RS Interview: Learning the ropes

A university is synonymous with the role of an HR department; its bustling with learning and development prospects, it revolves around diversity of thought and equal opportunities and it opens doors for recruitment, all of which are matters HR deals with daily.

Richard Billingham (RB), executive director of human resources and organisation development at Aston University, alludes to some of these duties in an interview with Jade Burke (JB), deputy editor of Reward Strategy.

Meeting at the university’s campus in Birmingham, he spoke candidly about what challenges HR could likely be up against for the remainder of this year.

What stood out most however, is Billingham’s enthusiasm to ensure the university’s staff have access to the right rewards and benefits that suit them. Reflecting on the cost of living crisis and the importance of pay right now, he notes that these factors are even more critical, particularly when the recruitment market is so “hot” right now.

He also details his thoughts on the noise around unions currently, adding that it is a “moment in time”, as well as the importance of supporting working parents and how the university is doing so with its own on-site nursery.

JB: What drew you to a role in HR?

RB: “My shorthand explanation for the work that I do is I help organisations and the people who work in them to be the best they can be. And that’s really what interests me about HR."

JB: How did you come to work at the university in particular?

RB: “The thing that’s really drawn me is I buy into the purpose and the mission of Aston; it’s all about improving lives and life chances of the students who come here, working with local businesses and I’m a Brummie. This university is ’by of and for’ Birmingham, and I really like that it’s got purpose and it’s really grounded.

“And it’s a green oasis in the heart of Birmingham. We’ve got some great local partnerships, and I live here so you feel that you’re contributing to the place of Birmingham as well.”

JB: You’ve worked at some councils in previous roles and now the university – has the public sector always been of interest?

RB: “I’m drawn to organisations that have a purpose. And councils do, in terms of serving place, and I’ve worked in different councils and different places. But I’m really driven by that mission of working and I suppose serving people.”

JB: How would you say the role of an HRD has evolved over your career?

RB: “I think traditional HR directors (HRDs)perhaps came from a world of personnel and that was about policy, procedure and paying rations. The role of an HR director has changed out of all proportion. It is, for me, being a valued partner in the organisation, contributing to enabling the organisation to be absolutely the best that they can be. And it needs more than just an understanding of policy and procedure and employment law. It needs an understanding of the whole system.

“I think that my background has stood me in very good stead because I’ve worked on a lot of change projects prior to becoming an HR director. That, for me, is the space that HR directors can most effectively work in as a valued partner working closely with the chief executive and other senior colleagues."

Read the full interview in the latest issue of the Reward Strategy magazine online here.