In the summer of 2004 I completed my post graduate studies in Human Resource Management, gained membership of the CIPD and started my first HR job. In the 14 years that have followed, I've been lucky enough to encounter a variety of sectors and environments- security, the civil service, entrepreneurial 'Dragon's Den' style investment funds and, most recently, a business lobbying and influencing body.
That time and those places have given me a huge range of experiences (and hopefully a bit of skill and knowledge as well). There are obviously big differences in these organisations- differing resources, differing pressures and different leadership and management environments- but I've also noticed that there are consistent themes that come through wherever you work. It's hardly breaking news, but my experience has shown me that organisations and leaders that identify a clear strategy (and have the stamina and discipline to see that through), operate in a way that is authentic and genuine, and give real consideration to the people 'agenda' are more able to generate sustained
performance and build a strong and loyal workforce. I've found this to be particularly true in smaller organisations where the ripples cast out by the senior leadership team reach the edge of the pond much more quickly (both positive and negative).
I've also learned a lot about myself during that time. This range of cultures and environments has tested my adaptability and has made me think about what 'authentic' looks like when the environment around you changes. What I've learned is that you can be authentically you in a range of environments but,
and this is particularly true in HR, you need to know where your red lines are and you need to be prepared to walk away if those are crossed. This isn't about brinkmanship but about doing your upmost to protect the organisation you work for and having an eye on the long term. So much of the HR role is about striking the right balance between risk and reward.
I've also learned about what I enjoy, what gets the best out of me, and where my skills lie- which is why I've decided to set up this business. Whilst I'd like to think that a range of skills and knowledge have allowed me to progress in my HR career, there are two particular skills that have always risen to the surface when I've needed them. An ability to build strong working relationships and the ability to help people focus on the things that can make a real difference. I now want to use those skills to help clients in a range of ways: