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Overview of Dr Gibson’s Professional Journey

I'm curious, and as lifelong learner so my career has been defined by the opportunity to try something new, broaden my skill base, add to my HR toolbox.

I began in recruitment and HR administration and then I specialised in training before moving into a generalist role. My first leadership role came after leading the EA negotiations across three unions leading a culture change project which won an award. I was then offered more senior opportunities, leading the HR team and change leading an acquisition and integration.

My next leadership roles were diverse. I entered a Greenfields environment growing the APAC HR function from me to 8 members and from 4 countries to 13 with employee numbers growing by 900% in 3.5 years. I built and developed HR practice concurrently whilst managing operational HR with high growth strategic planning. Key deliverables were the implementation of a HRIS, establishment of entities and manufacturing operations across Asia which resulted in the highest engagement scores in the company.

This leadership, engagement and culture work inspired me to research as part of doctoral studies. I then undertook leadership roles specialising in OD, covering culture, engagement, people experience, leadership, future of work and talent

After graduating in my specialist area, I needed more variety. I jumped back into generalist HR with my next roles in global companies working across multiple geographies leading end to end HR. I now bring my OD expertise to everything I do to build people and organisational capability simultaneously.

Gibson’s Experience as an HR Leader

I've worked across different industries, as a generalist and specialist, in listed and privately owned corporations, for government, and in private equity; big, medium and small organisations, and led HR across different countries; these experiences inform the way I drive initiatives.

I reflect on what has worked where and how the same things have been done differently across workplaces. I reflect on the failures, successes and the barriers and challenges to inform and guide me. I consider leadership capability, change readiness, organisation culture, digital capability, HR capability and the broader implications of strategy, commercials and delivery expectations.

You can’t build for today, build for tomorrow. I will never do anything the same as before. As every time, there is better practice, tech and capability to consider and leverage.

“Identify who has thinking that inspires you, who has done things you aspire to do. Reach out to them, engage, there is no harm in asking for a mentor!”

Challenges of Adopting HR Transformation Initiatives

Qualifying and quantifying organisational impact, improved employee experience and ROI. I’m driven by data and numbers. My research taught me how to measure and extract data in a way that provides meaning and can explain HR value and impact.

Your ability to engage and deliver on cross functional interventions and translate more intangible concepts such as engagement and culture into data evidenced outcomes is a differentiator for HR leaders; particularly if you can link your measures to performance and growth.

Projects and Initiatives

l was tasked with building a high-performance culture; building a highly engaged workforce that thrives on commercial delivery.

This program included a review of the performance and development system, development of total rewards framework including overhaul of remuneration, leadership development, ER elevation, simplification of all business processes, enveloped in a communications plan leveraging greater commercial transparency and ownership.

Some measurable outcomes were;

● Improved business performance, highest revenue and EBIT recorded in years

● Improved employee engagement scores

● Greater retention of key talent and more internal promotions

● Reduced contract costs

● Reduction in number of business processes

Leveraging AI and Machine Learning Technologies for HR operations

● Use of bots in the CRM process to close out low level/basic operations

● Development of HR assets and artefacts; job ads, ER scripts, training programs…

● It's instrumental in summarising data and commentary and providing elevated insights in a fraction of the time; in surveys, Miro boards, etc

● Driving research and insights, transcribing, diagnosing issues and navigating tech.

Emerging HR Technologies and their Potential Impact during Implementation

Greater machine learning to enhance decision making I’d love to see this to prompt us with considerations, automate repetitive tasks and thinking, and provide greater consistency and accuracy in HR outcomes and advisory. Also providing greater personalisation as small HR teams can provide elevated service hand in hand with machines.

Machine learning can also be beneficial for employees in their learning journey, learning from the machine. But this is a cognizant process they must be encouraged to engage in. 

Whilst controversial, I’m very interested in employee monitoring. I’m intrigued by the valuable data this could provide organisations in enhancing productivity and managing employee health and wellbeing. However, I am critical of how this could undermine employee trust and performance in ways that we are not aware of.

Industry Hacks for HR Professionals Preparing to build a Strong Network

I thrive in teams where I can bounce ideas off my colleagues, use the people around you to stretch your thinking. Join online forums, online groups. But remember you get out of it what you put in. I’m a member of a few online communities and WhatsApp group that offer such valuable support, and some provide opportunities for face-to-face networking.

Identify who has thinking that inspires you, who has done things you aspire to do. Reach out to them, engage, there is no harm in asking for a mentor!