Caroline Casabon leverages her expertise and exceptional network to create lasting and fruitful partnerships between candidates and employers. She is a seasoned professional with over 30 years of experience across various fields, including leadership and executive roles, with more than 10 years in the healthcare sector and placement agencies. Passionate about people, she stands out for her dedication and people-centered approach. Her values and recognized abilities have propelled her to executive leadership roles in renowned organizations.
Recently, in an exclusive interview with CXO Outlook Magazine, Caroline shared her professional trajectory, the practical tips required to manage talent shortage, the secret mantra behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Caroline. Please tell us about your background and areas of expertise.
I have a very unconventional background. I began my career in the telecommunications industry, starting in an entry-level position. It didn’t take long for me to climb the ladder to a management role, thanks to an incredible manager who believed in me and supported my development. In 1997, I was presented with an amazing opportunity to work in sports marketing and communications. This was a transformative experience where I learned a great deal about the industry, communication strategies, and navigating a predominantly male environment. After the birth of my second son, we decided I would become a stay-at-home mom—a decision that seems amusing in retrospect given my high energy levels. I quickly became involved in my eldest child’s school, our church, and even launched a website and online community for moms. At the time, I was among the pioneers in the web industry. This venture led to opportunities in television and radio, where I presented segments on motherhood and family life, as well as writing guest articles for magazines.
Once my youngest child completed middle school, I felt a strong desire to re-enter the workforce. Needless to says that it was not easy…. In 2013, I joined a United Nations agency, the International Civil Aviation Organization (ICAO), as a senior program manager. This role not only provided me with a broad understanding of aviation but also allowed me to develop expertise in aviation security. After seven years, I was ready for a new challenge and transitioned to the security industry as the General Manager for GardaWorld’s training division. Following several years in senior management and executive roles within the security and private healthcare industries, along with a brief stint in aviation, I decided at the age of 54 that it was time to pursue something different. I felt fulfilled by my corporate experiences but wanted to slow down and work for myself, where I could make a tangible difference. And thus, Nora was born.
How was it to reintegrate the corporate workforce after a long absence?
Once my youngest child completed middle school, I felt a strong desire to re-enter the workforce. Needless to say, it was not easy. After staying at home for so long, it was challenging to regain confidence and feel deserving of a role at the level I previously held. There is still a significant stigma attached to being a stay-at-home mom. It’s as if we disappear from active life and don’t do much, don’t learn anything new, or stop thriving as if we’re frozen in time from the moment, we made that decision.
However, I have no regrets about that time with my children, and I love taking care of my family. In fact, the best years of my career came after those years with my kids. It allowed me to feel secure and at peace, knowing that my children had become independent and well-rounded individuals. I would make the same decision again in a heartbeat.
What do you love the most about your current role?
The opportunity to make a difference in people’s lives and contribute significantly to the greater good of our society is what drives me. By applying my knowledge, experience, and talent, I aim to enhance a basic service that everyone needs. Additionally, I find immense fulfillment in working with the new generation of leaders and passing on my expertise. Furthermore, I have the chance to learn a new role in headhunting alongside my partners while participating in the creation of a new organization.
What can healthcare organizations do to ensure they hire great outpatient talent in a timely fashion?
It’s crucial to move away from working in silos and embrace a culture of collaboration. As a society, we’ve often been caught up in blame—whether between the private and public sectors—instead of focusing on the well-being of patients and healthcare workers. During the pandemic, we rightfully celebrated our healthcare workers, but unfortunately, this appreciation has diminished over time. To address staffing challenges, we should also consider immigration as a viable solution to bring in skilled, already-trained professionals to our healthcare system. Many countries are successfully utilizing this approach, providing much-needed support to their healthcare systems. We must stop viewing immigration as a problem and start recognizing it as a potential solution. When managed well, it can bring tremendous benefits.
What do you think about Talent Shortage especially in healthcare? What are the few practical tips you want to give to CEOs and hiring managers to manage this Talent Shortage?
Think outside the box! We have a wealth of talent available, with many more graduates entering the field each year. Unfortunately, many of them leave the industry due to challenging working conditions, such as long hours, inflexible schedules, and high stress levels. To retain these talented individuals, we need to offer more flexible schedules, provide support and tools to assist them in their daily tasks, ensure continuous training, and recognize their contributions.
In addition, we should look to other industries for roles in administration and management. When we promote a nurse or other health professional to these types of roles, we loose precious resources for which we already have shortages. Evidently, the idea is not to avoid promoting healthcare workers, but let’s keep them in roles where their experience, and knowledge is best profitable.
If you need to draw a landscape of the future of the workplace, how will it look like? What disruptions do you foresee in HR over the five years?
With the increase of senior workers and business owners heading off into the retirement, I do not foresee and reduction of staff shortage. As well, we need more and more technical and traditional jobs which required less studies. We are already seeing a shift in that sense from younger generation. And I believe that we will remain in a situation where workers are choosing their employers and not jumping on any opportunity that is presented to them.
You were recently recognized as one of the Top 50 Women Leaders Montreal 2024. Our readers would love to know the secret mantra behind your success.
Growing up in the ’70s as a Black girl, I didn’t see many inspiring Black female leaders. The few women who were visible were often part of the entertainment industry. But I never dreamed of being an actress, model, or princess, nor did I aspire to marry well. My ambition was to be a “boss” or a businesswoman, as I would say in my adult language.
My mother was a nurse, and a great one at that, but I couldn’t envision myself in the healthcare industry. Perhaps it was because I saw how hard she worked, the long hours she put in, and the state in which she would come home—often completely exhausted. This fueled my determination to carve out a successful career for myself and aim for a leadership role one day. Looking back, I realize I always had a knack for leadership. I was often the class president, the captain of sports teams, and the “bossy” one among my friends. But above all, I loved people! I enjoyed learning about them, learning from them, sharing my knowledge, and helping them reach new heights. In doing so, I was also progressing.
My journey has been challenging and continues to be at times, but I embrace these challenges and enjoy the work. When you love what you do, stay close to your team, and share your passion and work ethic, success naturally follows as a result of these combined efforts.
How do you describe your leadership style? What values are most important to you as a leader?
I would describe my leadership style as democratic. I am very present with my team and take a genuine interest in what motivates them. I prioritize open communication and involve them in the decision-making process whenever possible. Transparency is key for me, and I encourage my team to be transparent as well. This approach fosters unity, trust, and strong collaboration among everyone.
I make a point of walking around the office daily to greet my colleagues and remember important events in their lives, like birthdays, wedding anniversaries, and their children’s graduations or important games or recitals. I do this not because it makes me look interested but because I genuinely care. We spend so much time together that it’s important to know about each other. I don’t want to be the kind of manager who stays in their office and is only seen by accident, at the Christmas party, or in a monthly newsletter. That’s just not who I am.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Simon Sinek, renowned author and speaker, profoundly resonates with me through his approach, philosophy, and mindset. His deep appreciation for human beings mirrors my own, and his insights are incredibly inspiring. I could listen to him for hours. Throughout my career, I’ve frequently turned to his work for guidance in building strong relationships with colleagues and team members.
What drives you? How do you measure personal success?
Personal success has evolved significantly since my 30s and 40s. I no longer aspire to climb the corporate ladder; instead, I seek balance in my life. I no longer want work to consume 70% of my time. Today, success means prioritizing my health, being present for my family, and finding joy in my work. It’s also about mentoring the next generation of managers and applying my experiences to contribute meaningfully to society.
Where do you see yourself in the next 5 years?
I still enjoy working—it keeps me sharp—so I plan to remain involved at Nora. I love the idea of working while traveling the world with my husband. My focus may shift more towards executive coaching and supporting start-ups in their formative years. With the advancement of technology and the growing use of AI, managers and teams will need guidance not only in learning these new tools but also in navigating the changes they bring. It’s easy to feel overwhelmed by such shifts; I’ve experienced it before with the advent of the Internet in the workplace and the chaos of the Y2K bug, which we thought would create a disaster and in which we invested years of resources and time to manage.
Through navigating these events and changes, I’ve learned to find balance and adapt to major shifts. Looking ahead, what I’m most excited about is the prospect of becoming a grandmother and spending quality time with my grandkids. Ultimately, that’s where my legacy lies.
What key piece of advice would you give to people considering a career in human resources?
To succeed in human resources, you must genuinely care about people and have a deep desire to understand both others and yourself. It’s essential to approach the role with humility, acknowledging that you don’t have all the answers. Never underestimate the importance of emotional intelligence; it’s crucial to grasp the significance of your role within the organization and the impact you have on the people you work with.
You must be prepared to stand by your decisions and uphold your values. As the bridge between executives and teams, building trust is vital. It’s important to foster an environment where people feel safe to be transparent without fear of retaliation.