1. Hi, René! How many languages do you know and how often do you use them in your work as an HR Leader?
I speak two languages fluently (English and French), plus Italian well, German intermediate, Spanish beginner. I took some Arabic lessons and Dutch lessons but have little left. If I was given three wishes by a genie in a bottle, my first request would be to be able to speak every language and idiom in the world fluently.
I mostly use English as a business language and French with colleagues in French speaking countries.
However even if I only know a few words in another language, I try to use them to create a connection with the other person.
2. As a Diversity and Inclusion leader, what do you think about the current DEI rules in Hollywood filmmaking – is it too much?
I do not know the Hollywood rules in detail, however, as in most DEI-related topics, there is no right answer to this question. It is not a 2+2=4 type of question where only one answer is right and all others are wrong.
The type of questions we need to answer in DEI is more similar to “what is the right temperature in this room” question. There are as many right temperatures as there are people in the room. What is too much for one person is not enough for the other one. And yet there can only be one temperature at a time. So more important than the outcome is the process that led to it. How inclusive was it?
Employers in all industries need to find a balance between the legal, financial, business and social responsibility risks, and dialogue with employees.
3. How important is DEI to Galderma, and how do you ensure that it is integrated into the company’s culture?
Galderma declared from day one of becoming an independent company that DEI is a critical aspect to invest in as the right thing to do for all stakeholders (employees, patients and consumers, stakeholders and society) and for the business. It has developed plans to bring this to life in all aspects and there is a strong pull from employees.
4. Can you share any success stories or achievements in your role at Galderma that demonstrate the positive impact of DEI initiatives?
As I led with the new global R&D leader the reallocation and integration of all R&D resources from the business units where they had been into a single global function, it was critical to retain our talent, notably at senior level, so as to maintain momentum on key projects. Combining three business unit teams into one meant there were 2-3 qualified candidates for each leadership role, and there was a risk of losing those who did not get the top role in their sub-function. Thorough planning resulted in a strong and developmental role for each and ensured that the resulting leadership team would be diverse from gender, business unit and location point of view. As a result, all key talents were retained.
5. How does Galderma approach talent acquisition, and what strategies have you found to be the most effective in attracting diverse talent?
In R&D, we needed people who could hit the ground running and quickly deliver results as there was no time to train and allow people to learn from their mistakes. We, therefore, focused on experienced hires interested in a smaller company where they could have closer access to the leaders, faster decision making and more fun getting things done than where they were coming from. This was particularly successful for senior roles. We hired many people above 50 and even two leaders above 60 years old.
6. We are witnessing the powerful rise of AI. What role do AI and automation play in HR?
Beyond the usual help to simplify processes and accelerate routine tasks, they can also help analyse more data faster to identify trends.
More experience is needed to see what impact AI will have on creating diverse and inclusive organizations. As with all new technologies, it is not just what it can do but how it will be used that will make a difference. These are exciting times as we navigate this transition.
7. Can you speak about the challenges you’ve faced in implementing change management initiatives within Galderma, and how you overcame them?
From my perspective the biggest challenge has been identifying which priorities to focus on and deliver on them. Opportunities were everywhere when we became independent.
Getting the right talent in each role helped maximize the capability of the organization. Communicating clearly and often was also essential. And proper project management.
8. How do you see the role of HR Director evolving in the years to come?
For me the biggest opportunity for HR leaders is in DEI, where I feel as a society, as employers, as teams and as individuals, and despite all the progress that has been achieved in the past decades, so much more must be done to reach a deep understanding of the dynamics at play and interventions needed to achieving self-sustaining progress.
All HR leaders must become very competent at DEI, and then focus on transmitting this capability to all people leaders and throughout the organization. This is not just DEI specialist work.
9. Share your tips on how you keep working on your personal growth as an HR Leader and an individual. Any day-to-day routine?
I keep listening to people, reading, watching the news, getting different perspectives from mine.
I look for emails from employees who never write to me and reasons why to identify possible new issues.
I prioritize face-to-face meetings over virtual ones.
And I ask for feedback.
Thanks for sharing your personal thoughts and experience, René. Let your important work be effective and satisfying!
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