For me it’s deciding what changes to make following the announcement that the UK emerged from recession in Quarter 4 last year, but with an increase of only 0.1% in Gross Domestic Product. Many organisations have successfully used innovative ideas and solutions to retain key employees through the recession, as well as relying on the more traditional routes to cutting operating costs. The key issue now is whether to continue with these actions recognising that the UK economy could relapse into recession in Quarter 1, or to prepare for recovery and economic growth through 2010 and beyond as forecast by the OECD.

I feel that we in human resources must be bold and confident enough to step up to our responsibility to deliver people with the skills and motivation needed by business. This means a transition to thinking and acting as business professionals; becoming full and equal partners in determining the future strategy and direction of a business; and winning recognition as the specialists for people. We must lead the development of an integrated portfolio of programmes and projects to provide people with the capabilities, knowledge, skills, motivation and potential to ensure future business success.

Some human resources professionals may be discomforted by this as it moves away from a long running debate on whether or not human resources is strategic; avoids a distorted allocation of resources to narrowly focused initiatives at the expense of others; and makes “me too” chasing of the latest fad in the hope of a “silver bullet” to guarantee future great people performance less likely.

My last job was in the utility sector working for one of the six largest energy suppliers. The challenges faced in this sector have been summarised as the “trilemma”, because of the inherent tension and conflict between finding solutions for each of the three major issues.
First is ensuring there is security of supply for energy for the UK as the deposits of oil and gas in the North Sea run out, by importing gas in the short term and building a new generation of nuclear and clean carbon fired power stations in the medium term. Second is to offer energy to all customers at an affordable price, which combats “fuel poverty” and preserves the business competitiveness of the UK in world markets. Finally, and many would say most importantly, is reducing the impact of energy consumption on the environment through developing new technological solutions throughout the supply chain and encouraging all consumers to think about how to use less energy.
The solutions to the “trilemma” can only be generated from the knowledge and skills of the people working in the energy sector.

I am happy to say that human resources has been represented on the board in every organisation I have worked in during my career. Increasing acceptance of human resources as a vital specialist business function has resulted in appointing more board directors, with specific responsibility for people. In my last organisation there was such a director on the executive board in the UK and one on the executive board of the international parent company.

My first human resources job was in 1980 as a graduate recruitment officer with the Military Aircraft Division of British Aerospace based in Lancashire. It was a great job working with a small team to hire an annual target of 250 new graduates into research, design, engineering, production and commercial jobs across three locations. It was a huge learning experience working with senior managers across all departments to agree job requirements, design and operate the selection process and bring the successful candidates into their new jobs.

It was in the mid 1970s when I was at school, a summer job working on the production line in a crisp factory. It was hot, smelly, dirty and dangerous. It taught me just how critical safety in the workplace is. I was told to work at a height of 10 feet with no safety equipment; change cutting blades with no training or protective gloves; and wore everyday clothing with no regard for basic food hygiene. Fortunately I emerged unscathed but with a pair of jeans faded almost white by the chemicals used to flavour the crisps. It was many, many years before I ate another crisp.

When I was in my first job as a graduate recruitment officer all the recruitment activity known as the “milk round” was concentrated in the first half of the year. This meant I had an opportunity in the second half of the year to spend time supporting some of my senior colleagues. It was great development for me as in a very short space of time I learnt about and worked on manpower planning, recruitment, job evaluation, reward benchmarking and absence management. I caught the “people” bug and I have been passionate about human resources ever since.

This will probably surprise many people! For me the single biggest change has been the massive reduction in the volume of paperwork and administration enabled by modern office technology. After I graduated in 1979 there were three pay reviews in six months at the Military Aircraft Division at British Aeropsace. For each review every one of the 22,000 plus employees received either an individually typed letter or a card with the new rate of pay written in by hand, all of which had to be checked manually. Everything seemed to stop for a pay review. Now the same work can be performed using a tiny fraction of the resources and time.

I love to work, have an enduring passion for human resources and can always see a new and better way to do things, so I never have to think about being motivated.

I always fall asleep as soon as my head hits the pillow. Sometimes I wake up during the night with what seems like a superb idea and try to stay awake to think it through so I don’t forget it the next morning. Usually I fall asleep straightaway and next day I can only remember that I had a brilliant idea, but not what it was!

At the moment I am ‘between jobs’, so I spend most of my day on the telephone and internet searching for my next career milestone. Ideally, I will be lucky enough to be offered another human resources director role, where I can build a great team to support a successful business.

That one rests with me, with the help and support of a growing network of former colleagues, resourcing consultants, professional contacts and friends.

Not at the moment, but I have been fortunate in my career to work with some fantastic bosses, who as well as inspiring me to deliver great people management, have also taught and shown me so much about people, business and work.

There have been many, some which are too politically incorrect to share here. Application forms and interviews seem to have been the most frequent source of unintentionally funny experiences for me. An early one was a job applicant who completed the question on “Marital Status” on the application form by writing “rough”! A similar mix up of words happened in an interview when I asked about interests outside work and the applicant responded that she really enjoyed “aerobatics in the local Church Hall”!

At our new house, which is actually not new at all, but a 1950’s bungalow with an acre of garden plus pastures. Most probably I would be decorating, repairing or installing something in the house or clearing flower beds, cutting back trees or other gardening. For relaxation I love eating out so probably in my favourite Italian restaurant with my wife Jane.

My first piece of advice would be to complete the Chartered Institute of Personnel and Development (CIPD) Programme to qualify as a Graduate Member. This qualification lays the foundation for progression to higher levels of membership recognising growing capability and experience. It is also important as Graduate Membership and above is a basic selection criteria used by organisations to recruit Human Resources professionals.

Second is that while the CIPD Programme gives a broad insight into people management it does not offer the experience of how to utilise the knowledge in the workplace. Linking the content to a structured personal development programme at work is essential to show new Human Resources professionals how to align people initiatives to current business needs and strategy.

Finally thinking back to my first real Human Resources job enjoy it and have some fun!