Strengthening HR’s seat at the table
HR SUMMIT HR SUMMIT
From the editor
There’s a whakataukī (proverb) in te reo Māori: Ehara taku toa i te toa takitahi, engari he toa takitini. (My strength is not that of an individual, but that of many.) HRNZ applies this whakataukī as a way to unite the collective vision and approach as HR professionals.
This collective vision and approach is what this issue is all about. We dive deep into what it truly means for HR to have – and more importantly, strengthen –its seat at the leadership table.
Gone are the days when HR was viewed merely as a support function, processing paperwork and managing employee complaints. Now, in senior leadership team meetings and boardrooms all across the motu, HR leaders are increasingly being called upon to shape strategy, drive cultural transformation and tackle complex challenges like hybrid work models, the rising cost of living’s impact and the impact of AI.
In this issue, we’ve gathered insights from some of Aotearoa
New Zealand’s most influential HR leaders. They share their stories about building credibility with the leadership team and balancing commercial acumen with employee advocacy.
You’ll find practical advice on a range of matters, from listening to leadership’s challenges to influencing strategic decisions. You can also read the perspective of a CFO and how he advises HR and Finance to work together to influence upwards. And you can learn about what governance actually is and how you can establish a Board’s people and culture committee. What’s become clear through putting together this issue is that HR’s journey to the leadership table isn’t just about claiming a seat, it’s about bringing unique value once you’re there. As Lynda Carroll and Melissa Clark-Reynolds tell us, “By implementing effective HR governance, organisations can ensure all people-related strategies are aligned to the purpose and strategy of
the organisation, peoplerelated risks are identified and effectively managed and shareholder value is delivered.”
I hope this issue gives you the tools and confidence to strengthen your own leadership voice, whether you’re just starting out or already wellestablished in your role.
Kathy Young Editor
Kathy.Young@hrnz.org.nz
EDITOR
Kathy Young
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Email: kathy.young@hrnz.org.nz
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Copyright © Human Resources New Zealand Inc. Vol 30 No: 1
ISSN 1173-7522
TOP OF MIND
Nick McKissack
The year 2025 marks the 40-year anniversary of HRNZ as a stand-alone professional membership organisation. In August 1985 the organisation was formed as the Institute of Personnel Management, later changing its name to the Human Resources Institute of New Zealand.
The formation of the organisation represented a collaboration across the growing community of people in New Zealand employed in human resources roles. The purpose of the collaboration is reflected in the objectives set out in the Constitution:
a. To encourage and support the development of professional knowledge, competence and high standards of performance among its members
b. To promote an understanding of all aspects of Human Resource Management and development and its contribution to the performance and leadership of individuals and organisations; and
c. To provide an authoritative and influential viewpoint on all matters affecting its members and the
management, performance, development and leadership of people at work.
The founders of the organisation recognised that building capability and lifting standards across the profession needed to be a collaborative effort. This is very much reflected in how the organisation evolved and operated in its early years. There was a strong focus on building networks and communities of interest across the country.
The success of the approach was evident in the growth of membership. It was a case of anyone involved in the HR profession becoming a member of the Institute and participating in their professional network.
The success of initiatives at an industry level depends on this collaborative approach. A good example of this is the HRNZ professional accreditation programme. We’ve just completed research into the attitudes of members towards Chartered Membership. One of the reservations expressed about the chartering process is the extent to which it is recognised by employers and recruiters. The reality is that, for this to happen, professional accreditation has to be first embraced and promoted by
every serious HR professional in New Zealand. Collectively, we have to say that this profession requires standards, and we commit to meeting them and expecting them of each other. This collective action is how we build credibility for our profession across all industries and organisations.
For HR professionals, achieving influence and showing leadership have always required collaboration, bringing others on the journey is a core superpower. Lifting each other up is a big part of that.
This year, as we mark our 40th anniversary, we also have to register under the Incorporated Societies Act 2022. As part of this, we’ve had to review our Constitution. At the annual general meeting in August, we’ll ask members to approve changes to the Constitution so we can proceed with our registration.
The new Constitution will feature changes that support HRNZ to head into the future and continue to provide the vehicle through which HR professionals can collaborate to improve the standing and success of members throughout New Zealand.
32 HR at the Board table Lynda Carroll and Melissa Clark-Reynolds outline how HR has evolved to become strategic business partners, and, hence, how HR can add value at Board level 36 Strength at the Top Editor Kathy Catton shares the insights of four HR leaders on how HR professionals can strengthen their role at the leadership table
40 From People to Numbers: How HR and Finance can Build Influence Together Matthew Needham, an accountant and former CFO, outlines how HR and Finance teams can work together to gain positive influence in their organisations 44 Why Leadership Strategy Matters
Maeve Neilson shares her practical tips on how HR can make a difference in strategic leadership
20 Sustainability and HR Courage in a Time of Change – Izzy Fenwick explains how HR must serve as a compass, in a time of rapid change and competing priorities
22 Employment Law Update What Employment Law Changes are Coming? –
Jack Rainbow, Dundas Street Employment Lawyers, reports on what’s on the horizon for employment law this year
24 Research Update
Evidence-based HRM –
Russell Wordsworth and Joana Kuntz from the University of Canterbury summarise their findings of evidence-based human resource management
HRNZ Capability Framework
10 40 Years, 40 Stories
We reminisce on some of the stories of HRNZ’s 40-year
HRNZ caught up with a newly accredited Chartered Member and Accredited Member, to share their career highlights and insights
16 NZ HR Awards 2025
Nikita Barends, HRNZ Senior Communications Adviser, reports on all the HRNZ Awards
26 Immigration Law Update Positive changes to work visa settings –Rachael Mason, Lane Neave, outlines the recently announced Accredited Employer Work Visa changes
28 PD Spotlight
Driving our professional agency – Gillian Brookes outlines her insights on the HRNZ Governance for HR Leaders programme
48 Dear Human Resources...
Aidan Stoate, from Inspire Group, shares his heartwarming insights into being a people leader
Check out our banners and footers!
Our articles are all tagged with the levels (see above), from our new Capability Framework, The Path
For more information, check out our website.
PROFESSIONAL ACCREDITATION
Your Journey to Success
with HRNZ Professional Accreditation
Take the first step in your professional journey with HRNZ’s Accredited Professional Member accreditation. Our Accreditation programme ensures that you stay ahead, achieve excellence and continually grow your professional knowledge. Join us on this journey towards succcess in HR and get accredited today!
Quick reads
HRNZ CELEBRATES SUCCESS
The HR Awards 2025 celebrate those in the HR profession excelling in their fields.
Thursday 27 February 2025 was a remarkable evening, with HRNZ and Principal Partner AMP, bringing together over 450 esteemed HR professionals from across the country to celebrate the exceptional individuals and organisations spearheading impactful change and best practices throughout Aotearoa.
To find out more and see the winners, go to page 16 for our full review.
A THIRD OF PUBLIC SERVANTS WORK FROM HOME
New data has been released by the Public Service Commission, which reveals that public servants work less than one day a week from home on average. Sir Brian Roche’s report showed that 33 per cent of public servants worked remotely at least once a week, while 55 per cent rarely or never did. The findings came after [then] Public Service Minister Nicola Willis pushed for more inoffice work, arguing remote work should be by agreement rather than an entitlement.
Last month, the PSA challenged this directive through the Employment Relations Authority, claiming it violated flexible work arrangements.
PSA Acting National Secretary Fleur Fitzsimons dismissed the Government’s stance. She argued that ordering more office attendance wouldn’t fix the economic harm caused by public sector layoffs and
that international evidence supports flexible work as a driver of productivity.
Public Service Commissioner Sir Brian Roche said the data provided transparency and that agencies were expected to align with government guidelines. Based on October–November 2024 data, the report also found Friday was the most common remote workday, with 23 per cent working from home that day.
Almost all (99 per cent) Kiwi workers say they have flexible work hours, based on a study developed by Robert Half and conducted online in November 2024.
While many (61 per cent) New Zealand employers expect workers back in the office fulltime, workers say they have been given more flexibility in the hours they start and finish their day. Respondents are drawn from a sample of 500 full-time office workers in finance, accounting, IT and technology, working in private and public sector organisations across New Zealand.
More than half (59 per cent) of workers say their employer has increased flexible work hours, compared with last year, with 19 per cent saying they have increased significantly. About one-third (30 per cent) of workers say there has been no change in flexibility, while 10 per cent say there has been a decrease. Only 1 per cent of workers say they do not have flexible work hours.
“While the New Zealand workforce has largely returned to the office full-time, the enduring need for flexibility had remained,” says Ronil Singh, Director at Robert Half. “The widespread adoption of flexible working hours demonstrates that employers are acknowledging the employee demand for more work-life balance and aiming to develop a more attractive and competitive work environment to secure and retain top talent.”
WORKPLACE CULTURE SURVEY
FINDS JUNIOR MANAGERS
FEEL THE SQUEEZE
Awide-ranging national report reveals that frontline leaders experience the lowest levels of satisfaction with their job and long-term career prospects, compared with other levels of leadership.
The survey by workplace culture and leadership consultants Human Synergistics found that frontline managers also rated their ability to handle stress poorly, lower than people at all other organisational levels, from individual workers to CEOs. Only 44 per cent of frontline leaders felt supported by their organisation to do well.
The report is drawn from five years of data collected by Human Synergistics’ Life Styles Inventory. This tool uses both self-assessment and colleague feedback to identify individual thinking and behavioural styles among 70,000 workers in Australia and New Zealand during that period, including 24,374 frontline managers.
“Frontline leaders are the linchpin of organisational success, yet our data highlights a concerning reality – they often feel unsupported, undervalued and ill-equipped to manage the pressures they face daily. To thrive, organisations must invest in developing and supporting these critical leaders, as their wellbeing directly influences the performance and culture of their teams,” says Neil McGregor (above), Lead Consultant from Human Synergistics New Zealand.
TAKE A BREAK –READ AND LISTEN
Ready for a mini break from your desk? This book and podcast provide valuable guidance to help you in your HR role.
Edited by Metiria Stanton Turei, Nicola
Te Tiriti o Waitangi Relationships
Metiria Stanton Turei, Nicola R Wheen and Janine Hayward (eds)
This is the third volume by leading scholars and researchers in a series discussing the complexities of te Tiriti o Waitangi issues. Together, these essays take a dynamic approach to understanding Tiriti relationships, acknowledging the everevolving interplay between the Crown and Māori through time.
The writers address topics such as Treaty principles, sovereignty, the UN Declaration on the Rights of Indigenous Peoples, and mana whenua relationships to te Tiriti and settlements. The book emphasises the roles of tikanga and rangatiratanga in fostering genuine progress and envisions a future guided by these principles in advancing Māori–Crown relationships.
This is a valuable resource for anyone seeking to deepen their understanding of the role of te Tiriti in shaping Aotearoa New Zealand’s social, political and cultural landscape.
PODCAST: HR Chats with Te Radar
Yes, we’ve featured HRNZ’s HR Chats with Te Radar in the past, but it’s worth saying that a lot has been happening in this space since we last reviewed it. For those of you new to the podcast, Te Radar chats to some of New Zealand’s leading lights in HR about interesting trends and ideas from the world of human resources.
In the past six months, there have been several new podcast episodes, including a fascinating conversation about organisational culture with Lynda Carroll, founder and CEO of Align Group. As the world becomes more interconnected, there is a chat on global mobility. And Te Radar facilitates a great conversation with Izzy Fenwick, founder of Futureful, on the trends shaping the future of work. Read more from Izzy on page 20 and from Lynda on page 32
40years, stories
In 1985, the Institute of Personnel Management formed. In 1995, the organisation was renamed the Human Resources Institute of New Zealand. In 2025, HRNZ celebrates its 40 years of people-powered success. In each issue of Human Resources magazine this year, we share 10 remarkable stories from past and present members, charting our four decades of the HR profession.
Dr Deepika Jindal
CMHRNZ, Professional Teaching Fellow, University of Auckland
1
WHAT HAVE BEEN YOUR CAREER HIGHLIGHTS TO DATE?
Walking into the SkyCity Convention Centre for the HRNZ annual awards ceremony on 22 February 2018 is a memory I cherish deeply. From the moment I arrived, I was in awe of the profound impact HRNZ was making on the national stage and the awardees who were positively transforming lives and communities. Since then, the awards have only grown in prominence, bringing greater visibility and poise to the HR profession. It’s a beautiful celebration of everything we stand for in HR. Here’s to the next 40 years of continuous celebration and increasing the impact of HR!
Editor note: Deepika was awarded HR Person of the Year and Leadership Award at this year’s NZ HR Awards.
Kirsten (KP) Patterson
DistFHRNZ, Chief Executive, Institute of Directors New Zealand
Professor Peter Boxall
DistFHRNZ
Karli te Aotonga
CMHRNZ, HRNZ Board Director
2 3
WHAT ARE THE SIGNIFICANT MOMENTS THAT HAVE SHAPED HRNZ?
HRNZ has been shaped by significant milestones, like its establishment 40 years ago, setting a foundation for professional HR standards in New Zealand. The launch of certification programmes elevated HR as a profession, ensuring credibility and excellence. Another pivotal moment was the focus on diversity and inclusion, driving change across workplaces. The shift to digital learning during the COVID-19 pandemic was also transformative, making HR knowledge accessible nationwide. Finally, HRNZ’s advocacy for workplace wellbeing has firmly established its reputation as a leader in shaping better workplaces for Aotearoa New Zealand.
WHAT ARE THE SIGNIFICANT MOMENTS THAT HAVE SHAPED HRNZ?
An important step in the life of HRNZ was the formation of the Academic Branch in the late 2000s. A vital part of this was HRNZ’s approval to admit academics to professional (now Chartered) Membership based on what they had achieved in the core tasks of their academic jobs (teaching, research and service/leadership in HRM). This, as far as I am aware, was a world first. The Academic Branch has increasingly proved its worth in providing research expertise to HRNZ, enhancing the links between students and HRNZ, and enriching the various relationships between ‘town and gown’ in the development of HRM.
4
WHAT ARE THE SIGNIFICANT MOMENTS THAT HAVE SHAPED HRNZ?
Legacy is about being who your ancestors need you to be. Forty years ago in 1985, much of the groundwork was taking place in Aotearoa paving the way for the introduction of the Māori Language Act 1987 as part of the revitalisation of te reo Māori. The Waitangi Tribunal’s powers were extended, allowing historical claims of breaches by the Crown dating back to the signing of te Tiriti o Waitangi in 1840. Māori expression of mana motuhake was growing through political activism in pursuit of justice and the reclamation of land, language and culture. Everything about our profession is connected to these legacies from Tāngata Whenua and Tāngata Tiriti alike. These legacies provide the pathway for HRNZ to shape and influence a prosperous future for all in Aotearoa for the next 40 years, and the pae tawhiti of 1,000 years. Whāia te mātauranga, kia mārama, kia tipu, kia tiaki i ngā whenua, ngā moana, ngā arawai, kia whai take ngā mahi katoa. Aroha atu, aroha mai, tātou i a tātou. Toi te kupu, toi te mana, toitū te Tiriti, toitū te whenua. Haumi ē, hui ē, tāiki ē!
Danni Ermilova Williams
CMHRNZ, HRNZ Board Chair, Director of DEW Coaching and Change Consultancy
WHAT ARE THE SIGNIFICANT MOMENTS THAT HAVE SHAPED HRNZ?
We define our future by the choices we make today. How will we, as HR professionals, step into this moment with courage and vision to shape the future human experience at work?
In a world facing accelerating, profound change, ensuring humans thrive is essential for building strategic advantage, safeguarding systemic resilience and securing our future. There has never been a more critical moment to lead and shape the future, by challenging outdated paradigms, amplifying diverse voices, fostering curiosity and creating workplaces driven by purpose and equity. The defining moment for humans who champion humans is now. What will your legacy be?
Happy 40th (midlife crisis), HRNZ, from one 40-to-be, to another.
Denise HartleyWilkins
DistFHRNZ, Director, Shine People Consulting
WHAT DO YOU LOVE ABOUT HRNZ?
Iam proud, grateful and humbled to be part of the HRNZ community. When I arrived in New Zealand over 20 years ago, HRNZ welcomed me with open arms, making my transition to Aotearoa so much easier. I became a volunteer, joined Branch committees, and later served as an Elected Director and National President. Our volunteers –Branch committees, mentors, accreditation assessors and Board directors – are the heartbeat of HRNZ. A standout achievement was launching Chartered Membership, a first for New Zealand HR professionals, driven entirely by volunteers. As we reflect on 40 years, Margaret Mead’s words resonate: “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.”
“ Margaret Mead’s words: “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.”
Quoted by Denise Hartley-Wilkins
Debbie Dawson
CFHRNZ, HR Coach and Consultant
WHAT’S YOUR BEST MEMORY OF HRNZ?
Ifirst joined the HRNZ Board in 2007. They were heady days when a lot of the work was done by volunteer committees working closely with the small number of paid staff. We have always been fortunate to have great professional leadership in our head office. I fondly recall the energy and tenacity of Bev Main, in particular, who managed to secure Dave Ulrich for our 2013 conference, which was a real coup. While we in HR are sometimes misunderstood, our goal endures and remains the same: improving the world of work for our people and ultimately our community’s prosperity and wellbeing.
Gillian Brookes
CFHRNZ, Workforce Strategy and Flexible Work Specialist
Kavita Khanna
CFHRNZ, Current President HRNZ
Geoff Summers
DistFHRNZ, HRNZ President 2005–2006, Chair, Remuneration Authority
9
8 10
HOW CAN HRNZ BUILD ON ITS LEGACY IN THE NEXT 40 YEARS?
HRNZ shapes and supports our profession at a time when more is demanded from HR than ever before. As the leaders of our profession drive more insight and strategy within our organisations, we will bump up against outdated employment legislation. In the coming generation, I expect HRNZ and its members will gain a voice beyond the organisation level and become more involved in shaping government policy. It’s an inevitable path if we are going to keep pace with changes, instead of lagging far behind, so we have the right foundations for the New Zealand workforce to thrive, economically and more broadly.
HOW CAN HRNZ BUILD ON ITS LEGACY IN THE NEXT 40 YEARS?
Our work is never done. As a profession, we hold a deep responsibility: to stand up for what is right, to challenge outdated thinking and to create workplaces that reflect the best of us. It takes courage to hold that space, heart to advocate for fairness and connection, and wisdom to keep learning, adapting and thriving. As kaitiaki of the profession, I see HRNZ continuing to serve its members: through whanaungatanga, strengthening connections; through manaakitanga, uplifting others and through ako, enabling learning and adapting to help HR to lead. The next 40 years will demand bold thinking and deep care. The world of work will keep changing, what we’re called as a profession may shift, and the way we do our work will evolve. But at the heart of it all, our purpose will remain: to be the profession that leads NZ Inc. to be a space where people grow and communities thrive. And let’s be honest; our profession has been the one making workplaces work and reminding everyone that culture is not something you grow in the back of the cupboard or in a Petri dish!
WHO ARE YOUR UNSUNG HEROES OF HRNZ?
The most important activity that occurs within HRNZ happens at Branch events, not necessarily during the presentations or debates, but before and afterwards when the networking occurs. The connections HR practitioners develop in these situations are not visible but often result in having someone to bounce something off during a difficult project or to ask a difficult question they do not want to ask at work. No one sees these important outcomes, yet they are there, and they are numerous. So my unsung heroes are all the Branch committee members who facilitate these vital connections.
“ …culture is not something you grow in the back of the cupboard or in a Petri dish!
Kavita Khanna
Professional Membership accreditation
Kirsten Beggs
Human Resources
magazine caught up with Kirsten Beggs (Chartered Member) and Gemma Sloane (Accredited Member) to ask about their paths to HRNZ accreditation and their thoughts about the role of HR in Aotearoa today.
What have been your career highlights to date?
My career has had constant pivots. I started my career as a primary school teacher, then was given the opportunity to work in technology in education. From there, I was approached for a role working with Apple technology at Renaissance Ltd. I went from Education Trainer to Director of Training and an Executive Leadership Team member in the 11 years I spent there. One highlight from this time was being asked to present in the United States. From here, I moved into the world of HR. My highlights from working in HR would be building a long-term relationship with Ngāti Whātua Ōrākei when I was working at nib. While working as the Chief People Office at Anthem, I was given the opportunity to lead change in the HR space. I began my role at Dentsu just under a year ago and am proud that, in this time, we have been selected as finalists in three categories in the NZ HR Awards. Personally, I have been recognised by HRNZ and Diversity Works
for my professional experience in the HR arena.
What inspires and motivates you in your career and why?
I am inspired and motivated by advocating for employees when trying to find fair, equitable answers that support our employees. I love the challenge of finding solutions that don’t have simple answers. I enjoy working through what the solution could look like while always making sure that every solution is led by a people lens, that is, what is the right thing to do. The great thing about working with people is that every day is different. That’s my ‘why’ and what gives me my energy each day.
What do you see as the challenges facing the industry and HR profession?
One key challenge of HR is the unpredictability of people. What makes our profession great is always what challenges it. As a profession, it’s wonderful that we support people, and are there to make sure that we follow the regulations that guide us. But we must also take a people lens to our decisions and lead with our heart. Other professions are clearer and more black and white when it comes to decision-making, but HR as a profession is one that doesn’t always have clear answers.
How has HRNZ membership helped your career?
I am a new member of HRNZ and am loving the
connections I am making. I recently attended a local get-together, and it was great to meet others in the HR space and see that we are all facing similar concerns and successes. One other aspect of HRNZ I am thrilled about is becoming a Chartered Member.
Please describe your journey towards becoming a Chartered Member. How was the experience?
As someone who doesn’t have a qualification in HR but has many years of experience, it was an excellent opportunity to test out the criteria and see where I fit. I was pleasantly surprised that I had more knowledge than I gave myself credit for. I found this experience made me appreciate what I do know, take time to reflect on my journey into HR and to reaffirm that I had more relevant experience than I realised. I am extremely humbled and honoured to be recognised as a Chartered Member. Thank you HRNZ.
What have been your career highlights to date?
An early career highlight was living and working in Dubai for a year. Experiencing a vastly different employment landscape from New Zealand was incredibly eye-opening and broadened my perspective on global HR practices. My most significant career highlight has been over the past five years, where I’ve found my niche and passion for continuous improvement projects, particularly in HR systems and processes. I’ve been fortunate to hone my expertise in HR technology, data and analytics to drive meaningful change. This work has helped the business enhance its performance management processes, improve workforce planning, gain deeper insights into employee engagement, develop stronger remuneration strategies and create a more positive employee experience. Now I’m embarking on an exciting new chapter, launching my independent HR consultancy, Proactive HR Ltd. I aim to help businesses refine and optimise their HR systems and processes, ensuring they align seamlessly with their unique business goals and strategies.
What inspires and motivates you in your career and why?
I’m naturally goal-driven, and what motivates me most is helping others grow, develop and achieve their goals, whether that’s individuals
advancing in their careers, or businesses reaching their strategic objectives. I find immense satisfaction in streamlining HR systems and processes to create real, measurable impact. I also thrive on variety. Working across different challenges keeps me engaged and continuously learning. Knowing that my work contributes to positive change is what truly inspires me. What do you see as the challenges facing the industry and HR profession?
One of the key challenges for the HR profession is supporting businesses in adopting truly flexible working policies in a way that is both effective and sustainable. As workforce expectations continue to evolve, organisations must get creative in how they implement flexibility. This will be critical for attracting and retaining top talent. Another significant challenge is the ever-evolving role of technology in the workplace. As AI becomes further embedded in our dayto-day work, businesses must navigate the complexities of new tools and strike the right balance between automation and authentic human connection.
How has HRNZ membership helped your career?
HRNZ membership has been really valuable in my professional development. The short training events and webinars have helped me expand my skills and build confidence in key areas of HR.
Gemma Sloane
Additionally, the local Branch events provide a fantastic opportunity to connect with fellow local HR practitioners and grow my network. As I embark on my new venture, I’m looking forward to engaging more actively in these events and strengthening my connections within the HR community.
Please describe your journey towards becoming an Accredited Professional Member. How was the experience?
The accreditation process had been on my mind for quite some time, but it wasn’t until I reached a career crossroads in mid-2024, that I decided to take the leap. It was the perfect opportunity to reflect on my experience, validate my skills and gain clarity on the direction I wanted to take moving forward. After attending a webinar to better understand the process, I jumped into action. The framework was wellstructured and easy to follow. It was a thought-provoking process of self-reflection.
Honouring excellence and innovation in HR
The NZ HR Awards recognise and celebrate the individuals, teams and organisations shaping the future of human resources in Aotearoa.
Hosted by HRNZ, in partnership with Principal Partner AMP, the awards spotlight the innovation, dedication and leadership driving best practices across the profession.
The 2025 event carried special significance, coinciding with HRNZ’s 40th anniversary. A record-breaking number of entries, across more competitive categories, underscored the remarkable evolution of HR in New Zealand. More than 450 HR professionals and business leaders gathered for an unforgettable evening of networking, inspiration and well-deserved recognition.
As HR continues to play a crucial role in shaping workplace culture, employee experience and organisational success, the NZ HR Awards remain a testament to the profession’s resilience and adaptability. This year’s winners exemplify the innovation and leadership that will drive HR into the future.
SPECIAL AWARDS
HR PERSON OF THE YEAR –DR DEEPIKA JINDAL CMHRNZ
The highest individual accolade, the HR Person of the Year Award, celebrates a leader whose impact in HR has been transformative. In 2025, this was awarded to Dr Deepika Jindal CMHRNZ, who also received the Leadership Award for her outstanding contributions to the field.
As an academic at the University of Auckland, Deepika has played a pivotal role in shaping the next generation of HR professionals. Her work as President of HRNZ’s Academic Branch has been instrumental in bridging the gap between research and real-world HR practice. With multiple industry accolades and university awards, Deepika’s leadership has left a lasting mark on HR in Aotearoa New Zealand.
HRNZ SUPREME AWARD –DENTSU AOTEAROA
The HRNZ Supreme Award, which recognises overall excellence in HR practice, was awarded to Dentsu Aotearoa The company also took home the Diversity and Inclusion Award for its groundbreaking ‘Authentically Led’ programme, a forward-thinking initiative that transformed its traditional DEI committee into an employeedriven council. With five dedicated communities: Māori and Pacific Islander, Rainbow, Neurodiverse, Early Careers, and
Women at Work; the programme set a new benchmark for workplace belonging, equity and inclusion. By empowering employees to lead inclusivity efforts, Dentsu Aotearoa has redefined what it means to create a truly diverse workplace.
OUTSTANDING SERVICE AWARD – NICK MCKISSACK CMHRNZ
This year’s Outstanding Service Award recognised Nick McKissack CMHRNZ, Chief Executive of HRNZ, for his transformative leadership in the sector. Under his guidance, HRNZ has strengthened HR’s strategic influence, championed sustainability and bicultural initiatives, and led major technological advancements. His work in shaping industry conversations and fostering relationships with universities has significantly improved the HR profession.
HR Person of the Year –Dr Deepika Jindal CMHRNZ
HRNZ Supreme Award – Dentsu Aotearoa
HR PROFESSIONAL OF THE YEAR – BARBARA DAXENBERGER CMHRNZ
As People and Culture Director at Tonkin + Taylor, Barbara Daxenberger CMHRNZ was recognised for her leadership in strategic resourcing and HR service delivery. Her initiatives, including the Career Compass Programme and Rewards Framework, have created a highly engaged workforce while fostering a culture of psychological safety.
EMERGING HR PRACTITIONER OF THE YEAR – CAITLIN WARD APHRNZ
Caitlin Ward APHRNZ, HR Coordinator at Danone Nutricia, was celebrated for her contributions to the company’s Digital Manufacturing Acceleration Project. Her leadership in community engagement and the Employee Value Proposition has significantly boosted both productivity and inclusivity.
HR STUDENT OF THE YEAR –POPPY FOGARTY
Poppy Fogarty, a student at the University of Otago excelling in HR and marketing, won the HR Student of the Year award for her outstanding contributions to the profession. As an HRNZ Student Ambassador and intern at the Ministry of Business, Innovation and Employment, she played a significant role in advising on HR matters, drafting legal documentation and supporting employees through organisational change. Her passion, dedication and ability to navigate complex HR challenges highlight the bright future of the next generation of HR leaders.
MANA TANGATA AWARD WINNERS
The Mana Tangata Māori HR Awards honour individuals and organisations embedding Māori cultural values and tikanga into HR practices.
EMERGING MĀORI HR AWARD –KACEY GRAHAM
Kacey Graham, Leadership and Capability Manager at Powerco, was recognised with the Emerging Māori HR Award for leading the
development of Powerco’s Leadership Development Programme, incorporating Te Whare Tapa Whā principles. Her efforts have driven cultural awareness, broken unconscious bias and created a more inclusive workplace.
LEADER
MĀORI AWARD
–TE WĀNANGA O AOTEAROA
Te Wānanga o Aotearoa received the Leader Māori Award for its innovative Kaupapa Māori Employee Value Proposition, which significantly improved employee engagement (from 73 per cent to 81 per cent) and reduced turnover to just 2.89 per cent. The initiative positions the organisation as a leader in fostering a culturally rich workplace.
VOLUNTEER
OF THE
YEAR AWARD – AUCKLAND BRANCH COMMITTEE
The Volunteer of the Year Award was awarded to the Auckland Branch Committee for their commitment to the HR community. Their initiatives, including West Auckland Café Connect, university partnerships and collaborations with industry leaders, have expanded professional networks and supported students entering the workforce.
HR Student of the Year –Poppy Fogarty
Volunteer of the Year Award –Auckland Branch Committee
ORGANISATIONAL AWARD WINNERS
TALENT ACQUISITION AWARD –NEPTUNE PACIFIC DIRECT LINE
Neptune Pacific Direct Line (NPDL) received the Talent Acquisition Award for successfully implementing a proactive and highly effective recruitment strategy that secured 11 finance data specialists in just four months. Their innovative approach to talent sourcing, internal upskilling and employer branding set a benchmark for streamlined, high-impact hiring.
LEARNING AND DEVELOPMENT CAPABILITY AWARD –DANONE NUTRICIA
Danone Nutricia won the Learning and Development Capability Award for its ShopFloor First initiative, an innovative training programme integrating handson coaching with advanced technical learning modules. This approach significantly enhanced operational efficiency, quality assurance and workforce engagement.
DIVERSITY AND INCLUSION AWARD – DENTSU AOTEAROA
Dentsu Aotearoa was recognised with the Diversity and Inclusion Award for its ‘Authentically Led’ initiative, which led to a 500 per cent increase in DEI council membership. This employee-led approach
successfully strengthened workplace inclusivity, belonging and equitable career opportunities.
WELLNESS PROGRAMME AWARD – DB BREWERIES
DB Breweries received the Wellness Programme Award for its WholeMe programme. This is a holistic wellbeing strategy providing tailored stress management, mental health support and work–life balance initiatives for over 400 employees.
FUTURE OF WORK AWARD –FONTERRA CO-OPERATIVE GROUP
Fonterra won the Future of Work Award for its Engineering++ SWAT initiative, a forward-thinking workforce strategy addressing industrywide talent shortages. By implementing targeted upskilling programmes, fostering strong mentorship networks and prioritising diversity in recruitment, Fonterra has built a sustainable talent pipeline that ensures long-term success in an evolving job market.
BUILDING SUSTAINABILITY THROUGH PEOPLE AWARD – TE PAE CHRISTCHURCH CONVENTION CENTRE
The Building Sustainability through People Award went to Te Pae Christchurch Convention Centre for its commitment to embedding sustainability into every facet
of its operations. Achieving Qualmark Gold, Toitū Gold and Net Carbon Zero certification, Te Pae has demonstrated industry leadership in sustainable business practices by integrating environmental responsibility into its workplace culture and employee engagement strategies.
ORGANISATIONAL CHANGE AND DEVELOPMENT AWARD –NEW ZEALAND POST
New Zealand Post was honoured with the Organisational Change and Development Award for its Just Transition (JT) programme, developed in partnership with E Tū union. This initiative provides structured support for employees navigating business transformation, offering retraining opportunities, career pathway guidance and job security measures. By prioritising employee wellbeing through transparent change management, NZ Post has set a benchmark for responsible workforce transformation.
Courage in a time
of change
In a time of rapid change and competing priorities, HR must serve as the compass guiding businesses through AI, DEI and sustainability challenges. Izzy Fenwick explains more.
This is a challenging time to govern a business. AI is advancing at breakneck speed, DEI is being labelled divisive and sustainability is being deprioritised, as if climate change will politely wait for us to catch up. The pressure to focus on shortterm gains is immense, but the cost of ignoring these critical issues will be far greater. So, how do businesses navigate this storm?
If businesses are ships navigating stormy seas, HR must be the compass. HR’s role isn’t just to manage people; it’s to steer the entire organisation through these choppy waters. With its unique position at the intersection of people, culture and strategy, HR is the ultimate guide for Boards navigating these complex challenges.
HR’s unique position bridging people, culture and business strategy makes it the ultimate guide for Boards trying to find their way. HR is also the guardian of what actually powers the business: its people.
“ If businesses are ships navigating stormy seas, HR must be the compass.
People are a business’s greatest asset. Their creativity, resilience and productivity drive revenue and innovation. Yet, ill-informed governance decisions that fail to consider ethical AI, sustainability or DEI commitments risk eroding employee trust and customer loyalty. The economic pressures are real, but retreating from progress in these areas comes at a cost, one that may feel invisible at first but will
inevitably surface in the form of talent loss, reputational damage and regulatory scrutiny.
Boards won’t magically realise they’ve been overlooking HR’s insights. HR must show them, with evidence, clear strategy and examples that resonate where it matters most: risk, talent and long-term profitability.
Take AI. AI is advancing faster than most companies can keep up. From hiring algorithms that reinforce bias to automation that displaces jobs without a plan, businesses are walking into ethical landmines. Yet, in many organisations, AI strategy is relegated to IT, while HR –the function that understands people – is left out of the conversation.
This is a mistake. AI isn’t neutral; it reflects the biases of those
who train it. If HR isn’t shaping ethical AI policies, advocating for fairness and informing leadership about workforce impacts, companies are flying blind. The consequences? Lawsuits, employee mistrust and regulatory crackdowns. HR must step up, armed with data and solutions, to ensure AI serves both the business and its people.
“ AI isn’t neutral; it reflects the biases of those who train it.
DEI has become an easy target for critics who call it divisive or performative. But the data is clear: diverse companies generate 2.5 times higher cash flow per employee. Moreover, one in three employees has rejected a job due to a lack of perceived inclusion.
HR’s job is to make the business case for DEI impossible to ignore. If DEI isn’t tied to performance metrics, it won’t stay on the agenda. Companies that abandon DEI initiatives may think they’re avoiding controversy, but they’re actually making it harder to attract and retain top talent. DEI isn’t just a moral imperative; it’s a risk management strategy and a competitive advantage.
And then there’s sustainability. Sustainability is often the first casualty of economic pressure, but it’s also the ultimate test of whether a company is thinking beyond the next quarter. The truth is, sustainability isn’t just about climate action; it’s about business resilience. Employees at companies genuinely committed to sustainability report a 16 per cent increase in engagement levels.
“ Sustainability isn’t just about climate action; it’s about business resilience.
If HR isn’t making this case to the Board, who will? Embedding sustainability into talent strategy, ensuring it’s a leadership KPI, and using it as a hiring tool aren’t just nice-to-haves; they’re workforce imperatives. The best
candidates aren’t just looking for a pay cheque; they’re looking for values alignment. And if companies can’t offer it, someone else will.
HR professionals, this is your moment. The boardroom needs your data, your leadership and your ability to connect these issues to business outcomes. Here’s how you can step up:
1. Bring the numbers: Use hard data to prove that AI ethics, DEI and sustainability are business-critical not optional.
2. Share employee insights: Highlight what matters to your workforce today because it determines who stays and who leaves tomorrow.
3. Offer solutions: Don’t just present problems; come with actionable strategies that align with business goals.
HR isn’t just a function; it’s the moral and strategic compass of modern business. If leadership won’t recognise that, it’s time to make them. The future of your organisation depends on it.
So, will you rise to the occasion?
Izzy Fenwick is the founder of Futureful, New Zealand’s first values-led and skills-based recruitment platform. Futureful is on a mission to help futureproof organisations and mainstream corporate responsibility through radical transparency. Izzy also serves on the Board of The Aotearoa Circle, an organisation that brings together public and private sector leaders to pursue sustainable prosperity and reverse the decline of New Zealand’s natural resources. Through her unwavering commitment to sustainability, Izzy continues to shape a future where the values of environmental stewardship, intergenerational collaboration and sustainable business practices thrive.
What employment law changes are coming?
Jack Rainbow, Associate at Dundas Street Employment Lawyers, outlines the upcoming law changes and what HR professionals need to be preparing for now.
The Government has proposed a series of changes that could significantly change the employment law landscape in Aotearoa New Zealand. While many of these proposed reforms are still in development, businesses must be aware of the potential changes and what they may mean for them.
INCOME THRESHOLD FOR UNJUSTIFIED DISMISSAL
The Government is proposing to remove the right of employees who earn over $180,000 per year (base pay) to raise a personal grievance for unjustified dismissal.
This proposal appears to have been inspired by similar provisions in Australian legislation that prohibit the ability of high-earning employees from pursuing
unfair dismissals. However, as a result, an increase has occurred in other types of claims and litigation brought by high-earning employees who are otherwise prevented from challenging their dismissals.
While New Zealand’s proposal places a cap on high earners, the parties are free to “opt back in” to the personal grievance scheme, or negotiate their own procedures regarding dismissals and include those in their employment agreements. Minister van Velden has announced a 12-month transition period during which parties to existing employment relationships affected by this proposal can negotiate those employment agreements to provide their own contractual protections. Whether employers will actively opt back into a scheme that
will increase their own potential liability remains to be seen.
CHANGES TO REMEDIES
The Government is also proposing changes to how the Employment Relations Authority and Employment Court deal with remedies to personal grievances.
The current legislation allows the employment institutions to reduce any remedies awarded to an employee for “contributory conduct”, where part of the fault lies with the employee. This ability to reduce remedies, in the eyes of the Government, is not applied frequently enough and subsequent case law has found that there can be no 100 per cent reduction in remedies based on the fault of the employee.
The Government wants to change that by requiring the employment institutions to take greater account of the employee’s behaviour when considering remedies. While this proposal is not fully developed, the Government is considering removing remedies entirely where serious misconduct has occurred and requiring the courts to consider whether the employee’s behaviour obstructed the employer’s ability to act as a fair and reasonable employer.
These changes could significantly affect how employers manage formal employment processes regarding serious misconduct allegations. If an employer is confident that serious misconduct has occurred, they might opt to conduct a lessthan-fair dismissal process in the knowledge that the employee is at fault.
This would mark a major shift from the current principles of natural justice and good faith in New Zealand employment law and poses a risk to employers of getting it wrong if, when challenged, the serious misconduct is not made out.
EMPLOYEE OR CONTRACTOR?
A significant amount of litigation has challenged the status of contractors who believe
they are employees, and this has caused significant confusion and uncertainty for employers, employees and contractors.
To remedy this, the Government has proposed introducing a ‘gateway test’ to demonstrate whether a worker is an employee or a contractor.
This proposal test will consist of four criteria. If a working arrangement meets all of them, the individual will be classified as an independent contractor, with no further investigation needed. However, if the working arrangement fails to meet any of the four criteria, the existing legal test for determining employment status, based on “the real nature of the relationship”, will continue to apply.
If the proposal gateway test is introduced, it will enable businesses and contractors to ensure that their arrangements are appropriately classified by reference to the test, providing certainty and clarity for those involved. However, the test as currently proposed is limited, and for all those working arrangements that would fall outside of that test, the current uncertainty based on the existing legal test would remain in place.
HOLIDAYS ACT 2003 REFORM
The Government is continuing its predecessor’s work to fix the multitude of problems associated with the Holidays Act 2003, which have cost New Zealand businesses millions in remediation costs based on years of failing to interpret and apply the Act correctly.
Currently, the Act entitles employees to a minimum of four weeks paid annual holidays after 12 months of continuous employment. The Government now proposes moving to an hours-based accrual system, rather than weeks, meaning holiday accrual would depend on the number of hours worked each week instead of days.
An accrual system based on hours, rather than weeks, has several potential benefits, including ensuring proportionality for those working
varying hours, and greater flexibility allowing employees to take smaller leave increments rather than full days.
The Government has indicated that it wishes to implement the changes before the end of its current term. However, with the ongoing reform now having taken over seven years since it began, there is doubt as to how quickly new legislation can be prepared, introduced and passed into law.
OTHER CHANGES
Beyond these reforms, the Government is considering a raft of other proposed changes, including:
• reintroduction of pay deductions for partial strikes, allowing employers to reduce an employee’s pay where the employee is participating in a partial withdrawal of labour
• termination of employment by agreement, allowing employers to make an offer of an exit settlement, which an employee could not use as the basis for a personal grievance
• employee remuneration transparency, meaning employers could no longer include ‘pay secrecy’ clauses in employment agreements prohibiting employees from discussing their pay with others.
Many of these proposed changes are still in development or draft bill form and likely subject to further change before (or if) they pass into law. However, given the Government’s ambitious scope of proposed reform, it is essential employers keep an eye on these developments and consider how they might affect their businesses and practices.
has strong experience in industrial relations, dispute resolution and providing highlevel, strategic advice. He partners closely with his clients, providing advice and assistance from start to finish on a range of complex matters.
Jack Rainbow, Te Arawa (Tapuika), Ngāti Tūwharetoa, is an Associate at Dundas Street Employment Lawyers. Jack
Evidence-based HRM
Dr Russell Wordsworth and Professor Joana Kuntz summarise the findings of their recent study, undertaken with Master of Organisational Psychology student Zoe O’Sullivan, into the barriers and enablers of evidence-based human resource management.
As the field of HRM becomes more data-driven, there is increased potential for HR practitioners to adopt an evidence-based approach to decision-making. EvidenceBased Human Resource Management (EBHRM) offers a structured framework to guide the conscientious, explicit and judicious use of the best available evidence.
EBHRM involves six main steps: formulating answerable questions, sourcing relevant evidence (including scientific research, professional expertise, organisational data and stakeholder input), critically appraising its quality and applicability, synthesising findings, applying them to practice and evaluating outcomes to inform decisions.
THE CASE FOR EBHRM
EBHRM ensures decisionmaking is problemcentred, rigorous, defensible and impactful. It invites HR practitioners to ground their decisions in multiple sources of evidence to improve the likelihood of favourable outcomes and reduce the risk of costly mistakes. As such, EBHRM has the potential to enhance the credibility and
strategic influence of the HR function by demonstrating measurable intervention impact, thus positioning HR practitioners as strategic advisors to senior leadership. EBHRM also fosters innovation and resilience through the development of a culture that values inquiry, learning and critical thinking.
THE PERSISTENT GAP BETWEEN EVIDENCE AND PRACTICE
Despite these benefits, the adoption of EBHRM remains limited. Research consistently highlights a tendency among HR professionals to rely on intuition, anecdotal knowledge and what has worked in the past. We sought to understand the reasons for the lack of adoption of EBHRM and the persistence of the ‘research-practice gap’. Here’s what we found.
BARRIERS
Barriers to research use identified by HR practitioners included research accessibility, relevance and language complexity. Limited access to scholarly publications, high journal subscription costs and a preference for openaccess resources discouraged practitioners from engaging with research. A lack of dedicated time during work hours to engage with research, alongside competing operational priorities, relegated research and evidence gathering to a discretionary activity often undertaken outside of work hours or ignored altogether. For many, engaging in EBHRM was considered an unpaid and unrecognised task. Practitioners with strong research backgrounds or training were more inclined to value and apply evidence in their practice. In contrast, those without such backgrounds often held a negative disposition towards researchers and their research and were much less likely to seek out or integrate scientific evidence in their decisionmaking. Finally, insufficient organisational or leadership support was a common barrier to adopting EBHRM.
“ EBHRM ensures decisionmaking is problem-centred, rigorous, defensible and impactful.
ENABLERS OF EBHRM
Practitioners with strong academic backgrounds, particularly those with postgraduate education, felt equipped to overcome research translation issues, to source appropriate research and appraise evidence quality. Additionally, organisations that prioritised evidencebased practices – by offering training, allocating financial and time resources for EBHRM, and fostering a culture of continuous learning – enhanced practitioners’ capacity to integrate research into their work. Collaboration between practitioners and academics was another enabler for
co-creating practical solutions. Successful collaborations left practitioners eager to re-engage with researchers to further develop their knowledge and analytical skills. Moreover, access to practitioner-friendly resources, such as evidence summaries, made research digestible and actionable. Finally, practitioners with a strong learning orientation were more likely to engage in EBHRM, pointing to the importance of fostering a strong learning culture in organisations.
NAVIGATING THE TENSIONS OF EBHRM
Practitioners identified a tension between the generic application of research findings and their need for contextspecific solutions. Some also struggled to reconcile the value of research with the value of their cumulative professional experience. However, EBHRM encourages the integration of both sources of evidence. Tension was also evident between the time required for rigorous evidence appraisal and the need for time-critical decision-making in HR. This was further reflected in a tension between the drawn-out production of robust scientific research and the need to access evidence that informs decisions around emerging or topical challenges in HRM.
BRIDGING THE GAP: OUR RECOMMENDATIONS
For practitioners: Develop your critical thinking and research appraisal skills by engaging with researchers and through reflective professional development. Learn to frame problems as answerable questions and to ask critical questions about the evidence underpinning HR practices. Engage in reading guided by academics or more experienced practitioners. Be advocates for EBHRM by fostering a culture that encourages the questioning of assumptions and basing decisions on sound evidence. For academics: Improve science communication to make research more accessible to
practitioners. Use platforms like LinkedIn, professional newsletters and blogs to share practitioner-friendly research summaries. Partner with practitioners, professional bodies and organisations, and serve as advisors or consultants for research-informed projects.
For organisations: Provide resources, such as research subscriptions, funding for training and opportunities for HR practitioners to engage with research and researchers. Prioritise evidence-based practice by embedding EBHRM into HR job descriptions and creating a learning culture that values research.
For professional bodies (eg, HRNZ): Curate and share accessible research resources, host workshops and encourage knowledge-sharing forums between academics and practitioners. This will help highlight the value of evidencebased practices through certifications and conferences to drive broader adoption of EBHRM.
Dr Russell Wordsworth is a Senior Lecturer at the University of Canterbury Business School, where he teaches in the field of Human Resource Management. His core research interests centre on employee turnover and retention, career transitions and career sustainability. Russell is a Chartered Member of HRNZ and a member of the HRNZ Academic Branch.
Joana Kuntz is a Professor at the University of Canterbury. She conducted her research and consulting work in Europe and the United States of America before joining the University of Canterbury. For the past 20 years, Joana has collaborated with organisations across sectors to advance socially responsible leadership practices, focusing on ways that leaders can develop employee resilience, change capabilities and foster inclusivity.
Positive changes to work visa settings
As we launch into 2025, employers of Accredited Employer Work Visa (AEWV) holders should feel reassured that the road ahead looks slightly less challenging than in previous years. Rachael Mason, Partner in the Immigration team at Lane Neave, outlines the details here.
Recently announced changes will bring much-needed practicality to certain aspects of the employer accreditation regime, both in terms of the requirements employers need to meet to maintain their accreditation and in relation to AEWV applications. Given that there are more than 26,000 accredited employers in New Zealand and more than 140,000 AEWV applications have been approved in the past two and a half years, it can readily be seen that these changes will have a widespread positive impact.
ACCREDITED EMPLOYER REQUIREMENTS – EMPLOYMENT
NEW ZEALAND MODULES
The requirement for employers to complete the Employment New Zealand modules was designed to prevent migrant exploitation
by ensuring all employers were ‘trained’ in their minimum responsibilities under New Zealand employment law. This approach to the employer modules was effectively a lowest common denominator approach, aimed at educating employers who did not understand their obligations as an employer under New Zealand employment law. However, in most cases, it was a waste of time to require experienced HR managers, recruiters and hiring managers to complete these employer modules. The objective of preventing migrant exploitation was not achieved by imposing this unduly onerous requirement on employers. It’s great to see that the requirement has now been removed and common sense prevails.
Employers are also no longer required to provide their AEWV
holders with time to complete the Employment New Zealand modules within the first month of employment. Instead, Immigration New Zealand will now provide migrant workers with the relevant links to this information as part of issuing their work visa to them and they can access it as and when they want to. Again, this is a welcome and practical solution to a matter that had been unduly administratively burdensome to employers.
“ The road ahead looks slightly less challenging than in previous years.
AEWV CHANGES
Even more welcome news to employers will be the upcoming changes to AEWV requirements. These changes are set to roll out steadily through 2025, so employers should keep an eye out for them.
First, the removal of the median wage will mean that employers will now be able to secure work visas for employees irrespective of paying them a minimum specified amount, providing the pay rate is a market rate of pay for that role and location of employment and other general criteria are met. In the past two years, many employers have not been able to justify paying the median wage for certain positions and have been forced to make do without work visa holders. The ability to get work visas for those being paid below the median wage will significantly ease this pressure. In most cases, these migrants will be eligible for a maximum continuous stay of three years before they will need to stand down offshore.
“ Employers will now be able to secure work visas for employees irrespective of paying them a minimum specified amount.
Another welcome change is the increase in visa duration for those in ANZSCO skill level 4 and level 5 roles from two years to three years. This visa duration will now be matched
to the total length of the maximum continuous stay and will save migrants and their employers from the hassle of going through the lengthy (and costly) visa process to secure the final year of their allowable stay. Transitional arrangements are also expected to allow those with current two-year visas to be able to request the additional year, hopefully without too much difficulty.
The final change we wish to highlight here for employers is an amendment to the requirements to engage with Work and Income for ANZSCO skill level 4 and level 5 roles. This change will require employers to make a good faithbased declaration that they have engaged with Work and Income appropriately. Again, for the vast majority of employers who are genuinely trying to do the right thing, this change will make life much easier and will save valuable time.
THE DEVIL IS IN THE DETAIL
As always, the devil is in the detail and, despite these changes, the system is still full of complexity. Always get good advice about the specific rules that relate to your employee; each case is different, and the nuances of the policy will still catch some employers and migrants out. Having said that, bravo Immigration New Zealand for these changes. They really do signal smoother sailing for employers and migrant workers.
Rachael Mason is qualified in New Zealand, England and Wales, and has practised exclusively in the area of immigration law for several years.
Rachael is a facilitator for HRNZ PD courses, virtual courses and webinars. She works with both multi-national corporate clients and smaller local employers across a range of industry sectors in managing their global and local migrant workforces and developing and maintaining compliance and legal right-to-work policies. Rachael is focused on providing high-quality technical immigration advice that is both pragmatic and commercial. Go to hrnz.org.nz/pd to see upcoming courses.
Driving our professional agency
Gillian Brookes is the programme facilitator on the HRNZ Governance for HR Leaders programme. Here, she outlines her insights from designing and running the programme.
As HR leaders, in many ways, we are exactly like any other senior leader. At our best, we’re constantly learning, looking out to our peers and broader organisational contexts, adapting our focus accordingly, and supporting our teams to perform at their best.
What about the things that make HR leaders professionally unique? For example, our particular role in the governance of the organisation and the relationship we have with the Board.
How often do we stop to reflect on this part of our role and the significance it holds?
For example, as HR leaders, our role typically reports through to the chief executive (CE). Yet there are situations where the Board needs to have a direct connection with us, as the head of HR, without CE involvement.
NAVIGATING BOARD AND EXEC DYNAMICS
Navigating these relationships, and the dynamics between ourselves, the CE and the Board, is a sensitive place to be. Whether the Board Chair wants advice about measuring and monitoring the CE’s performance or reviewing the remuneration of the entire senior team. Or, perhaps employee complaints are emerging about inappropriate behaviour they’ve experienced, and the Board is looking for insight and advice. None of these situations typically qualify as the easiest day at the office, yet they’re vital parts of our role, giving us an opportunity to lead in the way only we can.
Navigating the sensitivity of CE and Board dynamics and
clarifying the role we can have are some of the most valuable things HR leaders can learn about in our new Governance for HR Leaders programme.
GET SPACE TO REFLECT AND LEARN
Alongside other governance topics, such as how to establish a people committee and reporting to the Board, the programme brings fresh light to an area of our role that we rarely create the time or headspace to reflect on. The distinction between management and governance is something most of us academically understand, but the lived reality often requires a lot more nuanced focus and practice. The programme also explores how to influence and engage with the Board, getting into the detail of what great
governance for HR looks like in theory and in practice.
The programme runs for two full days and is facilitated by several experts who have the combined experience of decades of governance expertise. Some of the programme presenters are directors; others are chief executives. All of them share a love of supporting governance and strategic decision-making within the organisations they are involved in. You get to test your thinking on them and learn from a diverse group of peers, who you will continue to learn alongside, as you participate in the alumni programme, through deep-dive webinars and discussions.
“ You are the people experts and we need you, even if we don’t know it yet!
Having a group of senior HR leaders to connect with over all things governance, strategy and leadership can prove invaluable. We all need trusted peers to share the joy, hope, disappointment, frustration and everything in between. The connections you make in those two days can travel with you, in your role today and any other you move to in the future.
DRIVING OUR PROFESSIONAL AGENCY AT THE GOVERNANCE LEVEL
Lifting into the governance mindset provides us with so much more agency and possibility. It is invaluable to have time during the two days to deeply consider what we can do to build, maintain and drive the business with the people perspective front and centre.
“ Many of us are waiting to be asked to the Board table… We don’t need to wait.
One main lesson I took away was that many of us are waiting to be asked to the Board table, or asked the right question when we’re there. We don’t need to wait. We can take many actions without damaging the sensitive
CE and Board dynamics to create that opportunity, and without waiting to be invited. As one experienced director said, “You are the people experts and we need you, even if we don’t know it yet!” Board interactions might not always be comfortable, and that’s okay. We can expect push back and a robust discussion, but that is where change begins: in the robust discussion, disagreement and colliding perspectives. Through that friction and tension, we arrive somewhere new, following a shift in opinion and perspective, on all sides, including our own. All in the service of better governance. Isn’t it time for us to step up and lead our profession right through to the boardroom?
Join our upcoming cohorts for 2025: 27–28 March in Auckland, 5–6 June in Queenstown. For more information, email events@hrnz.org.nz.
Gillian Brookes, Chartered Fellow of HRNZ, runs a small consultancy, focused on leading for a better future of work. She specialises in workforce strategy development and flexible work. Gillian is the author of Flexperts: Getting the best from flex in a world that’s ever changing. You can find out more at her website www.gillianbrookes. co.nz and connect with her on LinkedIn.
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Benefits
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• Professional accreditation demonstrates your commitment to professional, ethical practice. It positions you as a leading HR Professional. It is an ideal way to showcase professional achievements and career-long development.
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Which accreditation is right for you
Early career HR professionals - HRNZ’s new Accredited Professional Member accreditation is the ideal accreditation for you right now. It signals to employers and your colleagues that you are committed to pursuing HR as a career. For more information and how to apply, please visit hrnz.org.nz/professional-accreditation/ accredited-professional.
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HR at the Board table
Lynda Carroll, founder and CEO of Align Group Limited, and Melissa Clark-Reynolds, foresight practitioner and professional director, outline how HR has evolved to being a strategic business partner and, hence, how HR can add value at Board level.
Over recent years, the role of human resources within an organisation has moved from being the traditional personnel and training function to being a strategic business partner, if not holding a seat at the top table, then providing strategic advice to those who do.
How this shift came about was predominantly through the recognition of the critical role our people play in organisational success and the many drivers affecting what we need our people to do (think the introduction of AI); how our people are working (think AI;
think values and behaviour; think remote working); and what attracts people to work in certain organisations (think value-driven and purpose-led workplaces).
This shift occurred within a similar timeframe as the recognition that organisational culture has a huge impact on long-term, sustainable business success. Because organisational culture is about the values, attitudes, mindsets and beliefs that determine how people behave in an organisation, this was firmly grasped by HR professionals as being within their accountability domain.
As it became possible to more easily gather data on peoplerelated performance metrics, this was used to provide strategic insights and make informed decisions that directly affect business success. This also came with an enhanced understanding of the critical people risks and impacts associated with poor talent management processes (which includes succession planning), poor or unethical leadership and the cost of employee disengagement and turnover, to name just a few.
“ Labour capacity and capability were seen as the biggest organisational risk for the past six or seven years.
One of the two final ingredients that firmly embedded the valueadd of HR was the uncertain environment within which businesses were operating. This required organisations to be more agile and to be able to effectively manage change, an important function of HR. The final ingredient was the fact that investors were no longer merely looking at profitability when making their investment decisions; they were also looking at broader organisational performance around environmental, social and governance performance. These areas are significantly affected by organisational culture and your people, translating to Boards seeking strategic advice from the HR professional.
WHAT GOVERNANCE IS AND HOW HR ADDS VALUE
Many definitions of governance exist. One we particularly like is from the OECD.
“ Governance involves a set of relationships between a company’s management, its board, its shareholders and other stakeholders … [G]overnance also provides the structure through which the objectives of the company are set, and the means of attaining those objectives and monitoring performance are determined.
G20/OECD Principles of Corporate Governance (2015)
The reason we like this definition is the fact that it talks of relationships and structure. These are two areas that can make or break good governance practice and areas where workforce capability, capacity and competence and a number of your HR systems impact. Rather than merely taking our view, let’s turn to the Institute of Director’s (IoD’s) Sentiment Survey for 2023 and leading directors’ views.
• “The biggest risk is that we aren’t being bold enough and we aren’t creating an environment for people to think outside of the box” (Margaret Devlin CFInstD). Creating the right environment is directly related to organisational culture.
• Labour capacity and capability were seen as the biggest organisational risk for the past six or seven years (eclipsed only by COVID-19). Definitely an HR accountability.
• Thirty-three per cent of directors saw workforce changing demographics as an important issue. Definitely an HR accountability.
• There was a recognition that we increasingly have employees seeking valuedriven and purposeled workplaces. Again, value-driven is all about organisational culture.
We can then add to their voices the impact of one of the most significant changes in technology that every organisation is currently exploring, the evolution of AI. According to LinkedIn, applications for AI jobs have increased by 19 per cent in the United States of America since 2022, with a 428 per cent increase in C-suite roles over two years. As AI evolves, this demand for skilled staff will only increase. This shapes not only how companies operate, but also how they are structured and what skills they focus on developing. These are all areas that sit within the HR mandate of organisation structure, culture and development.
Finally, at an operational level, the Board will need support from its HR strategic advisor when establishing the performance agreement for your CEO. It is important that the Board uses the same or similar performance management system as that operating within the organisation. Hopefully, it is good practice and covers off both the ‘what’ and the ‘how’ of high performance. The Board will also need support in determining remuneration and incentive packages for the CEO, ensuring these are aligned with the organisation’s wider remuneration strategy.
“ Governance also provides the structure through which the objectives of the company are set, and the means of attaining those objectives and monitoring performance are determined.
By implementing effective HR governance, organisations can ensure all people-related strategies are aligned to the purpose and strategy of the organisation, peoplerelated risks are identified and effectively managed and shareholder value is delivered. Several models are relevant to HR governance. We have noted a couple below.
1. 5P’s Model: Based on five aspects: purpose, principles, processes, people and performance. Aligning these principles leads to company success.
2. Harvard Model: This model operates with five components: situational factors, stakeholder interests, HRM policies, HRM outcomes and long-term consequences.
HOW TO ESTABLISH A BOARD’S PEOPLE AND CULTURE COMMITTEE
As noted above, the HR function may report through a committee to the Board. Once a Board has determined there would be benefit in establishing
HOW TO ESTABLISH A PEOPLE AND CULTURE COMMITTEE
a people and culture committee, it is a straightforward process to establish one.
HOW TO ENGAGE WITH DIRECTORS
Finally, if we go back to our definition of governance from the OECD, the two main points of effective governance were relationships and structure. This provides us with a good steer on how we can effectively engage with company directors. Work with your CEO to provide a structured approach to building strong relationships with the Board, and ensure you are clear on what information they wish to receive and how they wish to receive it.
1. Develop a Committee Charter for Board approval. This would include the following.
a. Purpose, objectives and responsibilities of the committee.
b. Membership: The number on the committee. This is usually two or three, depending on the number on the Board itself. The decision needs to be taken as to whether membership is limited to Board members only or whether an external expert may be appointed to support the committee. While not a member, it would be common for the organisation’s General Manager People and Culture to attend committee meetings in a non-decision-making role.
c. Meetings: Frequency; quorum; notice of meetings; agenda and who this is circulated to; minutes of meetings; decision-making process, nowadays this is usually by consensus.
d. Authority: Usually the committee does not make decisions. It makes recommendations to the Board.
e. Reporting procedures: How the committee reports back to the Board.
f. Frequency of self-review of the committee.
g. The annual work plan for the committee.
2. Appoint members: Usually those with expertise and an interest in human resources are appointed.
3. At the first meeting of the committee, a Chair would be elected.
FURTHER TIPS FOR ENGAGING WITH COMPANY DIRECTORS
1. When new directors join a Board, it is common for members of the senior management team to participate in their induction. When this opportunity arises, make sure you present how your team contributes to the business purpose and strategy. Articulate how you currently report to the Board and check to see if there are any improvements or amendments this new director may like to see. Make it clear that you always welcome feedback.
2. It is common for a Board to meet informally for dinner or perhaps breakfast before a Board meeting, to build and maintain strong relationships around the Board table. Work with your CEO to gain agreement that the senior leadership team should attend these events at least a couple of times a year. This enables you and directors to get to know each other outside of the formal business meeting; this helps build trusting relationships.
3. In many organisations, individual directors provide a ‘headsup’ to the Chair and the CEO, if they are wanting to contact members of the management team. It is important you are aware of the Board protocols in place in your organisation and that you adhere to these.
4. It is common for senior managers to work with the Board in developing the organisation’s strategy, and this includes ensuring the culture remains appropriate. Before such a session, ensure you are aware of the expectations of the Board and the process that is going to be used because this is your opportunity to show the value-add of HR.
5. When attending a Board meeting as a strategic advisor, ensure that your contribution remains at the strategic level rather than dipping into the detail of operations.
6. Where there is the opportunity, undertake governance development to help you in getting into the head of what matters to directors and what drives HR success in their world.
7. If health, safety and wellbeing sit within your accountability domain, and where appropriate for your business, offer to take directors on site visits and facilitate the opportunity for them to have conversations with staff on critical health, safety and wellbeing risks and performance measures.
Lynda Carroll is the founder and CEO of Align Group Limited, a small Wellingtonbased consultancy helping organisations to align strategy, governance, culture and performance. She started her career as an HR professional and has held various general manager, people and culture roles before moving into management consulting. Lynda is a Chartered Fellow of the Institute of Directors, an accredited foresight practitioner through the Institute for the Future, California, and has over 30 years’ consulting experience working across the private, public and nonprofit sectors in New Zealand and internationally. Lynda can be found on LinkedIn and at www.aligngroup.co.nz.
Melissa Clark-Reynolds ONZM works as a foresight practitioner and professional director, with over 25 years’ experience as an entrepreneur and strategist. She has been founder and CEO of a number of technology companies, along the way earning three Fast50s and several Asia Pacific Fast 500s. She has an eclectic academic background, including anthropology, epidemiology and waste management. In 2015 she was named Officer of the New Zealand Order of Merit (ONZM) in recognition for her services to technology. Melissa currently chairs Alpine Energy and sits on the Boards of Atkins Ranch, AoFrio Ltd and Wētā Workshop.
Strength at the top
Kathy Young, editor of Human Resources magazine, asks four HR leaders how HR professionals can strengthen their role at the leadership table. Here, she shares their insights.
HR has evolved significantly over recent years, moving well beyond its traditional, administrative role into a strategic partner that shapes organisational direction, culture and change. However, for HR to truly influence change, it needs to sit at the leadership table, making sure its voice is heard when important decisions are being made.
BUILDING COALITIONS, NOT IMPOSING SOLUTIONS
One of the most significant ways HR can strengthen its role and influence change is by fostering collaboration rather than imposing it from
the top down. HR leaders who understand the value of building coalitions across all levels of the business are better equipped to initiate lasting change.
For example, Gil Sewell, Chief People and Culture Officer at Ember Korowai Takitini, describes how she was able to create the ‘Ember Guide to Good Change’ within the organisation. The guide was not developed by the HR team alone; instead, it was designed in collaboration with key influencers within the organisation.
“When change is built from the ground up, and when it builds
on what already exists, it’s more readily accepted by employees,” says Gil. “As HR leaders, it’s crucial to show employees that the changes being implemented are not imposed from above but are a reflection of the collective efforts of the organisation. People are more ready to adopt change when it comes from the people who will use it.” This approach builds trust and ensures that change is sustainable, because it’s anchored in the needs and ideas of the workforce.
Similarly, HR can influence organisational change by aligning its initiatives with the overall business strategy.
Gil Sewell
Steph Oborn
Interim General Manager People & Culture at Alliance Group
A clear alignment between people practices and business goals is crucial.
As Jan Bibby, Chief People Experience Officer at Contact Energy, says, “HR needs a deep understanding of the business and the business strategy. Rather than launching people initiatives to our own timeline, we must align with the business’ needs and their capacity for change.” For example, during a period of significant growth, where one part of the organisation was at maximum capacity, Jan and her team elected to ‘pilot’ a new initiative in another part of the business that had the capacity
Jan Bibby
Chief People Experience Officer at Contact Energy
Sarah Jayne Dipert
rather than expect the whole organisation to adopt it.
EVOLVING THE ROLE
The role of HR has evolved substantially, with a growing emphasis on strategy over traditional transactional HR activities. All HR leaders I spoke with agreed this was a major focus for them.
“In the last two years in my organisation, HR has moved from a transactional function to a strategic partner,” Gil says. This shift was driven by the need for HR to adapt to the ever-changing business landscape, particularly following the COVID-19 pandemic. With
Advisory Lead People & Culture, at the University of Auckland
Chief People and Culture Officer at Ember Korowai Takitini
TIPS FOR HR PROFESSIONALS
To strengthen your role at the leadership table, HR professionals need to focus on relationship building, persistence and small wins. Gil, Jan, Steph and Sarah Jayne offer their tips.
1. Build and nurture relationships early: Build relationships with stakeholders before they need them. “Build relationships out of good intentions, not because you want something,” Gil advises.
2. Listen to leadership’s challenges: Understand the specific challenges that business leaders are facing. By aligning HR initiatives with those challenges, HR can become a trusted partner in solving business problems. “Sometimes what you think they need isn’t what they actually need,” Steph says. “Be brave enough to put something on ice and come back to it when it will add more value.”
3. Celebrate small wins: Change takes time, and it’s important to recognise incremental progress along the way. “Influencing is a long game,” says Steph. “Make sure you stop and recognise the small gains you are achieving.” These small victories can build momentum and reinforce the credibility of HR as a strategic partner.
4. Follow through on commitments: Consistently deliver on promises to build trust and credibility. “When you do what you say you’re going to do, your stakeholders will do the same for you,” explains Steph. And, as Jan says, “If things aren’t working, the only thing you can change is your approach.” Reflect on your approach and step into others’ shoes to understand what’s holding them back.
5. Consider a sideways step into an operational role: “Get out of HR for a bit and learn how the business works from an operational point of view,” suggests Jan. “It will enhance your credibility when you return to HR.”
6. Get the basics right: “Enduring fundamentals like manaakitanga, whanaungatanga and kindness will always provide a steady foundation for managing even the most difficult transitions,” says Sarah Jayne.
many businesses facing new and complex challenges, HR’s ability to contribute strategically has become more critical than ever.
“In the case of Ember Korowai Takitini, this transition was supported by a comprehensive review by a leading HR services agency, which highlighted the importance of HR’s involvement in shaping organisational culture and people practices,” says Gil. As a result, HR teams became more proactive, focusing on talent development, performance management and employee engagement, rather than simply responding to issues as they arose.
“ I often quote one of Stephen Covey’s principles: Seek first to understand, then to be understood. It’s so important to listen and this is key to influencing.
Jan Bibby
Steph Oborn, Interim General Manager People & Culture at Alliance Group, stresses the importance of “asking commercial questions” when designing people strategies. This shift within her organisation has allowed HR to be seen not just as a support function but as a critical partner in achieving business outcomes.
“As HR teams increasingly take on a more strategic role, they also need to shift how we engage with leadership,” says Steph. “By building strong relationships and asking questions like ‘What is the impact of this?’, ‘What is the why behind this request?’ and ‘Have you considered equity in relation to others?’, HR leaders can become partners who are engaged early on in conversations because we have valuable input to contribute.” HR leaders must be part of the decision-making process, and, where this is not the case, they need to work hard to maintain strong relationships with key stakeholders. All HR leaders I spoke with said this can be achieved by engaging in
regular one-on-one meetings with business leaders and showing up in leadership discussions where people and culture are central.
Jan advises HR practitioners to spend time in the business. “Understand the challenges from the ground up. This may involve partnering with managers on site visits or asking people what frustrates them about their role or keeps them awake at night, for example. With time, you can see what can be changed and become an enabler of great experiences,” says Jan. BUILDING RELATIONSHIPS AND CREDIBILITY
HR can also strengthen its position at the leadership table through active relationship building. All HR leaders I spoke with highlighted the importance of attending leadership team meetings and regularly interacting with leaders from various divisions.
As Gil says, “We sit at all the critical tables: Group Leadership Team, Operations Management Team, Business Support Team, Health and Safety Committee, and Wellbeing Committee,” demonstrating HR’s broad involvement across the organisation. This visibility allows HR to influence the broader business strategy, while also ensuring that people issues remain a priority.
Regular one-on-ones with leadership team members are another powerful way to collaborate. Steph and her team members partner with leaders through a ‘portfolio approach’. “We each have a portfolio of divisions for which we drive HR, and so we own the end-to-end HR processes for those divisions. This approach enables us to build strong collaborative relationships and gain a far more comprehensive understanding of the divisions we support,” she says.
Through these interactions, HR professionals can gain a deeper understanding of the challenges and opportunities
facing each department, which in turn allows them to tailor their people strategies more effectively. This ongoing dialogue helps HR professionals stay aligned with the leadership team’s goals, making them more likely to be seen as valuable partners. Steph’s team also switches up the portfolios annually, so that the people leaders gain exposure to different styles and HR team members gain a broader understanding of the business.
“ I often reflect on the words of Dr Martin Luther King, Jr: ‘The arc of the moral universe is long, but it bends toward justice’. This reinforces for me the importance of patience and persistence in influencing and driving change. Positive change can feel slow, particularly when working within complex systems, but with sustained effort, we can influence that bend toward fairness, equity, and better working environments for all.
Sarah Jayne Dipert
Sarah Jayne Dipert, Advisory Lead People & Culture, at the University of Auckland, states that “HR is not universally well-understood”. In some organisations, HR’s strategic value is clear, while in others, it may require more effort to establish credibility. “In these cases, HR plays a crucial role in helping organisations to lift their gaze from the immediate pressures and think long-term. By using data and insights to forecast future challenges and opportunities, we can partner with leaders to develop clear strategies and actionable plans,” says Sarah Jayne.
Sarah Jayne also highlights the relevance of using storytelling as a tool to demonstrate the long-term impact of HR interventions. Reflecting on past successes, such as a change process that was initially controversial but ultimately laid the foundation for smoother
transitions in the future, can be a powerful way to build credibility and influence leaders.
“I definitely recommend journalling or another type of reflective practice. Penn Jillette (one-half of the American magician duo Penn & Teller) has been journalling daily for over 30 years. Every day, after he’s written his entry, he reads his previous entries for that same date 20 years ago, 10 years ago and one year ago. While many of us might not be able to muster that level of self-discipline, the concept is valuable – reflection helps us recognise progress over time, and it is often the only way we can identify the changes we’ve influenced and their lasting impact.”
Jan also references the power of building relationships during her work at Contact Energy. “When we took our Grow Your Whānau initiative [comprehensive and farreaching parental leave policy] to the exec team, they asked ‘Can we do more?’. I think that’s because we had already spent the time investing in the relationship. We had the buy-in of the exec to the value of a strong EVP and we took into the business case a strong understanding of their business needs,” she says.
From people to numbers: How HR and Finance can build influence together
At first glance, HR and Finance may seem like they are on opposing sides.
Matthew Needham, an accountant and former CFO, outlines how HR and Finance teams can work together to gain positive influence in their organisations.
Finance loves numbers, spreadsheets and cost control, while HR champions people, culture and engagement. Finance focuses on efficiency and managing costs but sometimes pushes actions that affect people.
HR, on the other hand, advocates for training, wellness and culture, which often affect costs in the short term but deliver long-term value.
With different agendas, they seemingly have nothing in common. Yet if Finance and HR work together, magic can happen, leading to better processes, decisions and outcomes.
WHY HR AND FINANCE CLASH
Let’s be honest. Finance and HR both have image problems, and neither have flattering nicknames. Part of the problem is language. Finance talks about return on investment (ROI) and margins, and HR talks about engagement and culture.
The other part of the problem is focus. Finance is timetabledriven and prioritises transactional accuracy, compliance, paying bills and collecting invoices due. HR is project-driven and prioritises hiring, training and employee relations. With Finance and
HR occupied with operational activities, little time remains to provide strategic advice.
Many Finance and HR leaders I speak with complain that their voices aren’t heard and often fight for inclusion in important meetings. However, if leaders lack the capacity for strategic thinking, they will struggle to provide strategic advice.
FOUR AREAS WHERE HR AND FINANCE CAN ALIGN
1. UNDERSTANDING THE ORGANISATION
When attention focuses on operational matters, there is little time to provide strategic advice and understand the bigger picture. In my experience, Finance is often more focused on the full-time equivalent (FTE) than the talent behind it. HR may champion wellness programmes by quantifying their ROI. Collaboration between Finance and HR begins with a shared understanding of the interrelationship between activities, cost and value.
Particularly, HR and Finance leaders must ask each other the following.
• What drives value in our organisation?
• How do our people and financial strategies align with what drives value in our organisation?
It will be invaluable to involve both teams in these conversations and run joint training sessions. In these sessions, HR will learn about financial metrics, and Finance will learn how employee engagement increases productivity.
“ A good rule when selecting data to report on is that if a metric doesn’t lead to action … it’s not a KPI; it’s a data point.
2. TALKING A COMMON LANGUAGE
How many people work here? Leaders often ask this seemingly simple question. But the answer can vary wildly, depending on who you ask.
• HR counts positions filled and unfilled.
• Payroll counts how many people are on the payroll.
• Finance counts how many people are paid (both employees and contractors).
• Facilities count the desks occupied.
While everyone’s answer may be correct, none are helpful without aligning with the question asked. And nothing destroys a leader’s credibility faster than different answers from different teams. Agreeing on definitions is critical. However, both teams must also ensure they are answering the right questions.
Instead of focusing on raw numbers, focus first on understanding the question and why it’s being asked. Then, seek to clarify the following.
• What’s the impact of our workforce on performance?
• How does headcount affect service levels, customer satisfaction or revenue growth?
3. INSIGHTS THAT MATTER
Over the past decade, trends in finance professional journals have seen many references to ‘data-driven insights’. Finance loves data, and HR has plenty, but both often struggle to turn it into actionable insights. However, more data doesn’t always lead to better decisions.
Teams want to be helpful and ‘add value’, but they provide reports with so many key performance indicators (KPIs) and measures that it’s impossible to see the wood for the trees and make decisions. Just because you can, it doesn’t mean you should.
However, the key is to focus on what matters. A good rule when selecting data to report on is that if a metric doesn’t lead to action because the data is getting better or worse, it’s not a KPI; it’s a data point.
Take employee turnover. HR tracks it; Finance worries about
the cost of replacement, how and when they will start, but together, HR and Finance can provide important insights.
• Why are people leaving?
• What’s the financial impact of high employee turnover?
• How much could be saved by reducing employee turnover? Suddenly, wellbeing, engagement and training programmes don’t seem so expensive or nice when aligned with financial metrics and placed in the proper context.
4. IMPROVE END-TO-END PROCESSES
Strategic thinking is necessary to provide strategic advice. However, this requires time and space in the calendar. Because no one will give you additional resources, you will have to create capacity by being more efficient.
A good place to start is endto-end processes that cross over between Finance and HR
and make them more efficient. Take, for example, the resource forecasting process. HR will want to know future resourcing requirements for workforce planning and recruitment, and Finance will want to know the expected costs and the start date (when the cost will most likely occur).
“ While everyone’s answer may be correct, none are helpful without aligning with the question asked.
The problem is that many budget managers budget for new hires in the first month of the financial year. However, that is when they expect to start recruiting, not when they expect them to start. Many HR and Finance processes have been developed with the needs of HR or Finance in mind, not the user. This often means senior people are dragged into administrative processes to complete documentation or answer queries.
Over the years, many legacy spreadsheets for forecasting or people tracking have become cumbersome and outdated. With the original creator long gone, these spreadsheets contain large amounts of redundant data, are cumbersome to operate, and are slow to run. Finance typically has significant capability in using spreadsheets, so working together to improve them creates a win-win situation.
BREAKING DOWN SILOS
Both HR and Finance are often seen as operational functions. However, they must change this perception and move beyond these operational roles to be more influential.
For Finance, this means focusing less on compliance and more on strategy, which means connecting the numbers to the people and processes behind them. For HR, this means quantifying the impact of its initiatives, not just the costs. This includes the impact on employee engagement and training programmes.
One way to do this is by creating shared dashboards in reporting that combine useful financial and HR metrics, for example:
• revenue per employee alongside engagement scores
• training investment measured against productivity
• employee retention measured against the cost to hire.
By focusing on providing insights, HR and Finance can help initiate better strategic conversations and decisions.
HOW HR CAN INCREASE INFLUENCE
For HR to gain more influence within an organisation, it must first understand it. Then, HR initiatives can be connected to senior leadership and organisational priorities. This means understanding how the organisation creates value for its customers and what affects that value and then translating HR insights into the language of value creation.
Unfortunately, it’s not as simple as reading the annual report or strategy documents but taking a structured approach to understanding what the organisation does, where income comes from and how it meets stakeholder needs.
“ Collaboration between Finance and HR begins with a shared understanding of the interrelationship between activities, cost and value.
Whether HR promotes improving employee engagement, training to increase productivity, or reward initiatives, the key is to connect them to financial goals. Finance can help with understanding, but it is often criticised for not always understanding the organisation. I advise leaders without a finance background to ask questions, to gain an understanding of what drives organisational performance.
HR can become more strategic and influential by creating metrics that align with organisational priorities. This will lead to clarity and confidence in financial conversations and elevate HR from advisors to trusted partners to senior leaders.
THE OPPORTUNITY
HR and Finance aren’t opposites but are two sides of the same coin. Together, they can unlock important insights, streamline processes and create cultures where people and organisations thrive.
But it starts with a willingness to collaborate. Aligning priorities, asking better questions and connecting actions to outcomes will improve influence and drive better organisational performance. The tools exist for HR professionals. The silos don’t have to. The question is: Will you use them and lead your organisation to better results?
Matthew Needham, an accountant and former CFO, consults and speaks on improving organisational performance. He helps leaders without a finance background confidently engage in financial discussions, enabling better decisions that drive improved performance. For more information, visit matthewneedham.co.
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Why leadership strategy matters
Maeve Neilson, Chief People Officer, New Zealand Qualifications Authority,
shares her practical tips on how HR can make a difference to strategic leadership.
When I was asked to write this article on why leadership strategy matters and how HR professionals can influence the shape of this within an organisation either at the top table or by influencing the top table, I had two immediate thoughts: Why me? And what tips can I offer others that may help?.
The first pātai (question) was the classic case of imposter syndrome. So, I gave myself a wee pep talk and stopped procrastinating. The second pātai had me reflecting on my career and what I have experienced. I don’t have all the answers, but have a few tips that may be useful.
Leadership at all levels in an organisation is about setting the direction and focus, and then aligning kaimahi (employees), resources and work activities with that organisational strategic direction.
Strategic leadership is the ability of leaders to guide and influence an organisation’s long-term direction, growth and success by making decisions that balance short-term demands with longterm objectives. It involves not just managing day-to-day operations but also envisioning and shaping the future of the organisation. Strategic leaders think beyond the present, anticipate changes and align resources and efforts toward achieving key strategic goals.
A well-defined leadership strategy supports this by
developing, managing and aligning leadership capabilities with the organisation’s priorities or objectives, enabling leaders to gain the skills needed to connect kaimahi to the vision, values and deliverables.
Well, that all sounds idyllic. Is there a role we have as HR professionals to lead strategically, helping your executive team to develop a leadership strategy that guides, influences and develops employees to achieve the organisational priorities, while aligning to the vision and purpose, the values and culture the organisation wants?
Step by step “what goes in a leadership strategy” is as close to you as a chat with a fellow HR professional, Google or ChatGPT. I’m not going to spell all that out for you, rather give some tips and tricks that may help your strategic thinking as you work with your executive team to embed or improve how your organisation leads.
TIP 1
KNOW YOUR BUSINESS.
K now your business. Yes, ChatGPT will write a beautiful leadership strategy for you, but it may not fit within the current and future context of your organisation. Read everything: Board papers, executive papers, ministerial expectations, key stakeholder or client communications and strategies.
Truly appreciating what the organisation is trying to
achieve, the challenges and opportunities will enable you to align the leadership strategy and subsequent kaupapa (work programme) with the organisational priorities. This alignment will support buyin and address any obstacles from your executive and leaders because they will be able to see the connection between leadership capability and organisational delivery.
“ Know your business.
Yes, ChatGPT will write a beautiful leadership strategy for you, but it may not fit within the current and future context of your organisation.
TIP 2
PULL YOUR DATA AND DO THE ANALYSIS.
Pull your data and do the analysis. Workforce analytics will enable you to consider current capabilities, forecast future needs and optimise the workforce to meet strategic goals. What are the engagement results saying about leadership, connection to vision and delivery on priorities? What does your current leadership capability look like? Do you have a leadership talent pipeline and succession plans to address gaps? Do you need to consider initiatives that foster an inclusive and equitable culture? What is coming across your desk in terms of problems or issues from an employment relationship perspective that might provide a narrative around leadership capability?
What are your employee engagement and retention data sets showing? What insights do you have into the employee experience and wellbeing?
All of this enables you to form a strategic view of what may need to be considered within leadership strategy.
TIP 3
SOUNDS EASY, RIGHT?
Sounds easy, right? Read the strategic documents, understand the vision, get the internal and external context, understand the data, build the strategy and plan aligned to the vision and organisational priorities. I’d challenge you to go a little further and engage with your stakeholders – early.
Talk to your chief executive. What are they looking for in terms of leadership capabilities at a senior level and down the organisation? What gaps do they see, and what’s the impact of those gaps in achieving the priorities? How quickly do they want any capability gaps closed? Do they see the leadership strategy and programme of work as one-off or enduring, that adapts over time?
Don’t be afraid to offer your insights. Be mindful that qualitative data and observations are useful; but balance them with facts and not just ‘gossip’.
Talk to the executive team members. While they hold the role of ‘first team’, they also need to meet deliverables
within their business line. Is there a conflict between what they are trying to achieve as a business group and the organisational priorities? How is that playing out in leadership behaviours and how might those challenges be addressed in the strategy and subsequent work programmes? What are the outcomes they are looking for from this work?
It’s amazing what your kaimahi will tell you when they are given space to do so. Connect with unions, staff networks, non-executive leaders, the biggest champions and the biggest nay-sayers in your organisation to gain their perspectives and outline what you are trying to achieve. Because they are the groups affected by the strategy, their perspectives and insights will help with development, implementation and assist in reducing resistance.
TIP 4
BE OPEN TO HEARING THE RESISTANCE.
Be open to hearing the resistance and open to addressing it. Not everyone will support what the organisation is trying to do. For many of us ‘seasoned professionals’, we know culture change and leadership capability shifts are complex and take time. Think through what types of change management strategies you might need to successfully develop and embed a leadership strategy.
TIP 5
BE OPEN TO INNOVATION.
Be open to innovation. Many of us are working in constrained environments. We may not have the resources to bring in the experts to build our strategy or to support the programme of work within it. Have the conversations with the executive, leaders and kaimahi to be clear on boundaries and constraints and then consider what can be achieved within that.
I was blessed to spend time with Jeanne Liedtka when she was in Aotearoa, sharing her insights into Design Thinking. As mainly public service attendees at the hui, we mentioned to her how hard it is to innovate in a constrained environment. Her insight was “it is somewhat easier than you think”. You know where the boundaries are, you can still innovate within those.
“ Be open to innovation. Many of us are working in constrained environments... Consider what can be achieved within that.
SUB TIP: RUNNING PILOTS IS A GOOD IDEA. Start with one team or a section of the organisation and test your strategy. Provide feedback to the executive on what worked and what might need to be adapted before broader implementation.
SUB TIP: DON’T MAKE IT TOO COMPLEX. Leaders are busy people often in that
challenging role of inspiring others, managing others and doing a bit of the doing. They need space to think, to embed and learn, in an easy-to-digestand-implement way. Think about how you position this with your executive, who may want to do all the things right away. Starting small, measuring success, reporting on that success, and then building on that success will be essential for the executive to see.
TIP 6
BUILD OFF, DON’T BIFF.
Build off, don’t biff. In other words, no leadership strategy will last forever; however, building off what has gone before is often more powerful and allows for more pace when seeking the change you want from your leadership strategy. By measuring impact, you can work with the executive to adjust and adapt the strategy and programme of work. This, again, comes back to data and insights; look for those qualitative examples, yes, and back them with the quantitative data (shift in engagement, retention, talent development and growth into and across leadership roles, customer/stakeholder feedback and satisfaction around deliverables).
“ Build off, don’t biff. No leadership strategy will last forever; however, building off what has gone before is often more powerful.
About nine years ago, Transpower went through an organisational transformation that included the introduction of a leadership strategy to significantly transform how leaders collaborated, engaged and delivered, aligned to the organisational priorities. I was lucky enough to spend time back at Transpower last year. It was really heartening to see the build-off that the Executive General Manager of People is doing on the programmes put in place nine years ago, under a different GM. This approach to sustainable but adaptive growth,
linked to organisational strategy, is important for executives who may challenge a ‘lurch’ from one approach to another.
TIP 7
BE STRATEGIC THINKERS AND STRATEGIC LEADERS.
As HR professionals, we play a critical role in shaping and executing leadership strategies. That requires us to be strategic thinkers and strategic leaders. The good news is that all the supporting infrastructure we need to do this is at our fingertips. We have the data and insights that provide a picture of the current capabilities, capacity, culture and behaviours and how well they are enabling the organisation to achieve what it needs to. Take the time to think beyond short-term tactical and into long-term strategic approaches.
As I said at the beginning, I can offer insights and tips that may be useful. What I really enjoy about HRNZ is the connection across the profession. The opportunity is there to attend a programme to upskill, gain knowledge and meet others. The Branch networks allow for local connections where you can share issues, seek advice and bounce ideas. Make use of those opportunities. We don’t have all the answers, but many of us have shared similar challenges and may have insights that can help.
Maeve Neilson is an outcome-oriented senior leader with over 20 years’ experience across diverse sectors and functions. She specialises in transformative change, translating organisational strategy into sustainable operational outcomes by improving system performance, capability, productivity and engagement. Maeve has led a range of complex challenges from managing large operational functions, organisational transformations, disputes and negotiations, and responses to significant incidents and workplace fatalities. Maeve is passionate about developing and empowering people to achieve amazing results for the organisations they work within and for themselves.
Dear Human Resources
Our regular columnist, Aidan Stoate, CEO New Zealand at Inspire Group, shares his heartfelt insights into leading people.
My biggest personal project of 2025 so far has been to learn to play bass guitar.
As a learning professional, one of the first steps I knew I needed to take was to find a good tutor, and I was convinced I’d succeeded in this quest approximately five minutes into my first lesson.
As Mark (his actual name, and he’s a very cool guy, so won’t mind it being used) was discussing the role of the humble bass in the broader context of music, he shared with me some thoughts that really stuck.
“Rarely is the bass seen (or heard) as the hero in a song. It’s normally the instrument that allows the other elements to shine. It provides the foundation, the structure and the rhythm on which other more obvious components can flourish. You typically know the bass is doing its job well when you hardly notice it at all.”
You could be forgiven for interpreting these views as Mark’s gentle way of discouraging me from pursuing this learning project any
further. And, if you ever have the misfortune of listening to me butchering my scales each evening, you wouldn’t blame him either.
But this was not that. This was Mark’s profound musical philosophy that resonated with me on several different levels. As I was driving home from the lesson, I couldn’t help but think about the parallels between Mark’s eloquent insights and the role of HR within the broader system in which it functions.
“If strategy is a song, then is HR the bass guitar?”
My partner frowned at me when I shared this at home on arrival.
“Don’t worry – I also know how to play ‘High & Dry’ by Radiohead now!”
We’ve fortunately moved well beyond the idea that HR deserves its seat at the leadership table. But the real question is: does HR recognise its own importance in setting the rhythm of an organisation?
Like a great bassline, HR is often working in the background: establishing structure, ensuring seamless transitions and creating a foundation on which others can shine.
Without a strong HR function, the organisational melody can feel disjointed, with teams playing out of sync, leadership struggling to keep tempo and culture lacking cohesion. A company may have talented individuals, but without HR’s steadying influence, the song they create together might lack depth and harmony.
And, like a bassist, HR professionals don’t always need to take centre stage to make an impact. Their influence is felt in
the spaces between the notes: through talent development, culture shaping and enabling leadership to perform at its best. When done well, HR’s impact is almost invisible yet unmistakable in its importance.
So perhaps it’s time for all organisations to truly embrace the bass. HR might not always be the loudest instrument in the room, but it is the one ensuring that everything else stays in tune!
Group, an award-winning learning design consultancy that delivers worldclass solutions to organisations globally. Aidan has a passion for helping organisations improve their culture and performance through innovative learning and development interventions. As an ICF-accredited organisational coach, Aidan provides subject-matter expertise for the design and delivery of leadership programmes, while leading the Inspire Group New Zealand business across all projects and disciplines. Having led organisations and teams in the United Kingdom, South-East Asia, North America and Australasia, Aidan brings a nuanced perspective while promoting inclusive, engaging and contextualised solutions that drive genuine behaviour change and strategic benefits.
Aidan Stoate is the New Zealand CEO of Inspire
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