From Surviving to Thriving: Crafting Resilience and Purpose in the Modern Workforce

Joy Noree Maramba, Head of Talent Management, CDO Foodsphere, Inc

Joy Noree Maramba, Head of Talent Management, CDO Foodsphere, Inc

Joy Noree Maramba is a seasoned professional with 13 years of experience in corporate training and organizational development across various industries, including food manufacturing. As the leader of the talent management team, she is responsible for planning and implementing initiatives in learning and development, competency frameworks, HR analytics, performance management, and succession planning. Maramba is a licensed nutritionist-dietitian working on a graduate degree in industrial psychology. Her goal is to foster employee growth while driving business results, creating a dynamic environment where individuals and organizations can thrive.

Fostering Resilience and Purpose in Today’sWorkforce

In a world increasingly shaped by competition, technology, and economic uncertainty, I resonate with the challenge of building a resilient workforce that can adapt and learn continuously. Employees today face personal challenges such as high living costs, transportation issues, health concerns, and work-life balance, which can impact their professional output. Resilience, therefore, becomes a crucial factor in employee success.

Creating meaningful work and fostering personal development are crucial, supported by leadership programs and mentorship. Employees should not only feel heard and valued but also aligned with the organization’s broader goals, including sustainability and community impact. Purpose-driven work helps employees grow personally and professionally, leading to stronger organizational performance.

Cultivating Belonging and Empathy in Hybrid Work Environments

In the post-pandemic world, hybrid work environments—where some tasks are performed remotely and others onsite—present new challenges. While face-to-face interactions are essential for collaboration and creativity, remote work can be highly effective for task-driven jobs.

To foster a sense of belonging, it's essential to actively involve remote workers in key decision-making processes. Managers are encouraged to connect with their team members, offering support and understanding their challenges. The right communication tools—email, chat, or video calls—should be used depending on the message and context.

“Building psychological safety and empathy in a digital world is a key aspect of leadership, and leaders should be mindful of potential misinterpretations in remote communication”

Building psychological safety and empathy in a digital world is a key aspect of leadership, and leaders should be mindful of potential misinterpretations in remote communication. Encouraging kindness, honesty, and respect across all communication channels is vital for maintaining a strong, connected workforce.

Ensuring Fairness and Well-Being in Performance Management

In balancing organizational goals and employee well-being with fairness, it is the responsibility of every manager (not just HR or talent management) to implement a fair pay-for-performance system that ensures equity in rewards and benefits. Both the processes and outcomes of performance management must be perceived as fair by employees.

Delivering bad news or allocating resources should be handled sensitively, with clear explanations to build trust. Treating employees with dignity and respect is essential, and managers should consider factors that may impact performance, such as personal challenges.

Ultimately, talent management should prioritize employee rights and ensure that benefits are distributed fairly. Employees should also have an active voice in how they perform their work and the support they receive, fostering an environment where they can thrive.

Embracing a Digital-First Future in Talent Management

Looking ahead, I see the digital-first culture and the rise of artificial intelligence (AI) as two major trends shaping the future of talent management. As technology evolves, there will be an increasing focus on human-centric productivity, where organizations must streamline processes to minimize redundancy and maximize efficiency.

Workers will need to leverage AI and other tools to innovate and reduce their workload, allowing them to focus on unique competencies that differentiate their organizations in the market. Talent management professionals must redesign work processes, balancing technology with human capabilities. Organizations must assess whether to build talent internally, outsource expertise, or utilize modular services.

Building internal capability is critical for long-term sustainability and competitive advantage, and I believe in the importance of empathy and strategic thinking in this transformation.

Adopting a People-First Approach in Talent Management

Senior leaders must adopt a people-first approach in their talent management strategies. In a fast-changing business environment, human resources continue to be the key drivers of performance.

Continuous process improvement, leveraging technology, and competency building are essential for staying competitive. Leaders should prioritize developing internal capabilities that enhance processes and capitalize on technology. An honest examination of strengths and weaknesses is required to build behaviors and competencies that align with the organization’s goals.

This approach must be anchored to the organization’s mission and values, creating a compelling future that resonates with employees. When alignment is achieved, employees can grow with the organization both personally and professionally. Every business leader should be able to recognize and cultivate the strengths that enable continuous growth.