Maan Fatani on role of HR in reshaping workforce, culture and business
The financial impact of a positive culture on a business is tremendous, and achieving this requires HR leadership to be both at the forefront and the core of the organisation. HR leaders play a pivotal role in reshaping work environments while navigating challenges related to people—such as diverse needs and priorities—and business, including the evolving tech landscape, competition, and meeting ESG goals.
In an exclusive interview with People Matters Middle East, Maan Fatani, Group Vice President of HR and Shared Services at Middle East Paper Company (MEPCO), shared insights into the world of work in MENA, discussing revolutionary changes in HR and its role in aligning people and business. He also explored how Artificial Intelligence (AI) and new technologies are reshaping workplaces, redefining workforce dynamics, and how CHROs and talent professionals are driving business-led culture change.
Maan possesses over two decades of HR leadership experience across the dynamic markets of KSA. He previously spent over five years as Group CHRO at MEPCO, shaping the company's people strategy. His leadership journey also includes pivotal HR roles at renowned organisations like Castrol KSA, AlSafwa Cement Company, and Tamer Co., where he played a key part in their growth and success.
Read here the detailed interview:
Please share your journey as a transformational HR leader and your role in shaping the HR functions of leading organisations over the years.
Finding out that my team and colleagues see me as someone who leads change and inspires transformation, was humbling and affirming. It's a great compliment, but it's not just about me trying to shake things up on my own, change doesn’t happen without a great team to rally with, debate against, and move forward with. It made me think about the way in which I manage, find, and push for generating new ideas. It made me think about how to ensure HR stays agile and relevant, which is the key to transformation.
My leadership journey is a testament to the power of embracing one's authentic self and the continuous pursuit of knowledge. From immersing myself in business literature (I read a lot of books, l listen a lot to audio books, and podcasts as well), to acquiring knowledge in emerging fields like AI, and digital transformation.
For me the role of HR is in preparing organisations and workforces for work transformation. In order to do so effectively HR needs to build a solid connection with People of the organisation because if you don’t understand people you won’t understand business!
Regardless of the reasons for organisational change, as companies evolve to stay relevant, HR plays a pivotal role in aligning the organisation and workforce that’s required to gain competitive advantage.
In your opinion, how has AI in the workplace changed workforce dynamics? What are the key challenges and opportunities that employees face in the Middle East region today?
I always think Artificial Intelligence (AI) is not just a technological advancement; it is a transformative force reshaping the very fabric of the workplace. Beyond the automation of routine tasks, AI is redefining workforce dynamics, altering job roles, and demanding new skill sets from employees across various industries. This evolution is not an impending change but a current reality, making it crucial for businesses to understand and strategically adapt to these new conditions.
AI is not only taking over repetitive tasks but also enhancing decision-making processes, optimising operations, and creating opportunities for innovation. This shift results in a significant change in job descriptions and the nature of work, necessitating a workforce that is versatile, technologically adept, and continuously evolving.
The impact of AI is also evident in workforce dynamics. It fosters a more connected yet remotely operating workforce, enables data-driven management, and introduces sophisticated tools for employee engagement and resource management. These changes are prompting organisations to rethink their operational models, leadership styles, and how they cultivate corporate culture in an increasingly digital workplace.
The Middle East and North Africa (MENA) region faces major challenges over the coming decade that will test its institutions and require its governments to design more effective policy solutions. On the technological side, advances in digitalisation, artificial intelligence, and automation will create competitive pressures for both businesses and people!
How can HR professionals leverage technology to predict evolving talent needs? Are there any effective strategies to meet the diverse needs of employees in line with business sustainability goals?
In today’s ever-changing and fast-paced business landscape, the function of Human Resources has undergone a remarkable transformation. No longer confined to mere paperwork and administrative tasks, HR professionals have emerged as strategic partners at the forefront of driving organisational success. This evolution has been fueled by the rapid advancements in technology, which have empowered HR teams to revolutionise the way businesses manage their most valuable asset: their human capital. As we venture into the future, the seamless integration of technology into HR processes promises to reshape the entire landscape, enabling businesses to unlock the full potential of their workforce and navigate the complex challenges of the new modern era with unparalleled agility and efficiency!
I can say the key to creating a vibrant and sustainable company is to find ways to get all employees—from top executives to assembly line workers— personally engaged in day-to-day corporate sustainability efforts.
In conclusion, the future of HR is undeniably intertwined with technology, as it continues to revolutionise human resources management. The transformative power of data-driven decision-making and predictive analytics enables HR professionals to navigate the complexities of talent management with unparalleled insight and precision!
Please share your insights on how AI has transformed the HR function in Middle Eastern workplaces. Are emerging HR technologies effectively addressing the core areas of HR and the related challenges?
The Middle East is emerging as a global hub for artificial intelligence in terms of investments and developmental spheres.
AI and automation have ushered in a new era for HR practices in the Middle East, reshaping talent acquisition, training, performance management, and staff engagement. The region's HR landscape is changing rapidly, embracing these transformative technologies to improve efficiency and enhance staff experiences. However, it is essential to strike a balance between technological advancements and human touch, ensuring the best possible outcomes for both organisations and their people.
While AI and automation offer significant benefits to HR in the Middle East, they also come with challenges. Concerns about data privacy, algorithmic bias, and the displacement of human jobs have been raised. Organisations must tread carefully, ensuring transparent and ethical AI implementations while reskilling HR professionals to handle the new technological landscape.
What are the top concerns and worries of HR professionals in the current landscape of talent management? What are some effective ways to mitigate these challenges while ensuring people and business success?
Talent management is still hard for many organisations, even though it's clear how important it is. Finding skills gaps is always hard, and matching people's skills to their specific job needs is even harder. The journey is still long and difficult.
The 21st century is a battle ground when it comes to talent management. Talent is in short supply, and therefore in high demand. Some talented individuals see the modern employment landscape as a seller’s market, where they can offer their services to the highest bidder, and demand inflated salaries, along with a constant stream of opportunities and support.
For talented individuals, whether it’s those with potential, or those with a solid track record, the power has shifted from employer to employee, with many talented individuals jumping from one employer to the next, depending on the best offer. Loyalty to one employer, or even to one career path, is likely to be the exception rather than the norm!
According to you, what are the essential elements of a future workplace? What trends do you foresee transforming Middle Eastern workplaces in the next few years?
Employees are having a new “worth it” equation!
Many employees are increasingly considering whether their job is “worth it” in new ways. The equation is different. Putting generational differences aside - employees' wants, needs, and values have changed!
Without a doubt, the way we work has changed and continues to change rapidly due to technological advancements, societal shifts, and environmental concerns. The Middle East, known for its rich cultural and economic diversity, is no different, and is subsequently undergoing significant changes on its own that are reshaping traditional work methods across the Gulf Cooperation Council (GCC) countries.
Digital transformation is integrating the finest and latest technology into business operations and streamlining processes. In 2024, a main priority for organisations will be training and upskilling their employees to improve the critical digital skills necessary to remain marketable in this fast-changing digital landscape.
Are you rethinking any HR initiatives or aspects of work culture lately? If yes, can you share with us how this will help your organisational goals?
it’s key to know What is your company’s core purpose for being, and where can you have a unique, positive impact on society? Now more than ever, you need good answers to those questions—purpose is not a choice but a necessity. Think of a purpose driven organisation!
CHROs play a vital role in making sure the organisation is living its purpose and values. HR can articulate and role-model desired individual mindsets and behaviours linked to purpose by identifying “moments that matter” in the company’s culture and translating purpose into a set of leadership and employee norms and behaviours.
Getting the best talents into the most important roles requires a disciplined look at where the organisation really creates value and how to utilise talents in the right place that enable them to contribute to the growth of the organisation. To enable this shift, HR should manage talent rigorously by building an analytics capability to mine data to hire, develop, and retain the best employees. HR business partners, who articulate these staffing needs to the executive management team, should consider themselves internal service providers that ensure high returns on human-capital investments!
Culture is the foundation on which exceptional financial performance is built!
Culture change should be business-led, with clear and highly visible leadership from the top, and execution should be rigorous and consistent. Companies are more stronger to lead transformation effectively when leaders have role-modelled the behaviour changes they were asking their employees to make.