Winning the HRMATT’s Maxine Barnett HR Excellence award is one of the most humbling milestones in my career. It serves as a moment of both joy and reflection, reminding me of HR’s power to transform workplaces and its critical role in driving business success. This recognition isn’t just about my accomplishments—it’s a testament to the value HR professionals bring when we align people strategies with business goals and foster environments where employees and organizations can thrive.
My journey into HR began quite by accident. Early in my career, I found myself working closely with people and navigating their challenges and aspirations. What started as happenstance became my passion: helping people find happiness and fulfilment at work. Over the years, I’ve had the privilege of expanding my impact by working with larger teams, developing HR strategies, and shaping workplace cultures.
One of the most transformative aspects of my career has been learning that HR’s true success comes from collaboration and partnerships across the organisation. HR cannot function in isolation—it requires an “all hands on deck” approach. Strategic partnerships with leaders, managers, and employees ensure that people strategies are integrated into every aspect of the business.
For HR to be successful, it must have a seat at the decision-making table. This means HR professionals must move beyond administrative tasks to focus on aligning people strategies with organisational objectives. HR is not just about policies or processes—it’s about enabling the business to achieve its goals through its most valuable resource: its people.
To earn and maintain this seat at the table, HR must operate with intentionality and balance. The Three Levels of HR Impact—strategic, tactical, and administrative—are all interconnected and critical to driving success:
Strategic HR: This is the big picture, where HR aligns itself with the organisation’s long-term priorities. It asks, “What do we want to achieve?” At this level, HR drives initiatives that shape organisational direction, such as workforce planning, leadership development, and fostering cultures of innovation.
Tactical HR: This serves as the bridge between strategy and execution. Tactical HR answers the question, “How do we craft solutions and measure progress?” This includes creating actionable programmes like performance management systems, employee engagement initiatives, and leadership pipelines.
Administrative HR: This ensures the operational backbone is strong. It addresses the daily “how” of HR—managing payroll, benefits, recruitment coordination, and compliance. Automation tools and self-service platforms may enhance efficiency, but this foundational work is essential for a smooth operation.
Balancing these three levels is vital. While strategic HR shapes the vision and tactical HR implements it, administrative HR provides the structure that supports it all. True HR excellence emerges when organisations integrate all three levels seamlessly.
At the heart of HR excellence lies compassion and empathy. Successful HR strategies are built on understanding the needs of employees and aligning them with business goals. This requires listening—truly listening—to people at every level of the organisation.
Leadership also plays a crucial role. HR excellence starts at the top, embedded in the values and culture of the organisation.
Leaders must champion HR initiatives and view HR as a strategic partner, not just a support function. When this partnership is nurtured, HR becomes a driving force for organisational growth and innovation.
An example of this collaborative approach is fostering a culture of continuous improvement. Whether it’s through developing performance management systems or shaping employee experiences, HR’s role is to ensure that every individual feels supported, valued, and aligned with the organisation’s mission.
One of the key lessons I’ve learned in my career is that HR professionals must continually invest in their growth. The field is constantly evolving, and staying relevant requires a commitment to lifelong learning.
Some areas of development for any HR professional can be certifications in PROSCI Change Management, DISC Behavioural Styles Assessment, Six Sigma, John Maxwell’s Leadership and Coaching. These tools have not only enhanced my capabilities but also allowed me to bring innovative solutions to the organisations I’ve served.
I often encourage HR professionals to seek out mentorship, attend industry events, and stay ahead of emerging trends. Whether it’s adapting to hybrid work models, supporting mental health, or leveraging technology, the key is to remain proactive and forward-thinking.
HR has evolved significantly since I first entered the field. Once seen primarily as an administrative function, HR is now a strategic partner that shapes culture, drives engagement, and aligns talent with business objectives. The future of HR lies in integrating technology with the human element to create workplaces that are both efficient and compassionate.
To aspiring HR professionals, my advice is simple: Lead with empathy, align your work with organisational goals, and never stop learning. HR is a profession of service, and our impact is felt when we create workplaces where people and businesses thrive together.
This award represents a career of quiet contributions that have focused on creating value for people and organisations. It’s a reminder of why I chose this profession and the difference we can make when we lead with intention.
As I look to the future, my goal is to continue fostering HR strategies that empower organisations, inspire leaders, and create spaces where employees can achieve their fullest potential. HR is about more than policies—it’s about purpose. Together, let’s embrace the opportunities ahead and continue striving for excellence.
