CIPD student ambassador, Talal Alyhamdi, shares his perspectives on what young HR professionals need to thrive, and what leaders should consider as they build workplaces equipped for the future
Talal Alghamdi is a young HR professional with over five years of experience in talent acquisition, organisational development and performance management across diverse industries in the Kingdom. Talal recently completed his Level 5 CIPD qualification and served as a student ambassador for his study centre, helping connect and support the wider CIPD student community.
In Saudi Arabia, a labour market transformed by Vision 2030 and accelerated by global shifts in technology is redefining what early career talent looks for and what organisations must be prepared to offer. Young people are not only responding to change; they are actively influencing how work, leadership, and capability evolve.
Within this context, and as we celebrate Arab Youth Day, this interview with a young Saudi HR professional provides valuable insight.
My HR journey began during the early years of Vision 2030, when conversations about work, purpose, and potential started shifting across Saudi Arabia. I was drawn to HR because it sat at the heart of that change — helping people find meaning and growth in what they do. Watching how national transformation touched individual lives taught me that work is personal and that behind every function or process is a person with their own story, ambitions, and ideas.
I have grown up with rapid digital change and a clear sense that the old rules that brought rigid hierarchies and stagnant processes don’t always serve us. My generation values transparency, feedback, and purpose over hierarchy. That influences how I lead and I prefer open dialogue over formal authority, and I believe opportunity should be visible to everyone. I don’t see being a leader as a status or title, being a leader is about having a responsibility to the people.
My purpose is to help people feel capable and empowered. That means building environments where young professionals don’t just survive but grow and thrive and where they can ask questions, make mistakes, and contribute meaningfully. If my journey can remind someone just starting out that they belong in the room and their contribution is valuable, then I’ve done what I set out to do.
Young professionals no longer separate their identity from their work. They want growth, flexibility, and a sense that their effort matters. This is reshaping how organisations think about talent and retention now depends less on salary alone and more on culture, learning, and trust. Organisations that ignore this will struggle to keep the very people they need most.
What helps most is humility from both sides. I encourage younger colleagues to explain their reasoning, not just their preference, and I help senior colleagues see that different doesn’t mean wrong. Simple habits like rotating who leads a meeting or rethinking how we conduct business builds natural respect over time.
Healthy confidence today looks like speaking up without dominating, and admitting uncertainty without feeling small. Leaders can help by inviting input directly, welcoming different perspectives and celebrating thoughtful risks and avoiding the assumption that there's only one right way to do things.
Young people in our region bring remarkable adaptability, digital fluency, and a deep pride in where they come from. Our generation demands meaningful and rewarding work and we challenge norms and processes, and we keep pushing organisations to move faster, think clearer, and stop accepting outdated practices. Leaders should pay attention to our desire to build, not just fit in.
Young professionals are not future leaders. We are leaders now. We need space, trust, and honest mentorship. Reflect on whether your workplace listens to youth or just talks about them.
Curiosity, emotional intelligence, and the ability to unlearn will matter most. Technical skills age quickly, but someone who listens well, adapts, and asks the right questions will stay valuable. My CIPD membership grounds me in evidence-based practice and connects me to global HR thinking, helping me separate real trends from noise.
Individually curated development sessions, clear growth paths, and respecting boundaries between work and rest. Also, giving the opportunity to young talent to lead initiatives and manage projects will give them confidence and invaluable experience.
Building the organisational structure and salary scale at a start-up from scratch taught me that people need clarity to thrive. One misaligned grade could create frustration across a team. That experience still guides me today and now before designing any system, I ask who it serves and whether it feels fair from every chair in the room.
Managing recruitment and onboarding for over 100 employees and ensuring each person felt welcomed and knew their role is something I'm truly proud of. Seeing the same people get promoted and their growth in the organisation showed me how the HR function deeply impacts people’s journey and enriches their experience.
I recognise that each member of my team have their own ambitions, challenges and aspiration. And to help them reach their full potential I lead with trust and empowerment, and I provide my team with clear KPIs, honest feedback, and —above all — an active listener.
Vision 2030 has been a catalyst of change in the work environment in the Kingdom, opportunities and options have expanded now for young Saudis who were ready to learn and lead. Many organisations have enhanced their work culture and improved their leadership style to align with youth’s ambition and drive the nation and its people forward.
I want to help design HR systems that are fundamentally fair, transparent, and development-focused. My goal is to build frameworks that help people find their true place and excel, providing them with both the strategic guidance and the practical means for long-term success.
Do not be afraid to step out of your comfort zone and try new things. Never feel discouraged by how much you still have to learn — everyone you look up to was in your exact shoes at one point. Embracing the risk of trying and failing will always take you further than standing still.
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