Craig Binney CMHRNZ

Please walk us through the journey that led you into your current role. 

My career began in hospitality, where I worked in hotel operations and management. Like many people in our industry, I was drawn to hospitality because I enjoyed working with people and creating memorable experiences for others. 

The 2011 Christchurch earthquakes unexpectedly changed the direction of my career. During that period, I found myself moving into a Learning & Development role, which was quite a departure from hotel management. While the environment was different, I quickly realised that many of the skills were transferable. Whether you're leading a hotel team or helping people learn and grow, success comes down to understanding people, building capability, and creating an environment where others can succeed. 

From there, my career evolved into broader People & Culture leadership. Looking back, it feels less like a career change and more like a continuation of what attracted me to hospitality in the first place. I've always enjoyed helping people achieve their potential, and People & Culture has given me the opportunity to do that on a wider scale. 

What is the best part of your job? 

The best part of my job is the variety and the constant opportunity to help people navigate challenges. 

No two days are ever the same. One day you might be supporting someone through a difficult situation, the next you could be helping leaders develop their teams, navigating organisational change, or solving a business problem that has a people component. 

I also love the complexity of hospitality and tourism. It is such a people-focused industry. There are not many industries where customers place as much trust in your people as they do when they choose to stay with you. Delivering great experiences requires great teams, and helping create environments where those teams can thrive is incredibly rewarding. 

Ultimately, it's the people side of the role that keeps me engaged. Seeing people develop confidence, progress their careers, and achieve things they didn't think were possible is what makes the work worthwhile. 

What is a career highlight that stands out for you? 

One of the highlights of my career has been the opportunity to contribute beyond my own organisation and become involved in shaping conversations across the wider hospitality and tourism sector. 

Through my involvement with Hotel Council Aotearoa and other industry forums, I've had the privilege of working alongside industry colleagues on some of the workforce challenges and opportunities facing our sector. Whether it's leadership development, attracting talent to hospitality, or preparing for the future of work, I've always valued the opportunity to collaborate with people who are passionate about building a stronger industry. 

More recently, participating in industry events such as AHICE Aotearoa has been a real highlight. It's provided an opportunity to share ideas, learn from others, and contribute to discussions about the future of hospitality and people leadership in New Zealand. 

What I've enjoyed most is the collective approach. Hospitality is a highly connected industry, and some of the best outcomes come when organisations put competition aside and work together towards common goals. Being part of those conversations has been both professionally rewarding and personally fulfilling. 

What does becoming a Chartered Member mean to you personally? 

Becoming a Chartered Member means a great deal to me. 

It's something I had considered pursuing for several years, but if I'm honest, I wasn't always convinced I would make the grade. Like many people, I think I sometimes underestimated my own experience and contribution to the profession. 

Receiving confirmation that I had achieved Chartered status was both exciting and humbling. It felt like recognition from my peers and validation of the work I've done throughout my career. 

More importantly, I see Chartered Membership as a commitment to continuous learning and professional excellence. The decisions HR professionals make have a significant impact on people's lives, careers, and organisations. Maintaining high professional standards is something I take seriously, and Chartered Membership represents that commitment. 

What pushed you towards pursuing Chartered Membership? 

For me, it was a combination of professional curiosity, encouragement from others, and a desire to challenge myself. 

I had been thinking about Chartered Membership for a number of years but kept finding reasons to put it off. It was the encouragement of colleagues and people whose opinions I respected that ultimately prompted me to take the next step. Their confidence in me helped me believe that perhaps I was more ready than I thought. 

I was also motivated by the opportunity to benchmark myself against the standards of the profession and formally demonstrate my commitment to good HR practice. 

I was fortunate to receive support from the team at Charter Assist throughout the process. They provided guidance and reassurance at a time when I wasn't entirely sure where to start, and that support removed much of the uncertainty. Having said that, I was still incredibly nervous waiting for the outcome of the interview. Some things never change! 

Now that you are a Chartered Member, what do you see as being the next steps for your career? 

The next chapter for me is less about climbing the ladder and more about helping others up it. 

I've been fortunate to work with some incredible people throughout my career who have challenged me, supported me, and provided opportunities that have helped shape who I am today. I'd like to ensure others have access to those same opportunities. 

A concept we talk about increasingly in tourism is regenerative tourism, the idea that we should leave places and communities better because of our presence. I think there is a strong parallel between that philosophy and leadership. I'd like my contribution to leave people, organisations, and the profession stronger than they were before. 

That means continuing to support and develop future leaders, while also contributing more broadly through organisations such as HRNZ and Hotel Council Aotearoa. I've seen firsthand the impact that professional networks and industry collaboration can have, and I would like to play a greater role in helping develop capability across both the hospitality industry and the HR profession. 

Becoming a Chartered Member has reinforced for me that professional growth is not just about personal achievement. It's about sharing knowledge, supporting others, and helping raise standards across the profession. If I can help create opportunities for others and contribute positively to the future of our industry, I'll consider that a worthwhile legacy.