Byline Lisa Gordon
Jennifer Laidlaw believes that success in human resources is a matter of perspective. She’s talking about the kind of perspective gained from her successful 17-year career in the field, during which she accumulated a wide range of experiences from both private and public sector business roles.
Those experiences have left her well equipped for her new position leading gender diversity and inclusion at CIBC.
HR Professional invited Laidlaw to reflect on her career, and to share her thoughts on diverse experiences and how they enable HR practitioners to excel in strategic business roles within their organizations.
HRP: How and when did you decide upon an HR career?
JL: I never made an actual decision to focus my career on HR. I was finishing a master’s degree and managing a group home for people with developmental disabilities at a community living organization. I was confronted with a lot of labour issues, and they got in the way of my ability to manage the program. The opportunity to create some solutions was rewarding, and I saw the impact HR and labour relations can have on your ability to deliver service. I started to focus on labour and HR issues.
HRP: So that was your first exposure to an HR role. What came next?
JL: I needed more. I went into the Ontario Public Service on a six-month labour relations contract. However, I left 11 years later! I was given more progressive and challenging work in both generalist and specialist HR roles. From there, I went to the Ontario Securities Commission (OSC) where I was the chief HR officer. I reported directly to the chair and CEO. It was a fantastic opportunity to play a leadership role in building their first strategic plan, and align that with a people strategy for the first time.
HRP: What did you love about your work at the OSC?
JL: I was a strategic leader. I had the ability to work so closely with leaders who had incredible vision, helping them to deliver on that vision using existing and new talent. I loved being part of the incredible amount of dedication and commitment at the OSC. I also had the opportunity to build a change team over a three-year period and they made a significant impact every day, which is incredibly rewarding.
HRP: What were some of the challenges you experienced there?
JL: We had a lot to do in a really short period of time, and it was tough at times to focus our efforts and prioritize our resources. But that is always the key to success – making sure you know what’s most important and that you’re directing all your resources toward it.
HRP: Describe your current position at CIBC.
JL: I joined CIBC seven months ago to build a women in leadership strategy, because CIBC wanted to continue to increase the number of women in its leadership pipeline. I’ve been privileged to work with a team that has really embraced an exciting new approach to gender diversity and inclusion, and we have shifted away from women in leadership towards gender diversity and inclusion. We’re thinking about how we can get the best and the most from both women and men in the workplace. In seven months, we’ve created a strategy and now we’re positioning ourselves for sustainable change.
HRP: What’s key to leading HR during a difficult time for a client organization?
JL: I really think it’s credibility. In a difficult time, you need to truly understand the business from an internal sense, but also where it fits in the marketplace. If you do, you can provide innovative solutions during tough times, but also keep an eye on the future so you can be ready to move the organization forward when times get better.
HRP: What skills do you think are important for success in HR?
JL: Primarily, you need to be business savvy and solutions-focused – a strategic thinker who is able to influence and impact outcomes. Of course, you must also have the ability to establish yourself as a credible advisor.
HRP: What tips do you have for new grads or those in entry-level HR jobs who want to move up the ladder?
JL: First, develop some expertise in a variety of things so that you can be flexible and avoid being typecast. Drill down far enough in a position to get something substantive, and then move on. Second, learn how to learn about a business, both internally and externally; identify what’s different about your company and leverage that difference. Third, be proactive and not reactive when it comes to client service – anticipate what your client needs.
HRP: What’s the future of HR?
JL: We know that work is changing and that expectations are evolving. Technology and globalization are having an impact, and our organizations need to be more agile and responsive. HR professionals need to ensure their organization has access to the right talent, where and when it is needed. We also have to become more individualistic in the way we treat employees – working for customized solutions. Finally, we will need to leverage technology to transform how we work, including using big data and social media.