Kirsten Patterson DistFHRNZ
What was your first HR role, and where are you today?
I began my career as an employment lawyer at the Employers and Manufacturers Association, specialising in employee relations. That’s where I discovered that the real heartbeat of any organisation is its people.
My first HR leadership role was Head of HR for Stagecoach (bus company). It was a shift from advising on problems to shaping culture and leadership from within. That led me to the HR Manager role at New Zealand Rugby where I then moved into the role of General Manager Corporate Services.
Today, I’m Chief Executive of the Institute of Directors in Aotearoa New Zealand and a professional board director. I may not carry an “HR” title anymore, but I’ve never stopped leading through a people lens.
Tell us about your career in HR story — how did this become your career?
Law school didn’t light me up until I found employment law. Suddenly it was real. Human. Immediate.
Working on employee relations issues, I saw too many organisations calling for help once things had already gone wrong; the ambulance at the bottom of the cliff. I wanted to build the fence at the top.
That took me into HR leadership, and from there into broader executive and governance roles. My HR background became my superpower. Understanding people, culture and leadership behaviour is fundamental to performance. The more senior my roles have become, the more valuable that foundation has proved.
What continues to inspire you about this profession?
In a world being reshaped by digital transformation and AI, great people leadership matters more than ever. Technology changes fast. Human behaviour doesn’t.
HR sits at the centre of how organisations navigate trust, performance, culture and change. That influence and responsibility is incredibly powerful.
Looking back across your career, what moments stand out?
I’ve been lucky enough to work on some really sexy HR issues, including All Blacks Coach appointments and negotiating the All Blacks collective agreement and salary cap. The moments that matter most however are when you see someone step into their potential. When a development programme unlocks confidence and capability. Sustainable success is always built on people. Being part of that journey is what I value most.
What wisdom would you share with early-career HR professionals?
Know the business. Understand how it makes money, where the risks sit, and what drives value. Build your financial literacy. Commercial credibility gives you influence.
Develop your executive presence. Your insight is important, but your ability to communicate it in the room is what earns you a seat at the table.
And don’t see HR as support. See it as strategy. When you combine business acumen with deep people insight, you become indispensable.
What difference does HRNZ make for HR professionals?
HRNZ lifts the bar for the profession. It provides standards, development pathways and a strong professional community. It also creates connection. HR can be a lonely role inside organisations. HRNZ ensures practitioners don’t stand alone, and that collective strength matters.
Becoming a Distinguished Fellow is a significant achievement. What has the journey been like?
It’s a genuine honour, especially as I haven’t held a core HR title for many years. But I firmly believe every leadership role is an HR role. Leadership is about people.
I’ve been involved with HRNZ for many years - volunteering on the former Chartered Membership Committee, supporting early awards programmes, and now serving as a judge for the annual awards. Staying connected to the profession keeps me inspired.
What are you excited about working on now?
Bringing a strong people lens to governance. Boards are grappling with culture, succession, AI, workforce transformation and reputation risk. My HR foundation allows me to ask different questions. Good governance and good people leadership are inseparable. That intersection is where I do my best work.