Tomas Remenar on Talent Diversity and Leadership

Tomas Remenar is a Global HR Leader cultivating talents across Europe, the US, and Asia.

Retaining and developing talent in multiple geographies has become a critical requirement for both global and regional leaders. In this interview, Tomas reflects on talent mobility, the benefits of embedding diversity, integrating local cultures into global frameworks, and leadership challenges for the future.

Q: Tomas, you are leading global teams in Europe, the US, and Asia. How do you embed the benefits of local cultures into a global corporate talent environment?

Managing talent in a multicultural environment is always a challenge. Many leaders underestimate the impact that cultural knowledge has on employee management. Before I started managing people in Asia, I completed an intensive intercultural management training program. It required a significant amount of time and energy, but it was a rewarding investment. Understanding cultural specifics is essential for implementing corporate strategy at the local level. When we have a clear corporate vision and know how to inspire employees in their cultural context, we can succeed.

Q: How do you avoid leadership shortages in emerging markets?

You must give people a chance and trust them to deliver the same results as colleagues in mature markets. It is also essential to continuously develop your talents and dedicate time to them. I was fortunate to have a German manager who invested deeply in my development. I passed this same approach to my Chinese colleagues, and our mutual interaction enriched all of us. Many of them grew into strong leaders who now provide significant value in our regional branches.

Q: What do you see as the leadership attributes fundamental to future success?

I would mention three:

Motivation – both the leader’s and the employee’s. People need to see that their leader is motivated and understands their personal drivers.

Customer focus – every employee must realize that a satisfied customer is the key to success. Internal customers should be treated with the same dedication as external ones.

Responsibility for results – leaders must take responsibility for their actions and encourage employees to learn from mistakes. Allowing space for failure, reflection, and growth is part of success.

Q: What challenges do leaders face in achieving success?

Every leader must focus on developing human capital as an integral part of their journey. The success of individuals contributes to the success of the team, and vice versa. People development should be a priority for every leader, yet in reality, it is often overlooked.

Q: Research shows that trust and confidence in senior leadership are among the top reasons employees stay with a company. How can leaders prepare to manage this expectation?

Leaders must “live” the company’s culture and values. Once trust is broken, it is extremely difficult to rebuild. Leaders need to understand the competency model, act in line with ethical principles, and consistently represent the company’s strategy. HR plays a key role in helping leaders develop these dimensions through workshops, internal training, and collaborative platforms.

Q: What is the link between talent mobility and organizational success?

Mobility is a great advantage. In the US, mobility is widely accepted, whereas in some other regions, it remains less common. Companies often rely on expatriates for critical short-term roles, and those individuals usually recognize the importance of mobility. I personally relocated from Europe to China with my family, which required finding the right balance between work and personal life. Thanks to my wife’s support, the experience was successful and invaluable. Relocation opens new perspectives, enriches knowledge, and contributes to both personal and corporate success.

Q: Is it different to attract and retain top talent in emerging and mature markets?

In my view, the principles are similar. The key is aligning employee expectations with the company culture and creating an environment where talents can grow. Leaders play a vital role in communication and motivation. To retain and cultivate high-potential people, companies need global strategies for succession planning, job rotation, and career development. Ultimately, employer branding is crucial – the stronger the brand, the easier it is to attract and retain top talent.

Q: Why are Talent Diversity and Inclusion crucial leadership capabilities?

Globalization makes diversity and inclusion indispensable. Companies must welcome people from different cultures and backgrounds. Diversity brings opportunities to learn, innovate, and achieve more. Trust is key – being “different” does not mean being less capable. If we learn to embrace diversity, nothing prevents us from achieving outstanding results.

Thank you, Tomas.

About Mr. Remenar

Tomas Remenar is a Global HR Leader at Johnson Controls, delivering HR services to Global Business Centers in China, Mexico, Slovakia, and Singapore. He has co-piloted several business transformations on local, regional, and global levels. Tomas holds a Master's degree in Sociology and Human Resources from the University of Trnava.

This interview was part of the MENITY Leaders Talk series (2014–2016).

Interview with Mr. Remenar, conducted by Mr. Janik, Managing Partner at MENITY.

Photography © MENITY