What led you to start a career in HR?
When I left university, I worked for my dad in general administrative roles. During an ISO 9001 audit, I was tasked with organising training records, which led me to take on recruitment responsibilities. I found the work enjoyable and decided to pursue HR qualifications. I worked full-time while commuting to Portsmouth University once a week for two years, earning what is now considered a Level 5 qualification (previously a postgraduate certificate). In my second year, I secured a job as a Personnel Officer at Channel Express (now Jet2), handling everything from recruitment—especially mass hiring for cabin crew, pilots, and engineers—to generalist HR tasks such as disciplinaries and grievances as the company expanded.
Can you share a significant challenge you faced in your career and how you overcame it?
In January 2020, I returned from maternity leave to a new job at Ocean Automotive, and within eight weeks, COVID-19 hit. It was a new business, and I barely knew the people when we had to transition to remote work. Navigating furlough, payroll, and government announcements in real-time was a challenge, as employees expected immediate answers. HR became a central hub for addressing concerns about job security, holidays, and mental health.
During the second lockdown, we prioritised employee well-being, implementing rotas to ensure people had a balance of remote and on-site work. Adapting to fast-changing legislation while still learning the business and building relationships with the management team was a significant challenge—but it also strengthened my ability to manage uncertainty (along with adding a few grey hairs!).
Talent management and development: What key qualities do you look for when hiring new employees?
Culture fit and attitude are crucial, as they must align with our company values. Adaptability is also essential because our business moves quickly. With minimal layers of bureaucracy, decisions happen fast, and employees need to keep up. Since we operate five different businesses, each with distinct team dynamics, we look for individuals who can integrate into their specific environment while contributing to our overall company culture. Collaboration, initiative, and a willingness to share ideas are also vital traits.
What strategies do you use to attract and retain top talent in a competitive market?
Employer branding has been a key focus, particularly aligning all our businesses under a shared identity. We embed our company values from the induction process and reinforce them through initiatives like our employee recognition programme, where staff can nominate colleagues for demonstrating core values.
Nominations are celebrated with personalised rewards, from afternoon tea to restaurant vouchers.
We also leverage employee referrals, particularly in competitive roles like technicians.
Career progression is another major factor—where possible, we provide clear pathways for development, whether it’s moving from apprentice to master technician or transitioning from receptionist to service manager. Regular feedback, targeted incentives, and a strong workplace culture help retain talent, but financial motivation also plays a role in performance-driven roles.
Employee engagement and wellbeing: What initiatives do you have in place?
We are launching a ‘Time to Pause’ group to support employees going through menopause and perimenopause, featuring monthly sessions with guest speakers. A similar initiative is planned for men’s health.
Other wellbeing strategies include:
- A wellbeing dog who visits fortnightly to help reduce stress.
- Our managers are trained as mental health champions
- We have dedicated mental health first aiders
- Access to professional counselling services
- Recently, we introduced therapeutic coaching for senior managers to help them overcome personal and professional barriers. This has led to further team development work, enhancing collaboration and resilience across the business
What are the biggest challenges and opportunities for HR in the next five years?
Talent acquisition remains a major challenge, particularly in skilled roles like vehicle technicians. The industry has evolved—where mechanics once worked with tools, they now require advanced knowledge of electrical systems, particularly with the rise of electric vehicles—traditional mechanics are declining, while demand for electrical expertise is rising. Some technicians resist training in EVs, preferring mechanical work, which adds to the skills gap. With reports indicating that 74,000 apprentice technicians plan to leave the industry, retention is a pressing concern.
Gen Z want different things compared to previous generations. It’s not just about working all the time or purely about money for them—they seek balance, opportunities for learning, and diverse experiences. As businesses, we need to adapt to their way of thinking and find innovative solutions to the challenges this shift presents.
Mental health is another growing challenge. It’s now a weekly conversation in HR, whereas it was once far less common. Businesses must continue adapting to support employees’ wellbeing effectively.
Technology also presents both challenges and opportunities. AI can streamline administrative processes, allowing HR teams to focus on strategy and employee experience. However, while automation enhances efficiency, the human element of HR—empathy, problem-solving, and engagement—remains irreplaceable.
What advice would you give to aspiring HR professionals looking to advance their careers?
Build a strong foundation in key areas such as recruitment, employment law, compliance, and employee relations. While you may choose to specialise later, having a well-rounded base is crucial.
Experience is essential In HR; a qualification is important but experience more so. A CIPD qualification alone won’t prepare you for the realities of HR—you need hands-on experience dealing with real workplace challenges. Seek placements, shadow HR teams, and volunteer for projects to build practical skills.
Finally, immerse yourself in the business. Understand different departments, how they operate, and what challenges they face. HR isn’t just about policies—it’s about people and strategy. The more you understand the operational side of a business, the more effective you’ll be in HR.
