Future of HR: Mindful Connection

Melissa Old, Head of HR Business Partnering at Bega Group

Melissa Old is an experienced executive leader in people and culture with a broad HR generalist background and deep expertise in organizational development. She has a proven track record in influencing and partnering at the executive/C-suite level across multinational industries, delivering business outcomes through strategic initiatives, transformational change and building high-performing teams

Elaborate on Your Daily Roles and Responsibilities Within the People and Capability Business Partnering Team

I lead the people and capability business partnering team, focusing on identifying our business requirements and creating relevant people strategies for the organization. My role includes coaching and supporting leaders to grow our people and extract the best performance from the workforce. I act as a sounding board for senior executive leaders as they navigate the complexities of their roles. I also assist in building engagement, developing capability and guiding various aspects of people management. This includes leadership guidance to my team and across the organization, ensuring a focus on the right people initiatives to drive organizational results.

Major Challenges and Trends Impacting The HR Industry

It has never been harder working in the HR profession than it is right now, especially since the pandemic, economic uncertainty, legislative reform around respect at work, and an increasing focus on ensuring psycho-social safety and well-being. Challenges around managing mental health are the most prevalent I have ever seen in the workplace. People are struggling with feeling overwhelmed and fatigued and are simply NOT at their best. Hybrid working is placing strain on relationships at work, disrupting social connections and impacting leaders’ capacity to resolve conflict and provide meaningful feedback.

Leaders can better support their teams by acknowledging the toughness of the change journey, allowing open discussions about feelings, and recognizing the emotions that may arise.

In the current economic uncertainty and global change environment, organizations are often compelled to undergo rapid transformations. Successfully steering teams through organizational change is crucial, and leaders play a pivotal role in ensuring its success and mitigating its impact on people. Uncertainty during change can lead to unnecessary pain and disruption. From my perspective, effective change management requires careful planning, the use of appropriate methodologies, and, importantly, a demonstration of empathy by both HR professionals and leaders.

Communication is key, and proactive communication becomes even more crucial during tumultuous times.

"Leaders can better support their teams by acknowledging the toughness of the change journey, allowing open discussions about feelings, and recognizing the emotions that may arise"

Being transparent and authentic in explaining the plans and rationale for change is vital. One challenge is the tendency for organizational changes to be planned at the executive level, often excluding middle or frontline leaders early in the process. It’s crucial to involve leaders at all levels, explaining the change plan’s progress and personal implications and working with them to understand reactions and make sense of the changes.

Another challenge in managing change effectively lies in tackling employee resistance. Reluctance to change is often seen in response to the need to step out of comfort zones and embrace new ways of working. Acknowledging the discomfort and pain associated with change is important. Leaders can better support their teams by acknowledging the toughness of the change journey, allowing open discussions about feelings, and recognizing the emotions that may arise. What matters most is how leaders and HR professionals show up, demonstrating genuine care during transitions and actively listening to and addressing concerns at all stages of the planned change transformation.

Foreseeing the Future of the HR Space, Given the Recent Changes

Looking ahead, I anticipate an even faster pace of change in the next two years, driven by economic downturns, global conflicts, and other impactful factors. What excites me is the increasing focus on employee well-being and a holistic approach to caring for the whole person, beyond just the employee. Organizations recognize the importance of demonstrating kindness and compassion, which are crucial human qualities for leaders. I’m enthusiastic about the shift towards acknowledging the unique requirements of individuals and focusing on essential human skills like communication, empathy, and care. Despite the progression towards artificial intelligence and technology, these human skills remain irreplaceable. The exciting part is the evolving mindset towards a more holistic approach to people, emphasizing their well-being, and this shift will contribute to a more engaged and productive workforce.

Advice to Fellow Aspiring Professionals in Your Field

HR professionals must stay mindful and present when connecting with team members one-on-one. Every human needs to be seen and understood, which is fundamental for driving connection. It’s about staying current, being mindful, truly listening, and building trust and relationships by authentically connecting with others. Seeking to understand their perspective and being genuine in these interactions is key.

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