Tony McCabe CFHRINZ

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

My career in HR evolved from operational and management roles where I was increasingly drawn to people, fairness, and organisational systems. What began as handling employment relations and change quickly became a vocation. 

My first HR role was HR Manager at Whitireia Polytechnic. 

Over more than thirty years, I have worked across senior HR leadership, governance, investigations, mediation, and advisory roles in both the public and private sectors. I have partnered with boards, executives, unions, and employees, often in complex and highpressure environments. Throughout that journey, my focus has remained constant: creating fair, respectful workplaces and supporting leaders to understand the real impact of their decisions on people. 

I spent thirteen years with Fulton Hogan rising to the position of EGM People. 

What do you love about having a career in HR? 

HR provides the opportunity to make a genuine difference in people’s working lives. At its best, HR balances organisational performance with human dignity, creating environments where people feel respected, heard, and able to contribute. 

I also value the ethical and professional challenge of HR. The role often requires sound judgement, courage, and integrity—particularly when navigating conflict, change, or matters of conduct. Being entrusted to uphold values, especially when it is uncomfortable, is a responsibility I have always taken seriously. 

In my leadership training I constantly reinforce the message that the Managers behaviours have on the working life and homelife’s of employees and how important leadership is and treating people with respect. 

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

One of the most satisfying roles in my career was leading a small HR team to support people following the Christchurch earthquakes. In the immediate aftermath, our focus was entirely on the wellbeing of employees and their families. HR became the centre of the organisation’s response, coordinating welfare checks, practical support, and ongoing people care during an incredibly distressing time. That experience reinforced for me that HR’s true value is revealed in moments of crisis—when compassion, presence, and practical leadership matter more than policies or process. Supporting people through uncertainty, loss, and recovery was both humbling and profoundly meaningful. 

More broadly, leading people and culture responses during periods of significant organisational disruption reinforced my belief that HR is central to organisational resilience. My governance work has also been defining, particularly contributing to standards, accreditation, and professional integrity at board and committee level, deepening my understanding of stewardship and longterm responsibility. 

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

Remember that HR is fundamentally about people. Frameworks and policies matter, but empathy, integrity, and judgement matter more. 

Invest early in professional development—seek mentors, understand the law and theory, and learn how organisations really operate in practice. Be curious and listen carefully. 

Protect your credibility. HR professionals will inevitably face pressure to compromise; ethical courage is essential. 

Why is HRNZ important for the HR community? 

HRNZ plays a critical role in setting professional standards, supporting capability development, and strengthening the credibility of HR in Aotearoa New Zealand. It provides a professional community, a collective voice, and a framework for accountability. 

In a rapidly changing world of work, HRNZ helps practitioners navigate complexity while maintaining ethical and professional practice. Its commitment to accreditation reinforces the importance of experience, reflection, and integrity in HR leadership. 

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

The path to Chartered Fellowship was a reflective one. It required me to look back over my career not just in terms of roles held, but in terms of impact, learning, and contribution to the profession. 

I valued the emphasis on reflective practice and professional judgement rather than technical compliance alone. The process recognised the complexity and responsibility inherent in senior HR practice. 

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

This stage of my career is about contribution rather than progression. My focus is on governance, mentoring, investigations, and supporting organisations and leaders to navigate difficult issues well. 

I remain committed to upholding professional standards, contributing to public good through governance and advisory work, and supporting the next generation of HR practitioners.