NewGlobeWhen I stepped into the VP, People role, I inherited a highly reactive function with little consistency across our international footprint. The employee experience varied wildly depending on location, leadership operated without visibility into people data, and we lacked the foundational processes needed to scale effectively. It was clear that the People function needed to evolve from transactional firefighting into a strategic partner that could support our global operations.
I began by conducting a comprehensive audit of our existing processes and pain points across all locations to understand where the gaps were most critical. From there, I built a global HRBP model that brought structure and consistency to how we supported teams in each region. I created standardized onboarding frameworks designed to flex by country while maintaining a cohesive experience, and I established a biannual goal-setting cadence with leadership to align people priorities with business strategy. These changes required close collaboration across time zones and cultures, but they formed the backbone of a more proactive, data-informed People function.
The results were significant and measurable. We reduced onboarding time from six weeks to just two weeks, accelerating time-to-productivity for new hires. Employee engagement scores jumped from 62% to 78% overall, with the most dramatic improvement happening in our African offices. Leadership also gained quarterly people dashboards for the first time, giving them the visibility they needed to make informed decisions about talent and culture. One country director shared that it was the first time their team felt truly connected to the broader company—a reflection of how these structural changes translated into real human impact.
