John Soules Foods

Mohsine (Mo) Gdid

Mohsine Gdid is a seasoned HR executive with over 16 years of experience in the food manufacturing sector. Currently Head of HR at Soules Foods, he excels in talent strategy, diversity and inclusion, operational excellence, labor relations, and cost-saving HR innovations—driving high-performance, inclusive cultures.

Building People Architecture: A CHRO’s Leadership Perspective

As CHRO, I am not just leading a function or department—I am shaping the company’s people architecture, the foundation on which everything else is built. My responsibility is to connect talent strategy with our operating rhythm, ensuring every hire, every leader and every process drives both performance and purpose.

This is not a one-time initiative but an ongoing effort to keep pace with rapid change, from technological advancements to evolving employee expectations. My focus centers on three simple yet powerful priorities: clarity (so everyone understands their role in the bigger picture), capability (so we continuously elevate skills and leadership) and culture (so we create a workplace people are proud to be part of).

For me, HR is not a back-office function—it is the engine of transformation. The back-office model reflects the worst version of HR and it is precisely the shift we must drive at this level.

Turning HR Technology Investments into True Transformation

Technology is ultimately a mirror—it reflects the culture into which it is introduced. If a culture is not open to transparency, accountability, or collaboration, no tool will magically create those qualities. Real change starts with leadership behaviors. Are we implementing systems openly and formally? Are we recognizing accomplishments and holding people accountable to new processes? Change requires a clear “why” that connects to people’s daily routines, not just a return-on-investment calculation. Most importantly, technology must be woven into leadership practices, including how meetings are run, how talent is discussed and how processes are managed, so it becomes second nature rather than unused software on a shelf.

“When individuals can see a direct line of sight between today’s work and tomorrow’s possibilities, they stay focused.”

Like any change, adoption varies: some will champion it, others will resist, some will observe quietly and some will be vocal critics. A critical step is assessing where people fall along this spectrum, then investing time and resources to engage each group effectively.

From Training to Action: Making Inclusion Part of Daily Operations

Inclusion is not a workshop, as many make it out to be; it is how every leader shows up each day and how everyone behaves when no one is watching. The most significant change, in my perspective, goes beyond simply inviting people to the table. It is about intentionally sharing the mic and truly listening. Let them speak and listen.

When leaders consciously step back to make space for all voices, seek feedback before acting and give credit where it is due, especially to those whose work might otherwise go unnoticed, the results are exceptional and the culture they create becomes a lasting legacy. Inclusion also requires practicing humility, which is often the hardest part. It takes consistent effort. Building the habit of asking, “Help me see your point,” fosters an organization where differences are embraced as a true competitive advantage.

What Really Moves the Needle on Retaining Top Talent

Top talent leaves when they can no longer see their future clearly, long before they become bored with what they currently have. What excites me are career trajectories, not career guarantees. Regular, open communication about where someone can develop, what it takes to get there and how leadership will provide support is one of the most effective secrets to retention.

Clear expectations, candid and actionable feedback and an authentic commitment to championing people unlock the core drivers of retention. When individuals can see a direct line of sight between today’s work and tomorrow’s possibilities, they stay focused. They don’t get distracted, they don’t entertain other offers and they don’t question their path. Instead, their mindset shifts toward growth, results and meaningful contribution.

Staying Ahead: The Critical Talent HR Leaders Must Acquire

To me, the future of HR leadership comes down to strategic courage. Enough with fear and enough with environments where people don’t feel safe. The world is advancing rapidly, becoming simpler in some ways but far more complex in others and it will not slow down. HR leaders must adapt and adjust.

This is no longer about skill sets or years of experience. The defining factor is a leader’s ability to make decisions and adapt with conviction. The future of work will not reward HR leaders who simply react to trends; it will recognize those with the courage to push organizations out of their comfort zones. That means stopping culture-killing leadership behaviors, making bold talent bets even in times of uncertainty and having the staying power to make tough decisions when quick fixes seem easier.

Yes, we need technology, analytics and compliance. But without the courage to disrupt entrenched power and drive real change, HR risks being a bystander in shaping the very future it should be leading. Simply put, HR must rise from ordinary to exceptional. No more excuses.