Simon Kent charts career paths for HR pros aspiring to the top.
It is not easy to climb the HR ladder. It should not be. The key message for HR professionals who wish to flourish and contribute in the C-suite is that there is no such thing as too much experience. No area of business is too small to learn from. According to the first edition of the report Understand the Landscape of HR Leader by Wilson and The HR World in partnership, foreign experience should be highly valued.
Understanding the Landscape for HR Leadership revealed that only 20% HR leaders are global experts in their roles. The report argues that this lack of global knowledge could indicate a gap in the ability of the HR function to deliver on a global scale. If HR is to have a greater impact on leading multinational businesses, this issue must be addressed.
Gareth Neale is a Head of Human Resources for Crimson Hotels who has a wealth of experience in learning from different sectors and international.
He says, “I began my career as a retail worker and worked my way up – literally – from the floor to management positions.” “That has helped me in my career because I understand the challenges that managers and leaders face when they have to deal with people-related issues and balance them with business concerns.”
The international dimension
Neale’s first HR position was at John Lewis, where he gained a broad understanding of the Human Resources field. After a specialization in learning and developing, he was offered a position at Park Plaza Hotels Europe. This took him to hotels in The Netherlands Germany, Hungary Croatia as well as in the UK.
Gareth says, “This was a lot of travel and it gave me an opportunity to learn about employment laws in different countries.
Neale earned a master’s degree while working full time. This was challenging, but also incredibly rewarding – both for the opportunity to meet peers and for the actual learning. He says that the experience helped him to realize that there is no one-size-fits all HR strategy, but that it can be tailored to your needs by learning from other businesses.
Experience that continues
Mary Beighton is People & Culture Director at Zuto and Chair of the Inclusivity Impact Group. She says that she has learned a lot in her career.
She says that “there are still days when new challenges arise due to a variety of factors, including changes in legislation, changing employee behavior, world events, or even artificial intelligence.” As a human resources professional, it is important to maintain a measured approach in assessing and addressing any new situations. It is also crucial to build a team and a network that you can rely on for guidance and support during difficult times. A wide range of experiences and challenges at different companies can also help keep perspective.
Beighton has followed a career path that began with project management, then moved to marketing before settling into the field of people. She says that experience in marketing can be used to benefit internal communications and engagement, which overlap with talent branding.
Beighton stresses that it is important to have a solid foundation in a variety of business functions, including finance, which can help with budget management, compensation and rewards, operations, which helps understand organisational changes and how they are managed, and analytics and technology, so as to ensure progressive and data-driven working practices.
Wilson’s report and these career stories illustrate that the rise to higher HR positions is accompanied by a shift in skills from operational areas like policy-making and recruitment, to strategic ones such as change management, strategic thinking, and more. This crucial skill shift at the HR director level also sets the foundation for success on board level.
Understanding the depth of your understanding
Emma Djemil , founder of Be Unstoppable, a women’s HR coaching program, confirms that if you want to reach the C-suite you need a thorough understanding of your business. “The most effective HR leaders look beyond their specialty and see themselves as strategic partners rather than just functional experts.”
Djemil believes that traditional qualifications will not provide individuals with the credibility needed to sit at the top of the table. She says that while technical knowledge is important, your ability to lead and influence business outcomes will set you apart.
Kamseshwari Raio, Global chief people officer at Publicis Sapient, also highlights her wide range of experiences throughout her career.
She says that one of the most valuable experiences she has had in developing her career is gaining perspective through working with people from different backgrounds, roles, and regions. Early on, I realized that HR success isn’t about policies and procedures – it’s also about understanding people, cultures and business dynamics at a deeper level.
Rao has found that it is important to understand the subtleties of a global organization. This understanding also helps her bridge the gap between the HR strategy and the business impact. She can now ensure talent initiatives aren’t just focused on people, but also commercially-driven.
She says that “HR is inherently global today” and her career has been defined through collaboration with diverse teams, cultures, and leaders regardless of location.
It is interesting to note that it was not geographical location which defined Kameshwari’s global perspective but rather the chance to engage with diverse mindsets, industries and leadership styles. She says that this has “reinforced the importance of flexibility, inclusive thinking and the ability build connections across boundaries.” These are all critical skills for the changing HR landscape.
Kameshwari has a degree in finance and worked in investment banking before taking a career break to work in direct sales and marketing. This experience helped her understand the consumer’s behaviour and communication strategies.
Innovatively Growing
These elements can help HR professionals find new and innovative solutions to everyday challenges. It is also important to remain open to new ideas and to be aware of the learning potential.
Emma advises, “Think out of the box and be intentional in your development.” Don’t get caught up in the trap of prioritising others’ leadership development while neglecting yours. Early on, seek out mentorship and sponsorship. Surround yourself with a network of people to gain access to different perspectives and experiences.
Djemil describes the importance of creating a “personal boardroom” with people that can help support an individual’s career development. They are there not only to help you learn, but to also open doors and be your advocate when you aren’t in the room.
Djemil concludes, “Remember that the higher you rise, the less important your qualifications are and more important is how well you influence and engage at the highest level.” “Anything you can do to develop your understanding of how to achieve this authentically, will support your journey into the C-Suite and enhance your impact once there.”
