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We asked a selection of senior HR CHROS, CPOs and people leaders what they are prioritising, and a striking amount of common ground emerged: whether culture can deliver business objectives, the need to reinforce key messages and best practice; a focus on prioritising wellbeing, building robust people services and working alongside AI as a strategic tool.
Andy Moat, People Director, B&Q
For Moat, autumn brings two things at once, and both land at board level.
"We're really focused on how we trade out the financial year, as well as making decisions about the following year's operational plan, such as the size of buys," he says. Running alongside that is a strategic review, taking a longer-term look at how the business continues to invest and grow.
Andy Moat
People Director, B&Q
Within the people function, the process is fixed. "I always run a two-day strategic review workshop in September or October to look at our plan and priorities," he says. "The exam question is always the same: what do we need to focus on to ensure we have the culture, capability and capacity for B&Q to deliver its business plan?"
Moat doesn't shy away from employees being whole people and that comes with balancing family and work, "It's a big relief to see the children return to school, with all the challenges that entails - settling into new family routines around school timetables, clubs and socials, and trying to juggle everything without dropping any balls at work or home."
We're really focused on how we trade out the financial year, as well as making decisions about the following year's operational plan, such as the size of buys
And, he adds, the new series of Ted Lasso and The Gentlemen to watch is what he is looking forward to winding-down with.
Emma Symons, MD, HR Services UK and Ireland, FedEx
At FedEx, autumn is not a reset so much as a run-up. Peak season is coming, and the whole organisation is oriented towards it.
"We've spent many months preparing for peak, and our teams are getting ready for the increase in demand that comes with our busiest time of year," Symons says. "It's an exciting and fast-paced period, but one thing remains constant: keeping our team members safe is our number one priority." In the lead-up, that means reinforcing safety messages and best practice across the operation.
Emma Symons
MD, HR Services UK and Ireland, FedEx.
The second priority is one many HR teams recognise but few tackle head-on. "As workloads increase, it can be tempting for people to put off taking time away from work, but rest and recovery matter," she says.
"Making sure people use their annual leave is important, both for their wellbeing and for helping them bring their best selves to work. Taking the time to review who hasn't yet planned their leave, and encouraging them to use their entitlement, benefits everyone."
Rather than waiting for January, I like to use the autumn months to think about how we can continue developing our people and strengthening our culture. It's a season of preparation and reflection, but above all it's about investing in the people who make our business what it is
Notably, she uses the busiest quarter of the year to think about the one after it. "While the operation takes centre stage during peak, it's the perfect time for leaders to reflect on what's next and prepare for the new year. Rather than waiting for January, I like to use the autumn months to think about how we can continue developing our people and strengthening our culture. It's a season of preparation and reflection, but above all it's about investing in the people who make our business what it is."
