Four HR leaders share strategies that empower their organisations during uncertain times.
By Simon Kent
In today’s unpredictable economy and rapidly shifting hiring market, HR teams are under increased pressure to navigate constant uncertainty which demands organisations remain agile and resilient. HR must anticipate change, respond quickly, and make data-informed decisions that align with business goals.
This was the idea shared by a roundup of four international HR leaders during a panel at the HRO Today Forum EMEA hosted by Renee Preston, SVP of membership services and global director of the HRO Today Association. These executives are well versed in change, who together have both general and specific insights into what it takes to drive transformation and how to make sure change programmes are successful.
Kicking off the discussion, Tobias Julen, CPO at Tanium, explained that businesses today were operating with a background of ongoing change and leaders should not underestimate what organisations had already endured and achieved. From technology innovations to surviving the pandemic, there has been significant shift across the board, affecting businesses, individuals, and society itself.
Addressing a specific change for his organisation, Julen noted the launch of Microsoft’s Copilot. This was an exercise which ultimately involved bringing in Microsoft experts to work with employees. This helped demonstrate how and when people are getting used to AI within their own lives. It is important to address concerns and involve employees directly in any change process.
Technology and digitalisation are both matters that remain on the change agenda for many of the other panelists, although the context may be different. Gokhan Ata Okutan, HR director of Akkim Kimya, noted that his company needed to change and develop in the face of strong competition in the market while Conni Kunz, CHRO and managing director of Fusion GBS, explained how technology was changing HR systems and the way people interacted with the department.
Johana Hatutale, CHRO of Namibian Ports Authority, said making such changes required organisations to appreciate that everyone was human and needed proper support and understanding to be led through sometimes significant transformation. All leaders and stakeholders must understand the reason for a change process if they are to accept and adapt to new ideas and systems.
Renee Preston, SVP of membership services and global director of the HRO Today Association, leads a discussion with Gokhan Ata Okutan, HR director of Akkim Kimya; Conni Kunz, CHRO and managing director of Fusion GBS; Johana Hatutale, CHRO of Namibian Ports Authority; and Tobias Julen, CPO at Tanium.
In the face of change, the panel was keen to show that HR must ensure morale and momentum is maintained throughout the process. It’s important to make sure everyone stays on track and this requires advanced planning and a positive approach to keep everyone engaged and aligned for the same outcomes.
Okutan said there needed to be a clear vision from the CEO and other C-suite executives within the organisation. Not only should this manifest in the business’ own messaging and communication, but there should be clear realisable plans in place that everyone can easily understand and follow.
Dealing with a hybrid and remote workforce can make it more difficult to create a unified and motivated workforce. According to Kunz, it is possible to achieve this by using communication technology in an innovative and coherent way. Within her business, she ensures employees are kept abreast of information through virtual meet-ups, including informal events such as coffee and chat. These sessions give employees the chance to relax and feel connected as well as provide them with the chance to ask questions about the ongoing process. In this way, engagement can be maintained throughout the change process.
Hatutale has worked extensively with the unions within her workplace. By using this channel as a way to reach the wider workforce, she has been able to deliver positive results. She explained that unions “don’t like surprises” which means it is necessary to maintain consistent communication to explain what is going to happen and when, and to ensure that any change on the agenda is accounted and prepared for. This level of communication keeps everyone in the loop as projects progress. Her model of communication can be applied to any business using or creating alternative employee networks if unions are not present.
The panel was also asked to highlight any aspects of the change process that had taken them by surprise. Kunz said she was surprised by how quickly and eagerly employees had taken to using new technology. There was clearly an appetite for doing things in new and more efficient ways and this enthusiasm could be tapped into by HR and businesses in order to ensure the organisation could move forward into the future. Change appears to be something employees are keen to embrace rather than being something they might be resistant to.
Julen emphasised the importance of leveraging good data to underpin change and introduce new systems. Employees will be more apt to embrace a different way of working if it’s proven to produce positive outcomes as shown by reliable data.
On a similar theme, Hatutale emphasised the importance of delivering clear and regular communications across the workforce. If the business and HR in particular wants to gain and retain its workforce’s trust, it must treat them with respect throughout the process. At all times, leaders must understand and recognise that they are dealing with human beings.
Okutan noted the need for clarity of purpose throughout any change initiative. If a business is seeking buy-in from its workforce, there needs to be a shared understanding across teams and employees. HR is ideally positioned to deliver this and can therefore help to support resilience for everyone.
Despite the stresses and strains that change can bring, the panel gave a positive and uplifting insight into how HR can lead the business throughout this time.
