Tell us a little more about yourself and your role

I have global responsibility for developing and sustaining a stimulating developmental place to work for Linklaters, a global law firm comprising 540 partners, 2400 lawyers and 2000 business services staff in 30 offices across 23 countries. As a member of the firm’s Executive Committee I am able to influence decisions and shape strategy to ensure that we remain a firm that attracts and retains top talent, provides world class Learning and Development and creates positive alumni. I really enjoy being at the heart of the business and the stimulation that comes from a global and increasingly diverse firm. I lead of team of 180 HR and L&D professionals around the world and gain a lot of satisfaction from seeing the team pull together around our people strategy and sharing ideas, resources and best practice. I spend a lot time travelling, listening to what’s on partner’s minds, reinforcing the firm’s vision, values and strategy and giving personal support to the team. I’ve now spent over sixteen years in Professional Services firms including senior HR roles at KPMG and Lovells having spent the first ten years of my HR career in the corporate world. I started out as a Unilever graduate trainee (in Personnel as we called it in those days!) and worked for Birds Eye Walls, Tesco and Atlas Copco. Working with lawyers is at times frustrating and exhausting but Linklaters is a highly stimulating, energising and rewarding place to be.

Describe your leadership style

With the business my style is a balance between drive, judgement and influence. In leading my team I’m a strong believer in enthusiasm, relentless focus on key objectives and personal encouragement.

Structurally how will HR meet the increasingly sophisticated needs of your employees?

In a global organisation this is a real challenge. My view is that we need an adaptive model that keeps HR advisors close to the business (mentally as well as physically), with leading edge support from centres of expertise (which may increasingly be virtual) and enabling technology. We also need world class knowledge sharing systems. To keep pace with the changing expectations of our employees we have to deliver information through innovative channels and to be accessible coaches rather than rule bound process managers.

Can you characterise the ideal HR professional for the future?

For me it’s always been important to be seen as a business person first and an HR specialist second - the need for this will only increase in the future. HR professionals need to be commercially savvy, interested in the business and able to translate business goals into people strategies and plans without resorting to jargon and generalities. The successful HR professionals in the future will know how and when to challenge the status quo, will be leading and supporting change and will be valued for their commercial judgment and trusted advice.

top