• 2.1: Talent Management
• 2.2: Learning & Development
• 2.3: Interim Services
• 2.4: Business Consultancy

Liz Hughes - HR case study

How HR climbed the housing ladder

Liz Hughes, HR Director, Metropolitan Housing Partnership, one of the housing sector’s current stars hadn’t even launched her HR career when the last recession began. After a decade in accounts, Liz Hughes sought a fresh challenge and took an HR job at an accountancy firm. The gamble has clearly paid off.

By 2005, Liz had completely transformed her career: building enough HR clout to influence the board on business strategy at one of London’s largest housing associations. Her climb should motivate any workers being gripped by a recurrent nightmare, in which they helplessly watch their careers drift towards a recession-marked iceberg.

In 2003, Liz joined Metropolitan Housing Partnership (MHP) as head of HR following successful HR roles in the private sector. The Triangle Partnership recommended that she manage an HR department that had just tripled in size (to 16 staff) to mirror MHP’s growth.

Triangle sourced most of Liz’s new colleagues, plus around 25 more since. Its managing partner and recruitment specialist Cathy Walsh says: “I have known Liz for many years and I noticed her talent, dedication and culture fit for MHP immediately”

Liz spent the previous decade gearing up for the task. She followed her CIPD qualification with a diploma in management studies, and an MBA. “That took me to another level completely,” she says. “Out of 32 people in my class, I was the only head of HR on a course full of chief executives and finance directors. I learnt so much from them.”

At MHP, she took charge of a department whose restructure had been agreed by the board but foisted on the chief executive. In her first year, he practiced his avowed belief that HR professionals were “poor administrators” destined to serve as foot soldiers and spoke to her accordingly.

“He was a real character, charismatic and passionate about housing – but not the easiest person to work with,” smiles Liz. Remarkably, she stayed put. “I decided to challenge his beliefs and win him over,” she says. “I analysed his levers and triggers and did what he wanted in a way that was acceptable to me. Our relationship evolved.”

She looked set for the long haul, until a lucky break brought her closer to the chief executive – and him closer to HR

“After a year in post, my line manager – the director of planning and operations – went on maternity leave and I began reporting to the chief executive,” she says. “By the time she was due back, I’d taken him on a journey towards an appreciation of HR professionals. He recognised my value and decided I should be a director, which meant I reported into him permanently and could influence him further.”

Her hard work continued. “This role is about being inquisitive enough to ask the right questions of the right people and taking an interest in everything. I read everything that comes from the top level and if I don’t understand it, I ask questions until I do.”

Her mission was almost complete. “Once I had access to the chief executive I had access to the board, which already believed in HR.” Liz won her biggest career battle in 2005 when she earned a place on the strategic management team, which advises the board. Now, HR is fully embedded in the board.

The chief executive retired in 2007 – having grown MHP from 30 staff to 2,300 in 20 years – and his successor places HR even higher. Liz says: “I feel that MHP now views HR as an essential skillset that can really deliver and influence the business strategy.”