Leadership Stories Unveiled: Yasmeen Diwan Seth
We sat down with Yasmeen Diwan Seth, People Director at Generation UK, for the latest instalment of our Leadership Stories Unveiled series.
Yasmeen, you’ve described your career as having two HR lives, one outside the UK and one rebuilt from scratch here. What did that reinvention teach you about adaptability and leadership?
Transitioning from an HR career outside of UK to the UK, I had to let go of a familiar professional identity, networks, systems, even credentials that had weight elsewhere. Starting over wasn’t just about finding a new job; it was about proving my value in a completely different context. That process taught me that adaptability is less about reacting to change and more about proactively reshaping yourself in response to new realities.
I learned that true leadership isn’t about having all the answers, it’s about resilience, humility, and the ability to influence without authority. You lead by listening, by showing up consistently, and by building trust from the ground up. Reinventing my career reminded me that leadership starts with leading yourself through uncertainty, self-doubt, and growth.
And finally, the reinvention gave me lived empathy for others going through transition. Whether it’s an employee navigating change or a colleague trying to find their footing, I understand what it means to rebuild.
Reflecting on your leadership journey, can you share a challenging lesson that you learned through experience, one that tested you at the time but ultimately transformed your approach to leading others? How did that experience change the way you lead today?
A defining lesson in my career was realising that HR strategy can’t succeed in isolation. It only works when business leaders truly believe in it, champion it, and make it their own.
Early in my career, I led a brilliant initiative that ultimately didn’t land because it wasn’t co-owned by the business leaders. That experience changed how I work. I learned that for any HR strategy or solution to take root, it must begin with genuine partnership. When HR is viewed as a trusted advisor and when business leaders embrace the HR vision with equal passion, that’s when the HR function thrives and creates meaningful impact.
Today, before launching anything, I focus on building real partnerships with business leaders. We co-create, align on goals, and own the outcomes together. This approach has led to stronger results, shared accountability, and lasting change.
When you talk about ‘leading with purpose,’ what does that truly mean to you? How do you translate that purpose into both your broader decisions and the everyday culture within your teams?
To me, leading with purpose means staying connected to the reason behind ‘why we do what we do’. It’s about making decisions based on values, not just metrics or short-term goals. This becomes particularly important when faced with tough choices, as it helps guide us in the right direction.
I’ve always worked in mission-driven organisations because I believe people do their best when they feel part of something bigger. Purpose shows up in the big picture as shaping strategy, creating policies and systems that truly reflect our core values, always asking: Who benefits from this decision? Who might be left behind?
Purpose also shows up in everyday interactions, the micro experiences that shape culture by offering support, listening carefully, and having honest conversations. When people feel part of a shared purpose, it builds trust, strengthens teamwork, and helps us take confident and bold decisions.
How has empathy helped you lead during times of change or uncertainty?
I have learned that in times of uncertainty, people don’t just need updates or plans, they need to be heard, understood, and supported. That’s where empathy makes all the difference.
As an HR leader, I have also learned the importance of keeping communication open and honest. But more than that, it’s about creating a space where people can speak freely without fear of being judged. Change can bring up a range of emotions, and people need to know it’s okay to express how they’re feeling.
When leading through change and uncertainty, I make it a priority to check in with people, not just to share updates, but to listen. I’m also honest about what I know and what I don’t. I aim to create space for feedback and incorporate it into decisions. This has helped navigate change more smoothly and sometimes even led to better outcomes. Change is a shared journey, and it needs to be navigated in partnership.
Empathy doesn’t mean avoiding tough decisions. For me, it means handling decisions with care and kindness. When people feel seen, they are more likely to stay involved and embrace the change.
You’ve led people strategies across sectors as varied as retail, nonprofits, and tech. How has that breadth of experience shaped your perspective on building inclusive, high-performing teams, and what key insights have stayed with you along the way?
Across sectors, I’ve found that while the context may change, the fundamentals of high-performing teams stay the same. At the heart of it, people thrive when there is clarity of purpose, trust in leadership, space to grow, and a strong culture that values both accountability and empathy. My experience has reinforced that performance isn’t something you force, it’s something you enable by designing the right environment.
No matter the sector, teams perform best when they understand the “why,” feel ownership of the “how,” and feel supported along the way.
One insight that’s stayed with me is this: you don’t build great teams by replicating past models or successes, you build them by listening, adapting to context, and leading with intention.
What personal values or experiences guide you to create DEI strategies that feel authentic and truly make an impact? Could you share a story that illustrates this?
Experiencing different cultures both personally and professionally has shaped my approach to DEI in deeply human ways. I’ve learned that inclusion isn’t just about frameworks or policies, it’s about belonging, trust, and voice.
A moment that brought this to life was when my son turned down a sixth form offer at a prestigious grammar school. His reason was simple “I could see only a handful of students at the school who look like me. I’ll always be trying to fit in, I don’t think I will be happy there.” Instead, he chose a more diverse school where he flourished, and he’s now graduating from a top UK university. No surprises on inclusion being his top criteria when selecting his workplace!
That experience constantly reminds me that if people don’t feel seen or represented, they won’t thrive. And more importantly, they may never even choose us in the first place. It enabled me to intentionally work towards building environments where all identities feel valued. Because inclusion isn’t an initiative, it’s a responsibility, and a strategic imperative if we want to attract and retain the best talent.
Generation UK & Ireland has made impressive strides in gender equity, from launching women-only tech cohorts to having a balanced female workforce. What has personally driven your commitment to this work, and what shifts, whether in culture, outcomes, or leadership, have you seen as a result?
The balanced female workforce has been true of Gen UK&I since we launched, so a plurality of thought and approach has been baked in from the start. We also attract more women talent, as a nature of our sector and elements of design of our recruitment, our job descriptions are balanced and inclusive. Further, our culture, policies, and work practices incorporate flexibility.
However, us getting better at achieving gender parity in our programmes is taking more concerted effort (and we’re unfortunately still not quite where we want to be). To get there, we’re having to make bold moves, like the women-only cohort, and working extra hard to ensure that our other programme metrics (like serving high proportions of people without a degree) are still met. That takes effort, planning, and thought, but I’m delighted that the whole organisation has got on board with it.
How can leaders adopt psychological safety and connection when managing remote teams across different locations? Can you from your experience share effective strategies or examples of this in practice?
Building psychological safety and connection in distributed teams is tough, it means constantly navigating differences in geography, culture, and organisation, all while managing the challenges of remote work. This doesn’t happen by chance, it requires deliberate planning and ongoing effort.
A great place to start is by creating multiple opportunities for interaction, both structured and informal moments for connection: from team meetings, all-hands sessions, feedback forums, daily/weekly standups to informal spaces like end-of-week wind-downs, virtual coffee breaks, and the silly fun and celebration that comes with it.
These interactions have to be designed to ensure participation and give space for every voice to be heard, not just the loudest voices. Equally important is how we use those spaces being open, transparent, encouraging open dialogues, and sharing the reasons behind decisions to help people understand and trust each other.
One of the most effective strategies has been co-creating team norms that reflect inclusivity and psychological safety. Also, using tools like pulse surveys and engagement data to keep on top of how people are feeling, and act on what we learn.
Can you share a moment when truly listening to employee feedback led to an unexpected but meaningful change in your organisation? What did that experience teach you about the power of employee voice?
At a previous organisation, we ran an annual recognition program where about 10% of employees received awards at the annual offsite. While the goal was to celebrate broadly, feedback from leaders and managers pointed out it had lost its meaning recognition had become so common that it didn’t feel truly special.
There was a call to shift toward a more exclusive model, where being recognised felt meaningful and rare. However, collecting feedback from employees, particularly remote employees, revealed a different story, for many employees without cross-functional visibility, the program was a powerful source of connection and motivation.
Rather than choosing between exclusivity and inclusivity, we redesigned the program into two tiers: one that remained generous and inclusive to encourage and motivate employees regularly, and another that was more selective, reserved for exceptional achievements that made a lasting impact. This balanced approach allowed us to recognise everyday effort while preserving the prestige of top honours. It reminded me that the best solutions often come from truly listening to your people.
How do you stay motivated and intentional about your own professional development?
I believe ‘every day is a school day’ and we can learn something new every day, both from our work and personal life.
To me, being a part of HR Networks is both empowering and nourishing. I am a part of a few strong networks and initiatives like Ashley Kate HR Boardroom, where every interaction is a learning opportunity, you always go home with new information, perspectives, and have expertise and support to lean on.
Plus, I actively plan for my professional development. I have recently completed a Level 7 Award in DEI and now I’m thinking about my next development goal.
For me, continuous learning became a priority when I realised it’s as essential as eating or exercising. It helps me stay relevant and bring new perspectives to my work. I am also fortunate that my current organisation supports this with dedicated time and investment for development.
As you look to the future of HR, which emerging trends or changes are you most enthusiastic about, and are there any developments that give you pause?
I’m excited about the increasing focus on neurodiversity in the workplace because it’s helping us redefine what performance and potential look like. I have seen firsthand how making small adjustments, providing the right support, and clearer communication can unlock incredible potential. This shift matters to me because it reflects my belief in building equity-driven inclusive organisations and wider society.
What gives me pause is the over-reliance on AI in recruitment and talent processes. Yes, AI can make things quicker and more efficient, but I worry we’re not stopping to think about the downsides. In our rush to automate, we may be sidelining fairness and ethics. Tools are only as fair as the data behind them and could reinforce bias instead of removing it.
The recent lawsuit over Workday shows just how serious this risk can be and is bringing the focus on questions about bias, fairness, and accountability in algorithm-driven hiring. As HR leaders, we need to make sure technology supports fairness and doesn’t compromise it.
Finally, what personal values guide your leadership and decision-making every day?
Integrity and empathy are my anchors. Integrity shows up in how I make decisions putting fairness at the heart of decision-making. Considering not just outcomes, but also the impact on people, and whether a decision aligns with our values.
Empathy guides how I connect with people, actively listening and seeking to understand diverse perspectives. It helps me build solutions that are required and not just good to have.
Both values influence strategic decisions and everyday conversations. They remind me that leadership is about how decisions make people feel, and the culture they help create.
Yasmeen Diwan Seth – People Director, Generation UK & Ireland
Yasmeen Diwan Seth is an experienced People Director with over 20 years of expertise in shaping and leading HR strategies across India and the UK. Yasmeen is passionate about fostering inclusive, empowering workplaces and is known for building strong, collaborative partnerships with senior leadership to drive meaningful change.
Yasmeen’s career highlights include leadership roles at global organisations such as Walmart, Bank of America, and United Colors of Benetton in India, and within the Not-For -Profit sector in the UK. Today, she serves as the People Director- UK & Ireland for Generation: You Employed and is based in London.
