Belén Presas Mata is a global HR and communications leader with a strong track record in designing business-driven strategies that boost engagement and optimize talent across multicultural environments. She has worked in media outlets, international organizations and now specializes in HR and Corporate Communications. Working as HR Director for Strategic Projects at Radisson Hotel Group, she has led HR projects that have contributed to the company’s recognition as World’s Best Employer by Forbes and built employee engagement and retention. Journalist with a master’s degree by New York University, she’s fluent in Spanish, English and French. Belén is passionate about building impactful, people-centered workplaces.
Recently, in an exclusive interview with CXO Outlook Magazine, Belén shared insights into the evolution of HR and communications in the future, personal source of inspiration, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Belén. Can you share a moment that sparked your interest in pursuing a career in HR and communications?
I never envisioned a career in HR—I started out as a journalist and wasn’t even sure what HR truly involved. But life often presents unexpected opportunities, and it’s up to us to seize them. Seven years ago, I was offered a chance to step into a role focused on HR strategy and project management—and I said yes.
What I’ve learned throughout my journey is not to let fear hold me back. You may not know how to do something today, but you can always learn. What matters most is having a growth mindset and the flexibility to adapt to change.
What do you love the most about your current role?
What I love most about my current role is the opportunity to lead projects from end to end — from design to implementation. There’s something incredibly fulfilling about bringing an idea to life. As HR Strategy Director, I not only define the People & Culture projects we focus on, but I also get to roll up my sleeves and execute many of them directly. I thrive in that space where creativity meets execution — not just strategizing, but actually seeing things through to completion.
I also genuinely enjoy working in hospitality. It’s a unique industry where you can experience some of the world’s most amazing destinations firsthand. Our brand promise, “Every Moment Matters,” truly resonates with me — in this industry, we really do make every moment count. Over the past seven years, I’ve learned something new every single day, and that’s something I deeply value.
How do you see the future of HR and communications evolving, and what opportunities and challenges do you think lie ahead?
First, the digitalization and automation of administrative, non–value-adding tasks will play a critical role in shaping the future of HR, especially driven by the possibilities opened up by Artificial Intelligence. From an HR perspective, we need to prioritize the reskilling and upskilling of employees whose roles are likely to become obsolete due to AI-driven changes.
Second, with ongoing pressure on budgets caused by market uncertainty, geopolitical tensions and the growing complexity of business operations, there’s a significant opportunity to build organizations that are agile enough to address short-term, contextual challenges while also laying the foundation for long-term strategic growth.
Moreover, attracting and retaining top talent has always been a key priority in HR — and it has become even more critical in recent decades. With the ongoing war for talent and the fast-paced professional evolution among younger generations, companies must position themselves as attractive employers. This means developing strong, authentic employer brands supported by competitive compensation packages, clear career paths, and flexible work models that support work-life balance.
Finally, when it comes to communications, I believe authenticity and immediacy will remain defining traits of any top employer. Candidates and employees want to connect with organizations that are true to who they are. In a world full of noise, less is more — companies must focus on fewer, more powerful messages that resonate with a generation used to instant feedback and constant access to information.
What role do you believe HR plays in driving business outcomes and growth?
I believe HR must stay closely connected to the business. As enablers of growth, we need a deep understanding of the company’s nature, operations, and strategic direction. Our HR strategies must evolve rapidly to align with shifting business needs, strategic priorities, and market challenges.
From an HR perspective, it’s time to shift from a cost-center mindset to a value-creating one. We should position HR as internal consultants — proactive partners who deliver services that internal clients would actively choose and “pay for” because of the value they bring. This shift requires us to focus on high-impact, value-adding activities and to define clear KPIs and success metrics that demonstrate our contribution, while also identifying areas for improvement.
Only by becoming a function that generates measurable value and provides competitive advantage can HR truly support the business. This transformation allows us to move beyond being the department people turn to only when problems arise — and instead become key contributors to the company’s growth and strategic success.
How do you stay current with the latest trends and developments in HR and communications?
I believe curiosity is a key driving force for staying up to date in any field. It requires cultivating an open mind and a genuine willingness to embrace change and new developments. Personally, I take every opportunity to engage in meaningful conversations with others in the field — whether through joining think tanks, conducting research, or attending conferences. Staying connected with peers and thought leaders is essential, and whenever possible, I prioritize face-to-face interactions to foster deeper, more impactful exchanges.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
DEI should be a cornerstone of any business operating in today’s globalized world — after all, we’re all strangers somewhere. In the international environments most of us work in, it’s not enough to simply coexist with diversity; we need to learn how to truly thrive in it.
The most important aspect of building effective DEI strategies is ensuring they are holistic and action-oriented. We need to move beyond “talk” and focus on driving real, measurable change. This starts with securing the commitment of top leadership — without their buy-in, meaningful transformation across the organization is not possible.
Despite recent pushbacks on DEI, I believe diversity will remain a critical business priority. People want to work for companies that reflect who they are — and today’s talent pool is more diverse than ever. Candidates are looking for organizations that don’t just talk about change, but actively pursue it.
Is there a particular person you are grateful for who helped get you to where you are?
One of my former bosses and mentors, Iñigo, has been a true supporter of my career and personal growth. He was the first person to tell me that I had the potential to have a career in HR. When I joined Radisson Hotel Group, I started as a Communications Manager coming from a background in journalism (having worked in news outlets and international organizations). At the time, I had no idea that I was interested in HR, let alone that I could build a career in it. It was his vision and trust that pointed me in that direction, ultimately leading me to make one of the best decisions of my professional life.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I grew up in a household of strong women — my mother and grandmother. I remember them as hardworking and determined, women who faced many challenges but were never stopped by them. From them, I learned that true strength comes from having a clear vision and knowing where you want to go. It’s a mindset I’ve carried into my professional life.
On a practical level, I can only recommend what has worked for me. Despite a busy schedule, I always make time for the things that ground me: practicing sports, connecting with art, and meditating. I focus on being present and fully experiencing the moment I’m in — that helps me stay centered and resilient.
When it comes to motivating my team, I believe it starts with genuinely caring about them. Taking time to build personal relationships lays the foundation for strong professional ones. Recognition is also a critical motivator — both formally (through mechanisms like compensation, career development, and learning opportunities) and informally (public appreciation, sincere thanks, and giving people visibility for their contributions).
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
I want to continue growing in the field of HR and building an international career. One of the best advices I’ve received was to not be afraid of losing my job. Much in life is about seizing opportunities with boldness and hope. Even though I have in mind a roadmap, I’m also open to change and adaptation as I go. As I said, I didn’t expect to have a career in HR and that has turned out to be one of my best professional decisions.
What also excites me is continuing to write. I’ve published my first book some years ago and I plan on continuing my writing and publishing a second one.
Besides planning and visualizing your future, I would advise people to take risks and not be afraid. Dance a bit more with what the journey brings and be flexible.
What advice would you give to HR leaders looking to develop a comprehensive transformation strategy for their organization?
Start by identifying the real problems. Too often, companies take a “copy-paste” approach to strategy, replicating what successful organizations have done, assuming it will work for them. My advice is to invest time in conducting a comprehensive, data-driven analysis to truly understand where your organization stands. Only after that can you set the right actions and targets. Otherwise, it’s like going to the doctor and only sharing one symptom — even if they get it right, it will be by chance. We can’t afford to succeed by chance; if we do, we won’t be able to replicate that success or build sustainable growth.