Redefining the role of people in business success

In today's fast-paced corporate world, the role of people in driving business success is evolving beyond the conventional definitions of HR. We no longer see ourselves as simply managing “human resources” but rather as stewards of people and intellectual capital—a subtle yet crucial distinction that defines how we shape the employee experience at Mashreq. Our mission is not only to manage people but to integrate them into every business decision, from process design to product launch, ensuring that they are at the heart of everything we do.

Just as we strive to deliver exceptional customer experiences (CX), we are equally focused on creating a seamless, exceptional employee experience (EX). Every interaction, whether it's the first call to a potential candidate or the thoughtful exit process when an employee moves on, matters. This holistic approach allows us to treat employees not merely as cogs in a machine, but as individuals on a journey carefully designed to enhance their engagement, development, and well-being.

Take, for example, our recent organizational investment in AI upskilling. This initiative is not optional—it's mandatory for everyone, from our Executive Committee to front-line employees. We've segmented the training into three levels, ensuring it addresses the needs of different roles within the organization, from digital leaders to everyday end-users.

But learning is just one piece of the puzzle. Development, especially leadership development, is paramount. The Group CEO often speaks about creating future CEOs for the banking industry, and that vision is embedded in how we nurture talent. We don’t just think locally; we think globally, building a pipeline of leaders who are ready to take on challenges across borders. Whether it’s through tailored succession planning or the investment in local talent across our 14 geographies, we aim to shape leaders who understand the complexity of the markets they operate in.

Our engagement strategy also reflects this comprehensive view. Employee well-being is no longer just about mental or physical health; it encompasses financial health and overall work-life integration. We've revamped our reward philosophy to ensure it aligns with this vision. Compensation isn’t merely about salary but about supporting the holistic well-being of our people.

Our digital transformation journey mirrors this ethos. Today’s employees demand seamless, tech-enabled experiences so why should managing their work life be any different? We’ve consolidated all aspects of the employee journey under a single digital umbrella, enhancing accessibility and ease of use. This shows employees that we value their time and effort, and that we’re committed to providing them with the tools they need to thrive.

Lastly, we’ve completely reshaped the way we approach employee experience (EX). What was once known as HR operations is now Employee Experience, positioning our function as a service provider to our most important clients—our employees. This shift has revolutionized the way we interact with our people, creating meaningful touchpoints that reinforce our commitment to their success and satisfaction. We don't design policies in an ivory tower; we listen to our people.

Hamda Al Shamali, Group Chief People and Intellectual Capital Officer at Mashreq