“HR goes to the core of what you stand for and what you believe. I believe in fundamental fairness. In doing the right thing, even when no one is watching. You have to be kind and care for others, because you never know what someone else is going through.” – Caroline Thomas, Director HR at B&Q, speaks to us about developing a career in HR Leadership.

As part of our commitment to supporting candidates to develop fulfilling careers, we’ve invited some HR Leaders to share the secrets of their success.

This week, we had a great conversation with Caroline Thomas at B&Q who began her career as an apprentice in the manufacturing sector before discovering her passion for HR. Caroline worked at Rover Group in HR Admin before joining BMW Group UK, and later National Tyres and Autocare, as a Personnel Officer. In 2004 she joined New Look as a HR Business Partner where she spent five years before transitioning to People Change Manager. 

In 2011, Caroline left New Look and joined her current organisation, B&Q, as Organisational Design and Talent Programme Manager. In 2014-2015 she spent time with B&Q’s parent company, Kingfisher Plc as Head of Business Change before she returned to B&Q to take on her current role as Director of HR in July 2015. 

Can you tell us how you got into HR and why?

I began my career on a business management apprenticeship at Rover Group where I rotated around several different functional areas. I spent time in marketing, finance and procurement before HR. While in recruitment, I realised how much of a difference it makes in people’s lives and I was hooked. I spoke with the HR Director and transitioned out of my rotations to become his PA. In that role I got a strong grounding in HR in a heavily unionised environment. 

I see organisations as living, breathing organisms, so the manufacturing sector with it’s process oriented, mechanical nature of working really excited me and I spent most of my early career in the automobile industry. After I left Rover Group I worked for both BMW and National Tyres and Autocare. Then, after 5 years I started thinking about getting experience in either the retail or hospitality sectors. I had moved to the south coast and New Look was one of the largest employers in the area. I earmarked them as my next company and was able to get a role within their distribution centre. It was a big change. Previously my companies had been ‘operational focussed’ but this was a much more entrepreneurial environment, which I loved. I ended up staying seven years working as a Business Partner and later a People Change Manager. 

I was made redundant after returning from maternity leave. It was an eye opening experience to be on the receiving end of those conversations and to realise how cold and brutal that process can be. I felt like rather than utilising the new insights I’d gained through the life-changing experience of becoming a mother, the company had forgotten me. 

B&Q hired me days after I reached out to them and I’ve been with them ever since doing specialised roles in change management, talent and organisational design, as well as more general positions around business partnering, communications and shared services. I’ve always believed that the more you can learn about cultural differences the better HR leader you will be and in 2014 I had the opportunity to work at group level with Kingfisher Plc (who own B&Q) and spent time in France, Poland, Russia and Spain. I returned to B&Q to consolidate what I’ve learnt and became Director of HR in 2015. 

For me, HR goes to the core of what you stand for and what you believe. I believe in fundamental fairness. In doing the right thing, even when no one is watching. HR is about trusting those around you and being trusted. It’s two-way, you have to build credibility and respect. You also have to be kind and care for others, because you never know what someone else is going through. 

Can you tell me about the key themes and challenges that you’re seeing across the HR sector?

Firstly I believe there is a huge challenge at the moment about authenticity and strength in leadership. As a HR professional, how do you ensure that leaders are clear about what has influenced their leadership style and why? How can you help them recognise that they’re on a journey and always learning? Colleagues are, quite rightly, demanding more of leaders and I think leadership is shifting beyond what you do and know, to what you believe in. Arguably it’s got easier to be a leader because it’s no longer about you having the answers, it’s about how you’re listening, being curious and asking the right questions.

Our role as HR professionals is about getting leaders to understand themselves first before they start to understand others and the business around them. A conversation I’m frequently having with leaders is how are you investing in your inner mentor? How are you championing yourself? How do you recognise when you’re getting things right? Leaders need to be authentic and clear about what has influenced their leadership styles.  

The second challenge I see for HR is hybrid working. In our roles we navigate conversations, observations and make connections but right now we’re more removed from our colleagues than ever before. We need to up our game to ensure we’re making those connections, having the right conversations and observing what we need to. Within HR, we need to be more agile, prioritise where we spend our time, listen to all colleagues and focus on where we can make a difference to their experiences. Hybrid working is absolutely the way forward, it’s not a barrier, but we do need to be smarter and savvier in HR about how we go about our work. 

And finally, but most importantly Diversity and Inclusion, we need to recognise that in HR we are learning too and we can’t know all the answers.  This is a business and societal responsibility, it’s not for HR to solve, but for everyone to understand.  Whether from competitors or different industries, we need to learn from each other, and listen more than ever to our colleagues.  Be comfortable with being uncomfortable, only then will we open our eyes and truly celebrate what makes us different.

What career advice would you offer to someone either working towards a career like yours, or someone just getting started in their HR career?

Firstly, when you imagine looking back on your life, be clear about what you want to see. When you’re competitive and driven in your career, you might be tempted to hide some of your life experiences, or the uniqueness that makes you, you. In my experience, it’s too much hard work. Be you, accept yourself and embrace it. 

Secondly, have goals – but make sure that you reassess them regularly. Your career is not a checklist. Your personal and professional experiences come together in your progress so embrace all of it. Challenge yourself and be true to yourself. As the saying goes, shoot for the moon because if you land on the stars they’re just as beautiful. 

Thirdly, and this is something I’ve personally struggled with, look after yourself. Wellbeing is so important. Thinking, sleeping, eating and exercising. As you become older, your body and mind become less forgiving so don’t keep burning the midnight oil, have some perspective and look after yourself. My children aren’t going to say to me “thank you for all those hours that you worked”, they’re going to say, “thank you for looking after yourself, because then you looked after me”. 

Caroline has been working as Director of HR at B&Q since July 2015 and is based on the South Coast. 

If you are interested in having a confidential conversation about your career or would like our support growing your team, please get in touch today.