Fahad Rashad, CEO, HR Lines, reflects on how workplace happiness in Saudi Arabia is evolving beyond comfort to alignment, fairness, and purpose, as Vision 2030 reshapes leadership, systems, and workforce expectations. | Written by Fahad Rashad In two decades of leading HR transformations in Saudi Arabia, from global multinationals to sovereign backed ecosystems, I have witnessed the definition of Employee Happiness evolve dramatically. We are no longer in an era where employment is a simple exchange of time for compensation. In the Saudi transformation context, happiness is no longer about comfort, it is about contribution. Today’s Saudi professionals see their career as participation in a national mission. As Vision 2030 reshapes industries, leadership expectations, and workforce models, workplace happiness has shifted from temporary satisfaction to what I call ‘Integrity of Experience.’ Why Traditional Engagement Models Are Failing Many organizations still rely on legacy engagement frameworks designed for slower and more stable environments. They track Employee Satisfaction Scores, measure sentiment, and optimize comfort. But comfort is not the ambition of the modern Saudi workforce. High potential talent, the individuals driving our economic acceleration, seek alignment. They want clarity of purpose, fairness of system, and integrity of leadership. Happiness today is not the absence of pressure. It is the presence of alignment. Where personal ambition meets structural integrity, engagement becomes sustainable. Employee happiness today is not about comfort, it is about integrity of experience, where fairness, clarity, and purpose align to create workplaces that can sustain both performance and national progress. The Three Pillars of the High Integrity Workplace Through building shared services, scaling HR operating models, and advising leadership teams across public and private sectors, I have observed three defining pillars that shape a high integrity workplace. Structural Transparency Nothing erodes engagement faster than executive opacity. Salary adjustments, job grading decisions, and strategic pivots, when handled as a black box, fuel speculation and internal politics. Transparency does not mean sharing everything. It means explaining the logic behind decisions. A respected workforce is an informed workforce. The Manager as a Talent Architect One of the costliest mistakes organizations make is promoting technical experts without assessing leadership readiness. We must move from promoting tenure to designing leadership architecture. Managers should not be task supervisors. They should be talent architects. A structured leadership framework, with defined competencies, behavioural expectations, and accountability standards, ensures that employees feel developed, not merely deployed. Inconsistent leadership is the fastest way to fracture the employee experience. Managed Wellbeing, Not Recreational Wellbeing Corporate wellness programs are well intentioned but often misdirected. Yoga sessions cannot compensate for poor workload design. Healthy snacks cannot fix inefficient systems. Systemic wellbeing means balanced spans of control, clear priority alignment, digital efficiency, and reduced operational friction. When employees consistently work excessive hours due to structural inefficiencies, no engagement campaign can restore morale. True wellbeing is engineered through intelligent system design. Governance as a Tool for Stability, Not Bureaucracy There is a persistent misconception that governance reduces employee happiness. In reality, ambiguity is the primary driver of workplace anxiety. Clear Delegations of Authority, structured reporting lines, and calibrated performance systems eliminate internal politics. Compassion in HR does not mean avoiding tough decisions. It means designing a system that treats every individual with proportionate fairness. Governance, when intelligently implemented, creates psychological safety. And psychological safety drives innovation. The Vision 2030 Multiplier Saudi Arabia holds a unique advantage, a unifying national ambition. Workplace happiness reaches its highest form when corporate objectives connect directly to national transformation. When employees understand how their KPIs contribute to economic diversification, infrastructure development, and institutional modernization, they move beyond transactional motivation. Purpose becomes tangible. In this context, HR leaders are not administrators. They are custodians of alignment between corporate structure and national aspiration. Final Reflection Culture is not something you install. It is the shadow cast by your systems. If you want happiness, build fairness. If you want engagement, build integrity. If you want loyalty, build clarity. Employee happiness in the Saudi transformation era is not a perk to distribute. It is the inevitable outcome of structural excellence. And that design choice is no longer optional. It is the foundation of competitive advantage and national progress.

In this piece, Preethy Suresh, Founder & CEO, Ignition Point Ventures, reflects on why fear around AI is misplaced, and why organisations must redesign work itself instead of expecting technology alone to deliver transformation. | Written by Preethy Suresh Deloitte published something earlier this year that I keep coming back to. 84% of companies deploying AI have not redesigned jobs or the nature of work itself around it. Not small companies with no budget. Not companies that are still on the fence about AI. Companies that are actively using it and still have not changed how work actually happens. Let’s sit with that for a second, because I think we have all gotten so caught up in the debate about whether AI will take our jobs that we have completely missed what is actually going wrong. Technology is not the problem. The operating model is. FOBO Is a Symptom. The Real Problem Is Ambiguity. There is a term researchers are using now, FOBO. Fear of Becoming Obsolete. Mercer’s data shows that fear of job loss has risen sharply from 28% in 2024 to 40% in 2026, and three in four employees say they do not feel confident using AI in their day to day work. I am not surprised by any of that. But I do not think we are diagnosing it correctly. When I see those numbers, I do not see a workforce that is incapable or resistant. I see a workforce that has been handed new tools with no clarity on what they are supposed to do with them. Fear does not grow from technology. It grows from ambiguity. From walking into work every day not knowing whether the thing that makes you valuable still makes you valuable. And the ambiguity is coming from the top. I have lost count of the number of CEOs who have told me they want to implement AI across their business. My first question is always the same. “Okay, but what do you want it to do?” And I almost never get a straight answer. What I get instead is a version of the same anxiety their employees are feeling. Fear of falling behind competitors, fear of missing cost savings, fear of walking into a board meeting and being asked why they have not moved faster. FOBO is not just an employee problem. It is running all the way up the org chart, and it is shaping decisions that affect thousands of people. When fear drives your AI strategy, you do not get transformation. You get an expensive mess that nobody knows how to clean up. I am not worried about AI taking jobs. I am worried about organisations refusing to redesign work, and that is what creates fear, waste, and missed opportunity. The Job Description Was Already Dead Before we even get to AI, we need to talk about the thing AI is supposedly replacing, because it was already broken. When was the last time you looked at your job description and thought, yes, that is exactly what I do? Job descriptions have been vague by design for years. Vague enough to be flexible, specific enough to protect the business legally. What they almost never do is describe the actual work. The real tasks. The things that take up your Tuesday afternoon. That gap matters more than ever now, because you cannot redesign work you have not mapped. And most organisations have absolutely no idea what their people are actually doing at the task level. They know the role. They do not know the work. So start there. Take any role, let us use Customer Success Manager since it is a common one, and instead of thinking about it as a job, break it down into everything it actually involves. Ticket triage. Renewal calls. Escalation management. Data entry. Relationship check ins. Product feedback. Churn analysis. Somewhere between 25 and 35 distinct tasks, depending on the company. Each one is different in terms of frequency, judgment, and business impact. When you see it laid out like that, the path forward becomes obvious in a way it never is when you are looking at a job title. Three Buckets. That’s the Whole Framework. Once you can see the tasks, sorting them is not complicated. Automate. Some tasks are purely mechanical. Scheduling, data entry, status updates, generating standard reports. There is no judgment involved. No emotional nuance. These drain human energy and produce nothing that could not be done faster and more accurately by a machine. Automate them and do not feel conflicted about it. Enhance. Some tasks need a human in the loop but benefit enormously from AI doing the groundwork first. Drafting content, synthesising research, modelling financial scenarios, preparing for a difficult client conversation. The human brings judgment. The AI brings speed and a starting point. Neither alone produces the best outcome, but together they are powerful. These are your co pilot workflows. Elevate. Then there are tasks where the human presence is the point. Negotiation. Holding a difficult conversation with a client who is about to walk away. Making a strategic call when the data points in two different directions and someone has to decide. Building trust over months and years. AI is not coming for these, and even if capability was not the constraint, the value exists because a human is doing them. Here is the part that frustrates me most about how organisations are approaching this right now. That first bucket, the mechanical work, should be buying people back hours they can reinvest in the third bucket. Deeper relationships. Bigger thinking. More complex work. Instead, those hours disappear into poorly run meetings and bureaucratic noise, because nobody redesigned the operating model to capture them. The automation happened. The liberation did not. So the real question for every employee and every leader is not whether AI will take your job. It is whether your organisation is intentional enough to use the time AI frees up for something that actually matters. This Lands in HR’s Lap Whether We Like It or Not I will be honest. HR built the job descriptions. HR owns workforce architecture. If companies are deploying AI without redesigning work around it, that is partly a leadership failure, yes, but it is also a function failure. The opportunity sitting in front of HR right now is historic. Not to manage the human side of an IT rollout. Not to run change management workshops. To lead a fundamental redesign of how work gets done. That means understanding tasks at the smallest level, being honest about what machines do better, and rebuilding structures that put humans where human intelligence actually counts. That is not a support function. That is the most strategically important work HR could be doing right now, and most functions are not doing it. The organisations pulling ahead are not necessarily using better AI. They have understood that the tool is only as powerful as the system it operates in. They are rebuilding from the ground up. What work looks like, how teams form around it, and where human and machine capability meet. Everyone else is still calling it transformation while the operating model stays exactly the same. HR has a choice to make. Lead the redesign, or spend the next decade explaining why the investment did not deliver. There really is not a third option.

| Written by Aruna Saravanakumar Can a machine truly understand what makes us human? It’s a question many in HR across the Middle East and Southeast Asia are quietly asking as algorithms start making hiring decisions, predicting attrition, and even shaping engagement strategies. Some see this as progress. Others, as a paradox. As organizations accelerate digital transformation across regions where relationships, trust, and collective growth are deeply valued, leaders are witnessing both the power and the limits of technology. Because no matter how precise AI becomes, it still can’t replicate the heartbeat of an organization, its people. And that’s where the future of HR is heading: a space where technology assists, humanity leads. The Age of Smart HR Artificial Intelligence has become the backbone of modern HR systems. From predictive hiring models and talent analytics to chatbots that answer employee queries in real time, AI is redefining efficiency. Across organizations globally, AI tools are streamlining resume screening, enhancing performance tracking, and improving retention forecasts. According to a 2024 Gartner report, more than 65% of global HR leaders have already embedded AI in core HR operations. The benefits are undeniable, faster processes, reduced bias, and data-driven clarity. Yet while technology has revolutionized how organizations manage people, it cannot replace how they connect with them. The Empathy Gap in a Digital World While AI is brilliant at finding patterns, it falls short at understanding pain points. It can measure sentiment through survey data or communication tone, but it cannot interpret what lies behind those emotions. Empathy is about listening between the lines. An algorithm might flag an employee as disengaged, but it takes a human leader to understand whether they are struggling with burnout, grief, or self-doubt. In cultures like those of the UAE, Saudi Arabia, and Malaysia, where workplaces thrive on trust, community, and face-to-face connection, this becomes even more critical. This is the empathy gap, where machines can guide decisions but can’t replace compassion. HR leaders, therefore, must not view AI as a substitute for emotional intelligence, but as a catalyst that sharpens human awareness. Lessons from HR Transformation in the AI Era Many organizations have introduced AI-powered analytics to predict potential attrition risks and workforce trends. While these systems effectively identify patterns HR teams might previously have missed, what truly transforms outcomes is the human intervention that follows. When managers reach out personally to employees flagged as “at-risk,” opening real conversations instead of relying solely on formal surveys, deeper issues often emerge, stress, workload imbalance, and lack of recognition. What makes the difference is rarely a change in policy alone; it is the feeling of being heard. The moment people realize their voice matters, loyalty naturally follows. Technology may reveal the data, but empathy addresses the cause. Technology helps understand people better, but can never replace the need to truly care. AI + Empathy: The New Leadership Formula The most forward-thinking organizations now see empathy as a strategic advantage. A McKinsey study found that companies led by emotionally intelligent leaders outperform competitors by up to 20% in engagement and retention. Across the GCC and Asia-Pacific, governments are investing in digital transformation while simultaneously emphasizing human capital, Saudi Arabia’s Vision 2030, Singapore’s SkillsFuture, and Malaysia’s MADANI Economy. This signals a new blueprint for leadership, one that blends analytics with awareness. AI should act as a mirror, helping HR leaders identify where empathy is missing and where it needs to be amplified. The future of HR isn’t about AI replacing humans. It’s about humans learning how to use AI to be more human. A Future Built on Humanity As workplaces evolve, the real power of HR lies not in automation, but in authentic connection. Machines can process information, but only people can build trust. In culturally diverse regions like the UAE, Singapore, and Malaysia, where teams span nationalities, beliefs, and working styles, empathy isn’t just a virtue; it’s the bridge that makes technology inclusive. Empathy isn’t an algorithm, it’s a choice. And in a world driven by data, that choice might just be the most disruptive one yet.

| Written by Aruna Saravanakumar There was a time when HR was seen as the “support function,” the department you called when someone resigned or when policies needed updating. Fast forward to 2025, and that perception is obsolete. The CHRO (Chief Human Resources Officer) has officially claimed a seat not just at the leadership table, but at the strategy table. And rightly so. Because here’s the truth that the most successful organizations have already realized: people strategy is profit strategy. Every business ambition, from digital transformation to global expansion, is powered by one thing: the right people, in the right roles, with the right culture around them. And it’s the CHRO who ensures that alignment happens. From Saudi Arabia’s Vision 2030 to Singapore’s SkillsFuture movement, CHROs are emerging as key architects of sustainable growth, bridging national workforce goals with organizational ambitions. The Evolution of HR Power The past few years have been defining for HR leaders. The pandemic, remote work, AI disruptions, every challenge reshaped the workforce narrative. While CFOs managed balance sheets and CTOs handled digital growth, CHROs were the ones recalibrating the heartbeat of the organization. Their role has evolved from operational to transformational. Today, CHROs are analyzing workforce data, forecasting talent gaps, designing agile organizational structures, and influencing every boardroom decision that affects performance and profitability. According to a Deloitte Human Capital Trends Report (2024), over 70% of CEOs now view their CHROs as the most critical partner in driving long-term business strategy. That’s not coincidence, it’s recognition. Talent as the New Currency Companies have always invested in technology, infrastructure, and marketing, but the smartest leaders know that talent is the ultimate differentiator. A strong brand can attract customers, but only strong people keep them. The CHRO’s role in this equation is no longer administrative; it’s architectural. They design the kind of culture that draws talent in, nurtures it, and keeps it growing. They connect the dots between what employees aspire to and what organizations aim to achieve. A brilliant example of this shift is Leena Nair, former CHRO of Unilever, who transformed the company’s people culture by driving diversity, inclusion, and purpose-led leadership. Under her guidance, Unilever achieved 50% gender balance among global managers and implemented progressive people policies that directly boosted brand equity and innovation. Her success proved that a strong people vision can directly elevate global business performance, a true case of HR fueling profit and purpose together. The Data-Driven HR Revolution Today’s CHRO doesn’t rely on intuition alone. With predictive analytics and AI-powered insights, they can measure the true ROI of every hire, every engagement initiative, and every leadership development program. Attrition, productivity, and even mental well-being metrics, once considered ‘soft’ data, now sit at the core of business dashboards. They’re strategic indicators. And those who understand them can anticipate trends long before they disrupt performance. This evolution isn’t just about analytics; it’s about empathy at scale. The most advanced CHROs are translating well-being, inclusion, and purpose into measurable business performance. Studies show that organisations with highly engaged employees achieve up to 147% higher earnings per share (Gallup), proving that happiness is not a soft metric but a strategic advantage. That’s why leading organizations are building People Analytics Offices under CHROs, units that decode human behavior and link it directly to profitability. When employee engagement rises, customer satisfaction follows. When learning culture deepens, innovation accelerates. The data is clear: the human experience drives the business experience. The Modern Leadership Equation In the new corporate ecosystem, the CEO may set direction, but it’s the CHRO who ensures the ship has the right crew, skilled, motivated, and resilient. The CFO may measure performance, but it’s the CHRO who enables it. And this shift is visible everywhere. More CHROs are being elevated to CEO roles than ever before. Why? Because understanding people, what drives them, what connects them, what retains them, has become the most valuable leadership trait in the world. Redefining the Table When CHROs walk into the leadership room today, they’re no longer carrying policy papers, they’re carrying blueprints for growth. They’re the voice that asks: “Do we have the people who can make this vision happen?” And more importantly, “Are we giving them an environment that lets them do their best work?” Because in the end, culture eats strategy for breakfast, but only when the right people are sitting at the table to serve it. Sources: Deloitte Human Capital Trends Report 2024, Gartner HR Leaders Future Outlook 2025, PwC Workforce of the Future Study 2024, McKinsey Global Talent Trends 2025, Unilever People & Culture Transformation Report.

For decades, the five-day (sometimes six) grind has been considered sacred, a symbol of productivity and dedication. But somewhere between burnout reports and “Sunday scaries,” organizations began asking a daring question: What if less work time could actually mean more commitment? | Written by Riya Malhotra Welcome to the 4-day workweek revolution, where productivity doesn’t shrink, loyalty doesn’t waver, and employees are, quite literally, happier to show up. Rethinking “Full-Time” When the idea first surfaced, skeptics labeled it unrealistic: “How can we get the same output in less time?” But companies that experimented soon realized that the 4-day week isn’t about doing less. It’s about doing better. According to a 2024 Gallup study, 63% of employees working a 4-day week report feeling more engaged, compared to only 48% under traditional schedules. Productivity, rather than dropping, actually improves by up to 20%, as found in a Microsoft Japan trial that implemented the model. The logic is simple: when people are rested, respected, and trusted, they give back more than just their hours, they give their energy. “It’s not about the time you put in, it’s about the focus you bring in.” A Real Example: When Iceland Tried It One of the most powerful real-world experiments took place in Iceland. Between 2015 and 2019, the country ran a large-scale trial with over 2,500 workers, nearly 1% of its total workforce. Employees worked four days a week for the same pay. The result? Productivity remained the same or improved in the majority of workplaces, while employee well-being soared. Stress levels dropped, burnout decreased, and loyalty to employers significantly strengthened. Following the trial, 86% of Iceland’s workforce either shifted to shorter hours or gained the right to negotiate them. The experiment sparked a global rethink, from New Zealand’s Perpetual Guardian to UK-based startups, all reporting one common outcome: a happier, more loyal workforce. Why Loyalty Grows When Hours Shrink The 4-day week sends a strong message that organizations trust their employees to deliver results without micromanagement. This psychological shift deepens the emotional bond between people and their employers. It’s a ripple effect, less stress leads to fewer sick leaves, higher motivation, and stronger team morale. And for HR leaders, that’s gold. Recruitment costs drop, culture strengthens, and employees turn into brand ambassadors. The Future of Work Is Human As AI and automation reshape industries, the 4-day week is proving something deeply human: people don’t just work for paychecks; they work for peace of mind. Shorter workweeks force teams to prioritize, collaborate smarter, and respect boundaries, all while rediscovering joy outside office walls. It’s not just a perk; it’s a philosophy that says, “We care about you as a person, not just as an employee.” “When people feel seen and trusted, they don’t count the days, they make the days count.” The Thought to Take Away The 4-day workweek isn’t a trend. It’s a trust exercise, one that’s redefining loyalty in modern workplaces. Because when organizations give employees the gift of time, what they get back is something money can’t buy: commitment, creativity, and genuine connection. After all, loyalty isn’t built in the extra hours you stay.It’s built in the moments you’re trusted enough not to. Sources: Gallup State of the Global Workplace Report 2024, Microsoft Japan Work-Life Choice Challenge 2024, Henley Business School 4-Day Week Study 2024, Iceland Government Trial Report 2019.

For decades, the universal truth of the workplace seemed simple: work hard, earn more, climb higher. But in 2026, that equation no longer adds up. Money matters, but it’s no longer the ultimate motivator. Today’s employees crave something far deeper: meaning, growth, belonging, and balance. | Written by Riya Malhotra As the world of work continues to evolve, HR leaders across industries are witnessing a quiet but powerful revolution, one where happiness, not hierarchy, defines success. “People work for money but go the extra mile for recognition, praise, and purpose.” ~ Dale Carnegie Let’s start with the facts. A 2024 Gallup report revealed that only 21% of employees globally feel “engaged” at work. That means nearly four out of five people show up each day without truly connecting with what they do. What’s driving this disengagement? It’s not the pay slips. It’s the missing sense of purpose and fulfillment. A Harvard Business Review survey found that 90% of employees are willing to trade a percentage of their lifetime earnings for work that feels meaningful. Imagine that people are literally ready to earn less if it means they’ll wake up feeling inspired. And this is where the modern HR narrative shifts, from performance management to purpose management. The New Currency of Work: Meaning When an employee feels that their work matters, to their team, their company, or the world, everything changes. Productivity increases by 33%, turnover drops by 44%, and loyalty strengthens exponentially (Source: McKinsey 2024). Purpose doesn’t have to mean solving climate change or ending world hunger. It can be as simple as feeling proud of what one contributes every day. A logistics coordinator ensuring medicines reach hospitals on time or a designer creating an app that makes life easier, purpose is found in the impact, not the title. And yet, many organizations miss this point. They focus on compensation reviews instead of connection reviews. But the truth is: employees don’t leave companies that value them; they leave those that forget to. Across regions like the UAE, KSA, Singapore, and Malaysia, where rapid economic diversification and digital transformation are reshaping work cultures, purpose-driven employment is becoming a key retention factor. Younger professionals, in particular, are seeking companies that align with their social values, offer flexibility, and contribute to national visions like Saudi Vision 2030 or Singapore’s Smart Nation agenda. Beyond Paychecks: The Emotional Pay The most progressive organizations have started measuring what’s now being called “emotional pay.” This includes recognition, flexibility, trust, learning, and a healthy work culture. According to a LinkedIn Workforce Learning Report (2025), 76% of employees say they would stay longer at a company that invests in their career development. And those offered flexible work options report greater happiness levels by up to 20%, according to a Buffer Remote Work Study. Because the truth is simple: “It’s not about work-life balance anymore. It’s about life-work harmony.” This shift isn’t just generational; it’s universal. From Gen Z to Boomers, people are seeking workplaces that feel more human, where mental health isn’t a taboo topic, where appreciation flows freely, and where individuality is not a weakness but a strength. In multicultural workplaces like Dubai, Kuala Lumpur, and Riyadh, where global talent meets local values, leaders are increasingly focusing on cultural inclusion as part of emotional pay. Recognizing diverse traditions, communication styles, and well-being needs isn’t just good etiquette; it’s good HR. The Happiness Equation The happiest employees aren’t the ones with the biggest bonuses, they’re the ones with the strongest sense of belonging. When Google conducted its famous “Project Aristotle” study, the top factor driving team success wasn’t skill, tenure, or pay, it was psychological safety. Teams that felt safe to speak up, share ideas, and make mistakes outperformed others dramatically. HR leaders today are not just custodians of policy, they are architects of this environment. Every recognition program, every feedback loop, every moment of genuine listening builds the emotional architecture of a happier workplace. Because happiness at work isn’t fluff, it’s a strategic advantage. A Warwick University study found that happier employees are 12% more productive, and companies with highly engaged employees outperform their peers by 147% in earnings per share (Gallup). The Deeper Truth So what do employees really want today? They want to feel seen, feel heard, and feel valued. They want to know that their work matters and that their organization cares, not just when it’s appraisal season, but every day. Money can rent commitment, but meaning builds devotion. “When people are financially invested, they want a return. When they’re emotionally invested, they want to contribute.” ~ Simon Sinek Action for HR Leaders For HR leaders, this means rethinking engagement metrics. Instead of measuring satisfaction scores alone, measure emotional pay, through recognition frequency, learning opportunities, and sense of belonging surveys. Happiness can’t be faked, but it can be fostered deliberately. The organizations that make this shift first will not just retain talent, they’ll inspire it. A Thought to Leave You With Maybe the future of work isn’t about who earns the most or who works the hardest. Maybe it’s about who feels the most. The companies that will thrive tomorrow are those that make their employees feel human again, respected, appreciated, inspired. Because when people find happiness in what they do, their work stops being a job and starts becoming a joy. So, as HR leaders shaping the workplaces of tomorrow, ask not, “How can we pay them more?” Ask instead, “How can we make them feel more?” That, right there, is the real secret to employee happiness. Sources: Gallup State of the Global Workplace Report 2024, Harvard Business Review 2024, LinkedIn Workplace Learning Report 2025, University of Warwick Study 2024, McKinsey 2024

A conversation with Eva Mattheeussen, Head of HR MEA at DHL Global Forwarding . | Written by Eva Mattheeussen Eva Mattheeussen, Head of Human Resources, Middle East and Africa , DHL Global Forwarding I had a proper conversation with Eva Mattheeussen recently. She runs HR for DHL Global Forwarding across the Middle East and Africa. It is a busy patch of the world. The first thing she made clear is that her team doesn't just sit in an office pushing paper. They go to customer meetings and work on projects with the business to get their hands dirty. It sounds obvious, yet most HR departments still operate like a priesthood. They dispense wisdom from a back office where being summoned to ‘go see HR’ can still induce fear. Her point is simple: if HR doesn't understand the business, it can't help the business. You can write all the frameworks you like. If you've never sat across from a client or watched a successful sales presentation go south, you cannot really know the nuances of the business. Eva puts it plainly. Her job is to ensure her people aren't limited to their role in HR. Most functions are built to stay in their lane, but Eva's built hers to drive right across it when necessary. The payoff is credibility. Colleagues stop treating HR like a us Vs them compliance desk and start treating it like a proper partner. The Long Game Eva's been running a leadership programme for women in the region for six years. It won an award recently, but what matters is the consistency. Most of these initiatives are flash-in-the-pan workshops that everyone forgets by Tuesday. The programme follows a clear path. It starts with self-reflection before moving into business strategy and public speaking. When the formal bit ends, peer coaching circles keep the momentum alive. You cannot assume a community builds itself. It needs a bit of steering and a lot of sweat. Building With Data Eva said something during our conversation that I keep turning over. She was describing how if she was tasked with building an HR department from scratch today she would dive deep into the data. And then strip away all the speedbumps and roadblocks “You need to have the basics very right… and less is always much more,” she said. That is the conundrum in one sentence, while many organisations use employee scores to write the same annual report they wrote last year.  For Eva, good planning means understanding what the business needs, what leadership expects and what the talent is feeling on the floor. You have to get the basics right and resist the urge to make everything complicated. Empowerment creates happy workplaces, and authenticity is the leadership trait that sustains them. Sponsorship Beats Mentorship Every Day Of The Week This is where Eva gets a little serious. Mentorship is fine, but it’s just a first step. It usually involves a senior person having coffee with a junior person to offer some wisdom. It’s sweet, but it won't change a single thing. Sponsorship is different. That’s when someone with power advocates for you in a room you're not in. This is how trust is built. It happens when leaders have seen your track record and noticed your contributions and are happy to back you because of what you’ve done, not what you say you will do. You can't really shortcut it and it’s a two-way street. The more you’re trusted, the more motivated you are to prove that the trust is not misplaced. The Reality of Fairness Operating across MEA involves navigating different cultural expectations and complex legal frameworks. Eva is candid about it. Decisions can often be led by emotions in that region. You need enough emotional intelligence to know when to use your head or your heart. Or when to fall back on principles. The biggest challenge is managing perceived fairness. You can't write a policy for every single human situation. In a multicultural organisation, someone will always feel a decision was unfair. The answer isn't more guidelines. It's an honest explanation of why a decision went the way it did. And when you hire for character, there’s a trust that your people will do the right thing. She sums up a happy workplace with a word: empowerment. For leadership, she values authenticity. Her view on the future is that people will hold multiple projects rather than a single job description. Portfolio careers will become the norm. None of these are new ideas of course, people have spoken about them for years. Talking is the easy part. But it’s the way Eva talks about them that makes them sound a lot like hard-won convictions cemented into the walls of the DHL organisation. There’s a difference between talking and doing that you will recognise when you hear it. Empowerment creates happy workplaces, and authenticity is the leadership trait that sustains them.

INC Group Takes Gold for Best Place to Work (Medium) — Employee Happiness Awards 2025 | Written by Charlotte Gibbs, Marketing Lead, INC Group INC Group at Employee Happiness Awards UAE 2025 In high-pressure industries where delivery timelines are tight and competition for talent is constant, building a sustainable people-first culture is often easier said than done. Across the Middle East’s design and construction landscape, organisations are navigating multicultural teams, rapid growth, and evolving employee expectations, all while trying to maintain engagement, retention, and wellbeing. It is within this reality that INC Group  shaped a culture focused not just on performance, but on genuine employee happiness. That long-term commitment earned the organization Gold for Best Place to Work (Medium) at the 2025 Employee Happiness Awards UAE , standing out among more than 380 entries across 26 categories and competing alongside major brands from aviation, banking, logistics, retail, and real estate. For INC Group, a leading Design & Build firm operating across the Middle East and Africa, the recognition reflected a philosophy built deliberately over time: when culture is treated as strategy, it becomes a true competitive advantage. Culture Over Perks: Building Foundations That Last Rather than focusing on surface-level benefits, INC Group’s approach has centred on building trust, clarity, and connection first. In a fast-paced industry where pressure is constant, leadership prioritised sustainable workplace practices designed to support both performance and wellbeing. Structured initiatives reinforce this philosophy. A dedicated Wellbeing Committee leads programmes that promote health and balance, supported by flexible work options, mental health resources, life insurance benefits, and additional leave for long-service employees.  At the same time, internal recognition programmes celebrate everyday contributions, from peer-nominated awards such as “Employee’s Employee of the Year” to recognition for unsung heroes who go beyond their formal roles. The decision to enter the Employee Happiness Awards came as part of INC Group’s 2025 strategy to diversify its awards portfolio. While the company is widely recognised for design excellence and project delivery, leadership felt it was time to spotlight something less visible but equally vital: its people. INC Inaugural Cricket League – Final: A fantastic day filled with friendly competition and family fun, bringing together colleagues and partners to celebrate the sport we love. “So much happens beyond our projects,” the team explains. “There are colleagues who may not be on the front line, but whose contribution is critical to our success. We wanted to showcase that we see them, value them, and are committed to creating an environment where they can thrive.” “It’s a competitive industry,” the leadership team notes. “Talent is our biggest advantage.” From Recognition to Action: Listening That Drives Change Winning at the Employee Happiness Awards became a catalyst rather than a conclusion. In the months that followed, INC Group introduced a comprehensive employee wellbeing survey designed as a genuine listening exercise rather than a compliance tool. The feedback translated directly into tangible initiatives, including: A Tazizi fridge to encourage healthier eating habits Department cricket leagues that foster connection beyond daily work The opening of a new Riyadh office to better support regional teams Beyond these changes, feedback also shaped internal communication and development efforts. The organisation expanded its use of the Workvivo platform to strengthen connectivity across locations and introduced financial literacy sessions, tech talks, and personal development programmes to support both professional and personal growth. The outcome demonstrated a simple but powerful principle: when organisations listen first and act with intent, employees respond with stronger engagement and trust. INC UAE | International Women's Day 2025. Pottery and Painting An Authentic Celebration of People The awards gala itself reflected the values INC champions internally. From the organisation to the atmosphere, the evening felt purposeful and authentic. “The energy in the room was incredible,” the team shared. “It ran on time, the dinner was excellent, and most importantly, it genuinely celebrated people. There was a real sense that employee happiness wasn’t a buzzword, it was the reason everyone was there.” That alignment between the gala and INC’s own values made the recognition feel earned rather than symbolic. Leadership That Sets the Tone At INC Group, culture is not owned by HR alone; it is shaped daily by leadership across divisions. Bronwyn Thomson, Chief Human Capital Officer at INC Group, reflects on the evolution of the organisation’s approach: “I’m extremely proud of the workplace culture we have created at INC Group. During my ten-year tenure with the company, we have built stronger relationships with one another and adopted new practices to ensure we stay ahead of evolving times.” Career growth plays a central role in this culture. A strong promote-from-within philosophy enables employees to move from entry-level positions into leadership roles, reinforcing a sense of long-term opportunity. Continuous training, internal mobility, and recognition programmes support development at every stage, contributing to low staff turnover and sustained engagement. Inclusion, Wellbeing and Shared Responsibility With a workforce representing more than 25 nationalities, INC Group’s culture reflects a commitment to diversity, equity and inclusion. Equal opportunity policies and a focus on balanced representation in leadership help ensure employees from all backgrounds can thrive. Work-life balance is reinforced through town halls, team-building initiatives, and company-wide celebrations that strengthen relationships beyond daily tasks. Sustainability also plays a role in the employee experience. Through a voluntary “green team,” employees contribute ideas and lead projects that support environmental and social responsibility within the business and broader community. Recognition Beyond the Organisation INC Group’s people-first approach is visible not only internally but also to partners and collaborators. Boyd Edmondson, Business Partner at Seven Insurance Brokers LLC, describes the organisation from an external perspective: “I have had the pleasure of working with INC as a client, and I can genuinely say they are an organisation that stands head and shoulders above the rest in terms of their care and commitment to their colleagues.” He adds: “Their programmes address not only physical health, but mental and emotional wellbeing too. INC’s approach reflects a deep understanding of the holistic nature of happiness and a genuine dedication to creating a thriving, happy community.” Culture as a Long-Term Strategy Being named Best Place to Work (Medium) is both a celebration and an ongoing responsibility for INC Group. The award reinforces a broader lesson for organisations across industries: investing in people is not simply a cultural aspiration; it is a strategic driver of performance, retention, and growth. As INC Group continues to expand across markets, its people-first mindset remains central to how it operates and evolves. Culture is not treated as a campaign or short-term initiative, but as an integral part of everyday decision-making. In an industry defined by deadlines, delivery, and detail, INC Group’s journey offers a clear takeaway: when employees feel valued, heard, and supported, excellence becomes a natural outcome rather than an enforced target.

Silver Winner — Best Use of Social Media to Attract & Hire Talent | Employee Happiness Awards UAE 2025 | Case Study by BLR World BLR WORLD's global team reunited in the cultural hub of Abu Dhabi for a 2-day annual Bootcamp & Celebration In today's talent market, recruitment rarely begins with a CV. It starts with a scroll: a short video, a behind-the-scenes post, or a campaign that transforms a job opportunity into a story worth joining. For organisations operating across mega-events, museums, and global cultural experiences, traditional hiring methods often struggle to reach the scale and diversity required. BLR WORLD recognised this shift early. As a global talent consultancy specialising in cultural, entertainment, and mega-event sectors, the organisation needed a recruitment strategy that could keep pace with fast-moving projects and international audiences. The result was a social media-driven recruitment model that blended storytelling, targeted campaigns, and multilingual outreach, an approach that earned BLR WORLD Silver for Best Use of Social Media to Attract & Hire Talent at the Employee Happiness Awards UAE 2025. From Recruitment Function to Creative Engine Recruitment is one of BLR WORLD’s core services, supporting organisations in building visitor experience teams and delivering complex global projects. To reach the right candidates quickly, the organisation expanded beyond job boards into a full social media ecosystem spanning Instagram, LinkedIn, Facebook, TikTok, and X. Each campaign begins with detailed audience profiling and precise role definitions, ensuring that content speaks directly to the talent being targeted. Rather than generic vacancy posts, campaigns are structured around a “hook-line-and-offer” video strategy, short, engaging visuals designed to capture attention within seconds while clearly communicating role expectations and opportunities. The approach has delivered measurable impact, with multilingual campaigns generating millions of impressions and attracting thousands of applications across global markets. BLR WORLD's "Simply Brilliant" staff delivering visitor service excellence at one of our museum assets in the UAE Showcasing Culture as a Talent Magnet One of the defining elements of BLR WORLD’s strategy is its focus on people, not just positions. Social content regularly highlights company culture, team dynamics, and the real experiences of employees working on high-profile projects. “Meet the Team” features, live project updates, and wellbeing spotlights give potential candidates a transparent view into life inside the organisation. Internally, employees are encouraged to engage with recruitment campaigns by sharing and amplifying posts across their own networks, extending reach organically. This collaborative approach has transformed social media into both an external recruitment tool and an internal engagement channel, ensuring that hiring campaigns feel authentic rather than transactional. Scaling Talent for Global Events The power of BLR WORLD’s strategy became particularly visible during large-scale international projects. For Expo 2025 Osaka , the organisation supported recruitment across multiple country pavilions,  sourcing more than 500 staff members  through multilingual social media campaigns designed to attract both local Japanese talent and international candidates. Campaigns combined compelling visuals with culturally tailored messaging to reach diverse audiences. Assessment days, interviews, and collaborative hiring processes were supported by digital outreach that maintained momentum across regions. Similarly, a major campaign for the FIFA Women’s World Cup 2023  in Australia and New Zealand demonstrated the speed and reach of the model. A two-week social media push generated more than 500,000 impressions  and helped fill approximately 400 roles  across transport and ticketing teams, ensuring the right talent was matched with highly specialised operational requirements. Blending Brand Storytelling with Recruitment Outcomes BLR WORLD’s campaigns do more than promote roles, they integrate client branding into the recruitment narrative. This approach proved particularly effective during recent UAE-based projects, including major hiring drives for the Natural History Museum Abu Dhabi and the Zayed National Museum. By combining creative design with targeted social media messaging, recruitment teams were able to filter hundreds of thousands of applicants into a highly curated pool of more than 300 candidates who now deliver world-class visitor experiences at these landmark cultural institutions. The strategy balances scale with precision. High-volume campaigns expand reach, while audience segmentation and data-driven filtering ensure quality remains high. Multilingual Outreach and Global Reach Operating across multiple regions requires campaigns that resonate culturally and linguistically. BLR WORLD’s multilingual recruitment strategy ensures opportunities reach candidates regardless of geography or background. Social media content is tailored for local audiences while maintaining a consistent global employer brand. This flexibility enables campaigns to connect with diverse candidate pools, from local hospitality professionals to international cultural ambassadors, without losing clarity of message. The organisation’s global footprint, spanning offices across the Middle East, Europe, Asia, and Oceania, supports this model by combining local insight with international networks. Lessons from a Social-First Recruitment Strategy BLR WORLD’s journey offers several key insights for organisations looking to rethink hiring in a digital-first world: 1. Recruitment is storytelling.  Candidates connect with narratives and culture before they apply. 2. Data must guide creativity.  Audience profiling and role clarity ensure campaigns attract the right talent, not just large volumes. 3. Internal teams amplify external reach.  Employee participation strengthens authenticity and expands networks organically. 4. Multilingual campaigns unlock global talent pools.  Localised messaging makes international hiring scalable. 5. Social media is not just a marketing tool, it’s an operational asset.  When integrated with assessment processes and candidate journeys, it becomes a core recruitment engine. Recognition and the Road Ahead BLR WORLD’s Silver win at the Employee Happiness Awards UAE 2025 reflects more than successful campaigns; it signals a broader shift in how organisations attract and engage talent in a highly competitive landscape. As visitor attractions, global events, and cultural institutions continue to expand, the demand for adaptable, digitally driven recruitment models will only grow. BLR WORLD’s approach demonstrates that when social media is used strategically, combining creativity, data, and human connection, it can transform hiring from a reactive process into a powerful driver of organisational success. In a world where talent begins its journey online, the organisations that master storytelling, authenticity, and audience engagement will be the ones that turn digital impressions into meaningful employment experiences.

Anand Wong, Founder & CEO of Heron Resource Technologies, explains why HR transformation fails when treated as a technology deployment instead of an operating model and capability shift. | Written by Anand Wong Over the years, I have seen a consistent pattern when organisations talk about HR transformation. More often than not, it translates into a single initiative: implementing a new HR system and calling it transformation. The early stages are always energising. Product demonstrations are compelling. Vendors promise automation, efficiency, better insights, and cleaner data. Business cases are approved. Timelines are committed. Go-live dates are announced with confidence. Then reality sets in. Six to twelve months after implementation, adoption is uneven. Managers bypass the system. Employees describe it as clunky or confusing. HR teams quietly continue manual work behind the scenes to keep processes running. Leadership begins to question why HR still feels tactical despite significant investment. At that point, the system is usually blamed. In my experience, however, technology is rarely the real issue. The problem lies in how transformation was framed from the beginning. The Real Misunderstanding HR transformation does not fail because software lacks features. It fails because organisations treat it as a technology project instead of an enterprise change initiative. When implementation is reduced to configuration and deployment, deeper questions are left unaddressed: How should work actually flow? Who owns which decisions? What accountability shifts to managers? What must HR stop doing, not just automate? Without redesigning processes, clarifying decision rights, building managerial capability, and aligning behaviours to a future operating model, technology simply digitises existing inefficiencies. A modern platform layered over outdated thinking does not create transformation. It accelerates frustration. True HR transformation is not achieved at go-live. It is realised when systems, processes, governance, and people capabilities evolve together to shift HR from execution to strategic enablement. Technology Is Not the Hard Part Most modern HR systems are highly capable. They automate workflows, standardise data, support compliance, and scale with organisational growth. Across payroll, performance, and analytics, the technology itself is typically fit for purpose. The real challenge is not what the system can do. It is how the organisation changes around it. HR transformation is fundamentally about altering how work gets done, how decisions are made, and how accountability is shared between HR, managers, and employees. When those shifts are ignored, a system becomes nothing more than a digital version of legacy practices. I have seen organisations invest heavily in new platforms, only to configure them around old workflows because  “that’s how we’ve always done it.”  The outcome is predictable:  a sophisticated system constrained by inherited habits. Systems Do Not Build Capability Another common assumption is that a new platform will somehow “upgrade” HR. It will not. A performance management system does not improve performance conversations on its own. A learning platform does not create a culture of development. People analytics tools do not lead to better decisions if leaders lack the capability or confidence to interpret and act on the data. Capability does not come from software. It comes from people. If you expect a system to fix unclear expectations, weak managerial conversations, or inconsistent accountability, you will be disappointed. Without proper training, role clarity, and sustained support, HR teams struggle to move beyond administration. Managers feel burdened by new responsibilities they were never prepared for. Employees see the platform as something imposed by HR rather than something that improves their experience. Adoption declines. Workarounds appear. Parallel spreadsheets survive. HR ends up spending more time managing the system than advising the business. That is not transformation. HR transformation is not achieved at go-live. It happens when operating models, capability, and behaviours evolve together. Technology supports change, but it cannot replace it. Change Management Is Not a Side Activity In many HR system projects, change management is treated as an add-on. There may be emails, user guides, and late-stage training sessions close to go-live. While necessary, these activities do not change behaviour. Real change management begins much earlier. It asks uncomfortable but essential questions: What is changing for managers? What is changing for employees? What should HR stop doing? How will accountability shift in practice? Managers need to understand why more ownership is moving to them. Employees need to see how self-service benefits their own experience, not just how it reduces HR workload. HR teams need confidence to step into advisory roles without fear of getting it wrong. If these conversations do not happen, resistance appears quietly. People use the system only when required. They maintain shadow processes. Over time, trust in the platform erodes. Technology did not fail. The change journey was incomplete. HR Transformation Is an Operating Model Shift One of the most significant gaps I see in HRIS projects is the absence of clarity around the future HR operating model. Before selecting a system, organisations need answers to fundamental questions: What role should HR truly play? Who owns which decisions? What work should disappear, not just improve? What capabilities must be built for HR to succeed? Without this clarity, systems are configured to fit current structures rather than future ambitions. Decisions are made to support today’s organisation, not the one leaders say they want to build. True transformation reshapes how HR delivers value. It moves HR closer to the business and away from purely transactional work. Technology should enable that evolution, not define it. When operating model clarity comes first, system decisions become simpler and more strategic. Go-Live Is the Starting Line Many organisations treat go-live as the finish line. In reality, it is the starting line. The real test begins when people use the system daily. This is when habits are challenged, behaviours either change or remain the same, and operational gaps surface. Ironically, this is also when project teams disband and budgets shrink. HR is left managing a new system while simultaneously adapting to new expectations. Sustainable HR transformation requires effort beyond deployment. Stabilisation, optimisation, continuous learning, and leadership reinforcement are essential. It takes time for teams to build confidence in new processes and for managers to internalise new responsibilities. When post-go-live support fades too quickly, organisations often find themselves discussing system replacement within a few years, without ever addressing the underlying structural and behavioural issues. Rethinking What Transformation Really Means If organisations want HR transformation to succeed, they must rethink how they define it. HR transformation is not a system upgrade. It is not primarily a cost reduction exercise. It is not about replacing spreadsheets with dashboards. It is a deliberate change journey. It is about building capability across HR and the broader leadership community. It is about redesigning how work flows and how decisions are made. And it is not HR’s responsibility alone. It is a leadership agenda. Technology matters. But it is only one part of the equation. The organisations I see succeed do not begin with software demonstrations. They begin with clarity of intent. They define the operating model they want. They redesign processes. They invest in managerial capability. Only then do they select and configure technology to support that vision. Implementing a system can be straightforward. Transforming how an organisation works is not. That is why HR transformation cannot be reduced to a platform decision. It succeeds only when people, processes, governance, and behaviours move together. Technology can enable that shift, but it can never lead it.

Ranked World’s #1 Executive Coach by CEO Today, Navid Nazemian draws on his work with more than 250 executives across industries and geographies to explain why the first 90 days are only the beginning and why today’s executive transitions require a far deeper, longer, and more strategic approach. | Written by Navid Nazemian The “First 90 Days”  has become one of the most quoted and often misunderstood concepts in leadership transitions. I have seen it shape countless onboarding programmes and help many leaders avoid early missteps. It remains valuable. But at the executive level, it is nowhere near sufficient. Many forget the subtitle, Critical Success Strategies for New Leaders at All Levels . What works at all levels does not fully address the realities, political dynamics, and systemic complexity of C-level roles. And in today’s environment, the stakes are even higher. Executive transitions are increasing in frequency due to organisational redesign, digital acceleration, and ongoing geopolitical and economic volatility. Average tenure in senior roles, particularly for CEOs, is shortening, while expectations for early visible impact are rising. Hybrid work and globalised teams have made stakeholder alignment and culture shaping significantly more complex. Through my work with more than 250 executives across industries and geographies , I have observed one consistent pattern: m ost transition failures happen after the first 90 days, not during them. The Seduction of Time Bound Frameworks Time bound frameworks feel comforting because they suggest progress, control, and predictability. However, executive transitions are rarely linear. They are dynamic, political, emotional, and deeply human experiences. By the time the first 90 days conclude: Initial goodwill begins to fade Key stakeholders reassess expectations Real performance pressures emerge Cultural realities surface Resistance becomes more visible It may be the end of onboarding, but it is certainly not the end of a transition. Many organisations still treat transitions as a 90-day onboarding exercise rather than a strategic leadership inflection point. Yet executive transitions are not administrative milestones.  They shape culture, strategy, performance, and power dynamics simultaneously. When approached narrowly, they can quietly derail momentum. When approached strategically, they can accelerate enterprise-wide alignment and long-term performance. Transitions Are a Process, Not a One-Off Event Research shows executives typically need 12 to 18 months to fully adapt to a new C level role. That adaptation includes recalibrating identity, letting go of old success patterns, building trust and legitimacy, and learning how power actually works within the new organisation. Yet organisations often declare success at day 90 or 100, just as complexity begins to peak. This creates a dangerous gap between perceived success and long term sustainability. I often describe transitions through my Double Diamond Framework™  lens. Executive transitions unfold across multiple overlapping phases, requiring months before sustainable traction is achieved. The first 90 days may establish direction, but they rarely determine durability. Success depends less on individual brilliance and more on context navigation, stakeholder integration, timing of decisions, and the leader’s willingness to evolve their own leadership identity. The first 90 days may set direction, but true executive success depends on how leaders navigate identity shifts, organisational complexity, and sustained impact long after onboarding ends. The Three Phases Executives Must Navigate Successful transitions tend to follow three overlapping phases: Arrival Understanding the context, people, and mandate. Survival Managing pressure, ambiguity, resistance, and personal energy. Thriving Creating impact, shaping culture, and building a leadership legacy. These phases look very different depending on the context. A first-time C-level leader stepping into enterprise-wide accountability must recalibrate from functional excellence to systemic leadership.  An external hire entering a complex stakeholder ecosystem must establish credibility without overplaying authority. Internal promotions often underestimate how quickly peer dynamics shift. Global relocations introduce cultural nuance and informal power structures that cannot be understood from an org chart. In transformation, turnaround, or post-merger integration environments, the tension intensifies. Leaders are expected to reshape direction while simultaneously stabilising performance. The transition becomes both strategic and deeply personal. Most onboarding frameworks focus almost exclusively on arrival. Very few address survival. Almost none are intentionally designed for thriving. Why Smart Leaders Still Struggle Executive transitions challenge more than capability. They challenge identity itself. Leaders must let go of being the expert, being liked, being certain, and being fast. Instead, they learn to ask better questions, tolerate ambiguity, read wider organisational systems, and lead through influence rather than authority. Navid emphasises that this internal transition is rarely acknowledged, even though it is often where leaders stumble. What Sustained Transition Mastery Looks Like Executives who transition successfully over time tend to follow several consistent practices: They slow down sense making before speeding up execution They invest deliberately in key stakeholder alignment They test assumptions early and often They build feedback loops instead of relying purely on intuition They protect reflection time and resist the urge to overload their calendars Consider a newly appointed CFO in a multinational organisation who delivered technically strong early results. Financial metrics improved, but regional alignment suffered. The transition stalled not because of capability, but because stakeholder integration and expectation-setting had been underinvested. Or a first-time CEO promoted internally who moved too quickly to signal change, unintentionally destabilising trusted leadership relationships. The turning point came not from sharper strategy, but from recalibrating pace and communication. In contrast, I worked with an external CHRO hired during a transformation who deliberately extended the listening phase, mapped informal influence networks, and co-created early priorities. The result was stronger long-term credibility and far greater adoption of change initiatives. What Organisations Can Do Better If organisations want executives to succeed beyond the first 90 days, they must extend onboarding into structured transition journeys and normalise the emotional and identity challenges of leadership change. They should provide confidential expert support such as executive transition coaches during high risk phases and measure transition success beyond early deliverables. Executive transitions remain one of the few leadership moments where relatively small investments can yield disproportionate returns. The real question is not whether the first 90 days matter. They absolutely do. The deeper question is whether organisations and leaders are willing to recognise that those first months are only the beginning of a 12 to 18 month leadership inflection point. The ultimate aim is not fast impact alone. It is sustainable traction, credibility, clarity, and alignment that endure long after onboarding ends.

Navid Nazemian, World’s #1 Executive Coach by CEO Today, explores why 40% of executive transitions fail and how organisations still treat leadership onboarding as routine administration rather than strategic risk management. | Written by Navid Nazemian Why Executive Transitions Fail, and What Organisations Still Get Wrong In my experience, most organisations assume executive transitions are manageable, almost routine. A new leader is appointed, onboarding meetings are scheduled, compliance boxes are ticked, and stakeholders assume intelligence, experience, and goodwill will carry the rest. Yet the data tells a very different story. I have seen this pattern repeat itself across sectors, geographies, and leadership levels. Research consistently shows that nearly 40% of executive transitions fail within the first 18–24 months. HRDs are no exception. Many are quietly pushed out, encouraged to move on, or exit under the label of “mutual agreement.” These are not isolated cases, they are systemic failures. And in many cases, they were entirely preventable. Executive transitions rarely fail because leaders lack competence. They fail because organisations fundamentally misunderstand what successful transitions actually require. The Myth of the “Capable Executive” One of the most damaging assumptions organisations make is simple: “If we hired the right leader, they will figure it out.” You may have heard this sentiment expressed in boardrooms and executive committees. It sounds rational. It is also risky. It is an appealing belief, and often an inaccurate one. Past success does not guarantee future success, particularly in a new environment. In fact, the very skills that made an executive successful in a previous role can become obstacles in a new context. Different stakeholders, shifting power dynamics, inherited teams, unclear mandates, and cultural complexities cannot be solved by competence alone. As Dr. Marshall Goldsmith  famously observed, “What got you here won’t get you there.” Yet many organisations continue to treat executive onboarding as an administrative process rather than a leadership risk. Why Traditional Onboarding Fails at the Top Most onboarding frameworks were never designed for executives. They focus on general orientation, basic information transfer, and early operational deliverables. They assume clarity of mandate, stakeholder alignment, and organisational stability, assumptions that rarely hold true at senior levels. Executives often face: Ambiguous and conflicting expectations Political undercurrents invisible during the hiring process Inherited leadership teams they did not choose Pressure to perform before fully understanding the organisational ecosystem Despite these complexities, organisational support often ends after the first 30-90 days, precisely when deeper challenges begin to emerge. The Most Common Transition Derailers Across hundreds of executive transitions, I have observed recurring derailers: Misaligned Mandates Executives believe they were hired to transform, while stakeholders expect stabilisation or incremental change. Stakeholder Blind Spots Critical influencers are overlooked or engaged too late. Cultural Misinterpretation Leaders misread behaviours without understanding deeper organisational norms. Inherited Team Risks Hidden performance issues or resistance disrupt early momentum. Over-Reliance on Early Wins Speed replaces sense-making, and action precedes understanding. None of these challenges can be solved through simple checklists. They require intentional transition design and sustained leadership support. The Cost of Getting It Wrong Replacing a failed executive can cost up to 30 times their annual salary when factoring in recruitment expenses, lost momentum, disengaged teams, and reputational damage. But the hidden costs can be even more damaging: Cultural erosion Strategic drift Loss of high-potential talent Declining trust in leadership decisions Erosion of client and stakeholder confidence Failed executive transitions are not merely HR challenges, they are business continuity risks. Yet they are still too often treated as isolated personnel issues rather than systemic organisational risks. Executive transitions rarely fail because leaders are incapable, they fail because organisations underestimate the complexity of change and treat leadership onboarding as routine. What Many Organisations Still Get Wrong Despite growing evidence, many organisations continue to: Invest heavily in executive selection but minimally in transition support Treat onboarding as a one-time event rather than an extended process Leave executives to navigate complex environments alone Intervene only once visible performance problems emerge In the absence of structure, hope often becomes the dominant transition strategy. And hope is not a strategy. What Needs to Change The organisations I see consistently succeed with senior transitions take a very different approach. They treat transitions as a strategic investment, not a courtesy or a perk, but a risk-mitigation strategy supported by professional coaching and structured guidance. They extend support beyond the first 30–90 days, recognising that transitions typically last 12–18 months. And they combine structure with reflection, integrating data, stakeholder insights, coaching, and continuous sense-making rather than relying solely on short-term action plans. Executive transitions are not only about improving performance; they are about shortening the distance between appointment and meaningful impact without damaging organisational culture or trust. Final Thought Until organisations fundamentally rethink how they approach executive transitions, failure rates will remain stubbornly high. The real question is no longer why executive transitions fail. The data is clear. It is whether organisations are prepared to invest in better transition design, structured support, and professional guidance to ensure leaders, and organisations, succeed together.