HR Unlocked with Lisa Oakley

What happens when someone with deep operational experience steps into the Chief People Officer role?⁣
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In this episode of HR Unlocked, Lisa Oakley sits down with Nicki Mackay, Chief People Officer at FMG, to explore leadership, trust, resilience, culture, and the future of People & Culture.⁣
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After 17 years at FMG across operational and leadership roles, Nicki brings a practical understanding of the business. She shares how moving between roles has challenged her assumptions, strengthened her commercial understanding, and shaped her approach to executive leadership.⁣
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A central theme is perspective. Nicki explains why technical expertise builds credibility while leadership builds influence, and why People & Culture must help people thrive while keeping the business moving.⁣
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She also explores trust, self-awareness, and constructive challenge, reflecting on the Auckland Anniversary floods and Cyclone Gabrielle. Experiencing a year's worth of claims in just two weeks taught her valuable lessons about staying calm, supporting teams, and leading through uncertainty.⁣
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Nicki discusses decision-making under pressure, why perfect information rarely arrives on time, and how leaders must combine data, judgement, and instinct while remaining ready to adapt.⁣
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The conversation also covers career agility, performance, motivation, generational diversity, mutuality, and Nicki's leadership philosophy: be your story, own it, live it, love it.⁣
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𝐖𝐡𝐚𝐭 𝐘𝐨𝐮'𝐥𝐥 𝐋𝐞𝐚𝐫𝐧⁣
• How operational experience strengthens People & Culture leadership and commercial understanding⁣
• Why changing roles challenges assumptions and broadens perspective⁣
• Why technical expertise builds credibility while leadership builds influence⁣
• How People & Culture can maintain organisational momentum⁣
• What CEOs and executive peers need from a Chief People Officer⁣
• Why relationships and respectful challenge strengthen executive teams⁣
• How self-awareness and active listening improve leadership ⁣
• What Cyclone Gabrielle taught Nicki about trust, resilience, and crisis leadership⁣
• Why leaders must make decisions with incomplete information⁣
• How career agility creates opportunities beyond rigid career plans⁣
• Why performance issues may reflect role fit, strengths, or motivation⁣
• How beliefs, values, and individual drivers influence behaviour⁣
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𝐊𝐞𝐲 𝐓𝐚𝐤𝐞𝐚𝐰𝐚𝐲𝐬⁣
• Perspective matters. Moving across an organisation builds context and improves judgement.⁣
• People & Culture should enable progress. Early involvement, commercial understanding, and strong relationships help businesses move forward.⁣
• Trust is built before a crisis. Everyday relationships provide the foundation for extraordinary moments.⁣
• Resilience means moving forward. Crisis leadership requires calm, awareness, judgement, and support for others.⁣
• Decisions can't always wait. Leaders must act with incomplete information and adapt as circumstances change.⁣
• Careers aren't concrete. Flexibility creates opportunities that rigid plans may miss.⁣
• Performance depends on context. Strengths, motivation, role fit, and individual circumstances all matter.⁣
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𝐀𝐛𝐨𝐮𝐭 𝐍𝐢𝐜𝐤𝐢 𝐌𝐚𝐜𝐤𝐚𝐲⁣
Nicki Mackay is Chief People Officer at FMG. With more than 15 years at the organisation, she has held operational and leadership roles across area management, agribusiness, claims, recovery, and executive leadership.⁣
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Nicki joined FMG's executive leadership team as Chief People Officer in 2023, bringing extensive operational experience to the People & Culture function.⁣
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Her leadership approach centres on trust, curiosity, connection, practical judgement, and creating conditions for people to perform at their best. She is passionate about leadership, culture, resilience, organisational agility, and helping people navigate change while staying connected to their strengths and values.⁣
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𝐖𝐡𝐲 𝐓𝐡𝐢𝐬 𝐄𝐩𝐢𝐬𝐨𝐝𝐞 𝐌𝐚𝐭𝐭𝐞𝐫𝐬⁣
People & Culture leaders need more than HR expertise. They need commercial understanding, operational awareness, strong relationships, sound judgement, and the ability to influence across an organisation.⁣
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Nicki's career demonstrates how operational experience can shape executive leadership, culture, crisis response, and the People & Culture function.⁣
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As organisations face accelerating change and uncertainty, leaders will rarely have perfect answers. They'll need to trust their judgement, understand their people, act with integrity, and move forward when waiting is no longer useful.⁣
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For HR professionals, executives, people leaders, business owners, and anyone navigating leadership or career change, this conversation offers practical insights into trust, agility, resilience, and keeping people and business moving.⁣
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𝐑𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬 & 𝐋𝐢𝐧𝐤𝐬⁣
• FMG: https://www.fmg.co.nz/⁣
• Connect with Nicki Mackay on LinkedIn: https://www.linkedin.com/in/nicki-mackay-b8501158/
See omnystudio.com/listener for privacy information.

What happens to the future of work if half your workforce gets left behind?
In this episode of HR Unlocked, Lisa Oakley sits down with Rose Powell, General Manager People & Capability at Vitaco Health Group, to explore what future-focused People & Culture looks like inside a complex, vertically integrated organisation.
Rose's leadership philosophy was shaped early in her career when she moved from a command-and-control manufacturing environment into the very different world of higher education. It was there that she began recognising empathy, care, and connection not as leadership weaknesses, but as strengths. That experience helped shape the servant leadership approach she continues to practise today.
At Vitaco, Rose leads People & Capability across a workforce spanning manufacturing, distribution, science, quality, sales, marketing, and corporate functions. She explains how Vitaco's Mini Business Unit model, Pillar Fundamentals, and skills matrix give manufacturing employees a structured pathway to build capability, learn end-to-end processes, progress their careers, and increase their earning potential.
The conversation also tackles a bigger question facing manufacturing: what skills should organisations be developing when technology is changing the work itself?
Rose shares her involvement in industry and vocational education, why future manufacturing workers will need a different capability mix, and why organisations also have an obligation to help their existing people become more adaptable. She discusses the value of reverse mentoring, including what Vitaco has learnt from younger interns bringing new AI knowledge and ways of working into the organisation.
For Rose, capability is more than knowing how to perform today's job. It means understanding how that job may need to be done differently and having the will to make that change happen.
That becomes particularly important with AI. Rose warns of the risk of creating a divide between employees who sit behind desks and those who don't. With many frontline employees traditionally lacking company emails, laptops, and access to the same digital tools as corporate teams, she argues that organisations need to be intentional about democratising access to technology, information, and learning.
Rose and Lisa also explore how strong cultures survive rapid growth, what constructive employer-union relationships look like, and why trust is built well before anyone reaches the bargaining table. For Rose, regular conversations with delegates and genuine relationships mean disagreement does not have to destroy trust.
What You'll Learn
How Rose's early career experiences shaped her servant leadership style

Why empathy, care, and connection can be leadership strengths

What People & Culture looks like across a complex, vertically integrated workforce

How Vitaco develops manufacturing capability through its Mini Business Unit model

How skills matrices can connect learning, career progression, and remuneration

Why capability development needs both technical and human skills

How employers and unions can collaborate on workforce development

Why traditional qualifications may not always keep pace with changing jobs

What future manufacturing employees will need to succeed

Why existing employees need support to remain adaptable as technology changes

How reverse mentoring can bring new skills into an organisation

What younger workers can teach established leaders about AI

Why capability is about more than knowing how to perform today's job

How purpose can support innovation and organisational growth

Why AI risks widening the gap between desk-based and frontline employees

How Vitaco is increasing frontline access to digital information and learning

Why organisations need to democratise access to technology

How culture can remain strong as organisations scale

Why consistency of purpose and messaging matters during rapid growth

What constructive employer-union relationships look like in practice

Why relationships with union delegates matter outside collective bargaining

How trust allows employers and unions to disagree constructively

Why People & Culture professionals need genuine commercial understanding

Why frontline leaders need more than technical expertise

How organisations can identify and develop leadership potential earlier

Why workforce planning increasingly needs to focus on capability rather than fixed job titles

Key Takeaways
Empathy, caring, and connection aren't weaknesses in leadership. For Rose, recognising those qualities as strengths fundamentally changed the way she leads.
Developing frontline capability works best when employees can clearly see how learning connects to their role, career progression, and earning potential.
Future manufacturing capability will look different as automation, data, new systems, and AI change the nature of work.
Organisations have a responsibility to develop the people they already employ, not simply recruit different skills when technology changes.
Reverse mentoring gives organisations an opportunity to learn from younger employees who may already be highly comfortable with emerging technologies.
For Rose, capability is a combination of knowing how to do the job, understanding how it might need to be done differently, and having the will to make that happen.
AI capability cannot be limited to employees with laptops and company emails. Otherwise, organisations risk creating a new workforce divide.
Modernising only part of the workforce limits both organisational performance and future talent pipelines.
Giving frontline employees greater digital access can improve their ability to access business information, learning platforms, and their own information.
Strong organisational cultures require consistency as businesses grow. People need to continue understanding the organisation's purpose and what makes it distinctive.
Constructive union relationships are built outside bargaining. Frequent dialogue and genuine relationships with delegates create a stronger foundation when disagreement occurs.
Trust doesn't require agreement. It requires consistency, legitimacy, and relationships strong enough to withstand disagreement.
People & Culture professionals need to understand how their organisation actually operates, creates value, and makes money.
Technical excellence doesn't automatically translate into great people leadership. Frontline leaders need support to build confidence and people capability.
Future workforce planning needs to consider capabilities as much as job titles because organisations cannot know exactly what every role will look like in the years ahead.
People want to understand why change is happening, have a voice in it, and know their contribution matters.
About Rose Powell
Rose Powell is General Manager People & Capability at Vitaco Health Group, where she leads the People & Capability framework supporting a vertically integrated Trans-Tasman workforce across manufacturing, distribution, science, quality, sales, marketing, and corporate functions.
Her work focuses on aligning workforce capability with organisational growth, developing future skills, strengthening leadership, and creating practical pathways for employees to build their careers.
Rose brings extensive experience across manufacturing, higher education, and complex workforce environments. Her leadership philosophy is strongly influenced by servant leadership and a belief in growing others, building relationships, and creating opportunities for people to succeed.
She is also actively involved in conversations around vocational learning and the future skills needed by New Zealand's manufacturing and food and beverage sectors.
Why This Episode Matters
The future of work isn't only happening in offices.
As AI, automation, data, and digital systems reshape organisations, one of the biggest workforce challenges will be ensuring frontline and non-desk employees have access to the same opportunities to learn, adapt, and remain relevant.
Rose offers a practical view of what that looks like inside a large manufacturing environment, from structured capability pathways and digital access to reverse mentoring, vocational education, leadership development, and constructive relationships with unions.
Her perspective also challenges organisations to think beyond simply recruiting the skills they'll need next. Future readiness means investing in the people already inside the organisation and creating the conditions for them to evolve alongside the work.
For HR and People & Culture professionals, executives, manufacturing leaders, operational managers, and anyone thinking about AI and workforce transformation, this conversation offers practical ideas for building capability without leaving people behind.
Resources & Links
Vitaco Health Group: https://vitaco.co.nz/
Connect with Rose Powell on LinkedIn: https://www.linkedin.com/in/rose-powell-9a00728/
See omnystudio.com/listener for privacy information.

How do you become the kind of leader people genuinely want to follow?
In this episode of HR Unlocked, Lisa Oakley sits down with Laurent Sylvestre to explore leadership, trust, human dynamics, executive development, and what it really takes to lead well.
Laurent challenges the traditional view of HR and People & Culture, emphasising that leaders ultimately own people and culture, while People & Culture professionals help create the conditions for people to thrive.
The conversation explores the importance of knowing your people, having meaningful conversations about skills and aspirations, and aligning individual potential with business outcomes.
A key theme is congruence — understanding who you are, the leader you want to become, and whether the organisation you work for aligns with your values and ambitions.
Laurent also shares his three levels of leadership: leading self, leading others, and leading the enterprise, alongside insights on high-performing teams, trust, executive wellbeing, CEO pressures, and navigating change with greater agency.
What You’ll Learn
Why Laurent once declared “HR is dead” and what he meant
Why People & Culture is about impact, not labels
What it means for HR to act as a curator * Why leaders need to truly know their people
How talent reviews can become dynamic and commercially useful
Why employee aspirations should connect to business outcomes
How Laurent’s experiences shaped his interest in human dynamics
The difference between HR process and what happens “under the waterline”
Why authenticity and congruence matter in leadership * Why difficult experiences can strengthen leadership capability
How to assess whether a role or organisation is right for you
Why diversity matters in high-performing leadership teams
The importance of leading self before leading others
How leading self, others, and the enterprise connect
Key Takeaways
The future of HR is not about changing the label. It is about increasing its impact on people, leadership, culture, and business outcomes.
Leaders own people and culture. People & Culture professionals help curate the environment in which both can thrive.
Knowing your people means understanding aspirations, capabilities, potential, and what matters to them — not just performance.
Talent conversations should be ongoing and linked to organisational outcomes rather than happening once a year.
Sustainable leadership requires alignment between who you are, how you lead, and the organisation you work within.
Career success on paper does not automatically equal fulfilment. Before pursuing a bigger role, leaders should ask what they are actually trying to achieve. You cannot lead others well without first understanding yourself. Leading the enterprise requires self-leadership and genuine followership.
High-performing teams need clear definitions of performance, strong individual contribution, disciplined behaviours, and trust.
Professional intimacy helps maintain trust when performance dips because people will not always be perfectly credible or reliable.
Many executive team problems are not individual capability issues, but problems with how people work together. CEOs are increasingly focused on boards, executive team effectiveness, staying connected to the organisation, and their own wellbeing.
About Laurent Sylvestre
Laurent Sylvestre is a leadership and human dynamics specialist, CEO, and founder who works with executives, senior leaders, and leadership teams.
His career spans Human Resources, People & Culture, executive leadership, and organisational development across Europe and Asia Pacific.
His work focuses on self-leadership, team dynamics, trust, organisational culture, and high performance.
After a long corporate career, Laurent moved into entrepreneurship to align his work more closely with his purpose and strengths. He works particularly with CEOs, managing directors, executive teams, and senior leaders.
Why This Episode Matters
Leadership expectations continue to grow as leaders navigate changing markets, board pressure, complex teams, technology, employee expectations, and uncertainty.
This episode brings leadership back to the individual, exploring identity, purpose, trust, relationships, and the kind of leader we want to become. Laurent also challenges HR and People & Culture professionals to look beyond processes and understand the human dynamics behind performance, conflict, trust, and change.
Whether you’re an HR professional, executive, business owner, senior leader, or considering your next career move, this conversation offers practical insights for leading yourself, strengthening relationships, and helping people and organisations perform at their best.
Resources & Links
Laurent Sylvestre: https://laurentsylvestre.com
Connect with Laurent Sylvestre on LinkedIn: https://www.linkedin.com/in/laurentsylvestre/
See omnystudio.com/listener for privacy information.

Is there really such a thing as HR best practice?
In this episode of HR Unlocked, Lisa Oakley sits down with Ronel Jacobs, Chief People and Safety Officer at Access Partners and Property, for a wide-ranging conversation about what effective People & Culture leadership looks like in the real world.
With more than 20 years of experience spanning HR, recruitment, health and safety, environment, quality, acquisitions, and organisational change across South Africa and New Zealand, Ronel has worked across organisations of vastly different sizes and industries.
One of her biggest lessons is that there is no single best-practice approach that works everywhere.
HR needs to understand the size, industry, culture, strategy, and commercial realities of the organisation before deciding what good looks like.
Ronel and Lisa explore this through acquisitions and restructures, discussing why communication is critical, how change champions can help organisations integrate, and why genuine consultation requires leaders to remain open to outcomes they may not have anticipated.
Ronel also shares how experiencing redundancy herself changed her approach to restructuring.
That lived experience has reinforced the importance of remembering that organisational change isn’t simply a process to complete. Decisions can affect someone’s livelihood, family, and, for migrant workers, potentially their ability to remain in New Zealand.
The conversation moves into the realities of employing migrant workers in highly specialised roles, including skills shortages, immigration uncertainty, significant investment in training and relocation, and the operational challenges businesses face when those skills aren’t readily available locally.
Lisa and Ronel also unpack employment disputes and representation, including their experiences with employment lawyers and advocates, the incentives that can shape dispute resolution, and why understanding the outcome both parties actually need can help resolve conflict more effectively.
AI is another major theme. Ronel describes the current enthusiasm for AI as an “AI sugar rush” and raises an important question for the future of HR: if technology removes entry-level administrative roles, where will future senior HR professionals develop the judgement, critical thinking, and communication skills they traditionally learned through those roles?
She also explores how relying too heavily on AI-generated communication could dilute an organisation’s culture. From restructuring documents to employment letters, Ronel believes language needs to reflect not only the organisation, but also the person receiving it.
Finally, the conversation brings together Ronel’s responsibility for both People & Culture and health and safety. She discusses why the two disciplines complement each other, the growing importance of psychological health and safety, knowing when an issue requires independent expertise, and why HR professionals need to understand what actually happens operationally rather than making decisions from behind a desk.
What You'll Learn
Why HR “best practice” needs to be fit for the organisation
How business acumen helps HR professionals adapt their approach
What Ronel has learned from acquisitions and significant organisational change
Why communication is fundamental during acquisitions
How change champions can support successful integration
Why some acquired organisations need more time before processes and cultures are integrated
How lived experience of redundancy can change the way HR professionals approach restructures
Why consultation can’t simply become confirmation of a predetermined decision
The additional human impact restructuring can have on migrant employees and their families
The challenges employers face when recruiting highly specialised talent offshore
Why New Zealand needs to think seriously about developing critical skills locally
The different dynamics Ronel has experienced with employment lawyers and employment advocates
Why understanding incentives matters when resolving employment disputes
How AI-generated communication could influence organisational culture
Why employment communication needs to reflect the audience receiving it
What Ronel means by the current “AI sugar rush”
Why AI could create a future HR capability gap
The importance of continuing to invest in graduates, interns, and entry-level employees
How People & Culture and health and safety complement one another
Why psychological hazards require a different approach from physical safety risks
When HR should step away and bring in independent investigators or specialist support
Why HR leaders need to understand operations, customers, finance, and commercial realities
How psychological safety at the executive table supports better decision-making
Why HR professionals need the courage to challenge senior leaders
Why HR should bring options and recommendations to the executive table, not simply problems
Why adaptability, curiosity, and continuous learning will matter as work changes
Key Takeaways• There is no universal HR best practice. What works depends on the organisation, its size, industry, people, culture, and commercial realities.• Successful acquisitions aren’t just about processes and systems. Communication, continuity, culture, and the pace at which people adapt all matter.• Change champions can help organisations understand what works on both sides of an acquisition rather than simply imposing one organisation’s way of working on another.• Genuine consultation means being prepared to seriously consider alternatives and counterproposals rather than treating the process as a tick-box exercise.• Lived experience can change how HR professionals practise. Ronel’s own redundancy reinforced the human impact behind organisational change decisions.• Migrant workforce decisions can extend far beyond employment. Visa status, family circumstances, relocation, training investment, and skills availability can all add significant complexity.• HR needs strong business acumen. Understanding how the organisation makes money, serves customers, manages risk, and operates day to day leads to better people decisions.• AI can improve efficiency, but organisations need to consider what happens when technology removes the entry-level work through which people traditionally develop judgement and critical thinking.• An organisation’s culture is reflected in its language. Over-reliance on generic AI-generated communication risks diluting that identity.• People & Culture and health and safety are closely connected. Physical safety, psychological safety, wellbeing, performance, and employment relationships often overlap.• Not every workplace issue should be managed internally. Knowing when to bring in independent investigators, lawyers, or specialist support is an important professional judgement.• HR shouldn’t be afraid to challenge. Strong executive teams need people who can respectfully disagree and give leaders the information they need to make informed decisions.• HR professionals shouldn’t only understand HR. They need to understand the business.• Technology should make work easier without replacing relationships, empathy, curiosity, and human judgement.
About Ronel Jacobs• Ronel Jacobs is Chief People and Safety Officer at Access Partners and Property and a member of the organisation’s executive leadership team.
• With more than 20 years of experience across South Africa and New Zealand, Ronel’s career spans human resources, recruitment, health and safety, environment, quality, organisational change, acquisitions, employment relations, and workforce capability.
• Her experience ranges from small organisations through to large businesses, giving her a practical perspective on why People & Culture approaches need to reflect the organisation rather than follow a single definition of best practice.
• In her current role, Ronel provides strategic leadership across People & Culture and HSEQ, with a strong focus on building capable teams, managing organisational risk, supporting employee wellbeing, and ensuring people decisions align with what the business is trying to achieve.
Why This Episode MattersPeople & Culture leaders are being asked to navigate increasingly interconnected challenges.AI is changing how work gets done. Skills shortages continue to affect businesses. Migrant workforce requirements add complexity. Psychological health and safety is becoming increasingly important, and leaders still need to manage restructures, performance issues, disputes, and organisational change fairly and effectively.
Ronel’s perspective brings these issues back to a simple principle: HR needs to understand the business while remaining human.
For HR professionals, executives, business owners, and people leaders, this episode offers a practical look at balancing empathy with commercial reality, knowing when process helps and when it gets in the way, and developing the judgement to make good decisions when there isn’t a simple playbook to follow.
Resources & Links• Access Partners and Property: [Insert website link]• Connect with Ronel Jacobs on LinkedIn: [Insert Ronel Jacobs LinkedIn URL]• HR Unlocked: https://linktr.ee/hrunlocked
See omnystudio.com/listener for privacy information.

Why do organisations invest in leadership development only to see people return to work and carry on exactly as before?
In this episode of HR Unlocked, Lisa Oakley sits down with Jocelyn Visser, founder of Compass Consultancy and consultant at People Associates, to explore what makes leadership development genuinely effective.
For Jocelyn, the starting point isn't choosing a course or training provider. It's getting clear on the problem you're trying to solve, the behaviours you want to change, the capabilities the organisation needs, and how all of that connects back to strategy and purpose.
From experiential learning and quality supervision to feedback, capability frameworks, technology, and measuring ROI, Jocelyn shares practical ways organisations can move beyond knowledge transfer and create learning that people can immediately apply in the workplace.
The conversation also explores why leadership development should be continuous rather than a one-off event, how psychologically safe learning environments give leaders confidence to practise new skills, and why the most effective programmes often combine theory with peer learning, reflection, coaching, and real-world application.
Looking ahead, Jocelyn and Lisa also unpack the capabilities organisations will increasingly need in a rapidly changing world, including adaptability, communication, curiosity, comfort with uncertainty, problem solving, and the ability to make complex ideas simple.
What You'll Learn
Why leadership development should start with the problem you're trying to solve

How to align learning with organisational strategy, purpose, values, and capability

Why behavioural change matters more than simply transferring knowledge

The difference between knowing a leadership skill and actually applying it

How quality supervision and feedback support ongoing development

Why experiential and peer-to-peer learning can make development more effective

How psychologically safe environments give leaders space to practise

Why smaller, accessible learning experiences can be powerful

How technology can make learning more accessible for dispersed and frontline teams

Why learning should be reinforced before, during, and after a development programme

How capability frameworks can help organisations prioritise investment

What organisations should measure beyond attendance and participant satisfaction

Why adaptability, communication, and curiosity will be critical future capabilities

Key Takeaways
Leadership development should be purposeful, not development for development's sake.

Learning is ultimately about creating meaningful behavioural change.

Giving people more knowledge won't solve every performance or workplace problem.

Leaders need opportunities to practise, reflect, receive feedback, and apply what they've learnt.

Quality supervision means understanding how people are actually performing rather than relying entirely on second-hand information.

Learning is more powerful when it can move directly from the boardroom into everyday work.

Development doesn't need to be expensive or overly complicated to have an impact.

Technology should make learning more accessible, while the strategy, values, and people needs should determine the content.

Measuring ROI starts by defining the outcome you want before the programme begins.

Capability building should be directly connected to where the organisation is heading.

Adaptability, communication, curiosity, and the ability to navigate uncertainty will become increasingly important as technology and AI continue to change work.

About Jocelyn Visser
Jocelyn Visser is the founder of Compass Consultancy and a consultant with People Associates.
A self-described "people nerd", Jocelyn is passionate about demystifying people challenges and making practical HR and leadership solutions accessible to leaders and professionals. Her work focuses on solving complex people problems through practical, real-world approaches rather than theory alone. Compass Consultancy reflects her focus on helping people find direction and purpose in an increasingly busy and complex world.
She has particular expertise and interest in leadership development, learning design, capability building, coaching, and creating practical development experiences that translate into meaningful workplace behaviour.
Why This Episode Matters
Organisations continue to invest significant time and money in leadership development, yet knowledge alone rarely changes how someone leads.
This episode challenges organisations to think differently about learning by starting with strategy, identifying the behaviours and capabilities that actually matter, and giving leaders opportunities to practise and apply new skills in their real working environment.
As organisations navigate AI, changing workforce expectations, tighter development budgets, and increasing complexity, Jocelyn's approach offers a practical way to make learning more accessible, measurable, and relevant to the business.
Whether you're an HR professional, business owner, People & Culture leader, learning and development practitioner, or manager responsible for developing others, this conversation provides practical ideas for creating leadership development that actually sticks.
Resources & Links
Compass Consultancy: https://www.compassconsultancy.co.nz/
Connect with Jocelyn Visser on LinkedIn: https://www.linkedin.com/in/jocelyn-visser-consultant/
People Associates: https://www.peopleassociates.co.nz/
See omnystudio.com/listener for privacy information.