By: Racheal Olatayo

Ayo Olubona is a seasoned HR professional with over six years of experience specialising in recruitment within high-growth organizations. Throughout her career, Ayo has successfully hired top talent for industry giants such as Google, AstraZeneca, Cisco, ConEdison, KPMG, Barclays, Lloyd’s, Fitch Group, Morgan Stanley, and Ogilvy. She honed her skills in West Africa’s competitive recruitment industry, where she was trained to innovate in talent acquisition and tailor her messaging to resonate with diverse audiences.

Ayo’s strategic communication and client management skills have been critical to her success, enabling her to secure partnerships with reputable organisations and consistently deliver exceptional candidates. Her professional network and commitment to maintaining lasting relationships have kept her ahead of industry trends, allowing her to source outstanding talent. Ayo is also passionate about ensuring a positive candidate experience, fostering clear communication, and creating a welcoming atmosphere that has earned her consistent praise from candidates. Her dedication to positively impacting the careers of immigrants, particularly in international environments, drives her mission to break the glass ceiling and unlock limitless opportunities for underrepresented professionals.

Your journey in HR is remarkable. What inspired you to pursue a career in this field?
My journey into Human Resources was initially happenstance, but I believe it was part of a greater divine plan. After completing my service year, I was uncertain about my career path. My first job came about rather unexpectedly, I had attended an interview at an investment firm and was offered an HR administrative role. I enjoyed it, as it aligned with my temperament and my natural inclination to help others. It wasn’t until my second job that I truly realized HR was my calling.

During my initial job search, I had interviewed at Talents and Skills Africa, where I met the MD/CEO. Although he was impressed with my performance, there were no suitable openings for an entry-level candidate at the time. Nearly nine months later, while I was working as an HR administrator, he reached out personally to offer me a recruiter position. At that point, my experience in recruitment was minimal; I had only assisted with preparing documents, drafting interview questions, and coordinating candidates, without direct involvement in the interview process itself. However, my curiosity had been growing, and the new opportunity excited me. Without hesitation, I accepted the role. Joining Talents and Skills Africa as a Recruitment Specialist was a turning point in my career.

I found immense fulfilment in helping individuals secure their dream jobs. Witnessing their excitement upon receiving offer letters and knowing that I had contributed to their professional growth and financial stability made me feel like I was doing something good. That sense of purpose cemented my passion for HR, particularly in recruitment. I realized that my career path was not just about filling roles, it was also about empowering people, guiding them toward meaningful careers, and ensuring they thrive in the workplace. That deeper purpose continues to inspire me today.

You’ve held many leadership roles and consulted for global companies like Google and AstraZeneca. What were some defining moments in those roles that shaped your approach to HR?
Working with global organizations has been both a privilege and a learning experience. One insight that completely changed my perspective was the critical need for cultural representation within these spaces. I realized that opportunities exist for people of color but many of us lack access to the right information on how best to showcase our skills and capabilities to seize those opportunities. I was also exposed to high-impact HR strategies, complex workforce dynamics and the nuances of managing cultural diversity in global workforces. Many of these organizations have employees across multiple regions so I had to navigate different cultural expectations, workplace norms and communication styles.

I also witnessed firsthand, the agile approach that these organizations take to change management programs. These large organizations prioritize transparency, communication and ongoing support in periods of restructuring which makes it easy for employees to align and transition smoothly. And don’t even get me started on their employee well-being programs with a lot of focus on work flexibility, mental health and career development. This alone is a major reason why these organizations continue to flourish as employees remain super motivated to perform, innovate and exceed expectations.

Beyond corporate leadership, you’ve positioned yourself as a thought leader on workplace inclusion. What motivated you to take your expertise to a global stage?
My personal experiences, particularly as an immigrant in the United Kingdom, significantly shaped my perspective. Securing a good job wasn’t an easy battle. Despite having the necessary qualifications and certifications, I often found that less qualified candidates were chosen over me. Fortunately, I eventually secured a strong role at a reputable company but, even after being hired, I faced an unspoken sentiment of “not belonging here”. I felt scrutinized in every aspect of my work, as if my competence was constantly in question. It seemed as though people doubted my ability to excel, and I had to prove my worth daily. Over time, through diligence and excellence in my role, perceptions changed. My contributions became undeniable, and I quickly rose to a position where I was part of key decision-making processes. However, that experience of being judged for my background, my accent, or simply for being different was not unique to me. Many immigrants face similar challenges, often struggling to gain recognition despite their skills. I have seen friends and family go through the same ordeal, some lucky enough to break through, others forced to leave their jobs due to persistent discrimination and humiliation.

This reality has fueled my passion for advocating for more inclusive workplaces. These conversations need to be amplified, not just within organizations but across society. Everyone deserves the opportunity to thrive based on their abilities and not be held back by biases.

You’ve been a speaker and joined the panel of discussions at major events, including the United Nations CSW. What was that experience like, and what key message did you share?
These experiences have instilled in me an overwhelming sense of gratitude. Looking back at my journey, the challenges I’ve faced and the battles I’ve fought to reach this point, I can’t help but feel deeply thankful. The opportunity to contribute to these important conversations on broad platforms and be recognized in influential spaces is truly humbling. The level of exposure, the global insights I’ve gained, and the opportunity to engage in these discussions are invaluable, and I feel incredibly blessed to be part of it all.

At the core of my message is fairness; ensuring that people are treated equitably, be it in the workplace, on public transport, in financial institutions, or any other setting. Everyone regardless of race, background, gender, religion, skin color, or accent deserves a fair chance to thrive. My advocacy extends beyond workplace inclusion to female empowerment, a cause especially close to my heart due to my own experiences with gender marginalization, even outside the context of being an immigrant. In Africa where I’m from, this has always been a huge issue. Inclusion, diversity, and equality cannot be meaningfully discussed without addressing the role of women in these spaces. Ultimately, my mission is simple: to champion fairness in every sphere of life.

Diversity, equity, and inclusion are hot topics in the HR space today. In your experience, what are the most common barriers companies face when trying to implement real change?
Indeed, DEI has become a huge topic in the world of work but implementing real change remains a challenge for many organizations. In my experience, one of the most common barriers is lack of genuine commitment from leadership. Many organizations express support for DEI initiatives, but you’d find that most of these efforts are performative. At the root, there is no real buy-in from leadership and more often than not, many organizations adopt a “one size fits all” approach to DEI, failing to tailor their strategies to their specific workforce. As a result, they end up with ineffective initiatives that don’t resonate with employees. DEI isn’t a checklist, what works for one company or industry may not work for another. There’s also the issue of limited resources and budget constraints, stemming from the fact that leadership doesn’t consider this important. Many organizations launch DEI programs but fail to allocate sufficient resources, be it financial, human or structural to sustain these programs long term.

To drive real change, organizations must move beyond performative actions and make DEI an integral part of their culture. This means securing leadership commitment, implementing structured DEI training programs, tracking progress with clear metrics and ensuring policies promote fairness at every level. More importantly, companies must create safe spaces for open dialogues and continuous learning.

The world of talent acquisition is evolving rapidly with AI and digital transformation. How do you see these advancements impacting hiring practices and workplace dynamics?
The talent acquisition industry is undergoing a significant transformation driven by several key trends, one of which is AI and digital transformation and I’m a fan. AI tools are revolutionizing recruitment processes by automating repetitive tasks, analyzing bulk datasets, and enhancing candidate experiences, reducing time-to-hire, making recruiting faster, smarter and way more efficient. Take for instance Tezi, a brilliant company which I’ve been following for a while that just very recently launched their all-in-one AI recruiting agent trained by top recruiters and hiring managers to handle all the tedious parts of recruiting. The tool named “Max” automates the entire hiring process from reviewing applications to screening and shortlisting, to also scheduling interviews as well as keeping the ATS updated. The exciting part is the number of companies that had joined the waitlist for this product before it even launched. It goes to show the level of demand for innovative AI powered products like this that just takes the burden of repetitive work away. Tools like these guarantee efficiency, speed, better candidate experiences, data-driven decision making and most importantly, minimizes biases in the hiring process.

However, I must say this also; while AI tools enhance efficiency, it is crucial to maintain the human element in hiring. There’s need to balance out technology with human-centered hiring. Companies should use these tools to augment decision-making and not replace it entirely. Ensuring ethical AI usage, prioritizing candidate experiences and retaining the human element will be key to navigating this evolving landscape.

As someone who has mentored many professionals, what do you think young HR leaders need to focus on to stand out in the industry today?
For young HR leaders looking to stand out in today’s competitive industry, a combination of technical expertise, strategic thinking, strategic positioning, and strong people skills is essential. HR is no longer just about policies and compliance; it’s about driving business success. Young HR professionals must understand how HR strategies align with overall business goals, workforce planning, and financial performance. Developing a strong grasp of business operations will position them as strategic partners rather than just administrative support. The ability to also interpret data and use it to inform talent strategies is a game-changer. Young leaders must embrace HR technology whether it’s AI-powered recruitment tools, HRIS platforms, or employee engagement analytics. That being said, the human element remains irreplaceable. Strong emotional intelligence (EQ), including empathy, active listening, and conflict resolution skills are all crucial for building trust, fostering engagement, and managing diverse teams effectively.

There’s also the place of continuous learning and adaptability. Staying ahead requires continuous learning whether through trainings, certifications, networking, mentorship, or keeping up with industry best practices. Lastly, this particular point is a major differentiator that I love to speak about and it is building a strong personal brand. HR professionals who establish themselves as thought leaders through speaking engagements, LinkedIn content or industry networking gain credibility and influence in the field. Sharing insights, contributing to discussions and positioning oneself as a knowledgeable resource can open doors to career growth.

You’ve worked across different regions and cultures. How does workplace culture vary globally, and what lessons can organizations learn from these differences?
I’ve observed that workplace culture is deeply influenced by societal values and what is considered acceptable within a specific region. Take organizational structures, for example; In many African and Asian countries, hierarchical structures are the norm. Decision-making flows from the top down, there is a clear chain of command, and performance is easily tracked. This mirrors the broader societal structure, where authority and seniority are highly respected. In contrast, European organizations tend to favour flat structures that encourage collaboration, idea-sharing, and open dialogue.

Communication styles also vary significantly. In Western regions, indirect communication through emails, Slack, Teams, and intranets is widely preferred, streamlining interactions across dispersed teams. Meanwhile, many African organizations still lean toward direct, face-to-face communication, often due to limited orientation on effectively leveraging digital communication tools. Another notable difference is work-life balance. Western workplaces have embraced hybrid and remote work, along with flexible start and end times, recognizing their impact on productivity and employee well-being. On the other hand, in many African regions, long working hours are often perceived as a sign of dedication and commitment to organizational success.

I believe organizations have much to gain from embracing truly diverse workplace cultures. Companies that recognize and integrate cultural differences are more likely to build stronger, high-performing, and globally competitive teams.

Many women in leadership face unique challenges in the corporate world. What has been your experience, and what advice would you give to women striving for leadership roles?
If we begin to talk about the many issues that women in leadership face on a daily basis, we won’t exhaust the topic in one day. I mean, just look at what is currently going on in the Nigerian Senate with a female senator being constantly bullied and shut down just for standing up for herself. From unconscious bias to different forms of harassments to limited representation in top leadership or executive positions, the challenges are numerous. Personally, I’ve experienced moments where I had to work twice as hard to prove my competence, even when my track record spoke for itself. In some cases, I’ve had my ideas overlooked in meetings, only for them to gain traction when voiced by male counterparts. And as an immigrant, I’ve had to navigate both gender and cultural biases, which made the journey even more complex.

However, these experiences have also shaped my resilience and leadership style. I’ve learned that advocating for yourself is non-negotiable. No one will champion your value better than you, so speaking up, owning your expertise, and ensuring your contributions are recognized is important.
For women striving for leadership roles, my advice is own your expertise, build strategic relationships, develop negotiation skills, support other women (this is very important!) and most importantly, don’t wait for permission to lead, step into leadership with confidence because the world needs more women at the table, not just for representation, but for diverse perspective and for the impact that we bring.

Thought leadership requires constant learning and engagement. How do you stay ahead of industry trends and continue to expand your influence?
I stay updated by regularly attending industry conferences, webinars, and HR summits where experts discuss emerging trends, challenges, and innovations. For the month of April, I’m registered to attend two major HR events, one is an SHRM event for HR leaders happening in Albany Oregon on the 9th of April and the second is the HR Technologies Show 2025, scheduled for April 23-24, 2025, at ExCeL London. The event stands out as a pivotal event for HR professionals and will feature over 75 exhibitors, including industry giants like Oracle and Workday, showcasing innovations such as AI-driven recruitment tools and predictive analytics. Additionally, I pursue relevant certifications and professional courses to deepen my expertise in the field of HR, actively participate in HR communities, both online and in-person, to exchange insights and learn from other professionals and I create and share valuable content like writing articles, speaking at events and sharing insights on LinkedIn or other social media, contributing to the wider HR discourse.

I also mentor young professionals and engage in leadership development programs like being the Chief Activator of the Black Young Professionals community in Bristol, United Kingdom, hosting a number of networking and professional development events. By so doing, I’m not only helping others grow but I’m also staying attuned to evolving challenges in the job market.

Looking ahead, what’s next for you? Are there any exciting projects, initiatives, or collaborations in the pipeline?
I’m working on hosting an HR leadership event in the US in the third quarter of the year, most likely in Portland, Oregon with top voices in the recruitment and HR industry. It is going to be a huge one with different activities. There will be a job fair with speed interview sessions for jobseekers looking to take advantage, a networking mixer for industry leaders & C-suite executives, a panel session featuring global recruiters and senior HR leaders from top organizations, and a few talks from innovative founders within the HR space. My target audience for this event will be job seekers, students, immigrants, under-represented professionals such as professionals living with disabilities/neurodiverse professionals, HR leaders, recruiters, C-suite executives, Founders and CEOs.

Finally, if you could change one thing about the future of work, what would it be and why?
If I could change one thing about the future of work, it would be ensuring that fairness and inclusion are truly embedded into the core of every organization, not just as buzzwords, but as lived values. The future of work is evolving rapidly, but too many systems are still built on outdated practices that marginalize certain groups whether due to race, gender, socioeconomic background, or even geography. I would like to see a world where opportunities aren’t limited by where you’re from, how you speak, or what you look like.

Imagine a future where every voice is heard, where compensation is equitable, and where every individual regardless of background has a fair chance to thrive, grow, and lead. That’s the kind of transformation that creates not only better workplaces, but better societies. Because at the heart of it, the future of work isn’t about technology or AI, it’s about people and if we get the people part right, everything else will follow.