HUGO BOSS: ‘We’re not just HR. We’re strategic business advisors. HR is our secret weapon, but business comes first’

HR is no longer just about people management – it’s about strategy, innovation, and future readiness.

HUGO BOSS, SVP Global HR, Jochen Eckhold, is at the forefront of this shift, driving change across talent, culture, and AI.

Ahead of Eckhold’s session at UNLEASH World 2025, UNLEASH sat down with him to get the inside track as to how HUGO BOSS has evolved over recent years, as well as how the business will continue to do so, though being a strategic business partner.

Positioning HR to enable commercial success

At the heart of HUGO BOSS’s business strategy are four core pillars:

• Talent journey – the attraction to the development of talents
• Culture – the engagement and motivation of employees
• Organization – work arrangements, diversity, and work-life integration
• The HR function itself – for example, how the business is being supported.

For these four pillars to work in tandem, HUGO BOSS believes that HR should not just be seen a support function, but a strategic enabler of commercial success.

To do so, Eckhold insists that HR must lead with conviction.

“We want to make sure that people find HUGO BOSS a great workplace, and that they can be focused and themselves at work,” Eckhold begins.

We need to be as digital, as business-minded, and as globally minded as we expect the business to be. So we, as HR, have to look at ourselves and make sure we are the partners the business needs.”

He explains that HR is composed of organizational advice, talent attraction and placements, structuring the organization for “optimal results”.

“We are partners and co-pilots to the business,” he adds.

“We are steering and guiding. We have been through strong growth the past 3-4 years, and now, with a slower economy, we need to adapt to a changing environment.

“But it’s about co-creating strategy. We’re not just HR. We’re strategic business advisors who bring an HR toolbox – but always think business first, HR second.

“My guidance to my team is: speak business language, not in HR terminology. HR is our secret weapon, but business comes first.”

Attracting talent in the luxury fashion landscape

Over the past half decade, the retail space has seen drastic changes – mainly due to the COVID-19 pandemic.

There has been a shift in the employment landscape – from a tighter labor market to evolving customer needs. These challenges have driven HUGO BOSS to adapt, while building on the strong foundation of dedicated, long-standing employees who embody the brand values.

One way in which this is enforced is through the company’s people strategy, which focuses on attracting new talent through targeted recruiting efforts and fostering a workplace where employees feel trusted and supported.

“We empower our teams with the flexibility to work independently and leverage their unique strengths to meet customer expectations,” Eckhold explains.

To address the growing demand for personalized and digital-first experiences, HUGO BOSS’s HR teams have introduced focused training programs.

These prepare employees to navigate diverse selling situations, such as private shopping appointments and virtual consultations.

By integrating technology into our approach and fostering entrepreneurial thinking, we equip our teams to meet customer needs both in-store and online, while staying responsive to the changing retail environment,” Eckhold adds.

This leads us to HUGO BOSS’s secret weapon for retaining top talent in a highly competitive fashion landscape: company culture.

“Our headquarters is located in a small town — not exactly a fashion hub, but more known for its automotive roots,” he explains.

“But when candidates come for interviews, they immediately feel the culture and want to be part of it.

“We have set the path for future growth by expanding and enhancing our campus, having allocated more than €100 million for its upgrade.

“The campus offers employees hospitality, after work events, sports facilities, health offers, a 24/7 deli and an own employee store. That team spirit and way of working pulls people in.”

HUGO BOSS also offers a ‘Threedom of Work’ concept, which is based around hybrid flexibility – three days on-site in Metzingen, Germany, and the remaining days working remotely.

This makes commutes from London, Amsterdam, Berlin, for example, doable and helps the company attract talent.

The future of work with HUGO BOSS

Unsurprisingly, AI is a huge topic of conversation at HUGO BOSS – particularly when it comes to the future of work.

Eckhold explains that the business approaches AI from two angles: Capabilities and mindset.

On the capabilities side, the fashion retailer is rolling out AI-driven software solutions – a “big priority”, according to Eckhold – particularly across recruiting tools that place employees at the center of the process.

Regarding mindset, Eckhold insists that employees can have the tools, but “if no one uses them – it’s a problem”.

To counter this, the business has introduced a major initiative called FYOUTURE, focused on building and fostering the digital mindset across the company.

“We foster a culture of entrepreneurial spirit and mutual support, transforming it into a shared journey rather than an intimidating experience,” he says.

Although AI plays an integral role within the business, ultimately Eckhold believes that it’s vital for employees to be adaptable while embracing complexity.

“In today’s world, clear-cut answers and one-dimensional methods are rare – you need to connect the dots and navigate dynamically,” Eckhold shares.

“It’s also about resilience – because things change fast, and they can feel overwhelming.

Resilience, optimism, and the ability to spot opportunities – these are the skills that drive success.”

And for leaders to achieve these skills, HUGO BOSS offers a great deal of training – both online and offline. However, the business now focuses on dedicated learning journeys, otherwise known as “collections”.

These journeys are curated for specific groups: Experienced leaders who haven’t updated skills in a while, high potentials, emerging leaders and other defined target groups. They, therefore, tailor collections based on the specific needs of this target group.

“We also use business simulations, bring in excellent speakers, and create events to make leaders feel part of something bigger,” he says.

“We want them to stop working in silos and start learning from one another. Admitting weaknesses, asking for help – that’s the kind of leadership we’re building.

“So to other HR leaders, I would say that honestly, the time for HR is now.

“During the pandemic, HR showed up as an invaluable partner. We’re the biggest network in the organization, with a bird’s-eye view across functions.

“And now, in this challenging time, we have the tools to empower people and the unique visibility that sets us apart.

“If we connect both of those with where the business is going, HR will be a critical strategic partner. There’s a huge opportunity.”

UNLEASH World 2025

On October 21st, Eckhold will be taking center stage at UNLEASH World to discuss: Rethinking Talent for Performance: HR as a Strategic Partner in a High Performance Workplace.

As this will be Eckhold’s second time attending the event, he shares that he is particularly looking forward to the “exchanges with other HR leaders”.

“UNLEASH World is big, and very alive,” he adds.

“It’s got a wide range of topics, and you manage to bring in senior people – that’s what I like.

“Plus, the vendor presence is great – you see the latest market trends. The variety and mix of people are what I’m most looking forward to.”

Make sure you get your ticket now to attend Eckhold’s session, and to also take advantage of the incredible networking opportunities.