Mondelēz International produces some of the world’s most loved snacks, and behind every launch and every production line is a team of people making it happen, while Cebile Xulu, Mondelēz International sub‑Saharan Africa’s senior people director, focuses on putting those people first.
In her conversation with CHRO South Africa, Cebile shares how developing talent, promoting wellbeing and fostering inclusion help both employees and the business thrive.
Q: What does placing people at the centre of progress look like in practice in your role as CHRO?
Placing people at the centre of progress, in my role as CHRO, means integrating a human-centric approach into every strategic decision and operational function within the organisation. Practically, this involves meticulously crafting strategic workforce plans that anticipate future skill requirements, ensuring we proactively build and nurture talent pipelines to meet evolving business needs.
Furthermore, it demands the implementation of comprehensive talent development programmes that not only address current skill gaps but also empower employees for future career growth through personalised learning, mentorship and leadership development. A critical component is prioritising employee wellbeing across all dimensions – physical, mental, emotional and financial, through initiatives like flexible work, robust mental health support and comprehensive benefits. It also entails championing diversity, equity and inclusion (DEI) to cultivate an environment where every employee feels genuinely valued, respected and has equitable opportunities to contribute and flourish.
Ultimately, placing people at the centre of progress is about continuously enhancing the entire employee experience, from onboarding to offboarding. This means streamlining processes, gathering regular feedback and fostering an engaging and supportive work environment, all while equipping leaders with the empathy and coaching skills necessary to empower their teams to achieve our business ambitions. This commitment extends profoundly to our manufacturing facilities at Mondelēz International. In these high-efficiency, often intense environments, ensuring a people-centric approach is absolutely critical; our manufacturing colleagues are not just employees, but the indispensable engine driving our business forward.
Q: How do you ensure that business growth and people wellbeing are not treated as competing priorities, but as outcomes that reinforce one another?
I integrate both aspects deeply into our organisational strategy. This begins with explicitly embedding employee wellbeing metrics and initiatives directly into our core business objectives, moving beyond isolated HR programmes. I consistently showcase the tangible return on investment (ROI) of prioritising wellbeing by communicating its direct impact on key business indicators such as reduced absenteeism, enhanced productivity, improved talent attraction and retention, and increased innovation; this often involves using data to build a compelling business case. Fostering a culture of trust and transparency is crucial, where we openly communicate business goals and challenges, clarifying how employee wellbeing directly contributes to our collective success.
Empowering employees with autonomy and flexibility in their work, where feasible, demonstrably leads to higher job satisfaction and performance, thereby fuelling growth. We also invest heavily in continuous employee development, as growth-orientated employees are more engaged and productive. Crucially, I advocate for proactive wellbeing initiatives to prevent burnout and stress, ensuring leadership accountability for both business outcomes and the wellbeing of their teams, recognising that a thriving workforce is the bedrock of sustainable business growth.
Q: What leadership behaviours have you found make the biggest difference in building cultures where people feel valued and enabled to perform?
The leadership behaviours that most significantly contribute to building cultures where people feel valued and enabled to perform revolve around genuine empathy, empowerment and authentic communication. Leaders who actively listen, seeking to truly understand rather than just respond, cultivate an environment of psychological safety and respect, making employees feel heard and understood. Demonstrating empathy and compassion by acknowledging employees' perspectives, challenges and aspirations builds stronger relationships and a supportive atmosphere.
Transparency and open communication are paramount; leaders who are honest about challenges, share relevant information and clearly explain decisions foster trust and help employees feel connected to the bigger picture. Empowering teams by delegating authority, trusting employees to make decisions, and providing the necessary resources instils a strong sense of ownership and accountability. Effective leaders also act as coaches, guiding employees through challenges, supporting their professional growth and providing constructive, growth-orientated feedback. Finally, consistent recognition and appreciation for contributions, coupled with leading by example in areas like continuous learning and wellbeing, are indispensable in reinforcing positive behaviours and making employees feel genuinely valued for their hard work and commitment.
Q: How do you maintain a balance between business performance and employee experience when they appear to be in tension?
My primary approach is to reframe this perceived conflict not as a trade-off, but as a strategic challenge requiring solutions that optimise both aspects. I rely heavily on data-driven insights, utilising HR and business analytics to pinpoint the exact nature of the tension, for example, whether intense performance pressure is leading to burnout, or if low engagement is impacting productivity. This data informs the development of targeted solutions. Open dialogue and employee involvement are critical; creating forums for employees to voice concerns and contribute to solutions often uncovers innovative ideas that benefit both efficiency and experience.
I consistently advocate for business practices that are sustainable for both the organisation and its people, prioritising long-term value creation over short-term gains that might compromise wellbeing. This includes exploring process improvements, automation, or strategic hiring as alternatives to unsustainable overtime. We implement flexible policies and programmes that enhance employee experience while simultaneously contributing to performance, such as flexible work arrangements or upskilling initiatives. Clear communication of business goals and expectations, coupled with visible support systems, helps manage pressure. Above all, I emphasise to leaders that a strong, positive employee experience is not separate from but directly fuels superior business performance over the long run.
Q: What can CHROs do to ensure people are truly at the centre of organisational progress?
CHROs must adopt a highly proactive, strategic, and influential posture. Developing holistic people strategies that are fully integrated with business objectives, covering talent acquisition, development, engagement, wellbeing, DEI, compensation and retention is crucial, explicitly signalling a deep commitment to people.
CHROs must champion a pervasive culture of continuous learning and growth, fostering an environment where skill development and career progression are actively encouraged, enabling employees to adapt to evolving business needs. Elevating wellbeing from a mere perk to a strategic imperative, with robust investments in mental health support, work-life balance and flexible work models, is non-negotiable. Driving diversity, equity and inclusion is essential for building a truly inclusive culture where all voices are heard and all employees have equitable opportunities.
Furthermore, CHROs must empower and equip leaders at all levels to be effective people developers and coaches, recognising that leaders are the primary shapers of employee experience. Leveraging HR technology for personalisation and insights, establishing meaningful metrics for employee experience and holding leaders accountable, and cultivating an ethical, values-driven organisation are also critical steps to ensure that people are not just an asset, but the very heart of organisational progress.
