HR Leaders

In our latest interview, we spoke with Jo Laskey, a seasoned HR Leader with over 20 years of experience across various industries ranging from corporate giants to startups. Jo’s journey into HR, her approach to navigating organisational challenges, and her insightful perspectives on the ever-evolving role of People Leaders provide invaluable insights for both organisations and HR professionals alike. Can you describe your path into HR? My path into Human Resources began with pursuing a degree in Business and Organisational Studies. During my studies, I was fortunate to have an engaging lecturer who brought the modules of organisational behaviour and industrial psychology to life. This experience inspired me to delve deeper into the field and complete an MSc in Human Resources Management.  My first role in HR was with Marconi Communications, where I joined their two-year graduate programme. This opportunity provided me with invaluable development experiences, allowing me to build a solid foundation in HR practices and principles. Through this role, I gained practical insights and skills that have been crucial to my career in Human Resources. How have you navigated your HR career through diverse industries? Navigating my HR career through diverse industries has provided me with unique challenges and invaluable learning experiences. From corporate organisations to startups, I have embraced each role with a curious mind and a willingness to learn and grow.  I approached each challenge with determination and a clear focus on aligning strategic HR initiatives with broader business goals. These diverse experiences have enriched my professional growth whilst delivering business success and enhanced employee experience. Can you tell us more about your experience in startup organisations? My experience in startups (sometimes referred to as greenfield) has been both exciting and challenging. I’ve had the unique opportunity to build HR departments from the ground up, which required a blend of resourcefulness, creativity, and strategic thinking. I was driven by a desire to influence culture, enhance the employee experience whilst contributing to the growth/success of the business.  What initially drew me to my first startup role was the opportunity to roll up my sleeves and create a roadmap on a completely blank slate. I felt that I could leverage the experience I had gained during my career and apply it to an amazing blank canvas. This hands-on experience allowed me to shape the HR function to align with the company’s evolving needs and growth objectives. How do you navigate the transition into established organisations, particularly in revamping existing HR structures? Transitioning into established (sometimes referred to as brownfield) organisations presents unique challenges, especially when balancing respecting the businesses history and established business culture and existing processes with the need for innovation and change. My approach emphasises stakeholder engagement, collaboration, and alignment of HR strategies with broader business goals. I spend time upfront understanding the business, its journey, heritage and the individuals within it. I engage with stakeholders across the entire organisation. Navigating the transition into established organisations, particularly in revamping existing HR structure requires sensitivity, a strategic approach, and acceptance to ensure alignment with the company’s values. When implementing new initiatives, employee feedback is important to understand what’s working and where perhaps there is a need to refine the approach. For instance, I once received feedback that my approach was ‘too corporate’. I addressed this feedback by piloting initiatives with smaller cohorts, testing the tone of the communications/language and methods before a broader business rollout. These small steps helped ease the transition. Additionally, it’s important to recognise that people’s perceptions of HR can vary significantly based on their previous experiences of HR. There may be historical mistrust or fear of change. Questions may arise about the necessity of a more formalised strategic HR function. In these situations, it’s important to agree upfront with the CEO/leadership team the role of HR in helping drive the success of the business. By clearly communicating HR’s role and its objectives, we can help build understanding and trust. My focus is always on aligning strategic HR initiatives with the company’s strategic goals and implementing them in a manner that respects our cultural heritage. How do you gain support and collaboration from the Senior Leadership Team and/or CEO? Establishing a clear vision and setting well-defined expectations is crucial. Articulating this vision ensures that HR objectives align with the broader business goals, keeping everyone on the same page. Encouraging collaboration across all departments is also vital, fostering a culture of teamwork and mutual support, which ensures that HR initiatives are integrated and supported throughout the organisation. Maintaining open lines of communication and scheduling regular check-ins with the leadership team is essential. These interactions keep everyone informed, address concerns promptly, and ensure ongoing alignment. Demonstrating expertise through data-driven insights and other relevant methods helps build credibility, showing the value HR brings to the organisation.  Achieving quick wins is also important, as these early successes demonstrate the immediate value of HR initiatives and help build trust and support from the leadership team. I start by assessing the current state of the organisation, evaluating existing practices, policies, challenges, and systems. This assessment helps identify the gaps that need immediate attention and forms the basis for developing targeted HR strategies. In collaboration with the CEO and the leadership team, we define the objectives and goals for the HR function, ensuring alignment with the business’s overall objectives. Prioritising needs based on this assessment is key. Developing a detailed implementation plan with clear timelines, resource allocation, and milestones is the next step. This plan is agreed upon with the CEO and the leadership team to ensure buy-in and commitment. Consistency in delivering results builds trust and credibility over time. Initially, I have weekly check-ins with the CEO to ensure alignment with business needs and to address any emerging issues promptly.  Regular feedback loops and continuous refinement of HR initiatives ensure they remain relevant and effective. This iterative process helps in maintaining ongoing support from the leadership team. As an HR leader in 2024, what are the key challenges you’re

In our latest interview, we had the pleasure of speaking with Danielle Brooks, an accomplished HR leader who has made a significant impact in both startups and established organisations. As the current Head of People for a luxury travel business and an HR and L&D Consultant C2C Group where she supports numerous businesses, Danielle shares her journey into HR, her strategies for building HR functions from scratch, and her insightful perspectives on creating a supportive company culture. This discussion offers invaluable lessons for HR professionals, business leaders, and startup founders alike, providing practical guidance for establishing robust HR foundations that drive and support organisational success. Can you describe your journey into HR? My journey into HR started in 2011 with Trinity Mirror. Before that, I hadn’t found a niche or career path that I really enjoyed. I worked various jobs, including bar work, pharmacy roles, and as an admin officer with Job Centre Plus. When I joined Trinity Mirror as an HR Administrator, I handled and gained exposure to contracts, performance management, and disciplinary and grievance issues, which I really enjoyed. A senior manager there advised me to pursue formal education to support the experience I was gaining. Taking that advice, I completed a full-time, two-year diploma in Business Management in HR at Edge Hill University, which I thoroughly enjoyed. I also did some volunteering at Clarke Energy for hands-on practical experience. My first standalone HR role came in 2014, managing HR for a manufacturing company with 200 employees. It was a sink-or-swim situation, but in that role, I gained invaluable experience in employee relations, system management, and process improvement. The people processes were very manual when I joined, so I was able to improve them quickly and start collecting data more efficiently—not just in a disciplinary capacity but also to reward employees. I implemented a bonus structure, and the organisation and HR function really thrived from there. In terms of my career, having laid the foundations as a true HR generalist looking after all aspects of the business, I have grown from strength to strength. I have progressed from HR admin and volunteer roles to becoming an HR Director. I currently have a hybrid position, working part-time as Head of People for a luxury travel business and as an HR and L&D consultant for C2C Group, largely in the construction industry. Leadership development, training, HR advice and support are the areas I’m really passionate about, but I still consider myself a true HR generalist. How did you navigate each role in your HR career? Throughout my career, I’ve never pigeonholed myself into a specific HR specialism. I consider myself a generalist, which allows me to conduct gap analysis and troubleshoot effectively for businesses. My favorite area, though, is Learning & Development and coaching. Running leadership academies and communication workshops brings me immense satisfaction. I love empowering employees to be better and helping them become more self-aware. Holding up a metaphorical mirror to their behaviors and potential to help them see what others see is incredibly rewarding. How do you approach building HR functions from the ground up and what are your first steps? My first step is to speak to as many people as possible within the organisation. This includes individuals, business units, and departments to get a comprehensive understanding of how people truly feel. I use a RAG (Red, Amber, Green) rating system to prioritise tasks and address areas needing attention. It’s crucial to listen to both positive and negative feedback and engage employees in defining values and objectives. If one department is working cohesively, I need to understand how and why that is working to replicate that process or culture throughout the rest of the business. Similarly, when assessing your values and objectives, communicate these with your people and ask what they mean to them, encouraging active input. Effective communication is key. Even if feedback isn’t entirely positive, addressing it transparently helps maintain engagement and avoid conflict. Planning for future growth while ensuring current systems and policies are up-to-date is also vital. How do you align company culture in startups vs. established organisations? Aligning company culture in startups and established organisations presents different challenges. In startups, everyone is usually on the same or similar journey, making it easier to get buy-in from day one. However, in established organisations, skepticism can understandably be a challenge. HR is often seen through the lens of disciplinaries and grievances, but we’re there for support and engagement. Achieving quick, positive wins like offering support, clear communication,new benefits or training programs can help show people that HR is genuinely there for them and that their feedback is heard and valued. How do you build collaboration with CEOs and MDs? It’s crucial to go in with a clear direction and communicate effectively. It’s not just about being right; it’s about listening and building relationships. Understanding the business, its direction, and growth plans is essential. You need to be genuinely interested in the business as a whole, not just the people or HR aspects. Demonstrate quick wins, such as implementing new benefits which are cost-effective but show that you care about everyone in the business. Regular communication, tailored to the company’s size and pace, is vital. For companies with 250 employees, weekly catch-ups might be necessary, while monthly meetings might suffice for smaller organisations. It’s important to have meetings with clear outcomes to ensure productivity and engagement. What role do tools and technologies play in your position? This can vary depending on the organisation. In smaller companies, an attendance management system might be sufficient, but as the organisation grows, more comprehensive systems become necessary. Early on, I focus on identifying the right systems because HR needs data to be effective. We’re a data-driven function. For performance management, I look at how performance or business objectives align with individual objectives. We can’t just put a piece of paper into someone’s folder or drawer and forget about it. We need systems that allow us to track

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

Back in 2017, we launched the HR Leaders Interview Series to spotlight the professional journeys of HR leaders and to underline the significance of hiring the first HR person in a business.  This initiative aims to provide valuable insights to both HR professionals and business owners, fostering a better understanding of how a dedicated People & Culture function can drive business success. Sharing Professional Journeys Our series highlights the diverse career paths and experiences of HR leaders. By sharing these stories, we aim to inspire current and aspiring HR professionals, offering them a glimpse into the varied routes one can take within the field. For example, in our interview with Mishanka Kaul, Head of People and Culture at AA Labels, we explore her journey from an engineering background to leading HR in a family-owned business. These interviews showcase the versatility and dynamic nature of HR careers, encouraging professionals to explore and embrace their unique paths. Supporting Business Owners and Leaders One of the core objectives of the HR Leaders Interview Series is to demystify the value of having a dedicated HR person for business owners and leaders. Many businesses, especially the smaller ones might overlook the critical role HR plays in fostering a healthy, productive work environment – and the active role they can play in growth. Through our interviews, we provide real-world examples and strategies that highlight how an effective HR function can enhance employee engagement, drive performance, and ultimately contribute to the business’s bottom line. Making a Positive Impact We believe that by understanding the successes and challenges faced by HR leaders, businesses can better appreciate the strategic value a dedicated People Leader brings. This understanding can lead to more informed decisions about when and how to integrate HR into their operations, ultimately fostering a more supportive and effective workplace culture. Top Three Tips for Hiring Your First HR Person Understand Your Needs: Before hiring your first HR person, clearly define what you want them to achieve. Are you looking to improve recruitment processes, enhance employee engagement, or ensure compliance with employment laws? Understanding your specific needs will help you find a candidate with the right skill set. Look for Cultural Alignment: Your first HR person will play a significant role in shaping your company’s culture. It’s essential to choose someone who not only has the necessary expertise but also aligns with your company’s values and vision. This alignment will facilitate a smoother integration and more effective implementation of HR initiatives. Provide Support and Resources: Ensure your new HR person has the support and resources they need to succeed. This includes access to necessary tools, clear communication of expectations, and a supportive environment where they can thrive. Ready To Take Action? If you think you might be ready to hire your first HR person, get in touch with us to start a conversation. We’ll help you identify your best next step and ensure you’re set up for success. Contact us today to explore how we can support your journey in building a robust HR function that drives your business forward.  

We recently had the privilege to talk to Lynsey Green, Head of People UK & Ireland at STIEBEL ELTRON UK LTD – a leading manufacturer of heat pumps, electric water and space heating products. We explore Lynsey’s journey into HR, the evolution of HR frameworks, and the unique challenges faced by HR leaders in dynamic organisational environments. Lynsey’s career path and insights offer valuable lessons for both organisations and HR professionals, emphasising the importance of the HR role, creating a culture of transparency, and ensuring everyone has a seat at the table. Can you describe your path into HR? I was quite late coming into HR. My husband had his own business, and I was working for a corporate bank in a marketing projects role. I often helped him with employee issues, and after being at the bank for about 13 years, there was a voluntary redundancy offer. Around 400 people were made redundant, and I was pregnant with my second child at that point. I thought, “Now is as good a time as any to take the money and go for it.” So, I started thinking about what I enjoyed doing, and I remembered how much I enjoyed helping with HR issues. I decided to pursue a degree in HR.  While I was doing my degree, I met up with an old friend who had a HR consultancy business so I started off writing newsletters and updating policies for her. In time, we formed a partnership and built it to a point where we received external investment but at that stage it became less of a lifestyle business. With two young children, I realised I was spending too much time on work and needed to spend more time with my family, so I took the tough decision to move on. I was then approached for a permanent in-house HR role, which I did for five years before moving to my current role with STIEBEL ELTRON. How was the HR function set up when you joined your previous roles and at STIEBEL ELTRON? In my first HR standalone role, there was no dedicated HR function and around 100 staff. I set up the complete HR function from recruitment to exit and everything in between. By the time I left, there were two people managing over 150 employees and I was proud to have introduced and embedded the Real Living Wage into that workplace, ensuring fair pay for all concerned. At STIEBEL ELTRON, the HR foundations were already in place from an outsourced consultancy and structured differently to my previous role as it’s part of a global organisation. This presents different challenges but gives fantastic opportunities to learn about international employment practices. What are the unique challenges in environments where you’re enhancing existing HR frameworks while navigating and respecting organisational culture and history? When joining any business, there should be a period of learning so I spend lots of time reading existing documentation, or with individuals listening and trying to understand the culture and past events which have shaped the workforce to date. It’s important to hear what people think works well but also what doesn’t work so well – all the time listening, not only to what is being said but to what ISN’T being said. I find that people can often be sceptical when HR is introduced into a business, particularly those who have had less positive interactions with HR in the past. One of the biggest challenges is overcoming the fear of the unknown. I quickly share my objectives and implementation plans/timelines but more importantly try to show my true authentic self to build trust.  When entering a new workspace, many professionals feel they need to rewrite the handbook straight away; however, as long as they’re legally compliant, I typically leave that until at least six to twelve months down the line. After that time, you have a better understanding of how the business actually functions. So rather than just issuing a generic policy, I take time to ensure it actually fits with the business and works effectively for everyone concerned. How do you build that trust and overcome scepticism? Personally, I choose not to have HR in my job title. HR often comes with negative connotations, ‘resources’ can be picked up and put down as required but my job is all about the People in the business therefore my role is officially Head of People as I see myself directly responsible for the amazing people in our business. I meet with each person individually, to understand their journey so far and their career ambitions for the future but also to understand what the Company does well and where we can improve. When I did this in STIEBEL ELTRON, it became apparent that whilst there were some areas to improve, overall our colleagues were genuinely happy which resulted in us being awarded a UK Best Workplaces award in 2023. With the Great Place to Work survey feedback, I was then able to create an action plan to help address the areas for improvement which resulted in us further improving our position in 2024. Trust has to be earned and takes a long time to build so I don’t expect it to happen overnight. Also, the perception of the role from colleagues in the business can change depending on ER activity, investigations / mediations / disciplinaries etc. Many times I have had to be diplomatic in discussions due to the confidential nature of the cases I deal with. I will always deal with facts rather than opinions and champion fairness and transparency of process over hidden agendas. What role do tools and technology play in elevating the HR experience? Are there any specific HRIS systems you recommend? Technology is crucial in managing a large workforce effectively. In a past role within the manufacturing industry, everything was on an Excel spreadsheet initially. We implemented PeopleHR, which worked well, especially for employees without company emails. At STIEBEL ELTRON, we also

In a recent interview, we had the privilege of chatting with Neil Simmonds, an accomplished HR leader with a diverse background and extensive experience in the field. From delving into his entry into the HR realm to discussing the current challenges faced by HR leaders in 2023, Neil shared valuable insights that shed light on his professional journey and the ever-evolving landscape of human resources. Can you share how you found your way into HR? Absolutely. Despite studying politics at university, my entry into HR wasn’t a direct path. It all began during a summer placement with BAE Systems in the UK, where I worked on HR projects and analytics. That experience ignited my interest, leading to an internship in Brussels and eventually joining BAE Systems as an HR graduate. Your career has seen you explore diverse industries. Was this a deliberate progression, or did opportunities come your way? It’s been a mix of both. BAE Systems provided a solid foundation, but I actively sought roles in different industries to broaden my experience. The move to the automotive sector with Jaguar Land Rover, for instance, was driven by a desire to take on new challenges and explore varied sectors. As an HR leader, what are the key challenges you’re facing now? There are four key challenges on our radar. Firstly, talent development and attraction remain crucial, considering the ongoing competition for the best people. Secondly, ensuring organizational agility to meet rapidly changing industry needs. Thirdly, the emerging focus on social sustainability, where HR plays a role in ESG and diversity and inclusion initiatives. Lastly, refining our HR operating model to align with the organization’s goals. How is Vita Group tackling these challenges? Vita Group has a strategic approach. We’re working on enhancing talent performance management, upskilling our people managers, and establishing sustainable systems and data practices. Being a valuable business partner, especially during times of transformation, is a key focus. As we navigate multiple HR systems across our European plants, a systems roadmap is in the works to streamline operations. Do you have any advice for those starting their HR career or aiming for a leadership role? For those starting out, focus on acquiring grassroots skills, especially in employee relations. Even at senior levels, these skills are crucial. For aspiring leaders, curiosity about the business, understanding its financial dynamics, and having the courage to actively contribute to strategic conversations are key. Recognize the vital role HR plays in every business. Neil’s experience underscores the importance of adaptability, continuous learning, and proactive engagement in shaping a successful HR career in the dynamic landscape of 2023. If you would like to start a conversation about developing your career in HR, please get in touch to start a conversation. If you know someone who has a great career journey with valuable insights to share, please get in touch to nominate them for a future conversation.