(Host) Question 1: With your extensive experience and innovative approach to HR, we are eager to hear your perspectives on a hypothetical scenario and this one goes like this. If HR had its own Olympic event, what would it be and how would you prepare for it?
Sara Boueri’s Response: I absolutely love that question. It’s so unexpected, but in the best way possible. When I think about HR as an Olympic sport, it’s like delving into this realm of everyday tasks becoming these competitive events. It reminds me of this idea I used to share with friends and colleagues about having Olympics for mundane activities. You know, like when you’re hauling a bunch of grocery bags from the car to the house, and you’re determined to carry as many as possible without dropping anything? That could be one event!
Then there’s this other scenario where someone holds the door open for you, and suddenly you find yourself in this awkward, yet comedic, sprint to not inconvenience them too much. I call it the “door opening sprint.” It’s these little everyday challenges that we all face, and turning them into competitions just adds a layer of fun.
So, when you posed the question, it struck me that these kinds of quirky tasks would be the perfect Olympic events for HR professionals. We’re constantly navigating through these everyday situations, trying to handle them as efficiently as possible. Sometimes we succeed, and other times, well, it’s a bit of a comedy. But overall, we’re just doing our best to navigate the everyday grind, and I think that’s what makes it so relatable and amusing. So yeah, if HR were an Olympic sport, count me in for those everyday challenges!
(Host) Question 2: Walk us through a personal story when you had to step into a leadership role during a period of crisis or uncertainty and how had that impacted your growth and leadership style?
Sara Boueri’s Response: You know, that’s really interesting because I was just reflecting on this exact topic earlier today. I had a conversation about it this morning, recalling my experiences during the pandemic while working in the tourism and hospitality sector. It was a time of immense crisis, one that profoundly affected us from an HR perspective. I doubt we’ll encounter a similar situation that impacts us so profoundly again.
During that time, we were all thrust into this massive challenge, and as HR professionals, we found ourselves constantly adapting, pivoting, and experimenting with new approaches to navigate the new normal. Being entrenched in hospitality and tourism, industries hit hardest by the pandemic offered a wealth of insights.
One significant lesson learned was the critical importance of transparent communication. It became abundantly clear that transparent communication was paramount, not only with employees but with all stakeholders. Despite the difficulties and uncomfortable conversations that sometimes ensued, openly addressing the situation and discussing the challenges with maturity and honesty proved to be invaluable.
What stood out most was how alignment among individuals and teams surged when there was transparent and open dialogue. People appreciated being treated like adults, having the situation explained to them honestly, regardless of the consequences or challenges we faced. There was a palpable sense of unity and understanding when we refrained from sugarcoating or sidestepping the realities we were confronting.
(Host) Question 3: Talk to us about any HR related challenge or obstacle you have faced that taught you valuable lessons and contributed to your growth.
Sara Boueri’s Response: Let me share another story about communication. Back when I started my journey in HR leadership, I was working for a construction company in Abu Dhabi. We provided accommodation and meals for our employees. One day, I went to speak with the employees at the accommodation, asking them what we could do to improve their lives. Surprisingly, 80 to 90% of them complained about the food – the quality, the quantity, the taste, you name it.
So, I did some digging and found out that we were paying 20% more for 30% less food. It seemed like a simple fix to me – cheaper, better-quality food that would make everyone happy. I thought, “This is it, I’m going to be a superstar – cost savings and happy employees!”
But the very next day or so, the entire Expo site went on strike. I received a call from an extremely angry project manager. He accused me of shutting down his site, and I was completely clueless about what had happened.
After some investigation, I discovered that the catering company we switched from had close ties to a long-term employee who had significant influence among the workers. He managed to persuade key stakeholders to halt the project, fearing he’d lose the business.
It was a tough lesson learned. I realized that just because a solution seems straightforward doesn’t mean it aligns with everyone involved. Logic isn’t always enough. From then on, I made sure to thoroughly research the consequences of major decisions, even seemingly minor ones like food and accommodation.
(Host) Question 4: How do you balance cost considerations with the desire to provide a comprehensive and attractive employee benefits and total rewards package?
Sara Boueri’s Response: Absolutely, great question! Employee benefits are such a crucial aspect to explore, especially when stepping into an HR leadership role. Often, when we think about employee benefits, we tend to focus solely on monetary compensation like salary grids, air ticket allowances, or schooling assistance – the traditional perks, you know. But there’s a whole other realm of benefits that doesn’t necessarily have to come with a price tag.
In fact, some of the most impactful benefits can actually save the company money in the long run. That’s what really excites me – delving into this untapped potential. Let me share an example that illustrates this concept well. Imagine your company operates on a tight budget with no room for salary increases or additional monetary perks. Despite this, there are countless creative ways to enhance employee benefits without spending a dime.
Take, for instance, implementing a loyalty program for employees with long tenures. Like loyalty programs in airlines, where frequent flyers enjoy exclusive perks, you can create tiers in your organization based on years of service. Being a part of these tiers could unlock non-monetary benefits. For example, a Platinum member might get the opportunity to have breakfast with the CEO once a month, regardless of their position.
Another strategy, which may have indirect monetary impacts, is to adjust leave days based on tenure. Employees with longer service might be entitled to more days off compared to newer hires. It’s all about creatively leveraging benefits that won’t significantly impact the company’s bottom line but will greatly enhance the employee experience.
This approach is one of my favorites when it comes to finding ways to control costs while simultaneously making employees feel valued and appreciated. It’s about thinking outside the box and tapping into the potential of non-monetary benefits to truly elevate the employee experience.
(Host) Question 5: Take us through a real scenario; specifically, if you could share a story of a time when your organization had to make changes to its Employee Benefits and Total Rewards program to meet the needs of employees better?
Sara Boueri’s Response: I completely resonate with your experience at Rack Tourism, and it’s commendable how you navigated those challenges. I recall a similar scenario during my time with a previous company, where we faced a period of salary cuts and layoffs, significantly impacting employee morale and well-being.
Reflecting on our workforce composition, it became evident that the traditional benefits package didn’t align with the needs of our employees, much like what you observed at Rack Tourism.
The standard family status benefits, such as visa coverage and insurance for dependents, didn’t cater to the diverse circumstances of our team.
To address this disparity and promote equity, we decided to overhaul our benefits structure. Our aim was twofold: to attract top talent and ensure fairness across the board, regardless of marital or parental status. That’s when we introduced lifestyle credits—a novel approach that offered flexibility and choice.
With lifestyle credits, employees received a designated credit amount based on their position or tier. This amount could be utilized not only for traditional expenses like visa fees and insurance but also for a range of lifestyle-enhancing activities, from meal plans to educational pursuits. It was a game-changer, especially in a youthful demographic like ours, where traditional benefits often fell short.
This initiative truly transformed our approach to employee well-being, making benefits more relevant and accessible to everyone on the team. It was a rewarding journey to witness firsthand the positive impact it had on our workforce.
(Host) Question 6: Walk us through what innovative employee engagement strategies have you seen in your career that have made a significant impact?
Sara Boueri’s Response: Reflecting on my years in HR, I’ve witnessed and participated in various engagement strategies aimed at motivating teams. While many of these initiatives receive praise and recognition, I’ve come to realize that genuine care for employees is the most effective approach.
Rather than solely focusing on showcasing impressive initiatives, I prioritize understanding and addressing the root causes of employee concerns. Our success stems from two fundamental principles: decency and logic. We treat every employee with respect and empathy, striving to comprehend their challenges. Additionally, we critically evaluate existing policies, refusing to accept norms blindly.
Innovation in HR, for me, lies in constantly challenging the status quo. When employees question policies, I don’t dismiss them; instead, I either provide a rationale or reevaluate the policy itself. This commitment to listening and responding promptly to employee concerns has proven to be the most impactful engagement strategy in my experience.
(Sara Boeri) Question 7: What generation are you?
(Host) Response: I am somewhere on the borderline when it comes to millennials.
(Sara Boueri) Question 8: What do you need at work in order to feel motivated?
(Host) Response: You know, for me, it’s always been about having a purpose, a real reason behind why I’m doing what I’m doing. That’s what really fuels me, you know? But if it starts feeling like this never-ending cycle, that’s when I start to feel drained, you know? So, yeah, it’s always been about finding that higher purpose, something meaningful that I can contribute to. It’s not just about meeting the organization’s needs; it’s about feeling fulfilled when I reflect on my work.
(Sara Boueri) Question 9: How do you feel about micromanagement?
(Host) Response: You know, I’ve never been a big fan of micromanagement, personally. There are certainly different schools of thought on this. I remember reading this book called “The Dichotomy of Leadership” a while back, which suggests that sometimes micromanagement is necessary, while other times, empowering your team is the way to go. But, honestly, I lean more towards the empowerment side of things.
I mean, most of the time, like 95% of the time, micromanaging just drains people’s energy. It’s like it sucks the life out of them, you know? And not only that, it stifles their potential. How can someone be their best self when they’re constantly being scrutinized and controlled? Sure, mistakes happen, but that’s how we learn and grow. If someone isn’t allowed to make mistakes, how can they ever improve?
Sure, there might be rare cases where micromanagement is necessary to maintain discipline or ensure things are running smoothly, but those should be exceptions, not the norm. Personally, I’m firmly against micromanagers. People need the freedom to thrive and grow, not to be suffocated by unnecessary oversight.
(Sara Boeri) Question 10: How do you feel about appreciation and when people appreciate you or when your when your leaders appreciate you or when your team members appreciate you? How do you feel about that?
(Host) Response: Yeah. So, I would say that while there is this inner purpose that drives one towards their goal, I do feel that getting recognized and receiving gratitude in whatever form it could be – words, a letter, an email – it does make everything so very special, right? It keeps us on our toes, and we all like it when people value the kind of contribution that we are able to make. So, I see that going away in these times because there’s so much to do in so little time, right? The crazy times that we are living in.
I think that sense is unfortunately slowly going away, especially in this digital world where all you need to do is to ‘like,’ and that’s about it. But from my vantage point, the most genuine appreciations have been when somebody really walks in and shakes your hand or tells you upfront – it could be a one-liner. But you know, when that eye-to-eye contact happens, I believe that’s when the actual exchange of gratitude happens. So for me, in this time, it will always be that digital minimalism when it comes to passing on gratitude.
That’s how I look at it. But yeah, it’s a fantastic feeling. It doesn’t have to come from the top. Even a person that you are working with or a person who is reporting to you – if he or she has great things to say about one’s leadership, it always helps us do a better job at what we do.
(Sara Boeri) Question 11: Do you think this would change if you were a different generation or would you still feel the same way irrespective of generation?
(Host) Response: Well, that’s a very deep and profound question, I must say. It’s got me really thinking. Just reflecting on the first aspect you mentioned, about the dislike for being micromanaged, I think it’s safe to say that 99% of people would agree with that sentiment. And as for the second aspect, I’m not convinced that it’s a viable solution either.
From my perspective, regardless of the generation someone belongs to, these feelings are deeply ingrained within us as humans. It’s part of our evolution, part of who we are. I don’t foresee these values or attitudes changing anytime soon. So, whether we’re talking about Gen Z, Gen X, Millennials, or any other generation, these qualities are inherent to our humanity.
I don’t believe that someone’s generational label will significantly impact how they feel about these particular issues. It’s more about our shared human experience than any specific generational traits.
Sara Boeri’s inputs:
You know, it’s funny because this question always comes up. We’re in this world where we’ve got four generations coexisting in the workforce, and managing all their needs can feel like a bit of a juggling act.
But here’s the thing, we’re in a constant state of adaptation, aren’t we? And sometimes I stop and wonder, what exactly are we adapting to? When it comes down to it, it’s pretty simple: treat people well. That’s the key. No matter which generation you belong to, treating people with decency, giving them autonomy, and acknowledging their efforts goes a long way.
And then there’s this concept of psychological safety, feeling secure and supported at work. It’s fundamental, yet often overlooked. These four pillars – decency, autonomy, recognition, and psychological safety – they’re universal. It doesn’t matter if you’re Gen Z, Gen X, or a Millennial. We all crave these elements for engagement and motivation.
So, when someone says, “Oh, I’ve got a Gen X team member, I need to adjust my approach,” I can’t help but shake my head. At the end of the day, we’re all human beings with similar needs and desires for engagement and motivation.
That’s just a glimpse into my approach to HR. I’m big on collaboration, on guiding people to discover the answers for themselves. So, it’s reassuring to see that we’ve arrived at the same conclusion here. It’s all about understanding and meeting those universal human needs.
(Host) Question 12: please walk us through what strategies have you implemented to foster trust and transparency in the use of automation in HR processes?
Sara Boueri’s Response: Absolutely, Sara. Your insights really resonate with me, especially in the context of creating a psychologically safe environment at work. It’s so crucial for employees to feel valued, respected, and empowered in their roles.
What you said about not overly complicating HR and employee relations really hits home. Often, the solutions are simpler than we think. Transparency and clear communication are key. When we take the time to explain the reasons behind certain decisions or changes, it can make all the difference.
Addressing fears and concerns is another vital aspect. You’re absolutely right that resistance often stems from uncertainty or fear of the unknown. Whether it’s learning a new software or adapting to automation, acknowledging these concerns and providing support is essential.
And yes, the fear of redundancy is a valid one. But as you mentioned, it’s about embracing change and seeing it as an opportunity for growth and development. Encouraging employees to adapt, learn new skills, and evolve with the changing landscape is crucial in ensuring their continued success and fulfillment in their roles.
Ultimately, it all comes down to effective communication and empathy. Making sure employees feel heard, supported, and competent in navigating these changes is key. Thank you for sharing your perspective, Sara. It’s been incredibly insightful.
(Host) Question 13: In your opinion, how should one balance the need for automation? By maintaining open lines of communication and accessibility for employees.
Sara Boueri’s Response: I absolutely love that question. Personally, I’m all for technology. Finding ways to automate those repetitive administrative tasks? Count me in. Efficiency is key, and the more we can streamline processes, the better. But you know what else I love? The human connection.
Engaging with people, getting to know them, sharing jokes – that’s the stuff that really lights me up. So, I try to strike a balance. I automate as much as possible to free up time for the fun stuff, the real connections.
Let me share an example from where I work currently. We’ve got around 1200 drivers, all on different shifts. Connecting with each one individually is a challenge, to say the least. So, what we’ve done is leverage technology. I host webinars on Teams where we mix it up with quizzes, games, company updates – we even play bingo. And you know what’s great? Even if everyone can’t make it to the live session, they can catch up later.
So, when technology is used in the right way, it actually brings us closer together. It’s all about finding that balance between efficiency and human connection.
(Host) Question 14: Is there any piece of literature or any book or any documentary that has saved your leadership journey?
(Sara Boueri’s) Response: You’re probably going to chuckle at my response, but I’d have to say Harry Potter.
I know, it’s not what you might have expected, like Brené Brown’s work on vulnerable leadership or something along those lines. Sure, I’ve delved into some incredible leadership literature, exploring themes of vulnerability and empathy, but there’s something about Harry Potter that really resonates with me.
You see, Harry Potter isn’t just about a flawless hero or the most skilled individual. It’s about someone who stumbles and falls, who values teamwork, coexistence, and ethical leadership. It’s about the struggle between good and evil, the heartache of loss, and the inevitability of mistakes. But within all of that, there’s tremendous growth and invaluable lessons to be learned.
Since I was a child, that book has shaped my perspective in countless ways. So, when it comes to influential books, Harry Potter is without a doubt at the top of my list.
Closing Note
So, this was a lot of information. Let us make it a bit easier for you. Now that you have listened to this podcast, here’s what your next step should be.
Start by being open to change, making sure everyone knows what’s going on, and looking after your team’s well-being.
To tackle HR challenges, try out new ideas, keep talking with your team, and keep up with what they need.
Take a moment to think about how you can use these ideas in your own HR work. There are always chances to learn and grow ahead of you.
And don’t forget to keep listening to our podcast! We’ll have more episodes coming up with lots of helpful advice to push your HR career forward.
So, get ready for more learning and growing like you’ve never seen before.