Becoming resilient & future-ready leaders: Insights from Iman Al Qasim

Leaders today not only steer businesses strategically but also nurture the organisation culture from within. They identify core issues and challenges, and effectively mitigate risks that could threaten business sustainability.

Recently, People Matters spoke to Iman Al Qasim, Executive VP of Human Capital at Emirates Global Aluminium (EGA). She is a distinguished HR and organisational transformation leader with over 20 years of experience in leading organisations, holding key positions including Group HR Director at Emirates National Oil Company, Executive Director of Human Capital at Mubadala Investment Company, Deputy VP of HR at Dolphin Energy, and HR Director at General Motors Middle East. Currently, she also serves as a board member of EGA America Inc., Abu Dhabi National Energy Company (TAQA), Aramex, and E7 Group. Her core expertise includes human capital strategy, talent acquisition, learning and development, human capital information systems, organizational development, performance management, and rewards and policy.

In this exclusive interaction, Iman shared insights into how leadership is evolving in the Middle East. She highlighted a leader’s role in creating a balanced workplace where next-gen leaders understand business value while remaining resilient and forward-thinking.

Here are the edited excerpts from the interaction:

Could you please provide your insights on the current talent landscape of the Middle East and suggest how organisations in the region can nurture and harvest the talent pool in line with changing work dynamics?

The current landscape of talent in the Middle East region is marked by significant change. In the UAE and the Gulf, there is a pressing need to adapt to growing economies and emerging sectors. As the economy expands across the Middle East and Africa, the demand for talent intensifies. We require local talent that understands the culture and region, as well as international talent to create a balanced workforce of skilled individuals.

Moreover, we are witnessing a shift in how talent is seeking opportunities. This evolving dynamic landscape emphasises the importance of not only attracting but also retaining a diverse pool of local and international talent to meet the region's growing demands.

How has the definition of leadership evolved over the past decade in your experience? In what ways are leaders expected to add value to the organisation?

I believe that more and more, we are learning the importance of leaders not only leading but also continuously learning. With the rapid pace of technological advancement, it's crucial for leaders, especially those with 20+ years of experience who have never encountered AI, to remain open to ongoing education. This includes exploring reverse mentoring. While traditional mentoring remains vital, especially in highly skilled and technical companies like ours, we are also starting to introduce reverse mentoring. This approach ensures that leaders stay up to date with the latest trends alongside traditional learning methods, online learning, and modern blended learning.

Additionally, we are incorporating gamification into learning for our younger generation, encouraging leaders to embrace new ways of learning and leading. This comprehensive approach helps us adapt to the needs of the new generation and maintain our competitive edge.

What specific policies and processes has EGA implemented to ensure a robust pipeline of future leaders? How do you prioritise the development of leadership capabilities in EGA’s talent?

Having a robust pipeline is key to an organisation's success, especially one like ours that relies on accumulated technical knowledge and experience. To ensure this, we have several pooling programmes. We bring people in and quickly bring them up to speed through our training initiatives. Our detailed technical training centre helps employees progress through the ranks and continually reskill, even after many years of experience, as new technologies are introduced.

It's not just about maintaining a robust pipeline; our succession planning is designed to support both future successors and current role holders. We introduce shadowing programmes to allow successors to learn from their leaders, ensuring a smooth transition even after leaders step down from their full-time roles.

This comprehensive approach ensures that our organisation remains resilient and forward-thinking.

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With AI and new technologies in workplaces today, what qualities and competencies are you looking for in the next generation of leaders? How do you identify and develop high-potential employees for future leadership roles? Additionally, what role does tech play in your internal leadership development?

In the context of competencies for next-generation leaders, I believe we are seeking an appetite for change and dynamic environments, along with a willingness to learn. These leaders should have a deep sense of purpose in their work. As an industrial company, we are proud to be the largest premium Aluminium producer worldwide, renowned for the quality of our products and strong market presence.

We aim to develop next-generation leaders who understand our business values and value chain. Identifying high-potential employees involves evaluating a range of skills beyond technical knowledge. We look for individuals who have developed other employees, worked on key projects outside their comfort zones, and gained exposure to different areas of the business.

This approach includes not only vertical development but also opportunities for broader experiences. For instance, we recently sent 15 young leaders to Silicon Valley to challenge their thinking by exposing them to a completely different industry.

In terms of how technology plays a significant role in leadership development? We have a dedicated Digital Academy that empowers employees to upskill their digital and agile skills. Our vision for the "smelter of the future" at EGA includes programmes and initiatives for all employees. We are proud of the initiatives we have developed so far and are committed to continued innovation and growth.