Macmillan Meets…Clair Carpenter, COO of Retirement Villages Group Ltd

In this issue of ‘Macmillan Meets…’ Nic Morris, Associate Director at Macmillan Davies speaks to Clair Carpenter COO of Retirement Villages Group Ltd about her career to date, her journey to the C-suite, the importance of the employee experience and her work as the Naked Psychologist.

Tell me about your career to date

My career has been eclectic and interesting. I’ve made the most of lots of opportunities. I always want to leave a place better than I found it, to love the work I do and have fun while also delivering with ‘Gestalt’ – where the whole is more than the sum of its parts.

I am a Chief People Officer and Transformation Director, with a passion for shaping and delivering purpose-led transformation within complex corporate environments. More recently I was given the opportunity to move into a broader remit as COO for Retirement Villages Group.

Throughout my career, I have worked in different sectors, countries and specialisms and have gained extensive global experience operating in global blue-chip organisations, including: LRQA, IMI PLC, EDF Energy, BUPA, HSBC, Bank of America, American Express, Andersen Business Consulting. My track record includes delivery of strategy, purpose, capability, culture, business transformation, innovation and change. I have also had the opportunity to be a NED, a speaker for London Business Forum, a visiting professor for Ulster University and as the Naked Psychologist I co-authored a book with a Times best-selling author.

As you mentioned, you have now moved into a role in the C-suite as COO. How has HR acted as a foundation for this role and what are some of the core skills you feel you learned as a HR professional which are important in your role now?

In my current role, the foundation laid by my experience in Human Resources has been instrumental in shaping my approach to various aspects of the position, including HR management, change initiatives, IT integration, care well-being programs, community engagement, and food and beverage propositions. Here are some key ways in which my HR background has been pivotal:

Strategic HR Management:

I have developed a strategic understanding of talent management, recruitment, EVP, benefits and employee engagement. This foundation has allowed me to approach organisation design, workforce planning, EVP and development in my current role with a keen awareness of the importance of aligning people strategy with overall business goals.

Change Management Expertise:

Currently, I look after our transformation and change approach. HR often involves navigating organisational change. I've honed my skills in change management, and this expertise is particularly valuable in my current role, where adaptability, engagement, and a planned and proactive approach to change are crucial.

IT Integration and Technology Adoption:

As HR professionals, we are often at the forefront of implementing HRIS (Human Resources Information Systems) and other technology solutions. This experience has been beneficial in my current role, where I lead our IT function and am involved in IT integration projects. The ability to understand and leverage technology enhances efficiency and supports data-driven decision-making.

Care and Well-being Programs:

My HR background emphasized the importance of employee well-being and healthcare benefits. This knowledge has allowed me to contribute to the development and implementation of comprehensive care well-being programs in my current position, fostering a healthy and supportive work environment.

Community Engagement:

HR involves building a sense of community within an organisation. This aspect has influenced my approach to community engagement initiatives in my current role. Understanding the dynamics of internal community-building has been valuable in shaping external community relations.

In summary, the core skills I acquired as an HR professional, collectively formed a strong foundation for my current role. This foundation enables me to approach the diverse responsibilities of my position with a holistic perspective and a focus on aligning people strategies with organisational success.

In our latest HR Insights survey (results due to be released early next year), only 17% of HR Professionals feel that a HR career as a clear route to becoming a CEO/MD of a business. Do you agree?

I believe that the path to executive leadership is nuanced and multifaceted. Historically, some industries may have perceived HR as a more specialised function, but the landscape is evolving, and the skills gained in HR can indeed be instrumental in reaching the pinnacle of organisational leadership.

In my perspective, a successful journey from HR to CEO/MD often hinges on the ability to leverage the unique skills developed in HR roles. HR professionals possess a deep understanding of the human element within organisations, including talent management, employee engagement, and cultural dynamics. These skills are increasingly recognised as critical components of effective leadership.

However, it's essential to acknowledge that the path may not always be straightforward. Building a bridge from HR to the executive suite requires proactive steps such as broadening one's skill set beyond traditional HR functions. This may involve acquiring a strategic business mindset, financial acumen, and a comprehensive understanding of the industry in which the organisation operates.

Moreover, organisations that recognise the strategic value of HR are more likely to foster a leadership pipeline where HR professionals can ascend to executive roles. As the perception of HR evolves, more HR professionals may find themselves equipped to take on CEO/MD positions, leveraging their expertise in people management, organisational culture, and change management.

You’ve worked in many senior roles, in large organisations where you have had to drive the employee experience agenda. How important do you believe the employee experience is and how did you work to engage the business so that the workforce and the SLT/board all had the same vision?

The employee experience is paramount in fostering a thriving organisational culture and achieving sustained success. A positive employee experience goes beyond mere job satisfaction; it encompasses every touchpoint an employee has with the organisation, from recruitment to departure. It influences engagement, retention, and the ability to attract top talent.

In my senior role, I recognised the significance of aligning the workforce with the SLT/board to ensure a shared vision for the employee experience. Here are some key steps I took to engage the business in this process:

Comprehensive Employee Feedback:

I initiated employee surveys, focus groups, and one-on-one discussions to gather comprehensive feedback on the current employee experience. This not only identified areas of improvement but also provided insights into what aspects of the organisational culture were resonating positively with the workforce.

Strategic Communication:

I developed a clear and compelling narrative around the desired employee experience. This narrative was communicated strategically across all levels of the organisation, emphasising the alignment between individual roles, team dynamics, and overarching organisational goals. Transparent and consistent communication is essential in ensuring everyone is on the same page.

Leadership Engagement:

I facilitated sessions for the SLT/board to actively engage with employees. This included town hall meetings, open forums, and interactive sessions where leaders could listen to concerns, share insights, and demonstrate their commitment to the employee experience. Leadership alignment is critical for cascading the vision throughout the organisation.

Cross-Functional Collaboration:

I fostered collaboration between HR, department heads, and key stakeholders to ensure a holistic approach to the employee experience. This involved breaking down silos and creating cross-functional teams focused on specific aspects of the employee journey, such as onboarding, professional development, and well-being.

Continuous Monitoring and Adaptation:

I implemented mechanisms to continuously monitor the employee experience and made adjustments based on feedback and evolving organisational needs. This agile approach allowed us to respond proactively to changing dynamics and ensure ongoing alignment with the overall vision.

By taking these steps, I was able to build a shared understanding of the importance of the employee experience across the organisation. This alignment not only contributed to a more engaged and satisfied workforce but also had positive effects on key performance indicators, demonstrating the direct link between employee experience and organisational success.

You referred earlier to your work as the Naked Psychologist. Could you tell us more about the work you did here?

In 2019 I established a consultancy business – Naked Psychologist. Why Naked – because I wanted to strip away the hype, jargon and mystery and to do things that really work with demonstrated results. We were dedicated to advising leading organisations on people strategy, leadership, board effectiveness, and organisational development, our mission was to catalyse transformative change and foster sustainable success.

One of our exciting projects included a collaboration with a prestigious FTSE 500 company to redefine their people strategy, resulting in a more engaged workforce and increased productivity. Another noteworthy project involved elevating board effectiveness for a major industry player through comprehensive training programs and governance restructuring.

My commitment to innovation in the people space to make a real difference extends beyond consultancy projects, as evidenced by co-authoring the book "Bliss: How to be truly happy for the rest of your life," with Times bestselling author David Taylor. With 'Mental Wellness' as its base, Bliss provides powerful, practical and proven ways to true happiness. This publication underscores our dedication to sharing insights and strategies that extend beyond boardrooms, empowering individuals to lead purposeful lives.

What is the best piece of career advice you have received?

One of the most impactful pieces of career advice, which emphasises the importance of humility, is from my Mum – and she says, 'stay humble and keep learning.' In my journey, I've learned that acknowledging there is always more to learn, being open to feedback, and recognising the strengths of those around me contribute to both personal and professional growth. Humility doesn't diminish your expertise but enhances it, fostering a collaborative and continuous learning environment that can lead to long-term success.

Upcoming events

We have a series of roundtables and webinars coming up on hot HR topics, give us a follow on LinkedIn or contact Nic Morris to be kept updated on the dates for our next event.

Get in touch

Should you wish to have a confidential chat with Nic Morris to discuss the current HR market and where we can help with inclusive recruitment or your search for work/recruiting into your team, please contact her directly at nmorris@mdhr.co.uk

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