Tell us a little more about yourself and your role

I have been at the world’s leading specialist insurance market, Lloyds, for more than 18 months and was brought in to transform the HR function from one modelled on an old style personnel office to a function that is more cutting edge, business focused and value adding. My role involves managing the day to day operational priorities whilst driving a strategic culture change programme in the HR Function and across the organisation.

Describe your leadership style

I have been described as demanding, direct, fair, transparent, rewarding of success and delivery and fun to work with.

As a strong brand in the financial services community, what will Lloyd’s do to create a compelling employee proposition over the next few years?

We need to ensure our offer is competitive in relation to external benchmarks. We need to be transparent in relation to the nature of the employer/employee relationship and what is expected and endeavour to create conditions in which people can develop, do their best and find meaning and value in their work. None of which is easy!

Structurally, how will HR meet the increasingly sophisticated needs of your employees especially given your international dynamic?

We should understand that different employees may want different things at different times in their career. We should not adopt a ‘one size fits all’ approach. We need to be able to distinguish between employee needs and wants and what the organisation can realistically offer, ensuring this is communicated transparently. We must strive to meet basic needs such as fair reward for the job done and treating people with respect and dignity. In addition, we need to listen to people’s evolving needs and be flexible and creative in meeting unique needs where there is a mutual benefit to be had for the employee and the organisation.

Can you characterise the ideal HR professional of the future?

Commercial, challenging and focused on delivery and excellence. They must understand change and transformation, excel at operations and balance tactical and strategic thinking and acting. They will have to be able to manage and navigate organisational complexity and ambiguities and not be afraid to say no occasionally in order to establish appropriate boundaries with the business.


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