Leading Across Generations – Exclusive Insights from Nazim Ünlü 

As part of our partnership with Quartz for the upcoming HR Leadership Summit Spring Edition event, HRD Connect sat down with Nazim Ünlü, Global People & Organization Director at Novartis, for an exclusive conversation on the future of work. 

Nazim will speak at Session Four: Future of Work from 9:50 to 11:25 AM (Wednesday, 21^st May)on the panel titled: 

Reimagining work: Meeting the needs of a multigenerational workforce 

Discussion topics include: 

• How technological and societal changes are reshaping workforce expectations 
• Strategies to meet the needs of Gen Z through to the Silent Generation 
• Balancing flexibility, wellbeing, stability and growth across age groups 
• Embedding purpose-driven work across all career stages 

Here, Nazim offers a preview of his perspective – and what it takes to build an inclusive, purpose-led organization in a rapidly evolving world. 

How technology is transforming expectations at work 

For Nazim Ünlü, the most fundamental change in how people approach work today can be traced back to one thing: technology. “The speed of technological advancement is shaping how people view careers, balance their time, and develop skills,” he explains. Gone are the days of linear, vertical career paths. Instead, workers now expect continuous upskilling and re-skilling, purpose-driven roles, and more personalized experiences in a psychologically safe ecosystem. 

This shift demands a more dynamic HR strategy. “You can’t just set one learning strategy and expect it to apply to everyone. People want 360-degree learning opportunities – not just for their professional growth but also their personal development,” he says. 

What different generations expect from work 

While some shifts span all age groups, Nazim is quick to acknowledge generational nuance. “Gen Z prioritizes flexibility, purpose, and tech-enabled environments. They’re globally connected, digitally fluent, and expect a short-term impact with career mobility,” he says. In contrast, Baby Boomers often value structure, long-term commitment, and stability. 

But he cautions against rigid categorizations. “Rather than viewing people only through generational labels, we need to take an inclusive approach and recognize the spectrum of individual needs and experiences.” 

That means thinking carefully about communication, too. “Younger generations are used to quick, focused messages. If your internal communications aren’t designed with them in mind, they won’t engage – no matter how important the message is.” 

Designing policies with people in mind 

How can we create policies that benefit everyone? In our work environment, adaptability is essential. Nazim explains, “We design policies that are based on universal principles yet tailored to be personally relevant.” This approach involves engaging with employees throughout the process: “It’s not about creating everything in the HR Kitchen and then presenting a finished product. We include associates from the very beginning.” 

Technology has enabled this shift. Nazim sees HR increasingly operating like a product development function: user-led, iterative, and tested. “We talk a lot about employee experience now. But to get it right, you need to understand how people actually interact with the systems and policies you’ve created. Design with the end user in mind.” 

 Leaders and managers play a crucial role in this process. “HR doesn’t have endless resources. We depend on people managers to reinforce the culture, gather feedback, and ensure our policies are living documents, not one-size-fits-all rulebooks,” he states 

Embedding purpose through inclusive culture 

Purpose isn’t just a buzzword at Novartis – it’s embedded in every stage of the employee lifecycle. “From onboarding to team meetings, we create space for people to connect their personal values with the company mission,” Nazim shares. 

One way this takes shape is through the company’s Culture Lab initiative. “We encourage teams to openly discuss what our four values – inspired, curious, unbossed, and act with integrity – mean to them,” he explains. These aren’t abstract ideals. They guide how people communicate, make decisions, and define success. 

“Culture is not simply imposed from above; it is shaped by how individuals present themselves each day, how feedback is exchanged, and how safe people feel to be themselves,” Nazim explains. This is why fostering inclusive environments where ideas can be shared openly is a key part of our people strategy. 

Looking ahead: The rise of hyper-personalized employee experience 

What’s next for Nazim? He thinks “Hyper-personalized employee experience is the future. We’re building an ecosystem where people can learn new skills, shape their own career paths, and balance their work and life priorities in a way that suits them.” 

This vision includes embracing advanced analytics and insights. “We are using data to generate real-time insights that help us understand what is effective and what needs adjustment. Collecting feedback just once a year is no longer sufficient. It’s essential to anticipate needs rather than merely react to them. 

Advice for HR leaders 

Nazim leaves HR leaders with two key reflections. “First, build a culture where everyone feels valued, heard, and respected — not just one generation. Inclusion must be at the center.” 

“Second,” he adds, “reimagine the role of HR. With the pace of technological change, we have an incredible opportunity to bridge human needs and business innovation. But to do that, we can’t keep using yesterday’s mindset to solve tomorrow’s problems.” 

Nazim will further explore these ideas in his upcoming keynote at Quartz’s HR Leadership Summit | Spring. Don’t miss the chance to learn how to equip your HR teams for the future of work, today. 

HRD Connect Curators of the New Business Landscape. HRD Connect produces industry-recognized content for senior HR leaders. Through articles, case studies, Q&As, podcasts, events, and more, we offer truly progressive and cutting-edge insights designed to help people leaders address core HR challenges and add greater value to their business.

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