Article by Le Défi Quotidien - 21/05/2024 pg15

"Employee well-being is ensured through the recognition of the value they bring and acknowledging their efforts"

1. International HR Day will be celebrated on May 20. Is the role of HR within a company still the same post-covid with the rise of teleworking?

Yes and no. The nature of the task at hand has not changed and HR is still required to ensure that companies have the right talent, that this talent has the capability to perform the work required, and that this talent remains motivated to perform and deliver on the business objectives. However, what has changed is the nature of the employer-employee relationship where a greater focus is required on managing output, enabling leaders to manage remote workers and stay connected, and how to ensure active engagement so that the company culture is not eroded.

  2. Human capital is essential to a company's development. What are the factors required for employee well-being and development?

An empathetic leadership who understands that investing in their people is an investment in the success of their business. This requires a genuine care and commitment to the wellbeing and development of their employees and creating employee experiences that bring this to life. Very topical today as well, and especially pronounced after Covid-19, is the need for psychological safety which in its simplest terms means that the employee is trusted to have the best interests of the company at heart, is respected for the value that they have to offer and that this is recognized, and that employees are free to share their opinions and be their true selves at work.

3. The world is evolving in the technological age. How can HR reduce or avoid any disparity between employees of different generations, especially those who are more adapted to artificial intelligence than others?

The workplace is a great leveler as far as technology and the use thereof is concerned. As such technological tools are available regardless of age, but to close any real or perceived gap it is critical that any company today ensures that there are capability building initiatives open to all generations to ensure optimal usage of these tools. Also important is creating a climate of continuous improvement and growth, life-long learning, and an appreciation that learning is not one-directional, i.e. from older to younger generations, but that the younger generation is also able to teach the older generation.

4. The workforce issue won't be solved overnight in Mauritius. As an HR professional, what do you think can be done to address the country's labor shortage, particularly in the sectors where this shortage is most pronounced?

Having been on this beautiful island for only 8 months I will not claim to know the Mauritian socio-economic landscape very well, but I am a great supporter of growing local skills. I am sure that a lot of good work is already being done in this area, but closer cooperation and discussions between educational institutions, government and public/private industry could help identify the areas where skills shortage exist and co-create and drive educational programs that are aimed at closing these gaps.

5. What initiatives has Aspen Global Incorporated put in place for the personal and professional development of its teams?

Aspen Global Incorporated offers a wide variety of development to its employees, from development that spans leadership and behavioral skills that goes beyond the workplace, to investing in technical qualifications and certifications covering tuition and examination fees. Aspen Global Incorporated also offers bursaries for relevant studies that would benefit both the employee and the company. We have also started giving some of our key talents the opportunity to travel and learn abroad, something that we are keen to do more often.