Monique Herena, Chief Colleague Experience Officer at American Express, has been named HR Executive‘s 2026 HR Executive of the Year, a testament to her profound impact on redefining the human resources function and strategically elevating the employee experience at the global financial services giant. Since joining American Express in 2019, Herena has spearheaded a transformative initiative, moving beyond traditional HR paradigms to establish the "Colleague Experience Group" (CEG), a strategic reframing that has demonstrably influenced both employee engagement and the company’s bottom line. Her recognition, alongside HR Leader of Distinction Nirit Peled-Muntz of HiBob, will be celebrated at the Icons Award dinner at HR Tech next month, followed by a tribute at the Institute for Leadership & Work in Boston, marking a significant milestone in her illustrious career and for the HR profession at large.
The Evolution of HR: A Strategic Imperative
Herena’s arrival at American Express in 2019 coincided with a pivotal moment in the evolution of human resources. The preceding decade had seen a growing recognition that employee satisfaction and engagement were not merely "soft" metrics but critical drivers of business performance, innovation, and customer loyalty. The concept of "employee experience" (EX) was gaining traction, advocating for a holistic view of the employee journey, from onboarding to offboarding, encompassing technology, culture, and physical environment. However, many organizations still grappled with integrating EX truly strategically. Herena’s immediate redesignation of her role as Chief Colleague Experience Officer signaled a radical departure from conventional thinking, emphasizing a proactive, employee-centric approach that directly mirrored the company’s renowned customer-first philosophy.
"I really wanted to completely sync up the human resources strategy with the business strategy, which has always been a hallmark of everything I do," Herena articulated, emphasizing her desire for the employee experience to emulate the seamless, mobile-first, and user-friendly interactions customers routinely encounter with American Express. This vision was not just about cosmetic changes; it was about fundamentally altering how American Express interacted with its 77,000-person global workforce. "I wanted our colleagues to have an experience where they have easy ways to get what they need, when they need it. When you start to improve the most important and most frequent journeys for colleagues, people really feel the investment." This philosophy has become the bedrock of the Colleague Experience Group, permeating every facet of talent management, from learning and development to benefits and internal mobility, demonstrating a clear understanding that a superior internal experience translates to superior external service.
Pioneering the Colleague Experience Group (CEG) Transformation
The transformation of the HR function into the Colleague Experience Group was more than a mere rebranding; it was a fundamental organizational shift designed to embed employee-centricity at the heart of American Express’s strategic operations. Traditionally, HR departments often functioned as administrative or compliance-focused entities, separate from core business strategy. Herena’s move positioned the CEG as an integral partner in achieving American Express’s overarching business objectives, particularly its "Framework for Winning." This framework, a key strategic plan for the company, found a powerful ally in a human resources function explicitly designed to cultivate an environment where colleagues could thrive and deliver their best.
Steve Squeri, CEO of American Express, lauded Herena’s visionary leadership in a recommendation letter for the HR Executive of the Year award, stating, "She took what we do so well for our customers and applied it to our colleagues, putting them at the center of all we do with a vision of providing the best colleague experience to fuel growth." Squeri further elaborated, "The Colleague Experience Group’s (CEG) vision, mission and strategy she designed are focused on driving deeper connections with all colleagues across the business so we can gain a deeper understanding of their needs and improve their experiences so they can be and deliver their best." This endorsement from the highest echelon of the company underscores the strategic importance and tangible value that Herena’s transformation has brought to American Express. The CEG operates with a mandate to anticipate, understand, and address colleague needs proactively, fostering a culture of continuous improvement and responsiveness that directly translates into enhanced productivity, reduced turnover, and a stronger employer brand. This strategic alignment of HR with core business objectives is increasingly recognized by industry analysts as a critical differentiator for large, global enterprises navigating complex talent landscapes.
Streamlining Learning for Enhanced Impact: The Amex U Initiative
A cornerstone of Herena’s strategy to elevate the colleague experience is the radical overhaul of learning and development. Recognizing the inefficiencies inherent in a decentralized system, American Express earlier this year launched Amex U, an ambitious enterprise learning ecosystem. Prior to this, learning initiatives were often fragmented across various business units, leading to inconsistencies, redundancies, and a suboptimal experience for colleagues seeking to enhance their skills. For an organization of American Express’s scale, with a global workforce of 77,000, this dispersed approach posed significant challenges in terms of resource allocation and the overall effectiveness of talent development. The lack of a unified platform often meant missed opportunities for cross-functional skill-building and a less coherent career development path for employees.
"We had a lot of learning happening across all the different business units, but we’re at a size and scale where it just wasn’t efficient or the best way for colleagues to experience and access learning," Herena explained, highlighting the critical need for a unified platform. Amex U was designed to address this by consolidating previously disparate learning resources into one integrated, user-friendly experience. The platform now provides colleagues with access to an extensive library of over 20,000 on-demand courses, workshops, and opportunities for hands-on experimentation. Crucially, the program emphasizes modern pedagogical approaches, including bite-sized offerings and self-paced learning, which cater to diverse learning styles and busy professional schedules. This modular approach allows employees to fit development into their workflow seamlessly, making learning more accessible and engaging, and aligning with adult learning principles that prioritize autonomy and practical application.
The initial results of Amex U have been remarkably positive, illustrating rapid adoption and engagement. In just two months since its launch, the program attracted more than 45,000 unique users, averaging approximately 1,400 engagements per day. This high adoption rate translated into over 231,000 course completions, covering a broad spectrum of critical skills, including leadership development, business acumen, and technical proficiencies. The success of Amex U is a direct reflection of its thoughtful design, focusing on making learning not just available, but digestible and meaningful. The underlying goal is to empower employees to acquire the skills necessary for career advancement within American Express, thereby aligning individual growth with the organization’s strategic business objectives and ensuring a future-ready workforce.
The investment in this robust learning ecosystem is already yielding substantial dividends. Over the past three years, American Express has observed a significant internal mobility rate, with 40% of its colleagues transitioning into new roles or receiving promotions. This statistic underscores the effectiveness of Amex U in fostering internal talent pipelines and career progression, which are vital for retention and organizational agility in an increasingly competitive talent market. Furthermore, the annual Colleague Experience Survey revealed that more than 80% of employees now feel adequately equipped to manage their careers and express satisfaction with the development conversations they have with their managers. These figures represent a tangible return on investment, demonstrating that a strategic, integrated approach to learning can significantly enhance employee empowerment, satisfaction, and ultimately, contribute to a more dynamic and skilled workforce.
Doubling Down on Benefits Investment: A Holistic Wellbeing Strategy
Beyond learning and development, Herena’s tenure has been marked by a significant and strategic investment in employee benefits, positioning American Express as a leader in holistic colleague wellbeing. This commitment stands in stark contrast to a prevalent industry trend where some organizations, grappling with rising costs, have opted to scale back their benefits offerings. American Express, under Herena’s guidance, views benefits not as an expenditure to be minimized, but as a critical, long-term investment in its most valuable asset: its people. This counter-cyclical investment highlights a deeply embedded philosophy that employee wellbeing directly correlates with organizational strength and resilience.
The efficacy of this approach is clearly reflected in internal and external accolades. Last year’s Colleague Experience Survey reported an impressive 91% of employees would recommend American Express as a great place to work, a powerful indicator of high satisfaction and loyalty. Externally, American Express continues to garner prestigious recognition for its employee experience. This year, it secured the No. 4 spot on Fortune‘s "100 Best Companies to Work For" list, extending its remarkable streak to seven consecutive years in the top 10 and 26 years on the overall list. Moreover, the Business Group on Health recognized Amex for the 15th time with its Excellence in Global Health & Wellbeing, Mental Health & Health Equity Award, highlighting the comprehensive nature and consistent excellence of its benefits programs, a testament to sustained commitment.
Herena has spearheaded numerous enhancements to Amex’s benefits portfolio in recent years, demonstrating a deep understanding of the diverse needs of a modern workforce. Key additions include new mental health training initiatives and a significant enhancement of the Healthy Minds program, which has doubled the number of free counseling sessions offered and expanded access to licensed counselors. As of June, this enhanced program had seen over 23,000 colleagues and their family members register, participating in more than 122,000 counseling sessions. These statistics underscore a profound commitment to mental wellbeing, a critical component of employee support, particularly in the post-pandemic era, where mental health challenges have become more prevalent across industries.
Beyond mental health, American Express has expanded bereavement support, providing greater assistance during times of personal loss, acknowledging the emotional toll such events can take. It has also introduced free financial wellness tools, recognizing the impact of financial stress on overall employee wellbeing and productivity, a common concern for many workers. Family support resources have seen substantial expansion, including free consultations with doulas, reflecting a progressive approach to parental and family care, alongside expanded IVF and cryopreservation resources, catering to diverse family planning needs. These forward-thinking benefits not only support employees through various life stages but also reinforce American Express’s commitment to diversity, equity, and inclusion, making it an attractive employer for a wide range of talent, from new graduates to seasoned professionals.
"Investing in our colleagues means that we’re investing in our business growth. Backing our colleagues means showing up for them in the moments that matter, at every stage of their life," Herena affirmed. "And that can be in times of growth or in times that are a little tougher." This perspective frames employee benefits as a strategic enabler, contributing to a healthy, engaged workforce capable of delivering exceptional service and driving business success. The annual colleague experience team survey validates this approach, with approximately 90% of employees reporting that the company’s benefits offerings effectively support their wellbeing. This strong endorsement from the workforce itself confirms the strategic value of American Express’s comprehensive and empathetic benefits strategy, proving that employee-centric policies yield measurable positive outcomes.
Change Leadership: Navigating the AI Transformation
In an era defined by rapid technological advancement, particularly in artificial intelligence (AI), Herena emphasizes that effective change leadership is paramount for maintaining a positive colleague experience. As AI integration increasingly becomes a key driver of workplace evolution, HR leaders across industries are pressured to accelerate AI transformation. However, Herena cautions against a hasty approach, advocating for intentionality, a strong focus on job and organizational design, and robust change management strategies to truly become "architects" of work in the age of AI. Her philosophy suggests a measured, human-centered deployment rather than an uncritical adoption of new technologies.
"It’s about using human judgment, taking all the information you have and asking, ‘Is this the right area in which to apply technology or automation to move faster and create value or not?’" she articulated. This discerning approach underscores the importance of strategic foresight over indiscriminate adoption
