Leadership Stories Unveiled - Maria Hawley
Head of Ashley Kate Jacqui Wall met with People Director of Fisher German Maria Hawley in the first of our Leadership Stories Unveiled series.
Jacqui started the interview by congratulating Maria on her HR Leader of the Year award.
Congratulations on your recent award! How did that come about?
I found out I was nominated by one of my team after the shortlist was announced. We attended the British HR Awards ceremony in London. It was a nerve-wracking experience waiting for the countdown to reveal the winner, but I was beyond thrilled (and stunned) when it was announced that I was the winner!
On the same day, I also had the pleasure of speaking on a panel about ‘how you create a culture that unshackles talent’ We had discussions about the challenges of skills shortage and the importance of developing and keeping people and how to create an environment that values people. The entire day was an amazing experience.
When you left school, did you have a clear vision for your career?
Actually, I had a very clear idea of what I wanted to do when I left school. I was set on becoming a nurse, in the interim, from leaving college to starting my student nursing course, I worked for a local solicitor putting to using the typing skills I had gained after my Mum pushed me to complete a touch-typing course! Once I started as a Student Nurse, I quickly realised it wasn’t the right fit for me. It was an agonising time I had been talking about wanting to be a nurse for so long that I found it very difficult to admit it to myself, let alone anyone else. To cut a long story short, I decided to step out of nursing and started working in administrative roles whilst I decided what I wanted to do, which, looking back, I’m glad I had the courage to pursue what was right for me.
What are your earliest memories of working in HR?
My earliest memories of HR involve a lot of admin work; back when email was still fresh, in fact, I remember email being introduced! At that time, there were no HR platforms or systems, and HR was seen as an administrative function, and everything took much longer to action. But I did get a fantastic foundation managing everything from headcount reduction to employee relations issues. When I joined Fisher German, I was lucky to be supported by a business that clearly recognised the HR function as adding value to the business and its people, I feel honoured to have witnessed the value of HR being recognised over my time in the industry.
Today, my HR function includes business partnering, internal comms, talent acquisition, L&D. Internal communication is particularly important, especially during times of change such as acquisitions or the recent pandemic. It’s crucial that everyone is well-informed and has an open channel for honest feedback.
How was it different working for a governing body compared to professional services?
I worked for the Gangmasters Licensing Authority, which is a non-departmental public body. It was an exciting experience as the Authority was newly formed and I was able to set up the function from scratch. I was heavily involved in decision-making and was part of the senior leadership team. It’s often thought that working for a civil service organisation is slow and less commercial, but as a non-departmental public body, it was different, fast paced and commerciality was key.
What challenges did you face when you started your job at Fisher German 11 years ago?
When I first started, Fisher German had eight offices and around 220 employees. We now have 29 offices and 800 people! Back then, they had no HR system, and data was all over the place. Processes and procedures needed upgrading, it was essentially like starting from scratch. The business gave me a clear direction for the real focus to be on employee engagement. A lot of the things I have done or implemented have been with that focus in mind, whether that be from career progression for our people, reward or their learning and development.
Our performance reviews are called reflect, plan & progress, we have career conversations with our people and have introduced a muti-track career pathway. For example, you may join our business in one role, but come across a role you find interesting; how can you upskill, or what training do you need to undertake to move into this new role? Our career pathway will enable people to achieve this.
Historically the roots of our business were rural surveying and infrastructure services, but we now have a broader range of services that we offer, such as commercial and advisory services such as planning, building surveying and valuation. However, when we started recruiting surveyors, people didn’t know who we were, so we built our own early careers function. This includes degree-level apprentices, year-long placements, summer placements and graduate programs. We run a yearly insights programme, including training, courses, day in the life videos, and project work to help people learn more about the industry. Our aim is to attract a broader range of candidates.
For all of our people, it’s important to create an environment they enjoy. We aim to give them a positive people experience but we understand that they may move on and it’s important that the off boarding is as good as the onboarding and everything in between. Hopefully, they may want to return to us in the future.
What are the key factors to creating and maintaining an engaged workforce?
There are three things that are crucial. First, having a sense of purpose is essential. People need to understand why they’re doing what they’re doing and feel excited and motivated by it. This is especially important for younger generations entering the workforce who are looking for meaning in their work beyond just a paycheque.
Secondly, showing care and support for employees is vital. Whether someone has been with the company for 11 years or just started, life happens, and people go through ups and downs. It’s important to meet them where they are, celebrate their successes, and provide support when needed. When employees feel psychologically safe to open up about what’s going on in their lives, it creates a more supportive and connected work environment.
Lastly, honesty and open communication is key. Finding ways to stay connected and informed, especially during challenging times like the COVID pandemic, is important. Whether it’s through things like Business Blend, where employees are randomly paired with colleagues across the company each month, or regular town hall vlogs from senior leaders to keep everyone informed about the state of the business, communication is crucial.
At the end of the day, creating and maintaining an engaged workforce is all about making people feel valued, supported, and connected to something greater than themselves. It takes effort and a commitment to building a positive, inclusive workplace culture, but the benefits are clear: happier, more motivated employees who are more productive and committed to the success of the company.
Do you operate a traditional employee forum?
We have what we call a Sage Group, which includes a representative from each office. We meet with them every couple of months, alternating between the mental health first aiders and the Sage Group. It’s beneficial because what’s discussed in each group can differ. Sometimes, the mental health first aiders bring up important points that aren’t raised in the Sage Group. Our employee forum covers everything from policy changes and initiatives to how things are going in different offices.
It’s. We want to make sure every employee has a similar experience and consistency across the offices is key. Sometimes, we have to be realistic and recognise that we can’t provide everything,’ but we explain why and when it can be reviewed.
During the pandemic, we introduced Business Blend: our innovative approach to staying connected during COVID and we have continued with this initiative. Every month, employees are randomly paired with colleagues from different divisions and locations. This ensures that everyone is kept in the loop about what’s happening across the business and helps build relationships.
Initially, Business Blend was designed to combat the isolation and uncertainty caused by lockdowns. However, it has since evolved to include cross-selling opportunities and professional development. We’ve also introduced regular town hall vlogs with our managing partner, who shares updates about the state of the business and invites guest speakers. Additionally, we send out a weekly e-mail, directing people to key messages on the intranet but also celebrating successes and meet regularly with our mental health first responders to ensure open communication about the dynamic needs of our various offices.
At our company, we believe in open and honest communication at every level. That’s why we celebrate successes and tackle challenges head-on. With Business Blend and our other innovative approaches, we’re building a more resilient and connected team.
What are the challenges you’re facing, and how will you achieve future success?
One major issue is the shortage of skilled workers, as shown in a recent survey conducted by EY of 1200 top CEOs. We’re addressing this by exploring new ways to develop and train employees for professional growth. With recent mergers and acquisitions, it’s crucial to manage the integration process smoothly for everyone’s benefit. Our goal is to consolidate operations and create cohesive teams that fully embrace the Fisher German vision.
What are your predictions for the world of HR in the next 5 years?
Looking ahead, I think there are several trends that will impact HR. Artificial intelligence and data analytics will become increasingly important. The four-day workweek will gain traction and be a differentiator between those who do and those who cannot offer this.
The multi-generational workforce is expanding, and individualism and flexibility will be big on the agenda. Recent graduates and job seekers prioritise purpose, equality, diversity, and ESG practices when choosing a company to work for. Not letting the older workforce disappear or become invisible is key to retaining skills and experience. There is a lot for all HR professionals to be considering…
I’ve had a ball working in HR, and it’s been an enriching experience to see it evolve into the strategic value-add function it is today.
Maria Hawley is the People Director at Fisher German, a role which she has held for over 11 years. Maria holds a wealth of experience in HR, totalling over 20 years, and is a Fellow of the Chartered Insitute of Personnel and Development.
