< PreviousBy KORAY GENCKUL, Vice President Human Resources, Middle East, Africa, and Turkey at Hilton There are several workplace truths that HR leaders can’t ignore in a post-pandemic era 20 C EO M I D D L E E A S T JULY 202 1 WORKPLACE CULTURE EMPLOYEE WELLBEING anaging an organisation’s people and culture strategy is a multi-layered yet rewarding role. Add a global pandemic to the mix, and the nuances around creating, im- plementing, and maintaining a positive workplace environment can face lead- ers with one of the biggest challenges of their career. The many stressors of 2020 and 2021 have undoubtedly brought rapid change to the international workforce, and we have seen a wave of significant shifts in workplace behaviours. Due to prolonged periods of professional, personal, and social stress, adults are M being challenged mentally, physically, and emotionally like never before. In July 2020, a Kaiser Family Founda- tion survey found that 53 percent of respondents reported that worrying about Covid-19 is impacting their men- tal health. This makes it crucial that leaders are not only equipped with the learnings gained from this challenging period, but also with the knowledge and tools to address them. Although the topic of corporate, and more specifically, mental wellness, has only recently enjoyed greater prec- edence, the pandemic only accelerated initiatives at Hilton that were already JULY 202 1 CEO MIDDLE E A ST 21 in place. Team member wellbeing has always been at the core of our workplace culture, and it is this very ethos that has helped our teams be resilient and adaptable in the face of the pandemic. We are in a business of people serv- ing people and we believe that when our team members are at their best person- ally and professionally, they can better care for our guests and one another. That philosophy, or what we refer to as Thrive@Hilton, underpins everything we do for our team members to enable them to thrive in body, mind, and spirit across the nearly 170 hotels we operate in Middle East, Africa and Turkey (and more than 6,500 globally). Our continued success in creating a workplace culture in which employees not only feel engaged and appreciated, but also empowered, is what has led us to be consistently recognised by Great Place to Work among the top work- places around the world – including most recently number one in Turkey, and amongst the top five in the UAE and KSA. That is not to say we did not face challenges of our own. The past year was one like no other – the hospital- ity industry was hit hard and we had to make some difficult choices. How- ever, despite these challenges, our team members have demonstrated incredible grit and resilience. And while we still have a lot to learn, I believe that this all boils down to a few universal principles. Mental wellness is a shared humanity In the face of continued uncertainty and evident signs of hope, one thing is clear: it’s never been more impor- tant for people to care for themselves and for those around them. Practicing self-care, asking for help, admitting to a struggle, sharing a vulnerability are not signs of individual weakness but of shared humanity. Companies need to help destigmatise these issues, role model healthy behaviours, and support one another to create a workplace cul- ture where everyone can thrive. As colleagues, we can ask one an- other ‘how are you?’ and take the time to listen deeply and answer authenti- cally. We are continuously develop- ing Thrive@Hilton to equip our team members with the tools and resources they need to effectively prioritise their physical and mental wellbeing against an ever-evolving work life dynamic. One initiative includes the Thrive Mental Wellness Hub, a new platform free to all Hilton team members globally, with scores of mental health and wellness WORKPLACE CULTURE “WE BELIEVE THAT WHEN OUR TEAM MEMBERS ARE AT THEIR BEST, THEY CAN BETTER CARE FOR OUR GUESTS AND ONE ANOTHER.” Wellness. It’s never been more important for people to care for themselves and those around them (photo taken pre-Covid) resources as well as training and coach- ing for managers and leaders. In addi- tion, we’ve worked with our partners at Thrive Global to provide an app-based experience free for all Hilton team mem- bers globally. The app, which is designed to improve mental wellness, offers addi- tional resources created in partnership with Stanford University, practical mi- crosteps for addressing mental wellness, and tools to track progress. Through our partnership with glob- ally recognised career and life coaching platform BetterUp, we also provide 1:1 coaching for both hotel and corporate leaders that focusses on wellness and includes access to specialists in sleep, resilience and nutrition. Meanwhile, our Employee Assistance Programme continues to give team members around-the-clock access to a qualified counsellor on a strictly confidential basis across several of our markets. Beyond centrally activated initia- tives, we must understand that the most impactful work should always be done by each one of us. We all have a respon- sibility to look out for those around us, create healthy team routines, carve out meeting/screen/interruption-free time and establish and protect boundaries between work and home. 22 C EO M I D D L E E A S T JULY 202 1 Work-life harmony is the new standard I often hear about work-life balance – having a good balance between work and personal time. While this is of course extremely important, it also im- plies that employees should dedicate at least half of their time to work and that the two – work and life – exist in iso- lation of one other. An extension, and more sustainable alternative, to the concept of work-life balanced is work- life harmony, which involves integrat- ing work into the rest of life in a way that nurtures happiness both at home and in the workplace. As employers, we have the unique opportunity to enrich the lives of our employees and enable that harmony so that they don’t have to choose between their passions and their profession. Remote work can certainly be a part of this, but in an industry like ours that relies heavily on key social interactions and the physical presence of our team members, that can be a challenge. Nevertheless, there are so many other simple but innovative steps we can take to establish healthy workplace practices. At Hilton, all our hotels are provided a Thrive@Hilton calendar of activities and we always encourage our team members to participate – be it a yoga class, a football tournament, a cycling route, or an art competition. We try and keep the calendar as varied as possible to cater to our team mem- bers’ diverse interests with respect to body, mind, and spirit, and are always looking for feedback on the types of ac- tivities that drive them and give them a sense of purpose. We also recognise that deeper lev- els of self-care may be needed now: our families, hotels, teams and communi- ties are at various stages of recovery. At Hilton, a few of the unique ben- efits we continue to provide our team members include extended maternity and paternity leave, compassionate leave, and the Go Hilton Team Member Travel Programme, a leisure travel dis- count initiative for eligible Hilton team members and their family and friends. These are just a few of the ways that we help enable our team members dedicate quality time with their loved ones and take some personal time, and space, when they need it. The importance of promoting inclusion in the workplace cannot be underestimated. It goes without saying, an employee who feels included and part of a larger community will be the one who is more fulfilled and demonstrates greater loy- alty, motivation, and performance in the workplace. At Hilton, we continue to prioritise inclusivity and make it a reality for our team members, creat- ing a safe space where they are encour- aged to have real conversations about and challenge workplace bias. From recruitment programmes and partner- ships that promote diversity and dedi- cated Team Member Resource Groups tailored to our diverse workforce, we are doing everything in our power to make sure each and every one of our team members truly feels like they are part of the Hilton family. PHO TOS: UNSPL ASH .C OM , SHUT TER ST OCK , HIL TON “AN EMPLOYEE WHO FEELS INCLUDED WILL BE ONE WHO IS MORE FULFILLED.” Staff welfare. Corporate wellness allows businesses to keep morale and performance levels high while retaining and attracting talent, says Genckul. WORKPLACE CULTUREJULY 202 1 CEO MIDDLE E A ST 23 Pressing issue. The pandemic has undoubtedly uncovered gaps in corporate wellness. $91.37BN The value of the worldwide corporate wellness market by 2028, according to Data Lab Forecast Human asset. It is essential to look into employees’ diverse interests with respect to body, mind, and spirit. WORKPLACE CULTURE Across our hotels and markets, our team members are constantly trained on cultural etiquette and how to work with individuals from various back- grounds and abilities. This then translates into the level of service delivered to our guests, allow- ing us to spread the light and warmth of hospitality that Hilton has become synonymous with. And while this is a topic that war- rants a separate discussion altogether, employers must not underestimate the critical role that inclusion plays in cre- ating a workplace environment that not only welcomes, but proactively em- braces diversity. A nurturing workplace Although this might not be a common perception, I truly believe that learn- ing and development and corporate wellness go hand-in-hand. If employ- ees feel that their organisations really care about their personal and profes- sional journeys, they will likely stay at the same company for a longer pe- riod, feel less stress and burnout, and remain motivated. Employers normally consider the wellbeing of their employees as sepa- rate or an extra benefit to L&D. None- theless, seeing these two vital aspects of professional life in two individual categories can restrict the organisa- tion’s prospects to help their employees stay happy and healthy. At Hilton, we always aim to create an environment that provides mean- ingful opportunities for professional growth that are unrivalled in the hospi- tality industry. For example, our Eleva- tor Graduate Development Programme provides graduates with a fast-track opportunity to take on a General Man- ager role within five to eight years of programme completion. Meanwhile our Virtual Mentorship Programme allows mentors to share practical leadership skills and mentees to strengthen their self-confidence. In our first year of the programme (2019), 45 percent of the participants were promoted to a next level role within six – nine months. The connection between nurtur- ing workspaces and employee well- being should be an obvious one, and forward-thinking employers should continue to adopt initiatives that sup- port their employees’ professional and personal growth. Final thoughts The pandemic has undoubtedly uncov- ered gaps in corporate wellness that employers can bridge to enhance em- ployee wellbeing. In addition to being the ethical thing to do, it allows busi- nesses to keep morale and performance levels high while retaining and attract- ing talent – ultimately making the in- vestment a win-win for all. As the world recovers from the pan- demic and starts to travel again, Hil- ton’s team members are once again ready to welcome guests back with our renowned hospitality – rooted in a sim- ple but fundamental principle: caring for our people. If we as the professional world collectively tap into these reser- voirs of resilience, fuelled by adrena- line and genuine compassion, I am con- fident we will not only overcome this crisis, but emerge stronger than ever.By OKO DAVAASUREN, Senior Director, Techstars’ Ecosystem Development Programme Industry leaders need to utilise all available resources at their disposal to accelerate progress. Seeking support, working with others and asking for help are the most basic but the most important growth tools they could tap into 24 C EO M I D D L E E A S T JULY 202 1 LEADERSHIP THE IMPORTANCE OF MENTORSHIP IN A FOUNDER’S JOURNEY ow mentorship positively impacted your own journey as a founder Mentors are individuals with deep in- dustry, investment, or entrepreneurship experience. The best mentors in any community are those who have experi- enced the founder journey themselves whether having created a successful business or not. This knowledge and experience is not often present in exist- ing educational systems. Thus, founders become unique sources of knowledge for burgeoning entrepreneurs. I person- ally cannot imagine being able to build my own startup or help other found- ers without working with the amazing HJULY 202 1 CEO MIDDLE E A ST 25 LEADERSHIP “MENTORS ARE THE SECRET SAUCE FOR ANY FOUNDER IF LEVERAGED CORRECTLY. THEY ARE AN ESSENTIAL PART OF YOUR STARTUP TEAM.” mentors that I have had throughout my startup life. When I started my first company, my mentors helped me with the most ba- sic entrepreneurial knowledge (register- ing your company, setting up your team, building your product etc) to now help- ing me navigate my personal relation- ships while being a founder. They can become an invaluable source of tactics, strategy building and the most honest reflection of yourself. For example, mentorship came in handy for me when I was struggling to retain talent within my company. Spe- cifically, I was having a hard time find- ing the right person for a sales job. I struggled to identify why I couldn’t find this person, so I went to my mentor. My mentor helped me to identify that I was focussed on hiring someone that was a cultural fit for my team but didn’t actually have the capabilities to fulfil the responsibilities of the job. This resulted in hiring a series of people my team and I got along with but who could not deliver. I think mentors are the secret sauce for any founder if leveraged correctly. They are an essential part of your startup team. I can’t imagine my journey without any of the mentors or advisors that I was lucky to have throughout the years. Why seeking support is not a sign of weakness As an entrepreneur, you are on one of the hardest journeys – providing a so- lution or creating something for peo- ple who haven’t quite understood what it is that they need created. We’re constantly building against time, competitors and change. With this in mind, we need to utilise all available resources at our disposal to accelerate our progress. Seeking support, work- ing with others and asking for help are the most basic but most important growth tools that we have. It is a criti- cal part of growing and is not a danger to your progress. Time tested. The best mentors in any community are those who have experienced the founder journey themselves Experience. Entrepreneurial knowledge is an invaluable trait among successful leaders26 C EO M I D D L E E A S T JULY 202 1 Seeking help and support is often looked down upon in modern society as a sign that you are weak, you don’t know what you are doing and need to be saved. However, I have found that those who seek mentorship are more likely to succeed, because they have the sense and humility to understand that some- times they simply don’t have all the an- swers and need expert advice. Seeking mentorship and advice from those who have travelled the founder road before you shows a desire to improve and to become the best founder you can be, as opposed to a founder who thinks they are already doing everything perfectly. The founder journey is a tough one, but staying humble, open to construc- tive criticism and advice are absolutely essential if you want your business to scale and thrive. Founders need to start accepting mentorship as a sign of strength, and understand how taking valuable ad- vice can save them time, money and the reputational costs of making bad business decisions in the future. The saying goes, “It takes a village to raise a family” and in the case of a success- ful business it also requires a support- ive network of mentors to realise the full potential of your startup. How mentorship can help founders avoid making big business mistakes A lot of mentors are successful CEOs. Mentors have an intimate experience of navigating the triumphs and pitfalls as founders. They not only have done the trials you are attempting to do but can also empathize with you in the most unique ways. They work with the companies pro bono, without expectation of reward or compensation, will share their knowl- edge and guidance freely, and will open their networks when appropriate. This contract in itself sets the healthy intention of prioritising the founders and the goals that they are trying to achieve. The relational na- ture of the mentor is that they are there to support the founders no mat- ter what. A great definition of a mentor’s role is laid out by Brad Feld. “You won’t try to solve the problems. That’s PHO TOS: UNSPL ASH .C OM , SHUT TER ST OCK Qualities. Staying humble and being open to constructive criticism and advice are essential for entrepreneurs LEADERSHIP “FOUNDERS NEED TO START ACCEPTING MENTORSHIP AS A SIGN OF STRENGTH, AND UNDERSTAND HOW TAKING VALUABLE ADVICE CAN SAVE THEM TIME AND MONEY.”JULY 202 1 CEO MIDDLE E A ST 27 not your job as a mentor. But you will be a guide. At some point, it will be appropriate, as a guide, to say what you would do if you found yourself in a similar situation. But, as a great guide, you won’t force this outcome, nor will you be judgmental if the founders go down a different path.” How founders can work more collaboratively to support one another Peer founders are as important as having a good mentor, in certain cases peer support is actually a better choice. They can be a great source of learn- ings, collaborations, connections, and just a great friendship. There are many important roles founders can play not only for their companies but also for their fellow founders. One of the most important things that successful en- trepreneurs can do is to help those who want to follow in their footsteps. They can do so in several ways: • Acting as mentors and providing advicew • Helping connect founders with potential customers, partners, employees and investors • Providing capital as early-stage investors • Leading local support programmes by serving as board members, executives and volunteers • Partnering with other entrepre- neurs to start new businesses and helping to train their co-founders and employees in the process. Research indicates that entrepre- neurial businesses with stronger ties to these networks perform better. Cultivating networks between successful entrepreneurs and future founders is thus critical. Entrepre- neurs talk to one another and often work together to solve collective chal- lenges. They have deep knowledge of the problems they face themselves, as well as those faced by other founders in the same region. Cooperation. Being a founder himself, Davaasuren has always worked to support other founders by building communities. $1BN The investment made by venture capitalists into MENA-based startups in 2020, according to a report published by Magnitt Collaboration. Successful entrepreneurs seek to partner with other organisations in starting new businesses LEADERSHIP Creating a vibrant startup community Over the years, Oko Davaasuren is playing his part in creating startups around the world Oko Davaasuren was born and raised in Mongolia. He received a BA in Finance from Portland State University in 2009 and an MA in Engineering Technology Management in 2012. He returned to Mongolia to undertake and complete his MBA. He has co-founded and help run several fintech, travel, com- merce and publishing startups in Asia. He co-founded START, a Singaporean startup support company in 2011 and con- tinues to work there. He is also an advisor for AND Global, a fintech company, iHotel LLC, a travel company, and TUZ Ventures, a venture investment firm focussed on Central Asia. Being a founder himself, Davaasuren has always worked to support other founders by building communities. He joined Techstars through its acquisition of UP Global, where he had been working to build the Malaysian startup community. He has been on the Techstars team since 2015, coming in first as a director and now as a senior director. According to Davaasuren, the biggest impact that Techstars sees as a result of their work with ecosystem development is a shift in the mindset and culture of communi- ties. The ecosystem development project helps communities around the world to understand their own uniqueness and gifts, and teaches communities how to better utilise their strengths and resources to help their founders. Opportunities. Davaasuren has co-founded and help run several fintech, travel, commerce and publishing startups in Asia.28 C EO M I D D L E E A S T JULY 202 1 COVER STORYA 360-DEGREE APPROACH TO LEADERSHIP AND SUSTAINABILITY AS THE WOMAN RUNNING ONE OF OMAN’S LARGEST CONGLOMERATES, AREEJ MOHSIN HAIDER DARWISH REFLECTS ON A WEALTH OF LESSONS PICKED UP OVER 27 YEARS AT MHD LLC Interview by RIAZ NAQVI Photos courtesy of MOHSIN HAIDER DARWISH (MHD) LLC COVER STORY JULY 202 1 CEO MIDDLE E A ST 29Next >