Diana Bocaneala, Vice President of Global Talent at CloudFactory, recently concluded a business trip to Kathmandu marked by several engagements. On March 26, she delivered a keynote address at the HR Meet 2025, organised by Growthsellers Pvt. Ltd., focusing on how intelligence, innovation and business impact are shaping the future of human resource management. With over 15 years of experience in various People Operations leadership roles, Bocaneala has a proven track record of driving significant business changes by empowering individuals and fostering robust organisational cultures.
Bocaneala’s extensive expertise encompasses human resources transformation and growth, with a specialisation in Agile People Operations, People Operations Strategy and Execution, Leadership Development, People Development, Talent Acquisition, People Data Analytics, Mergers and Acquisitions, HR systems implementation, Compensation and Benefits, People Engagement, Change Management, and Programme Management. Throughout her career, Bocaneala has contributed to fast-growing and rapidly evolving organisations. She also shared insights on effective People Operations for organisational transformation and growth with the HRM Nepal. Excerpts:
Q: Drawing on over 15 years of experience in leading people operations, could you elaborate on your strategies for cultivating healthy organisational cultures through employee empowerment?
A: A healthy organisational culture begins at the top. Leaders must be the first to role model the values and behaviours they expect from others. Culture isn’t built through posters on a wall or one-off workshops – it is reinforced daily through consistent actions, transparent decision-making, and a zero-tolerance approach to behaviours that erode trust. Employees look to leadership to set the tone, and when they see authenticity and accountability in action, they follow suit.
Empowering employees starts with fostering a growth mindset. This means identifying individual talents, creating opportunities for people to stretch beyond their comfort zones, and supporting them in acquiring new skills. When employees feel seen, valued and challenged, they bring their best selves to work. Research by McKinsey & Company highlights that organisations with a strong culture of empowerment see a 55% increase in employee engagement and a 17% improvement in productivity. Additionally, a culture of empowerment nurtures innovation – employees who believe they have ownership over their work are more likely to contribute creative solutions and drive meaningful change.
Q: Considering the dynamic nature of fast-growing and rapidly evolving IT companies, what specific HR strategies have you found to be particularly effective in such environments?
A: Speed and agility are the name of the game in the tech industry. The most effective HR strategies focus on building the right capabilities to support business growth. This includes three critical pillars: Data-Driven Decision-Making, using insights from people analytics to guide talent strategies; Strong Business Partnership, ensuring HR understands and speaks the language of the business to influence decisions; and Proactive Talent Management, attracting, developing, and retaining top talent while ensuring alignment with future business needs.
Companies that embed these strategies into their HR functions do not just react to change; they drive it. Another key strategy is embedding learning agility within the workforce – encouraging employees to continuously develop new skills so they can pivot as the business evolves. Fast-growing companies need HR teams that can anticipate challenges before they arise and design talent programmes that scale alongside the organisation.
Q: Could we say that HR empowerment and organisational transformation/growth share a causal relationship?
A: HR empowerment and organisational growth are not just correlated – they have a causal relationship. A company’s success is often a reflection of how strategically HR is involved in decision-making. Organisations that bring HR to the executive table, where HR professionals possess strong business acumen, are the ones that thrive long-term. Research from the Harvard Business Review found that companies where HR leaders are key decision-makers see 2.5x higher revenue growth compared to those where HR is primarily administrative.
An empowered HR function aligns talent strategies with business objectives, ensuring that people are the driving force behind transformation. The more HR is integrated into business strategy, the better the organisation can anticipate workforce needs, navigate change, and maintain a competitive edge. This also fosters a work culture where employees see HR as a strategic partner rather than just an operational necessity.
Q: What are the primary drivers that inspire human resources professionals to achieve peak performance, and in what ways can the HR culture itself serve as a bridge to align staff performance with desired organisational outcomes?
A: HR professionals are often intrinsically motivated by the mission of unlocking human potential. But motivation alone isn’t enough – clarity, alignment and strategic involvement are crucial. To bridge the gap between staff performance and business outcomes, HR must: understand what the business needs and ensure those expectations are crystal clear; work in partnership with functional leaders and managers to embed a performance-driven culture; and balance empathy with accountability – people thrive when they know they are supported but also challenged to grow.
Performance isn’t just an HR initiative; it’s a shared responsibility across all leadership levels. The best-performing HR teams create systems that enable employees to connect their daily work with broader business goals, fostering a sense of purpose. When HR culture is built on trust, transparency, and a clear vision, employees are more likely to be engaged and perform at their best.
Q: As an expert in agile people operations, could you elaborate on how companies can successfully implement this approach?
A: Agility in HR isn’t about working faster – it is about working smarter. Successful agile HR teams: keep their eyes and ears open to shifts in business needs and adjust strategies accordingly; use fluid goal-setting methods, such as setting annual goals with quarterly milestones; adopt agile practices like Kanban boards for visibility and stand-ups for alignment; and build an agile mindset where change is expected, resilience is nurtured, and accountability is paramount.
A true agile HR function isn’t just reactive – it anticipates and adapts proactively. Companies that implement agile HR effectively also prioritise cross-functional collaboration, ensuring that talent strategies evolve alongside market demands. By embracing agility, organisations not only respond to change but also harness it as a competitive advantage.
Q: Given the ever-evolving HR landscape, how should Chief Human Resource Officers stay updated and integrate new tools and techniques? Additionally, how can organisational leadership effectively support the HR department?
A: CHROs must stay connected – to the industry, to HR innovations, and to technological advancements. Attending conferences, engaging with HR communities, and experimenting with new tools are essential. Additionally, leveraging AI-driven HR tech and predictive analytics allows HR leaders to move from reactive problem-solving to proactive strategy development.
At the same time, business leaders must feed HR with insights – sharing their vision, needs and challenges openly. Organisations thrive when HR is seen as a strategic partner rather than a compliance function. By fostering open dialogue and collaboration between HR and leadership, businesses can create an environment where people strategies are aligned with organisational success.
Q: In countries like Nepal, where HR departments often have limited functions, how can organisational leadership foster a broader and more strategic understanding of HR’s role?
A: In regions where HR is still perceived as an administrative function, HR leaders must make their value known. The best way? By delivering impact. Instead of focusing solely on transactional work, HR should: drive talent acquisition strategies that bring the best minds into the organisation; design development programmes that directly contribute to business growth; and lead change management efforts to help organisations navigate transformation smoothly.
HR’s role is not about paperwork; it’s about building organisations where people and business thrive together. Leaders in emerging markets should also invest in HR capability-building, ensuring their HR teams have the skills to drive strategic initiatives rather than just operational processes.
Q: What new HR strategies are you implementing at CloudFactory to shape the organisation’s future?
A: At CloudFactory, we are embedding AI into HR operations to drive efficiency, supporting business transformation through strategic workforce planning, and addressing skills gaps through both talent acquisition and upskilling initiatives. But most importantly, we are prioritising listening – understanding business needs and delivering solutions that drive real impact.
By focusing on agility, innovation and workforce readiness, we aim to create a future-proof talent strategy that aligns with our business’s evolving needs.
Q: Based on your extensive experience in people operations, could you share some of the most impactful HR interventions you have led?
A: One of the most significant HR initiatives I’ve led is designing and deploying a performance management system. High-performing teams don’t happen by chance – they require clarity, alignment and reinforcement. Key success factors include: involving stakeholders in the design process to ensure buy-in; crafting a strong communication and change management plan; and investing in training, adoption, and continuous improvement.
When performance management is done right, it becomes a powerful engine for organisational success.
Q: How critical is fair performance evaluation in an organisation and what best practices ensure its effectiveness?
A: Performance evaluation is just one piece of the puzzle – performance management is the real goal. Best practices include: setting clear expectations upfront; providing continuous feedback instead of relying solely on annual reviews; using data-driven insights to track progress objectively; and conducting calibration sessions to ensure fairness and consistency across teams. Organisations that treat performance management as an ongoing, strategic function rather than a once-a-year exercise see better alignment, higher engagement, and stronger business results.
As the HR landscape continues to evolve, the role of HR professionals is becoming increasingly strategic. From fostering healthy organisational cultures and driving business-aligned talent strategies to implementing agile operations and leveraging AI, HR has the power to shape the future of work. The most successful organisations recognise HR as a key business partner, ensuring that talent initiatives are not just supporting but actively driving business growth.
Ultimately, the success of any HR function lies in its ability to listen, adapt and innovate. Organisations that empower HR to lead with data, strategic insight, and a deep understanding of both people and business will be the ones that thrive in an ever-changing world. As we move forward, the challenge is not just to keep up with change – but to anticipate and shape it.
