『Roz Urbahn - Pāmu | Leading Change, Mindset & the Future of HR』のカバーアート

Roz Urbahn - Pāmu | Leading Change, Mindset & the Future of HR

Roz Urbahn - Pāmu | Leading Change, Mindset & the Future of HR

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What separates change that leaves people exhausted from change that actually energises an organisation? In this episode of HR Unlocked, Lisa Oakley sits down with Roz Urbahn, Chief Corporate Services Officer at Pāmu, for a wide-ranging conversation about leadership, transformation, mindset, resilience, and the changing role of HR. Roz's career has spanned complex transformation and senior leadership roles across organisations including Fletcher Building, Lion, Vodafone, Foxtel, Frucor Beverages, Hudson, and now Pāmu. Her current portfolio extends well beyond traditional People & Culture, encompassing health and safety and well-being, communications, government relations, and sustainability. One of the central themes of the conversation is mindset. Roz explains that organisations can execute a technically perfect change process and still leave people feeling "battered, bruised, and burnt". What matters is everything surrounding the formal process: the conversations beforehand, the availability of leaders throughout, genuine consultation, and the willingness to listen when employees challenge the proposed approach. Roz also introduces positive intelligence, describing how understanding our internal "saboteurs" can help us recognise the gap between an event and our response. She shares her own tendencies towards restlessness and being a Hyper-Achiever, and how greater awareness helps turn an inner critic into something closer to a coach. The conversation then turns to the future of HR. Roz believes the old conversation about HR earning "a seat at the table" is finished. In her words, HR is now "holding the table up". She argues that today's strongest HR professionals combine power skills with commercial judgement, adaptation, optimism, and an ability to help organisations make better decisions. From resilience and boundaries to getting out into the business, simplifying HR processes, learning from difficult career decisions, and building your own trusted "board" or village, this episode is full of practical lessons grounded in lived experience. What You'll Learn Why technically correct change processes can still leave people disengaged What genuine consultation looks like in practice Why leaders need to remain available throughout change, not just at the beginning and end How curiosity can turn employee feedback into better transformation outcomes What positive intelligence is and how it differs from IQ and EQ How internal "saboteurs" can influence leadership behaviour Why self-awareness only matters if you actually do something with it How to turn your inner critic into a more constructive coach Why HR's role is now deeply commercial as well as people-focused Why the traditional "seat at the table" conversation is outdated How boundaries, prioritisation, feedback, and debriefing support resilience Why HR professionals need strong networks inside and outside their organisations How moving beyond traditional HR can broaden your leadership perspective Why physically understanding frontline work improves decision-making How HR can reduce complexity by simplifying policies and processes Why automation should remove unnecessary steps rather than add more What Roz learned from taking a promotion without asking enough questions Why title and salary aren't always the best measures of a good career move How building your own "board" or village can help during difficult periods Why asking for help is a leadership strength, not a failure Key Takeaways A perfect change process doesn't guarantee a positive employee experience.The conversations before, during, and after formal change processes can determine whether transformation succeeds.True consultation requires leaders to be genuinely willing to change their minds.Employee engagement can actually rise during change when people believe in the goal, have a voice, and feel involved.Positive intelligence helps leaders recognise the internal reactions that influence how they respond to situations.Self-awareness is only useful when it leads to different behaviour.The traits that make someone successful can also become derailers if they aren't managed consciously.HR's role is no longer just about "soft skills". Commercial judgement and decision-making are fundamental.People & Culture professionals need boundaries because much of their work is emotionally demanding and difficult to switch off from.Strong relationships and external networks are important resilience tools.HR should spend more time immersed in the actual work of the organisation. Roz describes this as being second only to safety in importance.If HR wants to improve productivity, a good starting point is fewer policies, simpler processes, fewer steps, and greater automation.A promotion isn't automatically the right next career move. Ask questions about the actual work, environment, and expectations before being swayed by title or salary.You don't have to have every answer. Knowing when ...
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