Interviews
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By Lisa Gordon

This is Les Dakens’ second attempt at retirement. In 2008, at age 53, he retired from his job as senior vice-president, People at CN Rail. For the next three years, he kept busy working as a human resources executive coach and a writer, authoring a business book in 2008 and again in 2009.

But Dakens couldn’t resist the opportunity when Michael McCain, president and CEO of Maple Leaf Foods, offered him a three-year assignment as chief HR officer. His mission at the international packaged-food conglomerate was two-fold: provide HR support during a major business transformation; and, find and train his successor before he left. For Dakens, it was like getting a second chance to go back and tick some things off his professional “to do” list.

His contract with Maple Leaf Foods ended last December, but HR Professional caught up with Dakens in Florida, where he was happily re-embarking upon retirement. He reflected on some of the key lessons learned during his 39-year career, talked about HR’s role as “people experts,” and discussed how second chances are often good opportunities to improve your professional game.

HRP: How and when did you decide upon an HR career?

LD: I didn’t actually plan a career in HR; I graduated from Sheridan College with a marketing degree. Carolyn Walda, one of my instructors at Sheridan, was the HR director at Nortel. She had me interview for two jobs, one in marketing and a second role in the personnel department. She didn’t have to encourage me to go into HR, but she saw something in me. 

HRP: Describe your last job.

LD: As CHRO at Maple Leaf Foods, my areas of responsibility included everything from hiring to retiring. We were involved in performance management, leadership development, compensation, benefits, training, promotions, succession planning, labour relations – everything to do with the 20,000 people in the organization.

HRP: What did you like about your job?

LD: I liked that it offered total accountability for the HR function, working very closely with the CEO and the management team, as well as the board. I never expected to go back to work full-time, and it actually reinvigorated me to try to do things in a way that was faster than ever before. It was like a second chance at doing something as fast and as effectively as possible. I only had three years to complete the mission.

HRP: What were some of the challenges of your job?

LD: Part of the restructuring plan involved closing factories. There were multiple plant closures to announce and complete. From a human perspective, that was the most difficult challenge. But I do think Maple Leaf Foods does it well. As an example, the company tends to give a long notice for a plant closure – up to three years, where some companies do it in six months or less.

HRP: What’s the key to leading HR during a difficult time for a client organization?

LD: Make sure you have a people strategy for the HR function, so that everyone in the department understands your people strategy and how it supports the business strategy. The two must be linked. Second, you can’t over-communicate your progress to the organization. Third, reward and recognize your people. You actually have to be more visible in the difficult times.

HRP: What skills are important for success in HR?

LD: You must have good business acumen – in other words, you must understand the business you’re in and how it makes money. In HR, the biggest skill is the ability to attract, develop and lead people. You must have the ability to recognize and assess talent, and be able to coach people to become better leaders.

HRP: What tips do you have for new grads or those in entry-level HR jobs who want to move up the ladder?

LD: Here’s an example from Maple Leaf Foods: in 2012, we hired a university grad with a master’s in human resources and labour relations, and put her in a three-year training program. She worked the first year in production, then the next year as a sales rep and in the third year, we plan to introduce her to HR. If a person can understand how products are made and sold, they will have so much credibility in the HR function. They will speak the language. So take advantage of any and all training opportunities. You will set yourself up for success in your future career.

HRP: What’s the future of HR?

LD: Going forward, since a lot of the HR functions of the past have been outsourced, we need to determine the value that an internal HR department can provide. The expertise we bring to the party is that we are considered people experts. We can advise, coach and assess talent, and should be involved when hiring, developing, promoting and improving departmental performance. It’s not about being the administrative expert; it’s about being the people expert.

HRP: Describe the focus of your third and most recent book, The Real Deal on People: Straight Talk on How the CHRO Creates Business Value.

LD: The book delivers advice and useful tips for current CHROs, and for those who want to get to the C-suite one day. It’s also targeted at CEOs to help them understand the role of the CHRO and how to leverage that position in their organization. Finally, it’s directed at board members who are on HR committees and want to learn how to leverage HR better.

HRP: What’s the key to a satisfying retirement?

LD: I failed at retirement once. The difference for me this time is that with Maple Leaf Foods, I got to do the things I never thought I’d do. When you’re retired, staying engaged in your profession – in whatever form that takes – is important. So I’ll coach executives on a part-time basis, and I’m on several boards and give back where I can. But this time around, I also want to become a better husband, golf and tennis player!

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