Ross Pearce DistFHRNZ
What was your first HR role, and where are you today?
My first role in HR was as an Industrial Relations officer for a manufacturing company. I started with very little idea about what industrial relations involves, so it was a steep learning curve. The organisation had around 20 unions represented on site, so much of my early work focused on building relationships with union delegates and negotiating agreements - very much a baptism of fire, but one I really enjoyed. Today, I am semi-retired and still stay connected to the profession as a Distinguished Fellow of HRNZ, doing some mentoring, occasional project work, and contributing to the profession where I can.
Tell us about your 'career in HR' story - how did this become your career and what brought you to where are at today?
My interest in HR began while studying at Massey University in the early 1970s. I initially didn’t know what area I wanted to specialise in but found my path attending a lecture on what was then called ‘personnel management’. During my degree, I completed holiday HR projects at organisations in my hometown of New Plymouth, which ultimately led to my first role. From there, I moved to Auckland and spent many years in consulting, working across a range of HR areas including, reward & recognition, performance management, leadership development, organisational design, and culture. I also ran my own business, which taught me a great deal about building relationships and operating with discipline. My most recent role was with Ernst & Young in their reward consulting practice, before retiring in 2021.
What continues to inspire you about this profession?
The ability for HR to influence both people outcomes and business outcomes. The most effective HR practitioners can speak confidently about good people management and how businesses can run efficiently and effectively. They understand how organisations operate, generate value, and serve customers. HR practitioners are in a unique position within organisations because they have access to senior leadership, including the CEO, and they also have a deep understanding of how the organisation functions. That ability to build credibility and contribute strategically is what makes the profession so impactful.
Looking back across your career, what moments or achievements come to mind?
There are a few highlights that stand out, and my involvement with HRNZ was particularly significant. In the early 2000’s I held a range of governance roles, including Auckland Branch President, National Council member, Vice President, and eventually National President. That period was incredibly rewarding, and we achieved a lot in terms of growing and strengthening the profession.
I was also closely involved in developing and rolling out the HRNZ mentoring framework and contributing to the chartering and accreditation pathway, both of which have had a lasting impact. From a career perspective, I valued the opportunity to work internationally, where I got to share knowledge and advise organisations in countries like Australia, Singapore, Malaysia, China, India, and Korea. It was rewarding to see New Zealand practitioners contributing at that level.
What wisdom would you share with early-career HR professionals?
There are a number of important actions people new to the HR profession can take. First, build your networks early. Get involved with HRNZ, attend events, and connect with others in the profession. Second, gain broad exposure across HR disciplines before specialising. That helps you understand what areas you’re most interested in and builds a strong foundation. Third, find a mentor and make the most of that relationship.
Mentoring is an incredibly valuable resource, but it only works if you actively engage in the process. It’s also important to understand how organisations operate beyond just HR. Knowing how different types of organisations function allows you to tailor your approach effectively. Finally, develop a clear understanding of what good people management looks like. That way, when you see poor practice, you will have the confidence and knowledge to challenge it.
What difference does HRNZ make for HR professionals?
HRNZ plays a critical role in supporting the profession. It provides resources, development opportunities, and a strong professional community. It also acts as a voice for the profession. It engages with government and the wider business community on what good people management looks like and advocates for improvements in policy and practice. The HR capability framework is particularly important, as it provides a clear pathway for professional development from entry level through to senior leadership. It also connects New Zealand practitioners to the global HR community, which is valuable for sharing knowledge and staying current.
Becoming a Distinguished Fellow is a significant achievement. What has the journey been like for you?
It was quite unexpected. I was awarded Life Fellowship (now Distinguished Fellow) in 2012, and it came as a complete surprise at the time. For me, it represents recognition from peers for the contribution I’ve made to the profession over many years. Since then, it’s been great to remain connected with other Distinguished Fellows. There’s a lot of collective experience in that group, and more recently we’ve been exploring ways to collaborate and contribute to the profession in ways that will add value to the membership.
What are you excited about working on these days?
These days I’m semi-retired but still keep pretty active. I take on occasional short consulting projects, which helps me stay engaged professionally. I also hold governance roles, including having been on the board of Youthtown for 12 years, where I’m involved in supporting youth development programmes. Alongside that, I’m involved in my local racquets club as Vice President, and I do outdoor volunteer work in regional parks on the North Shore in Auckland.