In our latest addition to the HR Leaders Interview Series, we had the privilege to talk to Lianne Baker, Head of People & Culture at Enfuse Group. Enfuse Group is an award-winning management consultancy that, through a deep understanding of people and technology, delivers transformative solutions to organisations of all sizes across various sectors. They not only receive accolades for their consultancy expertise but also for their forward-thinking, inclusive culture and exceptional people proposition.
Lianne Baker joined Enfuse Group when they had only 15 people, tasked with ensuring their fabulous culture continued to thrive as the company expanded. Now with 50 employees, Enfuse Group is going from strength to strength. In this insightful conversation, we explore Lianne’s unique journey into HR, her strategic approach to building HR functions from scratch, and the unique challenges and triumphs of nurturing a dynamic and inclusive workplace culture.
Can you describe your journey into HR?
My journey into HR started with my mum, who was an HR Director. Growing up, I saw her in a senior role, traveling around the world, and it really intrigued me. Although I initially tried to resist following in her footsteps, HR felt very natural and comfortable for me. After university and traveling to amazing places like Sydney and Toronto, I wanted an HR role in an exciting place, which led me to Endemol Shine UK, a TV production company. It was perfect—exciting people, parties, and a vibrant work environment. Later, I moved into publishing with Condé Nast Publications. Having kids impacted where I could work and what I could do. When my flexible working requests were turned down, I had to find jobs that supported my childcare needs,
What do you look for in a company culture, and how do you navigate what aligns with you?
I definitely want to be somewhere that aligns with my values. After working for about nine or ten years in environments where we just did things the way they’d always been done, I developed a clear sense of what works and what doesn’t. I set up an HR function in a 30-year-old company, which was quite an uphill struggle because they didn’t think they needed HR. What I enjoyed most was putting in processes the way I wanted, focusing on putting people first. I don’t even like the term HR anymore because it makes people seem like numbers. There’s a whole person
behind every name. In my current company, which brought me in when we were only 15 people, they called me the Head of People for this very reason. It has been the most fabulous job for my development, aligning perfectly with my values.
How do you navigate building HR frameworks in a 30-year-old organisation versus a start-up organisations?
It’s massively different. In the older company, I spent a lot of time meeting people, explaining my role, and getting basic compliance tasks done. I actually love admin, so I enjoyed that challenge. The harder part was getting buy-in. People can have negative connotations with HR, so I worked hard to show my value and not be the HR person they expected. In contrast, in my
current company, everyone knew why I was there, and the process was much smoother. It felt warm and inviting even before I started.
Whether in an established organisation or a startup, how do you approach building an HR function from scratch?
Communication is absolutely key from the outset. Before I step into the role officially, I ensure everyone understands why I’m there and what HR can bring to the table. For established
organisations, it’s about immersing myself in the existing culture through meetings with key stakeholders. This helps me grasp the organisation’s dynamics, challenges, and strategic priorities. In startups like Enfuse Group, where I joined when we were just 15 people, I focus on setting up foundational HR processes that align with our values and future ambitions. This includes essential compliance tasks and laying the groundwork for more sophisticated HR strategies as we grow. By involving everyone early on and understanding their expectations, we start on the right foot, ensuring we have the necessary frameworks in place to support our people effectively.
What advice would you give to business leaders about to hire their first HR person?
Be clear about the role and its full remit. Understand the value an HR person can add beyond basic admin support. If it’s a senior role, they should have a place at the table and be involved in strategic conversations, the organisations goals and challanges. Ensure there’s buy-in from all relevant people and stakeholders and communicate clearly about why the role is being
introduced. Support the HR person’s decisions and trust their expertise.
What advice would you give to HR leaders about to take on their first standalone role?
A standalone HR role can be fun and exciting if you have the right personality as it requires confidence and being quite forthright about what you need. It can be lonely sometimes, but
building a network and finding support is crucial, particularly if you would benefit from additional legal advice or people in similar roles to bounce ideas off of.
What part do tools and technology play in the role?
At a minimum, you need an HR system to keep all company information together. The company I joined previously didn’t have one, so I had to set it up from scratch. Depending on the budget,
you can decide on the features you need. Payroll processes and an ATS system are also important, especially if the company is growing. You have to be realistic and careful with budgets, especially in a standalone position where there might not be a pre-set budget for HR.
How do you ensure a robust talent pipeline and successful hiring cycles, especially against corporate giants?
Focus on showcasing your company’s culture and employee value proposition. At Enfuse Group, we put a lot of effort into highlighting our culture and amplifying our story through various channels like our website and social media. We share candid snapshots of our team in action, celebrate our milestones, and proudly display the awards that recognise our achievements.
This approach isn’t just about attracting any talent; it’s about attracting the right talent—the kind of people who resonate with our culture and values. We posted this hilarious video on LinkedIn recently, just a day in the life of our crochet mascot. Some people may have thought it was odd, but others got the humor and said, “Yep, that’s the place for me.” It’s all about connecting with individuals who understand and embrace what makes us unique This visibility made us attractive to candidates. It’s about telling your story and showing why your company is a great place to work. Candidates often choose us over higher-paying offers because they connect with our culture and values. We consistently communicate who we are and what we stand for, we’ve created a magnet for top talent who see the long-term value in being part of something special.
Lianne’s journey into HR, her strategic approach to building HR functions, and her passion for creating vibrant workplace cultures provide invaluable insights for HR professionals and business leaders alike. Her experience highlights the significance of authenticity, relationship-building, and strategic alignment in supporting organisational growth and success.
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