Ted Johnson explains why ‘ivory towers’ have no place in his HR vision and why he’d happily share a lunch table with political heavy-weights past and present.

1. How strategic is your current role and what does it involve?
This response needs to be put into context. NYK Logistics (UK) provides third party warehousing and distribution services and was formed following the recent merger of two NYK owned companies (UCI & New Wave Logistics). The new business works from 31 sites and has 4,300 employees.

The two operations ran independently, each having their own modus operandi and organisational structures – including two separate HR functions. I was appointed to head up the HR function of the expanded business. Consequently I am new to the post. I expect the role to be approximately 80% strategic and 20% operational. There are a number of elements which can be categorised as follows:

• Internal HR focus to establish the function: organisational structures, KPIs, standards etc.




• Integration: helping to define and develop the culture of the new business, whilst harmonising policies and procedures, management grading structures etc.




• Strategic direction: to develop a business focused HR strategy which improves our ability to attract, retain, develop and motivate employees. This will require the function to change from being 70% involved in a somewhat reactive employee/industrial relations agenda to one which balances these needs with proactive value added initiatives.

How is the HR function perceived within your organisation?
The function is currently perceived as one which is predominantly employee/industrial relations driven. A function which protects the business from claims and ensures operational stability in respect of its union relations.

How does your business use HR practices to get ahead?
The expanded business recognises that the phenomenal growth it has achieved needs to be backed up by investment in the support functions. It recognises that HR has a wider role to play in areas such as performance management, career mapping, succession planning, management development and compensation and benefits. To that end, with my appointment, HR now has a voice on the UK board to help support this cultural development.

Why is your company such a great place to work?
It is young, vibrant and ambitious. NYK (UK) has experienced rapid growth, recognises the challenges which lay ahead and is prepared to invest to meet these challenges. It is so much more exciting to be involved in a growing business in an expanding market, compared to most of my career which has been in the long suffering manufacturing sector with its focus on redundancies, downsizing and right-sizing etc.

How does HR win hearts and minds in your business?
We try to stay close to our internal customers to understand the business needs and constraints, in order that both our agenda and our approach are aligned with the requirements of business. To assist this we have a voice on the board and we try to be practical and pragmatic. We like to think we offer willing, constructive and flexible support. Ultimately we win hearts and minds through visibility and credibility. Ivory towers are not good.

Will HR survive outsourcing and changes to service delivery?
Most definitely – indeed the business is investing in the function. An in-house operation understands the business needs, priorities, opportunities and constraints and is therefore at one with the organisation. Having said that there will always be a need to support the core HR activity with some outsourced work, particularly in the fields of training and development, resourcing (permanent and agency) and occasional specialist consultancy work.

What’s the new skill set of HR?
Becoming more commercially attuned and facilitating initiatives which add value.

What’s the worst thing about working in HR and the best?
The worst thing is recognising that there are so many areas where we can positively add value and support the business but being realistic to recognise that such opportunities have to be prioritised and consequently one is never satisfied.

The best facet is having a voice which is listened to in such a way that the function can genuinely influence business direction and results.

What are the key issues preventing HR professionals from getting a seat on the board?
I do not feel qualified to respond as all the companies I have worked for have had an HR presence on the board.

If you have a mantra/motto what is it?
To try to encourage an environment where employees can give their best.

What are you currently reading?
Koontz – ‘Sieze the Night’, a sci-fi type thriller.

What would be your desert island disc?
Sadly I am not into music – I would much prefer to be given a battery powered television and watch test match cricket.

If you could have lunch with three famous people, dead or alive who would they be and why?

• Bill Clinton: he could discuss effective government, augmented by a colourful life history.




• Winston Churchill: I could learn much of what makes a leader.




• Ian Botham: larger than life, opinionated and a hero of mine.

I suspect all would be good conversationalists.

If you’d like to be remembered for one thing what is it?
Creating a balance which supported a stable and happy family life with a full and rewarding career.

Previous career profiles can be seen on the How Did I Get Here? page.