Myriam Sibenaler, head of human resources at ABBL, is a finalist in the HR Leaders of the Year 2026 contest in the institutional category. (Photomontage: Paperjam)

Myriam Sibenaler, head of human resources at ABBL, is a finalist in the HR Leaders of the Year 2026 contest in the institutional category.  (Photomontage: Paperjam)

On the occasion of the second edition of the HR Leaders of the Year competition, Myriam Sibenaler, head of human resources at ABBL and finalist in the institutional category, shares her views on her role and the current challenges facing the HR sector.

What simple advice would you give to an HRD just starting out in their career to quickly boost their impact?

Myriam Sibenaler. —“If I had to give one piece of advice to a HR director starting out, I’d say to rely on two essential levers: open-mindedness and trust. Open-mindedness means accepting that you don’t know everything, that you can explore different points of view and question the obvious. This allows us to really understand the culture of the company, the human dynamics and the needs of the teams, without preconceptions. And then there’s trust, which remains the key to a HR director’s impact. By being transparent, keeping your commitments and listening sincerely, you create a climate where employees feel safe to express themselves and work together. An HRD who inspires confidence quickly becomes a key contact for managers and employees alike.

Which HRD are you and what personal learning has most influenced your way of being an HRD?

“I would describe myself as an HRD who, above all, places trust at the heart of every relationship—that of employees, managers and the company. For me, creating a space where everyone can speak without fear of being judged is essential. It’s in this climate that situations really unravel, talents are expressed and decisions become fair and lasting.

The lesson that has most influenced my approach to HR management is that nothing solid can be built in a hurry. I’ve learnt to be patient, to take the time to understand people, contexts and emotions before looking for the best solution. This approach enables me to stay true to what’s important: never forgetting the human element, supporting everyone in a fulfilling and coherent way, while respecting the company’s missions and values. In short: I’m an HRD who takes the time to listen, who refuses to rush to judgement and who makes shared trust the fulcrum of every action.

How do you anticipate the key skills your organisation will need tomorrow?

“To anticipate the key skills our organisation will need tomorrow, we rely on a collaborative and structured approach to talent development. It all starts with an assessment form drawn up with employees, which enables us to identify precisely their training needs and areas for development. These elements then feed into a personalised development plan, designed to align individual aspirations with the company’s strategic objectives.

We then facilitate the implementation of this plan through targeted training, conferences and tailored learning opportunities. We believe strongly in a co-responsible approach to skills development: we provide the tools, resources and opportunities to learn while employees are actively engaged in their own progression. It is this collective dynamic that enables us to anticipate, adapt and build the skills we will need tomorrow.”

Discover all the finalists in the HR Leaders of the Year 2026 contest on Paperjam.lu.

The winners of the contest’s four categories (Institutional, Retail & Hospitality, Services, Financial Sector), as well as the HR Leader of the Year 2026, will be announced on 27 January 2026 at the Tramsschapp during the Paperjam HR Leaders 2026 event. If you wish to attend this gala dinner, you can book a table via this link.