LEADING THE HR FUNCTION
Branch presidents: Showcasing their influence Kathy Catton, Human Resources magazine editor, asks HRNZ’s branch presidents how they influence their committee, their community and their workplaces. Here she summarises their responses.
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s HR professionals, many of us can relate to the challenge of carrying out our objectives and responsibilities without holding any official direct authority over individuals or departments. We can’t tell someone to do something or insist on a particular modus operandi. There’s no “my way or the highway”. So, to excel in our roles, it is crucial for HR professionals to learn the subtle yet powerful art of influencing. This is something HRNZ’s branch presidents are practising on a daily basis. I asked nine branch presidents how they use their position to drive change and impact the committee and community they serve. And I asked them to share their practical tips and suggestions on influencing. Their responses can be framed into seven common areas. BUILD RELATIONSHIPS
38 HUMAN RESOURCES | SUMMER 2023/24
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irst and foremost, strong relationships are vital for any HR professional to make a lasting impact within their organisation.
Thank you to the HRNZ Branch Presidents who kindly gave their time and thoughts to help create this article.
As Kelly Wealleans, Canterbury Branch President says, “You need to start to build trust and really connect with your leaders and other teams in the business.” Kelly suggests doing this by offering to chair or sit in on operational meetings with managers. “Influencing is easy when you can connect closely and help others through their journey in the organisation.”
Kelly Wealleans, Canterbury Branch President
Kelly also advises other HR professionals to consider their own personal brand and how they want to be seen. “To influence well, your brand should foster trust, respect and inclusivity,” says Kelly. “You need to create a solid sounding board where leaders can depend on you.” BECOME A TRUSTED ADVISER
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any branch presidents agree with Kelly, saying the essential element to credibility is being a trusted adviser. That involves developing a deep understanding of the organisation’s strategic goals and ensuring the HR strategies are aligned with those. “I’ve been in many roles where I haven’t had the authority or even staff reporting to me, but I feel just stepping up to take the lead in different areas where you see a need, backed by a trusting working relationship, works well,” says Felicity Hislop, Wellington Branch President. “I think sometimes people end up assuming you have some authority because of the leadership role you play when you put yourself forward!” Teamwork, collaboration and transparency were all solid elements for the branch presidents in becoming trusted advisers. SHOWCASE YOUR EXPERTISE
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t comes with the territory that many branch presidents are also subject-matter experts.
