennials, who are now managing critical functions and making a bottom-line impact in the bank.

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

Ÿ Innovative: Thinking out of the box to provide the best solutions

Ÿ Customer Focus: Devoted to customer needs

Ÿ Committed: Absolute dedication to our responsibilities

Ÿ Agile: Adapt to best trends quickly

We proudly boast of an inclusive and open culture that breeds creativity and innovation. One of the key positive attributes that stand out in ANB during our interactions with employees is the environment. We strive to provide opportunities, especially for the millennials, an open environment has been created where employees at all levels are empowered to make a difference in the organization is our key driver.

Undeniably, technology is playing a significant role in almost every sector. How are you leveraging technological advancements to make your solutions resourceful?

Aligning with Vision 2030, ANB has been moving forward in digital interventions. We have created a Digital Office which caters to all of ANB in their digitalization initiatives. We have received many awards that prove ANB's position and sustainability.

Being ahead of the curve, ANB HR is the first bank in the Kingdom to move to a comprehensive HR cloud solution.

What, according to you, could be the next significant change in the human resources sector? How is your company preparing to be a part of that change?

Currently, we do see a significant scarcity of local talent, especially at the middle management level, and the turnover in some functions is high. In the short term, career advancement is a driving factor. We do see that millennials are more focused on career development.

Bearing this in mind, we have rolled out several initiatives to groom the young local talent and provide them with opportunities that will enable them to take leadership roles in the long term.

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

I see myself as a game changer where I can make an impact and play a major role in ANB's transformation.

For ANB, we would like to be one of the top bank in the Kingdom, serving the people with the best customer experience for all segments.

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

Investment in human capital is the best investment that can create long-term ROI and satisfaction. We have several examples where passionate people have proved themselves in extremely challenging situations. Hence, if the right focus is there on people, success is inevitable.

The Attributes of Innovative HR Leaders Scaling Organizational Progress

In today's rapidly changing business landscape, HR leaders are taking on a more strategic and innovative role in scaling organizational progress. These forward-thinking HR professionals are not only focused on traditional HR functions but also play a critical role in driving innovation, fostering a culture of creativity, and propelling organizations towards success. In this article, we explore the key attributes that define innovative HR leaders and their impact on scaling organizational progress.

Visionary Thinking:

Innovative HR leaders possess a visionary mindset. They have a deep understanding of the organization's strategic goals and are able to align HR initiatives with the overall vision. These leaders envision the future of work and anticipate emerging trends, allowing them to proactively identify opportunities for growth and improvement. By thinking beyond current challenges, they inspire their teams to embrace change, think creatively, and explore new possibilities.

Agility and Adaptability:

Innovative HR leaders thrive in dynamic environments and are quick to adapt to changing circumstances. They understand the need for organizational agility and are comfortable navigating uncertainty. These leaders are flexible in their approach, embracing new technologies and leveraging data-driven insights to make informed decisions. By staying ahead of industry disruptions and adapting HR strategies accordingly, they position their organizations for sustained progress and competitive advantage.

Embracing Technology and Data Analytics:

Technology is a driving force behind organizational progress, and innovative HR leaders recognize its transformative potential. They actively seek out and leverage technological solutions to enhance HR processes, such as recruitment, onboarding, performance management, and employee engagement.

These leaders are skilled in harnessing data analytics to gain insights into workforce trends, employee performance, and organizational effectiveness. By utilizing technology and data, they make data-informed decisions and drive continuous improvement across the HR function.

Cultivating a Culture of Innovation:

HR leaders understand that a culture of innovation is vital to scaling organizational progress. They create an environment where employees feel empowered to experiment, take risks, and share their ideas. These leaders foster a growth mindset and encourage crossfunctional collaboration, breaking down silos and promoting the exchange of diverse perspectives. By fostering a culture that values creativity and innovation, they unlock the full potential of their workforce and drive organizational success.

Strategic Business Partnerships:

HR professionals go beyond traditional HR boundaries and establish themselves as strategic business partners. They build strong relationships with key stakeholders across the organization, including executives, department heads, and employees. These leaders actively engage with business leaders to understand their needs, align HR strategies with business objectives, and contribute to overall organizational success. By forging these partnerships, they gain valuable insights into the organization's challenges and opportunities, enabling them to develop tailored HR solutions that drive progress.

Continuous Learning and Development:

HR leaders prioritize their own professional growth and development, recognizing the importance of staying current with industry trends and best practices. They actively seek out learning opportunities, attend conferences, and engage in professional networks. By continuously enhancing their knowledge and skills, these leaders bring fresh perspectives and innovative approaches to their roles. Furthermore, they prioritize the learning and development of their HR teams, empowering them to embrace innovation and contribute to scaling organizational progress.

Employee-Centric Mindset:

HR leaders prioritize the needs and well-being of employees. They understand that engaged and empowered employees are key to driving organizational progress. These leaders prioritize employee experience, ensuring that policies, processes, and programs are designed to support the growth and development of individuals. By championing a positive employee experience, they create a workforce that is motivated, productive, and committed to the organization's success.

Change Leadership:

HR leaders excel in change leadership. They have the ability to navigate and lead organizations through periods of transformation. These leaders understand the importance of effective change management practices, including communication, stakeholder engagement, and managing resistance. They create a sense of urgency and inspire employees to embrace change, fostering a culture of agility and adaptability that drives organizational progress.

Collaboration and Influencing Skills:

Innovative HR leaders are skilled collaborators and influencers. They actively seek opportunities to collaborate with other departments and leaders to drive organizational progress. These leaders build strong relationships based on trust and credibility, enabling them to influence decision-making processes and advocate for innovative HR strategies. Through effective collaboration and influence, they gain support for initiatives that foster innovation, enhance employee engagement, and drive organizational growth.

Innovative HR leaders are catalysts for scaling organizational progress. Through visionary thinking and agility, embracing technology and data analytics, cultivating a culture of innovation, fostering strategic partnerships, and prioritizing continuous learning and development, these leaders drive positive change and propel their organizations forward. By embracing these attributes, HR leaders can position themselves as invaluable strategic partners and drivers of innovation, making a significant impact on organizational success in the ever-evolving business landscape.

Shaquanta Locke

Supply Chain Management and procurement are

essential to running a successful operation. Any successful operation includes strategies for reducing costs, increasing quality, diversifying the supply pool, etc. These topics are tried and true, however they have been in place for many years without a major disruption in vehicle technology. Now that electric vehicles and EV technology are grabbing hold of the automotive world the question is how do you formulate a new strategy for incorporating this new focus? How do you essentially disrupt a steady supply chain during times of technological change?

I am a 14 year Volkswagen procurement veteran and have spent most of my career as a procurement professional (with experience in multiple commodities). Over the last year and a half my focus has changed significantly placing me in a position where my main focus is now in the field of Supplier Diversity. Beginning a new role is an exciting experience, one that I entered into with an idea of our current vendor pool based off of the production of vehicles with combustion engines. My initial assignment, as I see it, included making a decision on how to recalibrate that vendor pool, but with EV technology now in the forefront. Essentially my goal was to "disrupt and enhance" the Volkswagen supply chain by diversifying it with minority and women owned businesses that have an EV focus.

Supplier Diversity is a business strategy that ensures a diverse supplier base in the procurement of goods and services for any business or organization. It emphasizes the creation of a diverse supply chain that works to secure the inclusion of diverse groups in procurement plans. A diverse supply chain drives innovation and competition as well as creating multiple avenues to procure good and services.

Supplier Diversity encompasses the inclusion of previously underserved and underutilized communities. It consists of creating equity and inclusion while maintaining connections within the

supply chain so that our product is reflective of its customer base. By investing in minority and women owned businesses Volkswagen makes a direct impact on the communities in which it thrives, as well as the market as a whole.

Since beginning the Supplier Diversity program

Volkswagen has been highly successful in identifying and working with diverse vendors in both our direct and indirect business areas; however the strategy has had to shift in order locate partners with EV related experience, plus the development of companies into new business models in order to fulfill our needs. Through this we have been able to pinpoint gaps in processes, commodities, etc.

While locating gaps it was realized that often times new companies have likely not seen what our process looks like, they probably do not know that we perform reverse auctions for most of our negotiations, and they may not understand our stringent sustainability requirements; so why not create a solution to prepare them? Since the beginning of my tenure I've worked toward creating a systems and processes training program. I'm also currently in the exploratory phase for a supplier mentorship program. The training program will give minority and women owned businesses the opportunity to learn about our internal processes, but they will also begin to build relationships with myself and internal stakeholders. When these programs have reached maturity the next step would be to work towards creating Tier 1 and Tier 2 joint ventures. These programs are being planned and implemented to combat the ever changing vehicle market.

Volkswagen is tapping into the EV world very heavily and this now requires a change in programming. Instead of locating companies that are ready to go in the old space, we have to begin looking at options for creating a diverse EV supply chain. Identifying companies that have the capabilities to support EV's as well as companies that have the ability to pivot to supporting

EV's is a primary focus. The EV supply chain is a much more limited market as there are fewer suppliers. The challenge that we are currently facing is identifying minority and women owned businesses that have the ability to support EV's within this particular environment.

In short, the automotive landscape is heading in a positive and environmentally friendly direction. My goal is to run in parallel with the company's goals; however my role will be as an advocate disrupting the supply chain as it currently stands.

Hire character. Train skill.