The New People Playbook: How to Hire, Train, and Retain Gen

In a job market defined by economic instability and a generational shift in workplace expectations, how does a major brand not only survive but thrive? In this episode of DigiTales, Amna Yusuf sits down with Faizan Sayed for a conversation that goes well beyond the surface. More importantly, how do they manage a diverse workforce of over 7,000 employees, from entry-level staff to senior leadership, and keep them motivated? On the latest episode of Digitales, host Faizan Sayed sits down with Asma Yousuf, Chief People Officer at KFC Pakistan, for a lesson in modern human resources.

The People Question

This isn’t just a conversation for HR professionals; it’s an essential guide for any leader, manager, or aspiring graduate trying to navigate the complexities of Pakistan’s current job market.Asma begins by revealing KFC’s “12th secret spice”: its people. She attributes the brand’s remarkable success to a deeply ingrained culture of diversity and purpose. This isn’t just about hiring women; it’s about creating a true melting pot of socio-economic backgrounds, geographic locations, and abilities.

A cornerstone of this philosophy is their “Hearing with Heart” program, which actively recruits and integrates hearing-impaired employees into their restaurant teams, enriching the company culture from the ground up.The conversation dives deep into the evolution of HR, from a back-office administrative function to a front-facing strategic partner focused on capability building.

The People Question: Part 2

Asma explains that the key to retention and high performance in today’s challenging economic climate isn’t just compensation,it’s investment in people. She shares details of a program co-designed with IBA, aimed at giving restaurant managers a “founder’s mindset.” This training goes beyond technical skills, teaching life management and entrepreneurial accountability, which not only makes them better employees but also more capable individuals, even if they eventually leave the organization.The most compelling part of the discussion centers on the youngest generation entering the workforce: Gen Z. Faizan and Asma tackle the tough questions every business owner is asking.

The People Question: Part 2

Why do they job-hop so frequently? How do you manage a generation that values purpose and flexibility over traditional nine-to-five structures? Asma offers a refreshingly pragmatic approach. She acknowledges that while Gen Z’s desire for purpose can clash with conventional business practices, the solution lies in finding a middle ground.She advocates for a “reverse mentoring” model, where senior leaders learn from the fresh insights of their youngest team members.

What Comes Next

It’s not about abandoning non-negotiables like respect, ethics, and accountability. It’s about being open-minded, upskilling leadership with new perspectives, and understanding that the future of work is a hybrid of experience and innovation. Asma’s final word on Gen Z is telling: “When they’re on, they’re on.” The challenge for modern leaders is not to force them into old models, but to create an environment where they want to be on. This episode is an indispensable guide for building a resilient, diverse, and forward-thinking workforce in the 21st century.