Yanfeng

Petra Mikulasova

Talent Capability Builder

Petra Mikulasova is Senior HR Manager for Talent Management, Learning & Development and Staffing across EMEA at Yanfeng. She holds a Master’s degree in HR Management and furthered her expertise with a Chartered Institute of Personnel and Development certification in Dublin. Mikulasova began her career in executive search and recruitment consultancy in Slovakia and Ireland before transitioning into internal HR. She first took on a dual role as Local HR Business Partner and Learning Specialist, later progressing to team leader and regional HR Business Partner Manager. Today, she leads talent management, learning and development and talent acquisition across Europe and South Africa, drawing on her broad experience to build people strategies that support both business growth and employee development.

Through this article, Petra emphasises that HR’s role today is to create workplaces where employees feel valued, heard and supported, balancing immediate staffing needs with long-term capability building. She highlights the importance of agile learning, leveraging tools like AI and investing in leadership development to prepare employees for the future.

Keeping Learning Strategies Agile while Building Lasting Capabilities

Balancing short-term staffing needs with long-term capability building is becoming more complex because the pace of change in the automotive industry keeps accelerating. Annual strategies are no longer sufficient; we require much more frequent reassessment. As a global team, we agreed that our strategy must be revisited quarterly to stay relevant, and in Europe and South Africa, we follow the same approach. It’s not enough to set goals once a year; we need to continuously realign with both the business strategy and the people strategy, ensuring our priorities are always in sync.

Within learning and development, there are many areas we could focus on, from trending topics like AI training to more traditional but equally essential areas such as leadership development. That’s why flexibility is key.

“A principle that has always shaped the way I approach my work is that people may forget what you said, but they will never forget how you made them feel”

AI has been playing a big role in enabling this flexibility, making learning faster and more accessible for the new generation of employees who expect quick, engaging formats. For example, we recently took a 22-page mentoring guide and, with just a few clicks, converted it into a podcast. Instead of reading through a lengthy document, our mentors can now get the same insights in just five minutes, whenever it fits into their day.

Tools like this help people stay engaged throughout their learning journey, but of course, we still need to review AI outputs to ensure accuracy and relevance. For me, the real strength of L&D today lies in keeping balance among staying agile, using new tools to adapt quickly and at the same time continuing to invest in timeless capabilities like leadership so that our people and our business are ready for whatever comes next.

Fostering Belonging beyond Tasks and Titles in a Changing Workforce

One of the biggest shifts we need to acknowledge is that lifelong employment is loyalty, which is becoming rare, so it’s crucial that we don’t take it for granted. Instead, I believe the real focus has to be on creating an environment where people feel valued, safe and part of a community. Too often, employees can feel like just another resource, but I see it as our responsibility to make sure they feel heard and connected.

We do this, for example, through our internal mentoring program, which has been a powerful tool in shaping this community mindset. Whether as a mentor or mentee, people are not only supporting each other’s growth but developing a genuine sense of belonging. That connection across regions is what makes the culture stronger.

Another important approach is leadership development. We invest in teaching our leaders how to build safe environments where employees feel supported beyond just the daily tasks. For me, managers and team leaders play the most critical role here. It’s not the job of HR alone. We’re here to support managers, but they are the ones who need to commit their time, listen to their teams and ensure people feel seen not just for their work but also for their journey.

Empowering Employees through Safety, Support and Growth

One of the biggest challenges for HR leaders today is making sure that the promise of a safe and supportive environment isn’t just words on paper, but something employees feel every day. It’s not enough to say people can speak up or that their opinions matter; they need to experience it as part of the company culture. That’s why I see HR’s role as supporting managers, helping them live the company values consistently so that employees truly feel heard and safe.

Creating this sense of safety also means offering multiple ways for employees to communicate. They should be able to approach their managers at any time, but it’s equally important to have forums like town halls or business briefings where questions and concerns can be raised openly, without fear of retaliation. In today’s fast-paced environment, the pressure and stress employees face are only growing, so these safe spaces are more critical than ever.

To support resilience, companies need to invest in Employee Assistance Programs or other support systems. Employees should know they have someone to talk to about their fears or anxieties, even if their manager isn’t available and that this support is trusted and accessible. When HR helps equip managers, provides open channels for communication and ensures robust support systems, it creates an environment where people feel truly valued, can navigate stress and are better prepared for the challenges and opportunities of the future.

Leading through Empathy and Action

A principle that has always shaped the way I approach my work is that people may forget what you said, but they will never forget how you made them feel. Keeping this in mind influences everything we do, from designing programs to implementing initiatives that support employee growth, engagement and well-being and reminds us to act in ways that genuinely help people.

It’s not enough to simply say you care; showing it through meaningful actions and being truly present makes the difference. When this approach is applied consistently in HR practices and in everyday interactions between managers, leaders and employees, it helps create environments where people feel valued and heard. Ultimately, that’s what makes an organisation not just successful, but a place where people truly feel supported.