The bastion
of people-first
recruitment

Willemein van der Wal is the Founder of Elevate Coaching & HR Consulting. She provides executive career coaching, enabling her clients to achieve their ambitions, as well as HR consulting services with a modern and results-focused approach.

Previously VP People & Culture at Sircle Collection in Amsterdam, Willemein has extensive international HR experience leading the People function in the Netherlands and Canada.

Can you share a high-level overview of your career to date?

I have worked in HR for most of my career. After falling into it unexpectedly, I ended up loving it. I’ve gone back and forth between leading the overall HR function and focusing on culture, leadership development, and training.

I’ve always had a passion for culture, employee engagement, leadership, development, and training. I’ve worked in many different industries, initially in Vancouver (Canada), before I got homesick and returned to the Netherlands nine years ago.

This year, I launched Elevate HR Consulting and Coaching to support leaders as they transition into new roles through what I call Accelerated Integration. I work with leaders to create a 90-day plan to enable them to become a fully functioning and contributing member of the team as quickly and smoothly as possible. I assist them to establish their elevator speech introduction, and to assess the culture, the team, and to determine their priorities for the first 90 days. This elevates their confidence and their ability to create impact and achieve early wins.

I also do HR consulting and training in the areas of culture building, employee engagement, leadership development, and training. Recently, I ran a well-received workshop on giving and receiving feedback.

And, finally, I have a coaching practice to help people with their job search, career development, and to enhance their leadership skills.

What's particularly rewarding in your role?

Enabling people to do great work and become their best selves. Culture, employee engagement, and training feed into that to support their growth. To me, the purpose of HR is to lead through values, rather than policies, rules, and regulations.

Thinking back to your best manager, what about that person’s management style made them so effective for you?

I’ve been lucky to have a few good managers. A common factor was they saw my potential for magic. They believed in me, helped me to leverage my strengths, and championed my successes.

When you work for someone like that, it creates trust and this, in turn, makes you more open to receiving and acting on constructive feedback. They gave me the overall vision and empowered me with the freedom to figure things out myself. Of course, there was communication, but no micromanaging.

Is there a memorable moment that stands out from your career?

When I worked at Intrawest, a Canadian travel and leisure company, we created an amazing leadership development programme, all in-house. We developed a leadership model through incredible internal collaboration. We created a 360-degree feedback process based on that model, and supported the development of our people with a training programme and numerous resources, including a development guide.

The training programme was facilitated by leaders from different functions across the organisation and it was amazing to work together. It received very positive feedback and great results; that is a real highlight for me.

How do you expect leadership roles and skillsets to change as technology advances?

I believe some aspects of leadership - such as establishing a vision and inspiring colleagues to deliver on it - will remain the same, as well as having self-awareness and conscious leadership. Empathy and resilience continue to be important in today’s workplace, because things are indeed changing so rapidly.

It will become even more important to be curious, open to continuous learning, and creative in how we respond to change and leverage technological advances.

The ways to use AI to support leaders and HR teams is evolving very rapidly. I have seen some interesting tools to enhance recruiting and also to use AI for predictive analytics.

Do you have any advice for those seeking to build a strong network?

Most young people don’t enjoy networking - and I didn’t either earlier in my career. However, years ago, I came across a book called Work the Pond! by Gayle Hallgren and Judy Thomson. They introduced me to the concept of positive networking.

Effective networking is based on what you can do for someone else, and this idea took away the pressure of my original perception that it was insincere and self-centred. It enabled me to be more deliberate in attending events and initiating conversations with people.

I was at a recent networking event with a colleague, and we were just standing next to each other catching up, and we realised that is not what we should be doing at such an event. So, we both made a deliberate effort to talk to a couple of new people and I ended up making a great business connection.

My advice would be to be genuinely curious about others and their interests, share information, make connections for people in your network, and support each other's goals.

Think of two or three questions to ask people before attending networking events.

Also, I am not shy about inviting people for coffee – and I’m always pleasantly surprised that most people say yes.

What do you do outside of work to switch off and relax?

I am a huge foodie, so I love to cook, bake, and try new restaurants - I have actually flown to different cities in Europe to go to specific special restaurants.

To make up for that, I am active and work out six mornings a week doing weights, cardio, and high-intensity interval training. I have a race bike, which I enjoy, and I love to go to Italy and ride my bike, eat pasta, and drink wine!

Is there a meal that stands out as your favourite?

In January 2020, just before Covid, we were lucky enough to snag a reservation at Noma, which was a once-in-a-lifetime experience. It was everything I expected it to be. We were welcomed in a greenhouse with a warm drink, and then walked to the restaurant. We were served 21 stunningly beautiful courses and six wine pairings. It was spectacular - the flavours were unbelievable, each course was a piece of art, and the service was outstanding. It will be hard to top that experience!

Thank you to Willemein for speaking to Katie Insley, Director in our Human Resources recruitment team in the Netherlands. 

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment. 

Yolanda Rivero is a Procurement professional specializing in Digital Transformation. She has been with PepsiCo, a multi-national food and beverage corporation, for over 21 years, where she has led the global implementation of digital procurement tools, enhancing spend visibility and strategic sourcing. 

What was the best or worst interview experience you've ever had?

Luckily, I haven’t had many bad experiences. In cases where I was offered the position, what made them good interviews was the focus on my soft skills. They were truly bi-directional conversations with a real effort to understand each other.

I also felt very comfortable asking questions. It is always good to gain an understanding of what they need, and what they want. It's important to have an open conversation to understand the person, rather than focus only on the CV.

What sustainability challenges have you or your organization, including previous employers, faced?

In my opinion, sustainability presents many challenges. One of the most important examples would be fulfilling regulation and sustainability goals in a cost-saving environment. At some point, to find the right balance, you need to do a trade-off.

In many cases, achieving sustainability goals involves investment, either buying new machinery or doing things differently, which can easily go against your productivity objective. You need to understand exactly what to sacrifice to achieve your goals.

Another challenge is how you measure that. How can you prove that you’re achieving your sustainability goals in compliance with regulations? You need to have accurate data, and sustainability is relatively new, so there isn’t a lot of historical data to do this reliably.

I think the last challenge is the changes in globalization for corporate and international companies. Regulations differ, for instance; you have local, country, European, others in different continents, and market dealings, etc. They change very often, requiring you to continuously adjust your processes to maintain compliance.

In global organizations, it must be challenging to have a set strategy across the board, because regulations differ from continent to continent.

Exactly. The law today may change in five years, because they've realized that there's something new that they need to include, requiring you to adapt. It's also a constant adoption of tools and how you approach the achievement of your goals.

In your opinion, what are the most underrated skills or qualities in Procurement?

I think having diverse backgrounds and experiences is sometimes seen as an obstacle, rather than a strength. Of course, you need to know the job and perform in the role and within those functions. But, in Procurement, what makes it so rich is the exposure to many cross-functional teams; you collaborate with R&D, Marketing, Supply Chain, and Legal.

I believe it's very important to have people from different backgrounds and experiences to be able to understand others. That leads us to increasing the focus on certain skills and embracing diverse backgrounds, rather than having very specific Procurement experience.

The more you understand how something impacts others, the quicker you can solve the problem, because you can go beyond the surface. For example, when you have a supply issue and you have supply experience, you know how important it is to stop the production line or how difficult it is to change shifts or rearrange the production schedule.

You could think back on the best way to tackle the issue, allowing you to get others on board with your thinking, as you can empathize with the situation and thoroughly understand the impact of your decisions on other functions.  

If you were to think back to the best manager you've ever worked for, what did you like about their management style?

I've been extremely lucky and grateful to have very good managers throughout my career. For me, what makes them the best is having the ability to learn from them. That could be learning about the function, negotiations, communication, or other skills.

Additionally, it’s important to have the ability to mirror your manager and improve yourself. Those managers were able to challenge me constructively and gave me the motivation to go beyond my current capabilities. In all cases, they showed genuine interest in helping me grow and succeed.

Is that something you've taken forward when managing people?

Absolutely. If it’s something you’d like to receive, you should give it, too.

Also, as a manager, it’s important to adapt. Ultimately, you are dealing with people, so you need to understand the communication required for each person. I love to make my team grow and try to get the best out of them.

But maybe not everyone wants to grow, so it’s important to recognize that not everyone wants what you want for them. You must take the time to know your team and hear what they want.

In global organizations in Switzerland, you're often managing diverse teams of people based all over the world, or even in one office. So, there are certain skills that you need to have from a communication perspective.

Absolutely. We had a tool named Culture Wizard that helps you to understand cultural differences, for instance, how to approach negotiation in a different country.

I try to learn about others and how they interpret silence or other types of communication. Something in your country may seem very funny, but in others, it's not so funny. You need to understand your team’s cultural background and the differences and be able to address that, as well.

How can a jobseeker stand out in the current market?

It's complex. Nowadays, knowing how to stand out in any field becomes the search for the holy grail.

On LinkedIn, you can find endless tips and tricks everywhere. But, in my opinion, it can become overwhelming and have the opposite effect, because everybody - with their best intentions - explains how you should communicate, what you have to say or not say. In the end, you’re being told so many things.

I believe the most important thing is to identify what makes you unique, because everybody has their own story. You need to communicate yours effectively, and that requires preparation and confidence. That’s what makes you stand out in the current market, on top of having good knowledge of the job.

Something that is taken for granted is having a good attitude and self-confidence.

Are there any books or podcasts that you'd recommend to our network?

I always try to get a balance between learning more about Procurement, market innovation, and new market trends. But, as I said before, certain skills are important, like communication, emotional intelligence, and soft skills in general. 

I'd recommend the Art of Procurement podcast. Many of my Procurement colleagues have been interviewed on it, too. It’s very good if you want to follow what’s currently cooking in Procurement and who the key players are.

I also follow a German podcast, because it helps me keep my business German fresh, called Werte & Hebel, which is also focused on Procurement.

Lastly, a Spanish podcast named Hablas o impactas, hosted by a storytelling and public speaking professional named Aurora Michavila, which is great for learning how to do presentations, and improve your communication and business relationships.

Thank you to Yolanda for speaking to George Weemes, Associate Director in our Procurement & Supply Chain recruitment team in Switzerland.

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment. 

Katja Meeuwsen-Nass is the Vice President of Human Resources at ASICS EMEA, a global sportswear company that focuses on supporting a sound body and mind. Katja has remained with the company for 12 years, beginning as a HR Project Associate. She shares an in-depth look at her role and the company’s internal initiatives as well as the visible changes in the Dutch employment market.

How would you define the role of a VP of Human Resources?

There are a few aspects. One is to be an advocate for employees. That's not to say I'm the only member of the executive team doing that - absolutely not - but I think I have it top-of-mind more than others. I'd be doing something wrong if that wasn’t the case. To really think about whether we’re doing right by our employees. Or ‘Is this the right direction to go in?’

The other part is to look at the changes in the workforce and the marketplace, identify what we need to do as a company to make sure that we secure the best talent and see how we need to adapt. I also believe that the HR VP or CHRO should have a seat at the executive table for that purpose. Some companies have a different setup and that may work, but if you want to be a great employer and keep getting talent into your company, we definitely need a seat at the table.

What changes have you seen to the Netherlands employment and what in your opinion have been the real key drivers for this change?

We have boomers and millennials in the workplace, but now Gen Z is entering and that has been interesting. People coming into the workforce demand more and maybe this has been heightened by COVID. I recently listened to a keynote speaker who had conducted a study in America, where it seems the younger generation no longer has a ‘dream job’; they’re focused on saving the planet and doing things of value and with purpose. I see that more and more.

Also, we have more people who work four days a week, not necessarily because they have a family to take care of, but because they want more free time to do other things. The newer generation is looking for companies with purpose and jobs they will enjoy. Of course, I am generalising a whole generation, but for them, it is less about a certain title or paycheck.

How do you foster a positive and productive work environment, especially in challenging times at ASICS?

It can be difficult. Of course, there was the pandemic but there are also different things that are happening around the world. At ASICS, we're quite open about the challenges we see, we discuss the solutions and actions we can take. There’s a lot of teamwork and collaboration that goes into addressing challenges, facing them with an amount of positivity and saying, ‘This is what we can do, so let's go for this.’

Can you describe the culture at ASICS?

We’re a global company with headquarters in Japan and we have a set of values that our founders first described 75 years ago. Out of all six values, I think two really come across in the workplace, ‘Be courteous’ and ‘Work as one team’.

It’s quite a flat organisation; very friendly and international; so in our EMEA headquarters, we have many different nationalities, and we all have an affiliation with sports or are passionate about sports. That's also something that makes ASICS a unique place to work.

How does ASICS ensure a fair and inclusive interview process?

In the last four to five years, we have implemented a few initiatives to ensure our process is more inclusive and non-biased.

Firstly, our recruitment staff and managers are trained to be aware of and recognise unconscious bias. Also, the recruitment team ensures we have a diverse hiring committee. That involves gender and ethnicity, but also diverse minds to allow for different perspectives and challenge each other's thoughts – an interviewee may be good, but what's underneath the surface?

More recently, we've introduced a scorecard to assess skills and quantify values, to allow for accurate reflection. Results show that a higher quality interview is produced as people are more inclined to ask better questions and go into detail instead of judging at face value.

Technology can assist with creating a fair and inclusive interview process, but usually, it comes down to people sitting down and chatting.

What does ASICS do to raise awareness around mental health and well-being within the company?

This is an important topic for everyone and one of my favourite areas to discuss.

If I compare now to the 1980s, there has been a generational shift. For instance, my mum was a stay-at-home mum who dealt with the household and private matters and my dad was the breadwinner. For others, the roles were reversed, but there was a clear breadwinner and parental figure, each focused on different tasks instead of sharing them.

Now, more of us go to work and since COVID-19, more of us bring work home. Many of us can no longer compartmentalise our lives or our roles in society anymore. The numbers don’t lie; burnout and stress are on the rise.

ASICS stands for ‘Anima Sana in Corpore Sano’, meaning Sound Mind in a Sound Body, which is our purpose. A few years ago, we noticed that we were using that in our marketing campaigns, but we weren’t necessarily focusing on it enough internally. People at ASICS work hard and are, at times, stressed.

As we tried to make our purpose come to life more internally, COVID hit, and everything was derailed slightly. Since COVID, the workplace has become a space where well-being is valued as much as productivity and engagement; if your well-being is good, then your engagement and productivity increase.

We identified four areas of well-being to focus on throughout the year. Twice a year we have an ‘uplift week’. Our most recent one really embodied what we stand for: we played games and took part in wellbeing workshops such as mindfulness or discussing the female cycle and how it impacts work. Another focus was on financial well-being. So, there are many different aspects of wellbeing that we touch upon to make people feel engaged.

I think COVID sped up the importance of wellbeing, speaking out, having the flexibility to move around and building connections in the workplace...

I agree. It was quite funny at the beginning of COVID where a lot of people spoke virtually and hadn’t quite figured out how to add screen backgrounds. It was nice to have the ability to ask, ‘What's that picture that I see in the background?” and build more of a connection and learn about someone’s personal life.

I'm not sure how it was across Europe but for a lot of our people in the Netherlands, schools closed it was of course a real struggle for some. But it also gave us a common experience; something we were united in to talk about.

Looking at career advice, what strategies would you suggest for someone looking to pivot their career into a new industry?

When you are looking to enter a different industry, look at the skills that you have acquired and how you can apply them differently. There are lots of transferable skills. For example, if you’ve been working at ASICS, Nike, or Puma, but would love to go into FMCG, a lot of your learnings would be transferable. We sometimes hire from outside of our industry because people have certain talents and skills that we won't find as quickly within it.

The other piece of advice is about networking and using your network to get into the area you want to be in. Familiarise yourself with people and strengthen your industry understanding.

How do you anticipate the role of Vice President of Human Resources will evolve as technology advances?

Looking at HR in general, some repetitive tasks will be automated, which I believe is a good thing. Some areas of recruitment, like selection, are going to be much more advanced with AI; for example, you go straight into the first round of interviews instead of spending time on sourcing.

I think the role of VP will evolve to include how we utilise AI in a morally correct way - that's another big debate. Also, to ensure the workforce in HR and elsewhere is ready. What skills we will need to utilise AI? It will require critical thinking and problem-solving skills to ensure it’s implemented correctly.

The human connection side and the managerial aspects: taking care of your team, motivating and engaging people are areas that will grow in importance over the coming years.

How do you ensure that your strategic decisions align with both the company values and market demands?

That is always top-of-mind. At ASICS, we start with our strategic vision and three-year plan, created by the executive team and various experts in the company, which is signed off by the team in Japan. I also look at the plan and what we need to do as an HR management team for the workforce or organisation to ensure its success.

On the one hand, it's around making an organisation fit for purpose, but also looking at what's going on in the world, to ensure that we not only have the right people but we allow them to do a good job and thrive.

Market demand is probably a more difficult question. Some trends and fads come and go. I think we're lucky at ASICS as our purpose and our values are quite stable; as I said they were created by the founder 75 years ago and our purpose is our name. I think there's always been a relevance to sports, but now probably more than ever; a lot of people benefit from sports, so that's a good thing.

It’s interesting to observe different trends, like staying up to date with progress in AI. Within that, be true as a company to who you are. We’re not at the forefront of those changes but it's good to be mindful of what’s relevant to us. In general terms, it's important to stay true to your company values and grounded in what you think is the right thing to do.

What are the three challenges ahead for you as the VP of Human Resources at ASICS?

I feel old when I talk about this but the newer generations – and employees in general – are looking to develop relatively quickly through promotion. It's quite difficult to keep up with that pace because you can't have everyone walking around with a director title; you need a certain balance. Another challenge for the coming years will be exciting, rapid change in the way we work for example due to AI.

The third one would be the globalisation of our company, beyond Europe. We're looking at global talents, engaging people in global projects. I believe that’s a really positive development but at the same time, you're asking people to work from different time zones within different structures. It can be challenging and is something to be mindful of.  

Who did you most admire as a child and why?

The person that pops into mind is Madonna as I had posters of her in my bedroom. There was something versatile about her, she continuously reinvented herself and pushed boundaries. So, she was quite out there.

Thank you Katja for speaking to Laura Summerson in our Human Resources recruitment team in the Netherlands. 

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment. 

Alexandra Dumitrescu-Meier is VP of Finance & CFO, Global Sourcing at Barry Callebaut. She has been with the world-leading manufacturer of high-quality chocolate and cocoa products for nine years, having previously worked for Mondelēz International for 12 years in Greece, Switzerland, and the UK.

What made you decide to embark on a career in Finance?

That decision was influenced by a combination of factors that align with my strengths and interests. From my early days in school, I had a passion for mathematics, which naturally drew me towards a field that uses analytical thinking and problem-solving skills.

As I progressed through education and entered the workforce, I found that Finance gave me the opportunity to apply these skills in a practical and challenging way. One aspect that I find particularly appealing is the end-to-end view it offers, allowing me to be involved in critical business decisions and see the impact of financial strategies on the overall success of the company.

This holistic perspective resonates with me as I enjoy being able to connect the dots between different aspects of the business and contribute to strategic planning and forecasting. In my current role as a senior business (and sparring) partner, I have the privilege of working closely with key stakeholders, collaborating on projects and exploring new Sourcing strategies that have a direct impact on the bottom line.

While the high-pressure deadlines in Finance can be challenging, I thrive in these situations and find them energising. The pace keeps me engaged and motivated and pushes me to deliver results efficiently and effectively. I appreciate the structure and clarity that Finance brings to my work, allowing me to navigate complex situations with confidence and precision.

Many people in Finance cite month-end as being stressful but, interestingly, you say pressure is something that drives and motivates you?

Yes, there’s always the flip side. Look at your strengths and you’ll find your weaknesses. Deadlines can sometimes drive negative results, like too much pressure, but it's a bit of both. There will be moments when too many deadlines overlap and create conflict - of course, nobody enjoys that – but, overall, I prefer that structure and having that clarity. It also comes down to how stress-resistant you are as an individual. I find it more half-full and, after 20 years, I'm used to it.

I know over the last nine years you’ve closely collaborated with Sourcing. What aspects of this partnership resonate with you?

Indeed, I have been a Sales Business Partner prior to this role and switched from one commercial side to the other. It's very interesting to be close to the business and it was a good choice.

Procurement and Sourcing involve very strong commercial content and I find that very captivating, especially in the chocolate industry; my scope is linked to areas like commodities (market evolution), which are impacted by natural phenomena and the financial and geopolitical environments.

Working in Sourcing Finance, supporting a commodity-based business, you have to take in everything that’s going on in the world at a particular point in time; the impact of certain events in the external environment can have a domino effect. That's exciting because you can learn a lot about different markets and different aspects of the economy.

Another thing to consider is the nature of your work itself. In the Sourcing realm, you engage not only with internal but also with external stakeholders like suppliers, and it’s essential to cultivate good relationships on both fronts. To achieve economic objectives in this field effectively, it’s crucial to grasp the dynamics of negotiations and interpersonal interactions.

I learned a lot from all stakeholders and I have been captivated by the Sourcing teams. They bring a lot of know-how and trends insight from the external side and they’re pragmatic in the way they collaborate. In this role, the learnings are huge and multi-faceted. I’ve learned more about people and how they go about things.

The analytical and mathematical aspects of Sourcing resonated with my skills in Finance, reinforcing the interconnectedness of different functions within a business.

That’s interesting. We quite often see people switch between an operational Sourcing or Procurement role and Finance and there does seem to be more of an overlap. Just today, I was talking to a CFO that's now become a CPO.

Yes, as I said, the skillset is very transferable. Throughout the years, I have seen my activity as being part of the Sourcing team quite directly, so not only focussed on Finance – it’s about the broader business decisions where I take a lot of ownership

Across the business, there are many stakeholders and this means extensive interaction with them. I relish the vibrant, multi-faceted environment that this results in. This setting not only exposes me to a diverse range of personalities, but also presents an incredibly dynamic international dimension that I find truly captivating.

The Sourcing organisation spans Asia, America, and Europe; cultures with different ways of interacting and you see aspects from each region in the behaviours from an internal customer perspective. Experiencing these different dimensions is a valuable experience.

We talked the capability building as part of your success. Can you provide some more insights as to your approach within your team?

My team is global, based in different regions. It’s been quite a journey as I built this team from scratch and now there are more than ten members. Building and developing their capabilities has been a rewarding aspect of my own career journey. In fostering collaboration and knowledge-sharing among team members, I’ve found fulfilment in empowering others to grow and succeed.

One by one, in each region, I had the opportunity to organise the roles and I had to build capability around certain areas, because you don't always find the exact fit talent, with the complete skillset developed in the way our department works. It’s multi-layered and, of course, I learned a lot on the journey. That's why I stress that I was building up from the beginning; I believe one fine-tunes the approach along the way.

I dedicate time to listen to my team’s needs and hold internal, face-to-face workshops where they learn from each other, to transfer best practice between regions; when one team member develops certain analyses in one region, how do we lift and shift that into another? How do we manage and leverage this into a global approach? It’s key that we bring them together.

It's also key to provide the opportunity for small group collaboration: two or three-person teams assigned to global tasks, driving learnings between China and America, or Turkey and Belgium, for example. We’re more tactical in how we apply these.

On the team approach, what is very important – and I went through this a lot – is not only how you listen to people, but also how empower them to act; giving them the freedom to formulate new approaches and implement new projects so that they learn through that process.

If you provide them the empowerment and liberty to learn, they will. They will open a book, look online, check internal and external sources, and they will try to own it. I’ve found that through giving ownership and responsibility, people learn a lot more than by saying, "Do this and then that." That’s an old way of working.

In the context of capability building, have you found that digitisation plays a role in enhancing your team's efficiency and effectiveness?

Yes, that's a very contemporary topic. I think every Finance team values having this information at their fingertips and tries to implement new systems. We’re very active on that front, using new technology to maximise efficiencies and, within the organisation, move Finance from the controlling element towards being a business partner, a storyteller, an influencer.

We’re moving at full speed on these internal developments and my team has been very curious and eager to learn and want to evolve in that area. It's a tremendous change and I think in five years from now we will see much more of these new dynamics of the way we interact and collaborate within the business. In the future, there will be a completely different way of working.

The skills required will also change the way people are trained for certain roles. It will be interesting to see how roles will evolve because of all this information: will all the information be needed for the decisions? There will be much more on the radar of business professionals.

It's very exciting. For the past five years, we have been looking into those areas. The next five years will be super dynamic, and we’ll see a difference in who is going in each direction. The extent to which artificial intelligence and machine learning can be applied will be a differentiator.

There's a lot of opportunity, but there are concerns and questions around the security of data, for example, using AI tools within Finance. Hopefully, those questions can be answered at the same pace as the technology moves…

Of course, there are security concerns. Information is much more exposed and granular via these new tools than it used to be, but that comes with risk. I leave it to the specialists in the IT department to keep us safe and we do not use tools that are not agreed with these specialised teams. The business’ data needs to be safe and remain in the right hands.

What is your approach to keeping on top of technology advancements or trends shaping the Finance landscape?

By actively participating in external events, leveraging online resources and networking with industry professionals, I make sure that I’m learning and evolving continuously in response to the changing demands of the field.

I try to join conferences as I learn and absorb information better if I’m connected to people, so definitely if it's a conference, an exchange, a networking event - something face to face - I prefer it, but I follow podcasts and online content if my schedule doesn't allow.

I also use apps like Blinkist and Headway to learn and absorb new insights from professional books in a summarised format - not necessarily only in Finance. It's important to learn how to manage time, manage conversations and manage leadership, for example. There is a lot out there and through apps and online tools that becomes more efficient. It all creates new learnings.

Even with progress, there's still a disparity in women in Finance leadership roles. What advice would you offer to aspiring female professionals?

It's a multi-layered question and not straightforward to advise; I discovered the options along my path step by step and I believe it's down to individual preferences. But I can say something for female professionals in general, because not a lot of women choose Finance. The CFO role is perceived to be very masculine and it's not easy to attract young women to this kind of role.

One piece of advice I have for women attracted to Finance is to work first on what they enjoy and secondly have a mentor or an advisor. Not just an external mentor but also colleagues, to better understand their environment - not necessarily Finance but other business areas, as well. It's helpful to understand behaviours, changes and phases of a business, mastering the mind and how to approach things. Mentors not only help you work on personal mindset, but also on collaboration.

Consider your approach to collaboration: some people perceive that they bring fewer or less valuable solutions than their colleagues. I’d always encourage young female professionals to value their logic and focus on solutions. With a positive outcome from the solution, no one will focus on whether you’re female or male. Along with what you bring to the table, your thoughts and solutions, bring integrity and aim to do the right thing - bring all of you. Then you will make a difference.

For one to be successful, another key element is resilience. I would put this quite high on the list of priorities for young and/or female professionals. Speak up in front of others and convey what makes you tick. What do you want to achieve from people and collaborations? Don't let it go by just by chance. Be clear about what you want. Women tend to pull back, stay low profile and that doesn’t help them achieve a senior role.

I have changed countries and moved a few times in my life from Romania to Greece, to the UK, to Switzerland. I have had my cultural challenges and that builds a certain resilience in my approach. I also think it's important to take things lightly and with a note of humour, especially when there’s the perception of CFOs being very rigid.

Lastly – and this may not be significant for every culture – for a woman to open doors, my advice would be to dress for success. If you appear confident in what you wear and how you come across, your presence in the room will have more impact. When that happens, your mindset will stay positive and you’ll have a better opportunity to make your point in the right outfit.

That's interesting. In the past few years, people moved to working from home more and there seems to be a shift to more casual attire, as well. I agree that it impacts the mindset…

For me, it does. There is casual and there is casual. Your look needs to be right for you, for how you perceive yourself and how want to come across in daily interactions. You don’t necessarily have to wear something so sophisticated, but I do think that to some extent there’s a subconscious connection between that confident presence and successfully articulating ourselves.

Do you think Switzerland is still as attractive a location for forward-thinking professionals as it used to be?

It's a good debate, but I think it's still attractive on balance. Of course, there has been a trend to move Finance roles to different markets. Technology brings new tools and systems, we may potentially see further consolidation of activities in certain geographies, so perhaps a little less opportunity but the firms that have stayed and have a good presence still want to attract top talent, and that talent will never be a challenge to find here - that's still the case.

I think globally we’re leading the charge in ways of working in Finance. Capabilities will be different in the future as other geographies will also change and their populations shift accordingly.  

Switzerland is very international; you can work in English. There is an expat community here and there’s a lot of possibilities here compared to other geographies. It's probably a bit more limited by the availability of roles, but I think the country itself offers a very good base for professionals.

What are the aspects of your role that you find most fulfilling?

As mentioned, I find the most fulfilling aspects of my role in Sourcing Finance to be the diverse range of content and responsibilities, the collaborative work with my team and senior leadership, and the opportunity to make a positive impact in my areas of focus.

My current role encompasses a wide array of topics including accounting, financial planning & analysis, working capital initiatives, business partnering, supplier and sourcing-related inquiries, export-import activities, tax matters, and technology applications, to name a few. This breadth of content brings me satisfaction and the chance to excel in various areas.

I find the challenge of working with diverse global cultures across different timezones incredibly stimulating and that fuels both my personal and professional growth. Despite the challenges of dealing with distinct cultures remotely, I push myself and strive to strengthen myself professionally. I also value our open and diverse environment that encourages individual contributions and innovative thinking.

For me, it’s essential to be in an environment that offers rich content and opportunities, encourages new challenges, and pushes me to expand my limits. I believe our environment promotes diversity, acknowledges the value each individual brings to the table, and challenges conventional thinking, which, in turn, fosters respect, consideration, and balance in our interactions.

The high energy within the team is palpable, and while I may sometimes tackle tasks at full speed, I also ensure to maintain a sense of balance and collaborate. This approach values individuals beyond gender and other superficial aspects. My team and I often express how we feel empowered to make a difference, and that’s a key motivator for them and for me.

Thank you to Alexandra for speaking to Meriel Graham, Director in our Finance & Accoutancy recruitment team in Switzerland.

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment. 

Nazim Ünlü is the Global People & Organisation Director (HR) at Novartis, based in Basel. A Human Resources Leader with 15+ years of experience across multiple industries, Nazim is known for simplifying problems, driving consensus across regions & cultures and successfully delivering transformative change in complex, global organisations.

What is the most enjoyable aspect of your job?

I enjoy working in HR because it gives me the chance to positively impact people's lives. The human aspect of Human Resources is particularly important to me. I can assist people in advancing their careers, resolving workplace conflicts, and creating development programs that boost motivation and bring happiness. I also believe that HR professionals play a vital role in shaping organizational culture and employee experience. This role is strategic and fulfilling since employee experience significantly influences the workplace and overall culture. Working in HR is truly rewarding, and the field has improved significantly over the past 20 years.

We've discussed AI and digitalization in the past - and I know it’s one of your passions. How do you manage internal stakeholders to see the value of technology in HR and ever-evolving digitalization?

I had a chance to work as an HR Lead of the R&D Digital program called data42 at Novartis. I had an opportunity to learn a lot about digitalization and its implications and adaptation to a more extensive/complex organization setup. If the technological/digital ways of working are not widely embraced within the organization, it becomes even more challenging when you add an extra HR technology.

Regarding stakeholders, HR technologies are managed by the IT function - we can't do this alone. Convincing internal stakeholders of the value of HR technology for digitalization is not easy. It is quite a challenge, and to tackle this, we need a strategy to adapt, persuade, and gain support from stakeholders. Personalizing AI and HR technology to fit your company is the starting point because not every groundbreaking idea aligns with your current needs. The generation of value should bring mutual benefits. Looking back, the educational aspect is crucial. We need to show stakeholders how they can benefit from integrating HR technology. What efficiencies will be gained? How will it improve our employees' experience?

The second aspect is demonstrating return on investment - how can we show a positive ROI? Will productivity increase with the use of HR tech? Can it reduce recruitment costs and support the business P&L? Or what will you do with the extra time when the Technology/AI eliminates the administrative part of your job? What will you start doing, and what will be your trade-offs? You should honestly ask these questions and adjust your USP very clearly.

Thirdly, piloting the technology to showcase and demonstrate its effectiveness is essential. So, engage with your stakeholders early to collect inputs rather than rush to build a PERFECT Product!

In the meantime, scaling up quickly may cause organizational challenges or resistance as only some have the same urgency or understanding about what you are aiming for, bringing a digital product to change their way of working. We can build confidence and gather further support for the initiative by piloting with early adopters. Lastly (and I hesitate to use the overused term 'change management' in HR), communication is crucial. How can we create a simple ecosystem where people are not forced to use HR technology in a specific way? Without user buy-in, we won't be able to assess the impact of the technology.

I noticed on your LinkedIn profile you received a reward for being the most curious HR Business Partner in the region in 2012. Is it innate inquisitiveness that has driven you to continuously push HR initiatives forward?

I'll certainly remember that. Around 13-14 years ago, while working in Turkey, I received the recognition. Curiosity is a powerful motivator, especially from an HR perspective. As a Talent Acquisition professional, curiosity is crucial as it allows you to effectively learn about someone and evaluate them for a specific job. It also enables you to consistently search for innovative solutions, leading to different interactions with HR functions and products. Curiosity is closely tied to diversity and inclusion, as it entails being open to new ideas and seeking diverse solutions, which contributes to inclusivity. Lastly, I was fortunate to work with open-minded leaders. Our Country HR Head, Senay Kizilkaya, and Regional HR Head, Urs Karkoschka, created a humble ecosystem where learning and enjoyment went hand in hand. (With this chance, I'll share my regards with them.)

How do you go about creating a good working culture in your teams?

Culture is critical in the human resource department, fostering organizational harmony. It shapes our daily actions and influences why some people stay or leave. Building a positive culture starts with clearly defined values effectively communicated throughout the company. Leadership must not only share these values but also embody them, serving as a role model. Leaders' behaviors, akin to their shadows, influence and set an example for others to follow. Involving employees is crucial for instilling these values, enabling them to truly grasp and live by them. Recognition is essential, too; appreciating and acknowledging employees fosters a culture of giving, allowing them to embody the company's values.

Furthermore, grasping the positive aspects of culture through learning and development and providing diverse and tailored solutions is key. Particularly in today's world, learning and development programs should cater to employees' individual journeys, contributing to a unified culture in which people feel free to be themselves at work.

And if you had not taken the HR route Nazim, is there a different career path that you might have explored?

My professional journey did not commence in Human Resources. Initially, I embarked on my career in the strategy department of a corporate bank. I am fortunate to have established connections with esteemed HR leaders who introduced me to this field at my previous organization. Growing up in an academic environment —my parents being educators— had I not pursued a career in HR, I likely would have gravitated towards the education sector, focusing on roles related to people leadership, consultancy/strategy, and similar domains.

And looking back, what advice would you give to someone wanting to create a successful career within HR?

Keep your curiosity alive as a starting point. Stay updated with trends and continue learning because HR is more dynamic than ever, with technology and changes in the world's social construct (it may sound disruptive but also try to UNLEARN!).

Moreover, building relationships with diverse stakeholders is crucial as you need alliances to develop a strategy. Underline the importance of data literacy in HR, particularly in the context of analytics and AI. While some HR professionals may shy away from this area, it's a crucial skill to develop. If you aspire to be a CHRO, you need to be able to read and analyze data to inform your function's strategies.

The other element is advocacy. If you are content to share and enforce policies like a policeman or policewoman – sorry, nobody will listen. You're here to represent the human function, and you need to advocate for people. We have so many good tools in HR that you can build a diverse, equal, and equitable organizational culture and support this in your approach. It is so important for me personally to advocate for people! Remember that HR is about people, not just policies or frameworks.

Thank you Nazim for speaking to Drew Larcombe in our Human Resources recruitment team in Switzerland. 

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment.