Hilary Ware has been serving as Senior VP, Human Resources Advisor since September 2022. She joined Cheniere in October 2016 as CHRO, leading the transformation of the HR function as the company prepared to commence its next phase in liquefaction operations. With over 40 years of experience in HR and administration in the global energy business, Ms. Ware has a strong track record in delivering business results through business transformation to optimize processes and  costs and improve services quality.

What are some significant challenges and trends impacting the HR industry lately?

The pandemic coupled with significant social changes has undoubtedly been the most recent and most formidable challenge that has immensely impacted the entire industry. From cultural, social to process perspectives, it has brought transformation in all these aspects. As we know that many companies had to work remotely, and not all were prepared for that.

What keeps you up at night when it comes to some of the major predicaments in the HR industry?

I think it’s still uncertain whether we have understood the impact that has occurred during the last two years. From employee experience, employee engagement, employee career views and new requirements for organizations, we are still learning what impact the pandemic and other key social and cultural changes had had.. So both from retention as well as attraction perspective, we’re still in an evolving space.

“Continue leveraging technology to ignite innovation and be nimble at the same time to cope with the external and internal environment”

Please tell us about the latest project you have been working on and some of the technological and process elements you leveraged to make the project successful.

The pandemic and key social changes have caused us to undergo a full review of a number of our processes to determine whether they are relevant, the areas where we need to change, where we  can effectively leverage technology. We need tounderstand what the employees’ and organizations needs are and what those implications have for core processes. Before the pandemic, the processes were designed with the mindset of definite approaches in the company. During the pandemic we adopted interim processes and progams.  We further need to ascertain whether there’s a need to add, augment, change or eliminate processes that are no longer relevant.

What are some of the technological trends which excite you for the future of the HR industry?

At the front and center of our perspective, the upcoming trends would be employee retention and engagement, which will follow directly into the ability to attract and recruit with the type of resources we need. It caused us to focus intensely on our career planning and development, succession planning, and employee experience processes.

How can budding and evolving companies reach you for suggestions to streamline their business?

My first advice would be to stay up to date with what’s happening in the industry and be updated about the current trends so that you can actually have a general understanding of what your competitive and industry peers are looking for. Secondly, you need to maintain a good relationship with your employees and know their requirements and issues. Thirdly, continue leveraging technology to ignite innovation and be nimble at the same time to cope with the external and internal environment.