Most Iconic HR Leaders To watch In 2024

VOL 03 I ISSUE 24 I 2024 Driving Progress Leadership Strategies for HR Leaders to Foster Employee Engagement Most Iconic Prospects of Growth Leadership Approaches for HR Leaders in the Digital Era HR Leaders to Watch in 2024 Irvandi Ferizal Capital Director of PT Bank Maybank Indonesia, Tbk Transforming Human Resources: Transforming Human Resources: Approach of Approach of Irvandi Irvandi Ferizal Ferizal as a Strategic as a Strategic Business Partner Business Partner

When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.

Embracing the Values with the Essence of Brilliance ne of the most crucial leadership traits that Musk are a few leaders who have made a difference in sets great leaders apart from average ones is this world by taking courageous risks. O the capacity to inspire. While there are many excellent managers, there are very few excellent Successful teams inspire inspirational leaders to be leaders who have the ability to bring life, passion, and dedicated to and motivated by their work. They foster connection to their actions and behaviors. Along with an environment where people can come together to a crystal-clear vision, mission, and dedication to share their experiences, knowledge, opinions, and integrity that directs them in everything they do to ideas resulting in disruption and innovation. improve the world. Accepting collaboration encourages people to step Those who are inspirational leaders lead with a strong outside of their comfort zones and learn from one sense of purpose and obligation to effect positive another while achieving great things. Employees then change. They know exactly what their values are and become more self-assured and eager to take on more don't give in when under pressure to do something responsibility. that would require sacrificing those values. Embracing the journey of such resolute leadership They might not always become well-liked for this, but charismas, CIOLook features the enthralling stories of in order to grow and scale the progress eventually, the industry's astute personas in its latest edition, these adept personalities understand the essential “Most Iconic HR Leaders to Watch in 2024.” aspects that are focused on cultivating an environment that makes their employees feel Flip through the pages and embrace the odyssey of comfortable coming and talking to them. exploring the distinct approaches to cultivating wisdom driven by passion and innovation. Inspiring leaders behave honorably because they are aware that their employees are constantly watching Have a Delightful Read! and that every action counts. They adhere to their values and incorporate them into everything they do as a result. Moreover, risk-taking ability is an essential part of leadership. Rosa Parks, Henry Ford, and Elon Editor's Anish Miller Note

S C O V E R S T O R Y T Transforming Human Resources: Transforming Human Resources: Approach of Approach of 08 N Irvandi Irvandi Ferizal Ferizal as a Strategic as a Strategic E Business Partner Business Partner T A R T I C L E S N Driving Progress Leadership Strategies for HR Leaders 16 to Foster Employee Engagement O Prospects of Growth Leadership Approaches for HR Leaders in the Digital Era 20 C

Pooja M Bansal Editor-in-Chief CONTENT FOLLOW US ON Deputy Editor Anish Miller www.facebook.com/ciolook Managing Editor Katherine Debora www.twi?er.com/ciolook WE ARE ALSO AVAILABLE ON DESIGN Visualizer Dave Bates Art & Design Director Davis Mar?n CONTACT US ON Associate Designer Jameson Carl Email Featured Person Company Name Brief info@ciolook.com SALES For Subscrip?on Irvandi has consistently championed the idea that HR is not just Senior Sales Manager Wilson T., Hunter D. Irvandi Ferizal PT Bank Maybank www.ciolook.com a function unto itself but an integral part of the overall Capital Director Indonesia, Tbk Customer Success Manager Smith D. business. Copyright © 2024 CIOLOOK, All rights reserved. The content and Sales Execu?vesTim, Smith images used in this magazine should JTI Laurette is committed to making the business not only the Laurette Makhubele not be reproduced or transmi?ed in fastest growing of its kind but also the most innovative and (Japan Tobacco International) People & Culture TECHNICAL any form or by any means, sustainably run. jti.com Director electronic, mechanical, Technical Head Peter Hayden photocopying, recording or otherwise, without prior permission Technical Consultant Victor Collins Paul Marshall With the significant attributes and a transformative approach, from CIOLOOK. Howard Porter Paul Marshall, Group HR Manager at Howard Porter stands out Group Human Reprint rights remain solely with howardporter.com SME-SMO in the league of elite. Resources Manager CIOLOOK. Research Analyst Eric Smith Rhonda Morris Rhonda is responsible for shaping and driving Chevron’s SEO Execu?veAlen Spencer people and culture strategy, including leadership succession, Vice President and Chevron learning and talent, diversity and inclusion, workforce Chief Human chevron.com planning, and total rewards. Resources Officer sales@ciolook.com Vinita's focus includes evolving the associate experience with Vinita Clements Nationwide increased workplace flexibility and career development EVP, Chief Human March, 2024 nationwide.com opportunities. Resources Officer

Transforming Human Resources: Approach of Irvandi Ferizal as a Strategic Business Partner Cover Story For Irvandi, Human Resources goes beyond the HR department itself; it's about serving the business by developing talent, fostering the proper organizational structure, and nurturing leaders. Irvandi Ferizal | Capital Director of PT Bank Maybank Indonesia, Tbk

tanding as a trailblazer in redefining the role of A Passion for People and HR Excellence HR, Irvandi Ferizal is showcasing how a strategic S approach can not only contribute to the overall Irvandi's passion for working with people has been success of the organization but also earn accolades and evident since his early years. Starting in junior high recognition in the industry. Irvandi has been at the helm school, he actively participated in student organizations as the Human Capital Director of PT Bank Maybank and even took on the responsibility of publishing a Indonesia, Tbk, since December 1, 2015. In a career printed student magazine. This engagement continued marked by a deep understanding of the strategic role of throughout high school and university, where he HR, Irvandi has consistently championed the idea that chaired student organizations. Majoring in Industrial HR is not just a function unto itself but an integral part and Organizational Psychology, Irvandi honed his skills of the overall business. in understanding and managing people within an organizational context. Embracing the role of HR as a business partner, Irvandi has been a driving force in enhancing productivity and For Irvandi, Human Resources goes beyond the HR aligning HR initiatives with the organizational needs of department itself; it's about serving the business by the companies he has worked with. At Maybank developing talent, fostering the proper organizational Indonesia, he introduced a groundbreaking approach, structure, and nurturing leaders. After graduating from positioning HR as a Business Player. This innovative university, he began his career as a Management perspective involves proactively utilizing HR channels Trainee in HR at a leading pharmaceutical company. and networks to actively support the company's Since then, his journey has spanned five different business objectives, acting as a key player in employer industries, involving the management of diverse teams brand marketing, and providing industrial solutions. across multiple countries in C-suite positions at HR, including roles at TNT (a global logistics company), Nokia Siemens Network (a telecommunications Irvandi's transformative approach to HR has not only reshaped the internal dynamics of Maybank Indonesia industry), and Mondelez Indonesia (an FMCG). but has also gained widespread recognition in the market. In 2023, Maybank Indonesia received several This diverse range of experiences has only deepened prestigious awards under his leadership, including the Irvandi's appreciation for the HR profession, inspiring Human Capital Resilience Award from First Indonesia, him to continue learning and finding joy in his work. the Best Company to Work for from HR Asia (8th consecutive year), and multiple HR Excellence Navigating Change banking industry and positioning the bank for success leadership, reinforces standards and competencies Indonesia Awards from Human Resources Online. in the digital age. outlined in the Structured Learning Program and 6 Irvandi believes that the banking industry has been Future Ready Skills. These skills encompass Digital significantly impacted by business movements and Digital Mastery in HR Awareness, Data-Driven Decision Making, Human- technological advances. In response, there is a need to Centered Design, Agile, Future Communication, and formulate a strategy that addresses customer needs Irvandi shares that he spearheads various new Risk and Governance in The Digital World. This and business challenges while ensuring compliance initiatives and innovations in the field of HR strategic approach aligns with the bank's focus on with regulatory provisions and applicable laws. This development. The optimization of online channels is a continuously increasing employee capabilities and involves creating an HR development policy strategy key focus, involving the launch of an online learning staying relevant to the evolving needs of dynamic aligned with the bank's overall strategies and those of platform with new features and campaigns, as well as business competencies. Irvandi's transformative its business units. The primary goal is to achieve the creation of bite-sized learning content. The digital approach to HR has not only optimal productivity and maintain a competitive edge transformation journey continues with the Ensuring HR Sustainability reshaped the internal in the market. maximization of functions on platforms like MyHR2u for employment administrative purposes, MyCampus At Maybank Indonesia, Irvandi focuses on the Bank’s dynamics of Maybank Prioritizing the development of HR competencies is for employee development, and MyNet and Mayang2U HR development work directions to ensure Human Indonesia but has also gained crucial, with a focus on fostering a self-learning culture as internal digital communication channels for Capital Sustainability (HR Sustainability). The outlined through digital-learning platforms. The ongoing employees. directions include: widespread recognition in improvement of Future Ready skills is emphasized to the market. ensure the bank's sustainability in the digital era. The aim is to utilize these online channels and materials Ÿ Adopt a sustainability culture and capability, Irvandi's approach underscores the importance of to enhance the skills and capabilities of the employees. including encouraging sustainability initiatives in adapting HR strategies to the evolving landscape of the Human Capital Maybank Indonesia, under Irvandi's Human Capital.

Ÿ Prepare successors to meet important, critical, and Maybank Indonesia, under Irvandi's leadership, is effectiveness, ultimately influencing Employee future positions. committed to complying with labor law, recognizing Experience by reducing turnaround time and Ÿ Ensuring the readiness of the Bank’s HR through the people as the bank’s asset. The emphasis is on building minimizing mistakes. implementation of succession planning and a conducive industrial relationship through a accelerated development for MCP and their harmonious and mutual relationship between the In leveraging technology in HR at Maybank Indonesia, successors to overcome existing competency gaps. company and employees, fostering a shared spirit. The Irvandi adheres to key principles: Ÿ Implement knowledge management more broadly. presence of multi-union organizations allows the Irvandi conducts bimonthly Ÿ Promoting the implementation of Good Corporate establishment of a collective labor agreement in a Ÿ In-House Development: Utilizing in-house HR Leaders' communication Governance (GCG) and a culture of compliance, positive spirit and climate, aiming to avoid disputes. development for easier customization. sessions to provide insights including preventive and mitigating actions, as part Ÿ Speed, Simplicity, and User-Friendly Design: of the Maybankers’ way of life. Digital Evolution in HR Ensuring technology makes processes faster, into business operations and Ÿ Preparing the Bank and the Bank’s HR for the next simpler, and user-friendly, with a focus on Human- Group HR initiatives. Employee Relations milestone. Irvandi highlights that modern technology significantly Centered Design critical for User Interface & User Ÿ Continuing the implementation of mandatory job impacts HR, extending beyond people's capability, Experience (UI/UX). rotation. capacity, and culture to encompass HR processes. Ÿ Prioritizing Employee Experience and Impact: Ÿ Prioritizing the fulfilment of mandatory training and The shift towards automation, leveraging Robotic Emphasizing the importance of employee digital transformation, ensuring a smooth transition for certification programs as part of the Bank’s HR Process Automation (RPA) and digitalization across all experience and impact over the budget, highlighting employees and customers alike. competency standards. HR functions, is essential for enhancing efficiency and that expensive/branded technology is not the primary consideration. Humanizing Financial Service Maybank Indonesia has implemented various platforms Irvandi emphasizes the importance of human to streamline HR processes, including MyHR2U for connection and transparent communication in employee access to HR matters, MyNet as an internal alignment with Maybank's mission of 'Humanizing employee social media platform for effective Financial Service.' He advocates for open and honest communication, Mayang2U as a Chatbot for HR- dialogue, discouraging political games and promoting related conversations, MyJourney for Recruitment trust-building with team members. When Tracking, and MyCampus for a Learning Experience communicating, he stresses addressing the 'What's in it Platform (LXP). These initiatives align with the for me' aspect to help individuals understand the overarching goal of utilizing technology to enhance the relevance and impact of information on them overall HR experience for employees. personally. While technology facilitates faster communication, Irvandi believes that it cannot replace Strategic Change Management the responsibility of line managers to communicate in person. Omni channels can be used to disseminate Irvandi shares a significant shift in banking with 91% of messages, but it's crucial to gather feedback and ensure transactions now conducted digitally. This transition to comprehension. a cashless society represents a cultural transformation for both customers and bank employees. Overcoming In the HR team, Irvandi conducts bimonthly HR initial concerns about fund security, job stability, and Leaders' communication sessions to provide insights the perceived complexity of adapting to new into business operations and Group HR initiatives. This technologies is a gradual process. To navigate this approach aims to offer a holistic view beyond just HR change, Irvandi employs a strategic approach. First, considerations, emphasizing that HR exists not for its building awareness through campaigns, town hall sake but to contribute to and support the broader meetings, and communication sessions to explain the business goals. need for change. Second, fostering acceptance through the introduction of new HR policies, training, and A Zero-Based Thinking Approach engagement with leadership. Finally, reinforcing the change by incorporating it into Key Performance Irvandi has brought about a transformation in Maybank Indicators (KPIs), providing rewards, and sharing Indonesia's workforce planning strategy. Departing success stories. In the realm of HR, Irvandi plays a vital from the conventional method of adding a standard role in supporting individuals facing concerns about the

10% to the previous year's headcount, he introduced The bank is proactive in talent development, providing Ÿ Asia HRD Congress Award, the zero-based thinking approach. This involves not programs like the Branch Manager Preparation 2006 starting with the current headcount and determining Program (BMPP), Service Manager Preparation Ÿ World HRD Congress, 2009 how many more can be added but rather asking, "How Program (SMPP), and BOSPP (Bank Operation's Ÿ HR Inspiratif, 2009 many people do we need to achieve a specific goal Successor Preparation Program). These initiatives aim Ÿ Top 100 Most Talented HR (XX)?" This approach encourages creative and out-of- to prepare individuals for future roles aligned with the Leaders in Asia, 2015 the-box thinking to meet objectives. company's long-term goals. Ÿ Dave Ulrich Award for HR Leadership, 2016 In addition, Irvandi implemented a no auto backfill Strategic Goals in 2024 Ÿ Best Inspiring HC Director- policy, challenging line managers to thoughtfully fill any IHCA 2016 vacant positions resulting from resignations or In 2024, Irvandi is enthusiastic about steering efforts to Ÿ Best of the Best HC Director retirements. Line managers are encouraged to explore enhance employee productivity for business growth, – IHCA 2017 options such as expanding responsibilities, streamlining focusing on future-ready skills and fostering human Ÿ CHRO of the year 2017 & processes, merging roles, or reallocating tasks from capital sustainability. The vision includes cultivating a 2018 other functions. This initiative reflects Maybank bionic workforce, supported by advanced Digital Ÿ Best HC Director for Indonesia's commitment to achieving the right fit for Human Capital initiatives. The upcoming year will Employee Engagement-IHCA the organization. witness the implementation of artificial intelligence in 2018 areas such as fraud identification, learning gamification, Ÿ Most Outstanding HC Future-Ready Skills and Talent Development and agility development. Director – IHCA 2019 Ÿ Global HR Hero Award – Maybank Indonesia adopts a holistic approach to HR The strategic goals for 2024 involve revitalizing the 2019 management, emphasizing the interconnectedness of organization to be "Fit to Win." This entails elevating Ÿ HR Director Lifetime Achievement Award – IHCA various processes. The strategy involves recruiting the Maybankers by upskilling and reskilling them with the 2020 right individuals, developing their skills, ensuring right technological capabilities, aiming for a Bionic optimal performance, and then appropriately Workforce. The Digital Transformation of Human Ÿ Best Visionary HC Director – rewarding their contributions. This integrated Capital practices will be intensified with a customer- IHCA 2021 approach prevents silos within HR processes and centric approach. Additionally, efforts will be directed Ÿ The 40 Most Influential HR promotes a seamless flow. towards attracting, retaining, and engaging the younger Leaders across SEA – generation, promoting a culture of innovation and PeopleHum 2022 With an eye on future needs, Maybank Indonesia continuous improvement, and envisioning the Ÿ 100 Most Influential HR identifies essential future-ready skills such as digital futurization of the workplace and workforce. Leaders from SEA – HR awareness, data-driven decision-making, human- Incons 2023 centered design, future communication, and risk The overarching goal for 2024 is to position Maybank Ÿ Best HC Director, IHCA 2023 governance in the new digital world. Indonesia as a value-driven platform powered by a bionic workforce that humanizes financial services. This In addition to these accolades, involves infusing ethical banking principles such as Irvandi is also an accomplished inclusiveness, integrity, and sustainability as strategic author, having written the book differentiators. The focus is on orchestrating digital "Journey to be Employer of ecosystems, integrating customer offerings across the Choice" in 2016. Furthermore, region, and providing hyper-personalized solutions to he has co-authored four other customers and communities throughout their life books, showcasing his expertise The Digital journeys. and contributions to the field of Transformation of Human Resources. A Decade of Recognition in HR Leadership Human Capital practices will be intensified with a Irvandi has been honored with several prestigious recognitions and awards from the market and external customer-centric organizations, highlighting a remarkable career in approach. Human Resources:

Driving Progress Leadership Strategies forHR Leadersto Foster Employee Engagement mployee engagement is a crucial factor that significantly impacts an organization's success and overall performance. It E refers to the emotional connection and commitment employees have towards their work, colleagues, and the organization. High levels of employee engagement lead to improved productivity, reduced turnover, increased job satisfaction, and a positive work culture. HR leaders play a pivotal role in fostering employee engagement and creating an environment that motivates employees to excel. In this article, we will explore effective strategies that HR leaders can implement to boost employee engagement within their organizations. Establish a Clear and Inspiring Vision HR leaders should work closely with top management to develop and communicate a clear and inspiring vision for the organization. This vision should outline the organization's mission, values, and long-term objectives. When employees understand how their work contributes to the bigger picture, they feel more engaged and motivated to achieve common goals. Foster a Positive Work Culture Creating a positive work culture is vital for employee engagement. HR leaders should focus on fostering an inclusive, supportive, and respectful environment. Encourage open communication, provide opportunities for feedback, and recognize and celebrate employees' achievements. A positive work culture will encourage collaboration, trust, and loyalty among team members. Invest in Employee Development Offering opportunities for continuous learning and development is a powerful way to engage employees. HR leaders should work with managers to identify individual training needs and provide relevant workshops, seminars, and online courses. Providing a clear path for career progression within the organization motivates employees to stay committed and grow with the company. 16 17 www.ciolook.com | March 4 202 | www.ciolook.com | March 2024 |

Implement Effective Performance Management implementing employee assistance programs (EAPs) and providing access to counseling services to support A robust performance management system can employees during challenging times. significantly impact employee engagement. HR leaders should work with managers to set clear performance Encourage Cross-Departmental Collaboration goals and provide regular feedback and coaching. Encourage a growth mindset and focus on employee Facilitate cross-departmental collaboration and strengths, helping them improve and achieve their encourage employees to work together on projects and objectives. initiatives. Breaking down silos and promoting collaboration enhances employee engagement as Support Work-Life Balance individuals feel connected to a larger community and can learn from their peers in different departments. Promote work-life balance within the organization to prevent employee burnout and stress. Encourage Provide Opportunities for Employee Feedback flexible working arrangements when possible, and provide wellness programs to support employees' Create channels for employees to share their feedback, physical and mental well-being. A healthy work-life ideas, and suggestions openly. Regularly conduct balance fosters a more engaged and productive employee surveys, focus groups, or suggestion boxes to workforce. gather insights on how to improve various aspects of the organization. Demonstrating a willingness to listen Recognize and Reward Employees and act upon employee feedback boosts engagement and employee morale. Recognizing and rewarding employees for their efforts and achievements is essential to keep them engaged. Implement a Mentorship Program Implement an effective employee recognition program that acknowledges outstanding performance and Develop a mentorship program where experienced contributions. This could include verbal praise, tangible employees can guide and support newer or less rewards, or opportunities for career advancement. experienced colleagues. Mentorship not only helps employees grow professionally but also fosters a sense Encourage Employee Involvement and Empowerment of belonging and engagement within the organization. HR leaders should empower employees by involving Offer Competitive Compensation and Benefits them in decision-making processes and seeking their input on various initiatives. This involvement fosters a Competitive compensation and attractive benefits sense of ownership and responsibility, making packages are essential for retaining top talent and employees feel valued and invested in the keeping employees engaged. Regularly review salary organization's success. structures and benefits to ensure they remain competitive within the industry. Promote Team Building and Social Activities Employee engagement is an ongoing process that Organize team-building events and social activities to requires the commitment and efforts of HR leaders and strengthen the bonds between employees. These the entire organization. By implementing the strategies activities promote camaraderie, teamwork, and a sense mentioned above, HR leaders can create a positive and of belonging within the organization. engaging work environment that enhances employee motivation, productivity, and overall satisfaction. Support Employee Well-Being A highly engaged workforce not only benefits the Apart from work-life balance, HR leaders should individual employees but also contributes to the actively promote employee well-being. Offer access to organization's success and long-term growth. resources that address mental health, stress management, and overall wellness. Consider 18 www.ciolook.com |March 2024 |

Prospects of Growth Leadership Approaches Leadership Approaches Leadership Approaches forHR Leadersin the forHR Leadersin the forHR Leadersin the Digital Era Digital Era Digital Era n the advancing times of the modern workplace, HR leaders play a pivotal role in shaping organizational I 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 Advancement 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. 20 21 www.ciolook.com | March 4 202 | www.ciolook.com | March 2024 |

The way to get started is to quit Promote a Culture of Continuous Learning collaboration allows HR to better understand the unique needs of different teams and align HR strategies talking and begin doing. In the digital era, learning is a lifelong endeavor. HR with the broader organizational objectives. This leaders must champion a culture of continuous learning approach can lead to innovative solutions and enhance within their organizations. Encouraging employees to the overall performance of the organization. upskill and reskill not only fosters innovation but also ensures that the workforce remains adaptable to Enhance Diversity, Equity, and Inclusion (DEI) changing technologies. Offering e-learning platforms, Initiatives creating opportunities for skill development, and setting up mentorship programs are all ways to The digital era has also shed light on the importance of promote a culture of continuous learning. diversity, equity, and inclusion in the workplace. HR leaders need to develop and implement DEI initiatives Prioritize Remote and Hybrid Workforce that promote a more inclusive work environment. By Management fostering diversity and inclusion, organizations can benefit from a broader range of perspectives, creativity, The COVID-19 pandemic accelerated the shift towards and a more engaged workforce. remote work, and it's likely that remote and hybrid work arrangements will continue to be prevalent in the Lead by Example digital era. HR leaders must adapt to this new reality by developing strategies that support remote and hybrid Finally, HR leaders should lead by example. They should teams. This includes addressing the challenges of embody the values and behaviors they wish to instill in employee engagement, performance evaluation, and the organization. Being an authentic and ethical leader mental well-being in a virtual work environment. 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 conclusion, the digital era has brought about a In a digital age where virtual work is common, HR transformation in the way organizations function and leaders must prioritize employee engagement and well- manage their workforce. HR leaders are at the being. Engaged and healthy employees are more forefront of this change, and they must adopt productive and likely to stay with the organization. HR leadership approaches that are adaptable, data-driven, leaders should focus on creating opportunities for and focused on fostering a culture of continuous social interaction among remote and in-person teams, learning and employee well-being. By embracing implementing well-being programs, and monitoring technology, promoting agility, and collaborating with employee satisfaction through regular surveys and other departments, HR leaders can contribute to the feedback channels. success of their organizations in the digital age. Furthermore, by prioritizing diversity, equity, and Agile Leadership and Flexibility inclusion, they can create a more inclusive and innovative workplace. In the digital era, effective HR The fast-paced nature of the digital era demands agile leadership is essential for organizations to thrive and leadership. HR leaders should be adaptable and open to remain competitive. 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. 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 22 www.ciolook.com | March 4 202 |

Human Resources isn't a thing we do. It's the thing that runs our business .

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Most Iconic HR Leaders To watch In 2024

Most Iconic HR Leaders To watch In 2024

Presentation Transcript

The Most Inspirational Business Leaders to Watch, 2019

The 10 Most Trailblazing Business Leaders To Watch in 2020

The 10 Most Futuristic Business Leaders To Watch in 2022

The 10 Most Pioneering Leaders To Watch In February2023

The 10 Most Iconic Leaders in Procurement to Watch, 2023

World’s Most Inspiring Leaders to Watch in 2023

Most Inspiring HR Leaders in Middle East to Watch, 2024

The Most Influential Women Leaders to Watch in 2023

The 10 Most Influential CFOs to Watch in 2024

The Most Influential Leaders In Tech To Follow,2024

The Most Iconic Woman Leader to Watch in 2024

The Most Influential Women Leaders in Hospitality, 2024

The 10 Most Dynamic Business Leaders to Follow in 2024

Most Influential HR Leaders Leading the Corporate World, 2024 (Final file)