HR Teams Face Unique Challenges During Economic Uncertainty
As organizations across Canada navigate shrinking budgets and economic volatility, the spotlight has turned to HR professionals and their ability to deliver value amid constraints. Speaking at the HR Leaders Summit in Toronto, Annabella Tamburro, vice president of human and corporate capital at Canso Investment Counsel, stressed how cost-cutting measures often impact HR teams disproportionately.
“When resources are limited, prioritization becomes vital,” she explained. “With small teams, there’s only so much you can realistically deliver in terms of initiatives and programs while still maintaining effectiveness.”
Strategic Alignment: Doing More with Less
Kim West, senior vice-president and head of human resources at Cineplex, highlighted the importance of aligning HR efforts with business strategy. “Make sure everything you do supports strategic priorities,” she said. West emphasized that HR professionals must be willing to say no when a request doesn’t align with core goals.
“That can be painful,” she admitted, “because many HR professionals are natural people-pleasers. But it’s essential for sustainable success.”
Tamburro echoed this sentiment, warning against being sidetracked by trendy initiatives. “It’s easy to get excited about new ideas,” she said, “but if they don’t serve the business strategy, they become a burden rather than a benefit.”
Reframing the HR Narrative
Julie Develin, senior partner of HCM advisory and human insights at UKG, noted that HR’s challenge is not just operational—it’s also reputational. “We’re constantly battling the stereotype that HR only exists for the company,” she said. “But in reality, we’re here to support both people and business outcomes.”
Curiosity and Critical Thinking in HR
Develin advocated for curiosity as a guiding principle in HR operations. “Just because something has always been done a certain way doesn’t mean it should stay that way,” she said. She encouraged HR teams to question longstanding practices and explore more effective alternatives.
Tamburro added that curiosity should extend beyond processes to people. “I want to understand what my team members are good at, what they want to improve on, and how they can contribute in ways we may not have considered,” she said.
Investing in Financial and Analytical Acumen
West spotlighted the growing need for HR professionals to be financially literate. “I can’t show up at work without knowing how our box office and concessions performed,” she said. “That data shapes our strategic decisions.”
Jennifer Bond, vice-president of HR operations at Ontario Power Generation (OPG), described how her organization is investing in upskilling HR teams through a year-long training program called “HR Excellence.” The program focuses on digitalization, automation, resilience, and executive presence, giving HR professionals the tools to adapt and lead effectively.
Data-Driven Decision Making
Bond emphasized the role of data in proactive HR management. “Our HR business partners are now diving deep into data related to succession planning, grievances, overtime, and sick leaves,” she said. “They’re not just collecting data but analyzing it to identify trends and guide action.”
Develin reinforced this point, saying, “Data tells the story of your organization. In leaner times, it’s more important than ever to rely on accurate data rather than assumptions.”
Unlocking Hidden Talent Within the Organization
Another cost-effective strategy discussed was reskilling and upskilling internal talent. Develin stressed that conversations around employee development should start early. “Entrance interviews—conducted after 90 days—can reveal aspirations and hidden skills,” she said.
“We might discover someone who’s working a second job using skills we need,” she explained. “By capturing that information early, we can tap into internal talent when new opportunities arise.”
Bond highlighted how this approach resonates especially with younger generations. “For newer employees, that investment in their growth is a key motivator,” she said. “It’s not just about retention; it’s about engagement and potential.”
The Future of HR in Resource-Constrained Environments
The panel agreed that HR must evolve to remain effective during turbulent times. By aligning with business strategy, fostering curiosity, leveraging data, and investing in people, HR can continue to drive meaningful outcomes—even with limited resources.
“It’s about working smarter, not harder,” said Develin. “And that starts with asking the right questions, using the right tools, and never losing sight of the people behind the processes.”
This article is inspired by content from Original Source. It has been rephrased for originality. Images are credited to the original source.
