W O R L D M A G A Z I N E Driving Diversity, Health and Impact: and the Human-Centric Approach to Sustainability Grifth E l l i s L a u r a G r i f f i t h Global Chief People Officer “I don't balance at all-I juggle. I back ip. I love the challenge of keeping up with everything and letting no balls drop.” Driving Diversity, Health and Impact: Grifth and the Human-Centric Approach to Sustainability The Most Visionary Leaders in HR 2024 VOL 02 I ISSUE 03 I 2024 Human resources is the heartbeat of organizational success. The Quality Attributes ne of the most crucial leadership traits that O sets great leaders apart from average ones is the capacity to inspire. While there are many excellent managers, there are very few excellent leaders who have the ability to bring life, passion, and connection to their actions and behaviors. Along with a crystal-clear vision, mission, and dedication to integrity that directs them in everything they do to improve the world. Those who are inspirational leaders lead with a strong sense of purpose and obligation to effect positive change. They know exactly what their values are and don't give in when under pressure to do something that would require sacrificing those values. They might not always become well-liked for this, but in order to grow and scale the progress eventually, these adept personalities understand the essential aspects that are focused on cultivating an environment that makes their employees feel comfortable coming and talking to them. Inspiring leaders behave honorably because they are aware that their employees are constantly watching and that every action counts. They adhere to their values and incorporate them into everything they do as a result. Moreover, risk-taking ability is an essential part of leadership. Rosa Parks, Henry Ford, and Elon Musk are a few leaders who have made a difference in this world by taking courageous risks. Successful teams inspire inspirational leaders to be dedicated to and motivated by their work. They foster an environment where people can come together to share their experiences, knowledge, opinions, and ideas resulting in disruption and innovation. Accepting collaboration encourages people to step outside of their comfort zones and learn from one another while achieving great things. Employees then become more self-assured and eager to take on more responsibility. Embracing the journey of such resolute leadership charismas, WomenWorld Magazine features the enthralling stories of the astute personas of the industry in its latest edition, “ The Most Visionary Women Leaders in HR 2024 .” Flip through the pages and embrace the odyssey of exploring the distinct approaches to cultivating wisdom driven by passion and innovation. Have a Delightful Read! Cover Story Driving Diversity, Health and Impact: G r i f t h Grifth Grifth and the Human-Centric Approach to Sustainability Driving Diversity, Health and Impact: G r i f t h Grifth Grifth and the Human-Centric Approach to Sustainability 16 24 A r t i c l e s Kris n Omreng Cul va ng Thriving Workplaces Through Passionate and Visionary HR Leadership 20 The Evolu on of HR Leadership From Transac onal to Transforma onal Balancing Automa on and Human Touch HR Leaders' Approach to HR Tech Implementa on 08 February, 2024 Trey Matheu 2024 We are also available on : Brief Company Name Featured Person Ammarai is recognized for his strategic vision and commitment to building thriving workplace cultures. Ellis' leadership style is synced with a deep understanding of the critical role that people play in driving organizational success. Holly is passionate about creating environments where employees can thrive both professionally and personally. Kristin's commitment extends beyond traditional HR functions, actively contributing to the overall well-being and professional growth of the employees. Roxanna's leadership style is characterized by a dynamic and people-centric approach, emphasizing the vital role of human capital in achieving organizational success. Vandebron vandebron.nl ERM erm.com Walgreens Boots Alliance walgreensbootsalliance.com PGS pgs.com commercetools commercetools.com Ammarai Linde Head of People & Culture Ellis Griffith Global Chief People Officer Holly May EVP & Global Chief Human Resources Officer Kristin Omreng Senior Vice President Global Human Resources Roxana Dobrescu Chief People Officer Ellis Laura Griffith Global Chief People Officer Cover Story Driving Diversity, Health and Impact: G r i f t h Grifth Grifth and the Human-Centric Approach to Sustainability Driving Diversity, Health and Impact: G r i f t h Grifth Grifth and the Human-Centric Approach to Sustainability llis Laura Griffith, PhD Global Chief People E Officer at ERM , began her CHRO journey with a memorable moment on the first day of her inaugural CHRO role, she was met with an unanticipated Q&A session. Given her background in consulting, Ellis was used to having the answers. However, when asked about her vision and strategy for the HR department, she responded with an authentic vulnerability, admitting, " I honestly don't know yet .” Since that day, Ellis has embraced this vulnerability to cultivate openness and authenticity in herself and others as a defining characteristic of her leadership style. Her willingness to acknowledge uncertainty and respond with a genuine " I don't know " resonates with her commitment to genuine human connection. As a leader, Ellis believes that these qualities not only make her more relatable but also garner respect from her colleagues. Let's explore Ellis' authentic leadership journey as she shapes the human experience at ERM! How do you align your personal values with ERM's organizational values, especially in the realm of Diversity, Equity, Inclusion, and Belonging (DEIB)? At ERM, we help businesses meet today's sustainability imperatives. We are the world's largest pure-play sustainability consultancy and have been doing ESG work for over 50 years. Globally we do this by holding true to three core beliefs: that Together we Challenge, that Expertise is our Superpower and that Impact Ignites us. Beginning with our mission, I feel closely aligned with ERM, not because I am a decarbonization expert, but because I believe that the People Function sustains the workplace and helps people to make their lives and worlds truly better. I believe that what we do in the world of People impacts individual lives, be it through well-being programs, cutting-edge rewards, safe workplaces, promoting engagement, building community... Leveraging expertise to create impact for our people, to challenge the status quo and to make the workplace a better place is part of not only my job, but truly who I am at my core. DEIB is a part of all of this picture. If you could take a marker and draw a circle around ERM's whole organizational mission and all of its beliefs, we would radiate DEIB from every cell. That means that DEIB is more than a set of programs. It means that together we serve as the guardians of ERM's corporate culture--we are a group of people who resonate together around a common mission and common set of beliefs, which is belonging at its best. Welcoming people from across geographic or ethnic boundaries, across different knowledge and skill sets, from diverse religions and areas of expertise, from one end of the rainbow to the other is how Diversity shines in an organization. I think we'll talk more about this later too but fundamentally, DEIB is a part of the tapestry of, not just the way that I live and lead, but also, ERM's core mission and beliefs. Given your background in Inclusivity, could you describe how you foster an inclusive culture and what strategies have proven most effective? Fostering an inclusive environment begins with fundamentally ensuring that the people who are part of that environment are themselves engaged and inclusive people, on a micro level and a macro level. Let me explain. Smiling at everyone in the hallway, offering help to someone wrangling a pile of papers and a coffee, taking a moment of your time to make a cup of tea for a colleague who you know is struggling today—these are micro-inclusion moments. Within teams, you have both inclusion moments and opportunities for inclusion that you may not have noticed as well. For instance, perhaps some people work best in quiet environments and others work best when they can have open and frequent discussions. How can a team be inclusive of a wide range of needs? By being open to different possibilities, having open discussions. When we have sponsorship relationships along with respectful peer relationships, we create an inclusive team culture. When it comes to a whole company, inclusion starts to look more macro with things, like flexible working and office space, like benefits that are inclusive of neurodivergence and multiple family types, like offering supportive communities that are inclusive of multiple perspectives and people. This is all easy to say, but in reality, from the micro to the macro level, what is hard about inclusion is its authenticity; inclusion is about truth at every level. And that isn't easy to teach or change in a human being. Every day will not be full of joy and delight but you might just learn more from those days that you leave frustrated and feeling like you missed an opportunity for impact than any others.” Welcoming people from across geographic or ethnic boundaries across di erent knowledge and skill sets from one end of the rainbow to the other is how diversity shines in and organization. DEIB is part of the tapestry of the way that I live and lead.” The equation for the individual is simple: the more exciting and impactful the work, the more motivated one feels, the better one's work is, the more successful the individual is. And the equation for the People functions and even for the broader organization is just the same. As a Consulting Firm, our only asset is our people. Ensuring that they are engaged and feeling both the impact that they are having and the career success that comes from that is ultimately what drives our People function. As someone engaged in individual coaching, what core principles do you emphasize and how do you tailor your approach to each person's unique needs? Checking myself at the door, I set all of my own interests aside. I believe in coaching individuals to identify their own principles, priorities and practices. By principles , I mean what do you believe in? What lives at the core of who you are? What drives you? For so many people who think it is a specific success benchmark or career-ladder climbing or money, the answer actually turns out to be more about family or time or a hobby like pet rescue. Helping people to find their true north while being able to engage in and love the work that they do is an incredible honor. of course, there is much more but a focus on priorities and how to rethink time and boundaries is essential. What takes the most time versus what is most important? Even small shifts in priorities like reading evening emails in the morning can make a huge difference. Prioritizing the most interesting and engaging projects may be fun, but if the priority is advancement and those aren't the priorities of the organization, then shifting time a bit toward the organizational priorities could be important. Lastly, practices . No two people walk their days in the exact same way, I'd wager. Not even married couples or even twins. Moving through a day or a week or even a year with intentionality is something that so few of us do. Helping coaches to practice the intentionality needed to achieve their priorities and live their principles is the glue that sticks the whole coaching experience together. Authenticity and uniqueness guide my approach, not just in individual coaching but overall in life and leadership. Embedding learning and discussion on the topic at every available opportunity from onboarding to managerial and leadership learning, using video channels to share lived experiences, even offering virtual reality to build empathy and understanding of micro-aggression and bias can be powerful tools. But I do believe that leadership by example is the most powerful tool in our inclusion toolbox. How do you see the intersection of personal purpose and professional roles influencing the overall success of individuals in your team? ERM is a purpose-driven organization and I believe that contributing to something larger than yourself makes a difference in the employee experience, not just for the People team, but for every person who is a part of the ERM ecosystem. Knowing that our work benefits a greater purpose and has the potential to impact life on our planet for generations to come is incredibly motivational and, of course, that makes it engaging and exciting to come to work every day. Balancing a high-profile role and personal life can be challenging. How do you maintain work-life balance, especially given your dynamic role as Global Chief People Officer and your family commitments in Amsterdam? This is such an important question. I'm not even sure that I believe in work-life balance if I'm honest. I have four amazing kids, a fantastic wife and a bunch of pets. We have been living an adventurous expat life for many years now. Everyone has a different way of managing balance, and for me, there are times when I put every work device away and focus on time with my family and there are times when I am with my family and checking my work emails at the same time. There are also times when I am purely working. I don't balance at all—I juggle. I backflip. I love the challenge of keeping up with everything and letting no balls drop I pursued a PhD while I was working and studied on the weekends and at night. I love forward motion and I truly believe that what excites as well as engages and balances people is different depending on who they are. There is no formula for work and life. I am a juggler and a lover of family, work, study, and travel. Sometimes, I fail miserably at doing everything, but I forgive myself for that because every once in a while, the juggler just drops a ball here or there. Working globally, how do you leverage diverse perspectives to drive innovation and address unique challenges in different regions? With over 150 locations in 40 countries, ERM is a truly global company. At the same time, ERM is united as a single company by a set of professionals who have deep technical capabilities, strategic consulting skills and career paths that very much mirror each other. Because sustainability is our business, the sub-specialties of sustainability offer growth opportunities for people around the world. At the same time, work cultures, even working hours, still differ vastly. Our client expectations and buying habits are different around the world. Employee legislation and the right to work are different and in our post-covid world. Mobility has taken on new and sometimes overwhelming challenges. And just as our workforce has adapted from a very hands-on profession to one that was forced to be hybrid or even remote for a period of time, so too has our people function evolved and helped to innovate to diffuse learning across the globe. Keeping our fingers on the pulse of our employees frequently is critical, and understanding what is important to our colleagues, even as it differs greatly one to the next, helps us to attract new talent and retain existing people. Every learning does not apply to every geography, especially in the people space with so many legal challenges, but many can resonate across borders. We have learned that people prefer bite-sized, interactive learning opportunities provided to them when they can take them. We have learned that bringing external speakers and providing modalities like Virtual Reality can reach new audiences in various ways. We have learned that building diverse communities across the globe is exciting and impactful. We have learned that, while mental health means many different things around the world, it is essential to address in the workplace. Having a variety of programs and ideas, just as we have a variety of humanity, helps us to feel like a single community united across the globe. Can you share a professional challenge you faced and the valuable lesson it taught you, shaping your approach to leadership and HR? I once worked in a role that, for all intents and purposes, should have been perfect. Everything lined up with my aspirations and my career plans, I was on the right road. The first six months were sort of floating through a dream, learning the new people, the new processes, the way that things worked. I found my way through the corridors and to my unique value add. I made relationships and built connections across the globe. The next six months dragged by like I was lugging extra baggage along with me. I remember each day pulling into the parking lot and just sitting, immobilized. Motivating myself to get up and go inside was so difficult. Nothing had changed, everyone was lovely and I was still making a good impact reflecting I was still on the " right " career path. I even had some new team members and we were traveling the globe doing great work--great work that just felt flat to me. I tried and tried and couldn't be inspired. Not by the friends, the community or the impact. Something was just not the right fit. And what could be worse really? I stuck with it because surely something was wrong with me. I stuck with it perhaps because I didn't want to let my colleagues down. I stuck with it because, relatively young in my career, maybe a part of me thought that misery was just part of the job. But you can probably guess the ending, I ended up finding a new role and discovering all of my blind spots in the process. I needed more autonomy, I needed more creativity, I needed more excitement, energy and authenticity. Everyone needs something different to feel fantastic in their role. The People function isn't a place where we come to listen to other people's problems and take them on as our own, leaving each day 27 problems heavier. It's a place where we can get creative, form diverse communities, innovate, build inclusive spaces, care for other's wellbeing, help develop careers and contribute to the bottom line of our businesses. And I do encourage everyone to do that because it's part of all of the questions that we've talked about. It's how you find joy, balance, impact and meaning. What advice would you give to aspiring women leaders in HR who aspire to reach leadership positions and make a meaningful impact in their organizations? I truly believe in all that I have said. Find your true north. Every day will not be full of joy and delight, but you might just learn more from the days that you leave frustrated and feeling like you missed an opportunity for impact than any of the others. Be on the lookout--opportunities for learning and engagement are everywhere. People to learn from are everywhere, not always dressed in the exact mentor clothes that you are expecting. The People function adds incredible business value in dozens of ways and if you lead or are part of a People function, let creativity and innovation be your guide. Be true to who you really are—it sounds like a big cheesy sandwich but it's true. Find your own, unique, authentic North Star and follow it through all its twists, turns and juggling acts—what an adventure! I believe that the People Function sustains the workplace and helps people to make their lives and worlds truly better. The Evolution of HR Leadership eadership roles have undergone a profound L transformation, shifting from transactional to transformational paradigms. This article explores the dynamic journey of HR leadership, highlighting the evolution from administrative tasks to strategic initiatives that drive organizational change and foster employee engagement. Embracing Change: The Transactional Roots of HR Leadership Traditionally, HR leadership was rooted in transactional activities, focusing primarily on administrative functions such as payroll processing, benefits administration, and compliance management. The role of HR leaders was largely reactive, centered around ensuring regulatory compliance and maintaining organizational stability. Transactional HR leadership operated within predefined frameworks and standardized processes, with a primary focus on efficiency and cost containment. While essential for day-to-day operations, this approach often limited the strategic impact of HR within organizations, relegating HR leaders to administrative gatekeepers rather than strategic partners. The Rise of Transformational HR Leadership In response to dynamic shifts in the business landscape, HR leadership has undergone a remarkable evolution towards transformational practices. Transformational HR leaders recognize the strategic importance of human capital and seek to leverage HR initiatives as drivers of organizational performance and innovation. Strategic Business Partner Transformational HR leaders position themselves as Feb 2024 | 16 | womenworldmagazine.com From Transactional to Transformational Feb 2024 | 17 | womenworldmagazine.com strategic business partners, actively collaborating with senior management to align HR initiatives with broader organizational goals and objectives. They contribute to strategic decision-making processes, offering insights into talent management, organizational development, and workforce planning. Employee Experience and Engagement A central tenet of transformational HR leadership is a focus on enhancing the employee experience and fostering a culture of engagement and empowerment. Transformational HR leaders understand that engaged employees are more productive, innovative, and committed to organizational success. They prioritize initiatives that promote employee well- being, diversity and inclusion, career development, and recognition programs. By investing in the holistic development of employees, transformational HR leaders cultivate a positive workplace culture where individuals thrive and contribute their best. Change Management and Organizational Agility Transformational HR leaders play a pivotal role in driving organizational change and fostering agility in response to external disruptions and evolving market dynamics. They champion change management initiatives, guiding employees through transitions, and fostering a culture of adaptability and resilience. By embracing innovation and encouraging experimentation, transformational HR leaders empower organizations to embrace change as a catalyst for growth and innovation. They recognize that organizational agility is essential for maintaining a competitive edge in a rapidly evolving business environment. Data-Driven Decision-Making In the era of digital transformation, transformational HR leaders harness the power of data analytics to inform strategic decision-making and drive organizational effectiveness. They leverage data insights to identify trends, predict future workforce needs, and optimize HR processes. By adopting data-driven approaches to talent acquisition, performance management, and employee development, transformational HR leaders enable organizations to make informed decisions that drive sustainable growth and competitive advantage. Leadership Development and Succession Planning Transformational HR leaders recognize the importance of cultivating leadership talent and building a robust pipeline of future leaders. They invest in leadership development programs, mentorship initiatives, and succession planning strategies to identify and nurture high-potential talent within the organization. By developing a diverse pool of leaders who embody the organization's values and vision, transformational HR leaders ensure continuity and sustainability in leadership transitions, positioning the organization for long-term success. Conclusion: Shaping the Future of HR Leadership The evolution of HR leadership from transactional to transformational reflects a fundamental shift in the role of HR within organizations. Transformational HR leaders are catalysts for change, driving strategic initiatives that shape organizational culture, foster employee engagement, and drive business performance. As organizations navigate the complexities of a rapidly changing business landscape, transformational HR leadership will continue to play a pivotal role in shaping the future of work. By embracing innovation, fostering collaboration, and prioritizing the human element of HR, transformational HR leaders inspire positive change and unlock the full potential of their organizations. Feb 2024 | 18 | womenworldmagazine.com