Kabira Bhatporia
Head of HR, JLL
As organisations navigate technological disruption, shifting employee expectations and an increasingly competitive talent market, the role of HR is becoming both more strategic and more human. For Kabira Bhatporia, Head of HR at JLL, effective people leadership begins with honesty, empathy and a willingness to listen. In this conversation with The Leadership Gazette, she discusses building trust during uncertainty, competing through career opportunities rather than compensation alone, preparing employees for an AI-enabled future and creating a workplace in which people feel safe, supported and able to grow.
1 . What has been the most significant leadership lesson of your career?
Certainty is not what earns trust—honesty does.
As leaders, vulnerability is not simply something we display; it is something we need to recognise in
ourselves and respond to with empathy. I saw this play out clearly during the pandemic and the
recent regional crisis. Being present, listening and supporting people through uncertainty built more
trust than having every answer ever could.
The same principle applies to everyday leadership. We will not always have all the answers, but our
ability to show up, listen and provide support creates a transparent and inclusive environment that
people want to be part of.
2 . How can organisations compete for talent in an increasingly competitive market?
We do not compete on salary alone—we compete on career architecture.
I believe JLL is not simply a place to take up a job or complete a project; it is a place where people
can build a career. That growth may take place within the same department, across different
functions or through opportunities in other geographies.
Structured graduate programmes, university partnerships and initiatives such as our Real Estate
Knowledge Hub in Saudi Arabia give people a visible path forward. Our growth from fewer than 200
employees to more than 1,600 was possible because talent could see where their careers might
lead—not merely where they would begin.
3 . How are changing workforce expectations influencing the workplace?
The next generation wants purpose, flexibility and a voice—not just a compensation package.
We continually look for ways to create open dialogue across the organisation and at every level.
Initiatives such as coffee sessions with new joiners help us build the kind of open culture that
employees increasingly value.
Our Gen Z Advisory Board brings greater structure to this listening process. It helps ensure that
leadership decisions reflect what talent expects today, rather than relying solely on approaches that
may have worked a decade ago.
Listening cannot be treated as an occasional engagement exercise. It must become part of how an
organisation operates and makes decisions.
4 . How is AI transforming the role of HR?
AI’s impact on HR will be reflected through the evolution of jobs rather than simply their elimination.
The transformation is similar to what we experienced during the early years of the internet—a
period that ultimately created new categories of work rather than only removing existing roles. Jobs
are now evolving to incorporate AI tools, requiring HR professionals to develop a combination of
strategic thinking, adaptive leadership and technological fluency.
The key is to view AI as a tool that helps employees build future-ready skills and work more
effectively in their day-to-day roles—not as a replacement for humanity within HR.
AI can provide stronger data, validate and sharpen our decisions, and give us a more holistic view of
the organisation. However, we cannot stop developing our critical-thinking abilities. That human
judgement, combined with the intelligence provided by technology, is what enables better decisions.
The real difference lies in execution. Organisations that position AI as an opportunity to build
capability, rather than merely reduce headcount, are more likely to achieve genuine adoption
instead of resistance. Ultimately, people will unlock AI’s true potential.
For HR professionals, the career implications are clear. Those who develop technological fluency
while retaining their strategic and human-centred capabilities will continue to advance. Those who
resist adapting risk being left behind as the profession reshapes how it creates value.
The transformation is not about technology replacing people. It is about empowered professionals
using technology to deliver greater strategic impact.
5 . How can organisations foster a culture of continuous learning?
I strongly believe that learning never stops—and it does not need to happen only through traditional
methods.
People should continue learning and growing in whichever direction they aspire to develop. At JLL,
we are investing in persona-based training that helps employees become more effective in their
current roles while preparing them for what comes next.
This mindset, supported by our “Be Curious” behaviour and initiatives such as the Real Estate
Knowledge Hub, enables development to take place through live projects, mentoring and
professional exposure—not simply through a formal training calendar.
A genuine learning culture exists when development becomes part of everyday work rather than an
activity employees attend occasionally.
6 . Which initiative has made the greatest impact on employee mental health and well-being?
Employee welfare and safety are paramount for us, and every initiative we introduce is intentionally
connected to strengthening people’s sense of safety at work.
The Sunflower Programme is particularly meaningful. Through something as simple as a lanyard, an
employee can indicate that they may be navigating a hidden condition without being required to
explain themselves.
Combined with trained mental health first aiders across the business, the programme has helped
turn support into a peer relationship rather than leaving it as a corporate policy. That is what begins
to create genuine cultural change.
Policies are important, but employees experience support most powerfully through the everyday
actions of the people around them.
7 . What inspired you to pursue a career in HR?
It happened organically, honestly.
My early years were shaped by learning from exceptional mentors. Seeing the impact I could have
on someone’s career—and having the opportunity to become part of their professional journey in
different ways—gradually developed into a genuine passion.
Working in HR also gave me a deeper appreciation of how people strategy connects directly with
employee engagement, productivity and, ultimately, business performance. It is never only about
people processes; it is about outcomes.
Today, it feels like second nature. There is a real sense of fulfilment in being an enabler for both the
business and its people.
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