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HR ADVISOR

Are you a motivated and experienced HR practitioner who is passionate about people, performance, and building a positive workplace culture? Ready to play a key role in delivering high-quality HR support across the full employee lifecycle while contributing to strategic people initiatives?

OUR CLIENT is looking for a dynamic HUMAN RESOURCES ADVISOR to join their team and help shape a thriving, high-performing workplace. In this role, you won’t just support HR—you’ll partner with leaders, influence culture, and drive meaningful change across the organization.

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Are you passionate about people and performance? Ready to step into a role where your ideas and impact truly matter?

OUR CLIENT is looking for a dynamic HEAD OF HUMAN RESOURCES to join their team and help shape a thriving, high-performing workplace. In this role, you won’t just support HR—you’ll partner with leaders, influence culture, and drive meaningful change across the organization.

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Fiji may not be the Philippines but that doesn’t mean we can’t extract meaningful lessons from global research.

This recent work by McKinsey & Company offers valuable insights that are highly transferable.

The key is not replication — it’s translation.

Global thinking. Local application. Practical impact.

That’s where the real value is created.

Resilience to relevance: The next Philippines’ takeoff? After decades of resilient, consumption-led growth, the Philippines’ must intensify productivity, exports, and skills development to realize its potential.

A great way to start the year as a people manager.

One of our takeaways from this article: performance management should be about enablement, not blame. Improving performance means educating, supporting, and motivating people — while also looking critically at the environment they’re working in. It may not always be a skills issue; sometimes the system around the employee can be the real constraint (eg. 5M's of Management).

&enable &motivate

Knowledge ≠ Attitude ≠ Behavior ≠ Skills ≠ Competency Performance breaks down across five layers — what people know, can do, believe, actually do, and how it all comes together. When performance… | Nishant Agrawal Knowledge ≠ Attitude ≠ Behavior ≠ Skills ≠ Competency Performance breaks down across five layers — what people know, can do, believe, actually do, and how it all comes together. When performance drops, training is usually the first reaction. But training is often the wrong fix. If you fix ...

This once again underscores the importance of cybersecurity, which cannot be overstated. If such incidents can affect large firms, they serve as a strong reminder for others to invest seriously in this area. Apart from the technical IT measures, continuous employee training and simulation testing are essential to keep staff informed and alert. In my view, when taken together, these steps are also vital for maintaining awareness and vigilance against cyberattacks.

Sportswear firm Under Armour falls victim to data breach | Computer Weekly Details of over 70 million customers of US sportswear giant Under Armour were leaked following a supposed ransomware attack by the Everest gang.

Great insights from this article by Ben Guioth......some valuable tips for a real step up to strategic human resource management.

How can HR add value to the business? By partnering with the organization, teams, and individuals to drive and achieve business goals and objectives.

When HR ignores how the business makes money, it loses the power to change how the business works. We say HR should “understand the business.” But strategy starts with understanding how the… | Ben Guioth | 19 comments When HR ignores how the business makes money, it loses the power to change how the business works. We say HR should “understand the business.” But strategy starts with understanding how the business makes money. I know, tt sounded foreign to me too, coming from an organisational psychology backg...

Another great read from HRM Online.

It got us thinking about the similarities between people management and sports—especially in rugby coaching—where there’s a real focus on managing a player’s “game time” and “recovery” throughout the season to sustain peak performance.

Maybe there’s something we can also learn from that approach when it comes to leading teams and building a high-performance culture in the workplace.

https://www.hrmonline.com.au/health-wellbeing-and-safety/why-leaders-need-to-develop-energy-intelligence/?

Why leaders need to develop ‘energy intelligence’ - HRM online With so many senior executives leaving their posts due to burnout, ‘energy intelligence’ is becoming a business-critical leadership skill.

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Enjoyed reading this article from LinkedIn. The shift from Executor to Multiplier will require a lot of Strategic HR capability building within the HR Team, to be able to support the wider organization deliver on its strategic objectives.

"Most HR professionals don't evolve by doing more. They evolve by thinking differently about what they already do."
(Imole Ashogbon)

Most HR professionals don’t evolve by doing more. They evolve by thinking differently about what they already do. As Dave Ulrich said, “HR must not be defined by what it does, but by what it… | Imole Ashogbon, MBA, GPHR, CPHR, CCMP, PROSCI | 57 Most HR professionals don’t evolve by doing more. They evolve by thinking differently about what they already do. As Dave Ulrich said, “HR must not be defined by what it does, but by what it delivers.” That’s the line between activity and impact, between administration and architecture. In m...