Can you tell me a bit about yourself and your experience for this kind of role?
I am an experienced HR business partner with a focus on commercial and sales teams. I am used to working with leaders as a trusted advisor, using people data and simple language to help them make better decisions. I enjoy roles where I can link people plans directly to business goals, like revenue, customer outcomes and cost control. I am practical, calm and structured, and I try to make HR feel straightforward and useful, not complicated. For a role like this, I bring experience in team design, leadership support, engagement and performance.
For example, I supported a senior sales director whose region had missed revenue targets and had falling engagement. I listened to his view, analysed turnover and engagement data, and then built a clear people plan with him, which reduced turnover and improved clarity scores. In another situation, I helped a sales operations leader rethink his team shape when he wanted to add five roles. By mapping workload and comparing with other regions, I suggested a more efficient structure with two junior roles and clearer responsibilities, which improved turnaround times and freed senior analysts for higher value work. These examples show how I work in partnership with leaders to solve real business problems through people and organisation changes.
(Built from a mix of your stories.)
What would you say are your main strengths for this role?
My main strengths for this kind of HR business partner role are clear, calm problem solving and using data in a practical way. I am good at listening to leaders, asking focused questions and then turning complex people issues into simple, concrete plans. I use people data like turnover, engagement comments and workload patterns, but I always explain it in plain language that links back to their goals. I am also strong at building trust, so leaders see HR as a partner rather than just a support function. This leads to better decisions, fewer surprises and more consistent follow through.
For example, when a senior sales director missed targets and wanted to push his team harder, I did not just accept his first view. I analysed data across regions, spotted issues like unclear priorities and mid performer turnover, and then worked with him on a people plan with clearer roles, regular check ins and performance actions. As a result, turnover and internal transfer requests dropped, engagement on clarity and communication improved, and he started inviting me to his monthly leadership meetings. In another case, I used simple workload data to help a sales operations leader redesign his team, which improved turnaround times and gave senior analysts more time for deeper analysis. These show my strengths in data led advice, clear communication and practical, business focused HR.
(Built from a mix of your stories.)
What is a development area or something you find difficult, and how are you working on it?
One development area for me has been underestimating how much communication and involvement people need during change. I tend to focus strongly on getting the structure, process and approvals right, and in the past I have sometimes moved too quickly on that side. I have learned that even if the change is positive, people need time, clear examples and space to ask questions. Now I build more time into my plans for testing understanding and adjusting messages. This leads to smoother rollouts and less confusion and resistance.
For example, when I worked with a sales leader on a new commission structure, we moved fast to meet a deadline. I focused on the technical details and sign offs, but I did not give enough simple, real life examples to the sales teams. When people became confused and worried, I owned that gap, paused further changes, and set up small group meetings where I walked through typical deal scenarios and side by side comparisons. I also created an FAQ based on real questions and added a step in my future change plans to test understanding with a small group first. Since then, later changes have gone more smoothly, with fewer complaints and more trust in the process.
(Built mainly from your “something went wrong” story.)
Why are you interested in this role and working with our organisation?
I am interested in this role because it matches how I like to work as an HR business partner: close to the business, focused on commercial outcomes, and supporting leaders to grow their teams and culture. I enjoy roles where HR is seen as a thinking partner, not just a process owner, and where I can use data and simple communication to make decisions clearer. From what I understand about your organisation, you value both performance and people, and you are open to using insight to shape how teams are set up and led. That fits well with my experience and the way I like to add value. I am also drawn to environments where there is change and growth, because that is where good HR partnership makes a real difference.
For example, I have helped a senior sales director move from seeing issues as just market problems to understanding the people drivers, like unclear priorities and leadership communication. By building a people plan together, we reduced turnover and improved engagement, which supported his sales goals. I have also worked with a sales operations leader to design the right team shape within cost limits, which improved turnaround times and freed senior analysts for higher value work. These experiences show how I would approach partnering with your leaders: listening carefully, using data, and co creating practical plans that support both your people and your business goals.
(Built from a mix of your stories.)
Can you tell me about a time when something went wrong and how you handled it?
In one HR business partner role, something went wrong when we introduced a new commission structure to encourage cross selling. The business wanted it in place quickly, and I focused on getting the technical details and approvals right. I underestimated how much explanation and involvement the sales team would need, and we did not give enough clear, simple examples. When the plan was announced, people were confused and worried they would earn less, even though that was not the case. This showed me that the communication and change process was not strong enough.
To fix it, I suggested to the sales leader that we pause any further changes and listen properly. I set up small group meetings where I walked through typical deal scenarios and showed side by side comparisons of old and new commission outcomes in plain language. I created a short FAQ based on the real questions people asked and shared it with managers so they could explain the plan consistently. Over the next few weeks, questions and complaints dropped, and people started to see how they could benefit from the new structure. I then updated my own change approach to always test understanding with a small group before a full rollout, which has made later changes smoother and more trusted.
(Built mainly from your “something went wrong” story.)
How do you handle stress, for example when a deadline changes or the workload increases?
When I face stress, such as shifting deadlines or a higher workload, I focus on staying calm and breaking the work into clear steps. I first get clear on the real priorities and what must be done now versus what can move. I then communicate early with stakeholders about what is realistic and agree any changes to scope or timing. I also use data and simple tools, like short plans or one page summaries, to keep everyone aligned. This structured approach reduces last minute surprises and helps people feel more in control.
For example, when a sales operations leader wanted to add five new roles under cost pressure, there was urgency to respond but also a need to be thorough. I managed this by mapping responsibilities and workload against the sales plan, and comparing data with other regions, instead of reacting to the initial request. I then prepared a clear slide and one page summary with options, costs and pros and cons, so decisions could be made quickly but with good information. This meant we met the budget limits, improved turnaround times and freed senior analysts for higher value work, without rushed or poor decisions. It shows how I handle pressure by staying organised, using evidence and keeping communication clear.
(Built mainly from: Planning the right team shape and size.)
Can you tell me about a time you had to manage several tasks or deadlines at once?
I often have to manage several tasks and deadlines at once as an HR business partner. My approach is to clarify the outcomes, break work into smaller pieces, and sequence it based on impact and urgency. I also keep stakeholders updated so they know what is happening and when. This helps avoid confusion and makes sure the most important things are done well and on time. It also reduces rework and last minute changes.
For example, when I worked with a sales operations leader on his team design, there were several moving parts. I needed to understand his current team’s responsibilities, gather workload data, compare with other regions, and prepare options that met cost pressures and future sales plans. I managed this by first mapping responsibilities and pain points, then pulling simple data like deals supported per person and turnaround times, and finally building a clear proposal with options, costs and pros and cons. By structuring the work in this way, we met the decision deadline, secured approval for two junior roles instead of five senior ones, and improved turnaround times and focus for senior analysts. This shows how I handle multiple tasks by planning, sequencing and communicating clearly.
(Built mainly from: Planning the right team shape and size.)
Can you tell me about a time you worked closely with someone else to get something done?
I work closely with leaders and managers in most of my roles, and I see teamwork as listening, co designing and following through together. I try to bring my HR and data perspective while respecting their knowledge of the business and team. I use simple language, share options, and make sure we are clear on who will do what and by when. This kind of partnership leads to better solutions and stronger trust. It also makes it more likely that plans are actually implemented, not just discussed.
For example, I partnered with a senior sales director whose region had missed revenue targets and had low engagement. I first listened to his view, then brought people data and engagement comments, and together we built a people plan that clarified roles, set up regular team check ins, tackled two performance issues, and included a short session for his managers on giving clear direction and feedback. I did not impose a solution; we co created it and agreed practical steps he felt confident to lead. As a result, voluntary turnover and internal transfer requests dropped, engagement scores on clarity and communication improved, and he began inviting me to his monthly leadership meetings. This shows how I work as a partner to get things done and build long term collaboration.
(Built mainly from: Being a trusted people advisor to leaders.)
Can you give an example of how you learnt a new system or process and became confident using it?
When I learn a new system or process, I like to start by understanding the purpose and how it links to real work. I then break it down into key steps, try it out on a small scale, and ask questions if something is unclear. I often create simple notes or templates for myself, so I can repeat the process consistently. This helps me become confident and also means I can explain it clearly to others. It leads to fewer mistakes and smoother adoption.
For example, when I worked with a new sales manager who was struggling with engagement and turnover, we effectively created and learned a new way of running one to ones and managing performance. I helped him design a simple one to one template covering goals, pipeline and support needs, and we practised giving specific feedback. Over time, he used this process regularly, asked his team for feedback, and adjusted it based on what worked. As a result, his team’s turnover dropped, leadership and communication scores improved, and two high potential team members grew into more senior roles. This shows how I learn, refine and embed new processes in a way that builds confidence for me and for others.
(Built mainly from: Helping leaders, talent and culture grow.)
Can you tell me about a time you disagreed with a colleague or stakeholder, and how you resolved it?
When I disagree with a colleague or stakeholder, I try to stay calm and focus on the shared goal rather than who is right. I listen to their view, explain my perspective using clear reasons and data, and look for options that meet both the people and business needs. I avoid jargon and keep the conversation practical. This approach usually turns disagreement into a joint problem solving discussion. It helps maintain relationships and leads to better, more balanced decisions.
For example, a senior sales director believed his team’s missed targets were mainly due to market conditions and wanted to push them harder. I did not fully agree, because people data showed higher turnover in mid performers, more internal transfers out, and engagement comments about unclear priorities and constant changes. I shared these findings with him in simple language, focusing on what they meant for his sales goals, and suggested we look at role clarity, communication and performance management as part of the solution. Together, we built a people plan that addressed both his need for results and the team’s need for clarity and support. Turnover and transfer requests then dropped, and engagement on clarity and leadership communication improved, showing that handling the disagreement constructively led to a stronger outcome.
(Built mainly from: Being a trusted people advisor to leaders.)