Why human resources? What drew you to the field?
I actually started my working life as a lawyer, working in private practice and then in-house at Shell for eight and a half years, part of which I spent as head of legal in North East Asia.
It was that management role that led to my career change. I think it’s important to take calculated career risks, so when Goldman Sachs came calling I thought, why not give it a whirl? I stayed there for nine years, working in a human resources (HR) capacity, before joining Norton Rose.
What’s the biggest challenge currently facing your sector?
Staff and talent management is of key concern in the current economic climate, which is why it’s crucial to be innovative in the way in which firms manage their workforces. We don’t want to let people go now only to pay later, and that means putting flexible working arrangements in place; eg voluntary sabbaticals and four-day working weeks. When Norton Rose offered its workforce such arrangements, 96% signed up almost immediately, which is a fantastic response.
What are your priorities for the coming year?
Norton Rose already had a strong reputation for talent management and training when I joined, but the senior partners wanted to solidify and build on that foundation by hiring someone to push for progress at boardroom level. It’s great to be at the centre of things strategically but it also means that I can play a key role in the structures we have in place to progress and reward our partners and associates.
What ’s your favourite aspect of your profession?
The role of talent development is a relatively new concept, both inside and outside law firms, but it is an important one as companies have an invaluable asset in their people. HR is now recognised as a pivotal role within law firms, which it wasn’t 20 years ago when I became a lawyer. It’s an exciting time to be in the profession.
This article was first published in Legal Strategy Review, issue 4
