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Hottest information about : 6th Annual Strategic HR Summit: Leadership Development, Talent Management & Recruitment

14 MAY 2019


Head, Learning & Organization Development
Petro Rabigh

3 Questions For Tahseen Wahdat Wassan

What will be the biggest challenges with talent acquisition in future?

Availability of ready talent. Short stints of those who join, which will increase their workload as they keep searching for candidates for the same positions more often.

Innovative talent management programs: What have you already implemented and what are you expecting to launch in upcoming years?

We at Petro Rabigh are currently developing an all-in-one technology solution customised for our organisation that will fuse many of our people practices into an AI-driven platform. We have used the principles of design thinking while designing the solutions. We hope this will not only help our leaders to identify high potential employees, but also connect employees at all levels to mentors within our organisation for their professional growth and learning.

What is the next big thing in leadership training? How do digital tools and techniques influence leadership development and learning?

The next big thing in leadership training is to assist leaders use principles of storytelling to mentor, coach and grow their employees.

Learning has been democratised with technology as information does not stay central in the hands of select few. Technology if used properly has the potential to help leaders to identify early signs of competency gaps and suggest available resources to fill them.

Tahseen is an experienced Human Resource & Learning professional with various regional and corporate level exposure in culturally diverse, Multi-National Corporations spanning several industries. He has shaped high-performing cultures with Progressive People Practices, Prolific Internal Communications, Robust Change Management, Learning and Organisational Development programs at companies like IBM, Bank of America, Serco and Essar Group. He currently leads the Learning & Organizational Development Function at Petro Rabigh, a Joint venture of World’s largest oil & gas company, Saudi Aramco and Japan’s leading chemical producer, Sumitomo Chemicals.

He has published several articles and a chapter in Roy Pollock and Andrew Jefferson’s successful book The Field Guide to the 6Ds: How to Use the Six Disciplines to Transform Learning into Business Results. He was recognised as one of the ‘25 Young HR Leaders’ by People Matters (A Leading HR magazine in India) and DDI (The Global Talent Management Experts).

13 MAY 2019


Global Head of Talent Acquisition, SEAT S.A.
SEAT S.A., VW Group

3 Questions For Oliwia Puppel

What will be the biggest challenges with talent acquisition in the future?

Right now, the automotive industry is going through a disruptive moment without precedents, which affects our product, organisation and the way of work. In this scenario, we are convinced that to face this challenge of our sector, the engine of SEAT are people, both the current employees and the future candidates.
We need different profiles with new competences; mostly STEM and Digital Business profiles that would help us to design the future of mobility.
On one hand, we strongly support our current employees to face this situation with different training and development programs. On the other hand, we have launched a comprehensive new Talent Acquisition & Employer Branding Strategy, with different online and offline activations in order be attractive for and to connect with the “most wanted” profiles.

Innovative talent management programs: What have you already implemented and what are you expecting to launch in upcoming years?

We are reinventing the HR strategy, implementing new organisation structure and developing different projects and initiatives.
Some of recent examples:

OKR’s: System to identify, manage and evaluate the employees’ performance, based on a model of definition, evaluation and continuous feedback of goals between employee and manager. Only applicable to SEAT Management.

On-Route: Program focused on the management and development of internal talent for promotion towards management or top management positions.

Always Learning: New training model for the whole workforce based on a method of continuous learning with two fundamental pillars: “I need it,” which includes a catalogue of training courses that are essential for the job and role of the employee, both currently and in the future. “I want it,” which includes a series of training courses focused on the personal or professional interest of the employee, beyond their current position.

Future competences: Project with the mission to identify future needs of knowledge and abilities, and to train the employees according to the transformation of some workplaces and the creation of new ones, which comes along with the transformation of SEAT’s core business.

What is the next big thing in leadership training? How do digital tools and techniques influence leadership development and learning?

Currently we are designing a new leadership model at SEAT.
In order to make the employee experience the most productive and satisfying inside the company, we provide them with the smartest, most flexible and most intuitive processes and tools.
Introducing digital tools in HR and staff management allows us to achieve both efficiency and agility in talent administration processes.
Moreover, the decision made by HR for digital innovation implies an approach to the strategy and to the business digital transformation, pushing towards a cultural change and placing the employee-centric approach in the organisation through new monitoring, relation, apprenticeship, networking, development channels, etc.
The impact and implementation of new digital tools is therefore the key to ensure that the organisation and its employees remain competitive on this demanding, complex and changing scene.

Oliwia Puppel holds a Bachelor´s degree in Psychology from the Jagiellonica University in Krakow, Poland. After finishing her bachelor’s degree, she came to Barcelona to do an internship at Desigual and then continued working there for two years in the Human Resources Department.

In 2009, Oliwia joined SEAT through the Trainee Program in the Human Resources Area. After the Trainee year, she became responsible for the Recruiting Department. Between 2013 and 2016, she worked as HR Business Partner for Research and Development Area.
During that time, she started and completed her Master´s degree in Executive Management of Human Resources (Dirección Ejecutiva de Recursos Humanos) at the Escuela de Alta Dirección y Administración (EADA) in Barcelona, Spain.
In 2017, she became responsible for the Employer Branding & Young Talent Programs in the Personal Development Department of SEAT.
Since December 2018, Oliwia is the Head of the Talent Acquisition department at SEAT.

Oliwia has more than 13 years of experience at a national and international level in Human Resources, of which she has spent almost 10 years at SEAT.
She has led a variety of projects in the field of Personal Selection and Management. Currently she is implementing the new Talent Acquisition Strategy in the context of the transformation of the SEAT Company.

17 APRIL 2019


Director, Talent Management and Organisation Development – Europe

3 Questions For Frances Strickland

What are the biggest challenges with talent acquisition going into future?

  • Digitalization – will change even more the competencies we are seeking and the competencies we will use in TA itself.
  • The impact of Artificial Intelligence and automation
  • In more traditional industries or where competition is very high, creating an engaging employee brand, heightening the candidate experience such that we capture their imagination, developing leaders with the agilities to lead people with very different expectations of work, recognition and rewards.

Innovative talent management programs: what have you already implemented and what are you expecting to launch in upcoming years?

In the moment, I feel especially inspired by two programs with designs that are cost effective and impactful based on participant feedback. The first is the O-I tweak to micro-learning. Micro-learning, an approach where learning messages are broken down to bite size nuggets for quick intellectual consumption, is something very common in e-learning. My organization however prefers F2F interaction and liked the ambiance of facilitated sessions. We have loads of content in extensive Power Point decks which was overwhelming. So we first identify what is most important to know about a given topic and then we build roughly 45 minutes of interaction-driving reflection and discussion, purely driven by what participants brings to the session. The second was the design work we did with our Communication team to enhance the emotional and thus sustainable connectivity between leaders and their teams to enhance retention of the messages and continuing alignment and enthusiastic pursuit of business strategies. We use the idea of a theatre in the round, with a highly trained coach for Ted speakers, and O-I specific content. The participants said they have never experienced training like that. That felt awesome! There are lots of innovative ideas out there, of course, it is important to match them with your culture, unless you would like the innovation to disrupt old practices. If that is the case, you will support it with significant change management.

What is the next big thing in leadership training? How do digital tools and techniques influence leadership development and learning?

I feel business and industry are already pushing the envelope in many places with apps and gaming, virtual reality, and such. While I do believe we would rather reduce the formal training (F2F) facilitation for more obvious reasons, I feel that it too will become a blend of technology and human interaction/intervention. That said, I anticipate that artificial intelligence with begin to be instrumental in not only learning material, but something that is particularly difficult, in achieving the most beneficial level of follow up and validation that often is asked of leaders and HR but which sometimes, doesn’t happen because of other demands.

Frances is currently head of Talent Management for O-I Europe where her core focus is leadership development, talent management and succession planning. Prior to O-I, she was Head of HR for all Europe with SC Johnson, and various other HR leadership roles across a number of industries and organizations.

16 APRIL 2019


Head of Global Talent Acquisition

3 Questions For Sahra Benseghir

What are the biggest challenges with talent acquisition going into future?

The biggest challenge is bringing a great candidate experience to stay competitive in the war for Talent. Since Social media presence is more and more powerful, every candidate experiencing a good or bad recruitment experience, has the opportunity to share their reviews online (e.g on Glassdoor or Kununu). When candidates are not given a timely/ transparent feedback or experience an unprofessional recruitment experience, they will definitely keep this impression for life, which at the end, has a huge impact on companies’ brand, especially the ones working in the retail business. Because candidates are potential end consumers as well. Therefore, we need to optimize the recruitment experience and talent attraction, and ensure we are bringing a great candidate experience through new tools (AI), culture and processes.

Innovative talent management programs: what have you already implemented and what are you expecting to launch in upcoming years?

We are now piloting a program to optimize massive recruitment experience in Retail, including a game-based assessment tool for massive recruitment. In the future, we will potentially implement a Video interviewing tool for office positions. What I foresee as very interesting in the upcoming years is Talent Intelligence tool.

What is the next big thing in leadership training? How do digital tools and techniques influence leadership development and learning?

We haven’t experienced any digital or AI tool for Leadership training so far. We are now working with Leadership psychometrics assessments for Leadership development and potential.

Bringing a strong background in 360° operational recruiting, Sahra is now leading the global talent acquisition operations as well as global strategic projects for almost 3 years at Swarovski.
She has successfully improved the global talent acquisition experience, together with the global team bringing global processes and standards to life. She strives for leveraging the global talent acquisition practices to excellence by implementing the right tools and processes to attract, target and hire the right talent. To Sahra, curiosity is a quality bringing to continuous improvement. She is a people collaboration believer and innovation thinker.
Holding a master’s degree in organizational psychology, Sahra is convinced that an inclusive corporate culture together with AI will make the future of recruitment successful.



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8th Annual HR Excellence MENA Summit
8th Annual HR Excellence Summit Summit
9th Annual Strategic HR MENA Summit