At the HRO Today Forum EMEA in Barcelona, we honored the best of the best with our HRD of the Year Awards. Learn about some their accomplishments here.
By Debbie Bolla
Chief People Officer
Financial Services Compensation Scheme
David Blackburn’s strategic overhaul of HR included a new engagement strategy, a programme to improve diversity, and a complete upgrade of HR technology. The results? His efforts have seen the company’s employee engagement level hit a new high, rising from 65% to 89% during his tenure.
EVP, Human Resources and Data Protection Officer
Green Man Gaming, LTD
Ilona Popczyk joined the online betting tech firm five years ago when it had about 100 employees and no HR function at all. Popczyk’s data-driven approach to HR has measurable results: organizational happiness is up 18%, their Glassdoor rating is 4.9, and company revenues have grown by 5% year over year.
Gokhan Ata Okutan
HR and Shared Services Director
Gokhan Ata Okutan joined the chemical manufacturer in 2021 on the heels of the pandemic. His efforts in leadership development, company culture, and employee engagement have driven impressive results: their trust index has improved 17%; participation in surveys is now 85%; and the company has earned a coveted spot on the Great Places to Work list.
Ibolya Gothardi has helped 4iG Group succeed through tremendous growth coming out of mergers. Two years ago, the company had 1,900 employees; today, they have 8,200. Some of their game-changing metrics include an 80% acceptance rate and a time to hire that is two thirds of the industry benchmarks. Gothardi has improved diversity particularly with respect to females in leadership roles.
When Mary Kinyua joined Naivas, one of the largest retailers in East Africa, they had no centralized HR function so she was tasked to build an HR team from scratch. During this process, she had to reduce about 200 job titles, create salary ranges, reorganise divisions, and implement HR technology. With more than 11,000 associates at their more than 100 locations, today all of the associates access HR services using mobile technology.
Seven years ago when Şengül Arslan arrived at Şişecam, she inherited a less than modern HR organisation with dated technology and a decentralised staff, supporting what was four different companies under a loosely held corporate entity. The effort to transform into the unified corporation of today required a full overhaul of management structures, jobs, corporate support functions, technology, and company culture.