Pakistani Women Transforming HR with Empathy and Strategy
From boardrooms to classrooms, women leaders are reshaping HR as a driver of change and people-first leadership in Pakistan
ISLAMABAD: When seasoned professionals like Asma Bajwa, who left a two-decade career at British Airways to lead HR at Pakistan International Airlines, or survivors like Dr. Nijaat Ali, who rebuilt her life after a near-fatal accident to become an HR scholar, step into leadership, they reflect more than personal journeys. They signal a larger shift in Pakistan where women are no longer just part of the workforce but are actively transforming it. In Human Resources, they are merging empathy with strategy to redefine the future of work.
Human Resources has evolved beyond paperwork into a central pillar of organizational strategy. At the center of this shift in Pakistan are women who bring emotional intelligence and business acumen together to build cultures of trust, innovation, and people-first leadership. Experts note that women are emerging not only as implementers of policies but as architects of workplace culture and organizational change.
Globally, women hold about 33% of leadership roles, while in Pakistan the figure is far lower—just 5.7% of managerial positions. Yet within HR, women are steadily carving out space. The field’s human-centered focus attracts many psychology graduates, most of them women, who see HR as a natural extension of their skills in communication, relationships, and empathy. Professor Maryam Khan of COMSATS describes HR as “the heart of any organization,” emphasizing its role as the bridge between human potential and business success.
Asma Bajwa’s journey back to Pakistan highlights the impact of women leaders in HR. After 22 years at British Airways, she returned to take on the challenges of restructuring PIA. Her decision involved personal sacrifice, including a pay cut, but her sense of mission drives her forward. She has publicly admitted to facing immense challenges but finds renewed motivation every day to bring positive change. Her story reflects a blend of corporate expertise and national commitment, showing how HR leadership can serve a higher purpose.
Equally inspiring is Dr. Nijaat Ali, whose personal adversity became a source of professional strength. After surviving a devastating accident and enduring months in a coma, she pursued a doctorate in HR. Her resilience shaped her philosophy of using empathy and perseverance to heal organizations, much like she healed herself. She demonstrates how personal transformation can translate into visionary leadership.
The new generation of Pakistani women is also stepping confidently into HR. Students like Aleena Asad view HR as a field where talent and performance can thrive together, while recent graduates such as Ammara Syed see it as a way to build inclusive, people-centered work cultures. Others, like Aqsa Zafar, highlight HR as the ideal balance between empathy and strategy, aspiring to build environments where trust and communication define organizational success. Their perspectives reflect a generational desire to use HR as a tool for creating impact-driven workplaces.
As more women enter and lead in HR, they are not just filling positions but reshaping the work culture in Pakistan. They are modernizing outdated systems, championing inclusion, and prioritizing employee well-being. Leaders like Bajwa and Ali demonstrate that HR achieves its full potential when rooted in empathy and intent, creating environments where people and performance flourish together.
The rise of women in HR is more than progress in gender representation—it is a cultural transformation. It underscores that the strongest organizations do not separate strategy from compassion but unite both to build sustainable and human-centered futures for the workforce.
