HR executives share their experience in human resources

Citation

Roden, N. (2011), "HR executives share their experience in human resources", Strategic HR Review, Vol. 10 No. 4. https://doi.org/10.1108/shr.2011.37210daa.004

HR executives share their experience in human resources

Article Type: Practitioner profile From: Strategic HR Review, Volume 10, Issue 4

Neil Roden, partner

With 30 years in the business, and 13 of those at the HR helm of Royal Bank of Scotland (RBS) as the bank went through the most turbulent time in its history, Neil Roden has seen pretty much everything the world of HR can throw at you. But it is his very love of challenge that led him to look for a very different role, joining PwC as a partner in the firm’s HR consulting business. He says: “No matter how much variety you have in one organization, there comes a point when you need a complete change to totally recharge the batteries. Now it’s time for me to learn to adapt to a new culture, and different demands – not just from PwC but the clients I’m now working with.”

Traditionally associated with accountancy, global professional services firm PwC is one of the UK’s largest providers of HR services. Roden will be focusing on advising organizations on strategic HR issues, everything from talent management to business transformation and expansion. He explains: “It’s about looking at where businesses want to get to and what HR can do to make that happen. We have specialists in pay, pensions and mobility, for instance, but how can you take a holistic approach – this is what organizations are increasingly looking for.”

Having been employed in the financial services sector for 22 years, Roden is looking forward to working across a diverse range of industries. He comments: “Of course some issues are more pertinent to particular sectors, and we have industry specialists for that reason, but in many cases organizations are facing similar challenges, just to differing extents. Sometimes a fresh perspective can help.”

Lessons learnt from the financial crisis

When at RBS, Roden found himself at the heart of the financial crisis and this was a learning experience. He explains: “The financial crisis meant that we had to use all the experiences and tools that we had used in the good times in the bad times. There was no choice but to make sweeping changes and significant cuts. However the leaner business would need to bring about sustained profitability. Putting platforms in place for future growth, such as new talent management programs, was just as important as the job cuts themselves. There’s a long way to go but I’m hopeful things are getting back on the right track.”

While cuts at RBS were essential given the unprecedented pressures facing the company, Roden believes reducing headcount should always be thought about carefully. He says: “Companies have been much more mindful this recession of flexing their headcount and not making cuts unless unavoidable. Offering part time work, sabbaticals, or pay reductions have allowed many firms to keep staff numbers fairly stable, so they’re in a good place for future growth as conditions improve.”

Roden believes this eagerness to retain existing staff reflects the increasing importance business leaders are placing on talent. He cites recent PwC research that shows that managing talent has overtaken risk and investment as the top priority for CEOs globally. “Companies are finding it harder to find people with the skills they need, particularly as they expand into new territories,” he explains. “For instance there are many people in emerging economies, but not necessarily trained to do the jobs Western organizations need. If companies want extra capital they can go to a bank, but getting talent is less straightforward. It’s not something you can pick from a corner shop.”

Addressing skills shortages

Roden believes that solving the issue of shortages in skills depends on the context. If it’s about getting the right skills in overseas markets, firms are increasingly sending their own people abroad. He believes that global corporations increasingly want their staff to have the experience of working in different markets, so as well as addressing an immediate skills gap, this approach can help develop talent further.

When it comes to addressing the talent gap closer to home, Roden believes organizations need to think much more carefully about identifying the types of people and skills they need, and take a systematic approach to getting them. Partnering with schools or universities may help, but half the battle is ensuring you can attract and retain the skills that already exist.

He says: “It’s often the simplest things that make a difference such as bright and cheerful offices or ready internet access – making yourself attractive as an employer across all the areas of employee engagement.” He says he is enjoying his experience of having PwC as an employer: “It’s very different working as a consultant and I’m enjoying the culture. There’s less hierarchy and more scope to pursue areas I’m interested in than I’ve found in my former in-house roles. I won’t miss chairing the health and safety committee, for instance. It’s early days, but if there are things I think PwC can do better as an employer I certainly won’t be afraid to say so, after all that’s my job.”

Neil RodenPartner in PwC’s HR consulting practice.

About Neil Roden

Neil Roden is a Partner in PwC’s HR consulting practice. He advises large corporates on all aspects of HR, with a particular focus on the role of the HR function, how to optimize its activity and the critical impact of people on business performance. Roden was formerly group HR director at Royal Bank of Scotland, where he worked for 13 years, and his experience included M&A integrations, downsizing and joint ventures. Prior to that, Roden worked at National Australia Bank. He is regularly ranked as one of the most influential people in HR.