Julian Dalzell
Former VP HR, Shell Oil Company, and University Professor
Shell Oil Company, University of South Carolina
Episode 282
Stop Being Driven By Business: How Global HR Wins With Humanity.
Current chapter: Built by People podcast features insights from world's top HR leaders
Built By PeopleMarch 6, 2025 · 22:52
Thesis
“Effective global HR leadership requires deeply understanding and compassionately applying core values while adapting to local cultural contexts, always recognizing the 'human' in human resources through empathy and active listening.”
Show notes
Two people can witness the exact same event and interpret it in diametrically opposite ways — not because one is wrong, but because culture shapes perception. Julian Dalzell spent 43 years at Shell navigating that reality across dozens of countries, and he'll tell you that most global HR failures trace back to a single root cause: mistaking your own cultural lens for a universal one.
Julian began his career as an operations trainee in the UK before rising to VP of HR for Shell's global operations. Along the way, he managed labor relations in Brunei, led workforce transitions in Pakistan, and shepherded a company of over 100,000 employees through constant change. His thesis is deceptively simple: effective global HR requires applying non-negotiable core values — honesty, integrity, respect for people — while adapting the expression of those values to local cultural context. The failure mode isn't bad intentions; it's the assumption that your definition of "win" is shared. "You have to start by understanding what the other person's definition of win actually is," Julian says.
Now a university professor teaching the next generation of HR professionals, Julian brings storytelling to the center of his pedagogy — because principles without narrative don't transfer. He also pushes back on a creeping trend in HR: leaders who are so driven by the business that they forget the human beings inside it. The best HR professionals, he argues, are driven for the business — and there's a meaningful difference.
- Balancing universal values with local cultural norms — why "core principles" and "cultural adaptation" aren't in conflict
- The perceptual gap in cross-cultural HR — identical events, radically different interpretations
- Win-win thinking in labor relations — starting by understanding the other party's definition of success
- Restoring the human element in HR — the difference between being driven by the business vs. driven for it
- Storytelling as an HR leadership tool — why principles only stick when wrapped in narrative
- Career advice for global HR professionals — mobility, mentorship, risk-taking, and the obligation to pay it forward
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What you'll take away
- 1Balance corporate values with local cultural perspectives by applying core principles (honesty, integrity, respect) while adapting to cultural nuances.
- 2Prioritize understanding the other person's definition of 'win' to achieve win-win outcomes, especially in cross-cultural interactions and labor relations.
- 3HR leaders must avoid being solely 'driven by the business' and instead focus on being 'driven for the business' by emphasizing compassion, dignity, and respect for employees, particularly during difficult periods like downsizing.
- 4To effectively lead in a global context, HR professionals need to be inquisitive, research cultures, understand their own personal and cultural biases, and remain rooted in the business's goals.
- 5Embrace continuous learning, take calculated risks, be mobile for diverse experiences, and develop strong mentor relationships, always remembering to repay the favor.
What most organizations get wrong
- •Dalzell's initial belief that student contracts for impoverished students were 'immoral' was contradicted by the students themselves, who perceived the contracts as a sign of commitment and care, not a constraint.
- •He pushes back on the academic tendency for HR to be 'driven by the business' and overly focused on metrics, arguing that this can lead to ignoring the crucial 'human' element in human resources.
In Julian's words
“The first responsibility is to take account of saving lives.. And then if things transpire, that doesn't work out, inshallah.”
This highlights how a global safety principle was effectively adapted to a local religious context through profound cultural understanding.
“We could both describe what happened in identical ways. We would interpret it in diametrically opposite ways.”
This emphasizes the profound impact of cultural context on interpreting actions and intentions, even when factual events are shared.
“If you care, you remember.”
This simple yet powerful statement underscores the importance of genuine empathy and personal connection as a foundational aspect of effective HR leadership.
“There's a big difference between HR being driven for the business and being driven by the business.”
This quote distinguishes between strategic HR alignment with business goals and merely executing business demands, advocating for HR's unique human-centric role.
“Biases are like noses. Everybody's got them, but some of them are privy of numbers.”
This analogy humorously and effectively illustrates the universality of biases and the critical need to recognize and understand their influence.
The problems this episode addresses
- •Cultural Misunderstandings in Global Operations: Companies struggle to apply global principles effectively in diverse local cultures, leading to misinterpretations and failed initiatives (e.g., 'inshallah' in road safety, student contracts in Brunei).
- •Employee Dignity During Downsizing: Managing large-scale workforce reductions ethically, legally, and compassionately to avoid legal claims and maintain employee dignity is a significant challenge.
- •Balancing Business Acumen with Human Empathy in HR: HR professionals often become overly focused on financial metrics, neglecting the human element and potentially leading to a dehumanized employee experience.
- •Retention/Engagement in Mobile Careers: Managing employee satisfaction and retention when career advancement demands significant mobility can create tension between professional goals and personal/family life.
- •Keeping HR Relevant with Evolving Technology: HR professionals face continuous pressure to learn and adapt to rapid technological changes, such as AI, to prevent their skills and functions from becoming outdated.
In this episode
Built by People podcast features insights from world's top HR leaders
Built by People
Julian Smith shares a brief overview of his career with us
A brief story of my career
How did Shell navigate balance between maintaining corporate values and respecting local cultural perspectives
Shell's Values and Local Culture
Julian tells a powerful story about student contracts in Brunei
In the Elevator of HR Leadership
How can HR leaders restore balance between human and resources in today's business environment
The Balance between Human and Human Resources
How do you use storytelling to effectively teach and implement HR principles
How to Tell a Story in HR
What are the most critical skills for HR professionals working in a global context
What is the most critical HR skill in the global context?
Be mobile. The more mobile you are, the more jobs are available
Julian's Last Lecture
Julian, thank you so much for joining us on Built by People podcast
Built by People: Julian
Topics covered
Organizations and entities mentioned
Full transcript
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