40 years, 40 stories

In 1985, the Institute of Personnel Management was 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.

21 Barbara Daxenberger

CMHRNZ, CEO Cycle Journeys

WHAT’S YOUR BEST MEMORY OF HRNZ?

Before HRNZ was HRNZ, it was called HRINZ (Human Resources Institute of New Zealand). And before HRINZ, it was called IPM (Institute of Personnel Management). Back in 1996, HR legend Richard Rudman asked me to present at the IPM annual conference in the now-demolished Park Royal Hotel in Christchurch. Richard, knowing something of my adventure sport background and my work in outdoor education, asked me to talk about risk-taking. I duly came along and met this amazing group of inspiring people. They were passionate about their profession and making a difference to the world of work. It became a turning point for me, and I became determined to pursue a career in human resources and people development.

22 Marcus Waters

CMHRNZ, CEO Cycle Journeys

WHAT’S YOUR BEST MEMORY OF HRNZ?

Before HRNZ was HRNZ, it was called HRINZ (Human Resources Institute of New Zealand). And before HRINZ, it was called IPM (Institute of Personnel Management). Back in 1996, HR legend Richard Rudman asked me to present at the IPM annual conference in the now-demolished Park Royal Hotel in Christchurch. Richard, knowing something of my adventure sport background and my work in outdoor education, asked me to talk about risk-taking. I duly came along and met this amazing group of inspiring people. They were passionate about their profession and making a difference to the world of work. It became a turning point for me, and I became determined to pursue a career in human resources and people development.

23 Sarah Jayne Dipert

CMHRNZ, Advisory Lead, HR, The University of Auckland

WHAT’S YOUR BEST MEMORY OF HRNZ?

My best memory of HRNZ is participating in the inaugural cohort of the Transforming HRM in Aotearoa programme in 2021. It was inspiring to connect with passionate HR professionals from across the motu, embracing culturally responsive HR practice to advance inclusive, people-first leadership. That experience exemplified how HRNZ can lead our profession into the future: championing courageous conversations, embracing bicultural practice and equipping HR leaders to create workplaces where everyone feels seen, valued and empowered to thrive. I’m grateful to be part of a profession and organisation dedicated to this ongoing transformation.

24 Gordon Mackay

CMHRNZ, HR Professional

WHAT’S YOUR BEST MEMORY OF HRNZ?

It is a lonely situation as a sole HR practitioner in an organisation. This fact was a catalyst for the establishment of a new HRNZ branch in the Bay of Plenty (BOP) in the early 2000s. The then HRNZ national executive was very supportive of the efforts of a few of us professionals (including myself) to set up this fledgling branch.

The establishment of the BOP Branch has ensured the growth of a network of practitioners across BOP, providing all, and particularly sole HR practitioners, with the opportunity to grow professionally through the support of their local HRNZ members. Historically, HR practitioners had to travel to Hamilton (a 1-hour 20-minute journey) for branch professional development activities and networking with fellow practitioners.

25 Crispin Garden -Webster

DistFHRNZ, Senior Advisor Strategy & HR Projects, University of Otago

CAN HRNZ BUILD ON ITS LEGACY IN THE NEXT 40 YEARS?

In 1722, Voltaire apologised to a meeting of the Royal Society that he had not had time to write a shorter paper. I feel the same way about all that has happened since 1998, when I served on a working group to rebrand the IPMNZ to what was to become HRINZ and then HRNZ. But on to 2065. The future is not what it used to be, and our experience is only useful to the extent that the future is like the past. I have more questions than answers. Our legacy of leading change will be essential in navigating logarithmic change in the human–machine interface. Managing people and capability will mean a human–AI partnership of hyper-personalised employee experience, decentralised workforces, and so much more…

26 Kristen Cooper

DistFHRNZ, Consultant

HOW CAN HRNZ BUILD ON ITS LEGACY IN THE NEXT 40 YEARS?

Context matters. Design for it. Our power lies in membership volunteering. When we volunteer, it is important to learn and know about the past in order to contribute to future progress. Avoid assuming an idea is new. Chances are it’s not. Keep connected with people who can tell you what’s been before so you can build to what is better now. Stay curious about what’s similar and different ‘now and next’. Then strive for progress over mere recycling of ideas and progress over perfection, so we continue to add future-focused value to members and workplace people practices in Aotearoa.

27 Gil Sewell

CMHRNZ, Chief People & Culture Officer at Ember Korowai Takitini

WHAT’S YOUR BEST MEMORY OF HRNZ?

Ivividly remember walking into the HRNZ Awards Dinner in Wellington in 2007. I’d been in Aotearoa for almost a year, having worked only five or six months, and I hardly knew anyone in HR here. The HRNZ event was so warm and welcoming! I met and connected with some wonderful people, taken under the wing of MC Pinky Agnew on arrival and sitting next to the legend that is Rowan Tonkin for dinner. It made me realise the huge value of attending HRNZ events, and the importance of extending a warm welcome to new people. HRNZ helped me orient myself in New Zealand, then build an incredible network of mentors, colleagues and friends. Thank you.

28 Susan Lowe

CFHRNZ, Chief People & Organisational Performance Officer, Alpine Energy

WHAT SIGNIFICANT MOMENTS DO YOU THINK HAVE SHAPED HRNZ?

One of the most defining moments in HRNZ’s journey has been the development of The Path, our capability framework. It has supported the elevation of the perception of the HR profession by clearly articulating the core capabilities, impact and value HR practitioners bring to organisations. The Path provides a meaningful benchmark for professional growth and has been instrumental in strengthening the credibility of HR as a strategic discipline within Aotearoa. It was a privilege to contribute to its development and to continue supporting its application as a Chartered Membership assessor, helping shape the future of our profession through recognition and capability.

29 Julia Stones

DistFHRNZ, Director, Julia Stones & Associates Ltd

HOW CAN HRNZ BUILD ON ITS LEGACY IN THE NEXT 40 YEARS?

By continuing to be the expert and credible voice of the HR profession both in New Zealand and across the world as the trusted advisor to government and organisations about optimum people practices, which adds unquestioned value at an individual and enterprise level and results in a positive contribution to the New Zealand economy overall.

HRNZ members will reflect that level of HR expertise through Chartered Membership of HRNZ, which becomes the true hallmark of professional excellence, respected globally for its drive for ongoing improvement, commercial effectiveness and innovative thinking.

Membership of HRNZ will continue to add real value and meaning for HR professionals at all stages of their career as it creates a vibrant and engaged community where the pursuit of professional excellence is recognised and rewarded through people-powered success.

30 Ruth Garside

CFHRNZ, retired lecturer & IO psych consultant

HOW CAN HRNZ BUILD ON ITS LEGACY IN THE NEXT 40 YEARS?

HR in New Zealand has evolved hugely over the past 40 years, and HRNZ has played a pivotal role in the professionalism of HR practitioners. When I arrived from the United Kingdom as an accredited member of the Chartered Institute of Personnel and Development and a career writing HR policy, workforce planning and analytics, and HR development, senior HR roles here were male-dominated and focused on employee relations. General HR was concerned with administration and resourcing, which lacked structure and standardisation. In 1992, I joined a group of volunteers to write the HR competencies, chartering processes and a plethora of instruction guides. I totally rewrote the ‘HR Foundation’ course to replace the “death by PowerPoint” version and last updated it in 2021. HRNZ continues to provide learning opportunities to develop HR knowledge, skills and attributes and empower practitioners to use the tools of technology. We also need to develop strategic thinking and be confident with economics and finance to build on HR competency.