As the Global Enterprise Learning Director, what strategies have you found most effective for talent identification and capability development within AstraZeneca?
As simple as it sounds, one of the most impactful approaches I have adopted more frequently is the principles of Design thinking as part of the strategy deployment – know your customer, listen to your stakeholders, and make time for their input. Establish what the REAL priorities are within a global frame where you could in theory cast a net out to try and do everything!
What innovative approaches have you used to ensure continuous learning within AstraZeneca?
Use of gamification, learning experiments, new technology, and trialing advancements in digital such as ChatGPT / AI whilst keeping people connected and inspired to be lifelong learners within the flow of their day/week/month/year.
Can you share your thoughts on the role of HR in fostering a culture of continuous learning and development, and how this ties into talent retention and engagement?
A closer look at your HR ecosystem is essential – how are your messages being baked into other aspects of the employee experience e.g Performance Management, Reward, recognition, design of talent frameworks, career experiences, and development
In your opinion, what are the essential skills and qualities that make a great HR leader?
No 1 on my list is the capacity to navigate, lead, and drive sustainable change – 100% essential!
With your background in Organizational Development and Effectiveness, could you share some advice on managing high-impact transformational change within AstraZeneca?
I would remove the word ‘managing’ from the question and replace it with ‘leading’ – far too many organizations drive to drive through change in a top-down way which tends to be unsustainable, ineffective and yields low impact.
Organizations that are driving genuine transformational change are doing so in a much more systemic way – Kotter is one view… there are many more!
Can you provide insights into the importance of authentic leadership in today’s corporate world?
This is one of the foundational aspects of providing psychological safety and trust – if you can do this, you can achieve great things… followership to name one. The key is in the world Leadership (a tribe of leaders together) – it needs multiple leaders behaving in the same, consistent way – the results can far outstrip your original scorecard objective!
What are the key principles and behaviors that HR professionals should encourage to foster authentic leadership in their organizations?
Again, what is this tied to within the HR Ecosystem? What happens when you see behaviors that are counterintuitive to your intent? How are you building capability and awareness? HR should lead by example and have the courage to speak up where a change to the status quo is required.
Lastly, how do you maintain your enthusiasm and drive in the HR field, and what advice can you offer to HR practitioners to stay motivated and passionate about their work?
Be curious – look and listen far and wide for ideas, thoughts, and different views that may be very different from your own. Be bold, own your career, and ask yourself “What do I want to be known for in my field” – let this be your north star in the what and the how of your role(s).
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