Stacey thinks about his career in three stages. First there was a foundation period based at Associated Ports where he learned the fundamentals of the profession and gained relevant qualifications. His time at the business was varied and this resulted in him building a strong knowledge base alongside plenty of practical expertise. 

I’m motivated by the blending of commercial realities with community impact.”

He then moved to the Royal Navy, Army and Air Force Institutes (NAAFI), which offered him more experience within a public sector setting, and one which was undergoing transformation and change. Those changes included relocating the organisation’s headquarters, introducing new technology and reframing the relationship the organisation had with its customers: “The change programme touched every part of the organisation,” says Stacey. “It was demanding but also incredibly fulfilling”.

For Stacey, this work cemented the importance and influence of people management across organisations. While he says he spends a lot of his time making the connection between overall business strategy and the people mission, he also believes the standing of HR within organisations has improved over the years he has worked in the function. There is a clear acknowledgement that people issues go hand in hand with overall success.

“Certainly there is now the recognition that culture has a part to play in supporting competitiveness and growth, and therefore HR has a role to define and embed that culture” he says.

The Covid achievement

Stacey has been with Serco for 15 years and identifies the Covid years as giving him a particular sense of achievement. Working against a backdrop of ‘profound uncertainty’ Stacey was part of the Serco team that was not just affected by the pandemic but was actively trying to help deal with the crisis too. Work was continuous, with long days 7 days a week, with Serco involved in supporting the UK Government response setting up and operating test centres and supporting the contact tracing ecosystem. At the same time the business itself had to manage closures, work to protect vulnerable employees and recognise the stress employees felt as they juggled work with home schooling and other personal issues.

Stacey says the sense of fulfilment for doing an important job was significant, but there was also a sense of freedom about the work. This kind of project had never been done before and there was an acknowledgement that mistakes would be made along the way. However, there was also a great deal of resilience and commitment to getting the job done.

“My original role was linked to the hotel,” Bruno admits. “But I moved around a lot, from general services, security, project management and then, 15 years ago, into HR.” Even in HR he covered many different roles – health and safety, employee housing, operations training, assuming his current position five years ago.

Broadening experience

He’s been open to new challenges and positions within the business across his time at Disneyland Paris, and notes this isn’t something everyone would do. While others have stayed in their line of business, he has chosen to take on new projects and challenges wherever they may lie. Some of those challenges – such as preparing for the opening of the resort’s hotel – were directly linked to his past career, but others were entirely new and have broadened his experience of working for the business and his understanding of how a company of that size and type operates.

It’s an element which has stood him in good stead with colleagues as he’s undertaken subsequent HR tasks: On the one hand the people he works with know that he understands what it’s like to be working on the frontline (and elsewhere) in the business. On the other hand it has informed his own approach to the HR function.

I understood that it was paramount for leaders to keep up to date with the latest skills and developments in their areas.”

Bruno’s view from his current position is that it’s not just about training people but also about developing great leaders. He feels his own experience has effectively guided him to work towards his full potential, addressing certain aspects of his skills, undergoing training and building experience before moving forward with more responsibility. Throughout this development he has appreciated the time he’s been given to achieve more: “I always had the time to develop myself through projects and assignments,” he says. “I understood that it was paramount for leaders to keep up to date with the latest skills and developments in their areas.” Unsurprising then that when Bruno made the move from operations into HR he took an HR course with a Paris business school in order catch up with the key concepts he required.

The HR World’s Spring Networking Event, held in association with our commercial partners, Capital Resourcing Group and Maru Search & Consultancy was a great success, providing a unique setting for some stimulating conversation.

Held at the Bristol Museum & Art Gallery, attendees were privileged to benefit from a private view of John Constable’s painting, The Hay Wain, brought to the city from The National Gallery in London as part of the National Treasures: Constable in Bristol “Truth to Nature” exhibition.

Find out more about our Spring Networking Event

Within the realms for HR, there is one question that persistently caught me dumbfounded for words. And that is the number of (Singapore) CHROs that become CEOs.

For the longest time, I did not have an answer because no one naturally came to my mind. Are there even any CHROs that became CEO?

In the global context, yes.

There are a number of them that took over the top job at companies. People such as:

1. Lisa M. Weber – Former President of MetLife
2. Mary Barra – CEO of General Motors, who held HR roles before her CEO ascension.
3. Nigel Travis – CEO of Dunkin’ Brands Group (2009-Present), previously head of HR for Burger King.
4. Anne Mulcahy – CEO of Xerox (2001-2009), worked as vice president for human resources before becoming CEO.
5. Bernard Fontana – CEO of Areva (2015), was the CHRO of ArcelorMittal before becoming CEO.

So why can’t I immediately think of a single name in my local context?

There isn’t a study to show the percentage of CHROs that became CEOs versus other functions such as COO, CFO, or SVP of Sales.

However, it is generally understood that the path from CHRO to CEO is less common than from other executive roles that are traditionally seen as more directly tied to a company’s core business operations and financial performance, such as COO or CFO.

According to a 2019 study that studied the best path to becoming a CEO, the most common functions from which CEOs of Fortune 100 companies emerge are:

1. Operations: 25% of Fortune 100 CEOs began their careers in an operational role.
2. Finance: 22% of Fortune 100 CEOs started in finance-related functions.
3. Engineering: 17% of CEOs came from an engineering background.
4. Sales/Marketing: 13% had a sales or marketing background.
5. Accounting: 11% started in accounting.
6. Law: 7% of CEOs had a legal background.

Additionally, the roles of CFO, COO, and head of division are the most frequent stepping stones to the CEO role, with 66% of current Fortune 100 CEOs having held one of these three positions prior to becoming CEO.

The percentage of CHRO is so low that it did not warrant a mention by the author of the study.

Why are CHROs ignored for the top job?

Well, there are a few key reasons:

1. Skill Set Perception and Stereotyping: CHROs are often stereotyped as lacking the broad business acumen and strategic vision required for the CEO role.
2. Limited P&L Experience: Many CHROs do not have direct experience managing profit and loss (P&L), which is a critical skill for CEOs who need to drive business growth and manage overall profitability.
3. Limited Exposure to External Stakeholders: CHROs typically focus on internal stakeholders and may have less experience dealing with external parties such as investors, customers, and regulatory bodies, which is essential for CEOs.
4. Strategic Leadership Versus Operational Focus: The CHRO role is often more operational and focused on human resources management, while the CEO role requires a strategic and visionary approach to lead the company.
5. Succession Planning and Organisational Culture: Boards and committees often prioritise candidates with traditional leadership experiences in operations or sales for CEO roles, potentially overlooking CHROs.

It’s also important to note that only 1% of CHROs specifically aspire to become CEOs, indicating a motivation gap that may also contribute to the rarity of this transition.

Despite all these challenges, there is a growing recognition of the strategic value that HR leaders can bring to the CEO role, especially as companies increasingly prioritise talent management and organisational culture as key components of business success.

Especially so in the age of commoditised AI. 

What can CHROs do about it?

To address these challenges and increase the likelihood of CHROs transitioning to CEO roles, several strategies can be employed:

• Diversifying Skill Sets: CHROs could seek opportunities to broaden their skill sets beyond HR, such as engaging in cross-functional projects or pursuing executive education in finance or strategy.
• Enhancing Business Acumen: Gaining exposure to external stakeholders and aligning HR initiatives with strategic objectives can help CHROs demonstrate their understanding of business drivers and revenue strategies.
• Embracing Strategic Leadership: Focusing on high-level strategic initiatives within their role and demonstrating the ability to communicate effectively with external stakeholders can position CHROs as credible candidates for the CEO role.

Moreover, the role of the CHRO in CEO succession planning is crucial, as they play a pivotal role in establishing a succession planning process, identifying and monitoring CEO successor candidates, and ensuring a smooth transition. 

This involvement in succession planning underscores the strategic importance of the CHRO role and its potential as a stepping stone to the CEO position.

But ultimately, it all has to begin with the motivation to become a CEO. And that would come from knowing that although it is rare, it is not impossible.

So how many Singapore CHROs became CEOs? 

According to my LinkedIn search, the answer is two. Vincent Tan, the CEO at Comfort Driving School who started with them as a VP, Group HR before becoming their COO and, now, their CEO. The other CEO is Wei-Lyn Loh, the CEO at Asia Capital Re. She was their Head of HR before becoming their Chief Corporate Officer, COO and finally CEO.

I do know of one CHRO who is currently a COO. Perhaps the number would grow to three soon. But in a country with 186 CHROs (again, my LinkedIn search), two or three appears to be less than a drop in the ocean.

While the path from CHRO to CEO is less common, it is not insurmountable. By collectively addressing perceptions, gaining business exposure, and embracing strategic leadership, HR professionals can position themselves as credible candidates for the CEO role. 

Don’t underestimate the power of the CHRO: with the right skills and experience, they could be the next generation of visionary CEOs.

And it may help me to be less dumbfounded when I am asked the same question in the near future.

Throughout her career, Amanda Rajkumar has been a ‘voice of challenge’ in the organisations she’s served. She sees HR as critical to giving businesses a conscience and encouraging leaders to drive improvements in company culture and workforce performance. 

Rajkumar has always ensured her role contributes directly to the business needs of each employer and advocated for a strong CEO-CHRO professional relationship. Leadership must understand, appreciate, and support the impact of HR if it is to make a meaningful difference in the workplace.

With a Bachelors of Science in Psychology, Rajkumar moved away from a research career into recruitment in the early 1990s, working first for a small recruitment firm and quickly rising to leading the recruitment function for JP Morgan. With support and guidance from those around her she learned the role and the industry quickly, gaining invaluable experience and ultimately taking the lead for front office recruitment. 

She was with the company when JP Morgan and Chase merged, an event which provided a huge opportunity: “I saw they needed to bring together a disparate recruitment function across the whole organisation,” she says. “That was a huge challenge and great learning curve for me.” She later joined BNP Paribas where she led Global Human Resources across several businesses and regions.

Her mentor at the time encouraged her to broaden the scope of her expertise to address the wider field of HR, leading her to take on HRBP roles where she learned the skills that still serve her well today. 

The challenge of HR

But the transition from a specialist to a more generalist role did not come without challenges – especially in identifying the value she could bring to her organisation. At least in recruitment, productivity was tangible she explains: “as an HR BP, some of the work we do is less tangible and often hidden, but I looked carefully at progress and measurement. If you can concretely show the company is performing well, and continuously delivering on expectations, HR is adding to the bottom line.”

Rajkumar highlighted other ways HR had a direct influence on businesses: “this is the only function that can put a mirror up to the organisation and have the courage to make itself heard,” she says. “We’re not there to police the business; we’re there to advise and coach.  Of course, we have to manage investigations and compliance topics, but we also need to help our leaders take on responsibility and accountability for their own development and that of their staff.”

Rajkumar believes HR is a unique function in having two objectives – the first is to attract, develop and help promote employees, disciplining them when needed and the second, often undervalued, is to advise, partner and coach. 

An imperative to succeeding at this role is mastering communications skills and a deep understanding of human relationships. A key component of the job involves giving constructive feedback – sometimes critical – to people across all levels, with an emphasis on senior management. 

Being proactive

It strikes Rajkumar that the most senior leaders of organisations are often missing the transparent feedback needed for them to improve: “It is incredulous that in 2024, HR leaders are not proactive enough in opening dialogues with Boards and senior leaders to address the impact of their behaviours. This is what we are here for – to give leaders the tools to introspect.”  But this is also part of the job that appeals to her: “There’s a lot of job satisfaction in coaching a mid- or board-level leader and seeing them operate in a way that makes them more effective and respected in the firm,” she says.

After 24 years in the financial service sector, with the last eight and a half in a French company, Rajkumar thought her next career move would be towards a related sector such as a FinTech organisation. However, a radically different proposal came her way and she moved to Adidas’ headquarters in Herzogenaurach, Germany, taking on the role of Global Head of Human Resources, a post which came with a seat at the board. 

The cultural change could not have been more radical. Not only was this a consumer and retail organisation with a global and recognised brand, but the operating environment in which Rajkumar found herself was also vastly different. There were fewer structures in place to govern people management and compliance compared with the heavily regulated financial sector. 

Rajkumar was immediately faced with three challenges: to address the issues around diversity, to professionalise the HR function while embodying HR’s voice at board level, and to help create a better pipeline of leaders. The company’s CEO understood what good HR was, but wanted support to define it and guardrails to establish it. 

At Adidas she saw a chance to rebuild and introduce more structure, including an overhaul of systems and operating principles so that, for example, HR data would at minimum match that used by the finance department. 

Rajkumar also put in a company strategy board level target with the aim to increase women in leadership to 40% – a target she was already succeeding with two years before the deadline. 

She saw the potential in providing more development and support for leaders within the organisation. Betterment was a key pillar of the People Strategy, encompassing development for all and a renewed sense of career management and self-advancement. 

“The leaders at the top of an organisation need to espouse the values of the Company,” says Rajkumar. “The board has the most visible position, and everyone looks to the cues it gives, setting the tone for the rest of the organisation.” Change does not happen in a day, CEO and board members actions take precedent – then gradually spread across the rest of the business. 

People and culture

“Every company claims their most precious asset is their people,” she says, “but many fail to focus on the engagement of them”– at Adidas she doubled down to re-focus on people and culture. “If you focus on people and get them engaged not only in their roles but across the activities of the company, you’ll have the best performing teams and therefore the most successful organizations.”

After three years living in Germany, Rajkumar has been considering her next move. But while a COO or CEO may be on the cards, she’s adamant that whatever role she chooses to pursue will have to include a significant people element. “I love finding ways to engage, elevate and motivate people,” she says. “It’s rewarding to accompany employees in their professional and personal growth journeys and witness them become the best versions of themselves. There is nothing like seeing how one has contributed to the betterment of a workplace and ultimately impacting countless employee’s day to day.”

Whilst she recognises HR is still viewed as a non- revenue generating function, she believes that HR can also be recognised as a growth function for its role in coaching and developing leaders. 

There is no doubt that, whatever comes next for Rajkumar, her real passion for the people in the places she works will make a huge difference to the organisation she joins.

Amid economic instability, HR teams are expected to be the anchor that keeps businesses steady, ensuring they always keep sight of the most vital component: their people. There’s no question but that employees are a big part of the driving force behind a company’s success, therefore HR teams hold the key to shaping a thriving company culture, to enhancing performance, and to safeguarding a business’ reputation. 

So, how will 2024 shape up for HR teams? If I have learned anything the last few years, it is that by adapting to the changing times and harnessing the new opportunities that data insights and AI bring, HR professionals will be able to capitalise on shifts in the landscape in order to best propel their teams to greater heights.

As we look into the new year, there are a few predictions most top of mind for me:

HR teams will be the anchor of stability in turbulent times

The Bank of England is predicting zero growth for the UK economy until 2025 and businesses nationwide are bracing themselves for further uncertainty. In this landscape, HR teams will play a crucial part in guiding organisations forward. 

I have learned that navigating any change, especially ones unprecedented as this, always begins with a company’s most valuable asset, its people. People are at the helm of all we do, and when we as leaders understand and acknowledge the vitality in the employee experience, we are equipped with all we need to thrive. 

In fact, recent SurveyMonkey research found 67% of HR professionals think HR has played a larger role in the employee experience since the beginning of the COVID-19 pandemic. Of these, 68% cite higher expectations of HR, and more than half say company leaders view HR as vital to the culture of success. HR professionals are uniquely positioned to see all areas of a business. This means we recognise that employees are the lifeblood of any organisation and know firsthand the power of understanding their needs fully.

By prioritising the wellbeing of people, companies put themselves in a stronger position to weather economic storms, because they are anchored by a workforce that is committed and driven. And HR teams are crucial to providing insight into employee sentiment and creating an environment of stability for teams.

Data will continue to be foundational to a successful HR strategy

Finance, product teams, marketing, and other critical roles don’t make investment, development, or strategy decisions without data, and neither should HR. However, our research shows that getting feedback on employee performance, onboarding, and engagement is a challenge, even though these are the most common metrics to measure HR success. Our survey also cited 85% of HR professionals have employee feedback programs in place, but a staggering 72% worry that employees are not being honest in their feedback. 

In 2024, it’s crucial that data-based insights become an HR department’s most vital tool. Using data insights and automation, HR teams will be better suited to shape strategies, identify trends in employee engagement, and customise HR programmes and initiatives catered to the workforce’s needs. By diving into rich and robust data across performance, feedback, engagement, intent to stay, and growth aspirations, HR teams are equipped to develop individualised growth paths and custom training programs that demonstrate their employees’ voices are indeed being heard and their career aspirations are top of mind. The most successful HR teams will be those who are able to dissect employee feedback and mine it for relevant and actionable data-based insights—while maintaining authenticity and trust.

In terms of retaining talent, HR teams can also use data to analyse employee turnover and pinpoint potential causes for resignations. This data-driven approach will allow HR professionals to get ahead of the game and act swiftly and proactively to address feedback,  mitigate retention risks, promote a positive atmosphere in the workplace and ultimately, put their employees first. 

AI in HR will be a game-changer

AI is grabbing headlines left and right, so it is no surprise we will see a considerable rise when it comes to AI in HR, especially for recruitment and hiring processes. In 2023, companies recognised that AI had potential but due to employer scepticism, only just scratched the surface and are yet to grasp the full power of AI. 2024 will be the year this gap closes as workers realise the benefits of these smart technologies. For example, our recent research shows that six in ten (62%) of HR professionals have used AI for HR tasks at least once a week for the last three months.

AI will be particularly useful in streamlining recruitment processes by helping write job descriptions free of bias and generate interview questions. No one wants to waste valuable time applying for a job that isn’t right for them, and AI can help solve for this. By screening candidates and matching them to the job requirements, we will see an improved calibre of candidates for each job and a reduced bias in the recruitment process. 

In fact, my team has even implemented an AI tool to flag potentially biassed language in job descriptions. So long as we continue to prioritise employee engagement and maintain trust in the workplace, AI will accelerate hiring processing and help build diverse and inclusive teams.

While AI in HR will continue to change the game, a human first approach cannot be forgotten

In an era of digitisation, we still need to prioritise a human-first approach. At SurveyMonkey, we unofficially coined the term the “other” AI: authentic input. While artificial intelligence (in HR, and all job functions!) will continue to make an impact on the way we work and learn, it will be important for leaders to not lose sight of what your people want, need, and expect from you, especially during these challenging times. Understanding your employees’ nuanced (and sometimes changing) thoughts, emotions, preferences, and sentiments, so that leaders can best listen and act, is still of vital importance. 

Data insights and AI are powerful, but ensuring the employees are always put first will mean we can unlock the full potential of HR teams, especially in times of crisis and uncertainty.

The past few years have seen a dramatic shift in the way that we work, both in terms of where employees are physically based and what they expect from their employers in terms of support and culture. In 2023, more than ever before, HR teams are the backbone of many organisations: supporting flexible working, providing mental health support, and assisting employees with issues such as loss, care responsibilities and absenteeism. The ability of our profession to adapt against a backdrop of an ever-changing global environment, dealing with Covid-19, global conflicts and recession, is testament to our collective ability to help employees to navigate even the toughest of challenges.

Flexibility here to stay

Obviously Covid-19 triggered a massive transformation in the way that we work, and we are still seeing the impact of this now. If we can take one positive from the pandemic, it is the fact that it enabled businesses to transition from a traditional, office-based environment to remote ways of working, which in turn allowed employees to change their ways of working to fit around their familial and personal care responsibilities.

Over the past year, organisations have had to adapt to a sharp increase in international and global mobility. Many companies had to look at their working practices and policies to ensure that they eliminated risks such as employees encountering tax issues if they are working outside of their country of employment, or benefits not being applicable if employees move country.

Employees are also now far more aware of the rights with regards to flexible working, and in 2024 we are likely to see more flexible working requests in light of the new Flexible Working Bill in the UK. This new legislation means that employees can request to work remotely or more flexibly, without having to give a justification for this request, with the onus on employers to look at ways in which they can modify ways of working to accommodate these requests. Ensuring that these requests are managed in a collaborative manner will help to keep employees engaged and committed to the organisation.

From a talent acquisition perspective, it has become evident that if a company is not willing to offer employees flexible working options, it will significantly reduce the pool of potential talent coming into the organisation. It is vital for companies to be willing to make changes and be agile in their approach, responding to the needs of the organisation and employees whilst also being attuned to what potential candidates will look for and value in an employer.

Candid conversations on mental health

Another predominant theme we have seen throughout the past year is an increased focus on employees’ mental health and wellbeing. Employees and managers have been engaging in more honest and direct conversations regarding personal issues and concerns, and employees are increasingly using their workplace and People teams as a resource for seeking advice and guidance. In general, individuals seem to be more comfortable with sharing how they feel and openly discussing previously ‘taboo’ subjects such as mental health. As well as being beneficial to employees by allowing companies and People teams to tackle issues early and therefore reduce absenteeism, this also helps to positively shape an organisation’s culture and bring empathy and compassion to the workplace.

Linked to this positive cultural shift is a greater proactivity from managers and co-workers, who are reaching out to their People team for advice and guidance on how to support their colleagues and identify issues sooner. This is coupled with an increase in employees reaching out directly to co-workers they think are struggling to offer support and intervene if required. From an employee perspective, this has been extremely well received, and makes people feel valued and supported by both their organisation and their colleagues. There’s an increased understanding that it is incumbent on all of us to check in with co-workers and ensure they are coping with any issues either within the workplace or outside of it, rather than mental health and wellbeing being seen as solely the concern of HR.

In a similar vein, over recent years, and particularly in 2023, the spotlight has really been shone on women’s health and the issue of reproductive health in the workplace. This has made employees and managers feel a lot more confident in discussing these issues, and the stigma around the topic of reproductive health has certainly reduced. For companies, being proactive, challenging the status quo, and encouraging open conversation is key to ensuring that employees feel supported and able to ask for the time and space that they need to deal with any issues.

There has also been a noticeable effort to encourage employees to maintain healthy working habits. The current economic uncertainty has led many employees to feel reliant on the retention of their roles which, coupled with higher workloads, means that people are often not taking adequate breaks during the working day, nor using their annual leave entitlement. This puts employees at increased risk of stress and burnout, so it is important to ensure that managers are communicating with their employees about the need to take time off and have regular breaks to maintain good mental health and wellbeing.

Continuing collaboration in 2024

As we continue to navigate through a period of change in our working habits and expectations of employers, communication and agility will be key. Alongside this, one of the most positive changes we have seen is an increased willingness from employees to put forward suggestions for how their organisation can support them or change the way it operates for the better. Going into 2024, continued collaboration between HR teams, management and employees will enable organisations to adapt and overcome global challenges facing the workforce.

Retail is certainly a challenging sector to be in currently, but underpinning everything Webber-Powell does is her business degree, a qualification which she says has given her a broader commercial view across every organisation for which she’s worked. This knowledge and background inform her approach to HR – “people are a great business driver” she says, neatly lacing the power of the employee into a business context.

Having joined PwC as an accountant, Webber-Powell realised she’d taken a wrong turn at the start of her career. Energetic, passionate and keen to make a difference, this first job taught her a lot about what she didn’t want from her working life. Having found the world of HR she has worked in many different sectors and organisations including Rolls Royce, Sodexo, Danone, Bidfood (3663), consultancy assignments in the public sector and online retailers Lovehoney. “It was an amazing time to be part of Lovehoney’s journey” she says of the latter business. “We could challenge the norm – there was no bureaucracy or structure which encouraged innovation and creativity.”

Throughout her time in HR she has found that it’s important that the function is not seen as being all about policing – instead she aims to lead and encourage others to lead using diverse styles and approaches to get the best from all employees.

This diversity of approach plays well for Outdoor and Cycle Concepts. With 80 physical stores and an online presence Webber-Powell came to the organisation at a point of financial stress which coincided with the onset of the pandemic. With the majority of employees on furlough and no chance of meeting face-to-face, Webber-Powell had to establish herself within the leadership team despite everyone’s remote position. Moreover, she was responsible for all sides of HR at a time of uncertainty – from sourcing new recruits in the ‘new world’,  to managing a highly complex payroll, and, of course, introducing new and more effective systems that would stand up to the challenges set at that time.

If you build it, they will come. And if you build it together, co-design it around the things that matter to your colleagues – the rewards in terms of employee culture created can be exponential.

Our ‘it’? The root-and-branch transformation of our HQ in Merseyside, a major project that marked our post pandemic recovery to protect the wellbeing of our c.400 employees by creating a central hub and place to connect with peers.

Working together with employees from every part of our workforce through a blend of forums, dedicated workshops and surveys, we co-designed a workplace that’s welcoming, has warmth, accommodates diversity and protects wellbeing.

A workplace that feels like home

We believe creating a workplace that ‘feels like home’ – that feels like a ‘home away from home’ has been crucial to our culture, colleague relationships and our employees’ relationship with their employer in turn.

At a time when many UK businesses are still struggling with workforce appetite to return to the office after Covid 19, a legacy reality of a global pandemic and home working, we’re experiencing the opposite.

Our colleagues want to be in our beautiful, bright and vibrant office footprint. And while our policy, post pandemic is for employees to come into the office one day a week, in reality we are seeing much greater weekly foot fall.

Our employees are enjoying our spaces and places that officially opened to our workforce in October 2022. In doing so, we’ve brought back that natural conversation, the chats that you’d call the ‘watercooler’ moments pre pandemic, the very human part of HR, you could say.

Going back to the future

So back to the future and the ‘if you build it they will come’. What did we create? We have a variety of desk real estate to accommodate work preference and neuro diversity. We have a blend of bookable hot desks, acoustic meeting pods with screens to ‘teams’ people in for hybrid-ability, sound proof booths for individual teams calls, cosy up chairs for reading or discussions, and of course the traditional meeting room is an evergreen constant.

We have a library zone and quiet working spaces and we have areas with lower lighting levels. We also have a living wall in our main reception area, symbolically placed by our brand mission – to create positive impact and flourishing communities.

The last few years have demonstrated how quickly the labour market can change and how new challenges can emerge.  My world of Talent Acquisition is no different.  The Covid-19 pandemic has left a permanent mark on working practices, norms, and expectations, and as HR professionals, we have had to adapt to these norms to retain and attract talent. We have had to think more innovatively, listen to our audience and constantly evolve in order to identify new and exciting possibilities and ways of attracting talent.

A tough macroeconomic backdrop

Like most, my industry, Life Sciences, has been impacted by macro headwinds in recent years. The pandemic hugely disrupted working norms, and was followed by the so-called Great Resignation in 2021 which led to significant employee turnover in many industries. Whilst I will not deny we felt some of these effects, given the inbound investment into Life Sciences through and beyond the pandemic, we were shielded from the worst as we continued on an upward trajectory of growth.

Massive inbound investment into the industry fuelled significant business growth for parts of the sector and therefore created a highly competitive job market. Large tech multi-nationals saw Life Sciences & Healthcare as a growth vehicle and alongside investment backed start-ups, this created a perfect storm of competition for talent and some eye-watering salaries.

However, the past 12-18 months have been more challenging for Life Sciences companies. Growth has slowed and many of those same start-ups now have an unsustainable cost base they have to trim, so are shedding employees. We have found candidates are looking to return to more secure employers who have a track record of solid growth, enduring customer relationships and a deep-rooted culture.

However, it’s never plain sailing! The rising cost of living has brought us all new challenges. With growth slowing, employees have become more risk averse and are therefore moving roles less frequently.  Those that do engage, are often seeking large deltas in pay to make the move worthwhile. Alongside internal pressure from employees to raise pay, increases in core business costs have created the latest perfect storm.

A specialist industry requires specialist staff

We have not been alone in the Life Sciences industry in having to confront changes and challenges. However, there are some issues that are unique to our sector. A large number of roles within the sector require industry-specific and/or specialist knowledge and during difficult hiring periods, where levels of attrition are low, this can make specialist talent acquisition even more difficult with limited pools to hire from. This scarcity of – and competition for – talent has always been there and will not be going away.

We have to think outside the box and ensure that we are effectively demonstrating the opportunities we can offer to new talent and provide an attractive and unique proposition to potential new hires. At Medidata, we built an in-house global talent sourcing function, because we felt that we as employees are best placed to articulate our own message and value proposition to prospective candidates – after all, we live it ourselves as employees. Dedicating time and resources to this process has been key in ensuring that we highlight Medidata’s unique offering and differentiate ourselves within the sector in a manner that is authentic and believable.

Ever-changing working practices

Altered expectations around homeworking and flexible working arrangements since Covid-19 have impacted businesses across all sectors and we are having to confront the challenges this poses when hiring new people. Returning to a five day-week in the office seems an impossibility for many and no longer appears to be a sustainable option for some businesses. However, in the Life Sciences industry, many roles (e.g. a laboratory scientist) require people to physically come to their place of employment. Balancing different requirements amongst a workforce is challenging and requires careful consideration for HR professionals, especially when we are advertising for new roles. No matter what an organisation’s policy on hybrid working is, there is a need for organisations to stay flexible and adaptable to employee needs and find innovative ways to ensure that they retain a strong culture wherever someone is working.

Creating an attractive culture that makes people want to join and stay

The growth of homeworking has put the culture of organisations at risk as teams spend less time together. Culture can be key in talent retention but also in talent attraction. Amid a competitive period for talent we, at Medidata, have seen the growing importance of being able to differentiate your offering from competitors. Demonstrating a good working culture is key to this and to attracting new talent. It is vital to show both current employees and potential new employees that working for your organisation is fun and rewarding. The question then arises: how can you best demonstrate a strong culture to new talent? And how can you convince them that your company is the one they should choose?