Building people, building culture: Ibrahim Hameed on leading HR at Cora Cora Maldives

When Ibrahim Hameed (Ibbe) began his career at just 18, the world of hospitality was unfamiliar territory. Today, more than a decade later, he leads the Human Resources department at Cora Cora Maldives — a role that, as he describes it, “is never the same two days in a row.”

“I love HR,” he says with quiet conviction. “Every day there is something new.”

His story is not one of straight paths or quick ascents. It’s a journey of trial, discovery, and gradual mastery — of learning the value of people, process, and persistence in one of the Maldives’ most dynamic sectors.

Ibbe’s first professional step came in 2014, when he joined Sun Siyam Olhuveli as an HR Coordinator right after completing his A-Levels. “I was 18 years old,” he recalls. “I joined through my brother who was working there. Only myself was there and I didn’t know how to work in a resort.”

It was a period of adjustment — and realisation. The young recruit soon found that HR, at the time, wasn’t the right fit. “I didn’t survive in HR,” he admits. “I had an accounts background and the team suggested me to join as a night auditor.”

That shift proved valuable. Over the next six months as a night auditor, he gained a stronger understanding of resort operations, structure, and rhythm — lessons that would later become essential to his HR leadership style.

Later in 2014, a new opportunity arose with the opening of Amilla Maldives. “I went to their recruitment camp in Malé and got hired as a night auditor,” he says. What followed was a four-year journey of growth within the finance department, as Ibbe advanced from night auditor to general cashier, and then to a supervisorial accounting role.

But despite his success, the numbers failed to inspire him. “I decided finance wasn’t my thing,” he explains. “I wasn’t interested in numbers. I was really outgoing with the team and at the resort. I was involved in the HR welfare committee as the President as well. So, I thought I would change to HR.”

That decision marked the beginning of his transition from accounting to people management — from spreadsheets to staff engagement.

Determined to strengthen his foundation, Ibbe pursued higher education abroad. Through the Maldivian government’s tertiary loan scheme, he enrolled at the Asia Pacific University in Malaysia, where he completed a BA (Hons) in International Business Management.

Although the degree was not specialised in human resources, it gave him a broader understanding of business operations and organisational strategy. “I studied international business management — it wasn’t HR-specific,” he notes. “But the exposure helped me understand how different business functions connect.”

Before completing his degree, he received an offer from Oaga Art Resort to join as Assistant HR Manager. “Aminath Shaly offered me to come as Assistant HR Manager,” he recalls. “I didn’t survive there. I was there for two months.”

It was another period of uncertainty, one that tested his persistence. “I was job hunting. It was very difficult to find an assistant manager job because I didn’t have that level of experience,” he says.

Opportunity came when Muizz Mohamed, at that time Director of Human Resources at Cora Cora Maldives and a contact within the industry, came across Ibbe’s CV. “He gave me the chance,” Ibbe says. “After two years, I have been promoted to HR Manager.”

Joining Cora Cora Maldives marked a turning point in his career. The resort, known for its emphasis on employee engagement and well-being, provided the environment and leadership structure for Ibbe to put his values into practice.

As Human Resources Manager, he oversees a wealth of different aspects for the welfare for more than 240 employees. “I have to be responsible for everything within the HR field— recruitment, onboarding, trainings, engagement for staff, motivation, accommodation and food,” he says. “Staff grievances will also be there. We have to attend to those complaints although they are very few. We have to guide them as well.”

His focus is simple but consistent: to create an environment where employees feel respected, supported, and motivated to grow.

For Ibbe, the HR function is not about enforcing rules, but about managing relationships. “There aren’t many challenges,” he says thoughtfully. “Very few things are a bit difficult. Some employees may be difficult to deal with, but they are very few. We may not be able to keep everyone happy all the time, but we try our best.”

With a workforce drawn from across the Maldives and beyond, maintaining open communication and inclusivity is vital. “We take into consideration comments from the line staff as well because they may be very valuable,” he explains.

It’s this philosophy that has helped Cora Cora Maldives maintain an exceptional staff retention rate. “We have a very high retention rate. Termination is very low — 1.26 termination per month on average. Some months we don’t have any termination or resignations,” he says. “Sometimes they go to other resort opportunities, not because they are unhappy here.”

Employee engagement is a major focus under Ibbe’s leadership. From sports tournaments to karaoke nights, his department ensures that there are frequent opportunities for staff to connect and unwind after work hours.

“Staff engagement is very high here,” he explains. “We have sporting events dedicated for staff, even for those who may not qualify for our first-division football team. We have excursions for staff, snorkelling trips, shopping trips to nearby islands, karaoke nights, movie nights. We are trying to implement an annual appreciation week.”

These initiatives, while recreational on the surface, serve a deeper purpose — to foster belonging and community. “Engagement is not only about fun,” Ibbe notes. “It’s about giving people a sense of being part of something meaningful.”

Cora Cora Maldives’ commitment to internal development is another area where Ibbe plays a key role. “We have our succession plan for each department,” he says. “We identify staff who are ready for the next step. Let’s say for a restaurant, we’ve identified some team members who will be ready to take the next step when there is an opportunity. That’s how we work, and a lot of our trainings are focused on that as well.”

Training, he explains, is both structured and organic. “We focus on training via on-the-job training and outsource it as well,” he says. “The environment here is very attractive.”

Asked about what the hospitality industry can do to build stronger local talent pipelines, Ibbe points to the education system. “We have to work from the grassroots, from the school days,” he says. “We have to focus on areas where we currently lack behind, like culinary and engineering. Those kinds of areas.”

He emphasises the need for collaboration between schools, communities, and resorts. “We speak to communities close to us and they say that they don’t have resources at their islands to teach kids to get ready for specialised careers in tourism. So, we have to focus on that. Resorts are willing to help, but as an industry we have to more overall.”

It’s a view grounded in experience — one shaped by his own early challenges in finding the right career path. His perspective blends empathy for young entrants with a practical understanding of what resorts need to thrive.

Looking back on his decade-long journey — from an uncertain HR Coordinator to a confident HR Manager — Ibbe reflects on the lessons learned along the way. “I’ve realised that HR is not only about policies or paperwork,” he says. “It’s about understanding people, guiding them, and helping them grow. Every person has a story, just like I do.”

At Cora Cora Maldives, that philosophy is reflected across the resort — in the energy of its staff village, in the continuity of its teams, and in the culture of respect that underpins its success.

For Ibbe, it’s a continuous journey of learning and leadership. “Every day is different,” he says simply. “But that’s what makes it meaningful.”