For us, rethinking the future of work is more about ‘work that we do' versus ‘how we work': Mark Stout, CVP, Global HR, Nissan

One of the many things that we’ve learned in the pandemic is that balance is key. Different organizations, different teams, and different employees have different needs. There is not a one-size-fits-all approach, says Mark Stout, Corporate Vice President, Global Human Resources, Nissan

- Mastufa Ahmed

Mark Stout is Corporate Vice President, Global Human Resources. In this role, Stout is one of Nissan’s top global HR leaders and oversees all aspects of Nissan’s regional HR operations outside of Japan, Global HR business partners, and global talent management and development.

Stout began his career at Nissan in 1989 as an HR representative at the company’s vehicle assembly plant in Smyrna, Tennessee. He has held a number of domestic and global HR positions of increasing responsibility. Stout attended Middle Tennessee State University, where he earned a bachelor’s degree in public administration and economics.

Here are the excerpts of the interview.

Do you think the worst part of this crisis (pandemic) appears to be behind us? How do you see the current scenario?

There have been signs of progress over the last several months with the pandemic. The surge in cases appears to be slowing and there is greater access to the COVID-19 vaccine. And, while the pandemic may not be completely behind us, the recovery phase has begun in many parts of the world.

From a business perspective, the sign of progress is seeing the rollout of return to the office. At Nissan, like several other companies, returning to work has required significant changes that will affect our workforce for the future. First, for example, we have enhanced several of our manufacturing and non-manufacturing workplace policies to help ensure the safety and welfare of employees. Second, the pandemic has challenged the traditional ways of working, which I believe Nissan and other organizations are leveraging for some needed updates and changes. Unfortunately, the pandemic had to happen for us to realize some positive work practices for the longterm, supporting a more flexible, agile, and open approach.