In this episode of the Future Proof HR podcast, Thomas Kunjappu sits down with Angelika Ivanov-Jackson, founder of IGR, a globally focused HR and recruitment agency, to explore what it really means to build HR infrastructure across borders and why the HR professionals who will thrive in the age of AI are the ones brave enough to own their value.

With over a decade of experience spanning the US, EMEA, APAC, MENA, and CIS regions across industries from real estate to finance, e-commerce, AI, and ad tech, Angelika has built HR functions from the ground up more times than most professionals build them once. She brings a rare combination of global compliance expertise, generalist scrappiness, and a deeply human perspective on what it means to lead people across cultures, languages, and time zones.

Together, they dig into what really changes and what stays exactly the same when you take HR global, why the first hire in any new market should almost always be an HR professional, and how organizations that treat HR as a true strategic partner consistently outgrow the ones that don't. Angelika also shares her candid take on AI in HR, why she's never believed technology will replace the function, and how HR leaders can position themselves as the ones driving AI adoption across their entire organization rather than being disrupted by it.

She also delivers one of the most energizing calls to action for early-career HR professionals you'll hear — a reminder that the work of repositioning HR from an administrative function to a true business partner has already been done, and now it's time for the next generation to be brave enough to walk through that door.

Topics Discussed:

• How Gen Z is reshaping expectations in the workplace and what older generations can learn from them
• What's universal about HR across every country and what's not
• Why labor law and local compliance are the real variables when going global
• The case for making HR your first hire when entering a new market
• How the HR function has evolved from "hire, fire, and plan the Christmas party" to a strategic business partner
• Why organizations with healthy HR teams grow faster and make fewer costly mistakes
• AI in HR: who has the advantage and how to make sure it's you
• How to set up HR infrastructure from scratch at an early-stage or pre-opening company
• Hiring strategy for new markets: why you start from the top of each department down
• When to ask for your first HR hire and what the pre-opening stage actually demands
• Advice for new HR professionals: be brave, know your value, and bring options A, B, and C

If you're an HR leader navigating global expansion, building a people function from nothing, or trying to figure out how to stay relevant and future-proof in an AI-driven world, this episode is a grounded, globally informed, and deeply human look at what it takes to lead HR without borders.

Additional Resources:

• Cleary's AI-powered HR Chatbot
• Future Proof HR Community
• Connect with Angelika Ivanov-Jackson on LinkedIn

I hear that one day HR departments will

2

be replaced by technology.

3

I don't think that will ever happen.

4

And I have, been certain from

the very beginning when even

5

ideas like that came to place.

6

HR is just such a strategic advisor

that it will never be fully replaced.

7

Thomas Kunjappu: They keep

telling us that it's all over.

8

For HR, the age of AI is upon

us, and that means HR should

9

be prepared to be decimated.

10

We reject that message.

11

The future of HR won't be handed to us.

12

Instead, it'll be defined by those

ready to experiment, adopt, and adapt.

13

Future Proof HR invites these builders to

share what they're trying, how it's going,

14

what they've learned, and what's next.

15

We are committed to arming HR

with the AI insights to not

16

just survive, but to thrive.

17

Hello and welcome to Future-Proof HR,

where we explore how forward-thinking

18

HR leaders are preparing for disruption

and redefining what it means to

19

lead people in a changing world.

20

I'm your host, Thomas

Kunjappu, CEO of Cleary.

21

Today's guest is Angelika Ivanov-Jackson,

the founder at IGR, a globally

22

focused HR and recruitment agency.

23

With over a decade of experience in global

HR specifically, Angelika has built people

24

strategies and HR infrastructures across

the US, EMEA, APAC, MENA and CIS region,

25

spanning industries from real estate to

finance, to e-commerce, AI, and ad tech.

26

She's known for designing HR

functions from scratch, launching

27

new markets, and partnering with

executives to scale high performing

28

teams while preserving cultural DNA.

29

Angelika, welcome to the podcast.

30

Angelika: it's a pleasure to be here.

31

Thomas Kunjappu: Let's start maybe talking

a little bit about the generations.

32

Because you've built HR teams in different

organizations and from the recruiting

33

engine to the other core HR practices.

34

But tell me about how you feel being

in the generation that you're in.

35

What is unique especially from an HR

perspective that you bring to the table?

36

Angelika: That's a very

interesting question for a start.

37

Every generation is different

and I was very fortunate to be

38

able to support all of them.

39

I started working very early.

40

I'm a millennial by myself, and my

career started in the corporate world on

41

the first year of my university times.

42

I definitely learned a good base of how

to even have an ethic at in the workplace.

43

And I think that older

generation than mine really were

44

bringing this in a huge level.

45

The generations which are now on

the market, which are joining to

46

the market are definitely different.

47

Like every generation is different.

48

And every generation definitely needs

a different touch from the HR side.

49

And we as HRs, we always to

adjust to whatever comes.

50

This is exactly how I would

describe every day in hr.

51

Every day is different.

52

And the same like with every

generation and every human being.

53

We have under our protection in

the company as HR professionals.

54

So I would describe it like that.

55

Thomas Kunjappu: We're of the, same

generation, but at this point we're not

56

the youngest generation in the workplace,

and there's been a few years now of.

57

Gen Z getting in post-college and

into all types of functions and

58

even getting towards mid-career.

59

What would you say is from an HR

perspective, what have you noticed?

60

Is different for the in supporting

Gen Z versus millennials,

61

Angelika: Yeah.

62

I love Gen Z for so many reasons.

63

They're so driven.

64

They want to feel an impact.

65

They like whatever project they do,

they want to feel that they really

66

improve the place where they are at.

67

And that's something what founders

CEOs many times don't understand.

68

It is just for this young

professionals, they just whatever

69

they do is, even if this is internship

70

Thomas Kunjappu: right?

71

Angelika: they just wanna feel that

they do, they're making impacting the

72

workplace that they are force which is

change and and that the, work matter.

73

And also I think that they really

they were the force which teach

74

us older generations that about,

respect of everybody's work.

75

I feel like that was somewhere in the

background, but always in the background

76

in the healthy organizations, of course,

that there is in respect to your,

77

work, to your position and you name it.

78

But I feel like this generation really

brought a huge light into this, that

79

every, person in the company matter

that as that accompanies as a whole

80

and ev like I said earlier, that every

person is making an impact and every

81

person deserves to be seen for exactly

what they bringing to the table.

82

Thomas Kunjappu: Another slice of

just I guess humanity that I feel

83

like you have a really unique insight

into is a global perspective, right?

84

You've come in from Europe into the us

but you've, led organizations in pretty

85

much every kind of continent, right?

86

Where you've worked with folks there.

87

What have been some of your, observations

when you're talking about global hr,

88

what are some of the the challenges

that, organizations have that are

89

maybe the same across the world

and or, and, but especially what

90

are some unique differences, right?

91

That challenges that HR professionals

have when they're in different geos.

92

I.

93

Angelika: I love this question

because I remember when I first time

94

got into the global opportunity and

I was very fortunate to like get

95

opportunity like that very early on

the very early stage in my career.

96

And I remember how nervous I was

because I'm like, I have not even

97

been in this country, like how I

can even run a HR process there.

98

But to tell you the truth, this, this

whole stress was for nothing because

99

I know after decade, I know now that

we as people, we are truly the same.

100

In everywhere.

101

We have the same issues.

102

We want the same things.

103

Of course we speak different languages.

104

We have different culture backgrounds.

105

And what's definitely a main difference

of course in the HR " situationship"

106

is the law, the labor law.

107

That's definitely something you

have to follow as an HR to make

108

sure that your organization is fully

compliant with the market you are in.

109

But, but as for people itself,

it just we are all the same.

110

We have all the same problems and

happy moments in the workplaces.

111

We truly, which we truly

want the same things.

112

And it doesn't matter, is it in Dubai?

113

Is it in the us?

114

Is it in Poland?

115

Is it in any other place?

116

The value stays the

same small differences.

117

Like I said, cultural every country is

different and every country is unique,

118

but but those are really small, the main

factor stays the same whatever you go.

119

Of course the processes

itself are different.

120

You will run interview very

differently in Europe and in the US.

121

Even like the application process

some countries, you are sending

122

your resume with the picture

in US, it's not what you do.

123

And the questions you are allowed

or not allowed to ask during the

124

interview process they will also rise.

125

Of course entering a new country,

you have to understand this, market.

126

And you have to understand what is

allowed and what is not, what is well

127

seen, what is absolutely not something

you should do or ask or proceed with.

128

But but in general I would say the

stress of entering a new markets, it's

129

not shouldn't be big because if there is

like any HR which will be listening this

130

podcast and they are opportunity like that

comes to them they shouldn't be afraid.

131

This is something that you can

really learn fast and keep up

132

faster than you think actually.

133

Thomas Kunjappu: So there's, if

anyone is looking at expanding

134

into new market, that'll.

135

Often happens, right?

136

Especially with the age of the

internet and customer expansion

137

happening globally faster.

138

People are going from an employment

perspective into new markets faster.

139

The challenge on the HR side is often

like, how do I set up this new office or

140

entity or higher up the core group there?

141

And it's a, to your point, it's

a big moment of pause, right?

142

For folks in, in hr it's do I, need

to find someone locally who can

143

execute all these things because

everything there is gonna be different.

144

Are you saying that actually.

145

maybe if it's, a, it takes some

effort, but it's it's something

146

that you you could evolve.

147

If you understand a, certain number of

factors in depth in one market, you can

148

learn and evolve in that way versus hiring

someone local or getting local help.

149

Would you say that's the

case or kind of depends?

150

Angelika: You can do both ways.

151

Why I love HR from the beginning

and I think it's important

152

for me to start from there.

153

It's because, HR professionals,

HR departments, we are really

154

like ninjas in the organizations.

155

We adapt quickly, like

I said on the beginning.

156

You need to adapt quickly

for whatever situation.

157

And nothing really starts without HR.

158

Because HR brings people, HR brings

law and order into the organization

159

and make sure that everything

is like how it's supposed to be.

160

Of course entering new market, you're

doing extensive research and this is

161

something what you can do, by yourself.

162

And there is, in today world, there

is like just so many materials out

163

there that you can, do the research by

yourself, but what is definitely more

164

helpful is to start, and I ha have many

times worked in solutions like that with

165

organization that you actually, your first

placement in the new location is an hr.

166

And it's HR who is very generalist

who understand all perspectives

167

of what it's needed to bring into

the new the new location, right?

168

And from my observation clients

who started that way really grew

169

faster, better, and they made

much more less financial loss.

170

They just did it better that way.

171

When the first person really

was an HR professional.

172

And then you're starting from the

CEO and general manager, it's always

173

if organization already has like

other location, it's better to send

174

somebody from the location to be a

temporary general manager and start

175

this with an HR because the person

from the other location will bring

176

the culture and the general setup.

177

But the local HR will make sure that the

location has all the compliance in place

178

that everything is taken care of from the

perspective from the wages per perspective

179

and that you do not make mistakes with

hiring from the from the first place.

180

And of course, the local HR

works already with your other HR

181

professionals from the from the other

locations, but you do not have to

182

necessarily send them to the location.

183

They can be remote.

184

And so you have a person in

place already who, who understand

185

the market better than anybody.

186

Thomas Kunjappu: That's a thoughtful

advice, and it depends on the actual

187

expansion plan for the, local region.

188

But having the first hire be in HR

kind of sets the tone and sets you

189

up for success is what I'm hearing.

190

So if that's one way to expand globally,

let's just talk more broadly about

191

the HR function in general, right?

192

Yeah, so what do you think if you're

looking through your career to today,

193

do you think the, what is asked of

the HR function has changed at all?

194

Angelika: Yeah, it changed

massively, I would say.

195

I remember on the beginning of

my career, definitely HR was.

196

Pretty much seen as somebody we

hire, we fire, and occasionally

197

we organize a Christmas party.

198

Pretty much it was just

seen like that Today.

199

In today world hr is a is a

heart of the organization and

200

not everywhere, obviously.

201

Not, everywhere it's happening, but

the understanding of HR function

202

and what healthy HR department looks

like is definitely much more broad.

203

And and again, founders company

leaders who understands that

204

HR is your business partner and

really a heart of of your company.

205

From my observation and even from

the statistics, and not only mine

206

there is a lot of publications out

there who proves that point too.

207

Just organizations like that grows

much faster and without many mistakes

208

which can be avoided because only

HR has as a department make sure

209

that step forward is really looked

through, through, and taken care of.

210

So they're much more than

just hiring, firing, end.

211

Organizing parties they HR takes care

of, like we spoke extensively about

212

your compliance of the organization

law and Order in place, but also hiring

213

a right talents, which will not only

match the culture you already, they also

214

creating, because HR creates culture

and make sure that this culture stays.

215

So they hire talents which not only bring

the skillset, they also match the culture

216

and flow of, organization, which is today.

217

And if you know you want to part ways

with somebody, they making sure that

218

you will do it correctly, that you will

not end up with some unnecessary and

219

maybe ugly lawsuit in the background

because nobody really needs it.

220

And of course they also create

opportunities for people to grow

221

internally and be promoted and

stay in the organization for years

222

because that's everybody's goal.

223

Like you want.

224

Everybody who you hire stay as long

as only possible because it's always

225

more profitable for organization

to have it that way, right?

226

But, but it's like just so much more.

227

And there's just so much more to,

even say even HR is responsible

228

for even salaries for every,

two weeks every month, payments.

229

It's like agreements everything.

230

So it is just you cannot really

do it that well without treating

231

HR as your true business partner.

232

And just let them give them the place

at the table, what they truly deserve

233

and and always hear their perspective.

234

And from my experience,

definitely founders not always.

235

Of what HR says, but

we will say it anyway.

236

The decision is always yours, but

we are here to tell you scenario

237

A, scenario B and scenario C.

238

And in the end we will proceed

with whatever route you want us to

239

follow, and we will make sure that

you are well protected as our client.

240

But we're expecting the worst,

hoping for the best, but proceeding

241

with whatever is in place.

242

That's how I would describe it.

243

Thomas Kunjappu: So Angelika , that's an

interesting transition you've described

244

about how the relationship for HR and

the C-suite or founders has evolved.

245

But then if you project that forward now

where we're in an age of ai business and

246

strategic background that we're operating

in is continuously more murky laws.

247

It can also like shift but post COVID,

we're dealing with a whole new surface

248

area with like remote work and things

keep continuing to shift and the

249

maybe there's some expectation with.

250

AI for a lot of things, not just in HR,

but across GNA to be more, more efficient.

251

But how do you think about where HR is

headed and how we can stay future proof.

252

Angelika: Definitely the world

is changing all the time and with

253

AI right now in place that's.

254

That's a change for every department.

255

It's it's not just hr.

256

If it comes to hr, like from, whatever

I started working in that field,

257

I hear that one day HR departments

will be replaced by by technology.

258

I don't think that will ever happen.

259

And I have, been certain from

the very beginning when even

260

ideas like that came to place.

261

Hr, HR is we, like we talked.

262

It's just such a strategic advisor

that it will never be fully replaced.

263

But what's changed?

264

Definitely ai.

265

AI is bringing huge help to HR

professionals and we are already using it.

266

It's not a question even do

you want to use AI or not?

267

It is just who will start using

it faster than has an advantage.

268

And you can be still scared about it.

269

You can like, obviously, but but you're

missing out because this if I am looking

270

back and thinking even like how long

many tasks were taking me and how much

271

faster and how much more productive I

am on my daily, duties with ai help.

272

It's just, it's not even comparable.

273

It's, just it's, a lightspeed I

would say so, yeah definitely.

274

The word changed.

275

The word is constantly changing.

276

Like our conversation probably will

not be relevant in two years from now.

277

And there will be like just more which

comes to the, to this everyday table.

278

But but as for now definitely

organizations which already understood

279

what extra tools, what's what extra

softwares, what extra whatev, whatever

280

it is, you name it based on AI or

with ai and they can adapt this.

281

They can have HR who are leading.

282

and prepare trainings for each

department in the company and bring

283

them these tools and so they can have

this advantage so they can be faster

284

than anybody else, than competitors.

285

Then you will win a lot.

286

Not only as individual, in the workplace,

but as a organization as a whole.

287

Speaker 4: This has been a

fantastic conversation so far.

288

If you haven't already done so,

make sure to join our community.

289

We are building a network of the

most forward-thinking, HR and

290

people, operational professionals

who are defining the future.

291

I will personally be sharing

news and ideas around how we

292

can all thrive in the age of AI.

293

You can find it at go cleary.com/cleary

294

community.

295

Now back to the show.

296

Thomas Kunjappu: So you've been

in that role many times of being

297

that first HR person to come into

an organization, basically set up

298

everything from scratch, right?

299

So there's a team in place, there's

maybe some funding or revenue obviously,

300

and then you want to grow a little bit.

301

Recruiting usually tends to

be top of mind, and now you're

302

getting into compliance.

303

And there's a series of tasks

that tend to come in that first

304

setting the table as a function.

305

At this point, if you're doing that

from scratch for a new organization

306

What is different?

307

What is your mindset?

308

Who are you hiring or

what tools are you using?

309

What's, how do you actually go

about setting that up for an

310

organization at that early stage?

311

Angelika: Great question.

312

Yeah, it was each time basically I would

say that I specialize in the openings

313

from the scratch or completely reshaping

the organization which already exist.

314

But but yeah when you start definitely

you're starting from understanding

315

the the le the legal aspect of like

we discussed already, like the legal

316

aspect is very important and you analyze

the wages to be competitive on the

317

market and benefits whatever you can

do to make your organization attractive

318

because you, entering this market

and you want to make sure that you

319

do not miss all this little, details.

320

But if it comes to the hiring I

usually advise to start from the

321

top positions of the departments

and let them to drive how they want

322

to structure each of the department

because they will lead this department

323

and they will lead this individual.

324

So everything has to match not only a

skillset and the description we had in

325

other relocation in mind, but also those

soft aspects and culture effects as well.

326

And somebody who just see the vision.

327

Because every organization, even if

it's global when they entering a new

328

location, they are startup there.

329

And you have to treat it as as such

nothing, is in place yet, and you

330

need some time to to build it, right?

331

So you need also people who understand

that, they're, for example, joining

332

even a global organization, but

333

this location, it's just about to start.

334

So this location is a startup,

but with the corporate and very

335

well structured background like

in some other countries, right?

336

If, we have a situation like that,

because I also work with startups who

337

didn't have any other locations and

they, that was just starts in general.

338

That's a startup like in, in full

understanding of this meaning.

339

But so what, tools like we discuss,

you can right now do a lot of things by

340

yourself, but you can also start work

with some agencies already in place

341

in terms of finance or legal aspects.

342

But if we are choosing working

with hr, because it's see,

343

every organization is different.

344

And of course, like every

field will be different.

345

Like real estate will be completely

having different drive than e-commerce.

346

Like you will need different

people from the start because you

347

have to also understand maybe.

348

In other location, you have people who

you can grow and give them a new market

349

for example, and new responsibilities

what they already have for the

350

existing place where they are at.

351

But they can maybe take a new,

location and it'll make sense, right?

352

So you have to analyze all those

aspects like giving professionals

353

in your organization opportunities

is always a good thing.

354

And that's something always

supposed to appear in HR mind

355

that Hey this, these people would

probably like to have a global role.

356

They probably would enjoy having

business trips to that location.

357

So you have to think about it too,

and see what kind of opportunities

358

you can give internally.

359

Of course the tools, the

softwares the everyday softwares,

360

what you will be working on.

361

And maybe this is the opportunity

to see what's new in the market.

362

Like right now, like every day I

feel like something new is coming

363

up from the task trackers, to

softwares to searching engines.

364

You name it.

365

It's just I feel like with AI already

in place, there is just so many ideas

366

already which are being, brought to light

and it's, I think that we are in times

367

when you really have your, have to have

your eye open and follow those trends

368

you can sign up yourself to like many

groups, even on LinkedIn and just keep

369

your eye open for whatever market is

offering you and which will match also

370

your organization and your goals and

the vision you already have in place.

371

Some, softwares will not match

exactly organization which have one

372

location in place and but others

will match some sort of global setup.

373

So it's, you have to always

custom for where you are.

374

Now and like what kind of company

you are and like, what's your

375

goals, what's your vision like?

376

That's hr work over there to really

sit down with founders with C-suite

377

professionals and just understand their

vision and then propose right solutions.

378

Thomas Kunjappu: So if you had to

pinpoint when would be the point where

379

you actually make the case to hire

someone to help you within HR and why?

380

Angelika: I would start from

the beginning, like before

381

even you even have a location.

382

I was in the situations like that, that

383

Thomas Kunjappu: But hold on.

384

Isn't that why they

hired you as the first?

385

Yeah.

386

Okay.

387

So you're coming in and doing something.

388

So I would imagine on day one, you're

not coming in with budget, right?

389

That's the, scrappy

mindset I would imagine.

390

There's gotta be, at some point

you are there's a trigger to

391

hire someone to help you, right?

392

What would that be?

393

Angelika: Okay, so I have a right

understanding you want me to speak from

394

the perspective of me as a global already

HR leader who helps my client to open

395

new location and I am driving process

to hire somebody who will help me open

396

Thomas Kunjappu: I'm talking about

the former, which is much more common.

397

The idea that you're just

starting up and you're the first

398

HR hire at this company, right?

399

And then you're trying to take it.

400

to a certain place before you would

consider asking for more headcount.

401

So what is the progress you

think is expected, right?

402

What, is, and what are the triggers

before you would feel like it's the

403

right moment to get help for you in

what you're trying to accomplish?

404

Angelika: sure.

405

So this is some sort of you're, not

starting from total scratch because

406

if somebody made a, decision to open

in that location, then they already

407

made some market research before

you even came to the conversation

408

that, and end up being hired.

409

But so I would imagine this, that this

is already okay, we want to invest

410

in that market, in that location.

411

We see huge opportunities here.

412

And this is what we wanna do.

413

Then they hire somebody like me.

414

I'm already in place.

415

I understand the market.

416

I understand what kind of documents

you need what kind of legal aspects you

417

have to follow how the wages looks like.

418

So I, I'm an expert in the field.

419

I'm, joining and I'm.

420

From the day one, giving you already

either confirmation of what you already

421

found either some different insight

of maybe you mistaken in your previous

422

researchers, but I Remember times when

I started in the company where there was

423

not even the official location set up.

424

You have only just one person.

425

You are renting a space

in this networking.

426

Thomas Kunjappu: A coworking space.

427

Angelika: Co-working space?

428

Yes.

429

Thank you.

430

So you're renting a desk

in the co-working space.

431

You have your HR professional working

there, or you don't even have to do it

432

now because since COVID times change

and you can just like have this person

433

working remotely from from their home.

434

And then this is how it can start.

435

Definitely.

436

And then you have also a person

in place who can help you.

437

To, even open this location

because that's, what I have

438

been doing as an HR tool.

439

Like I have been helping just to even

open the location from the administrative

440

side of even talking to building and

building representatives and and then

441

even I, even work with the construction

companies and and manage them at the same

442

time because that's the, thing, like when

you want HR in play, like your first,

443

if you want to start from hr, you have

to choose the one who had been wearing

444

many hats and is not too good to, to do

to even go to the construction site and

445

just make sure that your location has

all the right aspects of there as well.

446

And everybody is doing the good job.

447

Definitely this is not only HR

responsibilities On the beginnings

448

of projects like that you really

go outside of the box many, times.

449

And I think that it's important

that whoever will be listening this

450

podcast to understand that this is

how it is for the first five, seven

451

months of the pre-opening stage.

452

And and then once you have

everything staged, then you really

453

like fully on only HR aspects.

454

But before you're just

like wearing many hats.

455

It's a startup like we discussed.

456

But yeah, I hope

457

Thomas Kunjappu: Yeah, got it.

458

So then one last question

while I have you here.

459

With the shifts that.

460

you expect in the HR function,

what's what's needed from it?

461

If you're giving advice to someone who's

just now coming out of college or school

462

and is looking at getting their first HR

role what, thoughts would you have for

463

them about how they can best be prepared?

464

Angelika: Oh, be brave.

465

Let's start from that.

466

Be brave know your value and make

yourself a place at the table

467

because you fully deserve this place.

468

Like I said earlier, organizations

which have a very healthy and well

469

structured hr teams grows much faster.

470

The founders the managers and whoever

who is in the executive position and

471

management board understands that really

will get to their goals much faster.

472

And that's just something

both sides has to understand.

473

HRS has to be more brave.

474

They have to believe of what they

bring to the table and that they

475

are many times the whole table.

476

And they can really support

every aspect of organization.

477

And management board has to understand

that they really need that second opinion.

478

And your HR will protect you.

479

It's like we protect everybody.

480

We, are always in the middle.

481

And HR is probably this one

professional, which looks super

482

easy and it's such a mistake.

483

It's just such a wrong statement

because our job every day is different.

484

We are fighting with change every day.

485

We can plan the entire week and

it'll never really be like that.

486

We adapt extremely quickly and we

deal with whatever comes because our.

487

Product, if you want to name it that way.

488

Is a person, who every day wakes

up and can change mind every day,

489

can walk up in a different mood

day, can make a different decision.

490

And we have to deal with every situation

with the high to the highest extent.

491

We have to very careful of how we

speak, what we say how we even interact.

492

And we always have to make sure that

we protect everybody and at the same

493

time make everybody feel heard seen.

494

And really we just like I don't

think that we are really ir like

495

replaceable even in the, organizations.

496

And I want young professionals to

really understand that we did like

497

your older colleagues that already.

498

amount of work to change even

this perspective of hr not

499

administrative function, not your

hiring, firing event kinda lady.

500

But.

501

A true advisor and strategic

business partner to the organization.

502

This work already have been done.

503

And and I think that it'll be following

only into the better direction.

504

And but it'll happen only if

professionals in that division will

505

be brave because we like our education

background even before we start

506

working that field is really massive.

507

And you just have to, you are very

you are skilled after the studies and

508

you just have to be brave to use this

knowledge and put this on the real

509

situations and always share your opinion

because like we also spoke, it's not

510

necessarily that the decision makers

will follow your advice but you have to.

511

Bring it as an option.

512

You have to say your perspective and

the best is just to have option A,

513

B, C, and even if they want to follow

with D, which you didn't propose you,

514

really over looked through the issue.

515

And every aspect from every angle.

516

Thomas Kunjappu: That's great advice and

for, the future and we'll have to leave

517

it there, Angelika . Thank you for this

conversation where we talked specifically

518

about how organizations can go global and

what that means from an HR perspective.

519

And you've done that over and

over again on the ground level.

520

And you have this carry and

call to just be brave, right?

521

Whether it means in terms of how

you're working with your executive

522

team around the value that you can

bring in the HR function and that can

523

help future-proof yourself, right?

524

And the.

525

The kinds of things that you need to

do in opening up a new office or geo.

526

It's probably even more scrappy and

more wide from a wide angle lens

527

beyond even what most HR professionals

are doing on a day-to-day basis.

528

'cause it's not just even

full lifecycle management.

529

You're probably, to some degree

getting deeper into compliance,

530

deeper into finance, construction

and facilities, right?

531

Than other folks do.

532

But that kind of mindset can where

you just chase the the, and to

533

chase that the, problems, right?

534

And you're trying to solve whatever

comes your way on behalf of the

535

organization is a great mindset.

536

And for everyone out there who's

listening in and looking to future

537

proof your own organizations especially

in this case as you're going global,

538

I hope you got some value out of this

conversation with Angelika Iwanow-Jackson

539

as I did and I wanna thank you again,

Angelika , and to everyone out there.

540

Good luck as you future proof HR.

541

Angelika: Yeah.

542

Thank you.

543

Thank you Thomas.

544

And I will just add whoever out there

remember that when you seek perfection,

545

somebody else is already doing it.

546

So the longer you wait to, take

this opportunity to make this

547

step somebody else already is

doing it with the best they can.

548

But you don't need perfection.

549

That's what I'm trying to say.

550

It's just do it.

551

It's just do it because a lot of ideas

dies in the suffer and a lot of ideas

552

are being buried in the under like

just somewhere in our head instead

553

of being just like brought to life.

554

Be brave not only to HR,

but be brave everybody.

555

Thomas Kunjappu: Wonderful.

556

Speaker 2: Thanks for joining us

on this episode of Future Proof HR.

557

If you like the discussion, make

sure you leave us a five star

558

review on the platform you're

listening to or watching us on.

559

Or share this with a friend or colleague

who may find value in the message.

560

See you next time as we keep our pulse on

how we can all thrive in the age of AI.