Is work experience the answer to the NEET issue facing the country? And even if it isn’t, are organisations making the most of this model for finding and preparing new and vital talent for the workplace – and for their organisations?  

In a webinar from The HR World, sponsored by Connectr, hosted and introduced by Simon Reichwald, Founder, UnTappedTalentUk, these issues were debated and discussed. The panel included Kathryn Baddeley, Head of CSR & Inclusion, Cisco UK & Ireland, Marnie Bourne, Senior Manager, The Careers & Enterprise Company and Kate Hawthorn, Director Consultant Talent, FDM Group. Together they explored how work experience doesn’t just bring benefits for employers and future employees but also how the traditional models of work experience do not meet the current challenges in terms of experience and scale. 

The question of opportunity was one that came up early with Simon Riechwald noting that some 81% of young people rely on family and friends to secure work experience. He also explained how Covid and trends such as hybrid working had put additional strain on the traditional work experience model. 

The positive elements of work experience were examined by Marnie Bourne who explained how these initiatives fuelled aspiration and essential skills among young people as well as offering a variety of pathways and routes into work. Done correctly, work experience also opens employers to a wider diversity of talent, an aspect that can mean organisations are generating social value through the opportunities they offer. 

However, while Kathryn Baddeley explained that her organisation offered a wide range of work experience programmes – from day experiences to week-long hybrid experience which includes working from home – she also said there were barriers to making this work. One of the biggest challenge for her organisation, and indeed for many others was capacity – simply not having the resources to do more. 

One answer to this is increasing the flexibility around what work experience actually is. While the traditional model suggests a blocked period of time for teenagers to be in the workplace, there are increasingly more flexible models offering multiple experiences. These can even be 2-3 hour periods for young people to access or day-long sessions rather than requiring a longer commitment. Not only can this be better for employers, it can open opportunities to a more diverse range of students – young people who may not otherwise have been able to access to workplace. 

The webinar went on to discuss the creation of Discover Tech. This initiative brought together a wide variety of tech employers and around 300 students for an immersive two day work experience event. On day one the participants took part in sessions on AI, cybersecurity, programming, and digital storytelling while the second day saw smaller groups visiting employers to find out what working in the sector was really like. 

By uniting employers into this initiative it was possible to offer a great resource for work experience which excited both students and organisations alike. It gave students a real insight into the word of tech and made the idea of working for these businesses something they could relate to and believe in. 

As Kate Hawthorn noted, getting work experience right right now is now less about willingness and more about delivering capacity. From this discussion it is clear that the way ahead lies in creating initiatives that are meaningful and creative, rather than seeking to provide the traditional model.  

The panel encouraged employers to think strategically about what they can provide in order to make work experience in the future scalable, inclusive and sustainable. 

Q: Please give a short guide to your career

A: I studied history at university, and all the way through my degree I worked full time in retail and hospitality. That naturally led me into retail management/area manager roles when I graduated. I progressed quite quickly and was managing people fairly early in my career.

After a period of reflection about what I really wanted to do, I narrowed it down to HR or marketing, with a brief flirtation with becoming a history teacher. I even spent a week shadowing my old history teacher and very quickly realised that wasn’t for me.

A close friend of mine at the time was an HR Director, and over a glass of wine she talked me through what her average week looked like. I found it genuinely inspiring and decided I wanted to give HR a go. I had no HR experience and no CIPD qualification, so my original plan was to go into an external recruitment agency to get a year’s experience, move into internal recruitment, and then transition into HR.

I spent two months in external recruitment before being offered the opportunity to join HSS in recruitment. I was actively reaching out to internal recruitment teams across the North West at the time, and a friend recommended HSS. I joined, spent six months recruiting full time here  – around 2014 – and then an opportunity came up within the HR team.

After six months in recruitment, I moved into HR, started studying for my CIPD, and stepped into a frontline HR advisor role. That move from recruitment into advising on HR issues was one of the most challenging transitions I’ve made professionally – it was a steep learning curve in a discipline I had no formal background in.

From there I progressed to HR Business Partner – which is probably one of my favourite roles – and then into a Head of HR role, and eventually into my current position as HR Director. I’ve been with the organisation for around 12 years, and all of my HR experience has been built here, from the ground up.

Q: What have been some stand‑out achievements?

A: One of the clear stand‑out achievements for me is the business separation and disposal project last year.

It was a large‑scale, complex corporate transaction involving multiple businesses and hundreds of colleagues. When the project was first briefed, it felt almost alien in its scale.

From a people and TUPE perspective, the challenge was enormous: crafting processes that were legally compliant, fair to colleagues, well‑timed, and well‑communicated, while coordinating with other HR and communications teams across different organisations. There were nights when we were still working at 11pm, just continuing the day.

What I’m most proud of is that we didn’t default to a minimal, tick‑box compliance approach. We put a huge amount of emphasis on empathetic, clear, and timely communication, recognising that these changes carried a significant emotional impact for hundreds of people. We worked hard to over‑communicate where necessary, maintain consistency of message across three businesses, and ensure colleagues were supported throughout.

It was all‑consuming at times and felt, on occasion, almost unachievable – but we got it over the line. It’s a major professional milestone for me.

On a personal level, that project also stands out because it happened around 10 months after I returned from maternity leave. Balancing the demands of a large‑scale corporate transaction with being a working mum for the first time added another dimension to the challenge, and I’m proud of how I managed both.

Q: What attracted you to HR?

A: Like many people who end up in HR, I do genuinely enjoy working with people – but for me it goes a bit deeper than that.

In my early retail and hospitality management roles, I found myself leading teams without really being given the tools or guidance on how to do that well. I enjoyed the job, but there was a point where I realised I was responsible for a team of people and was essentially figuring it out as I went along. I didn’t always get it right.

That integration between people and commercial performance is a big part of what continues to motivate me.”

When I sat down with my friend who was an HR Director, she talked me through what she was responsible for as a senior HR leader and the impact HR can have on culture, leadership capability, and the management population in a business. It was clear to me that this was exactly the gap I’d been feeling in my own development as a people manager.

That conversation opened my eyes to HR as a function that equips managers, shapes culture, and has a meaningful influence on how people experience work.

The session offered a wide range of hints and tips, including CV and LinkedIn management, networking and day-to-day practicalities. Here, some of the panelists, Hannah Ford, Managing Director, Maru Search & Consultancy; Caroline Woolland, HR Director, The King’s Fund and Nebel Crowhurst, Fractional Chief People Officer at Each Person, answer another couple of questions raised by the audience:

Q: I am currently in a role I enjoy as HR Manager of an organisation that has never had a HR presence. What can I do to ensure that I grow my role in this very AI and technology driven climate with very limited financial resourcing?

Nebel: Have a business mindset – showcase how HR can have a positive commercial impact on the organisations success. Translate people data into commercial metrics.

Hannah: Being an HR Manager in a business that has never had HR before gives you real scope to shape things, even without much budget. I’d focus on the skills that matter most in a more tech-driven landscape, such as using data well, presenting insights clearly and communicating in a way that brings people with you. You can make a big impact with the tools you already have: SharePoint, Teams, Power Automate, Canva for clean documentation and visuals, and simple dashboards. These practical improvements help managers feel more supported and create quick wins that build credibility. The more you understand where the operational gaps and frustrations are, and the more HR helps to ease those, the faster your role naturally grows. HR becomes an enabler rather than a cost, and that is what gives you influence in organisations still finding their feet.

Caroline: Don’t forget HR is a business problem solver – engage with people, make personal contact and they will seek you out for solutions.

Q: Are there any daily habits you’d recommend while engaging on a job search – e.g. daily checking of LinkedIn/other websites? Keeping up to date with HR practices? Having other activities to keep my mind of job hunting?

Caroline: Attending events is a great way of keeping up to date and making you feel engaged, particularly if you are between jobs. If you’re between jobs, can you also use it as an opportunity to think what you’d really be interested in doing? It can sometimes send you in a different direction.  I spent 6 months working in a children’s hospice, and it was the most amazing experience, but I’d probably not have thought of it had I not broadened my mind about what was worth doing or not. If you are able to, are there pro bono or volunteering opportunities that you can do? They can help self-esteem and often very interesting topics at interviews.

Nebel: I am on LinkedIn every day whether I am job hunting or not, so I definitely believe engaging in your communities regularly is a vital contributor to building your network and being seen. If you are a CIPD member use their info to keep up to date with what is happening in the profession. Commit to attending regular in person networking events. If your CV is not getting through, think about using some time to create a portfolio website to showcase your successes and achievements – I have found this helpful in the past. An easy site to use is WIX.

Hannah: When you are job searching, having a rhythm really helps. Some roles move quickly, so checking messages and emails once or twice a day is important. Keep lightly connected to what is happening in HR, and keep talking to people because conversations often open more doors than applications. Treat your CV as a living, breathing document. Keep revisiting it, reread it with fresh eyes, ask for feedback and make regular improvements. I always like having a master version that lists everything, and then tailoring a shorter, sharper version for each application. It also helps to have a simple application tracking system in Excel or any format you prefer, somewhere to log deadlines, set reminders to chase recruiters and keep track of who you have spoken to. If you want to, connect with people inside the organisations you are applying to, as it can give useful insight and visibility. And alongside all of this, look after yourself. Get outside, stay hydrated, keep your environment tidy enough that it does not affect your mood, and make time for things you enjoy. If the days feel long, a part-time role can help. It does not need to be HR-related. I spoke to an L&D professional recently who is moonlighting as a chauffeur, and it gives him structure, a bit of income and actually reflects well on his resilience. All these habits help you stay grounded and maintain momentum in a demanding market.

With a panel consisting of Tom Bright, Director of The Talent World; Hannah Ford, Managing Director, Maru Search & Consultancy; Caroline Woolland, HR Director, The King’s Fund and Nebel Crowhurst, Fractional Chief People Officer at Each Person the webinar covered the subject of HR careers from many perspectives giving viewers a chance to take control of their working lives.

The discussion began by outlining why the jobs market was particularly challenging at the moment. Hannah Ford suggested that following the pandemic there had been a shift in the type of HR talent required by organisations, notably moving from the general to the specialist. Trends such as the rise in technology had also powered this movement, with the result that there were now fewer opportunities for HR generalists and more people actively seeking such roles.

Together, the panel outlined some initiatives and approaches HR professionals can take – whether they’re currently looking for work or simply wondering what their next steps might be while in their current position. Addressing your CV was high on the list, ensuring it presents you in the most appealing way – highlighting previous successes and demonstrating true business impact. The panel also emphasised the benefits of networking – particularly making contacts in person rather than only online. In this way HR professionals stand more chance of finding out about opportunities and being considered when such opportunities emerge.

With questions answered from the audience along the way, this was a lively and important webinar, ideal for setting up HR professionals for their next challenge and for the new year. According to Tom Bright the market is beginning to show some green shoots, and this webinar enables HR talent to prepare and be ready for whatever opportunities may emerge.

HR is responsible for three key things: shaping culture, strengthening retention and ensuring the business is ready for whatever comes next.

In that context, executive career coaching has become an essential lever that drives measurable business outcomes. When senior leaders are empowered to lead with clarity through periods of change, pressure or complexity, and when that empowerment is a proactive investment rather than a last-minute response to the pan getting hot, it hardwires resilience.

The ROI of executive career coaching 

First, let’s look at the impact of career coaching on the individual level. According to the Institute of Coaching:

• 80% of individuals who receive coaching report improved self-confidence
• 70% say it enhances their work performance, communication and relationships

When confidence rises, performance follows. When communication improves, so do alignment and trust. All of that flows through to business results. Research shows that organisations investing in coaching programmes constantly outperform those who do not, boasting:

• 27% higher year-on-year revenue growth
• 87% increase in net profit margins 
• 225% higher cumulative revenue growth over a five-year period

Clearly, investment in coaching is recouped – and then some. When you look at such impressive, measurable gains, it’s not hard to see what trend is emerging: coaching as a strategic priority for HR, particularly in organisations navigating growth, transformation or succession planning.

Why high performers still need development 

There’s a misconception that senior leaders, once they reach a certain level, no longer require external development support. It is thought that their experience will carry them through new contexts, higher pressure and broader remits.

It’s often the opposite that happens. The more senior the role, the fewer opportunities leaders have to pause, reflect and challenge their thinking. They may be relied on for answers, but lack the space to ask themselves difficult questions, or lose the feedback loops that once kept them sharp. As their scope widens, so does the risk of running on autopilot, especially if the environment doesn’t encourage vulnerability or experimentation.

This is why those in senior positions still need development, perhaps more so than early-career professionals or mid-level managers. Coaching brings invaluable insights to executives, helping them:

• Examine how their leadership is perceived and how it influences outcomes
• Identify behavioural patterns that may be limiting their impact
• Develop emotional intelligence and self-awareness, critical for earning trust and navigating internal politics
• Build confidence after setbacks, like restructures, failed initiatives or board-level tension
• Adapt their leadership approach to support different teams and contexts
• Create the right conditions for growth, accountability and engagement, and thereby nurture high-performing teams
• Conquer imposter syndrome by grounding themselves in a steadier sense of authority 

These aren’t just ‘soft skills’. They are core drivers of sustainable, high-impact leadership, and they require dedicated attention.

Supporting leadership through change and uncertainty 

Coaching becomes especially powerful during inflection points:

• Promotion
• Organisational change
• M&A activity
• Cultural shifts
• Leadership transitions

These are moments when a leader’s default responses are tested. How they communicate, respond and make decisions will shape not only immediate outcomes, but long-term team culture and strategic direction.

The challenge is that those moments are accompanied by high scrutiny and little breathing room. When support is limited, reactive decisions are more likely to follow.

Executive coaching offers a structured, confidential environment in which to work through these decisions with intention. It helps leaders gain perspective, manage stakeholder dynamics and build resilience under pressure, without having to perform or placate.

That’s one of the reasons it’s so effective: executive coaching sits outside the traditional hierarchy, offering a unique objectivity and offering the kind of trust that’s hard to establish internally. For senior leaders who are wrestling with difficult decisions or challenging terrains, that separation matters. It enables more open dialogue and faster progress, because there’s no hidden agenda.

And there’s a bonus benefit that will please HR leaders, too: having access to this kind of external support de-risks major transitions and protects the wider organisation from the ripple effects of underprepared leadership, such as:

• Increased attrition among top performers
• Spikes in employee relations issues
• Loss of confidence from stakeholders and clients
• Increased reliance on HR for soft skills coaching
• Inconsistent implementation of business change

Choosing the right moment (and the right coach)

Timing is crucial. Some organisations wait until an issue arises before investing in coaching, like when performance dips, feedback deteriorates or key talent disengages. While coaching can still be impactful in those moments, it’s far more powerful when applied proactively. For example, when leaders are:

• Preparing for succession or promotion
• Stepping into a role with new strategic or board-facing responsibility
• Developing their narrative for a future NED or portfolio career
• Navigating the first 100 days of a new leadership appointment
• Seeking to define or refine their leadership identity after organisational change

In each of these cases, coaching provides structure, perspective and space for strategic self-development. It also enables HR to support their leaders without micromanaging their evolution.

But effective coaching doesn’t happen by chance; the quality of the coach matters, too. That’s why City CV works closely with HR teams to align coaching engagements with broader leadership goals, whether that’s cultural transformation, retention, succession planning or simply raising the overall leadership bar.

How HR can elevate leadership through intentional support

The senior leaders driving your organisation forward are not immune to fatigue, doubt or misalignment. Nor are they always best placed to diagnose the root causes of a plateau or underperformance. Coaching brings those challenges into focus, then helps leaders move through them with awareness, skill and impact.

In a market where leadership strength is one of the few sustainable competitive advantages, HR has an opportunity to reshape how executive development is delivered. Coaching empowers your most critical people to lead better, sooner – and with greater long-term value to the business.

That’s what makes executive coaching worth the investment. In the hands of a strong HR function, it becomes one of the strongest enablers of business performance.

Carolyn Miller’s career has always been powered by the need to have a positive business impact. Having gained a Business Administration degree with German, her first role was a temporary job working for a small UK construction company who were getting to grips with the opportunities created by the historical reunification of Germany. Thinking she’d be in place for six months, six years later she’d been involved with every aspect of the business, her German language capability opening up the door into new markets and revenue growth for the company. From engaging with prospects and clients to sales negotiation to resourcing projects, Miller gained first-hand experience of what it took to build and run a business and make it profitable.

Having benefited from this solid grounding, Miller decided she wanted to specialise in HR. To help set her apart from the competition, she completed an MBA in her spare time whilst working, delivering a dissertation on change management. Shortly afterwards she landed her first HR role with a global IT organisation where she took on diverse HR Business Partner roles for some large client accounts. “It was fantastic experience with considerable levels of accountability,” she says. “There was no question about the importance of the HR function for the business and this was also reflected in the high levels of investment in a bespoke HR Academy to enable us to deliver to the highest level of capability.”

Career moves

From there she advanced through HR roles at two other tech companies CSC and VMware, taking on increasing responsibility and positions with both EMEA and global scope, as each business drove its digital transformation. Two stand out areas that she lead on were Mergers and Acquisitions and she introduced a ground-breaking Mental Health programme.

These roles culminated in her joining Capgemini two and a half years ago. The French owned business and IT transformation company employs some 360,000 people globally with around 13,000 in the UK. Miller is the Vice President of HR for the country, giving her a seat on the UK Country Board. In this position her focus in on delivering an exceptional employee experience through all the “moments that matter” to provide both individual and business growth. 

The importance of that experience has been demonstrated by some of her latest work for the business. In October of last year with Miller taking the lead, the UK was one of the first countries globally within Capgemini to deliver an HR transformation programme, deploying smart digital tools and harmonised processes into the business along with an integrated, agile new HR model and an elevated People Manager role. 

Transformation for the better

The transformation work has seen the introduction of new technology which offers an enhanced user experience which is also mobile enabled. It has automated many routine activities, empowering managers and employees to do their work faster and more efficiently. The experience of the UK undergoing this change is already informing further roll-outs in other parts of the world. “We’re enabling our HR partners to step away from the administrative tasks and add value to the business in ways they haven’t done before,” says Miller. “If there is less operational work we need to do we can concentrate on more strategic initiatives that focus on getting the best from our people, delivering on their career and learning aspirations and driving enhanced organisational performance.”

Getting the best from their people is critical of course but the impact goes beyond the internal impact. Miller is very much aware that satisfied and engaged internal customers creates value for Capgemini’s external clients. Equally she recognises in turn that HR needs to look out into the external world of customers and partners to help inform and shape Capgemini’s people practices in the UK and places considerable worth on her external network to achieve this. 

Scale and efficiency

This should be prevented at all costs. Not just because you deserve a great career, but holding back a great HR professional means keeping someone with great skills, aptitude, care and empathy away from the workforce. And that means the workforce will not achieve their full potential either. So an investment in HR skills and career is really an investment in the wider workforce’s skills and careers. It’s a win-win-win for workers, HR and their organisations. Whatever you do, don’t hold back. To advantage of every opportunity, aim high in your career and show exactly how much value a great HR professional can deliver to their business and beyond.

Why HR

Human Resources (HR) is a field that plays a pivotal role in every organisation, and the decision to pursue a career in HR is driven by a variety of motivations. People are drawn to HR for its blend of interpersonal interaction, strategic impact and personal fulfilment.

One key factor that attracts individuals to HR is the opportunity to help people. HR professionals are tasked with supporting employees at every stage of their career, from recruitment and onboarding to performance management and employee development. This makes the field particularly appealing to those who are motivated by a desire to make a positive impact on others. The satisfaction of helping employees achieve their full potential, resolving conflicts, or fostering a culture of inclusivity can be highly rewarding.

HR professionals work at the intersection of people and business strategy. For those interested in both human interaction and organisational dynamics, HR offers a unique opportunity to influence company direction. By aligning workforce policies with the company’s goals, HR can help drive business success. This strategic aspect is particularly attractive to those who want to contribute to organisational growth while still being deeply involved with employees.

Another reason people choose to work in HR is the variety and constant evolution of the field. HR is not a one-size-fits-all job – it encompasses a wide range of functions, including talent acquisition, training and development, compensation and benefits, employee relations, and more. For people who enjoy variety and problem-solving, HR offers a dynamic environment with ever-changing challenges. Moreover, HR professionals must stay in touch with the changing official structures and dynamics around employing people. Employment law is constantly evolving as are approaches to diversity and inclusion, and technology. Indeed, right now technology is radically changing the way people work as well as the way in which companies can employ and manage people.

Job stability and opportunities for career advancement are also significant reasons why people are drawn to HR. The need for skilled HR professionals spans industries, ensuring that those in the field can find opportunities in a variety of sectors, from healthcare and technology to education and finance. Additionally, HR positions often offer room for growth, with professionals being able to advance to roles such as HR manager, director, and even C-suite roles.

Experience is Everything

One of the most important way to further a career in HR is to get as much experience as possible. In this profession there is nothing like getting hands-on experience of everyday people management, of understanding how and why HR gets involved in the activities of a business, whether those activities are part and parcel of business as usual or exceptional events such as mergers and takeovers.

It is all very well to understand the theory around people management, to understand what is meant to happen and how business operates – the legal aspects of mergers, for example, the technical side of IT when it comes to recording and managing people data, the compliance issues around pay and reward – but it is quite another thing to make it happen within a real business with real people.

Communication is extremely important in everything the HR function does. Every workplace employs diverse individuals who bring their own individual skills to the benefit of the whole organisation. It is part of HR’s remit to ensure these diverse people work together as a team to move the business forward. The function needs to offer coherence, a clear company culture, reward and recognition that truly motivates the workforce and gets things done. HR leaders must design and oversee the company structure so that every employee understands where they fit in – what their contribution is and how best they can make that contribution.

For this reason it can be very beneficial to identify someone who is already well established in the HR profession to give you advice and insight into how the job works. Whether you can shadow their work, receive their advice or just talk to them about their experience, it will help you orientate your own career and understand what you need to do at each stage of your working life.

Reflecting on your experience is also a great way to secure your career progression and understand where you’re going. It is always good to volunteer to be part of a new work experience or to help out with an area you’ve not experienced before. By doing this you can see exactly how HR manages the workforce and the leadership side of a business in each scenario. These experiences must form a part of your own CV going forward so you can show future employers exactly what you’re able to do and build your career going forward.

At The HR World’s webinar Professional Development making the step up took a long hard look at professional development for HR leaders. In a profession where most of your time is spent looking after the interests of other people, the message came across clear that HR must not only value and promote the good that it does, but they must also look after themselves as they ascend to the career heights they want to achieve.

Continuous Learning – the Key to HR Career progress

In the fast-paced world of Human Resources, the power of continuous learning cannot be overstated. HR professionals are the gatekeepers of an organisation’s culture, talent, and performance, and in a landscape defined by constant change, their ability to adapt is paramount. Continuous learning isn’t just a luxury for HR professionals – it’s an absolute necessity.

The HR field is evolving at an unprecedented rate. With advances in technology, shifting workplace dynamics, and an ever-changing regulatory environment, HR professionals must stay ahead of the curve. It’s no longer enough to rely solely on past experiences or traditional methods. HR is now driven by data analytics, AI, and digital tools, making it crucial for professionals to be lifelong learners who embrace these innovations.

Moreover, the role of HR has shifted from an administrative function to being a strategic partner within their organisations. HR professionals must possess a deep understanding of business strategy, leadership development, and talent management to align the workforce with organisational goals. Continuous learning helps HR professionals build the skills needed to drive organisational success, from managing change to fostering a diverse and inclusive environment.

The benefits of continuous learning also extend beyond organisational outcomes. HR professionals who invest in their own growth enhance their job satisfaction and career prospects. By staying current with trends and new methodologies, they not only sharpen their expertise but also gain the confidence to navigate the complexities of their roles.

In a world where the only constant is change, HR professionals must be committed to continuous learning. It’s this commitment that empowers them to lead with knowledge, foster innovation, and remain agile in a dynamic, ever-evolving business environment. The power of continuous learning is the foundation upon which great HR careers are built.

Mentoring/Coaching

Mentoring and coaching are both powerful tools to further the career of the HR professional. This support can be accessed through professional services/companies or individuals offering one-to-one guidance. However, mentoring relationships may also be created through personal contacts.

Coaching: Coaches are people who dedicate themselves to getting the best performance from others. In the case of HR professionals this may mean giving advice over development – qualifications, courses to take, opportunities to apply for and so on. They may be there to discuss their coachee’s actions and to advise on how to make their performance better. Just as an athletics coach can get a great performance out of an athlete they may not necessarily have had the same experience, or be able to do what their coaches can do, they simply understand how to get more from someone and how to succeed in the field they are in.

Mentoring: Mentors are people who have been there and done it and are now helping someone else achieve more. Mentors offer advice and feedback on their mentee’s performance but they will go further than that and advocate for the people they are supporting. They will put their mentee forward for opportunities and provide them with opportunities as well as supporting them in their decisions. The mentor is likely to still be active within the industry/function of their mentee and will no doubt receive kudos for helping those further down the career ladder to improve. They get their reward through helping others, and thereby ensuring there is a great future for the profession.

Get Qualified

Early on in your career you do not need a specific qualification. Human Resources position can be open to anyone who can demonstrate an interest in the area and skill/adept to working with people. As such you can work your way up to a HR position through any management career path, or you could land your first HR role from a degree level course in a variety of subjects. As time goes on, however, you will need more vocational qualifications to prove your skill in this area.

Qualifications in other areas of business practice will also inform your HR practice. If you have a greater understanding of company finances, of operations or management practice this will all inform your people management skills. Ultimately, the more you understand how businesses work the more you can ensure the people who work there fit in with the direction and intention of the business.

Top Tips

Achieving a highly successful HR career requires a blend of strategic thinking, strong interpersonal skills, and a commitment to continuous improvement. Here are ten top tips for advancing in the field of Human Resources:

1. Develop Strong Communication Skills

   HR professionals are at the heart of employee interactions. Clear, concise, and empathetic communication is crucial, whether you’re delivering feedback, resolving conflicts, or facilitating a meeting.

2. Embrace Continuous HR Career Learning

   Stay current with HR trends, technology, employment law, and best practice. Attend workshops, webinars, and certification programmes to ensure you’re up-to-date on the latest developments.

3. Master Data and Analytics

   HR is becoming increasingly data-driven. Understanding how to use HR metrics, analytics tools, and workforce data to inform decisions will help you build a strategic, evidence-based approach to managing talent.

4. Build Strong Relationships

   Developing trust and rapport with employees and management is key to success. HR professionals who can connect with all levels of the organisation can better navigate challenges and offer valuable guidance.

5. Understand Business Strategy

   HR professionals need to align workforce initiatives with company goals. By understanding your organisation’s business strategy, you’ll be better positioned to recruit, develop, and retain talent that supports long-term objectives.

6. Be a Change Agent

   HR professionals can lead organisational change and are always part of any change within the business. Develop your skills in managing change effectively, whether it’s introducing new systems or shaping company culture.

7. Cultivate Emotional Intelligence

   Emotional intelligence is critical to being a good HR professional. Understanding emotions, managing relationships, and responding to others with empathy will help you navigate complex situations, from conflict resolution to performance management.

8. Gain Experience Across HR Functions

   The HR field is diverse, encompassing recruitment, training, compensation, and employee relations. Gaining experience across multiple HR functions will help you build a well-rounded skill set and prepare you for leadership roles.

9. Network with Industry Professionals

   Networking is essential for career growth. Build relationships with other HR professionals, attend industry events, and stay active in professional organisations. Networking can provide valuable insights, job opportunities, and mentorship.

10. Lead with Integrity and Ethics

    HR professionals must be seen as fair and trustworthy within their businesses. They need to uphold high ethical standards, be transparent in decision-making, and always advocate for the best interests of both employees and the organisation.

Conclusion

HR is a multi-faceted area of business management. It requires a great overview of a business and business practice, but it also requires a strategic understanding of how people relate, interact, are motivated and operate.

Many jobs and company positions claim that no two days are the same, for HR this is particularly true. It may be that you are concerned with the overview ‘big picture’ of where the business is going one day, and then dealing with a particular personal issue for an individual worker the next. You can be dealing with compliance around reward one day, and aiming to create a great working culture the next. In each case these areas of the business will still be related to each other.

HR professionals are dedicated workers and frequently speak of how they have found their particular calling when they become HR professionals. Being at the interface of business and people and having clear ongoing relationships with the workforce, very often helping people through significant parts of their lives and enabling them to succeed and excel in what they do can be very rewarding.

FAQs

Q: What qualifications do I need to be in HR?

A: To begin with you do not need any specific qualifications. Many HR professional are degree educated but it is possible to gain an early post in the field by working through the ranks. As your career progress you should gain more vocational qualifications, both in terms of general business areas and HR specifically.

Q: Should I work in other functions even if I want to stay in HR?

A: Yes. Experience is everything. If you want to be a top functioning HR professional you need to understand how other parts of the business work. Experience in other functions, in line management, and anywhere else where you can learn how people operate in work will further inform you HR practice. Consider building in other experience into your HR career. This will not only inform your practice but ensure that HR is really the field you want to operate in.

Q: How can I stay up to date with changes in HR?

A: There are countless resources for keeping up to date with HR news and practice. HR magazines – hard copy and online – will run stories to reflect current priorities and thinking in the profession. There are also national and local organisations which offer access to news and networking between HR professionals. There are also a number of HR conferences and exhibitions which offer professionals the chance to stay connected and up to date with the latest in HR practice, technology and the like. HR professionals can sometimes be isolated within their organisations – especially if they are ‘lone’ HR managers for their company so it is important to stay ‘connected’ to the wider world of HR. In this instance networking, or at least keeping in contact with other HR professionals is very important.

Q: How much should I specialise within the HR function?

A: This is up to you. Some decide to be a generalist HR professional with an oversight on all/as many areas of employing people as possible. Others will find specific area of HR take their interest. For example, recruitment specialist can be one example of a HR specialist, so too might be a reward specialist, workplace culture and so on. You may only be able to specialise within a large organisation or you might be able to specialise within

Q: How likely is it that I can get to the C-suite through being an HR leader?

A: This is increasingly likely. The HR professional is gaining more importance for organisations as they realise the importance of the function in helping to deliver the objectives of an organisation.

Right now there are a whole host of resources, tools, qualifications, online and in person courses designed to support and push forward a professional HR career. The question is, how to identify the right resource at the right time in order to have maximum impact?

Florence Carter, Global VP of People and Culture, Fuse Universal explains early in her career she felt isolated as a standalone Head of HR. She combatted this by actively engaging with the HR community. “I regularly – and still do – attend HR conferences, join online HR communities to network with my peers and learn different approaches and best practices,” she says. “Also to get ahead in HR, there’s no need to reinvent the wheel – make use of open-source HR resources – there’s tons out there – and ready-made templates for efficiency and learning from other best in class companies.”

Learning Continuously & Always Connect

Ultimately, says Carter, continuous learning and connection to others are key to building and maintaining a successful and impactful HR career.

“HR is most definitely a profession in which first-hand experiences enable career progress,”

says Nebel Crowhurst, Chief People Officer at Reward Gateway. “There is a need for HR leaders to have strong intuition and gut instinct when supporting people. There is not always a process to follow or a handbook on how people might react and respond in complex situations.”

By way of addressing this, Crowhurst highlights the need for core skills around business acumen, strategic focus, legal and financial knowledge – all learnable she argues, as they have an element of process to them or a blueprint to follow.

“In my own career, I have had the opportunity to combine real firsthand experiences of people in the workplace, with supportive mentorship earlier in my career – blended with achieving a professional qualification, which gave me the grounding I needed,” she says. “For anyone who feels they don’t have the opportunity of mentorship within their own organisations, programmes such as The Aspiring HRD Mentorship scheme with the CIPD are a great way to obtain support.”

The Mentoring Advantage

Mentoring is highlighted as one of the most impactful investments for a successful HR career by Claire Williams, Chief People and Operations Officer at HR software provider Ciphr. “Having a mentor, whether through a structured programme or an informal professional relationship, can provide guidance, perspective, and support,” she says. “Investing in mentorship, either as a mentee or a mentor, can significantly accelerate career growth by offering real-world insights, problem-solving strategies, and a sounding board for complex workplace challenges.”

Since HR draws on so many skills and so many areas of knowledge and expertise, what emerges is a need to pull on diverse resources in order to build a coherent professional career. High flying HR is not a matter of following a simple and straight-forward path.

Navigating a successful career in HR is no small feat, and that’s where career guidance professionals play a game-changing role,”

says Sue Alder, Training Manager, Career Development Institute. “They provide the strategic insight and tailored support HR practitioners need to map out clear career pathways and make informed decisions about their development. It’s not just about earning qualifications or mastering tools – it’s about taking a holistic approach that builds resilience, adaptability, and the ‘bounce-back ability’ to thrive in an ever-changing business landscape.”

Diverse Skills to Power the Professional

It is unsurprising to find that successful HR careers come with continuous learning. Learning new skills, new areas of business and more will always add to the value an HR professional can bring.

“For HR professionals looking to further their careers, my top piece of advice is to invest in continuous learning,”

says Sejal Daswani, Chief People Officer at Deputy. “There are a wealth of different resources and programmes available, especially in today’s age, to help HR professionals progress.

Daswani also highlights professional networks as a great way to invest: “Nowadays, there are so many different ways to find these networks and groups, whether it be through LinkedIn, or by attending a conference specifically for HR professionals. Learning from your peers is so important – by having open discussions around HR challenges and strategies with those around you, you can gain insights into topics that formal training may not always cover.”

Qualified for Success

Qualifications can still be crucial to a HR professional’s standing. Nebel Crowhurts highlights her Masters in HR as a huge catalyst in her career to becoming Chief People Officer. According to Emily van Eyssen, Founder, Remote Recruitment CIPD qualifications or SHRM or HRCI certifications all help to validate expertise. However she also notes HR should not stay in its lane:

“HR managers aspiring to senior leadership must focus on strategic growth,” she says. “Learn about digital transformation – knowing tools like LinkedIn Talent Insights or AI-driven apps will help you stay competitive. It’s crucial to align HR goals with broader business strategies.”

Emily also highlights the global angle for HR professionals who truly want to lead organisations – an important facet highlighted by the most recent HR World/Wilson report into HR’s path to the C-suite:

“Global talent management marks a leadership benchmark in HR,”

she says.“CIPD qualifications are still the gold standard in the UK,” says Lauren Chiren, CEO of WomenofaCertainStage.com and former HR transformation executive, “but additional training in diversity, equity and inclusion (DEI), menopause awareness, and mental health first aid can make a real difference. These extra skills help HR professionals stay ahead in an evolving people landscape.”

Chiren also highlights executive coaching and leadership programmes, – including ILM or EMCC-accredited courses – as useful for helping HR professionals step up from operational roles into more strategic leadership positions.

“HR technology and analytics tools like Personio, BambooHR, and Culture Amp streamline HR operations, while AI-driven workforce analytics provide valuable insights into employee wellbeing and organisational trends,” she adds. “Taking a data-led approach to decision-making can make a huge impact.”

Open to Everything

Above all, when addressing its own development needs, HR should keep an open mind: “Approach these opportunities with openness and adaptability,” advises Emily van Eyssen. “HR is a field in continuous evolution, with opportunities around every corner. It can be a thrilling journey if you embrace proactive professional growth.”

The HR World is actively supporting HR professionals in their careers through the resources we produce every week. Our articles, webinars, in person events and research activities are dedicated to furthering both the HR function and the professional individuals who have dedicated their working lives to how people work.

Check out our forthcoming webinars, or catch up on recent discussions here.

You can also download the current HR World/Wilson report and the next issue, out in April will give insight into how professional qualifications further the HR career.

The path to the top of the HR ladder is not a straight-forward one. Indeed, it should not be a straight-forward one. For HR professionals who want to thrive and contribute at C-suite level, the key message is that no amount of experience is too much. There are no areas of a business that cannot be learned from and, according to the first issue of the report Understanding the Landscape of HR Leadership from Wilson in partnership with The HR World, foreign experience is particularly treasured.

Understanding the Landscape of HR Leadership highlighted the situation that only 20% of HR leaders have global experience in their current roles. This lack of global awareness could, argues the report, indicate a potential gap in the function’s ability to deliver at a global level. This needs to addressed if HR is to play a more significant role in leading multi-national businesses. 

One HR professional who can attest to the power of learning from diverse sectors and internationally is Gareth Neale, Head of Human Resources at Crimson Hotels.

“I started out my career in retail working my way up from the shopfloor – literally – to management positions,” he says. “That has really helped me throughout my career as I can understand some of the challenges managers and leaders have when dealing with people related issues and having to balance them with business challenges.”

The international dimension

Gareth’s first HR role came at John Lewis and gave him an insight across the full scope of Human Resources. A speciality in learning and development then led to a role at Park Plaza Hotels Europe, which took him across the continent with hotels stationed in The Netherlands, Germany, Hungary, Croatia, as well as the UK.

“This involved lots of travel,” says Gareth, “and that gave me the opportunity to understand employment law across different countries and some of the challenges that created.”

Qualification-wise, Gareth studied a masters part-time while working full-time. He describes this as challenging but also as incredibly worthwhile – as much for meeting peers as for the learning itself. “It really helped me to understand that HR strategy isn’t one size-fits-all, and that you can learn from what other businesses are doing to tailor it to you,” he explains.

Ongoing experience

Mary Beighton, People & Culture Director and Inclusivity Impact Group Chair at car finance company Zuto says she is still learning from experience in her career:

“There are still days where new challenges are encountered due to anything from people’s personal circumstances, changes in legislation, evolving employee behaviours, world events or even AI,” she says. “As a HR professional it’s critical to retain a measured approach when assessing and addressing new situations, as well as building a strong team and network you can lean on for support and guidance during tougher times. Experience of a wide variety of challenges and practices at different businesses also helps keep perspective.”

Beighton’s own career path has come through project management through to marketing and then to people. “There are definitely benefits of having experience in marketing practices that can be applied across internal comms and engagement initiatives, which in turn overlaps into talent brand,” she says. 

Beighton also stresses the importance of having a basic grounding across a number of other business functions including finance – which can inform budget management, pay and reward – operations, giving an understanding of organisational change and support management of this, as well as analytics and technology to ensure data-led and progressive working practices.

As noted by the Wilson report, and illustrated by these career stories, the ascent to higher levels of HR positions comes with a shift from operational skills such as policy making and recruitment to more strategic areas such as change management and strategic thinking. This critical skill shift at HR director level also lays the foundation for success at board level.

Going deep with your understanding

“If you’re aiming for the C-suite, you must develop a deep understanding of the business as a whole, not just HR.” confirms Emma Djemil Founder of women’s HR coaching initiative Be Unstoppable. “The most successful HR leaders think beyond their specialism and position themselves as strategic partners, not just functional experts.”

As far as Djemil is concerned traditional qualifications alone will not give individuals the credibility they need at the top table. “While technical expertise is important, it’s your ability to influence, lead, and drive business outcomes that truly sets you apart,” she says. 

Kamseshwari Rao, Global Chief People Officer at Publicis Sapient also highlights the range of experience she’s had across her career:

“One of the most important experiences in building my career has been developing perspective by working across a cross-section of people, regions, and roles,” she says. “Early on, I realised that success in HR isn’t just about policies and processes – it’s about understanding people, cultures, and business dynamics on a deeper level.”

Again the importance of appreciating the nuances of a global organisation is clear and for Rao this has also helped her to bridge the gap between HR strategy and business impact, ensuring that talent initiatives are not just people-focused but also commercially driven.

“HR today is inherently global,” she says, “and my career has been defined by collaborating with diverse teams, leaders, and cultures, regardless of physical location.”

Interestingly it is not geography that has defined Kameshwari’s global perspective, but the opportunity to engage with different mindsets, industries, and leadership styles. “This has reinforced the importance of adaptability, inclusive thinking, and the ability to build connections across borders,” she says, “all critical skills in the evolving HR landscape.”

With a professional degree in finance, and a previous career in investment banking, Kameshwari also spent a career break in marketing and direct selling, sharpening her ability to understand consumer behaviour, communication strategies, and business development.

Growing innovatively

All of these elements help HR professionals take new and innovative approaches to their everyday challenges and it is important to always remain aware of learning potential and how new ideas can be applied to your current position.

“Think outside the box regarding your development and be intentional about it,” advises Emma. “Don’t fall into the trap of prioritising everyone else’s leadership growth whilst neglecting your own. Seek out sponsorship and mentorship early, and surround yourself with a strong network to give yourself access to a wide range of perspectives and experiences.”

Djemil also describes creating a ‘personal boardroom’ filled with people who can support that individual’s professional development. These people are not just there to learn from but also to open doors and advocate for you when you’re not in the room.

“Remember, the higher you go, the less it’s about the qualifications on your CV and the more it’s about how effectively you engage, influence, and drive decisions at the highest levels,”concludes Djemil. “Anything that you can do developmentally to understand how you can achieve this authentically will support your journey to the c-suite and elevate your impact once you’re there.”

Understanding the Landscape of HR Leadership is a regular publication available exclusively from The HR World. The current issue can be downloaded now, while the forthcoming issue bring insights into the important qualifications for HR leaders.

He was offered his first real job before completing the graduate course when a member of the HR team left and subsequently offered him a position as lead for the manufacturing part of Revlon International. With that move, Simmons became responsible for around 1000 people.

“That really grew my experience and career,” he says. “It gave me experience as an HR generalist, dealing with everything including Trade Unions and employer relations.”

Simmons moved on to become HR manager across a number of sites for Body Shop before taking on a role at Christian Salvesen as an HR Business Partner. He’s stayed in the transport and logistics sector ever since, working for Norbert Dentressangle, XPO and finally GXO. Unsurprisingly his career has included foreign experience and given him a view over international businesses. He has also guided the people function – and through this the wider businesses – through a number of take-overs and significant business deals, as well as ensuring the companies he works for have not just the people they require but the skills necessary to lead in their sectors.

Strategy and tactics

The breadth of experience offered by these roles, alongside the influence achieved has always attracted Simmons and ensured he’s pushed forward in the function: “HR requires strategic and tactical leadership,” he says. “At the same time you have to be close to the business and be able to articulate the direction of the business. It’s a role where you can influence every part of the organisation.” His role at GXO has been particularly influential and incredibly important as the business has grown from 5000 people to 40,0000, now enjoying a £3bn turnover.