“HRLife in Conversation” with Elinor Brett

For this edition of ‘HRLife In Conversation’, we’re delighted to be talking to Elinor Brett “about life as an HR Interim.

We’ve known Elinor for many years and have watched her make the move from a corporate HR Director role to setting up her own consultancy, working with a real mix of organisations across different sectors and at very different stages of growth.

It’s fair to say it’s been a busy nine years and not always in the easiest of markets. We were keen to sit down with Elinor to hear what she’s learned from seeing HR from the outside, whether the challenges really are that different from one organisation to another, and what life as an independent HR professional has taught her about the profession.

What has moving away from permanent HRD roles taught you about HR?

Probably that, in most cases, the issues are actually very similar! Different companies, different sectors, different sizes but often the same people challenges come up again and again. Whether it’s leadership, communication, performance, culture or simply getting the HR basics right, there are definitely recurring themes. Having worked across such a broad range of businesses over the last nine years, that’s probably been one of the biggest things I’ve noticed. You can walk into an organisation in a completely different sector and very quickly recognise some of the same challenges you’ve seen somewhere else. The context might be different, but people are people.

I also think the way businesses access HR expertise has changed enormously. There are so many more options now beyond employing someone permanently, which is particularly valuable for smaller or growing businesses that might need senior HR expertise but don’t necessarily need – or can't justify – a full-time HR Director.

From my own perspective, I’ve also realised just how many opportunities there are outside of permanent employment. When I first made the move, it felt like a much bigger leap. Nine years on, having built a strong network and relationships with people who know what I do, opportunities often come through those connections. That network has become a really important part of running my business.

What are the main three differences, in your opinion, between working as an interim HR consultant and being a permanent HRD?

I’m not sure I can actually come up with three and I mean that in a very positive sense!

I think a lot depends on what you’ve been brought in to do and sometimes what you actually find needs doing once you get there isn’t necessarily what you were originally told!

There is also a distinction between consultancy in its purest form, which tends to be more project-based or about providing guidance and expertise, and an interim role. In my experience, being an interim can actually feel very similar to being a permanent HRD, just at a much faster pace. There’s no real build-up period. You arrive, you get stuck in and there’s usually an expectation that you’ll start making an impact and delivering pretty quickly.

I’ve been really fortunate that, in all the roles and with all the clients I’ve worked with over the last nine years, I’ve always been treated on a level with permanent employees. I’ve had access to the same information, been part of the same conversations and been trusted to operate as part of the leadership team. I think that’s really important if an interim is going to be effective.

Perhaps one of the biggest differences is that it can be easier to be a little more vocal as an interim or consultant. I’ve always believed in honesty and transparency, but there is a slightly different dynamic when you’re not thinking about your permanent career within that organisation. You’ve been brought in for a reason and part of your value is being prepared to say what you see, challenge where necessary and get to the heart of things quickly. Often you can say the things that might make for an uncomfortable conversation!

Ultimately, though, I don’t see interim HR as sitting on the sidelines. You’re very much part of the business – you just don’t have the luxury of six months to find your feet!

What do you think businesses need most from their senior HR leaders today?

Clear direction on what the business needs from its people and, importantly, making sure that aligns with the overall company strategy.

But I also think we sometimes overlook the importance of getting the foundations right. You can have a great people strategy, but if the basic HR practices, processes and structures underneath it aren’t working properly, it’s very difficult to build on them. Creating that sturdy base for growth and maturity is, in my opinion, one of the most important things a senior HR leader can do.

That means either knowing how to put those foundations in place yourself or having a team around you with the know-how to do it. Seniority shouldn’t mean becoming too removed from the fundamentals of HR and often I find myself rolling my sleeves up to make this happen.

I also think strong Employee Relations knowledge is increasingly important. We’re operating in a more complex employment environment and organisations are looking to HR for greater support and guidance in this area. Senior HR leaders don’t necessarily need to manage every case themselves, but they do need a solid understanding of ER, the confidence to navigate difficult situations and the judgement to know when something needs closer attention.

For me, the best senior HR leaders can see the bigger picture and understand where the business is going, while still making sure the foundations underneath it are strong enough to support it.

What would you do differently if you stepped back into a permanent HRD role tomorrow?

Ohhhhh, tough question…because I probably wouldn’t!

But if I did, I think I’d take everything I’ve learnt from the last eight years of consulting and interim work with me. I’d be a little bolder, trust myself more and have greater confidence in the knowledge and experience I’ve built up over the years.

Working across so many different businesses gives you perspective. You see what works, what doesn’t and, perhaps most importantly, you realise there often isn’t one perfect answer. I think I’d be more comfortable trusting my judgement, saying what I think and backing myself.

What has made working in HR harder in recent years?

For me, one of the biggest things is the increasing use and sometimes misuse of formal ER processes.

I’m seeing high levels of cases that could and should have been dealt with much earlier and far more informally, or perhaps wouldn’t have arisen at all if good management had been in place. Difficult conversations aren’t always happening when they need to, issues are allowed to build and suddenly something that could have been resolved relatively simply has become a formal HR matter.

The other obvious one is the use of AI to generate claims and responses back and forth. It’s creating a whole new challenge. People can now produce incredibly detailed, lengthy correspondence at the touch of a button which HR then has to read, investigate and respond to.

Wow – what a black hole of time and resource!

Complete the sentence: “Great HR is…”

Great HR is about really caring and putting people at the heart of the business.

And that doesn’t mean being ‘pink and fluffy’. It’s about making decisions that genuinely consider people, while still understanding what the business needs to achieve. For me, it’s about doing the right things, for the right reasons. 

A big thank you to Elinor for taking the time to chat to us.

It was great to hear her reflections on almost a decade spent working across such a variety of businesses and particularly her reminder that, whatever the sector, size or stage of an organisation, many of the people challenges remain remarkably similar!

Her thoughts on getting the HR foundations right, having the confidence to challenge and the growing amount of time being swallowed up by ER and AI-generated correspondence certainly gave us plenty to think about.

And perhaps there’s no better place to finish than where Elinor did: great HR is genuinely about putting people at the heart of the business and doing it for the right reasons.

Thanks Elinor – we loved catching up.

Thinking about interim HR?

If Elinor’s story has got you thinking about whether interim or contract work could be right for you, we’re always happy to have a conversation. We’ve worked with HR professionals at all stages of their interim careers from experienced interims to people considering making the move for the first time.

Equally, if you’re a business considering whether an interim HR professional could help you through a period of change, growth or simply give you access to expertise you don’t need permanently, we’d love to hear from you.