In our latest addition to the HR Leaders Interview Series, We had the privilege to talk to Mishanka Kaul, Head of People and Culture at AA Labels—a family owned business specialising in designing, producing and embellishing labels for commercial and industrial applications worldwide. In this insightful conversation, we explore Mishanka’s unique journey into HR, her strategic approach to building HR functions from scratch, and the unique challenges and triumphs of working within a family-owned business.
Mishanka’s career path and insights offer valuable lessons for organisations and HR professionals alike, highlighting the importance of authenticity, relationship-building, and strategic prioritisation in creating a thriving workplace culture.
Can you describe your Journey into HR?
Having completed my degree in Electronics Engineering (Mumbai, India), I started my career with NCR, a company that specialised in and was one of the main providers of cash machines, in Algiers, Algeria (North Afirca), as a Bilingual Products Sales Manager (with it being a Francophone country). As you can imagine, that had nothing to do with HR. Back when I completed my Engineering degree, I was heavily influenced by what people around me were doing. Engineering and Medicine were the two main fields of pursuing a professional qualification, and I thought that was what I wanted to do too. So after my degree, I began in this sales & tenders field role with the company, as I understood the specifications of its electronic items. During that time, I led a recruitment project on the side for a specific engineering role. I soon realised I enjoyed it much more than my actual job. That’s where my passion for HR would be ignited. I then went on to create policies for the organisation, which had about a hundred staff, and I realised that I loved interacting with people, and my passion for HR grew from there.
Must mention that I was also very inspired by my sister Bhavna, who was already a well-established HR & Recruitment professional working in Dubai at the time.
Thereafter, I moved to England with my husband and started seeking work in the HR field. It was challenging that I was always met with feedback on lacking UK HR experience. So, I took a year out and completed a dual master’s degree with a CIPD qualification from Anglia Ruskin University, Cambridge. This opened doors for me, and I got my first HR role as an HR Administrator at IKEA in 2011. That experience was incredibly enriching, and it only made me more and more interested in the HR field. I had a wonderful manager, Janet, who was always there to support my growth and development, even beyond my time at IKEA itself. I think having the right people to help you with your professional growth changes everything. And that’s how I’m here today!
You transitioned from a Global Giant to a Family-Owned Business, How did you navigate that change and what drew you to the role?
I always believe: unless you genuinely care about people, don’t do HR! And by people I mean the management, the directors, and the employees. Everyone’s a human being at the end of the day with their own unique learning journeys. With this role at AA Labels, I felt I could apply my skills and experience and make a meaningful contribution to an existing business with huge amount of potential. Prior to me, there was a basic presence in terms of HR. I could see that there were several possibilities in what I could bring to the organisation and partner with directors to enable steady growth. Sometimes you have to go with your gut feeling and your intuition. I’ve been here for nearly six years now, expanding the HR function, as we went ahead supporting people in their development. The directors really wanted to put things in place, didn’t have holistic know-how on the HR side. Understandably, they are entrepreneurs and had limited knowledge of HR, making it essential for them to have someone who could drive change. It’s very expensive to hire consultants for every small thing you want to do. For them, it made sense to hire somebody who had the knowledge, genuine drive, and willingness to make a difference. I had a lot of support from them, and it’s been a very rewarding journey for all of us.
When Starting From Scratch, Where Do You Begin as the First Dedicated HR Person?
It’s impossible to achieve everything in one go. My strategy was to list everything that needed attention and prioritise with my line manager, who is currently the Managing Director. For the first six months, we focused on the top two or three priorities. It’s crucial not to bite off on more than you can chew. You cannot try to do too much at once, as operations still need to continue smoothly. It’s important to stretch yourself but not to a point where things start falling apart. Gradually, we got to a stage where everything was self-sustained in certain areas, and then we moved on to the next priorities.
How do you build a Culture of Trust and Support with Employee’s?
It all comes down to genuinely caring about people. It’s not just about saying the right things; it’s about actually caring about them and understanding how what you’re doing, is going to impact them. Addressing concerns is key. Any interventions I propose are always centered around people, and this of course, has a direct positive impact on the business.
I always start by talking to line managers and explaining changes until I get to know the people better. Everyone is different, so for me, it’s about knowing them and making a robust effort to build that relationship. Even passing conversations in the kitchen, for example, are perfect opportunities to build meaningful connections. That personal touch goes a long way. This also helps to predict elements of resistance to change and challenges beforehand. When people see how previously implemented changes have led to progress, they become more onboard and supportive of what you’re doing. Ofcourse there is always the odd one who will always be skeptical and never see the good side. With such people as well we can filter out feedback objectively and use it to enhance the business.
How Do You Balance New Initiatives with Existing Values?
My role and duty is to offer unbiased, robust advice in all situations. I also need to explain the risks involved and allow the business owners to make informed decisions. In family-run businesses or start-ups, it’s important to remember that while I’m deeply connected, it’s ultimately their business, and the risks sit with them. Therefore, any advice must be communicated with utmost respect and empathy towards this fact. Over the years, I’ve learned to strongly present my advice thanks to my experience and knowledge. Ultimately, it’s up to the directors what they take on board and what they filter out. My role is to act as a facilitator and catalyst, making things happen and providing the right guidance to propel the business forward.
How Do You Maintain Collaboration with the CEO and Senior Leadership Team?
Start with small, achievable goals to build trust, thereafter tackle bigger challenges. Consistent communication and demonstrating the benefits of changes help secure support and mutual collaboration.
What advice would you give to an HR Leader who is following in your footsteps in A Similar Role?
My advice to them would be to not follow my footsteps! Create your own path and maintain integrity, respect, and dignity in all interactions with People. Even in difficult or unavoidable situations that come with this role [such as dismissals etc], handle them with compassion and respect. It’s crucial to support people through these experiences on a human level, whether they are directors, senior management, or employees—everyone. While we have terms and policies in place, never forget that you’re dealing with human beings who could be under a lot of stress and pressure. Today it’s them and tomorrow it could also be you.
What Advice would you give to a CEO or Business Leader who is about to hire their first People Leader?
The hiring process should be both intuitive and process driven. If you’re torn between two
candidates, choose the one you felt a connection with. Once hired, provide full support, trust
them, and clearly communicate expectations from both sides.
Have you been given a piece of advice that has stayed with you and shaped your career?
My first HR Manager at IKEA, Janet Cooper back in 2011, advised me to always bear people in mind for all HR interventions. This advice resonated with me deeply and has stayed with me all this time. Even if you view things from a business perspective, you need at least 90% buy-in from the people for any initiative to be successful. Without it, things become extremely challenging.
As an HR leader in 2024, what are the key challenges you’re facing or think you will face on the horizon?
Hiring is the biggest challenge. Despite the economic crisis and many people needing jobs, finding the right person at the right time is difficult, especially in niche areas. We also need innovative ways to attract and retain the right candidates and adapt to new
generational solutions to different life experiences and work expectations whether that’s hybrid working or redefining the historical 9-5 working day.
I also think HR is evolving from a traditionally dry function to a more lively and approachable one, while still maintaining essential confidentiality and adherence to policies. People often think HR only serves the organisation’s leaders, which is partially true since that’s where our salaries come from. However, our primary job is to give good advice on managing people to help the business grow. If anything, looking after people makes good business sense too which is what they are working towards at the end of the day. Happy people equals to happy customers! It’s as simple as that.
Mishanka’s journey from engineering to HR, her methodical approach to building HR functions, and her emphasis on genuine care for people offer invaluable insights for HR professionals and business leaders. Her experience underscores the importance of authenticity, relationship-building, and strategic prioritisation in driving organisational success.