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- 1. The Most Remarkable CHROs Making anImpact in 2024 Follow up Vol: 11 Issue: 01 2024 Unal Turning Challenges into Valuable Experiences
- 2. Successful CEOs arethose who have the ability to inspire and motivate others, to build strong teams, and to lead by example. , , , , - Cyril Ramaphosa
- 4. s the sayinggoes, "People are a company's greatest asset." This is quite true in Atoday's business world, where the role of Chief Human Resources Officer (CHRO) has become more important than ever. A CHRO is responsible for managing the workforce of a company and ensuring that its employees are engaged and motivated. In recent years, the duties of CHROs have extended far beyond traditional HR work. They are now very crucial to the shaping of company culture, talent development, and diversity and inclusion initiatives. This acknowledges the fact that happy and engaged employees contribute significantly to the success of a company. CHROs analyze workforce data to derive trends and areas for improvement in the organization. They can also create strategies that enhance the working environment by understanding employee satisfaction and performance. For example, they might implement flexible work arrangements or improve benefits to attract and retain top talent. The CHRO also helps align the human resources strategy with that of the organization as a whole. This means every employee understands his or her role in helping the company achieve its mission and feels a sense of belonging and purpose. To put it briefly, a CHRO is the heart and soul of the modern dynamic business environment. Through their emphasis on people and their development, CHROs do not only influence workplace culture but also contribute to the long-term success of an organization. It makes a lot of difference through the efforts that are made towards the creation of a healthy working environment and results in greater productivity and loyalty among employees. The latest edition of The CIO World, titled "The Most Remarkable CHROs Making an Impact in 2024," features leaders who have transformed their organizations through innovative human resource practices. These CHROs are not just managing talent; they are redefining what it means to lead in the human capital space. Have a great read ahead! People First: The New Corporate Strategy ‘ CIO
- 6. Two roads diverged ina wood, and I—I took the one less traveled by, And that has made all the difference. - Robert Frost
- 7. 20. 28. A R TI C L E S Upskilling and Reskilling: Meeting the Challenges of a Changing Workforce Building a Flexible Benefits Package to Attract Top Talent 08. C O V E R S T O R Y Contents 24. 32. P R O F I L E S Francesca Anoja Empowering Talent and Creating a Better Work Environment for the Future Tatu Tulokas People and Performance: Cultivating Success Together Osman Unal Turning Challenges into Valuable Experiences
- 8. Editor-in-Chief Deputy Editor Managing Editor AssistantEditor Visualizer Art & Design Head Art & Design Assitant Business Development Manager Business Development Executives Technical Head Assitant Technical Head Digital Marketing Manager Research Analyst Circulation Manager Thanh Truong Sam Carter Alaya Brown Maria Evans Chris Carter Millie Simon Judy Smith Phoebe Jacob Aisha, Olivia David Walker Mia Rodricks Helena Smith Eric Smith Richard Martinez Copyright © 2024 The CIO World, All rights reserved. The content and images used in this magazine should not be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission from The CIO World. Reprint rights remain solely with The CIO World. Follow us on www.facebook.com/thecioworld We are also available on RNI No.: MAHENG/2018/75953 www.X.com/thecioworld
- 9. Descrip on Featuring AW RostamaniGroup awrostamani.com BIP www.bip-group.com YILDIRIM GROUP www.yildirimgroup.com Mehiläinen www.mehilainen.fi/en Baber Malik Group Chief HR Officer Caroline Hobeika Chief Human Resources Officer Francesca Anoja CHRO Osman Unal CHRO Tatu Tulokas CHRO 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 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 well- being to ensure high-quality care and service delivery. AbuIssa Holding abuissa.com Company Name
- 10. Turning Challenges intoValuable Experiences
- 11. Osman Unal Chief HumanResources Officer YILDIRIM Group of Companies
- 12. C O VE R S T O Y
- 13. Driving Organizational ExcellenceThrough International Expertiseand SocialResponsibility! Leadership, a concept as old as civilization itself, has always captivated our imagination. From ancient rulers to modern-day CEOs, we often wonder: Is leadership something we're born with, or can it be developed over time? This age-old question often sparks debates in boardrooms and academic circles alike. Yet, amidst the discourse, individuals like Osman emerge as living proof that leadership can indeed be nurtured and refined through dedication, experience, and an unrelenting commitment to growth. Osman Unal, the Chief Human Resources Officer at YILDIRIM Group of Companies, epitomizes the essence of enterprising leadership. With a career spanning 36 years across national and international corporations, his journey is a testament to the transformative power of continuous learning andadaptability. Agraduate of TEDAnkara College and Hacettepe University, 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, Soyak Holding, Ekol Logistics, and DHL. His international exposure, encompassing six countries, enriched his expertise in Human Resources, L&D, and Total 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 reflectshisadvocacyfor socialjusticeandinclusivity. Osman's journey encapsulates the essence of leadership as a journey of continuous growth and contribution. As he aptly puts it, "What motivated me to embark on this sector was the 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. 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. , , , , , , , ,
- 14. C O VE R S T O Y 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. , , , , , , , , Letus explorehisjourney: ALegacyof Entrepreneurship and Growth The foundations of YILDIRIM Group date back to 1963, when the late Garip YILDIRIM established a modest construction materials trading company called Garip YILDIRIM and Sons in Samsun, Türkiye. Since its inception, the Group has continuously expanded its focus through the establishment of new subsidiaries. Through entrepreneurship 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. YILDIRIM Group remains a family-owned business, wholly owned by the YILDIRIM family. Following the passing of founder Garip YILDIRIM and his brother Mehmet YILDIRIM in 2017, brothersAli RızaYILDIRIM and Robert 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 enablesquickandsound decision-making. In 1993, YILDIRIM Group ventured into international trade by directly importing coal from Russia. Fifteen years later, in 2008, the company achieved its first international acquisition in Sweden. Since then, YILDIRIM Group has evolved into a global force headquartered in Istanbul and Amsterdam, with
- 15. operations spanning 56countries across five continents. The Group employsmorethan25,000 peopleworldwide. The GratifyingRole According to Osman, serving as a Chief Human Resources Officer brings him immense satisfaction, particularly when he observes the joy and contentment among employees who play 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 organization and its workforce, emphasizing that the positive outcomes of their efforts gradually manifest over time. Furthermore, he finds great fulfillment in contributing to the harmonious relationship between the company and its employees, believing it to be pivotal for sustainable success andgrowth. Fosteringa PositiveWorkplaceCulture Recognizing that a positive work culture directly affects employee morale, productivity, and retention, Osman highlights the importance of doing so.The following are some generally applicable methods for establishing and maintaining a happy workplace, with particular procedures modified to accommodate regional customs, regulatory requirements,andbusiness standards: Open Communication: Encourage transparent and open communication across all organizational levels, fostering an environment where everyone feels heard and valued through regularfeedback,open-doorpolicies,andinclusivemeetings. Recognition and Appreciation: Regularly acknowledge and reward employees' hard work and achievements, whether through formal recognition programs, informal shout-outs, or simplethank-younotes. Professional Development: Invest in employees' growth and 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 diversity and offers equal opportunities for all employees, including fair hiring practices, support for diversity and inclusion initiatives, and a workplace free from discriminationandharassment.
- 16. Team Building andSocial Events: Organize regular team- building 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 offering resources and support for mental and physical health, such as wellness programs, counseling services, and health- relatedbenefits. Effective Leadership: Leaders play a pivotal role in shaping workplace culture, leading by example through empathy, integrity, and a commitment to the organization's values and 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 environment where employees feel protected and motivated, addressing both physical safety and data protection and privacyconcerns. Continuous LearningonTeamPerformance In his experience, Osman stresses the prominent role of continuous learning and development in nurturing a high- performing and motivated team. He asserts that in today's versatile world, the key to staying relevant is to embark on a never-ending learning journey. By investing in learning, individuals can enrich their skills, broaden their knowledge base, and stay abreast of the latest developments in their field. 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 engaged employees, who are continually expanding their skill 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. Successfully NavigatingaChallengingHRIssue Osman, reflecting on his experience, emphasizes that human resources executives constantly navigate the delicate balance betweenemployeewelfareandorganizationalneeds. This delicate balance often leads to encountering challenging situations that require careful management. One particularly 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. There were several psychological and practical difficulties in 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 order to help individuals impacted by the reorganization and ensure they could reenter the workforce with fresh drive, 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 madethetransitioneasierfor thecompanyanditspersonnel. AligningEmployeeNeeds with OrganizationalGoals When it comes to the process of making decisions, Osman takes a thoughtful stance that is comparable to facing a giant mirror. The search for objectivity is at the heart of his approach. In the same way that someone looks in the mirror, examining clothes and grooming for changes, he concentrates on weighing several viewpoints prior to makingachoice.Analyzingbehavioralindicators What motivated me to embark on this sector was the constant challenge, turning each day into a valuable experience. , , , , , , , ,
- 17. C O VE R S T O Y
- 18. like posture andattitude is part of this introspective process; it'ssimilartotrackingchangesinone's reflection. As a Chief Human Resources Officer (CHRO), he emphasizes 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. Through this holistic approach, Osman navigates the delicate balance between meeting employee needsandadvancingthestrategicgoalsof theorganization. FutureTrends inHR Management Osman highlights the shaping of the future of work, emphasizing employee well-being and inclusivity as key emerging trends in HR management. He observes a growing focus on comprehensive benefits packages and learning and development opportunities in workplaces. This strategic shift aims to attract, retain, and support a diverse workforce by catering to the evolving needs and expectations of employeesintoday's dynamicenvironment. Furthermore, he underscores the importance of trust and open communication in HR practices. He highlights the need for transparent communication and the sharing of 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, and Inclusion Osman underlines the significance of giving diversity, equality, and inclusion (DEI) programs top priority through a thorough and 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 success of DEI initiatives. Assessing Current State: He a d v o c a t e s f o r c o n d u c t i n g assessments of the current state of diversity and inclusion within the
- 19. organization, providing valuableinsights into areas that requireimprovement. Setting Clear Goals: Osman emphasizes the importance of managing to set clear goals and objectives, which serve as guidingprinciplesfor DEI efforts. 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. By prioritizing these areas, he can effectively drive initiatives that not only improve workplace culture but also contribute to theorganization'sinnovationandsuccess. Essential StrategiesforHRProfessionals 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 technologiesinHR management. Enhance Communication Skills: Strong communication skills are paramount for HR professionals. Effective communication involves not only conveying information clearly and concisely but also actively listening to employees 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. Develop Conflict Resolution Skills: HR professionals should possess strong conflict resolution skills to address and resolve 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 strategicdirectionof theorganization. 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, and professional groups to exchange ideas, best practices, and industryinsights. Practice Empathy: Cultivate empathy in interactions with employees, understanding their perspectives, needs, and concerns to foster a supportive and compassionate workplace culture. Raving Rewards CHRO Summit / Ranks among Türkiye's "Most Influential 50 CHROs" for 2023. CHRO Summit / Ranks among Türkiye's "Most Influential 50 CHROs" for 2022. CHRO Summit / Ranks among Türkiye's "Most Influential 50 CHROs" for 2016. Turkish Society for Quality (KalDer) Excellence Ambassador, 2015 Winnerof ETIKA2012,Turkey's ETHICSAwards
- 20. Integrity is doingthe right thing, even when no one is watching. C . S . L E W I S
- 22. November, 2024 www.thecioworld.com 20 pskillingand reskilling are important in today's Ushifting jobs market for employees as well as organizations. Technology changes day by day, and so do industries. Therefore, there is a pressing need for an extremely skilled workforce. Here, the article discusses the relevance of these two strategies in the event of changing workforce. What are Upskilling and Reskilling? Up-skilling generally involves equipping employees with new skills or enhancing existing ones so that they can work more effectively within their current roles. Take the example of a customer support employee, which may learn advanced data analytics to better understand behavioral patterns of customers. On the other hand, reskilling represents the action of training employees to assume a new job role within the organization. This would be mentoring a marketing expert through to be able to transition seamlessly into a data analyst role. Each of these is critical because they both span existing skill gaps that most organizations struggle with during this time. What really drives the need for such policies is informed by the evidence of projections from the World Economic Upskilling and Reskilling: Meeting the Challenges of a Changing Workforce
- 23.
- 24. Forum, which forecastedby 2025, some 85 million jobs could change because of changes in labor dynamics induced by technology. On the other hand, the report also suggests around 97 million new jobs would be created, therefore indicating a crucial shift in the nature of job requirements. Furthermore, it is also expected that up to 40% of core skills required to carry out different jobs would shift in these years. This will mean that millions of employees would be ill-prepared for future work unless various proactive interventions, including upskilling and reskilling, are made available. How Technology Is Shaping Workforce Skills This digital revolution is accelerating the rate at which new skills are required. AI, big data, and automation are transforming job functions across sectors, with sectors like manufacturing that significantly relates to job functions. According to McKinsey & Company, "the job market is not being fast enough in keeping pace with all these structural changes and is experiencing shortages of professionals equipped with specialized technological skills.". In this new landscape, it is critical for companies to invest in training programs that hone their current skills and equip employees to undertake completely new roles. Statistics are now revealing that in a couple of years, there is almost one-quarter of the jobs that will be affected due to technological advancement. This will therefore mean that some jobs disappear while other new jobs appear with no previous existing skills at all. Thus, companies must appreciate the necessity of investing in their workforce through programs of upskilling and reskilling. Benefits of Upskilling and Reskilling Upskilling and reskilling have many benefits to the organizations; some include: • Better Employee Retention: Organizations interested in the levels of employees' development retain higher numbers of workers. As mentioned by LinkedIn Learning, 94% of the workers said they would stay longer in a company that genuinely helps develop their careers. • Organizational competitiveness: Equipping employees with the latest skills helps maintain organizational competitiveness in its industry niche. This can help an organization adapt and innovate more readily. • Cost Effectiveness: Gallup estimated that it costs up to two times an employee's annual salary to replace that individual. Reskilling and upskilling the existing workforce are easier and cheaper than recruiting. • Learning Culture Development: Organizations that foster constant learning create an environment in which such employees feel important and motivated to grow professionally. • Closing the Skills Gap: Knowing the specific skill gaps for their teams, organizations would be better placed to design their training programs accordingly. Effective Implementation For effective implementation of upskilling and reskilling, organizations should take a series of strategic actions including: • Current Skill Evaluation: Proper evaluation of existing employee skills will enable the company to identify gaps and utilize their current workforce to improve through further training. • Organization by Business Objectives Training: Programs must coincide with the needs of individual development as well as organizational objectives. • Use Technology: Applying technology in training can make learning easier and more enjoyable for the employees. • Facilitating Constant Learning: Opportunities for continuous learning facilitate a culture of valued, encouraged learning • Record Outcomes: Standards on outcomes would bring about routine check-ins over the effectiveness of one's training in order to achieve what's desired and then modify where possible Conclusion Upskilling and reskilling of the workforce have become significant strategies in dealing with the ever-changing dynamics of the workplace. Over the years, industries have been evolving due to continuous advancements in technology and changes in market demand. All these are designed to better prepare employees for future issues while at the same time making an organization more resilient and competitive. Such companies would be able to create a very strong labor pool that could understand the intricacies of the job market tomorrow. It is indeed time to move; embracing the strategies will help him or her perform well in this rapidly changing business environment. CIO November, 2024 www.thecioworld.com 22
- 26. In a worldwhere firms often struggle to attract and retain the proper talent, where ambition meets opportunity, Francesca Anoja is a shining inspiration. With a passion for driving change and promoting excellence, she exemplifies the spirit of innovation in the Professional Services industry. Her dedication to creating an environment in which people can thrive benefits not only her firm but also the lives of those around her. Francesca's leadership style is marked by a relentless quest for progress, challenging her team to push limits and reach their greatest potential. Francesca is the Chief Human Resources Officer at BIP Group, a company she founded in 2023 with six other senior CEOs. With an eye toward accelerated growth, she has created a culture that values both individual and group accomplishment. I chose the company inside this industry, not the sector itself. Professional services is a sector that attracts people who are naturally ambitious, change agents, challengers, and continuously seek improvement. It appeals to those who thrive in intellectually demanding environments. Although these qualities can also be found in other stimulating sectors, I chose our company because we strive for excellence. Our company provides incredible opportunities for career growth and development. We have a unique key Her approach to human resources focuses on respect and teamwork, ensuring that each employee's unique skills are acknowledged and exploited. Francesca promotes an entrepreneurial attitude throughout her team, which not only drives financial outcomes but also creates an environment dedicated to creativity and innovation. Below are the interview highlights: Please brief us about yourself and what inspired you to embark on this sector. ncesca noja Fr A Empowering Talent and Creating a Better Work Environment for the Future I do not nd any situation particularly challenging. We believe in daring and see probing moments as blessings that help us become better professionals. ‘ ‘ ‘ ‘ The Most Remarkable CHROs Making an Impact in 2024 November, 2024 www.thecioworld.com 24
- 27. Francesca Anoja Chief HumanResources Officer BIP Group
- 28. success factor: allowingeach employee to be entrepreneurial and creating an environment where competencies, expanding knowledge, and performing at the top level are a must. Could you give our readers an insight into your company's inception story? BIP Group was founded in 2023 by 7 senior leaders. Since Day 1, our founders have set a vision for our accelerated growth, bringing together a team of partners from various industries and disciplines. The company has grown year over year for the last 21 years, maintaining both its growth speed and its focus on providing the most cutting-edge services in the market. We operate in teams of consultants supported by vertical practices, which allow us to nurture an environment where each discipline can thrive. Our clear focus is on creating long-lasting value for our clients, our company and employees, and our society. Can you describe your leadership style and how it impacts your approach to managing the HR department? I am a marathoner, and this gets into every aspect of my life: being laser- focused, driven, and having clear What methods do you use to cultivate a positive and inclusive workplace culture, and how do you measure the success of these initiatives? We have a clear answer to this question: We start by not labeling anyone. We create an environment where every individual’s uniqueness is not only welcomed but also leveraged for the benefit of the person (right career), the company (right delivery), and our clients (right results). We foster an environment where each of us is in the right place to authentically express our competencies and achieve success. How do you approach talent acquisition and retention, and what steps have you taken to ensure that your organization remains competitive in the market for top talent? The key to our talent acquisition and retention is our ability to attract talented individuals from alternative sources, daring to go beyond traditional methods. We train consultants and collaborate with universities to create ad hoc courses and master’s programs. We attract professionals who prioritize their development, ensuring we provide opportunities that ignite their passion and allow them to enjoy their work. Join, enjoy, and jump. How do you handle employee relations issues, and what steps do you take to ensure that conflicts are resolved fairly and effectively? We work every day to foster positive employee relations. Our aim is not to manage issues but to prevent them by creating an incredible environment that objectives, striving to be the best we can be as individuals, is only the foundation for building an incredible team. Perseverant, disciplined, loyal, ethical, constantly curious, and willing to overcome my limits, this mix allows me to provide opportunities to all our HR talents while setting clear boundaries: personal success should be an enabler for team success. How do you ensure that your HR strategies align with the overall business goals and objectives of the organization? I start with respect. As professionals, we believe and respect that our business leaders are the engine of the company, possessing very distinctive capabilities. We also believe in and respect the HR competencies and specific skills needed to deploy the business strategy. It is a respectful, long-term, two-way relationship in which HR strategies enable the business strategy. In a nutshell, live, breathe, and eat business every day while continuously monitoring and forming market trends, being change agents, and embarking on a continuous journey of improvement. Relationships are the pillar of our success and delivery and thus should be one of our priorities. ‘ ‘ ‘ ‘ November, 2024 www.thecioworld.com 26
- 29. is both challengingand demanding, yet highly rewarding. Being present to listen and anticipate is the key ingredient. Can you share an example of a particularly challenging HR issue you've faced in your current role and how you went about addressing it? I do not find any situation particularly challenging. We believe in daring and see probing moments as blessings that help us become better professionals. Our approach involves data analysis, setting clear goals, maintaining incredible ethical behavior, and never fearing great innovation and change. I have never stopped learning and continuously self-assessing. strategy. Aim to create an environment where business results are a priority, facilitated by an authentic, inclusive, and developmental atmosphere. People and business results are not in opposition; they mutually empower each other. Our job is to combine the two. How do you build and maintain relationships with key stakeholders, such as executives, managers, and employees, to ensure the success of HR initiatives? Relationships are the pillar of our success and delivery and thus should be one of our priorities. Through relationships, we gain clear input, sounding boards, warning signals, and understanding. One-on-one and group meetings are scheduled every week, and I make sure I nurture those relationships with perseverance. What advice would you give to someone looking to pursue a career in HR, particularly in a leadership role like CHRO? Do not lose focus: people are our core; they will always be. But we must support the delivery of the business November, 2024 www.thecioworld.com 27
- 30.
- 31. he job markettoday is one of high challenge Tfor organizations, both in attracting the best and retaining the crème de la crème. A well- structured benefits package can work in this direction. Designing an attractive workplace, flexible benefits packages have now become an essential component wherein employees are allowed to choose the options which suits their personal and professional needs. This article talks about flexible benefits and how to make them fit the needs of today’s employees. The New Reality: Flexibility Like employee benefits, the one-size-fits-all approach is fast being overthrown by new wave changes in modern workplaces. According to a recent study by the Harvard Business Review, 88% of employees would take a lower-paid job if this could provide better health benefits. This figure increases the importance of holistic benefits in career choice for many employees. Employees now look for packages that best reflect their lifestyles and values and hence are demanding greater flexibility in benefits. It mentions flexible benefits like health insurance, retirement plans, and wellness programs as well as professional development opportunities. This level of choice does make a difference in job satisfaction and loyalty for employees. As per the Society for Human Resource Management survey, 92% of the employees believe that benefits are key elements in determining employee job satisfaction. Key Components of a Flexible Benefits Package An ideal flexible benefits package will address all of these key components while meeting the needs of diverse employees: Building a Flexible Benefits Package to Attract Top Talent November, 2024 www.thecioworld.com 29
- 32. • Health andWellbeing programs: They encompass such packages as gym membership, mental wellness resources, and challenges in wellness. Studies have shown that firms that invest in employee wellbeing see a return on investment as three dollars on every dollar spent on health initiatives. • Work-Life Balance Initiatives: As remote work, flexible hours, and extra paid time off become the new cool, employees increasingly want more flexible working arrangements, which may be the most critical element in attracting talent – 93% say. • Opportunities for Professional Development: Employees appreciate organizations interested in their personal growth. Training programs or tuition reimbursement paired with mentorship programs can increase the attractiveness of a job beyond measure. • Diversity and Inclusion Benefits. As workplaces diversify, it is expected that diversity-inclusive benefits be offered that would meet the differing demographic groups’ needs, which can be in the form of family leave policies reflecting various types of family structures or support for common mental health problems existing amongst certain groups. • Distinct Advantages: In a few cases, an organization will enjoy a competitive advantage with distinct benefits such as travel stipends or pet insurance. In other words, some organizations offer an annual allowance to its employees to travel and seek refreshment elsewhere. Role of Employee Feedback An effective design of flexible benefits package requires the organizations to actively seek employee inputs. Thus, holding regular surveys and feedback sessions, it is better for companies to understand their evolving workforce needs and preferences. A report suggests that 59% of employees with access to ten or more health and wellbeing benefits are less likely to leave their employer, which shows how choice impacts retention. Involving employees in the process of deciding their benefits can be one of the ways organizations create an inclusive culture with respect for individual preferences. This not only increases employee satisfaction but also enhances the loyalty of the employee to the organization. The Business Case for Flexible Benefits Investing in a flexible benefits package does not cost but is instead a strategic investment that can lead to appropriate returns. Businesses whose benefits offerings are really strong usually have higher levels of employee engagement, which is directly related to productivity and business performance. Happy workers, according to research, work more productively and bring about better business outcomes. In addition, firms which pay much attention to the welfare of the employees with full packages of benefits usually attract good-quality applicants seeking more than just pay. And this is increasingly important in a competitive job market that suffers from scarcity in most skills and, particularly, in digital industries. A good benefits package thus likely seals the deal. Continuous Improvement and Adaptation The employee expectation landscape is constantly changing with societal shift and economics. Because of this, organizations have to keep taking a closer look at their benefits packages on a pretty regular basis. Paying attention to industry trends as well as internal employee feedback also helps keep the offerings relevant and appealing to employees. For example, during the COVID-19 era, most companies revised their policies to allow work-from-home arrangements and mental health resources to deal with the no doubt unprecedented workplace experience for its employees. Those firms which took this flexible approach also saved some of the talent while strengthening ties between the organization and its workers. Conclusion To recap, the implementation of flexible benefits is one of the most critical aspects of retaining people in this flourishing job market. Such elements have to be very diverse and allow choices from health programs, which may include unique perks, thus making the workplace quite supportive of employees’ needs, encouraging loyalty and satisfaction in jobs. Flexible business cultures, generally, will thrive; people will be attracted to employers who offer flexible benefit plans, and the driving force will ultimately determine whether such organizations attract high- performing individuals or not.CIO November, 2024 www.thecioworld.com 30
- 34. remarkable growth inthe past decade. This rise has been fueled by Tulokas' deft fusion of the company's rich Finnish heritage with innovative, human-centric policies and practices. As an inspirational figure, Tulokas encourages others to pursue HR leadership roles, advising them to develop holistically, seize growth opportunities, and prioritize the journey over the ultimate destination. Adopting these principles, he believes, cultivates an organizational culture characterized by coherence, synergy, and a shared commitment to attaining common goals. Through his principled leadership, strategic vision, and people-first approach, Tatu Tulokas is propelling Mehiläinen's continued ascension while shaping a progressive employee experience paradigm that elevates the healthcare sector. Here are some interview highlights: Please brief us about yourself and what inspired you to embark on this sector. Social impact of the healthcare sector, meaningful work, and the opportunity to learn from the people at an organization like Mehiläinen Could you give our readers an insight into your company's inception story? Mehiläinen’s story is part of Finland’s story. At the turn of the 20th century, Finnish society, science, and art started to become more Finnish. However, there is no Finnish- Tatu Tulokas People and Performance: Cultivating Success Together Encouraging Organizational Success through Human Resources! Leadership is about making a positive impact and continuously striving for excellence, regardless of the function you work in," asserts Tatu Tulokas, the Chief Human Resources Officer (CHRO) at Mehiläinen. This guiding philosophy has enabled him to drive transformative change and foster a thriving organizational culture within the renowned Finnish healthcare company. As CHRO, Tulokas operates at the vanguard, meticulously tracking market trends, researching emerging technologies, and integrating innovative tactics from other sectors into Mehiläinen's HR practices. His forward-thinking approach generates continuous progress and evolution. However, Tulokas' impact extends far beyond implementing cutting- edge strategies. He has established a foundation of open communication, frictionless information exchange, and an environment primed for collaboration and camaraderie across Mehiläinen. Building and nurturing relationships with key stakeholders like executives, managers, and employees is paramount to the success of his HR initiatives. By cultivating trust, consistently demonstrating value, and deeply understanding their needs, Tulokas collaborates effectively to drive positive outcomes benefiting the entire organization. Under his stewardship, Mehiläinen has solidified its position as a market leader and industry pioneer over its more than a century-long history, with particularly “ November, 2024 www.thecioworld.com 32
- 35. Success is determined every dayby both current and future employees making that decision. “ “ November, 2024 www.thecioworld.com 33 Tatu Tulokas Chief Human Resources Officer (CHRO) Mehiläinen
- 36. language hospital ormedical vocabulary yet. A medical society, Duodecim, was founded for this purpose, with the aim of establishing the Finnish language in health care. Four doctors established a Finnish-language hospital at their own risk and with their own money. Sairaala O.Y. Mehiläinen was established on November 6, 1909. It was named after the selfless and hardworking healer in the Kalevala, the bee. During its history and especially the past 10 years, Mehiläinen has become the market leader and pioneer of its industry. The company invests in the opportunities offered by digitalization and in the effectiveness and quality of care in all its business areas. Mehiläinen’s revenue exceeds EUR 1.9 billion, and the company employs more than 37,000 professionals. Every day, Mehiläinen’s expert and qualified staff do meaningful work in building better health and well- being in society. Can you describe your leadership style and how it impacts your approach to managing the HR department? Creating a shared vision, leveraging the strengths of diverse individuals, setting clear goals, and prioritizing the team over the individual. Additionally, strong empowerment means providing individuals with trust and autonomy. The previous has naturally had a significant impact on our culture of conversation, information sharing, collaboration, being together, and the atmosphere. How do you ensure that your HR strategies align with the overall business goals and objectives of the organization? This is the most important thing for an HR professional. Ultimately, HR work is meaningless if the business does not feel it derives value from HR or if it feels that its priorities do not align with its own. This job involves continuous alignment of matters and is done all the time, but naturally most extensively when annual plans are being made. It is essential to understand the business and its different operational logics. One must be close to the business and involved in areas where HR can contribute and influence actions. It also concerns how business management processes proceed and how, for example, HR is involved in various forums. For instance, our executive team meets weekly, after a joint training session, and we discuss the current issues of the entire corporation in an informal yet effective manner. What methods do you use to cultivate a positive and inclusive workplace culture, and how do you measure the success of these initiatives? These are not methods but more how I act. By being my true self, with my flaws and strengths. By promoting a safe working culture, highlighting opportunities and optimism, and, of course, keeping humor involved, Every individual in my team is equally valuable as a person, and each one should be treated accordingly. Naturally, we monitor the effectiveness of my leadership and that of the approximately 1000 other supervisors using metrics such as eNPS, staff turnover, absences, supervisor index, etc. On the other hand, the most important metric is the workplace atmosphere in everyday life. That is the most crucial aspect. “ “ Not everything is indeed invented in HR; most often, it happens elsewhere. November, 2024 www.thecioworld.com 34
- 37. How do youapproach talent acquisition and retention, and what steps have you taken to ensure that your organization remains competitive in the market for top talent? Our EVP defines that as being ”the best place for professionals on a lifelong mission." This defines the framework for all recruitment, management, and employer branding efforts. Different functions, such as HR, marketing, communications, and business operations, have coordinated their actions together. There are no shortcuts in this process. Success is determined every day by both current and future employees making that decision. Management must be good and fair, the employer brand must reflect reality and be interesting and distinctive, working conditions and opportunities for training and development must be genuinely available, and the management must live according to these standards. How do you handle employee relations issues, and what steps do you take to ensure that conflicts are resolved fairly and effectively? The best approach is to try to avoid challenging situations. This means that when a person is the right individual, in the right role, knows what is expected of them, and is treated well, challenging situations occur less frequently, especially if the organization is genuinely healthy. Additionally, when the previously mentioned factors are in order, handling challenging situations becomes easier. They do not come as a surprise, and issues can be addressed directly, from person to person. Can you share an example of a particularly challenging HR issue you've faced in your current role, and how you went about addressing it? This is not specifically related to your current role but more to all roles, especially when you join a new company. The significance of corporate culture is a factor with a tremendous impact. Do your homework thoroughly, talk to people, learn, be humble, ask questions, and remember that as an outsider, you are a newcomer. Everyone else has a history, experiences, and feelings towards their work, and if you want to change or develop things, you genuinely need to reach a level where you are respected not only for your expertise but also for being a part of the company. How do you stay up-to-date on the latest trends and best practices in HR, and how do you incorporate these into your work? Follow the market, different technologies, service providers, and various trends, and study them. As in sports, you cannot stay in one place or stop developing. Also actively follow developments in other fields. Not everything is indeed invented in HR; most often, it happens elsewhere. For example, I learn a lot by following our business and applying the practices found there. How do you build and maintain relationships with key stakeholders, such as executives, managers, and employees, to ensure the success of HR initiatives? Build genuine trust relationships and show interest in your business partners, both in their business and in them as individuals. Demonstrate the value of your actions to them and their business. Be genuinely "street-credible" both in your area and in matters that are important to them. Understand your role and ensure they see you as a genuine creator of value for their business. What advice would you give to someone looking to pursue a career in HR, particularly in a leadership role like CHRO? Develop yourself holistically. Be curious and diligent, and seize opportunities. Behave well, and remember that a leader's job is to make their organization and other people look good. All kinds of new experiences and perspectives develop you as an individual. Don't think about the destination but about the journey. I have been in leadership roles in both business and finance, and I never thought of myself as specifically an "HR person." I don't see a big difference whether I work in HR or any other function.
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