The Most Remarkable CHROs Making an Impact in 2024 Follow up
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Successful CEOs are those who have the ability to inspire and motivate others, to build strong teams, and to lead by example.
- Cyril Ramaphosa
People First: The New Corporate Strategy
Asthesayinggoes, "People are a company's greatest asset." Thisisquitetruein
today'sbusinessworld,wheretheroleofChiefHumanResourcesOfficer(CHRO) hasbecomemoreimportantthanever.ACHROisresponsibleformanagingthe workforceofacompanyandensuringthatitsemployeesareengagedandmotivated.
Inrecentyears,thedutiesofCHROshaveextendedfarbeyondtraditionalHRwork.They arenowverycrucialtotheshapingofcompanyculture,talentdevelopment,anddiversity andinclusioninitiatives.Thisacknowledgesthefactthathappyandengagedemployees contributesignificantlytothesuccessofacompany.
CHROsanalyzeworkforcedatatoderivetrendsandareasforimprovementinthe organization.Theycanalsocreatestrategiesthatenhancetheworkingenvironmentby understandingemployeesatisfactionandperformance.Forexample,theymightimplement flexibleworkarrangementsorimprovebenefitstoattractandretaintoptalent.
TheCHROalsohelpsalignthehumanresourcesstrategywiththatoftheorganizationasa whole.Thismeanseveryemployeeunderstandshisorherroleinhelpingthecompany achieveitsmissionandfeelsasenseofbelongingandpurpose.
Toputitbriefly,aCHROistheheartandsoulofthemoderndynamicbusinessenvironment. Throughtheiremphasisonpeopleandtheirdevelopment,CHROsdonotonlyinfluence workplaceculturebutalsocontributetothelong-termsuccessofanorganization.Itmakesa lotofdifferencethroughtheeffortsthataremadetowardsthecreationofahealthyworking environmentandresultsingreaterproductivityandloyaltyamongemployees.
ThelatesteditionofTheCIOWorld,titled "The Most Remarkable CHROs Making an Impact in 2024," featuresleaderswhohave transformedtheirorganizationsthrough innovativehumanresourcepractices.TheseCHROsarenotjustmanagingtalent;theyare redefiningwhatitmeanstoleadinthehumancapitalspace.
Haveagreatreadahead!
Two roads diverged in a wood, and I—I took the one less traveled by, And that has made all the difference.
- Robert Frost
08. C O V E R S T O R Y
Osman Unal Turning Challenges into Valuable Experiences
32. P R O F I L E S
24.
20.
Francesca Anoja Empowering Talent and Creating a Better Work Environment for the Future
Tatu Tulokas People and Performance: Cultivating Success Together
28. A R T I C L E S
Upskilling and Reskilling: Meeting the Challenges of a Changing Workforce
Building a Flexible Benefits Package to Attract Top Talent
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Business Development Manager
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Mia
Richard
Descrip on Featuring
Baber Malik Group Chief HR Officer
Caroline Hobeika Chief Human Resources Officer
Company Name
AbuIssa Holding abuissa.com
AW Rostamani Group awrostamani.com
An accomplished HR professional with extensive experience in diverse industries, fostering growth and excellence at Abu Issa Holding.
A dynamic HR leader driving employee engagement and organiza onal growth at AW Rostamani Group.
Francesca Anoja CHRO Osman Unal CHRO
Tatu Tulokas CHRO
BIP www.bip-group.com
YILDIRIM GROUP www.yildirimgroup.com
Mehiläinen www.mehilainen.fi/en
Francesca oversees HR opera ons at a prominent technology company, enhancing employee engagement and implemen ng innova ve prac ces to support organiza onal growth and development.
Osman leads human resources at a dynamic Turkish industrial group, driving strategic ini a ves and fostering a culture of excellence within a diverse global organiza on.
Tatu manages human resources at a Finnish healthcare provider, focusing on talent acquisi on and employee wellbeing to ensure high-quality care and service delivery
Turning Challenges into Valuable Experiences
Osman Unal Chief Human Resources Officer YILDIRIM Group of Companies
C O V E R S T O Y
Investing in learning helps people enrich their skills and knowledge, enhance their expertise, stay up-to-date, and advance in their careers, which in turn increases their morale, job satisfaction, sense of self-worth, so their overall performance. ,, ,, ,, ,,
Driving
Organizational Excellence Through International ExpertiseandSocialResponsibility!
Leadership, a concept as old as civilization itself, has always captivated our imagination. From ancient rulers to modern-day CEOs, we often wonder: Is leadershipsomethingwe'rebornwith,orcanitbedeveloped over time? This age-old question often sparks debates in boardrooms and academic circles alike Yet, amidst the discourse,individualslikeOsmanemergeaslivingproofthat leadership can indeed be nurtured and refined through dedication, experience, and an unrelenting commitment to growth.
Osman Unal, the Chief Human Resources Officer at YILDIRIMGroupofCompanies,epitomizestheessenceof enterprising leadership. With a career spanning 36 years acrossnationalandinternationalcorporations,hisjourneyisa testamenttothetransformativepowerofcontinuouslearning andadaptability
AgraduateofTEDAnkaraCollegeandHacettepeUniversity, top-achieving schools in Türkiye, Osman's professional trajectory began with Koç Holding before venturing into a myriad of roles in companies like Inchcape PLC, Burmah Castrol,Vodafone,SoyakHolding,EkolLogistics,andDHL. His international exposure, encompassing six countries, enrichedhisexpertiseinHumanResources,L&D,andTotal QualityManagement.
His passion for organizational development, talent management, and employer branding is evident in his relentless pursuit of excellence His certifications from esteemed institutions like CIPD London and Adler Prof. Coaching School underscore his commitment to honing his skillsanddrivingpositivechange.
Beyond his corporate endeavors, Osman's dedication to societal welfare shines through his active involvement in NGOs like KALDER, TKYD, and the YANINDAYIZ Association. His role as a representative for Türkiye in the European Commission's "Equality Pays Off" initiative reflectshisadvocacyforsocialjusticeandinclusivity.
Osman's journey encapsulates the essence of leadership as a journey of continuous growth and contribution.As he aptly putsit,"Whatmotivatedmetoembarkonthissectorwasthe constant challenge, turning each day into a valuable experience " Indeed, his story serves as a beacon of inspiration for aspiring leaders, emphasizing the importance of resilience, adaptability, and a relentless pursuit of excellence in the pursuit of one's professional and personal aspirations.
I
think the best reward of being a CHRO is making the employees smile who need to make the customers smile. The work done by Human Resources is related to the organization and employees, whose added value is seen later.
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Letusexplorehisjourney: ALegacyofEntrepreneurshipandGrowth
The foundations of YILDIRIM Group date back to 1963, when the late Garip YILDIRIM established a modest construction materials trading company called Garip YILDIRIMandSonsinSamsun,Türkiye.Sinceitsinception, the Group has continuously expanded its focus through the establishmentofnewsubsidiaries.Throughentrepreneurship and ongoing innovation, it has transformed into an industrially diversified group of companies and emerged as one of the fastest-growing Turkish industrial groups since 2005.
YILDIRIMGroupremainsafamily-ownedbusiness,wholly owned by the YILDIRIM family Following the passing of founder Garip YILDIRIM and his brother Mehmet YILDIRIMin2017,brothersAliRızaYILDIRIMandRobert Yuksel YILDIRIM have taken the helm of the company's operations since 2018. The company's business structure fosters passionate motivation for sustainable growth and enablesquickandsounddecision-making.
In1993,YILDIRIMGroupventuredintointernationaltrade bydirectlyimportingcoalfromRussia.Fifteenyearslater,in 2008,thecompanyachieveditsfirstinternationalacquisition inSweden.Sincethen,YILDIRIMGrouphasevolvedintoa globalforceheadquarteredinIstanbulandAmsterdam,with
C O V E R S T O Y
operationsspanning56countriesacrossfivecontinents. The Groupemploysmorethan25,000peopleworldwide.
TheGratifyingRole
According to Osman, serving as a Chief Human Resources Officerbringshimimmensesatisfaction,particularlywhenhe observesthejoyandcontentmentamongemployeeswhoplay a crucial role in guaranteeing customer satisfaction. He regards the functions undertaken by the Human Resources department as indispensable for the well-being of both the organizationanditsworkforce,emphasizingthatthepositive outcomes of their efforts gradually manifest over time. Furthermore, he finds great fulfillmentin contributingto the harmonious relationship between the company and its employees, believing it to be pivotal for sustainable success andgrowth.
FosteringaPositiveWorkplaceCulture
Recognizing that a positive work culture directly affects employee morale, productivity, and retention, Osman highlightstheimportanceofdoingso.Thefollowingaresome generally applicable methods for establishing and maintaining a happy workplace, with particular procedures modified to accommodate regional customs, regulatory requirements,andbusinessstandards:
Open Communication: Encourage transparent and open communication across all organizational levels, fostering an environmentwhereeveryonefeelsheardandvaluedthrough regularfeedback,open-doorpolicies,andinclusivemeetings.
Recognition and Appreciation: Regularly acknowledge and reward employees' hard work and achievements, whether throughformalrecognitionprograms,informalshout-outs,or simplethank-younotes.
ProfessionalDevelopment:Investinemployees'growthand development through training programs, workshops, mentorship, and advancement opportunities, demonstrating the organization's commitment to its workforce and encouragingloyaltyandengagement.
Work-Life Balance: Promote policies supporting a healthy balance between work and personal life, such as flexible working hours, remote work options, and generous leave policiestoenhanceemployeewell-beingandsatisfaction.
Inclusive Culture: Foster an inclusive culture that values diversityandoffersequalopportunitiesforallemployees, including fair hiring practices, support for diversity and inclusion initiatives, and a workplace free from discriminationandharassment.
Team Building and Social Events: Organize regular teambuilding activities and social events to strengthen relationships among employees, break down barriers, improve communication, and build a sense of community withintheorganization.
Employee Well-being: Prioritize employee well-being by offeringresourcesandsupportformentalandphysicalhealth, such as wellness programs, counseling services, and healthrelatedbenefits.
Effective Leadership: Leaders play a pivotal role in shaping workplace culture, leading by example through empathy, integrity,andacommitmenttotheorganization'svaluesand mission.
Feedback Mechanisms: Implement mechanisms for employees to provide feedback about workplace culture, policies, and practices, leveraging this input to drive continuousimprovements.
Safety and Security: Ensure a safe and secure work environmentwhereemployeesfeelprotectedandmotivated, addressing both physical safety and data protection and privacyconcerns.
ContinuousLearningonTeamPerformance
In his experience, Osman stresses the prominent role of continuous learning and development in nurturing a highperforming and motivated team. He asserts that in today's versatileworld,thekeytostayingrelevantistoembarkona never-ending learning journey By investing in learning, individuals can enrich their skills, broaden their knowledge base,andstayabreastofthelatestdevelopmentsintheirfield. This not only enhances their expertise but also propels their career advancement, leading to heightened morale, job satisfaction, and a greater sense of self-worth among team members. Moreover, providing opportunities for employee development has been correlated with higher retention rates withinorganizations.
From an organizational standpoint, fostering a culture of ongoing development is imperative for driving business innovation, fostering growth, boosting productivity, and maintaining competitiveness in the market. Motivated and engagedemployees,whoarecontinuallyexpandingtheirskill sets and knowledge, are more likely to perform at their best and collaborate effectively within their teams As such, Osman underscores the profound impact of continuous learningonteamperformanceandorganizationalsuccess.
SuccessfullyNavigatingaChallengingHRIssue
Osman,reflectingonhisexperience,emphasizesthathuman resourcesexecutivesconstantlynavigatethedelicatebalance betweenemployeewelfareandorganizationalneeds.
What motivated me to embark on this sector was the constant challenge, turning each day into a valuable experience. ,, ,, ,, ,,
Thisdelicatebalanceoftenleadstoencounteringchallenging situationsthatrequirecarefulmanagement.Oneparticularly demanding task he faced was overseeing the termination of 215 employees simultaneously This decision was made in alignment with a global directive to restructure the sales organizationregionally
Therewereseveralpsychologicalandpracticaldifficultiesin addressing this circumstance. Given that the employees' performance was not the reason for their termination, he found it exceedingly challenging to break the news to them without negatively impacting their spirits. The HR team looked into different solutions, such as moving some staff members to other divisions like logistics, to address this. In ordertohelpindividualsimpactedbythereorganizationand ensuretheycouldreentertheworkforcewithfreshdrive,they alsointroducedoutplacementservices.
Osman underlines that although overseeing a large-scale termination procedure was clearly difficult, the adoption of supporting measures lessened the effects on workers and madethetransitioneasierforthecompanyanditspersonnel.
AligningEmployeeNeedswithOrganizationalGoals
When it comes to the process of making decisions, Osman takesathoughtfulstancethatiscomparabletofacingagiant mirror The search for objectivity is at the heart of his approach. In the same way that someone looks in the mirror, examiningclothes and grooming for changes, he concentrates on weighing several viewpoints prior to makingachoice.Analyzingbehavioralindicators
C O V E R S T O Y
likepostureandattitudeispartofthisintrospectiveprocess; it'ssimilartotrackingchangesinone'sreflection.
AsaChiefHumanResourcesOfficer(CHRO),heemphasizes the importance of fairness to both the company and its employees. Recognizing the ramifications of erroneous decisions in human-related matters, he then underscores the need for clear-eyed evaluation and flexible thinking. His decisions are grounded in a nuanced understanding of managing expectations over the long term, weighing considerations such as costs, time constraints, diversity, and sustainability issues.Throughthis holistic approach, Osman navigates the delicate balance between meeting employee needsandadvancingthestrategicgoalsoftheorganization.
FutureTrendsinHRManagement
Osman highlights the shaping of the future of work, emphasizing employee well-being and inclusivity as key emergingtrendsinHRmanagement.Heobservesagrowing focus on comprehensive benefits packages and learning and development opportunities in workplaces. This strategic shiftaimstoattract,retain,andsupportadiverseworkforce by catering to the evolving needs and expectations of employeesintoday'sdynamicenvironment.
Furthermore,heunderscorestheimportanceoftrustand opencommunicationinHRpractices.Hehighlightsthe needfortransparentcommunicationandthesharingof strategic visions across organizations to foster trust between employees and leaders.With a generational shift to younger managers, particularly from Generation Z, he further notes that different expectations for leadership emerge, placing emphasis on openness and involvement in decision-makingprocesses.
PrioritizingDiversity,Equity,andInclusion
Osman underlines the significance of giving diversity, equality, and inclusion (DEI) programstopprioritythroughathoroughand efficient approach in his capacity as an HR executive.
Leadership Commitment: He highlights the necessity of active support from top management, as securing commitment from leadership is crucial for the successofDEIinitiatives.
Assessing Current State:
He advocates for conducting assessments of the current state of diversity and inclusion within the
organization, providing valuable insights into areas that requireimprovement.
Setting Clear Goals: Osman emphasizes the importance of managing to set clear goals and objectives, which serve as guidingprinciplesforDEIefforts.
Fostering an Inclusive Culture: One of his key priorities is working to foster an inclusive culture where all employees feelvalued,respected,andincluded.
Education and Training: He believes in providing ongoing education and training for all employees to raise awareness about diversity and inclusion issues, fostering a more inclusiveworkplaceenvironment.
Transparency and Communication: Osman stresses the significance of keeping all stakeholders informed about the organization's DEI goals and progression, ensuring transparencyandaccountability
Byprioritizingtheseareas,hecaneffectivelydriveinitiatives thatnotonlyimproveworkplaceculturebutalsocontributeto theorganization'sinnovationandsuccess.
EssentialStrategiesforHRProfessionals
Osman illustrates the multifaceted and critical role of HR professionals in organizational success and health by the followingparameters:
Invest in Professional Development: The field of HR is constantly evolving, and continuous learning is essential to stay updated with the latest trends, strategies, and technologiesinHRmanagement.
Enhance Communication Skills: Strong communication skills are paramount for HR professionals Effective communication involves not only conveying information clearlyandconciselybutalsoactivelylisteningtoemployees atalllevels.
Embrace Technology: Utilize technology for various HR functions such as data management, recruitment, training, andperformancemanagement.
Foster a Positive Work Culture: Work towards creating an inclusive, engaging, and respectful work environment that promotesemployeesatisfactionandproductivity
DevelopConflictResolutionSkills:HRprofessionalsshould possessstrongconflictresolutionskillstoaddressandresolve conflictseffectivelyintheworkplace.
Maintain Ethical Standards and Confidentiality: Uphold ethical standards and maintain confidentiality when dealing
with sensitive employee information and organizational matters.
Focus on Strategic Planning: Align HR strategies with the organization's goals and objectives. This involves planning for future workforce needs and contributing to the overall strategicdirectionoftheorganization.
Prioritize Employee Well-being: Implement programs and policies that support employees' mental and physical health, promotingaholisticapproachtowell-beingintheworkplace.
Build a Professional Network: Establish connections with other HR professionals through associations, online forums, andprofessionalgroupstoexchangeideas,bestpractices,and industryinsights.
Practice Empathy: Cultivate empathy in interactions with employees, understanding their perspectives, needs, and concernstofosterasupportiveandcompassionateworkplace culture.
RavingRewards
CHROSummit/RanksamongTürkiye's"MostInfluential50 CHROs"for2023.
CHROSummit/RanksamongTürkiye's"MostInfluential50 CHROs"for2022.
CHROSummit/RanksamongTürkiye's"MostInfluential50 CHROs"for2016.
Turkish Society for Quality (KalDer) Excellence Ambassador,2015
WinnerofETIKA2012,Turkey'sETHICSAwards
Integrity is doing the right thing, even when no one is watching.
C . S . L E W I S
Upskilling and Reskilling: Meeting the Challenges of a Changing Workforce
Upskillingandreskillingareimportantintoday's
shiftingjobsmarketforemployeesaswellas organizations.Technologychangesdaybyday,and sodoindustries.Therefore,thereisapressingneedforan extremelyskilledworkforce.
Here, the article discusses the relevance of these two strategies in the event of changing workforce.
WhatareUpskillingandReskilling?
Up-skillinggenerallyinvolvesequippingemployeeswith newskillsorenhancingexistingonessothattheycanwork moreeffectivelywithintheircurrentroles.Takethe exampleofacustomersupportemployee,whichmaylearn advanceddataanalyticstobetterunderstandbehavioral patternsofcustomers.
Ontheotherhand,reskillingrepresentstheactionof trainingemployeestoassumeanewjobrolewithinthe organization.
Thiswouldbementoringamarketingexpertthroughtobe abletotransitionseamlesslyintoadataanalystrole.Each oftheseiscriticalbecausetheybothspanexistingskillgaps thatmostorganizationsstrugglewithduringthistime.
Whatreallydrivestheneedforsuchpoliciesisinformedby theevidenceofprojectionsfromtheWorldEconomic
Forum,whichforecastedby2025,some85millionjobs couldchangebecauseofchangesinlabordynamicsinduced bytechnology. Ontheotherhand,thereportalsosuggests around97millionnewjobswouldbecreated,therefore indicatingacrucialshiftinthenatureofjobrequirements.
Furthermore,itisalsoexpectedthatupto40%ofcore skillsrequiredtocarryoutdifferentjobswouldshiftin theseyears.Thiswillmeanthatmillionsofemployees wouldbeill-preparedforfutureworkunlessvarious proactiveinterventions,includingupskillingandreskilling, aremadeavailable.
HowTechnologyIsShapingWorkforceSkills
Thisdigitalrevolutionisacceleratingtherateatwhichnew skillsarerequired.AI,bigdata,andautomationare transformingjobfunctionsacrosssectors,withsectorslike manufacturingthatsignificantlyrelatestojobfunctions.
AccordingtoMcKinsey&Company,"thejobmarketisnot beingfastenoughinkeepingpacewithallthesestructural changesandisexperiencingshortagesofprofessionals equippedwithspecializedtechnologicalskills.".Inthisnew landscape,itiscriticalforcompaniestoinvestintraining programsthathonetheircurrentskillsandequipemployees toundertakecompletelynewroles.
Statisticsarenowrevealingthatinacoupleofyears,there isalmostone-quarterofthejobsthatwillbeaffecteddueto technologicaladvancement.Thiswillthereforemeanthat somejobsdisappearwhileothernewjobsappearwithno previousexistingskillsatall.Thus,companiesmust appreciatethenecessityofinvestingintheirworkforce throughprogramsofupskillingandreskilling.
BenefitsofUpskillingandReskilling
Upskilling and reskilling have many benefits to the organizations; some include:
• BetterEmployeeRetention:Organizationsinterested inthelevelsofemployees'developmentretainhigher numbersofworkers.AsmentionedbyLinkedIn Learning,94%oftheworkerssaidtheywouldstay longerinacompanythatgenuinelyhelpsdevelop theircareers.
• Organizationalcompetitiveness:Equippingemployees withthelatestskillshelpsmaintainorganizational competitivenessinitsindustryniche.Thiscanhelpan organizationadaptandinnovatemorereadily
• CostEffectiveness:Gallupestimatedthatitcostsupto twotimesanemployee'sannualsalarytoreplacethat
individual.Reskillingandupskillingtheexisting workforceareeasierandcheaperthanrecruiting.
• LearningCultureDevelopment:Organizationsthat fosterconstantlearningcreateanenvironmentin whichsuchemployeesfeelimportantandmotivatedto growprofessionally.
• ClosingtheSkillsGap:Knowingthespecificskill gapsfortheirteams,organizationswouldbebetter placedtodesigntheirtrainingprogramsaccordingly
EffectiveImplementation
Foreffectiveimplementationofupskillingandreskilling, organizationsshouldtakeaseriesofstrategicactions including:
• CurrentSkillEvaluation:Properevaluationofexisting employeeskillswillenablethecompanytoidentify gapsandutilizetheircurrentworkforcetoimprove throughfurthertraining.
• OrganizationbyBusinessObjectivesTraining: Programsmustcoincidewiththeneedsofindividual developmentaswellasorganizationalobjectives.
• UseTechnology:Applyingtechnologyintrainingcan makelearningeasierandmoreenjoyableforthe employees.
• FacilitatingConstantLearning:Opportunitiesfor continuouslearningfacilitateacultureofvalued, encouragedlearning
• RecordOutcomes:Standardsonoutcomeswould bringaboutroutinecheck-insovertheeffectivenessof one'straininginordertoachievewhat'sdesiredand thenmodifywherepossible
Conclusion
Upskillingandreskillingoftheworkforcehavebecome significantstrategiesindealingwiththeever-changing dynamicsoftheworkplace.Overtheyears,industrieshave beenevolvingduetocontinuousadvancementsin technologyandchangesinmarketdemand.Alltheseare designedtobetterprepareemployeesforfutureissueswhile atthesametimemakinganorganizationmoreresilientand competitive.Suchcompanieswouldbeabletocreateavery stronglaborpoolthatcouldunderstandtheintricaciesofthe jobmarkettomorrow.Itisindeedtimetomove;embracing thestrategieswillhelphimorherperformwellinthis rapidlychangingbusinessenvironment. CIO
ncesca noja FrA
Empowering Talent and Creating a Better Work Environment for the Future
Inaworldwherefirmsoften struggletoattractandretainthe propertalent,whereambition meetsopportunity,FrancescaAnojais ashininginspiration.Withapassion fordrivingchangeandpromoting excellence,sheexemplifiesthespiritof innovationintheProfessionalServices industry
Herdedicationtocreatingan environmentinwhichpeoplecan thrivebenefitsnotonlyherfirmbut alsothelivesofthosearoundher. Francesca'sleadershipstyleismarked byarelentlessquestforprogress, challengingherteamtopushlimitsand reachtheirgreatestpotential.
FrancescaistheChiefHuman ResourcesOfficeratBIPGroup,a companyshefoundedin2023withsix otherseniorCEOs.Withaneyetoward acceleratedgrowth,shehascreateda culturethatvaluesbothindividualand groupaccomplishment.
Herapproachtohumanresources focusesonrespectandteamwork, ensuringthateachemployee'sunique skillsareacknowledgedandexploited. Francescapromotesanentrepreneurial attitudethroughoutherteam,whichnot onlydrivesfinancialoutcomesbutalso createsanenvironmentdedicatedto creativityandinnovation.
Below are the interview highlights:
Pleasebriefusaboutyourselfand whatinspiredyoutoembarkonthis sector.
Ichosethecompanyinsidethis industry,notthesectoritself. Professionalservicesisasectorthat attractspeoplewhoarenaturally ambitious,changeagents,challengers, andcontinuouslyseekimprovement.It appealstothosewhothrivein intellectuallydemanding environments.Althoughthesequalities canalsobefoundinotherstimulating sectors,Ichoseourcompanybecause westriveforexcellence.
Ourcompanyprovidesincredible opportunitiesforcareergrowthand development.Wehaveauniquekey
I do not nd any situation particularly challenging. We believe in daring and see probing moments as blessings that help us become better professionals. ‘ ‘ ‘ ‘
FrancescaAnoja ChiefHumanResourcesOfficer BIPGroup
Relationships are the pillar of our success and delivery and thus should be one of our priorities.
‘ ‘ ‘ ‘
successfactor:allowingeachemployee tobeentrepreneurialandcreatingan environmentwherecompetencies, expandingknowledge,andperforming atthetoplevelareamust.
Couldyougiveourreadersan insightintoyourcompany's inceptionstory?
BIPGroupwasfoundedin2023by7 seniorleaders.SinceDay1,our foundershavesetavisionforour acceleratedgrowth,bringingtogethera teamofpartnersfromvarious industriesanddisciplines.The companyhasgrownyearoveryearfor thelast21years,maintainingbothits growthspeedanditsfocuson providingthemostcutting-edge servicesinthemarket.
Weoperateinteamsofconsultants supportedbyverticalpractices,which allowustonurtureanenvironment whereeachdisciplinecanthrive.Our clearfocusisoncreatinglong-lasting valueforourclients,ourcompanyand employees,andoursociety.
Canyoudescribeyourleadership styleandhowitimpactsyour approachtomanagingtheHR department?
Iamamarathoner,andthisgetsinto everyaspectofmylife:beinglaserfocused,driven,andhavingclear
objectives,strivingtobethebestwe canbeasindividuals,isonlythe foundationforbuildinganincredible team.
Perseverant,disciplined,loyal,ethical, constantlycurious,andwillingto overcomemylimits,thismixallows metoprovideopportunitiestoallour HRtalentswhilesettingclear boundaries:personalsuccessshouldbe anenablerforteamsuccess.
HowdoyouensurethatyourHR strategiesalignwiththeoverall businessgoalsandobjectivesofthe organization?
Istartwithrespect.Asprofessionals, webelieveandrespectthatour businessleadersaretheengineofthe company,possessingverydistinctive capabilities.Wealsobelieveinand respecttheHRcompetenciesand specificskillsneededtodeploythe businessstrategy
Itisarespectful,long-term,two-way relationshipinwhichHRstrategies enablethebusinessstrategy.Ina nutshell,live,breathe,andeatbusiness everydaywhilecontinuously monitoringandformingmarkettrends, beingchangeagents,andembarkingon acontinuousjourneyofimprovement.
Whatmethodsdoyouuseto cultivateapositiveandinclusive workplaceculture,andhowdoyou measurethesuccessofthese initiatives?
Wehaveaclearanswertothis question:Westartbynotlabeling anyone.Wecreateanenvironment whereeveryindividual’suniquenessis notonlywelcomedbutalsoleveraged forthebenefitoftheperson(right career),thecompany(rightdelivery), andourclients(rightresults).
Wefosteranenvironmentwhereeach ofusisintherightplaceto authenticallyexpressourcompetencies andachievesuccess.
Howdoyouapproachtalent acquisitionandretention,andwhat stepshaveyoutakentoensurethat yourorganizationremains competitiveinthemarketfortop talent?
Thekeytoourtalentacquisitionand retentionisourabilitytoattract talentedindividualsfromalternative sources,daringtogobeyond traditionalmethods.Wetrain consultantsandcollaboratewith universitiestocreateadhoccourses andmaster’sprograms.
Weattractprofessionalswhoprioritize theirdevelopment,ensuringwe provideopportunitiesthatignitetheir passionandallowthemtoenjoytheir work.Join,enjoy,andjump.
Howdoyouhandleemployee relationsissues,andwhatstepsdo youtaketoensurethatconflictsare resolvedfairlyandeffectively?
Weworkeverydaytofosterpositive employeerelations.Ouraimisnotto manageissuesbuttopreventthemby creatinganincredibleenvironmentthat
isbothchallenginganddemanding,yet highlyrewarding.Beingpresentto listenandanticipateisthekey ingredient.
Canyoushareanexampleofa particularlychallengingHRissue you'vefacedinyourcurrentroleand howyouwentaboutaddressingit?
Idonotfindanysituationparticularly challenging.Webelieveindaringand seeprobingmomentsasblessingsthat helpusbecomebetterprofessionals. Ourapproachinvolvesdataanalysis, settingcleargoals,maintaining incredibleethicalbehavior,andnever fearinggreatinnovationandchange.I haveneverstoppedlearningand continuouslyself-assessing.
Howdoyoubuildandmaintain relationshipswithkeystakeholders, suchasexecutives,managers,and employees,toensurethesuccessof HRinitiatives?
Relationshipsarethepillarofour successanddeliveryandthusshould beoneofourpriorities.Through relationships,wegainclearinput, soundingboards,warningsignals,and understanding.One-on-oneandgroup meetingsarescheduledeveryweek, andImakesureInurturethose relationshipswithperseverance.
Whatadvicewouldyougiveto someonelookingtopursueacareer inHR,particularlyinaleadership rolelikeCHRO?
Donotlosefocus:peopleareourcore; theywillalwaysbe.Butwemust supportthedeliveryofthebusiness
strategy Aimtocreateanenvironment wherebusinessresultsareapriority, facilitatedbyanauthentic,inclusive, anddevelopmentalatmosphere.People andbusinessresultsarenotin opposition;theymutuallyempower eachother.Ourjobistocombinethe two.
Building a Flexible Benefits Package to Attract Top Talent
Thejobmarkettodayisoneofhighchallenge
fororganizations,bothinattractingthebest andretainingthecrèmedelacrème.Awellstructuredbenefitspackagecanworkinthisdirection. Designinganattractiveworkplace,flexiblebenefits packageshavenowbecomeanessentialcomponent whereinemployeesareallowedtochoosetheoptions whichsuitstheirpersonalandprofessionalneeds.
This article talks about flexible benefits and how to make them fit the needs of today’s employees.
TheNewReality:Flexibility
Likeemployeebenefits,theone-size-fits-allapproach isfastbeingoverthrownbynewwavechangesin modernworkplaces.Accordingtoarecentstudyby theHarvardBusinessReview,88%ofemployees wouldtakealower-paidjobifthiscouldprovide betterhealthbenefits.Thisfigureincreasesthe importanceofholisticbenefitsincareerchoicefor manyemployees.Employeesnowlookforpackages thatbestreflecttheirlifestylesandvaluesandhence aredemandinggreaterflexibilityinbenefits.
Itmentionsflexiblebenefitslikehealthinsurance, retirementplans,andwellnessprogramsaswellas professionaldevelopmentopportunities.Thislevelof choicedoesmakeadifferenceinjobsatisfactionand loyaltyforemployees.AspertheSocietyforHuman ResourceManagementsurvey,92%oftheemployees believethatbenefitsarekeyelementsindetermining employeejobsatisfaction.
KeyComponentsofaFlexibleBenefitsPackage
Anidealflexiblebenefitspackagewilladdressallof thesekeycomponentswhilemeetingtheneedsof diverseemployees:
• HealthandWellbeingprograms:Theyencompass suchpackagesasgymmembership,mentalwellness resources,andchallengesinwellness.Studieshave shownthatfirmsthatinvestinemployeewellbeingsee areturnoninvestmentasthreedollarsoneverydollar spentonhealthinitiatives.
• Work-LifeBalanceInitiatives:Asremotework, flexiblehours,andextrapaidtimeoffbecomethenew cool,employeesincreasinglywantmoreflexible workingarrangements,whichmaybethemostcritical elementinattractingtalent–93%say
• OpportunitiesforProfessionalDevelopment: Employeesappreciateorganizationsinterestedintheir personalgrowth.Trainingprogramsortuition reimbursementpairedwithmentorshipprogramscan increasetheattractivenessofajobbeyondmeasure.
• DiversityandInclusionBenefits.Asworkplaces diversify,itisexpectedthatdiversity-inclusive benefitsbeofferedthatwouldmeetthediffering demographicgroups’needs,whichcanbeintheform offamilyleavepoliciesreflectingvarioustypesof familystructuresorsupportforcommonmentalhealth problemsexistingamongstcertaingroups.
• DistinctAdvantages:Inafewcases,anorganization willenjoyacompetitiveadvantagewithdistinct benefitssuchastravelstipendsorpetinsurance.In otherwords,someorganizationsofferanannual allowancetoitsemployeestotravelandseek refreshmentelsewhere.
RoleofEmployeeFeedback
Aneffectivedesignofflexiblebenefitspackagerequiresthe organizationstoactivelyseekemployeeinputs.Thus, holdingregularsurveysandfeedbacksessions,itisbetter forcompaniestounderstandtheirevolvingworkforceneeds andpreferences.Areportsuggeststhat59%ofemployees withaccesstotenormorehealthandwellbeingbenefitsare lesslikelytoleavetheiremployer,whichshowshowchoice impactsretention.
Involvingemployeesintheprocessofdecidingtheir benefitscanbeoneofthewaysorganizationscreatean inclusiveculturewithrespectforindividualpreferences. Thisnotonlyincreasesemployeesatisfactionbutalso enhancestheloyaltyoftheemployeetotheorganization.
TheBusinessCaseforFlexibleBenefits
Investinginaflexiblebenefitspackagedoesnotcostbutis insteadastrategicinvestmentthatcanleadtoappropriate returns.Businesseswhosebenefitsofferingsarereally strongusuallyhavehigherlevelsofemployeeengagement, whichisdirectlyrelatedtoproductivityandbusiness performance.Happyworkers,accordingtoresearch,work moreproductivelyandbringaboutbetterbusiness outcomes.
Inaddition,firmswhichpaymuchattentiontothewelfare oftheemployeeswithfullpackagesofbenefitsusually attractgood-qualityapplicantsseekingmorethanjustpay Andthisisincreasinglyimportantinacompetitivejob marketthatsuffersfromscarcityinmostskillsand, particularly,indigitalindustries.Agoodbenefitspackage thuslikelysealsthedeal.
ContinuousImprovementandAdaptation
Theemployeeexpectationlandscapeisconstantlychanging withsocietalshiftandeconomics.Becauseofthis, organizationshavetokeeptakingacloserlookattheir benefitspackagesonaprettyregularbasis.Payingattention toindustrytrendsaswellasinternalemployeefeedback alsohelpskeeptheofferingsrelevantandappealingto employees.
Forexample,duringtheCOVID-19era,mostcompanies revisedtheirpoliciestoallowwork-from-home arrangementsandmentalhealthresourcestodealwiththe nodoubtunprecedentedworkplaceexperienceforits employees.Thosefirmswhichtookthisflexibleapproach alsosavedsomeofthetalentwhilestrengtheningties betweentheorganizationanditsworkers.
Conclusion
Torecap,theimplementationofflexiblebenefitsisoneof themostcriticalaspectsofretainingpeopleinthis flourishingjobmarket.Suchelementshavetobevery diverseandallowchoicesfromhealthprograms,which mayincludeuniqueperks,thusmakingtheworkplacequite supportiveofemployees’needs,encouragingloyaltyand satisfactioninjobs.Flexiblebusinesscultures,generally, willthrive;peoplewillbeattractedtoemployerswhooffer flexiblebenefitplans,andthedrivingforcewillultimately determinewhethersuchorganizationsattracthighperformingindividualsornot. CIO
Tatu Tulokas
People and Performance: Cultivating Success Together
Encouraging Organizational Success through Human Resources!
Leadershipisaboutmakingapositiveimpactand continuouslystrivingforexcellence,regardlessof thefunctionyouworkin,"assertsTatuTulokas, theChiefHumanResourcesOfficer(CHRO)at Mehiläinen Thisguidingphilosophyhasenabledhimto drivetransformativechangeandfosterathriving organizationalculturewithintherenownedFinnish healthcarecompany.
AsCHRO,Tulokasoperatesatthevanguard,meticulously trackingmarkettrends,researchingemergingtechnologies, andintegratinginnovativetacticsfromothersectorsinto Mehiläinen'sHRpractices.Hisforward-thinkingapproach generatescontinuousprogressandevolution.However, Tulokas'impactextendsfarbeyondimplementingcuttingedgestrategies.
Hehasestablishedafoundationofopencommunication, frictionlessinformationexchange,andanenvironment primedforcollaborationandcamaraderieacross Mehiläinen.Buildingandnurturingrelationshipswithkey stakeholderslikeexecutives,managers,andemployeesis paramounttothesuccessofhisHRinitiatives.By cultivatingtrust,consistentlydemonstratingvalue,and deeplyunderstandingtheirneeds,Tulokascollaborates effectivelytodrivepositiveoutcomesbenefitingtheentire organization.
Underhisstewardship,Mehiläinenhassolidifiedits positionasamarketleaderandindustrypioneeroverits morethanacentury-longhistory,withparticularly
remarkablegrowthinthepastdecade.Thisrisehasbeen fueledbyTulokas'deftfusionofthecompany'srichFinnish heritagewithinnovative,human-centricpoliciesand practices.
Asaninspirationalfigure,Tulokasencouragesothersto pursueHRleadershiproles,advisingthemtodevelop holistically,seizegrowthopportunities,andprioritizethe journeyovertheultimatedestination.Adoptingthese principles,hebelieves,cultivatesanorganizationalculture characterizedbycoherence,synergy,andashared commitmenttoattainingcommongoals.
Throughhisprincipledleadership,strategicvision,and people-firstapproach,TatuTulokasispropelling Mehiläinen'scontinuedascensionwhileshapinga progressiveemployeeexperienceparadigmthatelevatesthe healthcaresector
Here are some interview highlights:
Pleasebriefusaboutyourselfandwhatinspiredyouto embarkonthissector.
Socialimpactofthehealthcaresector,meaningfulwork, andtheopportunitytolearnfromthepeopleatan organizationlikeMehiläinen
Couldyougiveourreadersaninsightintoyour company'sinceptionstory?
Mehiläinen’sstoryispartofFinland’sstory Attheturnof the20thcentury,Finnishsociety,science,andartstartedto becomemoreFinnish.However,thereisnoFinnish-
“ “
Success is determined every day by both current and future employees making that decision.
ChiefHuman ResourcesOfficer(CHRO) Mehiläinen
TatuTulokas
,, ,, Success is not the key to happiness. Happiness is the key to success. Ifyou love whatyou are doingy , ou wi be successful.
- Epictetus
www thecioworld.com