Most Impressive HR Leaders, Making Waves in the Industry, 2023

Industry Insider Comprehensive A ributes for HR Professionals of Industry 4.0

Prospects of Growth

Most Impressive

Leaders

HR 2023 Making Waves in the Industry

Leadership Approaches for HR Leaders in the Digital Era

TündeTóth Goup HR Director

MET Group

Tünde Tóth

Achieving HR Synergy by Thinking of People and Business

HR leaders shape culture, and culture shapes the company

An Epitome of Incredible Characteristics

T

he 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 decisionmaking.

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 well-being and are committed to creating a positive workplace culture.

Moreover, the most influential HR leaders possess a unique combination of strategic thinking, strong communication skills, adaptability, data-driven decision-making, collaboration, innovation, and empathy. These qualities enable them to be effective in their roles and drive business outcomes.

Mapping the journey of such exemplary leaders in the HR niche of the dynamic business arena, Insights Success spotlights “Most Impressive HR Leaders, Making Waves in the Industry, 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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Tünde Tóth

Achieving HR Synergy by Thinking of People and Business

C O N T E N T S

Dan Chappell

A Beacon for Authenticity in Banking

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Irvandi Ferizal

Merging Mindscape and Marketplace Mastery

Industry Insider Comprehensive A ributesfor HR Professionals of Industry 4.0

A RT I C L E S

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Prospects of Growth Leadership Approaches for HR Leaders in the Digital Era

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Senior Sales Managers

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Sales Executives

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Technical Head

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Featured Person

Company Name

Brief

Brandy Sislow Senior Human Resources Executive

Kendra Scott kendrascott.com

Brandy delivers exceptional results through broad-based human resources expertise, business operations proficiency, strategic planning, leadership of strategic change initiatives and talent management.

Cissy Pau Principal Consultant

Clear HR Consulting clearhrconsulting.com

Cissy specializes in translating industry best practices into customized HR solutions suitable to each client's unique situation.

Craig Haydamack Senior Vice President, CHRO

Milliken & Company milliken.com

Under Craig's leadership, milliken has been innovating with the purpose to explore, discover and create ways to enhance people’s lives.

Dan Chappell Chief Human Resources Officer

Seacoast Bank seacoastbank.com

Dan is a seasoned HR professional with the ability to manage multiple and diverse inititatives at a high level.

Deanna Ament Group HR Leader, HR Director

Pentair pentair.com

Deanna has the proven ability to think strategically and translate concepts into actionable items, influence decisionmaking, and collaboratively develop credible relationships at all levels of the organization.

Eric Torigian Managing Director

CHRO Solutions chrosolutions-us.com

Eric provides fractional HR support and strategic HR leadership to organizations that want to drive their bottom line and achieve exceptional results.

Irvandi Ferizal Human Capital Director

Maybank Indonesia maybank.co.in

Irvandi stands as a testament to the power of fusing scholarly wisdom with pragmatic leadership.

Terri Gonzale CHRO

Greenway Health greenwayhealth.com

Driven by his five-point customer pledge Terri aims to be trusted adviser, we provide innovative technology, quality services, and strategic partnerships that help practices grow profitably.

Timothy Trodden Chief Human Resources Officer

Better Health Group betterhealthgroup.com

Timothy is a senior executive and trusted advisor to C-suite teams with 25+ years driving business transformation through the following enterprise human resources

MET Group group.met.com

With a comprehensive portfolio of responsibilities and a strategic mindset, Tünde plays a pivotal role in shaping and implementing the HR strategy at MET Group, driving the organization's overall performance and fostering a culture of excellence.

Tünde Tóth Group HR Director

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MET Groupʼs mission is to become a leading market player by implementing innovation in the energy markets. Fostering a culture of innovation is part of our DNA.

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TündeTóth HR Director

MET Group

C

ompanies strive to achieve sustainable growth and success in increasing competition from both domestic and international rivals. In order to stay ahead of the curve, businesses need to be able to adapt to change quickly and effectively. This is where Human Resources (HR) plays a critical role. HR is responsible for harnessing the power of its human resources to create a workforce that is a valuable asset and a key driver of success.

At the forefront of this endeavor is Tünde Tóth, an accomplished HR leader serving as the Group HR Director at MET Group, a prominent player in the Energy industry. With a comprehensive portfolio of responsibilities and a strategic mindset, Tünde plays a pivotal role in shaping and implementing the HR strategy at MET Group, driving the organization's overall performance and fostering a culture of excellence.

Tünde's expertise extends beyond traditional HR functions, as she actively supports MET Group's Mergers and Acquisitions (M&A) activities. This includes conducting HR due diligence, evaluating the people aspects of potential mergers and acquisitions, and facilitating seamless post-merger integration. By effectively managing the human element during these crucial business transitions, Tünde Tóth plays a key role in ensuring the success and harmonious integration of acquired entities within the MET Group.

We at Insight Success interviewed Tünde on bringing tangible value to MET Group, fostering a culture of excellence, growth and innovation.

Let's delve into the insights of the interview!

Brief our audience about your journey as an academic leader until your current position at your company.

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

I studied at the Corvinus University of Budapest, the leading economic university in Hungary. I chose management and organization as a major and parallel to my main studies I completed a second degree, the CEMS Master's in international management. CEMS is a Global Alliance of leading business schools, multinational companies and NGOs and part of the studies include a mandatory internship abroad. I spent my exchange semester in Germany at the University of

Cologne and stayed there to do the internship. Henkel hired me to their global learning and development department and that is where my HR journey started.

Following my university graduation, I joined British American Tobacco (BAT) as an HR management trainee and had several rotations within the different sub-areas of HR. It was an up-or-out programme with performance assessments every 6 months, so I had to perform constantly at my very best to be able to progress further.

After I completed the programme, I received my first HR Business Partner role and was supporting the direct sales organization of the Hungarian subsidiary. I was in my mid-twenties and became suddenly part of a senior sales leadership team with an average work experience of 20+ years. I had to improve my business understanding and to do that I went on field visits with sales representatives.

After spending 6 years at BAT Hungary, my first international assignment came in 2012 when I received a short-term assignment opportunity to BAT`s HQ in London and worked as Interim Global Marketing Talent Manager. It was truly fascinating working together with so many different nationalities and managing 200 countries from a group headquarters perspective.

From London, I relocated to Serbia where I was promoted to my first Head of HR role. A year later, in 2014, I received an assignment to Switzerland where I became the Head of HR of BAT`s Global Travel Retail business. This business unit was managing the dutyfree business worldwide for 120 countries with an international HQ organization in Zug. After more than a decade spent with BAT, in 2017 I joined the integrated energy company MET Group in Switzerland as Group HR Director. The company operates in 14 European countries, had a consolidated revenue of 41.5bn EUR in 2022 and comprises an international workforce of 850+ employees from 50 nationalities.

In my current role, I am responsible for the entire spectrum of HR activities for the whole Group including performance and career management, annual bonus cycle, employee share programme, talent development programme, recruitment and many other activities. I also support the growth of the company by

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Young talents receive special attention at MET, we are targeting to recruit high-potential fresh grads who can quickly make a difference and drive our growth story further.

participating in M&A activities and supporting new market entries. In April this year, we announced the opening of our Singaporean office with which we became a global player in the energy sector.

On the personal side, I am a mom of two lovely sons who bring me a lot of joy every day. Sometimes it is difficult to juggle between work and family-related duties, but a supportive environment both at home and at work and a well-organized schedule can make it work.

Enlighten us on how you have been impacting the dynamic industry through your expertise in the market.

In 2018, we went through a management buyout process and we turned to a private equity company where the management became the majority owner. At that time, my key task was to create an employee share programme, which brings our highest-performing employees into the ownership structure of MET Group.

This is quite a unique incentive programme which is beloved by our participants as they can not only benefit directly from the growth of the Group but have access

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In our commodity trading business, AI solutions are continuously developed for market forecasting, risk and position management.

to more in-depth business information and can actively shape the company`s future. This creates a fully aligned interest among our shareholders, a longer-term commitment and fosters teamwork through which we reach better results.

A further peculiarity of the share programme is that participation is not decided based on someone`s seniority within the organization but based on real long-term performance. Our young talents are welcomed as well as shareholders if they deliver significant benefits for the Group.

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

MET Group's mission is to become a leading market player by implementing innovation in the energy markets. Fostering a culture of innovation is part of our DNA. The beauty is that once you brought a new idea that is accepted by the decision-makers, then you are expected to execute it. We are an agile organization that can act and react quickly to market opportunities and changes.

This competitive advantage proved to be extremely useful during the recent crises such as the Covid pandemic and the energy crisis where we reacted fast and smart to changing market conditions and as a result, we came out of it stronger than ever. We foster and reward high performance, results that matter at the end of the day.

The business success of the Group is largely driven by having a talented and highly motivated workforce in place. Young talents receive special attention at MET, we are targeting to recruit high-potential fresh grads who can quickly make a difference and drive our growth story further.

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

We are going through a digital transformation and as part of it, AI is playing a key role in all areas where we operate. In our commodity trading business, AI solutions are continuously developed for market forecasting, risk and position management. Our sales division is digitalizing its activities due to increased

Equally, in HR our systems are ongoingly developed.

Our selection process is automatized through our recruitment system, which is fully integrated with LinkedIn, Google Maps, Outlook, Microsoft Teams and WhatsApp, allowing a user-friendly experience for our recruiters and an easy-to-apply and pleasant experience for our candidates.

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

Significant change is happening now by drastically changing gas supply routes, volatile market prices and accelerated green energy transition. The importance of LNG (liquified natural gas) is growing and geographically becoming more and more diverse. We already had an LNG desk before the energy crisis started and were standing on more legs by having a trading floor, wholesale and retail sales operation in several countries, energy assets (power plants, gas storages) that we own and renewables investments.

This multi-leg strategy well-positions us to current and future market trends. We can adapt fast, grab new opportunities, utilize synergies, re-allocate resources and focus where it can have the biggest impact.

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

The current business still offers a lot of opportunities to grow both professionally and personally. Every day we work on improving our employment practices with the HR team. The key focus will be in the future to widen our development portfolio, increasing the ratio of women in senior management roles and getting into the top employers of the continent.

What would be your advice to budding entrepreneurs who aspire to venture into the dynamic industry?

Changes in the energy industry accelerated over the past one and a half years. Have a clear strategy and goal in place that you would like to achieve and, at the same

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customer demand and new business opportunities. In our renewables business predictive algorithms are using our sensors to forecast possible outages and AI is supporting our decisions on where to build our next wind farm or solar park.

We foster and reward high performance, results that matter at the end of the day.

time, be prepared for changes and react fast. Make sure you have enough capital as investments are capitalheavy in this business. Surround yourself with the smartest minds you can have. Work hard and execute quickly. Wish you good luck!

Dan Chappell

A Beacon for Authenticity in Banking

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an Chappell, the Chief Human Resources Officer at Seacoast Bank, has had a distinguished career in Human Resources. He began as an Organizer and Business Agent for the United Food and Commercial Workers Union (UFCW). He later transitioned into corporate roles with companies including American Cyanamid, Honeywell, and Avaya.

Dan's impactful leadership has transformed Seacoast Bank, making it a beacon of excellence in the banking industry, particularly with cultural integration during mergers and acquisitions.

Dan's journey in the corporate world was marked by a personal realization related to his sexual identity. It wasn't until he embraced his authentic self as a "fully out in the workplace" executive that he truly unlocked his potential.

His tenure at Bank of America allowed him to excel in Human Resources and participate in high-profile Diversity, Equity, and Inclusion (DEI) initiatives.

Dan began his career in 1985 after graduating with a bachelor's degree. He started by working for the United Food and Commercial Workers Union (UFCW) as an Organizer and Business Agent. His early career experiences fueled his passion for helping others understand their value and place within the business world and realize their professional and personal potential. Working in a progressive union like UFCW provided valuable insights into the dynamics between workers and managers.

For the past nine years, Dan has served as the CHRO at Seacoast Bank. During his time, he has achieved remarkable results, including: Ÿ Creating Seacoast Bank's Acquisition Cultural Playbook, facilitating the integration of 17 organizations into Seacoast. Ÿ Building a highly respected Human Resources Organization that has earned numerous awards, such as Best Places to Work Designations, Great Place to Work Certification, HRC Best Places to Work for LGBTQ Equality, American Banker Best Banks to Work For Award, and Quantum Workplace's Gold Standard of Engaging Experience. Ÿ Establishing a comprehensive Diversity and Inclusion Program, featuring a diverse internship program and five active Associate Resource Groups, contributing to world-class diversity and inclusion engagement outcomes. Ÿ Managing Seacoast Bank's growth from $4 billion to over $15 billion in assets, accompanied by a workforce expansion from 400 associates to more than 1,600 associates.

From Union Organizer to Chief Human Resources Officer

After his time at UFCW, Dan transitioned into the corporate world, drawing on his unique background in Labor Relations and Organizational Behavior. He took on various leadership roles in Human Resources within manufacturing, research and development, and sales sectors at companies such as American Cyanamid, Honeywell, and Avaya.

However, he faced personal challenges related to selfacceptance, particularly regarding his sexual identity. This inner conflict at times limited his full engagement and growth in his career.

A pivotal moment arrived when Dan, while exploring consulting and teaching opportunities, made a personal commitment to himself to only join organizations where he could be completely authentic. This decision led Dan into the financial services sector, where he found a breakthrough in his personal and professional performance by serving as an "out in the workplace" executive. This experience led him to excel in human resources for over a decade, participating in various high-profile Diversity, Equity, and Inclusion (DEI) initiatives and holding several prominent

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Insider View

Seacoast Bank

Dan's vision for Seacoast Bank is to build upon its reputation as an employer of choice and continue expanding its presence as an aggregator of financial institutions in Florida.

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Ÿ Transparency: Respectful and honest communication. Ÿ Purposeful evolution: Continuous improvement through flexibility and agility. Ÿ Open to change: Embracing change for positive impact. Ÿ Empowered: Enabling associates to make the best decisions for clients and the bank.

HR roles. Furthermore, his involvement in large-scale M&A integrations honed his expertise in effectively integrating organizational cultures during such transitions.

In 2014, Dan was presented with an opportunity to reenergize the Human Resources function at Seacoast Bank.

Since then, he has held the position of Chief Human Resources Officer (CHRO) at Seacoast Bank, where he continues to make a significant impact to the success of the organization.

Regarding technological innovation, Seacoast Bank strives to provide simpler, smarter, and safer solutions for customers and clients. As banking becomes more commoditized, Seacoast Bank sets itself apart from others by prioritizing excellent customer service. They seek technology to enhance every transaction and provide digital solutions for their associates, maximizing their experience with learning, performance management, onboarding, development planning, and providing feedback through regular surveys.

Insights on Right-Sizing Balance Sheets Dan believes that in today's uncertain economic and financial services landscape, it is crucial for banks to focus on right-sizing their balance sheets for long-term survival.

Striking the right balance between personal human contact and robust, secure technology will also be a key to success.

Vision for Seacoast Bank

Customer-Centric Culture and Commitment to Technological Innovation Dan emphasizes that Seacoast Bank's culture is its differentiator in the markets, defining how they support customers and collaborate internally. For nearly a century, their dedication has been to help people improve their lives and build better communities. Seacoast Bank aims to provide exceptional experiences that enhance and protect the financial well-being of their customers, businesses, and communities. They have encapsulated their core beliefs in Four Promises to their customers: Ÿ Get customers comfortable with the right products and the right team to serve them. Ÿ Make day-to-day banking simple. Ÿ Resolve out-of-the-ordinary items responsively. Ÿ Invest in customers and their communities.

Dan's vision for Seacoast Bank is to build upon its reputation as an employer of choice and continue expanding its presence as an aggregator of financial institutions in Florida. The goal is to become "Florida's Bank of choice".

Key to Exceptional Customer Experiences Dan's advice to aspiring entrepreneurs emphasizes the importance of engaged associates in delivering exceptional customer experiences. He encourages them to prioritize the moments that matter for their employees, knowing that engaged and satisfied associates will naturally excel in creating moments that matter for customers. This peoplecentric approach can be a key driver of success in any dynamic industry.

Seacoast Bank's values include: Ÿ Sense of belonging: Inclusivity, respect for values and opinions.

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Industry Insider

Comprehensive

Attributes

HR

for Professionals of Industry

4.0

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I

n today's rapidly evolving business landscape, building a diverse and inclusive workforce has become more critical than ever. Embracing diversity and inclusivity goes beyond mere compliance with regulations; it is an essential aspect of creating a thriving and successful organization. A diverse and inclusive workplace fosters innovation, encourages creativity, and ultimately leads to improved performance and growth.

This article delves into the importance of diversity and inclusion, strategies to cultivate a diverse workforce, and the benefits it brings to organizations.

The Power of Diversity and Inclusion Diversity encompasses various dimensions, such as age, gender, race, ethnicity, sexual orientation, religion, physical abilities, and more. Inclusion, on the other hand, refers to creating an environment where every individual feels welcomed, valued, and able to contribute fully. When these two elements come together, they form the foundation of a thriving organization.

Innovation and Creativity: A diverse workforce brings together individuals with unique perspectives and experiences. When people from different backgrounds collaborate, they generate a broader range of ideas and innovative solutions to complex problems.

Talent Acquisition and Retention: Building a reputation for diversity and inclusion attracts top talent from various backgrounds. When employees feel their voices are heard and their contributions are valued, they are more likely to stay with the company for the long term.

Enhanced Decision-Making: Diverse teams bring a variety of viewpoints to the table, leading to well-rounded and informed decision-making processes. This minimizes the risk of groupthink and ensures a broader understanding of the market and customer needs.

Market Competitiveness: In today's globalized world, organizations must understand and cater to diverse customer bases. A diverse workforce helps companies connect with their customers better, gaining a competitive edge in the market.

Strategies to Cultivate a Diverse and Inclusive Workforce Leadership Commitment: A commitment to diversity and August 2023 | 21 | www.insightssuccess.com

inclusion must start at the top. Leaders should articulate the importance of these values and integrate them into the company's mission and vision.

Agility and Adaptability: Diverse organizations are better equipped to adapt to change and thrive in dynamic environments.

Diverse Recruitment: Actively seek diverse talent by reaching out to a wide range of candidates through different channels. Review the language and tone of job descriptions to ensure they are inclusive and welcoming.

Creating an Inclusive Culture

Eliminate Bias: Implement blind recruitment practices to remove unconscious bias from the selection process.

Training hiring managers to identify and avoid bias is also crucial in creating an inclusive hiring process.

Employee Resource Groups (ERGs): Establish ERGs that bring together employees with common backgrounds or interests. ERGs provide a platform for networking, support, and advocating for the needs of underrepresented groups.

Inclusive Workplace Policies: Review company policies and procedures to ensure they are inclusive and accommodate the needs of all employees. Offer flexible work arrangements and accommodations for individuals with disabilities.

Training and Development: Provide regular diversity and inclusion training for all employees to foster awareness, empathy, and understanding. Training should focus on promoting a culture of respect and appreciation for differences.

Celebrate Diversity: Celebrate cultural and religious events within the workplace to promote a sense of belonging among employees.

Communication and Feedback: Encourage open communication and feedback within the organization.

Create safe spaces for employees to express their concerns and provide suggestions for improving diversity and inclusion efforts.

Inclusive Leadership: Train managers and leaders to lead inclusively. Inclusive leaders actively seek input from all team members, value diverse perspectives, and ensure that everyone has an equal opportunity to contribute.

Mentorship and Sponsorship: Establish formal mentorship and sponsorship programs to support the growth and development of underrepresented employees. Mentors can provide guidance, while sponsors advocate for their mentees' advancement within the organization.

Inclusive Language and Symbols: Be mindful of the language used in company materials and presentations to avoid inadvertently excluding any group. Additionally, assess the use of symbols or practices that might be considered insensitive or exclusive.

Diversity Metrics and Reporting: Implement metrics to track the progress of diversity and inclusion initiatives.

Regularly report on these metrics to hold the organization accountable and identify areas for improvement.

Addressing Unconscious Bias

Benefits of a Diverse and Inclusive Workforce Improved Employee Performance: Employees are more engaged and productive when they feel included and appreciated for their unique contributions.

Attracting a Broader Customer Base: Diverse teams understand the needs of diverse customer segments, leading to better customer relations and market growth.

Unconscious Bias Training: Conduct training sessions to raise awareness of unconscious biases and their potential impact on decision-making and workplace dynamics.

Bias Interrupters: Develop strategies and tools, such as bias interrupters in hiring and performance evaluations, to mitigate the influence of biases on key processes.

Enhanced Reputation: Companies with a strong commitment to diversity and inclusion earn a positive reputation, which further attracts top talent and customers.

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The future goals of organiza ons-we are a value-driven pla orm, powered by a bionic workforce that humanizes financial services.”

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Irvandi Ferizal

Merging Mindscape and Marketplace Mastery

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he landscape of business is ever-evolving, where academia and industry interweave to shape modern leadership, Irvandi Ferizal is an emerging distinctive figure. Picture this: a corporate realm pulsating with the dynamism of change, where the fusion of knowledge and practical prowess becomes the true elixir of success.

Here, the spotlight falls on Irvandi a visionary whose journey has transcended the conventional boundaries of academia and ventured into the realm of hands-on leadership.

As the Human Capital Director at Maybank Indonesia, Irvandi is spearheading the charge toward a future on the path to excellence. Irvandi stands as a testament to the power of fusing scholarly wisdom with pragmatic leadership. In the labyrinthine corridors of industry, where challenges morph into opportunities, he has carved a remarkable path.

It is this very journey, from academia's ivory towers to the helm of a prominent corporate entity, that we now uncover, shedding light on the unique approach and insights that define Irvandi's role at Maybank Indonesia and furthermore!

From Classroom to Boardroom Hailing from the modest town of Pekanbaru, nestled far away from the bustling heart of Indonesia's capital, Jakarta, Irvandi's journey has been nothing short of remarkable.

With a distinguished academic record, he graduated cumlaude as an Industrial & Organizational psychologist. But his story goes beyond the classroom, spanning over three decades across five diverse industries–Pharma, Logistics, Telecommunication, FMCG, and Financial Services.

Since 2016, Irvandi has held the esteemed position of Human Capital Director at Bank Maybank Indonesia, an institution that boasts an extensive workforce of 11

thousand employees strewn across the archipelago. His ascent to this role might appear seamless, yet the truth unveils a tale intertwined with mergers and corporate transformations that demand a profound grasp of change management.

As Irvandi reached his early thirties, he found himself at the helm of intricate corporate mergers. The first was managing TNT Express and TNT Logistics, a challenge he met headon. Subsequently, the fusion of Nokia's Finnish ethos with Siemens' German heritage tested his expertise in achieving seamless integration. The Motorola merger further enriched his repertoire. At Kraft Foods, he orchestrated the union between Kraft Foods and Cadbury, culminating in the rebranded identity of Mondelez Indonesia.

However, Irvandi's most recent endeavor is embarking on a transformative journey as Bank International Indonesia underwent a rebranding, evolving into Bank Maybank Indonesia within a mere three months of his tenure.

Stepping into the banking realm, Irvandi embarked on an intensive process of learning, adapting and reshaping his mindset to thrive within the regulated industry. Before his foray into the banking sector, Irvandi's role as HR Lead for South East Asia–Integrated Supply Chain at Mondelez provided him with a unique cross-cultural perspective.

Overseeing teams dispersed across five different countries, each with its distinct culture and time zone; heightened his sensitivity to the nuances of diverse backgrounds.

Reflecting upon his extraordinary journey, Irvandi acknowledges the blessings bestowed upon him by the array of industries and challenges he has embraced. His expertise has garnered recognition on both national and regional fronts within the Human Resources community.

A sought-after speaker and lecturer, Irvandi's experiences have enriched his worldview, enabling him to perceive situations from myriad angles.

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Illuminating the Path In his professional journey, Irvandi firmly embraces the belief that wholehearted dedication yields impactful outcomes. He operates with the mindset of a pilot rather than a mere passenger, a principle that has guided him throughout his career. It's this very commitment that draws companies to him, seeking his active contributions to their endeavors.

For Irvandi, the realm of HR transcends its conventional boundaries; it's not just about HR, but about the organization and its business. He recognizes the symbiotic relationship between HR and business, ensuring that his actions align with impacting the latter positively. This approach rejects event-based thinking in favor of a strategic outlook, always mindful of the practical ground realities.

Despite his strategic focus, Irvandi remains grounded by the understanding that success lies in comprehending the grassroots. As a banker, he frequently conducts branch visits, fostering motivation and engagement among his team members. He takes the responsibility of ensuring effective communication of head office messages and policies to his branch teams.

strength and agility required in a substantial organization.

The tiger's familial nature underscores the Maybank Indonesia community as an extended family, extending beyond just work and career.

Moreover, the tiger's unique stripes reflect the acknowledgment of individual distinctiveness, be it customers or employees. This resonates with Maybank Indonesia's commitment to Humanizing Financial Services, where understanding individual customer needs takes precedence over-generalization.

Innovate or Stagnate In the realm of technology, Irvandi holds a steadfast belief that its role should be to enhance processes, expedite turnaround times, minimize errors and reduce manual efforts. This conviction is underpinned by a human-centered design approach, emphasizing the importance of technology being a facilitator rather than a fleeting trend. He is wary of adopting technology merely for appearances or to keep up with modern trends.

Irvandi navigates the delicate balance between thinking inside out and outside in. While he crafts initiatives to make a market and customer impact, he remains open-minded and benchmarks against other companies. To facilitate this, he cultivates a robust network within the business ecosystem, fostering collaboration, shared learning and insightful exchange. His leadership and network-building journey included chairing the Indonesia HR Association (PMSM) from 2013 to 2016 and the Indonesia HR Banking Forum from 2019 to 2022. This role not only enhanced his leadership acumen but also empowered him to influence regulatory decisions in line with industry best practices.

From Roots to Fruits At Maybank Indonesia, the ethos of TIGER embodies its values-Teamwork, Integrity, Growth, Excellence & Efficiency and Relationship. This philosophy deeply resonates with Irvandi, driven by a genuine TIGER attitude that goes beyond behavior–it's a way of being.

Comparing the TIGER values to the traits of an actual tiger, Irvandi draws inspiration. Just as a tiger stands as a leader in the forest, Maybank Indonesia aims to lead in the market.

Resilience and speed akin to a tiger's prowess symbolize the August 2023 | 26 | www.insightssuccess.com

and working methods are realigned through the lens of Organization Development. Central to this shift is the cultivation of an organizational culture that stands as a cornerstone in any transformation journey.

At Maybank Indonesia, a novel workforce paradigm has been crafted–the 'new age' workforce, akin to bionic beings.

These individuals wield a repertoire of 'future skills,' encompassing not only technology but also data analytics, human-centered design, futuristic communication and agile thinking. The term 'bionic' encapsulates their essence; an amalgamation of brain power, data acumen, technological finesse, adaptability, vitality, and unwavering competence.

Aspire to Inspire

Irvandi's philosophy starts with addressing employee pain points as the foundation for technological implementations.

Within the HR team, he spearheads a multitude of digitalization and Robotic Process Automation (RPA) initiatives, all meticulously executed in-house to ensure tailored solutions that not only enhance impact but also elevate employee experiences. However, the growing concern of cyber security risks poses a challenge, one that he is resolute in managing to safeguard the organization's integrity.

Underpinning these technological endeavors is the necessity for a culture of readiness to optimize technology's potential and contribute meaningful value. Among the notable innovations introduced under Irvandi's leadership are the MyHR2U app, MyJourney recruitment tracking system, MyCampus Learning Experience Platform, MyNet internal social media and Mayang2U HR chatbot. Each initiative embodies his commitment to weaving technology seamlessly into the organizational fabric, enhancing efficiency and enriching the employee journey.

Planting Seeds of Change

Irvandi says, "The future goals of organizations-we are a value-driven platform, powered by a bionic workforce that humanizes financial services." It means infusing the principles of ethical banking (inclusiveness, integrity & sustainability) as a strategic differentiator to drive economic value, orchestrating digital ecosystems and integrating customer offerings across the region, providing customers & communities with hyper-personalized solutions.

Irvandi annotates, "In the long run, I will continue as a high contributor and leader for all transformation in my organization; as an advisor for organization toward highperformance culture, while at the same time preparing a young talented generation to be ready to take over and continue the journey.

Bequeathing Wisdom Irvandi's advice is to dare to take challenges and neverending innovation and go out of your comfort zone, strengthen the collaboration with the ecosystem, really understand who the targeted customer is; understand their real motives and behavior and invest in talent development.

Every successful organization has traversed a journey of gradual progress and laid down a foundation, rather than achieving success in an instant.

Within the bank, the winds of digitalization are sweeping across, promising a profound impact. The traditional branch office, once pivotal, now finds itself on the margins. Over 90% of transactions have transitioned into the digital realm, necessitating an evolution in skill sets, a re-evaluation of business processes and the alignment of policies.

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Prospects of Growth

Leadership Approaches for HR Leaders in the Digital Era

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n the ever-evolving landscape of the modern workplace, HR leaders play a pivotal role in shaping organizational success. The advent of the digital era has brought about a profound transformation in the way we work and manage people. To thrive in this new environment, HR leaders must adopt innovative leadership approaches that align with the digital age's unique challenges and opportunities. In this article, we will explore some essential leadership approaches for HR leaders in the digital era.

Embrace Technological Advancements One of the most significant shifts in the digital era is the rapid advancement of technology. HR leaders need to become technology-savvy and adapt to the latest digital tools and platforms. By embracing technological advancements, HR professionals can streamline processes, enhance employee experiences, and gather valuable data insights. Whether it's using AI for talent acquisition, implementing HR software for performance management, or utilizing data analytics for decision-making, staying updated with technology is crucial.

Lead with Data-Driven Insights Data has become the lifeblood of modern organizations. HR leaders must harness data analytics to make informed decisions. By collecting and analyzing data related to employee performance, engagement, and turnover, HR professionals can identify trends and formulate strategies to improve workplace dynamics. This data-driven approach enables HR leaders to anticipate issues, develop tailored solutions, and align HR strategies with overall business goals.

Promote a Culture of Continuous Learning In the digital era, learning is a lifelong endeavor. HR leaders must champion a culture of continuous learning within their organizations. Encouraging employees to upskill and reskill not only fosters innovation but also ensures that the workforce remains adaptable to changing technologies. Offering e-learning platforms, creating opportunities for skill development, and setting up mentorship programs are all ways to promote a culture of continuous learning.

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Prioritize Remote and Hybrid Workforce Management The COVID-19 pandemic accelerated the shift towards remote work, and it's likely that remote and hybrid work arrangements will continue to be prevalent in the digital era.

HR leaders must adapt to this new reality by developing strategies that support remote and hybrid teams. This includes addressing the challenges of employee engagement, performance evaluation, and mental wellbeing in a virtual work environment.

and inclusion, organizations can benefit from a broader range of perspectives, creativity, and a more engaged workforce.

Lead by Example Finally, HR leaders should lead by example. They should embody the values and behaviors they wish to instill in the organization. Being an authentic and ethical leader in the digital era not only builds trust but also sets the standard for employee behavior and performance.

Foster Employee Engagement and Well-being In a digital age where virtual work is common, HR leaders must prioritize employee engagement and well-being.

Engaged and healthy employees are more productive and likely to stay with the organization. HR leaders should focus on creating opportunities for social interaction among remote and in-person teams, implementing well-being programs, and monitoring employee satisfaction through regular surveys and feedback channels.

Agile Leadership and Flexibility The fast-paced nature of the digital era demands agile leadership. HR leaders should be adaptable and open to change, leading by example. They need to foster a culture of flexibility that accommodates innovation and experimentation. By embracing agile leadership, HR leaders can respond quickly to evolving business needs and facilitate a more dynamic workplace.

In conclusion, the digital era has brought about a transformation in the way organizations function and manage their workforce. HR leaders are at the forefront of this change, and they must adopt leadership approaches that are adaptable, data-driven, and focused on fostering a culture of continuous learning and employee well-being. By embracing technology, promoting agility, and collaborating with other departments, HR leaders can contribute to the success of their organizations in the digital age.

Furthermore, by prioritizing diversity, equity, and inclusion, they can create a more inclusive and innovative workplace.

In the digital era, effective HR leadership is essential for organizations to thrive and remain competitive.

Collaborate with Other Departments In the digital age, HR leaders should break down silos and collaborate with other departments, such as IT, marketing, and operations. Cross-functional collaboration allows HR to better understand the unique needs of different teams and align HR strategies with the broader organizational objectives. This approach can lead to innovative solutions and enhance the overall performance of the organization.

Enhance Diversity, Equity, and Inclusion (DEI) Initiatives The digital era has also shed light on the importance of diversity, equity, and inclusion in the workplace. HR leaders need to develop and implement DEI initiatives that promote a more inclusive work environment. By fostering diversity

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The strength of HR leaders lies in their ability to nurture talent