I think I’ve always been comfortable with change. I don’t view it as something to fear, but something to embrace. It took me a while to realise that not everybody thinks like I do.
Throughout my working life, I’ve often found myself at the coal-face of the interaction between people and organisations and I find it fascinating. Working in change management means that I often see the very worst of people – but also the very best. That intersection where people and organisations collide can be fraught with conflict. Supporting people to navigate the sometimes rocky terrain is often where HR practitioners spend most of their time and energy. It is a slippery path to tread – caught between the needs of the employees and the demands of management. More often than not, management wins. No wonder HR is often seen as something that is ‘done to’ people rather than ‘done for’.