In the latest CEO.works webinar, Hein J.M. Knaapen sat down with Liz Benison, Group Chief People & Transformation Officer at ISS A/S, for a wide-ranging conversation on performance, purpose, and the critical role frontline managers play in connecting people, technology, and strategy.
Below is a brief overview of the conversation—shared with senior executive leaders in mind. If you’re leading transformation, managing performance at scale, or shaping the future of your workforce, this is one to tune into.
ISS employs over 300,000 people globally, many of whom come from disadvantaged backgrounds. For Liz, the company’s impact is clear:
“We are often a step out of poverty.”
By offering a safe, respectful, and inclusive workplace, ISS doesn’t just deliver on ESG—it unlocks a competitive edge. A reputation as a dignified employer attracts more talent, improves retention, and drives performance. “Purpose,” Liz says, “is not something we went looking for. It’s intrinsic to our business.”
70–80% of ISS’s workforce reports to a frontline manager. That puts performance squarely in the hands of local leaders.
“They’re like mini-CEOs,” Liz says. “They deal with everything—customers, suppliers, grievances, and engagement.”
To equip them, ISS invests in training not just on process but on human dignity: clean uniforms, health and safety, and schedule flexibility all matter. “If your manager doesn’t treat you with respect, nothing else matters.”
ISS hires 100,000 people per year, and it knows turnover is costly and cultural. With churn trending down, Liz attributes part of the improvement to new tech: an AI-enabled recruitment platform in the U.S. has streamlined onboarding, lowered dropouts, and improved engagement from day one. But tech isn’t a silver bullet.
“We pulse at one and three months,” she explains, “and those with a great onboarding experience are more likely to stay.”
The message: experience matters, and consistency + personalization = performance.
ISS is investing in digital literacy and language training—not just for employees but for their families.
“That creates loyalty,” says Liz. “It helps people at work and at home.”
By using technology to reach everyone with consistent, customized learning, the company is building capabilities at scale—and enabling progression for those who want it.
When asked what HR professionals should focus on, Liz is clear: understanding the business.
“A lot of what I saw in HR was procedural, not relevant,” she says.
What made the difference was not systems—it was sparring partners who knew what the business needed and how to match the right people to roles. Talent intervention,” as she calls it, is the key. Less nine-box grid, more clarity on what the role demands and how to support someone to succeed.
The most powerful thread in Liz’s thinking? A deep appreciation for simplicity beyond complexity. “Everything you say,” Hein told her, “can be understood by everyone.” That’s leadership.
For more insights on aligning talent with value creation, download our Talent to Value paper using the QR code at the end of the video.