Interview with Khadija Ben Hammada

In a world defined by technological acceleration, shifting political contexts, and rising employee expectations, the Human Resources function has evolved into something far more strategic: the architect of the human ecosystem. Khadija Ben Hammada explains how People & Culture drives performance, resilience, and innovation – not by talking about people, but by creating the conditions for them to thrive.

What are the biggest challenges Merck is facing globally today?

The challenges we are facing are multidimensional. Globally, organizations must navigate a massive shift in skills, technology, AI, and the geopolitical context – and the biggest challenges sit at the intersections of these factors. For us, four key focus areas stand out:

Talent: Talent scarcity will remain critical for every CHRO. We must stay ahead of our talent agenda, understand the skills we’ll need tomorrow, retain and grow our key people, deploy them where they add the most value, and remain a talent magnet – with 357 years of legacy behind us.

Workforce readiness: Whatever transformation we face, we must ensure we have what it takes to win today and tomorrow. The Merck family is clear: they want to run this company for the next 300 years. Our strategies are all directed toward that goal.

Culture: I see culture as the glue, the backbone, and a competitive advantage – especially in difficult times. Culture determines whether people stay or go, and whether they outperform.

Global leadership: Steering an organization with 63,000 employees in 66 countries means harmonizing global practices while allowing local nuances. Leading globally while adapting locally is key.

How about Germany and the German market in particular?

The same applies to Germany. The additional challenge here is maintaining competitiveness and our role as a competence hub – preserving scientific excellence and industrial legacy while accelerating digital readiness. Germany remains our emotional and strategic home, our headquarters and “heartquarters.” That’s non-negotiable, but it must stay agile and attractive for the next generation of talent.

You describe culture as a competitive advantage. Why is that?

Culture is the operating system of the organization. When the world becomes unpredictable, culture provides stability. It’s the glue that holds people together when everything else changes. It determines whether people stay or leave, whether they give their best or disengage. For us, culture is not a poster on the wall – it’s reflected in decisions: who we promote, how we resolve conflict, which behaviors we tolerate. In that sense, culture is the most powerful form of strategy execution.

How do you see your role as Chief People Officer in steering Merck through these challenges?

I see the HR head as the owner of the human ecosystem that delivers the strategy and makes the organization outperform sustainably. I operate at two altitudes: From the helicopter view, I ensure the people strategy aligns with business needs and builds resilience. At the same time, I spend a lot of time on the ground – listening, talking, understanding. The impact doesn’t come from PowerPoint presentations. Whatever we do in HR: if it doesn’t add value to the production lines, we’re missing our job.

With all these challenges, the idea of “high performance” is experiencing a renaissance in business. At the same time people are asking for more empathy, inclusion and balance. Is that compatible with each other?

Absolutely. Studies show that the key differentiator of high performance is psychological safety. High performance is about creating an ecosystem with psychological safety that allows the organization to outperform. The challenge is to put it into practice. You must invest in teams, be clear about expectations, and connect ambition with emotional meaning. People don’t outperform just for numbers. But if your boss says, “We need to solve one of science’s toughest problems to help kids with cancer,” that changes things. The clarity of aspiration combined with meaningful emotion is key.

“Empathy doesn’t mean lowering standards. It means clarity, fairness, and humanity in how we pursue excellence.”

So, psychological safety and empathy make the difference?

Empathy doesn’t mean lowering standards. It means clarity, fairness, and humanity in how we pursue excellence. A true high-performance culture sets bold ambitions and achieves them through inclusion and trust. Empathy and accountability are two sides of the same coin.

Can you share one or two initiatives that made a real difference?

Three years ago, we introduced an AI-based tool to map all employee skills. Back then, AI was still a buzzword, and many asked why we should invest in such a platform. But I was convinced it would increase productivity and democratize how we view talent. It gave us access to all 63,000 employees and triggered a major shift – from managers thinking “I own this talent” to “I have access to talent everywhere.” This mindset change opened our global talent marketplace. As a result, people are growing and developing faster. I’m very proud of that transformation.

How do you connect performance culture with belonging, purpose, and trust?

By being a role model. The audio has to match the video. Leadership in action is the key element. We make business decisions with an eye on how they affect collaboration. Our benefits reflect our caring culture – from fertility to caregiver support. We value not just what people deliver, but how. And we’re consistent when leaders don’t show the desired behaviors. Culture is also about what you tolerate – and what you don’t.

You mentioned the long term commitment of Merck. Looking ahead: what will be the biggest challenge in the next 3–5 years in terms of culture and people transformation?

We don’t have a crystal ball, so the best we can do is prepare for what we don’t know. That means building resilience, agility, and a culture where people don’t feel lost in crises. To give a specific example: The biggest challenge will be AI – its pace of change exceeds human adaptation for the first time in history. Our job is to close that gap through learning, inclusion, and leadership, ensuring no one is left behind. The second is resilient leadership. Leadership is the essence. If our leaders know how to navigate uncertainty, we can face any crisis. That’s why we’re investing massively in leadership development for 10,000 managers. When the world calls for division, we call for unity; when it calls for disruption and selfishness, we call for humanity and values. If you don’t build that muscle, you’ll be lost as a company.

What makes a good, resilient leader who is ready for the challenges ahead?

Leadership evolves with the world. For me, it’s a choice – to put your team first and yourself last. The next choice is what kind of leader you want to be. Each time I take a new role, I ask myself what I want my team to say about me. When I became CHRO, I told the board: People & Culture will no longer be a support function – it will be the strategic engine connecting business strategy with human potential. If strategy defines what we want to achieve, People & Culture defines how we get there – and whether people will follow.

Are there also some general characteristics that good leaders need?

A good leader needs a few essential skills: Integrity – doing what’s right. Systems thinking – integrating detail, problem solving, and AI into strategy. Empathy and accountability – people don’t care how much you know until they know how much you care. Learning agility – the ability to learn and unlearn quickly.

 How close do you feel to disruptive new leadership operating models that are questioning the role of leaders?

In terms of simplifying the organization, yes. But I don’t believe in saying there’s no boss. In many countries, like China and other parts of Asia, people want clarity about who decides. What I like about the concept is empowering decision-making at every level. As a leader, you should develop a team that can decide quickly. The leader becomes the escalation muscle – not the decider. That brings speed and agility.

Finally, can you share a personal reflection on balancing “hard” and “soft” priorities?

I no longer use the word “soft” – I call them power skills. Leadership is always a paradox; that’s its beauty and its complexity. The hardest moments are during restructuring, when you have to let people go. It’s sometimes necessary to make the company stronger. But I never compromise on the power skills. Leadership isn’t about being liked, it’s about being trusted – and trust comes from doing what’s right, with truth, clarity, and integrity.

We would like to say thank you for a great and inspiring exchange on equal footing — warm and attentive, clear and to the point, open and authentic, yet powerful and decisive.