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We are often asked who does great things in HR? Which organisations are inspiring, innovative, and contemporary in their HR practice - who stands out? Well, it’s a journey and often an imperfect journey. I’m not sure that any People and Culture nirvana exists but we all need something to aspire to! It’s all about the intent, where an organisation is at and its appetite for improved people practice, not necessarily just ‘best’ or ‘award winning’ practice.  We are very proud to work with an array of clients committed to improving the people experience for their employees and what we notice is that our clients are all at very different points on that journey. Whether an organisation is updating their HR practices, driving new ways of working, changing up an HR model to add more value, or focusing on specific programs of work (e.g., D&I, Wellbeing, etc) the most impressive thing in each of these journey’s is the plan for change and progress made. We also play a part in encouraging candidates to consider opportunities based on the role they might play in the ‘journey’ an organisation is on. More and more so, HR professionals are influencers, change agents and in some cases pioneers!

In reflecting on recent assignments, the above is brought to light. We partnered with a 140-year-old privately owned successful business to recruit their first Exec HR leader and not because they had to. With outstanding customer and people engagement already in place, they wanted to further invest in people development, diversity and ensure a safe workplace for all. Their belief that a People and Culture team has a critical role to play in further evolving their people practices for the betterment of all, inclusive of their customers has enabled this journey.

This in comparison with our long-standing partnership with an ASX listed global tech company –a clear market leader - but always striving for better. They are reviewing their whole employee experience journey, the traditional partnering approach and further investing in tech platforms that provide useful people data for improved business and people decisions. 

Both these organisations are at very different points of what we could call a P&C maturity scale but are both driving great, sustainable change and programs of work that make sense for both their ‘now’ and their ‘future’. Both organisations are clear as to their intent.

So, rather than ‘award-winning’ practice, ’better’ practice is the focus for many. It’s about meeting an organisation where it is at. As we know, with genuine support from boards and leaders in addition to HR's role in influencing the notion that creating great workplaces is good for business, all sorts of magic is possible!

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