Article: Navigating the Zillennial workforce: Nabil Almessabi’s insights

"When working with Zillennials, we need to be clear about the problems we have (they are good problem solvers) and provide them with clarity, as they are not afraid to ask the 'why' questions,” said Nabil Almessabi, Chief Corporate Support Officer, Abu Dhabi National Energy Company PJSC (TAQA), during a panel discussion at the World Human Resource Congress 2024 in Singapore.

The panel discussion, themed “From CHRO to CEO: Leading Organisations Into the Zillennial Generation,” sought insights from Nabil, Pearl Yu, Director at Keystone Cable, Cindy Khoo, Managing Director at Enterprise Singapore, and Karthik Sarma, HR Transformation and People Director at MODEC. The session was moderated by Fermin Diez, a C-suite leader, speaker, and HR influencer.

We bring you insights from Nabil, who has a background in engineering and has held leadership positions across various industries, including government, consulting, and self-employment. He possesses a wealth of experience in HR, communications, and supply chain management.

Here are the edited excerpts:

What does having a business background mean to HR executives?

Sharing his experience, Nabil answered, “There's a general perception that everyone understands the role of an HR manager. However, I only realised the true value of HR when I spent time leading an HR team. I had managed teams in previous jobs, starting in the offshore oil field in a harsh environment where I was accommodated due to my stature. At that time, I thought I had everything under control, managing a team of 16 people with diverse levels of experience. I believed that by managing the team well, I was achieving high performance and doing everything needed from an HR perspective, without requiring HR intervention. But as I progressed in my career and encountered different companies and functions, I understood that there is no limit to understanding how HR leads and cultivates teams. I realised that HR must be decentralised; managers need to understand how to manage their teams, but HR also needs to be connected to the business. The insights I gained on both sides of the fence—business and HR—highlighted the importance of HR's relevance to the business.

HR should be an enabler, advisor, and partner to the business, speaking the business language to avoid being seen merely as a policy custodian. Building HR without a strong detailed HR background allowed me to appreciate and connect HR more effectively to the business.

When I joined the team, one of the major challenges was convincing them that, despite being the least experienced, I was worthy of leading. The inspiration I drew from the team was immense; they were excellent at what they did, but there was a missing link between their efforts and how the HR function was perceived within the organisation.

I believe that building the HR brand involves showcasing what HR does in a way that makes the business appreciate its role in enabling success. By doing so, we move beyond being part of the problem and become an integral part of the solution.”

In our multi-generational workforce, there's a divide: some companies want everyone back in the office, while others offer total freedom with remote or hybrid work setups. How much should we cater to these preferences?

Nabil says, “Well, I have a slightly different view. If we go back 20 or 30 years, it was considered groundbreaking when Google introduced new workplace concepts like beanbags and casual attire, revolutionising how people perceive comfort at work. This was decades ago, and it challenged the notion that formal suits were necessary for professionalism.

Looking at technology companies, IBM maintained a formal image, while Apple introduced a more casual style with Steve Jobs’ iconic black turtleneck, which influenced business fashion trends. The evolution of workplace culture and branding has continued to progress over the years.

Should we find a balance, and do Zillennials need a different HR approach?

Nabil shared, “I believe we should not view generational differences as problems to solve but as opportunities to harness new talent that brings fresh perspectives. It's essential to understand what "Zillennials" bring to the table—their fashion preferences, social media influence, and lifestyle choices, which differ significantly from previous generations. Each generation rebels against its predecessor, much like how we differ from our parents.

So, should we cater to the preferences of new generations or integrate them into our organisations based on their unique contributions? The best way to motivate them is to leverage their skills. For example, when we hire fresh graduates, we follow a rigorous selection process to ensure we choose the best candidates. Fresh graduates only have their degrees to show, so we assess them differently than experienced candidates.

We developed a stage-gate process to evaluate and integrate fresh graduates into our organisation, ensuring we select those who complement our company's culture and needs. These young professionals are often analytically driven, tech-savvy, and eager to discuss their work. They possess a global mindset, unbounded by local jurisdictions, and seek international growth opportunities. The key to retaining them is to provide roles that capitalise on their strengths rather than focusing on their social preferences.

Regarding remote work, while it may not be feasible for all sectors, such as power utilities and site-specific jobs, any policy we implement—be it remote work, digital transformation, or flexible arrangements—must address a specific business need. Remote work should solve a business problem, not just cater to generational preferences. Every generation values the flexibility of remote work over commuting in traffic.

Finally, with the advent of tools like ChatGPT, access to knowledge is easier than ever. However, the ability to ask the right questions is what leads to the right answers, not just having access to information. This skill is crucial in navigating the abundance of available knowledge.”

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Sharing the key takeaways, Nabil advised, “Don't be afraid to ask why. More people are bringing innovative ideas to the table, but fewer are questioning why.

He added, "We always need to identify the problem we're solving for. If someone brings an AI tool to the table and says, "I found this great company at an exhibition and think they would be great for us," ask why and really analyse the details. We often panic and rush to adopt new technologies to avoid missing out, rather than solving for a specific business need. Asking why is definitely necessary, and I will continue to do so for all proposals.”