HR leaders are now widely recognized as 'frontline leaders,' standing at the forefront to lead, guide, and support the company through key transitions—whether technology innovation, cultural shifts, or building national talent capabilities to compete globally.

All while building future-ready organizations, they are also aligning their people development with national agendas—such as Sultanate of Oman's Vision 2040 focusing on sustainability, economic diversification, human capital development, governance, and more. 

In an exclusive interview with us, Hilal Al Jadidi, Chief Human Capital Officer at Omran Group, shared how the Group is navigating key shifts like digital transformation and alignment with global industry trends. From leadership development to talent strategies and HR innovation, his perspective offers a clear roadmap for what the future of work can—and should—look like.

Read here the full interview: 

Q: In the context of future-ready HR, what does digital transformation look like in your HR strategy, and how are you preparing your teams for this shift?

Digital transformation at Omran Group is about redefining the way we enable our people to work, grow, and contribute. Our newly deployed cloud-based ERP system integrates all talent and operational data across most of our business units, streamlining decisions and driving group-wide connectivity. The journey has just started!

Along with the hype and exponential growth of AI, we’ve also introduced AI-powered HR chatbots to handle employee support queries and enhance responsiveness on day-to-day operational and policy matters. This forms part of our broader initiative to establish a dedicated Employee Experience (EX) practice, which leverages data and design thinking to optimize touchpoints across the talent lifecycle.

We’re simultaneously elevating our leadership readiness through a Leadership Learning Journey—a curated development path anchored in future skills, emotional intelligence, operational excellence, and strategic thinking.

These efforts, together with a strong focus on digital upskilling and agility, are helping us build an HR function ready for the challenges and opportunities ahead.

Q: In your role, how do you personally approach leadership during periods of tech transformation and policy change?

I believe change is most effective when it is human-centered and purpose-driven. My approach is to lead through clarity, co-creation, and continuity.

We don’t just launch initiatives—we guide people through them with empathy and strategic alignment. To institutionalize this mindset, we’ve established a Continuous Improvement (CI) and Change Management Office within our People function.

It plays a key role in enhancing our organizational resilience by embedding improvement loops into how we work, ensuring that transformation is a living process—not a one-time event.

Q: How has the role of the CHRO evolved in today’s workplace—from a people leader to a strategic business driver? What new expectations are shaping your agenda?

The CHRO today must balance people-centricity with commercial foresight. We are expected to drive culture, enable transformation, and deliver outcomes that matter to the business and to society.

My agenda is now shaped by strategic imperatives like future upskilling of talent, building data-backed talent strategies, and cultivating resilience across the organization.

Through initiatives like our ERP integration, EX focus, and CI governance, we’re ensuring that the People Function is no longer a support role—it is a leadership engine driving sustainable performance.

Q: How is Omran Group aligning its talent practices with national objectives like Omanization, the future of work, bridging skills gaps in the tourism sector, and creating better job opportunities, while ensuring operational agility?

At Omran Group, we view national goals as part of our organizational DNA. We’ve embedded Omanization metrics into our workforce strategy, created targeted upskilling pathways, and localized leadership positions wherever possible. The journey is exciting and challenging at the same time!

We actively collaborate with universities and vocational institutions to align curricula with the realities of the tourism sector, co-creating internship programs and applied research opportunities where possible.

Our aim is not just to fill jobs—but to shape careers that are future-proof in the tourism industry, with strong foundations in customer experience, technology, and sustainability.

Q: How is Omran supporting Omani talent in progressing to mid and senior-level roles in the tourism industry? What additional initiatives could further accelerate this journey across the sector?

We’ve established the Apex Club initiative, a selective recognition and retention platform for high-performing Omani talent. It’s designed to give top performers access to executive mentorship, high-impact projects, and career acceleration opportunities.

Beyond this, the sector as a whole needs to adopt international exposure programs, sector mobility tracks, and innovation-led secondments.

These elements—combined with structured succession planning and purpose-driven leadership development—can fast-track Omanis into influential roles that shape the future of our industry.

Q: How can HR leaders leverage digital tools and AI to enhance recruitment, people experience, and performance? Are there any specific tools currently in use within your organisation?

While we’ve taken foundational steps in digital transformation, we aspire to further integrate AI into our HR ecosystem. Our ambition includes implementing AI-powered recruitment engines, real-time employee sentiment tracking, and predictive analytics for performance management.

We are currently exploring platforms that will enable these capabilities while ensuring the human element remains central. For us, the real opportunity lies in blending smart technologies with smarter leadership—where tech supports, not replaces, the relational fabric of our workplace.

Q: In your view, what defines a truly supportive and inclusive workplace? 

An inclusive workplace is one where every person feels heard, valued, and empowered to contribute fully. At Omran Group, we’re building this through a mix of employee voice platforms to measure engagement and experiences, inclusive leadership training, and career pathing tools that give all employees a line of sight to growth.