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Ian Flemington, Vice President HR EMEA, Kimberly-ClarkIan Flemington, a seasoned HR leader, has spent his career shaping culture and empowering employees across EMEA at Kimberly-Clark. Since joining in 2019, he’s driven strategic initiatives like diversity and inclusion programmes, performance management transformation and new learning and development opportunities. A tech enthusiast, Flemington championed AIpowered recruitment and workforce analytics, modernising systems and building change management capabilities. His global experience over a decade integrates digital HR transformation to unlock organisational potential. Flemington’s focus on personalised growth has built a high-performing 7500+ person team across 25+ countries, driving £2.5 billion in regional sales. He remains a forward-thinking leader, empowering people, culture and sustainable success for Kimberly-Clark.
In an interview with HR Tech Outlook Europe, Ian Flemington shared insights on leading human resources at Kimberly-Clark amid digitalisation and shifting workforce dynamics. He discussed key priorities, including upskilling for automation, delivering seamless digital HR and cultivating a digitally native workforce.
Could you shed some light on the specific challenges HR professionals are currently facing?
The pace of change and ongoing organisational transformation necessitates constant adaptation. HR teams are at the forefront of navigating these rapid shifts, from incorporating lessons learned during the pandemic to driving digitalisation. Collaborating in an increasingly digital landscape brings its own hurdles, like ensuring seamless e-commerce product delivery and managing evolving consumer preferences.
Additionally, workforce dynamics present unique challenges. The declining interest in traditional manufacturing roles means HR must get creative with strategic workforce planning, reskilling and maintaining production efficiency as automation increases. They must also equip employees for the future of work across various sectors.
More broadly, HR professionals today need to be agile, forward-thinking and solutions-oriented. From digital transformation to workforce planning and consumer trends to reskilling, they juggle many responsibilities. But by proactively addressing these challenges, HR can shape the future of work with innovative approaches. The key is embracing the everchanging landscape and being adaptable to emerging needs.
How is your company addressing the challenges currently facing the sector, particularly concerning digitalisation and workforce dynamics?
Recognising the changing workforce landscape, we prioritise proactive solutions. While digitisation brings automation fears, it also creates new roles. Instead of solely seeking new talent, we upskill our existing employees, equipping them with the digital capabilities to thrive in our evolving manufacturing and e-commerce channels.
Our manufacturing operations invest in technology alongside comprehensive upskilling initiatives, ensuring employees possess the necessary digital competencies. Recognising the human side of change, we leverage our values-based approach to leadership. Our performancedriven model emphasises caring for employees as the key to improved performance, fostering candid, transparent conversations and feedback, setting clear expectations and providing individual support.
Finally, we remain committed to understanding and meeting consumer needs through relevant channels. By empowering our workforce, fostering a supportive leadership culture and staying responsive to consumer demands, we navigate the challenges of digitisation and workforce dynamics while staying true to our organisational values and purpose.
Can you discuss any exciting technology or approach in HR within your sector that you believe could revolutionise the industry?
The digital transformation journey is paramount in our sector, transcending specific technologies to encompass the entire employee experience. At Kimberly-Clark (KC), we’ve been dedicated to this journey for some time, ensuring our employees become truly digitally native. This goes beyond mere proficiency with systems; it’s about instilling a digital mindset beyond core capabilities.
"Focus on continual evolution rather than large-scale transformations, drive business accountability, prioritise transforming HR, and invest in strong change management capabilities to succeed in the dynamic post-pandemic HR landscape"
Within HR, we focus on delivering a seamless digital experience from day one. Initiatives like self-service options and accessible information empower employees to access what they need when they need it, regardless of location. By embracing this digital journey, we enhance efficiency and enable our workforce to thrive in an increasingly digital landscape.
Our approach involves cultivating a digitally native workforce and providing the infrastructure and tools necessary to support their digital journey. This commitment not only shapes the future of our industry but also ensures that our employees have the information they need at their fingertips, wherever they may be.
What advice would you offer to budding entrepreneurs in HR, especially considering the significant postpandemic changes?
Avoid getting caught in the “transformation vortex” by constantly chasing major transformation efforts. Instead, recognise that change is constant and focus on continual evolution, regularly checking and adjusting course. However, ensure alignment and clarity on success metrics for any initiatives undertaken. Emphasise driving business accountability.
While HR often plays a pivotal role, it’s essential for stakeholders across the business to articulate the change story and take ownership. HR should partner with the business rather than solely drive change.
Another critical aspect is prioritising transforming HR itself, as HR may overlook their readiness for change while leading organisational transformation. HR must have the necessary skills and capabilities to lead change successfully. Build robust change management capabilities to strengthen the “change muscle” and ensure effective navigation of any regeneration or transformation initiatives.
Focus on continual evolution rather than large-scale transformations, drive business accountability, prioritise transforming HR, and invest in solid change management capabilities to succeed in the dynamic post-pandemic HR landscape.
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