Claire Webber-Powell, People Director at Outdoor and Cycle Concepts Ltd, Annabel Roberts, Head of HR, Centric HR and Kameshwari Rao, Chief People Officer, Publicis Sapient gave plenty of insights into how technology should be valued by HR and practical steps to make it work for the function in numerous ways. The webinar is well worth a look, but meanwhile here they tackle two more questions raised during the session which we did not have time to address.

1: When do you know it is time to invest in a completely new central IT solution? Is there a danger that just updating and adding to a system doesn’t give best value?

Claire Webber-Powell: There are two clear signals for me. Firstly, when the end users – employees – start to indicate that their user experience is hindering their ability to be effective in their roles/find accurate information in a timely fashion and secondly when HR users are ‘finding’ work-arounds more than working with the supplier to develop the current system.

Alternatively it could be once you have identified that there is more activity being undertaken off system than on system – at which point the end-to-end processes need to be reviewed and a scope pulled together to better understand the gap between what is needed versus what you have and the current suppliers ability to achieve this.

Kameshwair Rao: You know it’s time to invest in a completely new central IT solution when your current system is limiting efficiency, scalability, or integration with modern tools. If workarounds, patches, and updates are becoming more frequent and costly — without solving core issues — it’s a sign that your system is holding your business back. While incremental upgrades can extend a system’s life, they often lead to a patchwork of solutions that increase complexity and technical debt. A fresh investment may have higher upfront costs but can deliver better long-term value through improved performance, security, and future-proofing.

2: What is the first part of HR work you’d look to automate – either through ease of doing this or because of the ROI you’d get.

Kameshwari Rao: Another area of immediate focus is to automate recruitment screening. With AI-powered applicant tracking systems, businesses can quickly filter candidates based on qualifications, experience, and key skills — saving countless hours while reducing bias. This delivers immediate ROI by speeding up hiring, improving candidate matching, and freeing up HR teams to focus on strategic initiatives like employee engagement and retention.Having said that, there is a lot of focus that needs to paid to privacy and bias with any solution that leverages AI.

Claire Webber-Powell: I would always look to find solutions that support the employee to self-serve – so that it fits their needs at a time/in a manner that works for them. So this could be holiday booking, return to work completion, contract/change requests etc. These are all highly transactional and with very limited ‘value add’ from HR professionals – but are essential for the good upkeep pf data/accurate records/payrolls.

Annabel Roberts: I would agree with Claire again but also add to look at any areas where there is significant volume of activity which is transactional – so recruitment and selection processes where you might have a lot of activity. Shortlisting, arranging interviews and so on can be labour intensive so any support around automating those processes can save time and effort and ensure that things don’t get missed. Similarly with onboarding – and Claire gave a very good example of her processes around onboarding on the webinar.

In today’s rapidly evolving business environment, HR departments are grappling with an increasing array of complex challenges: globalisation, regulatory compliance, talent attraction and retention, team expansion, technological transformation, CSR initiatives, work-life balance, and employee engagement. To navigate this landscape effectively, outsourcing key HR functions – such as talent acquisition, international mobility management, and expert deployment – has emerged as a critical strategic lever for organisations. This approach not only enhances responsiveness and flexibility but also enables companies to optimise human resources, leveraging specialised expertise while freeing internal HR teams to focus on core business priorities. In essence, HR teams that manage the complexities of the workforce internally also deserve the opportunity to benefit from external expertise.

Strategic Talent Acquisition: A Competitive Advantage

Talent acquisition remains one of the most pressing concerns for HR teams. In 2025, 74% of employers say they are struggling to find the skilled talent they need, according to Manpower Global Talent Shortage. Whether through direct recruitment, Recruitment Process Outsourcing (RPO), or specialised consulting, outsourcing recruitment enables organisations to respond swiftly to market fluctuations while gaining access to a highly qualified talent pool. Leveraging external solutions, such as freelancers, further allows businesses to meet specific, time-sensitive needs.

By selecting a partner with expertise across multiple domains and collaboration formats, businesses significantly increase their ability to quickly identify and secure the right resources.

The emphasis on a skills-based approach – focusing on candidates’ technical competencies – expands talent pools and is increasingly recognised as a best practice in talent selection. This approach provides a valuable competitive advantage for companies seeking to partner with external experts.

Enhancing International Mobility for Global Business Efficiency

International mobility has become an essential strategic tool for business expansion, yet its complexity is rising due to evolving regulatory environments, increasing administrative demands, and the diverse tax and social systems across markets. Whether addressing immigration, relocation, legal advisory, or managing international compensation and benefits policies, outsourcing these functions to specialists provides a significant strategic opportunity.
In addition to relieving internal HR teams from the administrative and legal burdens associated with global mobility, outsourcing ensures compliance and delivers personalised support for talent and their families.

To maximise the value of such outsourcing, organisations must ensure that their service providers offer end-to-end capabilities – from visa acquisition and relocation services to tax management and international salary structures.

Another key consideration is selecting a provider with a global footprint, as this enables local expertise and a nuanced understanding of regional market specifics while maintaining consistent service quality and a seamless employee experience.

Speed and Responsiveness: Essential Success Factors for HR Leaders

HR departments are under increasing pressure to address complex and time-sensitive recruitment challenges, particularly in highly specialised fields. Rapidly identifying qualified talent, ensuring their immediate availability, and ensuring operational effectiveness from day one are critical to business success.

In specialised industries, businesses must remain agile in response to market shifts, technological advances, and regulatory changes. By partnering with experts who can quickly provide top-tier talent, organisations enhance their ability to respond effectively to staffing challenges, whether in IT, R&D, or during technological transitions. HR leaders must be equipped to act quickly and strategically to address evolving business needs and ensure competitive advantage. 

Conclusion

Outsourcing key HR functions – such as talent acquisition, international mobility management, and expert deployment – delivers a measurable return on investment. By delegating these functions to external experts, organisations reduce internal operational costs, mitigate compliance risks, and gain the flexibility needed to scale their workforce in line with business demands. Furthermore, this approach ensures ongoing alignment with local regulations and drives expatriate performance across global markets.

HR outsourcing solutions that combine expertise in mobility, talent management, and the rapid deployment of professionals provide essential support to HR teams. In a globalised and dynamic work environment, this strategic approach is a powerful enabler for companies looking to improve operational efficiency, address complex HR challenges, and achieve sustained business success.

About Laurent Perriault

Laurent Perriault is an experienced executive specialising in business transformation and management of service companies, notably in IT, Cloud Computing, and Human Resources. A people-centric leader, he places talent development at the heart of performance and collective success. With a strong background in M&A and international expertise, he has led growth, restructuring, and optimisation phases, combining strategic vision with operational pragmatism. Holding an MBA from HEC, he supports organisations in their structuring and development, adapting to market dynamics to maximise their impact.

About Anywr

Anywr has been providing HR services to companies since 2012. Offering solutions for skills provision and comprehensive international mobility services, Anywr is present in 12 countries across four continents to support companies in tackling their challenges.

Culture can be defined in several ways. It can be the formal principles that are shared across all levels of a firm, providing guidance and common language for staff to follow in their decision making. It can also be the informal values and morals of an organisation, evidenced through actions that are deemed to be acceptable and unacceptable. Whatever form it takes, the purpose of a corporate culture is to regulate behaviour. 

These shared values and guiding principles could be written, but more often than not are left unwritten, instead disseminated through a top-down approach. Thus, management re-enforces core values through their actions and sets the example for others to follow. When faced with complex situations that test a company’s commitment to ethical standards, such as maximising profit but at the expense of polluting the environment, managers often make their decisions based on their organisation’s culture, trusting that it will provide guidance on the most desirable and acceptable course of action. 

Having a strong corporate culture in place can have a positive influence on its members. But what happens when a poor culture steers decision makers to a bad course of action?

For example, think of Volkswagen, the German car company whose reputation will always be tarnished by the 2015 scandal that caught the media spotlight. Volkswagen was alleged by the US Environmental Protection Agency (EPA) to have manipulated the software of diesel cars. It purposely fiddled with official emissions checks to make the cars appear less polluting to meet new US emissions requirements and better appeal to customers. The claim proved to be true. Aside from the damage done to the environment, Volkswagen’s misstep resulted significant financial loss and reputational damage. 

How much of Volkswagen’s decision to deceive their stakeholders was driven by a corporate culture that put profit over people and planet? And, as businesses are increasingly under scrutiny to act in more socially, environmentally conscious ways, how can businesses ensure their corporate culture won’t hinder their progress?

Influence of culture on the environment and financials

A report by The Lancet Planetary Health, shows that air, water and toxic chemical pollution causes up to nine million premature deaths every year. Air pollution causes over 6.5 million of those deaths, while lead and other toxic chemicals approximately 1.8 million. 

Triggered by these numbers, in a recent study in collaboration with Dr Solomon Opare (Senior Lecturer, Massey University) we found that a strong corporate culture can improve a firm’s environmental performance, providing organisations with a powerful tool to keep them on the right track. 

In the study, corporate culture score was measured by analysing the content of call transcripts (data retrieved from GitHub), and environmental performance was measured by the amount of toxic chemicals released and reported by firms on the EPA website. 

Of course, one could argue that all businesses will release some level of toxic chemicals into the environment because of the inherent nature of business. Our study accepted this fact, and sought to focus on the emission of toxic chemicals that lay beyond the ‘expected’ level. 

The power of ethics

In doing so, we found that firms whose corporate cultures endorsed ethical behaviours reduced both the excess and the expected levels of toxic chemical release; thereby, surpassing the base levels of their environmental obligations. 

There were other benefits to be gained too. A strong and harmonised corporate culture was also found to have a positive financial gain for companies. 

Why? Having such a culture in place signals to investors a firm’s commitment to sustainable environment. As a result, investors were likely to put a higher valuation on the shares of firms that could show strong corporate culture and better environmental performance. Such investors are even likely to offer capital at a lower cost. 

Financial benefits of a stronger culture 

Going back to the scandal of Volkswagen, it cost the company more than £25.2bn in fines, required the complex process of recalling affected cars and compensating its customers. Almost a decade after the formal accusation the former CEO of Volkswagen is on trial and if found guilty could face 10 years in prison. This scandal has reshaped not only the car industry but government policies i.e. the push towards electric vehicles and imposing pollution tax on old and diesel vehicles. 

Apart from avoiding such hefty fines like Volkswagen there are several other direct and indirect financial benefits of building a stronger culture. 

Engaging in unethical practices that increase environmental risk leads to heightened scrutiny from regulators and environmental agencies; and has long-term negative consequences on firms’ financial performance and overall reputation. Aside from dissuading investors, auditors too are also likely to incorporate the overall culture of client firms to assess risk and even charge a higher audit fee to firms with cultures that are only driven by profit.  

On the flip side, firms which can build a strong brand image through persistent environmental actions will gain a higher market share through increasing the number of customers who are becoming increasingly environmentally conscious. So culture accounts for more than keeping workplaces friendly. But how can senior leaders act to ensure their cultures share the right attitudes and actions?

How to achieve a strong culture

Corporate culture consists of several components; integrity, teamwork, respect, innovation and quality to name a few. Typically, companies tend to focus on one of these components to define their culture. However, top management should attempt to harmonise and prioritise all of these dimensions. 

More importantly, ethics will need to at the core of each of these components in order for an organisation to reap the benefits. 

For instance, heavily investing to develop a cutting-edge product that might be environmentally friendly is positive, but when this compromises working conditions such decisions should still be considered unacceptable. Prioritising one component of culture by compromising another will not produce positive results.   

Culture can also not be developed in silos. As a starting point, managers can empower employees by involving them in the decision-making process, and encouraging open dialogue about strategies aimed towards ensuring sustainable and ethical operations. A culture that discourages such transparency and inclusion allows unethical behaviours to fester. 

By developing a corporate culture that considers all, prioritises engagement and balances social, environmental and financial motives, not only will see their companies become more accountable and responsible, they might also see their financial fortunes change for the better.

HR Under Pressure, a report based on a survey of over 500 members of the HR Ninjas community, paints a concerning picture of the pressures faced by those tasked with managing workplace wellbeing… and those findings are stark.

The report discovered 64% of HR professionals are experiencing near-constant stress, with a shocking 93% admitting to having experienced burnout at some point in their careers. Worse still, burnout has become so severe for some that 83% of respondents revealed they had to take time off work in the last year due to stress-related conditions.

Why are HR teams struggling?

The rising stress levels have come about due to a perfect storm of challenges. High on the list of stressors are unmanageable workloads and insufficient resources. HR professionals often wear multiple hats: handling everything from conflict resolution to compliance and employee morale.

“We are overworked and under-resourced, and are expected to just get on with it and show no signs of weakness. It’s unsustainable, but they [business leaders] don’t care – irony of ironies for a “people” function!” added one respondent in the report.

Additionally, the ever-changing regulatory landscape and the ongoing effects of economic uncertainties have compounded the stress. Many HR teams are simply being asked to do more with less, stretching their capacity to beyond breaking point.

The human cost of neglect

The report also underscores the cascading impact of that stress. Not only does burnout affect the mental and physical health of people professionals, but it also undermines their ability to support employees effectively, creating a ripple effect throughout the organisation.

“Burnout in HR isn’t just a personal issue – it’s now a growing business problem,” says Paul Bauer, Head of Content at Cezanne. “When HR professionals are running on empty, everyone in the organisation feels the impact. This report serves as a wake-up call for organisations to prioritise the wellbeing of their HR teams. Supporting the supporters isn’t just compassionate – it’s essential for sustainable business success. Without that support, there’s a very real danger of HR becoming an endangered profession.”

A call to action for business leaders

The report calls on organisations and their leaders to take immediate action to alleviate the pressures on HR teams. Recommendations include increasing investment in HR resources, providing opportunities for professional development, and ensuring meaningful support is given to their HR departments.

By addressing those challenges, organisations not only safeguard the wellbeing of their HR teams; but also strengthen their overall resilience. After all, as the report highlights, when HR thrives, so do their businesses.

To download the full report, visit Cezanne HR’s website.

Offering the right kind of support can mean providing a comprehensive set of initiatives and benefits to match the four pillars of wellbeing: financial, social, mental and physical health. But as organisations line up a vast – and expensive – raft of support, is there a danger that this is actually too much? Can organisations overstep their role, delivering support that erodes their employee’s sense of resilience and their ability to deliver work through their own initiative and strength? And when employers offer comprehensive health and wellbeing packages, are they still achieving ROI?

Not how much but how good

“This is a question of quality over quantity,” says Dr Rebecca (Bex) Hewett, Associate Professor of Organisation and Personnel Management at Rotterdam School of Management Erasmus University (RSM). “If the organisation is offering things that employees don’t need or want it can backfire because, firstly, people feel that they are not listened to and secondly, these things can create pressure on employees to take advantage of what’s on offer, which is a burden on them.”

Dr Hewett’s research has found that delivering wellbeing support can actually be detrimental to the wellbeing of line managers tasked with ensuring their people are OK: “this layer of management can experience negative wellbeing if they feel under pressure to support the wellbeing of the people they manage,” she notes, “so it’s particularly important to consider who is expected to support wellbeing and do they themselves have the support, time, and skills to do it.”

Getting health and wellbeing right, therefore, is not just about the provision but about how that provision is offered and accessed.

Putting employees first

“In the hospitality industry we are often guilty of prioritising the needs of others and not ourselves,” comments Moira Laird, HR director at Valor Hospitality. Recognising the particular stress and wellbeing challenges that exist for hospitality workers, Laird explains her business is now committed to ensuring all work practices, the working environment and company culture enhances and protects the health and wellbeing of team members. That in turn, importantly, is experienced through the commercial success of the business.

Valor’s health and wellbeing provision is impressive, going beyond individual benefits alone to address aspects of company procedure and therefore the underlying culture. A ‘Healthy Habits’ initiatives has been developed to help employees identify and action small changes that make a positive difference to their lives. Annual performance reviews have been replaced by quarterly check-ins, offering more of a two-way communication over their work rather than an official measurement.

“Some might feel that creating a supportive business culture may mean team members become less resilient, but we are not of that view,” says Laird. “By giving our people a supportive environment, we are helping to build their resilience. Mental, physical and financial wellbeing are intrinsically linked. If businesses are to help their team feel motivated and confident, they must develop a holistic wellbeing strategy that takes all these considerations into account. 

The ROI of wellbeing

“Ultimately, a happy and healthy team is a key driver for employee satisfaction, so while investment in health and wellbeing is a commercial ROI consideration, we shouldn’t underestimate its impact on staff retention,” concludes Laird.

Louisa Oliveira, HR Director UK & ROI at hygiene and health company Essity, details a wide and comprehensive range of health and wellbeing initiatives for her staff, aimed at helping everybody to thrive in their role. Financial and reward based schemes are joined by mental health initiatives, a global EAP programme, healthcare and and even social events including volunteering work. There are discounts on gym memberships and the company covers the cost for entry fees to various sports events throughout the year including 5k and 10k runs, cycling and dragon boat racing. Oliveira states many of the business’ sites use employee-led social committees to organise events including sponsored walks, yoga, Pilates, football and golf.

Crucially, the gateway to these benefits is entirely in the control of the employee: “The tools and support Essity provides rely on employees self-initiating access or asking whether there is support available,” explains Oliveira, “which comes back to the culture and psychological safety we are fostering at Essity through forums such as DEI to enable individuals to step forward and ask for help without fear of judgement, stigma or reprisal.”

Given this, it doesn’t really matter what scale of benefits, rewards and so on a business offers, good health and wellbeing is always underpinned by the experience of that company’s culture. 

The risk of the over-whelm

Ann Chambers, HR Director at Ecotone UK agrees health and benefit resources should be considered carefully, but this is more about not over-whelming employees, rather than because the employer may offer too much: “There is no one-size-fits-all approach to employee wellness as everyone is individual and some people require more support than others,” she says. “For us at Ecotone, it’s about not only giving employees access to resources that can help them build greater resilience and support them in overcoming any barriers or challenges they might face, but also giving them a connection to their peers and foster a greater sense of belonging.”

Ecotone’s approach in this area is also one which supports self-help, with the company bringing in external experts to provide talks, webinars and toolkits spanning diverse subjects from nutrition and better sleep, to financial issues and dealing with the menopause. “Our financial clinics have been particularly valuable through the cost-of-living crisis in managing financial stress,” Chambers notes. 

Not every employee will feel every area is specific to them maintains Chambers, but this approach allows those who would benefit from support to access it.

“I personally believe investing in employee wellness is vital in maintaining good retention and attrition rates,” she states. “After all, if a business doesn’t dedicate time and money for an employees’ wellness, they are more likely to lose time and money on their illness.”

An on-going conversation

“It’s good to offer a range of resources to employees – but it’s just as important to keep them in the loop on what is available and who to turn to,” says Magda Jablonska El-Aasar, HR director, Corps Security. “This is especially needed for frontline workers, who may not see their line manager daily or have access to a desktop.” in response to this, Magda’s business introduced Corps Connect, a singular portal to give colleagues 24/7 access to resources including their rota and holiday requests, alongside workplace trauma, mental health, EAP information and wellbeing resources. 

“HR team members should also take time to meet site-based colleague,” says Jablonska El-Aasar. “Physically, that can mean attending client sites when an incident has occurred to offer on-the-ground support or welfare checks. For example, our HR team members conducted 44 site visits in the last quarter of 2024. It also means making resources accessible and knowing where to redirect colleagues.”

Alicia Nagar, Head of People, Wellbeing and Equity, Mental Health First Aid England sums up the challenge in this way:

“It’s not about offering too much when it comes to employee health and wellbeing but about offering the right support tailored to your people and your organisation.” In other words, throwing every initiative imaginable at employees won’t yield meaningful ROI or outcomes, instead, organisations must focus on strategies that align with their unique workforce’s needs and their culture.”

Listening to employees is high on Nagar’s agenda and she says this can be done through tools like surveys, one-to-one conversations, and focus groups. Staff data can also be useful, highlighting areas such as sickness absence or patterns of disengagement. Using this information, Nagar argues companies can design strategies that address the four pillars of wellbeing – financial, social, mental, and physical – whilst ensuring inclusivity and relevance.

Changing up provision according to needs

“Needs change,” asserts Nagar, “and what works today might not resonate tomorrow. That’s why monitoring and evaluation are critical. Regularly assess the impact of your initiatives and be prepared to adapt.”

This conclusion is support by Dr. Hewett: “The answer to this is making sure that you first ask what people want and then provide something to meet those needs,” she says. “Of course, people have different needs, but getting them involved in the solution can also help – but give them time to do that so that it isn’t an extra burden.”

The leap from startup to fast-growing business often feels like it happens overnight, catching leaders off guard. Suddenly, you’re focused on sustaining momentum rather than refining internal practices. But the importance of solid HR foundations can’t be overstated.

Just as engineers wrestle with the consequences of technical debt – those quick fixes that eventually demand correction – organisations face what I call HR debt. Rushed or makeshift HR practices will inevitably require attention, often at a steep cost when growth is already in full swing.

Starting with clear, streamlined HR practices isn’t just about structure; it’s a strategy to support sustained growth. Investing in these foundations early on saves future pain, keeps teams aligned, and ultimately strengthens momentum.

Don’t let HR debt slow you down – build it right from the beginning.

Prioritising Diversity, Equity, and Inclusion through fair compensation and career frameworks

Diversity, Equity, and Inclusion (DEI) are essential pillars of sustainable growth and organisational success. They are not standalone initiatives but integral components of a thriving workplace culture. Building diverse teams fosters innovation and creativity, as research shows that diverse groups excel in problem-solving and decision-making.

However, the benefits of diversity can only be fully realised in an environment where equity and inclusion are prioritised. A critical area where equity must be embedded is in compensation and career advancement. Fair pay and transparent progression opportunities are essential to retaining top talent. Inequities in pay and title – whether based on gender, race, ethnicity, or other factors – can erode trust and engagement.

For example, disparities may arise when one group is consistently hired at higher salaries or advanced more quickly than others with equivalent skills and experience. To address these challenges, organisations must commit to closing pay gaps and establishing equitable career frameworks.

Building a recruitment strategy that works

Talent is the foundation of any business, and a strategic recruitment process is essential to growth. In an ideal world, recruitment would be a seamless cycle – attracting qualified candidates, selecting the best fit, and swiftly onboarding them so they can start adding value. But as we know, real-world hiring is complex. Finding the right people or making your organisation visible to them is no small feat.

A structured approach to recruitment makes a significant difference, beginning with the proper infrastructure. A high-quality Applicant Tracking System (ATS) can streamline candidate management, simplify job postings, match applicants to roles, and help you secure top talent. But remember, technology alone won’t drive success. Your ATS is only as effective as the hiring strategy and processes that support it.

To attract candidates who drive business impact, ensure your hiring strategy aligns with your product roadmap and future needs. A clear understanding of upcoming skill requirements lets you target and attract talent proactively rather than reactively.

Training hiring managers is another critical piece. Properly trained managers can consistently evaluate candidates, capture actionable feedback, and make decisions based on strategic needs. This preparation ideally begins before rapid growth sets in while hiring demand is manageable.

When hiring managers understand expectations and operate within well-defined policies, they reduce the chance of costly hiring mistakes. Organisations that overlook this preparation often spend more on external recruiters and manage pools of candidates that don’t meet their needs. Solid foundations today prevent these inefficiencies tomorrow and create a recruitment engine that fuels sustainable growth.

Crafting an effective onboarding plan

When your company is just a handful of people in a cozy rented office, onboarding might not seem a priority. But as the team grows and hiring accelerates, an intentional onboarding process quickly proves invaluable. It’s not just about welcoming a new hire; it’s about setting them up to contribute effectively as soon as possible.

A well-designed onboarding program does two critical things. First, it builds connections. Introduce new employees to key people early – like their manager, the go-to contact for payroll and benefits, and ideally, a peer who can serve as a mentor. These connections foster a sense of belonging and support, essential for engagement and retention.

Second, it empowers employees with the resources they need to succeed. Ensure they understand how to navigate essential tools like the company Wiki, internal messaging channels, and key software platforms. Making these resources accessible from day one can significantly shorten the time it takes them to feel confident and add value.

With a strong onboarding plan, you’re not just acclimating employees – you’re accelerating their readiness, aligning them with your culture, and, ultimately, supporting the sustained growth of your business.

Building a fair compensation and title framework

Recruitment is only part of the equation; retention requires a thoughtful approach to both compensation and career progression. Offering competitive salaries is important, but it’s not enough. Employees need to feel that their pay is fair and that clear, equitable paths for advancement exist within the organisation.

A 2021 Pew Research Center survey highlighted that the top reasons people leave their jobs are compensation, lack of advancement opportunities, and feelings of disrespect. This can manifest in various ways, such as disparities where a male hire starts with a higher salary than an equally experienced female counterpart. Or, a man may hold a higher title than a woman with the same responsibilities, resulting in a more lucrative compensation package with a higher base salary and more stock options.

To address these issues proactively, businesses should commit to closing the gender pay gap and ensuring transparent, equitable progression. Establishing a well-defined framework around promotions, title expectations, and salary ranges – and applying these standards consistently – can help prevent these inequities and resolve them effectively if they arise. By committing to fairness in compensation and advancement, organisations can foster a workplace where talent feels valued, respected, and motivated to grow.

Enabling managers

We’ve already discussed guiding managers during the recruitment process. It’s also worth mentioning the importance of providing managers with training and support for their day-to-day roles.

When a company is still small, leadership can know and work individually with each hire and play a role in onboarding. As it grows, that becomes harder, and management becomes crucial.

I’ve seen the difference a good manager can make. They’re the difference between moving fast and moving fast towards a specific goal. It’s also no coincidence that the most effective managers have the most support and training and the most clarity about their expectations.

You can help your managers by giving them clear expectations and goals and then providing guidance and feedback to ensure the right work gets done and the right people are hired to accomplish those tasks. Providing them with policies and workflows for routine tasks – like onboarding new hires and conducting performance reviews – can make a world of difference.

HR’s many moving parts

Much of what drives a high-performing HR function happens behind the scenes, often unnoticed by the rest of the organisation. Processes like employment verification, compliance with policies, and operational workflows might not garner attention day-to-day, but they are the backbone of a well-functioning business.

These foundational activities ensure legal compliance, consistency, and efficiency, creating an environment where employees can focus on innovation and impact. While they may not be as visible as talent acquisition or leadership development, these systems enable the organisation to scale smoothly, minimise risks, and support its people effectively.

A strong HR infrastructure isn’t just about ticking boxes – it’s about creating stability that empowers employees and leaders alike to focus on achieving strategic goals. When these unseen processes run seamlessly, the entire organisation benefits.

A strong company culture can be a game-changer for any organisation. It’s the invisible force that shapes how people work together, solve problems, and feel about coming to work each day. Yet, too often, it’s undervalued or misunderstood. This lack of recognition often leads to disengagement, diminished enthusiasm, and higher turnover; costly outcomes for any business.

For HR leaders and senior management, fostering a positive culture isn’t just about improving employee morale; it’s about laying the groundwork for sustainable business success. But what does company culture really mean? How can leaders intentionally create or transform it? And what tangible benefits does it bring to businesses?

At its core, company culture is the shared set of values, beliefs, and practices that guide how people interact within an organisation. It’s the unwritten rulebook for how employees collaborate, communicate, and make decisions. Culture is the difference between a workplace that feels supportive and one that feels transactional.

Strong company cultures don’t happen by chance – they’re deliberately cultivated. This starts with aligning culture with organisational values. Whether the focus is on innovation, service excellence, or sustainability, those values must resonate in every aspect of the business. If there’s a disconnect between what a company says and what it does, culture suffers.

Creating a strong culture

Building a healthy culture begins with alignment between a company’s stated values and its daily actions. Leaders set the tone here: Are decisions rooted in fairness? Are employees recognised for their contributions? For example, if collaboration is a core value, leaders should foster cross-departmental projects and reward teamwork.

Active communication is key, and actively seeking to understand what your employees need  to make your organisation a better place to work. While town halls and formal meetings have their place, informal moments matter just as much. Check-ins, listening sessions, and surveys can provide invaluable insight into how employees are feeling and what barriers they face.

Creating a strong culture also involves embedding it into the employee lifecycle. Recruitment processes should reflect cultural priorities by assessing for values alignment, not just technical skills. Onboarding should introduce new hires to the business in a way that feels genuine, not just procedural. Employees at all levels should feel that their contributions are valued, their ideas are heard, and they have the tools to succeed. When employees feel respected and supported, culture thrives. 

Diversity, equity and inclusion (DEI) is a key component of this. All businesses must look to champion all areas of employee inclusion and equity by developing short and mid term plans which will look at all areas within the employee lifecycle and make recommendations for change within this critical area. 

Enhancing and sustaining a best in class company culture

Enhancing a company’s culture requires a clear vision, honest assessment, and complete commitment from top to bottom of an organisation.  

Embedding cultural change into systems and processes is equally important. For example, if inclusivity is a goal, review hiring practices, promotion pathways, and leadership training to ensure they align. Leaders must embody the behaviours they expect from their teams, even when it’s challenging. Authenticity in leadership builds trust and accelerates cultural transformation.

Company culture isn’t a one-and-done task. It requires ongoing evaluation and re-evaluation of your processes. Maintaining a continuous feedback loop with employees is essential to stay attuned to their evolving needs and the challenges they face. This approach helps ensure your policies effectively support your employees while addressing the demands of a dynamic job market and an ever-changing workplace landscape.

The benefits of a thriving culture

A positive company culture delivers measurable benefits. Happy, motivated employees are more likely to innovate, collaborate, and advocate for the organisation externally. The importance of employee engagement and workplace culture can’t be overstated. The current job market means that employers cannot neglect their employer brand, and create an environment where team members thrive. 

Beyond business metrics, culture has a human impact. I firmly believe that doing good makes you feel good and a supportive workplace improves mental well-being, fosters professional growth, and creates a sense of belonging. Employees who feel valued are more likely to bring their full selves to work, driving creativity and productivity. 

Culture isn’t built overnight, nor is it ever truly ‘finished’. It’s a constant evolution, requiring attention, intention, and care. For leaders, the question isn’t if you shape your company culture but how. 

Here, Amanda Rajkumar – Board Level HR Practitioner, previous Adidas’ Executive Board Member overseeing Human Resources, People, and Culture and Head of Human Resources for BNP Paribas USA and Orlagh Hunt – Chief People Officer, One Savings Bank share their thoughts.

Q1:Traditionally, HR hasn’t got involved in the temporary workforce in many organisations however with the rise of gig workers and freelance working etc is the ability to navigate this area of growing importance?

OH: I think that’s this will vary by organisation depending on how big a role gig workers and freelancers play in your workplace. If they are a critical mass or talent pool in your organisation then yes I think HR need to think about the extent they want to influence the employee experience for this group.

AR: This topic has been widely debated, and throughout my HR career, I have seen valid arguments both for and against HR managing temporary workers. Currently, it is estimated that 40% of the workforce in the UK is comprised of temporary employees. This represents a significant portion of the workforce, suggesting that managing temporary workers should fall under the HR mandate to effectively be able to handle workflow and resource demands holistically. However, without the appropriate technology, tools, and, most importantly, resources, it would be challenging for HR to take sole responsibility for this growing group of workers.

I believe the optimal approach is for Procurement and HR to share responsibility. Procurement can play a crucial role in identifying cost-effective contracts, contributing to overall savings. This collaboration is essential, as many business lines often hire temporary workers directly, often without adequate visibility and strategic oversight of contingent worker spend, but HR having access to understanding the overall employee/staff make-up is essential for the management of talent/people and metrics.

Q2: I’m wondering about finding a mentor in order to help find my way to senior levels in businesses. As an HR practitioner should I only consider mentors with HR experience or should I find a leader from a different discipline who could help me?

AR: Well done on pushing for a mentor – you can unlock huge value by having a trusted advisor to provide support and counsel to your professional life. It’s important the mentor understands leadership and people but doesn’t necessarily have to be in the HR field. I would go for the most authentic, respected leader in your company or sphere, and someone you find inspirational. There is, of course, value in having someone senior in their field who has a real interest in developing others – but often, you will find the topics you want to discuss are usually more general, such as performance, recognition and career progression,  which any strong mentor can guide you on.

OH: Well done on seeking out a mentor I think they can add huge value to us all. I have been lucky enough to have had mentors from within and outside the function over my career so think both can add enormous value. In selecting a mentor it’s worth thinking about what is the area you are seeking to strengthen and therefore who do you know is great at that particular thing and then seeing if they are willing to mentor you.

The points when an HR mentor was really critical to me was when I was responsible for an area for the first time so the first time I had an international role and how to manage all that cultural and legal difference and complexity and secondly when I got my first CPO role and had to manage a Remuneration committee and I’m not a reward expert.

As Amanda says broader learning points on networking or communication or influencing could be anyone across the business. I also had my colleague the CFO take me through a lot of the financial reporting the first time I sat on the Executive Committee so I was up to speed for the management discussions.

Good luck with selecting the person who can help you most right now.

Different people find offence in different things. This is particularly true when you combine people from different cultures and ages, whose life experience will be equally diverse. In the work place it can mean that one generation’s friendly ‘banter’ is another generation’s reason to sue. It has been widely reported that Gen Z are particularly sensitive. What this probably means is that people in other generations do not share their reaction to the same scenarios and struggle to understand why they are upset. It’s therefore important that there is clarity on what is and is not acceptable, under the law, and that there is consistency in applying it.

The Law 

Complaints brought by Gen Z will most likely be presented as breaches of The Equality Act 2010. The ‘protected characteristics’ are race, age, sex, disability, marital status, religion, pregnancy, gender reassignment and sexual orientation. The Act defines a disability as “a physical or mental impairment that has a substantial and long-term negative effect on a person’s ability to do normal daily activities”. The Act defines four types of discrimination. 

Employees can claim ‘Direct Discrimination’ if the protected characteristic is the reason why they are disadvantaged. This can occur if it can be proved that an employer refused to promote an employee because of a characteristic, such as being too young, instead of on merit. You should therefore ensure that your managers do not inform Gen Z employees that they are too young for a role. Instead, advise them of the additional training and experience they need before they will be considered.

An employee may also claim ‘Indirect Discrimination’. This can be used to lodge a complaint against behaviour that ‘triggered’ an employee, as the definitions are less clear. To give you an example: a team event where the activity, venue or catering makes some feel excluded. Of course, people with physical disabilities need to be sensitively managed to ensure their condition is considered. However, less obviously you also need to consider any mental health conditions and neurological disorders, such as Autism. Some traditional team exercises, for example, can be uncomfortable for many of your team and introverts will need to be given time to ‘re-charge’ away from the group.

The key to avoiding issues is to get to know your team, ask questions and involve them in the planning process of any event, don’t assume you know the issues, listen to any concerns. Too often it is failure to take concerns seriously that leads to problems (e.g. “She was just being difficult”; “Everyone is allergic to everything these days”.). 

‘Harassment’, under the Act, is defined as ‘unwanted conduct’. It can include threats, nicknames, and/or inappropriate comments. Consistent or deliberate misgendering will be counted as harassment under the Act. Other examples of harassment include: spreading malicious rumours, unfair treatment and denying training. It can happen face-to-face, by letter, by email, by phone and through social media channels. Bullies will often hide behind the claim; “It was just a joke”, “They’re too sensitive”.  It’s not, it’s harassment as defined by the law. 

Finally, an employee may claim ‘Victimisation’ if they have already raised a complaint and now believe that they’re being punished for it. To avoid such charges, you need to have transparent procedures for all decisions so that, if they are challenged, you can justify your decisions.

There are exceptions to discrimination laws. These are to comply with other laws, occupational requirements, positive discriminatory action (to favour a disadvantaged group) and age concessions (e.g. Minimum wage). You can also discriminate where national security is at stake.

What can employers to do avoid litigation

Employers are responsible, and liable, for preventing bullying and harassment so don’t wait for complaints, be proactive in stopping discriminatory behaviour. Of course, some people are more sensitive than others, so you should have a private meeting with the target of any jokes, nicknames or comments to find out, from them, how they feel and act accordingly.  Make sure they feel fully validated. Even if the direct target is happy others, who share the same characteristics, can feel harassed by the behaviour (e.g. if a Christian is called a ‘God botherer’ then other religious employees may also be offended but may not immediately speak up). As a general rule, any name calling and jokes at someone’s expense should be stopped.

Employers should have clear policies in place (reviewed by an employment lawyer) that defines discrimination, with examples, and the reporting procedure. Employers should make it very clear from these policies and, just as importantly, by their actions, that they will not tolerate discrimination and harassment in the workplace. Employees need to know how to complain (the complaints procedure) and be confident that they will be heard. 

Supervisors and employees should be provided with regular equality, diversity and inclusion training that sets out examples of abusive behaviour. Offenders should be disciplined, as failure to do so will be perceived as you tolerating such behaviour.  

The new Bill

The Employment Rights Bill was introduced on 10 October 2024 and when it comes into force will expand employment rights for workers. It will impose a higher duty on employers to take “all reasonable steps” to prevent harassment. This includes harassment by third parties such as customers/clients. Therefore, employers must ensure a zero-tolerance approach.

Sensitivities do change and can be different from one generation to another. However, the guiding principles remain the same. Employers and managers need to foster a safe, respectful, workplace for all and that means being sensitive to issues that can act as a barrier to that. 

Here at AFG, we understand that for us to deliver high quality support for those with a learning disability or a mental health condition we need to have a responsibility to engage, develop, reward and recognise those who work with us. This unwavering commitment to our people has recently culminated in the prestigious Great Place to Work accreditation, a testament to our decade-long journey towards building a truly exceptional company culture.

The health and social care sector is often demanding and emotionally taxing, yet one that brings rewards like no other. With more than 152,000 vacancies in the North West alone and a 28.3% workforce turnover, communicating the benefits of the sector can be challenging for those looking to recruit and retain professionals.

AFG has defied these norms, but our journey to achieving Great Place to Work accreditation has been one that has been a decade of listening, actioning and evolving with our workforce. In 2014, our employee survey response rate to the accreditation, which forms one of the requirements, was a mere 13%, reflecting a disconnect between leadership and colleagues.  It prompted us to embark on a transformative journey and one that has seen us achieve an 85% response rate this year.

Creating a great workplace culture is integral to how we measure success. Our people are our greatest asset. Their dedication, compassion and professionalism allow AFG to deliver personalised support that goes above and beyond what is expected.

Engage

There’s no one-size-fits-all approach and one of the things we have learnt along the way is that one of the most important ways to ensure you are getting it right is through communication.

We wanted to communicate a clearly defined mission and values to our colleagues, yet in a way that resonated with them and that inspired them to contribute to that mission.

Vitally that engagement needs to be a two-way conversation. We have ensured that there is always open communication throughout the organisation and colleagues can freely and constructively express their thoughts with monthly organisational wide virtual catch-ups hosted by our Exec Team and ‘Ask the SLT’ initiatives to provide all the team the opportunity to ask questions to senior leaders.

Develop

Company culture encompasses everything from the way our team interact with each other to leadership styles, decision-making processes and the overall work environment. Having a strong culture fosters a sense of belonging, purpose and shared goals, leading to a more engaged and productive workforce.

At AFG, we’re constantly seeking new ways to create better environments and develop our amazing team. From investing in training to launching a new reward platform, we’re dedicated to supporting our team and will keep this focus at the heart of everything we do.

There is no magic wand for improving a company culture. It takes work, time and it needs collaboration across the board to make a difference.

Recognise

Recognition to show the value of our team to us is key.  We do this at our annual awards, where we host around 200 of our amazing people, nominating colleagues for external awards and the best professional development processes in the sector.

The results of the Great Place to Work survey show the remarkable success this has achieved.

Some highlights include:

•I understand how my job contributes to achieving organisational objectives – 85%

•I have good conversations with my manager – 84%

•My work has special meaning: this is not ‘just a job’ – 84%

•I am offered training and development to further myself professionally – 81%

The results of the survey and the accreditation is a testament to our commitment to creating a positive and engaging workplace culture.

Reward

We have invested significant funds (more than £8m) in training and in paying our team real living wage. The uplift for our frontline colleagues this year put them on a wage that is one of the best in the North West.

After ensuring our teams were among the well trained and paid in the sector regionally, we then looked at conversations around a nine-day fortnight.

Lots of organisations claim to have introduced reduced working hours when essentially all they have really done is formalised compressed working hours for their colleagues.

In our experience, compressed working arrangements are a strain on an individual requiring longer working days which negatively impacts on wellbeing and productivity. It is also difficult to achieve in the care sector while ensuring continuity of quality care.

At AFG we reduced contractual hours but protected pay, enabling a switch to a nine-day fortnight.

It is these sorts of decisions that we believe set us apart from other organisations in our sector and feed into the company culture that we have been nurturing for many years now.

For us receiving the Great Place to Work accreditation is a milestone, not the end of our progress. We remain committed to continuously improving our company culture and investing in our people. Through ongoing dialogue, innovation and a shared commitment to excellence, we are creating a workplace where every employee thrives, contributing to our collective mission of delivering exceptional care.

This journey is not just about achieving awards; it’s about creating a meaningful and positive environment for everyone at AFG. Ultimately, it’s about empowering our team to deliver support with compassion and dedication, making a real difference in the lives of those who rely on us.

Kirsty Murphy was one of the speakers on our webinar Shaping there Future of Contingent and Hourly Work.