For most of my 30-year career I have worked in Human Resources, beginning as a secretary/PA and, at one time, managing a Workplace Services team, so I can speak from first-hand experience about the implementation of HR programmes within a business context.
Like many of us, I got into HR via the specialist route — in my case training and development — and became a generalist, before moving on to leadership development, internal consulting and finally HR management.
Latterly, as a European HR director for a global IT company, I was heavily involved in the large-scale company reorganisation business, re-engineering, organisational effectiveness, remote team management and dealing with the staffing implications of substantial business mergers. This last included significant company downsizing and redundancy programmes. More recently, as an independent consultant, I have become aware just how closely the HR strategies and issues that affect “big players” translate down to even the smallest of companies.
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