RIMOWA

Elizabeth Flamagne is a vibrant HR leader with an extensive career spanning over a decade. Working as head of human resources at RIMOWA, Flamagne has an appetite for transforming and changing the perspective of human resources and strives hard to accomplish her goals.

In an interview with Manage HR Europe, Elizabeth Flamagne shares her insights on the challenges and emerging trends in the HR industry and modern ways to adapt to the changing business landscape.

Can you brief us about your job role and what a day at work looks like for you?

My journey at RIMOWA began three and a half years ago as the head of HR in Germany, where the company's central head office and its largest aluminium suitcase production facility, including several stores.

Very recently, I transitioned to a new role as the head of HR for RIMOWA’s industrial manufacturing division, overseeing three factories located in Germany, the Czech Republic, and Canada.

These factories primarily produce aluminium and polycarbonate suitcases. In addition to managing these factories with over 1,000 employees, I’m also responsible for the supply chain teams, including demand planning and warehouses, encompassing approximately 1,500 employees worldwide.

The role is multifaceted, demanding a dynamic approach as we navigate both strategic planning and daily operational HR tasks within RIMOWA’s global manufacturing and supply chain operations.

Talking about my day-to-day tasks, they are highly diverse, covering a broad range of HR responsibilities. Handling strategic planning for skills acquisition and recruitment and engaging in discussions with the work council falls under my umbrella. I even deal with operational matters, answering my team’s inquiries, ranging from minor issues to significant strategic concerns.

Could you discuss some of the pain points that your clients come to you, or some of the challenges you see the HR industry facing in general?

In my journey through the field of HR, I've had the opportunity to see it from different angles. Before joining RIMOWA, I worked as a consultant in HR transformation and reorganisation. This perspective was distinct from my current role within a company, where I oversee employees in the long run, but the COVID-19 crisis brought significant changes to the role.

“We must shift from the separation of HR and the business to a more integrated, cross-functional way of working.”

One notable shift after the pandemic was the perception of HR. It evolved from being seen as a mere business partner to a crucial business enabler, playing a pivotal role in decision-making. However, this transformation came with higher expectations and pressures on HR teams. The increased workload led to a concerning rise in psychological issues, including burnout, among HR professionals and handling various challenges brought to HR without adequate support.

Another major trend in HR is data analysis and the use of artificial intelligence. Many HR teams were initially ill-prepared to manage the vast amount of data they had at their disposal. Now, they are under pressure from the business to leverage data for better and faster decision-making. Unfortunately, few HR teams are fully prepared for these changes as companies were slow to invest in HR and related systems.

As expectations regarding human skills within companies are rising, the need to make data-driven decisions is increasing. Failing to adapt to these evolving demands could pose significant challenges in the future.

This is a pivotal moment for HR professionals and leaders, but it also lays a risk of failure if we don’t take decisive actions to reorganise and adapt to the changing landscape.

Would you like to elaborate on how you are looking toward mitigating these challenges?

We’re currently focused on data management, streamlining processes, consolidating our data sources into a single system, and placing greater emphasis on soft data, like development, performance, and potential. Our new systems allow employees to take charge of their careers by inputting their data, outlining their goals, and tracking their progress.

This shift empowers employees to drive their careers, even if it might feel slightly restrictive at times; it offers security in knowing that HR is committed to supporting their careers. Looking to enhance this approach further, especially in addressing the employees interested in personal growth, we aim to adapt to their needs in real-time rather than in occasional discussions.

To this end, we’re working toward using a unified system for every step of the employee journey. While this transformation will take time, it aligns with our goal of making the system our digital brain, reducing reliance on memory. HR's perception of people can change daily, so we need a dynamic approach to keep up.

Our plans also include more frequent surveys, possibly weekly instead of annual surveys, to capture the ever-changing moods of our employees. This will help us react and adapt more quickly. Given the current trend of rapid career changes and reduced employee patience for annual reviews, we must identify potential turnover and take swift actions to retain valuable talent.

In essence, our HR approach aligns with the dynamic nature of today's workforce and enables us to support our employees more effectively.

What are some of the latest technology trends and innovations according to you?

I strongly believe we should embrace the changes brought by artificial intelligence and tools like ChatGPT. These technologies can help us work more efficiently and focus on essential tasks where the human touch is irreplaceable. In HR, we often lack the time to provide that personal touch as much as we'd like. With AI and automation, we can free up time for more meaningful interactions.

Machines can’t make someone feel good, but a skilled HR professional can. It’s about creating positive experiences.

There’s a quote I resonate with: “People won't remember what you did, people won’t remember what you said, but people remember the way you made them feel.” This should be the core of HR.

In addition to AI, I see a significant trend in HR and telecommunications. These technologies can provide valuable support and help the industry evolve beyond the traditional HR business partner models. In the new model, every manager is an HR leader, working collaboratively to achieve common goals.

For instance, if our goal is to reduce absenteeism globally, it’s not just an HR topic; it’s also a business and financial concern. This cross-functional approach involves various departments, while one focuses on ergonomics, the other is on safety, and another on how managers interact with their teams.

We must shift from the separation of HR and the business to a more integrated, cross-functional way of working. This change will define modern companies and distinguish them from those clinging to traditional HR departments that don’t substantially impact the business.

There are a lot of new budding entrepreneurs and professionals who want to get into the HR sector. What advice do you have for these aspiring professionals?

Previously, HR roles were often focused on administration and defined processes. However, anyone looking to make a real impact should consider a career in HR. In today'’ world, where geopolitics, AI, and digitalisation, play a significant role, the potential to influence and work with people is enormous.

Many people aspire to be managers, and entering the HR field offers the opportunity to manage a much broader scope than a specialised department might provide. To succeed in HR, we need well-educated individuals in the field, and more importantly, we need people who embrace flexibility and adaptability. We no longer deal with isolated transformations; we live in a world of continuous change and permacrisis.

Therefore, we require intelligent, passionate individuals to navigate this ever-changing landscape and help organisations adapt quickly. If you want to be at the forefront of these changes and make a real impact, the HR field is the place to be.