Most organisations get talent through a mix of internal development (“build”) and external hiring (“buy”), but often without a deliberate strategy.

HR’s role is to keep the “human machinery” of an organisation running—ensuring people are present, capable and supported, much like engineers maintain equipment to protect uptime.

PEST analysis helps organisations understand external forces that may affect how they operate, especially in HR and the labour market, complementing internal tools like SWOT.

Effective mentoring is not just about showing others how to do tasks, but about helping them learn through doing, reflection, and guided problem-solving.

Leaders and HR professionals need to understand what is happening outside their organisation, especially in the labour market.

Change management is difficult everywhere, but regardless of legal setting, employees usually understand that businesses can struggle and are rarely shocked by downsizing.

T

The words “Learning and Development” often blur into a single idea, but learning happens constantly and organically, while structured Learning exists for specific purposes.

I explore why some employees turn out to be a poor fit, not to assign blame but to encourage reflective thinking about how the relationship went wrong.

I explore the “arbitrator” hat HR sometimes wears—acting as a neutral decision-maker when workplace conflicts arise.

Mediation isn’t a magic fix for workplace conflict.

When organisations face financial strain, they often need to identify “deadwood” — people, projects, or structures that consume resources without contributing to core business goals.

If you’ve ever driven home worrying about a business issue that isn’t a people issue… you’re probably doing business partnering right.

Listening isn’t a talent. It’s a skill — and good listening is an art form.

HR often gets cast as the compliance department — the internal police — but if we want to be effective, we need to be seen as genuinely helpful partners to managers.

HR plays a crucial role in ensuring organizational justice, going beyond legal compliance to promote fairness in employee treatment.

As you move higher in an organisation, success depends less on departmental expertise and more on understanding and shaping the company’s direction.

Practical ways for HR professionals to shift from administration to strategic people and culture partnering.

Redundancy is painful for both employer and employee. While losing a job isn’t the worker’s fault, the process impacts dignity, confidence, and workplace culture.

New hires often get higher salaries than loyal, proven employees due to status quo bias, market pressures, and midpoint salary systems.

Avoid hot-cold management cycles—address issues early, fairly, and consistently for better results.