In the Human Resource industry, leadership plays an important role in shaping an organization’s culture, driving strategic initiatives, and fostering employee development. Human resource leaders must be able to establish easy communication and have the flexibility to plan for and embrace change. Badia Rebolledo Abud is one such human resource leader who has 25 years of experience within the industry and has generated success in various HR roles in top-tier companies.
In a fascinating conversation with The Enterprise World, Badia Rebolledo Abud shared her professional and personal journey, struggles, goals, and vision as a Chief People Officer within the industry.
Let’s take a look at Badia’s insights within the industry and the impact of her work throughout the years:
Q1. Tell us about your career path in HR. What initially drew you to this field?
My first run-in with Human Resources happened during my first job at Procter & Gamble. During what they called the screening interview, the HR lady suggested I kick off my career in HR. Back then, I thought HR was just about recruiting and payroll—basically, the kind of stuff that could put you to sleep. But they painted a really cool picture of what HR could be, emphasizing its strategic importance and the impact it could have on both people and the company. Intrigued by this vision, I decided to take the plunge.
What initially hooked me was the chance to make a real difference in people’s professional lives. As I dug deeper into HR, I found out it’s like a Swiss Army knife of roles. Each area I explored—from talent acquisition and employee development to organizational culture and change management—fuelled my growing passion. HR, or as I like to call it now, People, became a field where I could mix strategic thinking with empathy, innovation with good old fundamentals, and create environments where employees could thrive.
This journey turned my initial curiosity into a full-blown passion. The more I learned, the more I was captivated by the role HR plays in shaping an organization’s success and fostering a positive workplace culture. Today, as a Chief People Officer, my commitment to this field is stronger than ever. The ability to impact lives, support growth, be disruptive, drive organizational excellence, and leave a legacy is what keeps my dedication to HR burning bright.
Q2. How have your goals and vision for HR evolved over time?
My first gigs were in the Centre of Expertise (CoE), where I was all about developing and rolling out best practices across the company. Think of it as HR boot camp—only with fewer push-ups and more spreadsheets. During this time, I got my hands dirty with talent management, learning and development, compensation & benefits, payroll, labor law, and organizational design. By the end, I was practically a Swiss Army knife of HR knowledge.
But the real adventure began when I donned my HR Business Partner (HRBP) cape. This role wasn’t just about HR 101—it was like jumping into the deep end of the business pool without water wings. I moved beyond the usual HR stuff and got right into the heart of the business units. This shift meant I worked closely with human resource leaders and teams, got to know their unique challenges, and tailored HR strategies to fit their needs. I felt like a business whisperer, tuning into the rhythms of the company.
What started as a mission to bring best practices to the table turned into becoming a key player in driving the organization toward its goals. I realized that effective HR wasn’t just about ticking boxes and doing admin – it was about creating a strategic advantage for the business. In my HRBP role, I focused on building strong relationships with business leaders, gaining their trust, and showing just how valuable HR could be. Basically, I became the HR superhero they didn’t know they needed.
I became an advocate for change, pushing for continuous improvement and innovation. This approach allowed me to influence decision-making and help drive the business forward. Understanding the business inside out was crucial for recommending the best approaches, always keeping the employee in mind.
As my career progressed, my vision for HR evolved into a more holistic and integrated approach.
I saw the importance of aligning HR strategies with business goals, making sure HR initiatives supported growth and competitiveness. I championed efforts to boost employee engagement, diversity and inclusion, and leadership development – key ingredients for long-term success. I mean, who doesn’t want to be part of a diverse and engaged team that kicks butt and takes names?
Now, as Chief People Officer, I continue to build on this vision. My goal is to create an inclusive and empowering work environment where everyone can thrive and give their best, being accountable and fully engaged. I’m all about leveraging data and analytics to drive informed decisions, fostering a culture of agility and resilience, and positioning HR as a strategic enabler of business success. I’m always on the lookout for new ways to do things better, and simpler, and constantly challenge the status quo.
Q3. What are some of the most significant changes you’ve witnessed in the HR landscape throughout your career?
As mentioned above, getting the gist of HR’s role in the business is step one in unlocking its potential. When I left P&G, I realized that not many companies put HR in such a central role as P&G did. It was wild to see HR still stuck in the 70s-80s mold of just hiring, training, paying, and organizing the Christmas party. Stuff like “working from home,” childcare policy, and empowering over micromanaging were like forbidden topics, and top management wasn’t having it.
Then, boom! The pandemic hit, and suddenly HR was in the spotlight, in the decision-making car, and even in the driver’s seat. Covid pushed us into the future in just a few months. Human resource leaders started asking us for answers and guidance, finally seeing our worth as strategic partners. We’ve got to keep riding this wave for as long as we can.
Throughout my career, I have made changes that, when shared with others, often elicit disbelief. I’ve introduced unlimited holidays, trusting employees to manage their time and well-being. I rolled out flexible benefits to cater to our diverse workforce needs. I also shifted from hierarchies to wirearchies, empowering process owners at all levels to take charge and be accountable.
The biggest changes I’ve seen in HR include moving from an admin role to a strategic one, embracing tech and data analytics for decision-making, and recognizing the importance of mental health and well-being. The shift from a one-size-fits-all approach to personalized employee experiences has been amazing. HR is no longer just about managing personnel; it’s about fostering a culture of continuous improvement, innovation, and inclusivity.
Q4. In your opinion, what are the most pressing challenges facing HR professionals in 2024?
Alright, let’s talk about attracting and keeping talent. We’re still dealing with the aftermath of the Pandemic when everyone started questioning their well-being and where they want to work. Remember the Great Resignation? Yeah, that shook things up big time. Now, companies are scrambling to look cool and streamline their hiring processes to snag top talent. To keep folks around, we need to amp up the employee experience with autonomy, career growth, and flexible work setups. If we don’t know our audience, it’s like trying to play pin the tail on the donkey—blindfolded.
Next up, employee engagement and well-being. Keeping employees engaged is like finding the Holy Grail for company success, but it’s a tough nut to crack. Disengaged employees are like a bad vibe that spreads, hurting productivity and culture. HR is all about creating workplaces that support work-life balance and the company’s Employee Value Proposition (EVP). But hey, this isn’t just HR’s job. We need the big wigs on board too, or it’s all just a waste of effort.
And then there’s navigating new HR tech. With AI and all these digital tools popping up, we’ve got opportunities galore—but also a few headaches. Sure, tech can boost efficiency and productivity, but it also means a lot of training and change management. Many human resource leader feel like their tech strategies are out of whack with their business needs. So, picking and using the right tech is key. Imagine it like a rollercoaster ride without a seatbelt—tech is always updating, and we’ve got to keep up or risk flying off. The trick is to start using data to our advantage to push the business forward.
Q5. Can you share an example of a time you had to lead your team through a complex challenge? How did you approach it?
After more than two decades of bouncing around all sorts of companies, cultures, leaders, and teams, it’s tough to pin down just one challenging event with my crew. What I’d rather share are the key things that, looking back, helped my team weather the storms and come out with their heads held high, learning a ton along the way. Notice I didn’t say we always came out successful – that wasn’t always the case – but we sure had a blast and learned a lot!
From day one, my teams learn the importance of ownership and accountability. If I have to do your job, you’re not needed. Just to be clear, owning is different from knowing. I’m always up for teaching and coaching, and I know that learning takes time. However, accountability is about taking responsibility for actions and their consequences.
I love developing people, but they’ve got to want to grow. You can take a horse to the well, but you can’t make them drink the water. I’m not hunting for specific hard skills; I’m after the right attitude because that’s something you can’t teach. So, when we set our minds to deliver something, come rain or shine, we’re all in.
When facing a challenge, you’ve got to get creative, even dabbling in those ‘Oh my God, are you nuts?’ ideas. Only by seeing the problem from every angle do the best solutions emerge. The trick is having a human resource leader who’s willing to risk it all. That’s where I come in, and I love shaking things up as long as it makes sense and is right for the business.
Finally, a clear vision. You can have it all: the attitude, the accountability, the creativity, and the support, but if you don’t know where you’re heading, well, then you’re probably already there.
A clear, simple vision that’s challenging and gives you a sense of accomplishment and a lasting legacy is what turns work into passion, and that, my dear readers, is when they start paying you to do what you love.
Q6. Looking back, what would you consider your biggest accomplishment in HR?
Reflecting on my 25-year career in Human Resources, it’s challenging to pinpoint a single accomplishment as the most significant. However, three key moments stand out and have profoundly shaped my journey:
- Opening the Latin America Headquarters of P&G in Panama
This experience was a pivotal moment in my career. Leading the establishment of a new regional headquarters allowed me to personally connect with the families who relocated, creating a close-knit community. This project was akin to a startup with the backing of a substantial budget, and it was completed in record time by integrating best practices from P&G’s global operations.
- Building a High-Performance Team at Nestle
One of my most rewarding experiences was transforming a group of professionals into a high-performance team. Guiding and challenging them to bring out their best and watching them grow within or beyond the organization was incredibly fulfilling. This process of developing talent and witnessing their success became addictive and underscored the importance of leadership and mentorship in HR.
- Cultural Transformation at Krispy Kreme
Over three years, I led a cultural transformation that engaged the organization at a global benchmark level and established effective communication across all levels in the retail sector – a feat rarely achieved in the industry. The personal feedback from employees at every level, thanking me for the positive impact and legacy I created, has been the highlight of my career. Knowing that I have touched lives and made a lasting difference is the most fulfilling experience I have had.
Q7. What skills and knowledge do you believe will be most critical for HR professionals to succeed in the future workforce?
Resilience and the ability to unlearn and relearn are essential. In today’s dynamic workplace, we must be adaptable, much like chameleons in this zoo called a workplace. Survival isn’t about strength; it’s about adaptability. Those willing to take risks, admit failure, and apply their learnings to improve will thrive.
Critical and analytical thinking are paramount. It’s not enough to understand the data; we must know how to leverage it effectively. This requires a deep understanding of our business—its goals, objectives, weaknesses, competition, and organizational structure. We must also have in-depth knowledge of what motivates our employees, how they learn, and what they need to succeed
Empathy is fundamental, it should be a nucleotide of the HR DNA. If you can’t be a people’s safe haven, you are failing at your job. People will not remember what you said but how you made them feel and that can change lives.
Assertive communication is key. Our role is multifaceted; while we must advocate for the business, we are also the voice of the employees.
A good sense of humor is a must-have. We spend most of our days interacting with colleagues, in front of a computer, and managing deadlines, problems, and challenges to reach objectives.
Maintaining a positive attitude can lighten the mood and energize even the toughest days.
Additionally, having the ability to laugh at yourself makes you approachable, relatable, and easy to talk to. Humor breaks down barriers, bridges gaps, and helps establish strong, positive relationships.
Q8. How do you think the role of HR will evolve in the coming years, particularly with the rise of automation and technological advancements?
HR is in for a wild ride, especially with automation and tech taking over. If we haven’t caught onto the whole data thing yet, it’s like we’ve been napping through the best parts of the movie. We’re drowning in data—think popcorn at a theater—but if we don’t know what to do with it, it’s just going to spill everywhere and make a mess.
To rock this new era, we’ve got to get comfortable with unlearning and relearning. That means ditching the old stuff, picking up new tricks, and rolling with the punches as they come.
Let’s rethink our core gig—shaking up policies, benefits, and all those HR goodies to fit what our peeps need today. Dare to innovate and kick old habits to the curb. The worst that can happen? We just go back to the old ways. But the upsides? Worth it.
Ditch the status quo. In a world where just staying stable isn’t enough, we’ve got to chase new ideas. Business models are always reinventing themselves, so why shouldn’t HR? By embracing innovation and transformation, we can make sure our organizations not only keep up with the changes but also lead the charge.
Q9. Describe your leadership style. How do you empower and motivate teams within HR?
“A leader is as good as their team”: This has been my go-to mantra throughout my career.
As Chief People Officer, I know my job, especially at the top of the corporate food chain, is all about empowering, enabling, envisioning, and energizing my team. My main gig is to bring out the best in them, shake things up, and nudge them out of their comfort zones so they can hit their full potential. If I have to do their job, then what’s the point of having them?
I love unleashing my team’s creativity and creating a space where they feel pumped to suggest and try new things. Leadership isn’t a one-size-fits-all deal; you’ve got to adapt to the person, the situation, and the timing. But some things never change: trust, empowerment, motivation, and recognition. When you’ve got these down, the results can be out of this world.
Trusting my team means letting them make decisions and own their work. This boosts their confidence and sparks innovation. Motivating them means getting what makes each person tick and syncing their goals with the company’s vision. Recognizing their hard work not only lifts spirits but also keeps the good vibes and performance rolling.
What’s cool about this approach is that it works everywhere. No matter the role, level, or industry, everyone thrives when they feel valued, heard, and recognized, knowing their contributions matter. This is the kind of vibe I aim to create in HR and across the board.
In practice, I’m all about spotting chances to celebrate wins, give constructive feedback, and keep the communication lines wide open. I encourage my team to take risks and learn from flops, fostering a culture of continuous improvement and resilience. I live by the developer’s motto: “Fail fast, succeed faster.” By setting clear expectations and providing the support and resources needed, I help my team shine and drive the company forward.
Plus, I firmly believe that having fun at work is key to keeping things positive and productive. Throwing in moments of joy and camaraderie builds stronger relationships and cuts down stress, making the workplace more enjoyable. Not taking myself too seriously is a rule I live by. Life’s too short and the office days too long to spend in a bad mood.
Q10. What advice would you offer to aspiring human resource leaders who are just starting their careers?
Alright, buckle up, future HR rockstars! If you’re diving into this world, make sure it’s because you genuinely love helping people. The best HR folks I’ve seen have this crazy passion for their work, an unshakable sense of justice, and a knack for doing the right thing – even when it’s tough.
They radiate positivity like they’re solar-powered and always have time for employees, no matter how swamped they are. These people are like superheroes, ready to take a bullet for their team and march forward together. And this isn’t just at the top levels—it’s everywhere. They embrace their role like it’s their life mission, seeing themselves as catalysts for change who stand their ground.
If you’re the kind of person who loves making friends and can keep a secret better than a spy, then HR might just be your jam. Be that go-to person everyone trusts for honest answers and no BS.
And hey, stay true to yourself. Nobody needs another carbon copy of the guy next door. Shake things up, rock the boat, and be memorable. After all, there’s nothing more exciting than someone who’s unapologetically themselves. Now go out there and show ’em what you’ve got!
