HR leaders must understand financials, the profit and loss statement and the balance sheet. “So spend some time with the chief financial officer or do a course as simple as finance for non-finance managers,” says Hayden.
When Hayden worked for Colonial First State Global Asset Management’s property business, she spent day with the shopping management team, and with the leasing manager, and attended meetings.
Back in the office, she works closely with her fellow executives, such as the chief information officer. “For me, the CIO is just another business partner. We talk regularly. We support work-life balance and working from home, although we like a presence in the office. We like relationships with colleagues.” Hayden reports directly to the vice-president of human resources at the head office in the US.
Skills are easy
Hayden struggled to get into HR roles initially because her qualifications were not tied directly to the role. “That made it difficult to get an HR position,” she says. “It is amazing how narrow recruitment can be. So I worked in retail and general office roles and then joined HR with the ANZ bank.”
That early experience has shaped her approach to recruitment. “Hiring people can be very narrow-minded, which annoys me.
“We put a very strong focus on cultural fit. Without being disrespectful to salespeople, for example, it is not that difficult finding salespeople. But putting cultural fit against it, that is where the complexity is. A couple of hires have not worked out. We give people room to achieve and the time. But that cultural fit is key. One of those hires [did] so much damage from a cultural perspective that we had to make the decision to cut him loose. Skills is easy part; cultural fit is hard.”
The future
Hayden wants to reach the top, and become a CEO. Her next role will not be in HR. “My future will be to step out of HR and step into a business role, even for a short period of time, say 12 months to two years. That is the key to success at the senior level,” she says.
“Certain businesses, whilst they work with HR, are sceptical about them and think of them as being ‘warm, fluffy’ people unless you have stepped out into the business role and done it successfully.”
