In Conversation With Liz Moran, HR Director, APJ, New Relic

Given your experience across different regions and industries, how do you approach aligning HR strategy with business priorities at New Relic, and how has this alignment contributed to deliver tangible results for the organisation?

Ensuring that our HR strategy aligns with business priorities is crucial, as it guarantees that our HR efforts directly contribute to and enhance the overall goals of the organisation. An example of this alignment is the Set to Augment Results - or STAR - program. A structured development program that was created for women from our teams in EMEA and APJ, our goal in developing this program was to strengthen the pipeline of emerging talent, establish a strong interconnected network among these employees, provide opportunities for their career advancement, and offer comprehensive leadership and education on allyship and inclusion. The overwhelmingly positive feedback that we received from participants who took part in the 2023 program reinforces our commitment to women across the business, and we eagerly look forward to continually expanding and refining this initiative in the future.

New Relic operates in a fast-paced, high-growth environment. Can you share specific examples from your career where you successfully navigated and thrived in similar environments, ensuring that HR practices and policies kept pace with the company & growth?

I’ve worked in the technology space for over 20 years, an industry renowned for its constant and rapid pace of change. There have been multiple times when I’ve been required to navigate changing environments. One pivotal experience for me occurred when I was working at a provider of software solutions and services to the global utility marketplace.

During my time there, the company changed ownership. There was a period of substantial change for employees as we transitioned into our new corporate environment. This experience highlighted the importance of proactive and frequent communication to mitigate uncertainty and confusion. Embracing a strategy of ruthless prioritisation was instrumental in enabling employees to focus on key priorities, minimising change fatigue.

The success of the transition hinged on fostering collaboration and teamwork between employees from both teams. Joint efforts on shared projects accelerated integration, facilitating the rapid exchange of knowledge and insights into the distinctive nuances of each organisation. 

By implementing a collaborative approach during this time, we were not only able to ease the company through a big transition, but were also able to build an expanded network, something that proved to be essential for navigating the future challenges experienced by the business.

As a recognised trusted coach and advisor, how do you partner with business leaders and employees to foster a collaborative and supportive working environment? Can you share instances where your coaching and advisory role had a significant impact on individual or team performance?

Last year, I drove the implementation of the Cultivating Allyship workshop for our employees in the APJ region. The program took into account the cultural differences and nuances of our employee cohort, and thanks to its careful planning and focus on taking such nuances into account, has had a significant impact on its success. The local program has resulted in greater understanding and confidence of diversity, equity and inclusion (DE&I), across the business, as well as the role that allyship plays, by effectively emphasising the key differences between equity and equality. Engagement levels were notably high during the in-person workshop, with attendees demonstrating courage and vulnerability in their discussions. The workshop provided a platform for staff to share and learn more about each other's personal experiences, which has ultimately led to teams being more cohesive in nature.

Credibility and integrity in communications are vital in HR leadership. How do you ensure these qualities in your communication with employees and leaders? Can you provide examples of how transparent and honest communication positively influenced HR initiatives or organisational culture?

Maintaining credibility and integrity in communications is crucial for effective HR leadership. I emphasise these qualities by consistently delivering clear, honest, and transparent messages to both employees and leaders. 

Data can be a helpful tool for ensuring transparent communication about the state of the business. Collecting and interpreting information from diverse teams provides valuable insights for refining benefit structures, strengthening recruitment endeavours, and implementing essential changes to business culture. At New Relic, C-suite executives actively involve themselves with this data, using it to shape long-term strategies and decision-making. 

I’m currently involved in an exciting project to design a dashboard to capture a universal set of people metrics for our teams globally. The project aims to provide workforce insights for our business leaders, facilitate evidence-based decision-making through data-driven insights, and contribute to the development of an innovative HR culture using people analytics.

With your experience across Asia Pacific and North America, how do you approach HR strategies that consider cultural nuances and regional differences? Can you share insights into how you foster a cohesive company culture while respecting and leveraging the diversity of the regions you oversee?

At New Relic, we are dedicated and purposeful in our aim to cultivate an inclusive culture that embraces DE&I for everyone in our team. Last year, as part of the Cultivating Allyship workshop for APJ employees, we recognised the limitations of a "one-size-fits-all" DE&I approach and sought to tailor this workshop.

Establishing local priorities that consider cultural and historical contexts is crucial to addressing specific biases, discrimination, and representation challenges in each area, and understanding that DE&I is unique for each underrepresented group and varies across regions and countries, we chose to apply a diversified lens to this initiative. 

As a result of this approach, we launched our new Cultivating Allyship workshop - a three-hour virtual interactive program which guided participants from awareness to action,and offered practical ways for our employees to be intentional in demonstrating small acts of allyship. As a result, it promoted inclusivity across all teams, peers and colleagues.

Talent development is crucial for employee engagement and retention. How does your role at New Relic focus on fostering employee growth and career development? Are there specific programs or initiatives you have implemented to nurture talent within the organisation?

In alignment with our commitment to DE&I, we've established Employee Resource Groups that provide a supportive environment to employees from various backgrounds. These networks contribute to professional development by fostering a sense of community, offering tailored resources and events to traditionally marginalised groups.

Additionally, our performance management system incorporates regular feedback and goal-setting discussions, and promotes a continuous feedback loop that aids in individual development and career progression. We encourage employees to take ownership of their career paths and provide the necessary tools and resources to support their growth within the business.

By focusing on these initiatives, we aim to create a culture of continuous learning, skill development, and career advancement, which leads to fostering talent growth, employee engagement, and long-term retention at New Relic.

Your thoughts on layoffs in Tech sector in 2023 and what according to you is going to be the biggest HR trend in 2024?

Amidst global economic uncertainties, the tech industry experienced a variety of challenges in 2023. As we look ahead to this year, several persistent trends will likely continue to shape the HR landscape.

The trajectory toward flexible work arrangements, particularly hybrid models, is expected to endure. Businesses will need to maintain their focus on developing strategies for managing remote teams, sustaining high levels of employee engagement, and effectively navigating potential challenges associated with this evolving work structure.

DEI will remain a focal point across the technology industry, and I anticipate that the commitment to fostering diverse, equitable, and inclusive workplaces will only strengthen. HR leaders must continue to hold a pivotal role in implementing and advancing DE&I initiatives to cultivate environments that embrace diversity. Employee well-being, including mental health, is projected to stay at the forefront of organisational priorities, with businesses likely to persist in investing in programs and initiatives that comprehensively support the health and well-being of their workforce.

As we move forward, staying informed about industry-specific developments and demonstrating agility in response to changes will continue to be imperative for HR professionals in 2024 and beyond. The ability to adapt to evolving circumstances will continue to be a critical requirement for success.