Debbie Dawson CFHRINZ

How did your career in HR begin, and what was the journey like to get where you are now? 

Like many people of my age and stage I came into HR sideways from another career. When I first left university I trained to become a librarian and worked in that sector for a while. My HR career started with an administrative training role in an organisation that did not have an HR function so before long I was setting up systems, sorting the personnel files, and trying to organise the recruitment process. My professional experience as an employee has been primarily in the public sector - first in the DSIR (as it was then), then moving to the university sector, and followed by a lengthy stint in local government. Since then I have been working as a self-employed consultant specialising in executive appraisal, organisational reviews and investigations. 

What do you love about having a career in HR? 

I have always been fascinated by the human condition and what makes people tick. My natural curiosity and talent for digging deeply has proved to be very useful in this profession. I also like setting up systems and solving problems and it turns out these are key skills for our work. Alongside HR I have a keen interest in governance and my work with boards has proved valuable for appreciating the business and organisational contexts within which we operate. During my corporate career I was privileged to lead a number of significant projects and organisational development programmes and while many of these were very satisfying there is nothing better than the opportunity to coach a leader or manager and witness their personal and professional transformation as they discover their own style in resolving issues. 

What are some defining moments from your career journey so far? 

I was very fortunate while in corporate roles to work with some great consultants from whom I learnt a lot. I was involved in some large organisational restructures so to walk alongside experienced and skilful people was essential. An added bonus is that some of these people have become lifelong professional and personal friends. 

I have always been keen to learn and one of the most formative professional development experiences for me was a five-day course on strategic HR with the inimitable Roger Collins. I accessed this course through HRINZ and it came at exactly the right time as I had been an HR Manager for a while and it was during this course that the cloud lifted and I could suddenly see how it all fitted together. 

I also loved leading an HR team. They were all so clever, worked really hard, and we enjoyed a few good laughs. I like to think that one of my superpowers is selecting excellent people and I am grateful to still be in contact with many of them. 

Another defining moment for me was leaving a corporate role to join a small boutique consultancy. I learnt a lot such as how to pitch for work and how to write proposals. I also learnt a lot about consulting methodology although when I finished up with them to work on my own account I came to appreciate my own unique style that was less formulaic and a bit more practical and resourceful. Coaching clients in particular don’t need a flow chart or complex advice – they just need someone to listen and to help them to generate their own solutions. 

What advice would you give to someone early on in their HR career? 

I have mentored a number of HR professionals early on in their career, and I have always advised them to put their hand up for organisational projects that will expand their view of the operation. One of the best ways of adding value to an organisation is to understand how it makes money and what it takes to be successful because knowing this equips us to provide better support and advice for our people. I often assure young practitioners that any operational experience including running a café or working in retail while they were studying is valuable background for most HR roles. 

Why is HRNZ important for the HR community? 

I think professional organisations have an important role in upholding high standards of practice. I first discovered HRINZ when I realised that even though I was leading an HR function there was a lot I did not know. The professional development offerings were really pivotable as previously mentioned although I quickly got involved in various committees which also added capability and created a valuable network of supportive professional colleagues. 

What was your path to Chartered Fellowship like? What did you enjoy about the process? 

I served on the HRINZ Board from 2007-2013 which included a stint as Vice-President. I led and served on several committees which included developing a strategic plan for the Institute, leading the Research and Publications committee, developing the competency framework prior to our current one, and convening the accreditation process prior to the current Chartering process. I was also involved in a number of HRINZ conferences as a presenter and panel convenor. A particular highlight was hosting Dave Ulrich on a discussion panel in 2014 and discovering in discussion that we are both introverts! More recently I have been pleased to be a judge for the annual HRNZ Awards from 2006 to 2023 and was fortunate to be an award recipient myself in 2001 for a Leadership Development programme. 

I was delighted to be nominated for Fellow of the Institute in 2012 (subsequently transferred to Chartered Fellow in 2017). It is always a buzz to be nominated and recognised by colleagues whom you admire and respect. 

What is next for you in this chapter of your career? 

My current professional focus is providing executive coaching for business owners and senior managers. Perennial pain points continue to include managing their huge workloads and managing their people. I love helping people in this way because when they learn new skills and approaches they have these for ever, and a wise and capable leader can do so much good in our organisations. 

I have now been facilitating HRNZ’s flagship HR Foundations programme since 2014. This programme has been through several iterations and is regularly updated. The participants are often recent graduates or those new to HR so it is a privilege to spend three days diving deeply into the intricacies of good HR practice. 

More recently I have redeveloped a one-day course for team leaders and managers called HR Essentials for People Leaders which I facilitate on behalf of HRNZ. This programme is offered online to HRNZ members and is also delivered in-house to a wide range of organisations. I am very proud of this plain language, easy to understand, introduction to sound HR practice for people leaders at all levels. The principle of ‘good faith’ is the anchor for this offering and it is an honour to be positively promoting good HR practice more broadly in our organisations. 

One of my personal pleasures is writing. I regularly post on my own website [www.debbiedawson.co.nz], LinkedIn and other social media. I like to think that I am good at offering different perspectives on a variety topics, and trusting that sharing these insights and reflections may be useful for others.