HRP: What are the challenges of your
job?
BF: Being self-employed can sometimes
be isolating, so I align myself with different
people and different groups – I’m
always learning and I’m never alone.
I’m really about creating great places to
work, so the other challenge is finding the
venue and the people who are willing to
do the heavy lifting to make changes in
themselves, their teams and their culture.
When you find those things, it’s magic!
Anytime_2013_vF:No Accident 29/11/2013 2:32 PM Page 1
Anytime_2013_vF:No Accident 29/11/2013 2:32 PM Page 1
Call us anytime.
Really.
Our 24 hour line is
answered by a Sherrard Kuzz
lawyer – 24 hours a day,
7 days a week, even holidays.
So when a health and safety
inspector is at the door, a picket
line is going up or a union
organizer is handing out leaflets
to the midnight shift (and any other
employment or labour matter), there’s
someone you can call.
Our 24 Hour Line means our
clients sleep well at night, even if
we sometimes don’t.
Main 416.603.0700
24 Hour 416.420.0738
www.sherrardkuzz.com
@sherrardkuzz
2013
RANKED
Call us anytime.
Really.
Our 24 hour line is
answered by a Sherrard Kuzz
lawyer – 24 hours a day,
7 days a week, even holidays.
So when a health and safety
inspector is at the door, a picket
line is going up or a union
organizer is handing out leaflets
to the midnight shift (and any other
employment or labour matter), there’s
someone you can call.
Our 24 Hour Line means our
clients sleep well at night, even if
we sometimes don’t.
Main 416.603.0700
24 Hour 416.420.0738
www.sherrardkuzz.com
@sherrardkuzz
2013
RANKED
HRP: What’s the key to leading HR
during a difficult time for a client organization?
BF: There are a couple of things that
come to mind. One of them is to be realistically
optimistic, because HR is the
voice of the people and the owner of the
culture. Modelling those behaviours is
critical, even in really tough times. The
other thing is to be resilient. The more we
can evolve as a profession and explore different
things, the better. You have to see
failure as learning.
HRP: What skills are important for
success in HR?
BF: Business acumen and operational experience.
Both of those give you credibility,
and senior leaders will listen to you.
Facilitation and influencing skills are important,
and creating a space for voices to
be heard is critical. Strategic thinking is
also important. It’s not just about reading
a P&L statement; it’s about seeing where
the trends, issues and hot spots are, and
how they will impact the organization
from the people side. Then, it’s about
planning for that impact.
HRP: What tips do you have for new
grads or those in entry-level HR jobs
who want to move up the ladder?
BF: The more experience you get in all
facets of HR, the better, and try not to
be an expert too quickly. I became a deep
subject matter expert in compensation at
Mercer. When I tried to transition into
an HR generalist role, it was virtually
impossible for me to move over. So I tell
people, do all of the roles early on. Try to
get into an organization where you can
do rotations and experience it all. It will
set you up for future success. Also, try to
work in multiple industries because that
will develop your business acumen and
operational experience. Finally, find a
mentor.
HRP: What’s the future of HR?
BF: I think there are many roles for HR,
depending on the type of company. In
Canada, the majority of our growth is in
smaller businesses. In those cases, HR
may be more about sourcing talent and
building culture. For larger companies,
HR may focus on leadership development
and be very metrics focused. Other
organizations may see HR as the heart
of culture and social enterprise. At the
end of the day, for HR to be relevant in
any business, HR professionals need to
see people from the lens of the business.
For example, what’s the cost and impact
of certain HR programs? How can we
engage our talent and increase our levels
of productivity and creativity? There is
a real need to focus on company culture
and values. n
interview
76 ❚ FEBRUARY 2014 ❚ HR PROFESSIONAL