HR Visionaries The Most Influential HR Leaders of 2024

Dr. Kidde Kelly, Founder and CEO of The Catalyst for Discovery Group, LLC

Welcome to the latest edition of The Tycoon Magazine, where we are thrilled to present our special feature, "HR Visionaries: The Most Influential HR Leaders of 2024." This exclusive issue spotlights the pioneers and trailblazers who are redefining human resources in today's dynamic business landscape. At the forefront of this transformation is Kidde Kelly, founder of The Catalyst for Discovery Group, gracing our cover with her visionary leadership and profound impact on the HR industry. Kidde Kelly embodies the spirit of innovation and resilience that is crucial for navigating the complexities of modern workforce management. Her journey from a passionate advocate for employee development to a renowned leader who has revolutionized HR practices is nothing

short of inspiring. Under her guidance, The Catalyst for Discovery Group has become a beacon of excellence, championing diversity, fostering inclusive workplaces, and leveraging cutting-edge technologies to enhance employee engagement and productivity.

In this issue, we delve deep into the strategies and philosophies that define Kidde Kelly's approach to HR. Through an exclusive interview, she shares her insights on the evolving role of HR in shaping organizational culture, the importance of continuous learning, and her vision for the future of work. Her story is a testament to the power of visionary leadership and the profound impact it can have on both people and businesses.

But Kidde Kelly is not alone in this issue. We also celebrate other HR leaders who are making significant strides in the industry. From pioneering new talent acquisition methods to creating innovative employee wellness programs, these leaders are setting new benchmarks in HR excellence. Their stories are a source of inspiration and a blueprint for those looking to make a difference in their organizations.

As we navigate through an era of unprecedented change, the role of HR has never been more critical. The leaders featured in this issue are not just managing change—they are driving it. They are the visionaries who understand that at the heart of every successful organization is a motivated, engaged, and valued workforce.

We hope this edition serves as a valuable resource and inspiration for all our readers. Whether you are an HR professional, a business leader, or simply someone passionate about the future of work, "HR Visionaries: The Most Influential HR Leaders of 2024" offers a wealth of knowledge and insights.

Thank you for being a part of our community. We look forward to your feedback and hope you find this issue as enlightening and motivating as we do.

Kevin Williams Editor-in-Chief

The Tycoon Magazine

Davide Sartini

Shaping Organizational Excellence with a Human-Centric Approach

Kingley Lim Championing Diversity And Inclusion In The Beauty Tech Industry

Pioneering Leadership In Human Resources And Driving Organizational Change

Dr. Kidde Kelly

Pioneering Leadership In Human Resources And Driving Organizational Change

Visionary. I have always been a creative thinker, futurist and dreamer, focused on “better” –better people, better workplaces, and making our world better. “ “

Inaworldwhereorganizationsare constantlyevolving,HRvisionaries serveasbeaconsofinspiration,guiding companiesthroughchallengesand opportunitiesalike.Theirinnovative strategies,inclusivepractices,and commitmenttoemployeewell-beingnot onlydriveorganizationalsuccessbutalso setnewstandardsforexcellenceinthefield ofhumanresources.

Dr.KiddeKelly,FounderandCEOof TheCatalystforDiscoveryGroup,LLC hasemergedasoneofthemostinfluential HRleaderstoday.Herfocusonleadership development,transformation,andfostering inclusiveworkplaceshasearnedher widespreadrecognitionandrespectwithin theindustry.

Dr.KellydecidedtodiveintoHRand organizationaldevelopmentbecauseshehas apassionforhelpingpeople.Inherjourney, theinfluentialHRleaderhaswitnessedtoo manyinstanceswhereleadersand organizationsunintentionallyimpede individuals'growth,hinderingtheircareer paths.Thisfueledherdeterminationtoguide individualsinuncoveringtheirpassionsand achievingtheirutmostpotential.

Hence,herfocusisonaiding companiesinenhancingworkplace practices,addressingbarriers,and systemicchallengesthatobstruct progressandaffectoverallwell-being, profitability,andemployee contentment.Furthermore,itprovides Dr.Kellywiththeopportunitytoassist fellowHRprofessionalsin spearheadinghumancapitalinitiatives, fosteringenvironmentswhereevery employeecanflourishwithina culturallyinclusiveworkplace.

FromOfficeAdministrationtoHR

Overtheyears,Dr.Kellynoticeda commontrendamongHRleaders: manycomefromdiversebackgrounds beforefindingtheirwayintothe humanresourcesfield.Herjourney reflectsthispattern,assheinitially embarkedonacareerinoffice administration,accumulatingarounda decadeofexperiencebefore transitioningintoHR.Alongtheway, theinfluentialHRleaderhadthe privilegeofworkingwithvarious

consultingfirms,includingthose specializinginHealthandHuman Services(HHS)andtheFoodandDrug Administration(FDA),aswellas withinthepharmaceutical,biotech, healthcare,aerospace,avionics,and medicaldevicessectors.

HerprofessionaljourneyhastakenDr. Kellythroughleadershiprolesin numerousFortune500companies,as wellassmallerorganizations. Throughouttheseexperiences,shehas beeninvolvedinshapingHRstrategy, administration,businesspartnerships, organizationaldevelopment, effectiveness,employeeengagement, andcraftingenrichingemployee experiences.

CultivatingRespectfulandInclusive Workplaces

AstheCEOandFounderofThe CatalystforDiscoveryGroup,Dr. Kellysubscribestoaphilosophyof beingatransformationalservantleader whoexecuteswithintegrityandhasa

strongspiritualmoralcompass.She stronglybelievesinempoweringthose inhercircletoexcelandstrivesto supporttheminrealizingtheir maximumpotential.

Thepassionateleaderaimsfor excellenceandprioritizes accountability,emphasizingthe importanceofdeliveringhigh-quality resultsandfosteringfairnessand equityintheworkplace.Herfocusis onempoweringotherstoreachtheir fullpotentialandadvanceintheir careersthroughthetransformative journeyofdiscovery

Dr.Kellyalsoempowersorganizations tocultivaterespectfulandsecure workplacesthatexemplifyrestorative justicepractices,nurturediversity, equity,inclusion,andbelonging (DEIB),pursuecontinuous improvement,andembracegrowth mindsetsthatprovidevaluablelearning opportunitiestobuildsuperiorwork environments.

Moreover,sheguidesHRprofessionals seekingtorefinetheirworkplace policies,practices,andinitiatives.This approachaimstobolsterproductivity, elevatetheworkenvironment,and promoteemployeeengagementand experience.Byenablingauthenticity andquality,theinfluentialHRleader helpscreateconditionsforemployees toexcel.

TransformingChallengesinto Advocacy

Beingaminoritizedleader,Dr.Kelly hasencounteredmarginalization, micro-aggressions,stereotyping,and discriminationbasedonherage,race, gender,anddisability Yet,these experienceshavefueledher determinationtoadvocateforamore equitableapproach,urgingleadersand organizationstoembracethegolden rule,“do unto others, as you would have them do unto you”.

Embracingamindsetofcontinuous learningandgrowth,shehas intentionallysoughtoutworkplaces whereshehasbeenabletodevelop, forgemeaningfulbusinessconnections, andleaveapositiveimpactonevery organizationinwhichshehasworked. Despiteadversityandherfrequently beingtheonlyethnic(andsometimes gender)underrepresentedindividualin leadershipinaroomfullofexecutives, sheisproudofherabilitytohave alwaysbeenapositiveinfluencein varioussettings.

DefiningDiversity,Equality,Equity, andInclusion

WhenDr.Kellywasaskedtoexplain whatdiversity,equality,andinclusion mean,shesaid,“Diversity is recognizing our differences. Equality is fair treatment for all. Equity provides a just and level playing field. Inclusion is welcoming all, allowing authenticity

to flourish and giving employees a voice to be included in the conversation.”

Shefurtheradds,“Having culturally competent leaders in an organization is essential to enabling diversity, equity, and inclusion to thrive.”

DrivingOrganizationalChange

“It is never easy leading change in organizations, yet it is very necessary for not only stabilization and sustainability, but also for transformation,”saysDr.Kelly.She hashadthehonortoleadsome impactfulinitiatives:

• Transformingcompensation strategies–Creatingnewsales compensationplansalignedwithan organizationalbusiness transformation.

• Transformingperformance management–Changingfromatwice ayearperformancecheck-intoan ongoing,rating-lessqualityassessment withpeerfeedbackandongoing feedbackthroughouttheyear.

• Leadershipassessmentand engagement/pulsesurveys–Implementingleaderassessmentto supporttheireffectivenessand creatinganall-employeeengagement surveyalongwithapulsesurvey strategy.

• Executiveandprofessionalcoaching –Implementingleadershipcoaching forexecutivesandhighpotential employeestoenhanceorganizational effectivenessandcareer development.

Theseprogramsmadesignificant changesintheorganizations.Even thoughsomepeopledidn'tlikethemat first,Dr.Kellyandherteamfoundout whyandfixedtheirworries.Having organizationalleadersontheirside, makingalliesalongtheway,and gettingsupportfromemployeeswere reallyimportantformakingitwork.

SignificanceofEmployee EngagementforOrganizational Success

Employeeengagementisvitalforany organization'ssuccess.It'smorethan justensuringthatemployeesare content;it'saboutfosteringawork environmentwheretheyfeelvalued, motivated,andcommittedtotheirroles andthecompany'sobjectives. AccordingtoDr.Kelly,employee engagementdependsonhow effectivelyleadersbehaveatwork.It's oftensaidthatpeopledon'tquittheir jobs;theyquittheirmanagers.

Therefore,it'scrucialtoassistleaders inbecomingbetteratleading.During hercareer,thepassionateleaderhasled projectsthatboostedemployee satisfactionandoverallengagementby

implementingleadershipdevelopment, coaching,andmentoringprograms.It's essentialtohelpleadersunderstandthe linkbetweentheirleadershipstyleand employeeengagementtoimprovenot onlyengagementbutalsotheoverall employeeexperience.

GuidingWomentoFulfillTheir Potential

SincethelaunchofTheCatalystfor DiscoveryGroup,Dr. hashad Kelly theprivilegeofguidingmany incrediblewomen(mostly)tofindtheir truepotential.Shehasassistedthemin clarifyingtheirgoalsduringcareer changesorwhenaimingforhigher positions,creatingpathwaysfor growth.Moreover,theinfluentialHR leaderhasfoundimmensefulfillment intrainingleadersacrossdifferent sectorsandcraftingeducational programsforvariousinstitutions, includingnonprofits,historicallyblack collegesanduniversities(HBCUs), andotheracademicinstitutions.

CurrentIndustryScenario

AccordingtoDr. ,DEIBshould Kelly remainapriorityinorganizations, regardlessoflegislativechanges.It's notaone-size-fits-allsolutionbut, shouldbecustomizedtomeeteach organization'sspecificneeds. Leadershiptraininganddevelopment willremaincrucialtosupportall strategicgoals.Shealsosuggests preparingforthefutureofworkand understandingtheimpactofartificial intelligence(AI)arevitaltoenabling thebestworkplacepracticestobe

implementedtosupportallthe aforementionedfocusareas.

FutureGoals

Whenaskedtoshareherfuturegoals, Dr. saidthatshewillcontinueto Kelly focusonhelpingindividuals,HR professionals,andorganizationsto transformthroughdiscovery.Her missionistoutilizehercompanyto positivelyimpactindividualsand organizations,oneatatime,tocreate influentialandproductiveworkspaces. Sheisleveraginghertiestoacademia toassistleadersinimprovingtheir effectivenessinlinewiththismission. “Coaching executives is not just satisfying, but also enriches their lives and the organizations and people they impact,”saysDr.Kelly.

WordsofWisdom

Asawomanentrepreneurandan influentialHRleader,Dr givesKelly advice,“Be intentional in your convictions and how you support organizations to lead in whatever arena you are in. Organizations look to HR for advice, counsel, and support. Be courageous in your leadership and authentic in your actions. It matters! Intentionality, integrity, and inspiration are important keys to your success, as well as the spaces in which you operate.”

The Future of HR Innovations and Trends Shaping 2024

Thefieldofhumanresources(HR)isexperiencingaprofoundtransformation. HRhasevolvedfromapurelyadministrativefunctiontoastrategic cornerstoneoforganizations,drivingchangeandfosteringinnovation.This evolutionisfueledbyemergingtrendsandtechnologiesthatarereshapinghowHR professionalsmanageandengagewiththeirworkforce.Inthisarticle,weexplorethe keyinnovationsandtrendsintheHRsectorthataredefiningthefutureofwork.

The

RiseofArtificialIntelligenceinHR

Artificialintelligence(AI)isrevolutionizingHRprocesses,makingthemmore efficientandeffective.AI-poweredtoolsarenowbeingusedinvariousHRfunctions, fromrecruitmentandonboardingtoemployeeengagementandperformance management.Forinstance,AI-drivenrecruitmentplatformscananalyzevastamounts ofdatatoidentifythebestcandidates,reducingtime-to-hireandimprovingthequality ofhires.

AIisalsoenhancingemployeeengagementthroughpersonalizedcommunicationand feedbackmechanisms.Chatbotsandvirtualassistantsarenowcommonplace, providinginstantresponsestoemployeequeriesandfacilitatingsmootherHR interactions.Predictiveanalytics,poweredbyAI,enablesHRprofessionalstoforesee trendsinemployeeturnover,performanceissues,andengagementlevels,allowingfor proactiveinterventions.

EmphasisonEmployeeExperience

Theconceptofemployeeexperience(EX)hasgainedsignificanttractioninrecent years.Companiesarerecognizingthatapositiveemployeeexperiencedirectly correlateswithhigherproductivity,betterperformance,andimprovedretentionrates. EXencompasseseverytouchpointanemployeehaswiththeorganization,from recruitmentandonboardingtocareerdevelopmentandexit.

Organizationsarenowinvestingincreatingseamlessandenrichingexperiencesfor theiremployees.Thisincludesimplementinguser-friendlyHRtechnology,providing opportunitiesforcontinuouslearning,andfosteringasupportiveandinclusive workplaceculture.Employeefeedbackmechanisms,suchasregularsurveysandpulse checks,areessentialinunderstandingandenhancingtheEX.

RemoteWorkandHybridModels

TheCOVID-19pandemicacceleratedtheshifttowards remotework,andmanyorganizationshavesinceadopted hybridworkmodelsasapermanentfixture.Thisshifthas significantimplicationsforHR,requiringnewstrategiesfor managingadistributedworkforce.

HRleadersarenowfocusedonensuringthatremoteand hybridemployeesremainengaged,productive,and connectedtothecompanyculture.Thisinvolvesleveraging digitalcollaborationtools,rethinkingperformancemetrics, andprovidingrobustsupportsystemsforremote employees.Additionally,companiesareinvestinginvirtual team-buildingactivitiesandremote-friendlybenefitsto maintainacohesiveworkenvironment.

Diversity,Equity,andInclusion(DEI)

Diversity,equity,andinclusion(DEI)aremorethanjust buzzwords;theyarecriticalcomponentsofasuccessfuland forward-thinkingorganization.Companieswithdiverse workforcesaremoreinnovativeandbetterequippedtomeet theneedsofaglobalmarket.

HRprofessionalsareattheforefrontofdrivingDEI initiatives.Thisincludesimplementingunbiased recruitmentpractices,promotinginclusivepolicies,and providingtrainingondiversityandinclusion.Metricsand analyticsarealsobeingusedtotrackDEIprogressand identifyareasforimprovement.Ensuringthatallemployees feelvaluedandrespectedisnotonlyamoralimperativebut alsoabusinessnecessity.

FocusonMentalHealthandWell-being

Employeewell-being,particularlymentalhealth,has becomeatoppriorityfororganizations.Thestressesof modernworklife,compoundedbythechallengesbrought aboutbythepandemic,havehighlightedtheneedfor comprehensivewell-beingprograms.

HRdepartmentsarenowtaskedwithcreatingenvironments thatsupportmentalhealthandoverallwell-being.This includesofferingmentalhealthresources,suchas counselingservicesandstressmanagementprograms,and promotingahealthywork-lifebalancethroughflexible workingarrangements.Companiesarealsofocusingon creatingaculturewherementalhealthisopenlydiscussed andsupported.

ContinuousLearningandDevelopment

Inthefaceofrapidtechnologicaladvancementsand changingjobrequirements,continuouslearningand development(L&D)havebecomeessential.Employees needtoconstantlyupdatetheirskillstostayrelevant,and organizationsmustprovidethenecessaryresourcesand

opportunitiesforthisgrowth.

HRisplayingacrucialroleinfosteringacultureof continuouslearning.Thisinvolvesofferingdiversetraining programs,fromonlinecoursestohands-onworkshops,and encouragingemployeestotakeownershipoftheir professionaldevelopment.Personalizedlearningpathways, supportedbyAIanddataanalytics,canhelptailortraining toindividualneedsandcareeraspirations.

TheRoleofDataandAnalytics

DataandanalyticsaretransformingHRbyproviding actionableinsightsthatdrivedecision-making.From recruitmentandonboardingtoperformancemanagement andemployeeengagement,dataishelpingHR professionalsmakemoreinformedandstrategicchoices. HRanalyticscanidentifypatternsandtrends,suchasthe factorscontributingtohighemployeeturnoverorthe impactoftrainingprogramsonperformance.Byleveraging data,HRcandeveloptargetedstrategiesthataddress specificissuesandoptimizeHRprocesses.Theuseof predictiveanalyticsisalsoontherise,enablingHRto anticipatefuturechallengesandproactivelyaddressthem.

EthicalConsiderationsinHRTechnology

AsHRtechnologybecomesmoreadvanced,ethical considerationsarebecomingincreasinglyimportant.Issues suchasdataprivacy,biasinAIalgorithms,andtheimpact ofautomationonjobsneedtobecarefullymanaged.

HRprofessionalsmustensurethattechnologyisused responsiblyandethically Thisinvolvesbeingtransparent abouthowdataiscollectedandused,implementing measurestopreventbias,andconsideringthehuman impactofautomation.Byprioritizingethicalpractices,HR canbuildtrustwithemployeesandcreateafairand inclusiveworkplace.

TheHRsectorisatapivotalmoment,drivenby technologicaladvancementsandshiftingworkforce expectations.ThetrendsandinnovationsshapingHRin 2024—AIintegration,enhancedemployeeexperience, remoteandhybridworkmodels,DEIinitiatives,mental healthsupport,continuouslearning,data-drivendecisionmaking,andethicaltechnologyuse—aretransforminghow organizationsmanageandengagetheirpeople.

Aswelooktothefuture,HRprofessionalsmustcontinueto adaptandinnovate,ensuringthattheymeettheevolving needsoftheirworkforce.Byembracingthesetrendsand leadingwithvisionandintegrity,HRcanplayacriticalrole inshapingthefutureofwork,creatingenvironmentswhere employeesthrive,anddrivingorganizationalsuccess.

Shaping Organizational Excellence with a Human-Centric Approach

Intoday'scompetitivebusinesslandscape,HR leadersarenolongersimplythehiring department.Theyhavebecomestrategicpartners, shapingcompanyculture,fosteringapositive employeeexperience,anddrivingoverallbusiness success.Withatalentedandengagedworkforceatthe core,HRleadersplayavitalroleinanorganization's abilitytothriveintheconstantlyevolvingworldof work.DavideSartini,ChiefPeople&Organization OfficeratG.MondiniS.p.A.,iscommittedto fosteringapositive,inclusive,andinnovativework culture.Withafocusonthehumanelement,shared values,andcontinuousimprovement,henavigatesthe challengesoftheHRandorganizationaldevelopment landscape,drivingG.Mondinitowardafutureof mutualgrowthandsuccess.

Davide'sJourneyintoHRand OrganizationalDevelopment

Arelentlesspursuitof organizationaldevelopmentand HRmarksDavide'sprofessional journey.Theforward-thinking leaderisdeeplymotivatedbythe challengeofaligningthepotential ofindividualemployeeswiththe broaderforceofchange.Change, whennotthoroughlyanalyzedand communicated,carriestheriskof failure,especiallyifseenasathreat andmetwithfear.Fortunately,he hasencounteredenvironments markedbyopennesstochangeand asenseofownership.Thisis crucialasitestablishesthe groundworkforthefuture,going beyondindividualegosand singularities.Hisjourneyunfolds asatestamenttohisadept navigationthroughtheintricate danceoforganizationaldynamics, whereadaptabilityand collaborativeownershipcreatea fertilegroundforsustainable successandresilienceinthefaceof transformativeforces.

Over50YearsofLegacyin Packaging

Withahistoryspanningover50 years,G.Mondiniholdsa prominentpositioninthe packagingindustry.Thecompany specializesinmanufacturing completelinesfordosingand packaginghigh-qualityandreliable foodproducts.Ethicalvaluesanda focusonhumanprinciplesare

deeplyingrainedinthecompany's culture.Emphasizingresearchand development,alongwith maintainingcutting-edge technology,formsacentralpartof theirstrategies.Thisapproach allowsG.Mondinitoestablisha stronginternationalpresence,a testamenttothededicationofeach employeeandthesharedvalues fosteredovertheyearsbyfounders GiovanniandIoleMondini.

ChallengesFacedand LeadershipPhilosophy

AccordingtoDavide,the importanceofcraftingamapthat guidesthediverseindividualstories oftheG.Mondiniemployeesisat theforefront.Eachteammember hasfollowedauniqueeducational pathandpossessesadistinct personalhistory,allconvergingat thecompany.Inamannerakintoa caringparentnurturingtheir children'sgrowth,aleaderfosters thedevelopmentoftheirteam members.Egodiminishesasothers takecenterstage.It'scrucialto addressissuesinvolvingpeople, promoteinclusivity,andposethe question:'What new scenarios can be introduced that align with the company's shared values?'

FosteringPositiveOrganizational Culture

Inhisuniquerole,Davidegoes beyondtheusualHRtasks;he'sall aboutcreatingaworkplacewhere everyonefeelsvalued.The seasonedprofessionalstrongly

believesinthetransformative powerofworktodiminishsocial inequalities.Everytimeemployees physicallyenterthecompany,it's likesteppingintoadifferentworld. However,thereseemstobesome confusionaboutremotework.In thepost-pandemicera,the importanceofin-personworkhas beenrediscovered,acontext Davideconsideredcrucial.G. Mondinihasintroducedinclusive toolsthatarealignedwithits managerialphilosophy.For example,welcomeplansfornew hiresandinternaltrainingprograms havebeeninitiated.

ImportanceofDiversity, Equality,andInclusion

Diversity,equality,andinclusion areessentialelementsintoday's worklandscape.Davide acknowledgestheunique perspectivesofdifferent generations,advocatesforthe necessityofchange,and emphasizestheimportanceof guidanceandsupport.Hefurther statesthatamongyounger generations,theremightbemore skepticismandagreateremphasis onthehumanaspect.Nowadays, collaborationandindividualsareat thecenterstage.“People are the real asset; everything else is just a tool. It's worth noting that studies indicate a failure rate of 70% for change initiatives that are imposed. People need guidance and support; imposing certain processes is futile,”saysDavide.

MemorableExperiencesand Achievements

InhiscapacityasChiefPeople& OrganizationOfficer,Davide cherishesthemomentswhen positivevaluesdrivethework environment.Evenasimplecoffee withcolleaguesbecomesa memorableandemotionally impactfuleventinanatmosphere builtontrustandmutualgrowth. Discoveringopportunitiesfor positivechangehasbeenreally fulfillingforhim.Whilemaking thesechangesmaynotalwaysbea walkinthepark,havingthe company'sbestinterestsatheart, ratherthanpersonalego,makesit moremanageable.Gainingthetrust oftheownershiphasbeencrucial, turningthejourneyintooneof mutualgrowth.

FutureGoalsandGuiding Principles

Beingaseasonedplayerinthe industry,Davideisguidedbythe principlesofhonesty,integrity,and empathythatdrivehiminhiswork. Thesevaluesserveasthe foundationfordecision-making processesandhiseffortstodrive changewithintheorganization. Anyproposedchangesthat contradictthecompany's establishedvaluesarenaturally rejectedbytheemployees.So,his objectiveistocontinuallydeepen hisunderstandingofthecontextin whichheoperatesandtomake

decisionsthatalignwiththevalues andattitudesofthepeople involved.Additionally,Davide aimstofosteranenvironment conducivetoinnovationwhile maintainingasteadfastfocusona fundamentalaspect:continuousand multidisciplinarytraining.

IndustryScenarioandHR Trends

Thereisanoticeablegapbetween howthebusinessworldoperates andtheperspectivesheldby nationalgovernments.Davidehas witnessedthisgapandhopesthat thisdisparitydiminishesovertime. Inthepast,peoplewereusually seenasmerecogsinalarger machine.Butnow,thefocusis moreonindividualsand collaboration.Valuesaregetting moreattentionagain.Theseasoned professionalbelievesinbeing presentatworkandconstantly interactingwithothers.Success comesfromdoingthings,and sharinghappenswhenpeoplehave commonvaluesandworktogether onaprojectthatgrowsthrough collaboration.

Self-DescriptionandApproach

Whenaskedtodescribehimselfin one-wordorone-sentence,Davide repliedthatheresonatesdeeply withaHOLISTICapproach, reflectinghismultidisciplinary education.Hebelievesthis approachiscrucialfornavigating

thecomplexitiesofthe contemporaryworld.Theseasoned professionalstrivestoextractthe bestinsightsandperspectivesby delvingintovariousfields. “A quote that particularly resonates with me is: 'The true innovator is like an artist; they can envision the masterpiece trapped within the marble of our prejudices'. I aspire to embody innovation in my daily endeavors while remaining firmly rooted in reality,”statesDavide.

AdviceforAspiringHR Professionals

Davide'sadviceforaspiringHR professional'scentersaround valuingpeopleandrecognizing theiruniqueness.Hestates,“While training is crucial and provides a roadmap for navigating the complexities of the contemporary world, the human element remains paramount and indispensable. It's essential to understand the unique characteristics of each individual, highlighting their strengths and working on their weaknesses to foster improvement. Recognizing that every individual is unique and irreplaceable, a leader should guide others on a journey characterized by shared values and a sense of equality among peers.”

Championing Diversity And Inclusion In The Beauty Tech Industry

Fromimplementinginnovativetalentacquisition strategiestochampioningdiversityandinclusion initiatives,themostinfluentialHRleadersareatthe forefrontofdrivingorganizationalsuccessthroughtheirHR expertise.OnesuchleaderisKingleyLim,SeniorHR BusinessPartnerandDiversity,EquityandInclusion

HRLeadatL'Oréal.Withhismultifacetedrole,Kingley isinstrumentalinshapingL'Oréal'sworkforceandfostering aninclusiveworkplaceculture.

Kingley'sJourney

Throughouthiscareer,Kingleyhashadtheprivilegeof exploringvariousindustries,eachcontributingtohis growthanddevelopment.Itallbeganinthefinancial consultingindustryatPrudential,wherehespentoverfour years.Fromthere,heventuredintotheheadhuntingsector, dedicatingthreeyearstoRobertWaltersbeforemovinginhouse.AtCFLDInternational,aChina-basedrealestate developer,theinfluentialHRleaderheldrolesasSenior TalentAcquisitionManagerandGlobalHRBusiness Partner.Duringhistenure,heplayedapivotalpartin establishingtheirSingaporeheadquartersandexpanding theirglobalfootprint.

Later,KingleyjoinedJUULLabs,aUS-basedconsumer techstart-up,beforefindinghisplaceatL'Oréal.His journeyherehasbeentrulytransformative.AsHeadof TalentAcquisitionandDiversity,Equity&Inclusion (DE&I)Leadforthenewlyestablishedregionalhub coveringSouthAPAC,MiddleEast,andNorthAfrica

(SAPMENA),basedinSingapore,he ledsuccessfuldigitaltransformation andreorganizationinitiatives. Currently,thevisionaryleaderserves asSeniorHRBusinessPartnerand DE&ILeadforTravelRetailAPAC, whereheisdeeplyinvolvedincultural transformationandorganizational efficiencyefforts.

TheChallengeofEmbracingChange

AsanHRleaderinthebeautyindustry, Kingleybelievesthatstayingabreastof swiftlyevolvingtrendswhile promotingdiversityandinclusion posesasignificantchallenge.Giventhe industry'sreputationforrapidchange, it'svitalforHRleaderstostay informedaboutthesetrendsandgrasp theirimplicationsfortheworkforce. Moreover,theymustguaranteethat theirorganizationsmirrorthediversity oftheircustomerdemographicby adoptinginclusivehiringmethods, nurturinganinclusiveworkplace environment,andofferingequal opportunitiestoallemployees.

JourneyinHRandOrganizational Development

KingleychosetopursueacareerinHR andorganizationaldevelopment becausehefindsitschallengesand opportunitiescompelling.Inhisroleas aBusinessHRLeader,hehasdealt withintricateemploymentlaws, navigatedculturaldiversity,and harmonizedemployeerequirements withcompanygoalsamidstchanging technologiesandindustrydynamics. Thesesituationshavedemanded agility,empathy,andaproactive mindsettosucceedinaleadership positionwithintheHRfield.The influentialHRleaderappreciatesthe personalandprofessionalgrowth stemmingfromtheseexperiences.

L'Oréal'sGlobalImpact:150 Nations,36Brands,OneVision

L'Oréalstandsasagloballeaderinthe Beauty-Techsector,boastinga workforceofover90,000across150 nations.Intheyear2023,the prominentcompanyachieveda remarkablesalesfigureexceeding€41 billion,propelledbyitsarrayof36 esteemedglobalbrands. Witha steadfastcommitmenttosocialand environmentalresponsibility,it activelyengagesininitiatives addressingclimatechange,water security,andforestpreservation. Notably,L'Oréaltakesprideinits distinctionasoneoftheworld's foremostethicalcompanies,anda trailblazerinfosteringequalityand diversity Throughits“L'Oréalfor Youth”initiative,theprominent companyprovides25,000work opportunitiestailoredforindividuals under30,demonstratingitsdedication toyouthempowerment.

Drivenbythevisiontocraftbeauty thatnotonlyinspiresbutalsoleavesa lastingimpact,L'Oréalremains dedicatedtostayingaheadinthe Beauty-Techdomainthroughrelentless innovation.Amongitsrecent milestonesisthedevelopmentof HAPTA,aportablesmartmakeup applicatortailoredforthosewith limitedfinemotorskills.This groundbreakingdeviceempowers userstoapplymakeupwithprecision andconfidence,markinganotherstride towardsinclusivityandaccessibilityin thebeautyindustry.

“At L'Oréal, we leverage technology in various ways to enhance the customer experience. From virtual try-on tools to AI-powered skincare analysis, machine learning, and digital transformation, we optimize our operations to better serve our

customers and meet their evolving needs,”statesKingley.

StandForDiversity,Equity,and Inclusion

“To me, diversity, equality, and inclusion mean creating an environment where people of all identities, cultures, and backgrounds are accepted, valued, and given equal opportunities. It is about fostering a sense of belonging and ensuring that everyone's voices are heard and respected,”saysKingley

Sincethe1960s,L'Oréalhasembraced diversity,equity,andinclusion,which hassignificantlystrengthenedthe organization.Thiscommitmenthas fosteredenhancedpartnershipand collaborationacrossallfunctions, divisions,andteams.Itisrecognized thatpromotingDE&Iisnotsolelythe responsibilityofHRbutinvolves everyoneinthecompany.

Toadvancediversity,equity,and inclusionwithintheorganization, L'Oréalhasimplementedvarious initiatives.Strategicplanningensures alignmentamongallstakeholderswith theglobalDE&Iculture'sdirectionand objectives,whileallowingfor decentralizationtolocalmarkets.

EffortsaremadetocultivateaDE&I cultureandmindsetinallemployees, emphasizingthesignificanceof purposeintheirdailywork.

Bygivingprioritytodiversity,equality, andinclusion,L'Oréalfostersrobust partnershipsbothinternallyand externally Thispositivelyimpacts employees,partners,consumers,and thelocalcommunity.Kingleybelieves thatembracingDE&Ifuelsinnovation, creativity,andtheoverallsuccessof L'Oréal.

Kingley Lim, Senior HR Business Partner and Diversity, Equity and Inclusion

HR Lead

L'Oréal'sPeople-FirstPhilosophy

EugèneSchueller(L'Oréal'sfounder) believedinthepowerofpeoplein drivingacompany'ssuccess.He emphasizedcollaborationand innovationovermereinfrastructure.At L'Oréal,employeesformateamof talentedindividualswholeadthe beautyindustryglobally,constantly pushingthelimitsofinnovation.

L'Oréalplaceshighvalueonteamwork andcollaboration,creatingan environmentthatcelebratesdiversity andsupportsindividualstolearnand innovatetogether.Theprominent companyinvestssignificantlyinits employees'development,providing accesstoextensivetrainingprograms, workshops,andconferencesto enhancetheirskills.

Byencouragingemployeestopursue theirinterestsandexpandtheir knowledge,L'Oréaladoptsa“testand learn”approach,promoting experimentationandlearningfrom mistakes.Thiscultureofcontinuous learning,innovation,andinclusivity allowsL'Oréaltomaintaintheagility ofastartupwhileleadingthemarket, alwaysstrivingforgreatersuccess.

Kingleystronglyholdsthebeliefthat L'Oréalacknowledgesthatitspeople arethedrivingforcebehindits achievementsandsuccess.By prioritizingtheirdevelopmentand nurturingacultureoflearningand inclusiveness,itcontinuestoflourish andexcelinthebeautyindustry.

BuildingaBetterTomorrow

AsHRleader,Kingleyisdedicatedto steeringL'Oréaltowardssuccessby

focusingonkeyareasliketechnology, sustainability,anddiversity.Regarding technology,heseesthevalueinusing newsolutionstoimprovetheir products,services,andoperations. Embracingtheseadvanceshelpsthe companystayaheadandprovidetopnotchexperiencesforitscustomers. Sustainabilityisalsoatoppriority

TheinfluentialHRleaderadvocatesfor practicesthatreducetheir environmentalimpactandcontributeto abrighterfuture.Byweaving sustainabilityintotheirbusinessplans, theL'Oréalteamcanbuildlasting valuewhilecaringfortheenvironment. Creatingadiverseandinclusive workplaceisessentialtoleaders. Kingleyrecognizesthebenefitsof diversityinsparkinginnovation, creativity,andbetterdecision-making. Byfosteringaninclusiveculturewhere everyonefeelsvalued,thecompany unleashesthefullpotentialofits diverseteam.

meettheirneedstocreateasupportive workplace.Keepupdatedonindustry trendsandusenewtechnologiesto improveHRpractices.

Prioritizediversity,equity,and inclusion,promotingaculturewhere everyonehasequalopportunities. BlendhumanunderstandingwithdatadriveninsightstooptimizeHR processeseffectively.Strivefora balancebetweenpersonalconnection andtechnologicalefficiency

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“By setting a clear vision, promoting open communication, and leading by example, I aim to inspire and motivate others to embrace these principles and drive positive change throughout the organization and external HR communities,”states Kingley.

WiseWordsfromHRLeader Kingley

AsSeniorHRBusinessPartnerand Diversity,Equity&Inclusion(DE&I) Lead,KingleygivesadviceforHR professionalsaimingforleadership rolesistofocusonemployeewellbeingandempathy.Understandand

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