Ahead of the marcus evans HR Summit 2024, read here an interview with Robert Stone on what approach would achieve the workplace culture and environment people are looking for today.

1. Interview with: Robert Stone,
Director, People & Culture, CHEP
Network
“What people want from a career
perspective, and what they expect from
their employer, is very different now
from what it used to be. As people
transition back to the office, HR needs
to identify and address the bottlenecks,
and plan for future requirements,” says
Robert Stone, Director, People &
Culture, CHEP Network.
Stone, who was part of the HRD Global
100 List 2022, is a speaker at the
marcus evans HR Summit 2024.
As many companies transition back
to physical workspaces, what are
people looking for and how can HR
cater to their needs?
The two big drivers of what people want
now - and what we are seeing success-
ful organisations do - is purpose and
clear communications. Clarity around
how their career is progressing and how
it filters up to that purpose. They want
to understand how their work aligns
with their values and beliefs. This is a
big change. In the APAC region, we
have changed from a business-based
market to employees controlling their
own destiny. That has changed how 9 to
5 and business operating models look
like. People want flexibility, a better
work-life balance, clarity around
direction and what they can do. Small-
to medium-sized organisations have
caught up with this, and can now
compete with well-established organisa-
tions for top talent. The playing field is
more equal than it has ever been.
People are buying into the role and the
people they work with, as much as the
organisation itself.
It is more important than ever for
organisations to cater to their employ-
ees’ needs. They need to have open
conversations on an individual basis.
Historically, companies would have a
vision and mission set on an executive
level that never really meant anything
to anyone else. They were just words on
a wall or website. Now people want to
see those actions coming from leader-
ship as well.
Does HR need to focus more on
personal development?
We have tripled down on individual
personal development. We have six-
month guardrails around what our
people want to do. The old way of 12-
month reviews is too slow. We have an
almost always-on approach and coach-
ing conversation with every employee.
Sometimes you cannot support people
in certain ways, for example when there
are no positions up for promotion, but
as a global organisation we try to
address that by considering where
people can potentially move.
How can HR ensure a smooth return
to work? What are the bottlenecks?
Many bottlenecks exist because the
transition is often sudden or fast. The
pandemic accelerated more agile ways
of working, and we discovered that we
could do our jobs remotely. People
came to like their new lifestyle. All of a
sudden, some companies had firm
mandates for people to return back into
the office. What we have tried to do,
what HR needs to do, is to have a
reason and a purpose for people to
return. A cultural environment that
people want to be in, not because they
must. As a creative agency, we believe
that as much as we can do our jobs
remotely, human connection actually
elevates our work. We have not so
much mandated a return to the office,
but we have identified all the bottle-
necks preventing people from doing so,
whether it’s travel costs, picking up or
dropping off children, wanting more
time for health and wellness etc. We
have tried to eliminate all those barriers
as much as possible. It is important to
create a culture around why your people
want to be there, rather than forcing it
on people.
What does it take to achieve a
motivated workforce, make people
feel valued and heard?
It all goes back to open communication.
There are so many ways to listen and
allow people to have a voice. Historically
companies wouldn’t open up to every-
one, as not being able to please every-
one could potentially cause more
damage than good. But I think once you
open up, people value being heard even
if you cannot please them. There are
many technologies that allow organisa-
tions to have an always-on platform,
and to use that data to make more
meaningful decisions. When we put out
any forms or surveys, we go back and
respond with an action plan. If you don’t
act on these things, that is when you
create problems. Times are changing,
and people appreciate a more vulnera-
ble and accessible leadership team.
What trends should HR prepare
their organisation for?
Machine learning and AI are going to
happen. HR needs to identify the roles
that will become redundant, and start
upskilling people and changing their
career path at an early stage. People
are scared of what impact it can have,
but I find it exciting as it will take away
the administrative parts of their job and
allow them to be a more upstream
strategic partner. We need to prepare
and identify what efficiencies it can add,
and train people accordingly. It will be
difficult for those companies that don’t
evolve with the times.
It is important
to create a
culture around
why your
people want to
be there, rather
than forcing it
on people
How HR Can Ensure a
Smooth Return to the Office

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To view the web version of this interview, please click here:
https://events.marcusevans-events.com/hr2024-robert-stone