Aligning Workforce Agility with Business Performance

Daniel Puga, Human Resources, Director, Nobel Biocare

Daniel Puga, Human Resources, Director, Nobel Biocare

Daniel Puga is a seasoned HR executive with over two decades of experience in multinational organisations. He has led human resources functions across Europe, Latin America, Middle East and Africa, with expertise in talent acquisition, workforce planning, compensation, labor relations, and change management. Currently Director of Human Resources at Nobel Biocare, Daniel brings a results-driven, operational approach to regional and global HR strategy and execution.

Can you walk us briefly through your leadership role as Director, Human Resources? What are your key responsibilities and areas of focus?

As HR Director at Nobel Biocare, I support our business with the strategic direction and operational execution of our global HR agenda in our Headquarter/Global Functions. My core responsibilities center on four pillars: talent management, organizational culture, employee experience, and data-driven decision-making. I work closely with business leaders to ensure we attract, develop, and retain top talent aligned with our long-term goals. Cultivating a purpose-driven, inclusive culture is a priority, as is designing employee experiences that foster engagement and growth.

What does agility mean to you in the context of global HR strategy, and how do you embed it into day-to-day decision-making?

Agility in HR means being responsive to change while maintaining strategic clarity. In a global context, this involves adapting to diverse regulatory environments, macro-politics uncertainties and business needs. We embed agility by empowering local HR teams with frameworks that allow for flexibility, leveraging real-time data to inform decisions, and fostering a mindset of continuous learning and iteration across the organization.

How can HR leaders effectively drive organizational change while maintaining employee engagement and trust during transitions?

Transparency and empathy are foundational. Change initiatives must be communicated clearly, with a focus on the “why” and “how” to build trust. We prioritize listening mechanisms such as pulse surveys and feedback loops to stay connected to employee feelings. Equipping managers with the tools to lead through change and recognizing the human impact of transitions are also critical to sustaining engagement.

“The future of HR lies in its ability to bridge human potential with technological advancement, creating workplaces that are not only efficient but also deeply human-centric”

What role does data and analytics play in your decision-making process when it comes to talent management or compensation planning?

Data is central to our HR strategy. From identifying talent gaps to benchmarking compensation, analytics enable us to make informed, equitable, and forward-looking decisions. We are working to improve our predictive model to anticipate workforce trends and scenario planning to align talent development priorities and compensation strategies with business performance and market dynamics.

If you could offer one piece of advice to rising HR leaders aspiring to have a global impact, what would it be?

Cultivate cultural intelligence. Understanding and respecting diverse perspectives is essential for leading in a global environment. Combine this with a strong understanding of business strategy and a willingness to challenge the status quo, and you’ll be well-positioned to drive meaningful impact.

At Nobel Biocare, we view HR as a strategic enabler of innovation and growth. Our commitment to employee experience, ethical leadership, and digital transformation continues to shape how we attract, develop, and retain top talent globally. I believe the future of HR lies in its ability to bridge human potential with technological advancement creating workplaces that are not only efficient but also deeply human-centric.

Digital Transformation