A conversation with Wafa Zreik
Wafa Zreik is a human resources executive with more than 30 years of experience across the United Nations system, telecommunications, hospitality and agricultural distribution. As Group Head of Human Resources at Unifert Group, she leads the people strategy across the Middle East and Africa, working with executive leadership to align organizational capabilities and talent priorities with business objectives. She has a strong interest in mentoring, governance and sustainable organizational growth, supported by her completion of the IFC-ESA Corporate Director Program and the Board Diversity Program.
If you could eliminate one widely known HR practice from the corporate world, what would it be and why?
I would eliminate the practice of making people management the main route to career advancement. Too often, excellent specialists reach a point where they need to become managers to progress or receive greater recognition and pay, even when their strengths and interests lie in their area of expertise.
I believe organizations have a responsibility to provide specialists with opportunities to grow and be rewarded for their contribution. At the same time, managers should be selected for their ability to lead and develop people and given the preparation and support to do so. Being an excellent specialist does not automatically make someone a good manager. Both contributions are valuable and should be recognized in our career structures.
What is one misjudgment or setback you made early in your corporate journey that could have seriously jeopardized your career, and what did you learn from it?
One early misjudgment was believing that a way of working that had earned me credibility in one organization would do the same in another. I was eager to contribute and moved quickly to propose changes, without spending enough time understanding how decisions were made and how trust was built.
That experience taught me that credibility has to be earned in each new environment. I learned to ask more questions, understand the history behind existing practices and build relationships before advocating change. It made me more thoughtful about both the solutions I propose and the pace at which I introduce them.
What is one piece of advice you would give to people who are just entering the workforce?
My advice to those entering the workforce would be to stay curious, be willing to learn and take their responsibilities seriously. At the beginning of your career, you are not expected to know everything. Let your curiosity lead you to ask questions, listen to others and be open to feedback. Take the time to understand the “why” behind your work: why a task matters, what it is intended to achieve and how it contributes to the organization. This will help you make better decisions and contribute more effectively.
It is natural to want to progress quickly, but first build trust by doing your work well and following through on your commitments. These habits will support you throughout your career.
