Building Agile, Inclusive, and Future-Ready Workforces
Ilham Mouhriz
Vice President and Head of HR
Navigating through diverse sectors like automotive, hospitality, client relations, consulting, and technology, Ilham Mouhriz has become a dynamic HR leader in Morocco with a unique ability to align people strategy with business outcomes. As Vice President of Human Resources at Capgemini Morocco, she combines her varied experience to drive innovative, employee-centric solutions that not only enhance business performance but also foster a culture of growth and adaptability. In the automotive industry, Ilham mastered precision and efficiency, skills she later applied to the fast-paced, agile hospitality sector. Her experience in client relations deepened her expertise in talent acquisition and retention, allowing her to create programmes that addressed high turnover and boosted employee engagement. Ilham’s consulting background sharpened her strategic vision, while her work in technology enabled her to embrace digital transformation and leverage HR solutions to improve productivity and satisfaction. With this wealth of knowledge, Ilham thrives in dynamic environments, constantly optimising HR strategies to meet business needs. At Capgemini Morocco, she continues to reshape the future of work, ensuring HR remains central to every business decision and driving organisational success through a peoplefirst approach. TradeFlock explores more about her work in this exclusive interview.
What was the biggest HR challenge at Foundever Africa, and how did you overcome it?
Leading HR across four diverse countries— Morocco, Senegal, Côte d’Ivoire, and Egypt— was both a rewarding and challenging experience. Each country’s unique cultural and legal landscape required a tailored approach to HR strategies, which meant balancing local nuances while maintaining consistency across the board. However, the true test came with the COVID-19 pandemic. It revealed the gaps in our digital infrastructure and highlighted the need for rapid transformation. I seized this challenge as an opportunity, accelerating the digital shift by implementing remote work policies and advanced HR systems. The result? Not only did we ensure business continuity, but we also enhanced team productivity and resilience, turning adversity into a triumph for the organisation.
How do you align global Capgemini values with local talent dynamics in Morocco?
We work closely with universities and educational institutions to ensure our training programmes remain relevant to the rapidly evolving market needs. By adapting to the expectations of Generation Z, we offer flexible work models and continuous personal and professional development opportunities. Our focus on diversity, equity, and inclusion fosters an environment where all employees feel respected and valued. This approach allows us to cultivate a cohesive workforce that aligns global Capgemini values with the local talent dynamics, ensuring we remain agile in the face of technological change while upholding a strong cultural foundation.
What is one bold innovation you introduced that significantly elevated the employee experience?
One innovation I’m particularly proud of is the transformation of our recruitment process through bold, creative campaigns at Foundever (formerly Sitel). We ditched traditional methods and introduced virtual, interactive experiences that piqued candidates’ interest and highlighted our unique culture. This wasn’t just about attracting talent; it was about creating excitement. Simultaneously, we embraced “fun management”, integrating playful activities and social events into the workplace to foster camaraderie and drive employee satisfaction. We also redefined internal communication, empowering employees to share their stories and become true brand ambassadors. This holistic approach has supercharged employee engagement, strengthened our culture, and made a lasting impact on the employee lifecycle.
How does HR at Capgemini Morocco balance innovation with human-centred values?
At Capgemini Morocco, we blend technical innovation with human-centred values by offering training programmes that develop both hard and soft skills. Our flexible work models, competitive benefits, and focus on personal growth ensure that our HR practices foster innovation while prioritising employee well-being and values.
What are the three core beliefs you always uphold as an HR leader?
As an HR leader, there are three fundamental beliefs I hold unwaveringly: inclusivity, innovation, and integrity. First, inclusivity isn’t just a buzzword for me; it’s a cornerstone of leadership. I am committed to building environments where every individual, especially women, feels truly valued and has an equal shot at success. This means driving initiatives that actively break down barriers, like mentorship programmes, diversity-focused recruitment, and promoting flexible work policies. It’s about creating spaces where everyone, regardless of gender or background, has the opportunity to flourish. Next, innovation is the lifeblood of progress. In a world that’s constantly evolving, staying ahead of the curve is essential. I believe in harnessing technology, embracing flexible work solutions, and constantly pushing the boundaries of what’s possible. Innovation means not just adapting to change but actively shaping it, ensuring we remain agile, competitive, and responsive to both the needs of the business and the workforce. Finally, integrity is non-negotiable. Leading with honesty, transparency, and ethical practices is the foundation of trust. Whether it’s in recruitment, performance management, or everyday communication, I ensure that every decision is made with the utmost integrity. It’s this consistency that builds a strong, credible culture where people trust the leadership and feel safe to contribute their best. These principles guide my every action, ensuring that HR not only supports the business but drives real, lasting change.
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