With over a decade of HR experience, Katie Elliot embarked on a new, self-employed adventure in April 2021, starting her HR consulting business “HR Katie.” She’s deeply passionate about working with start-up and scale-up businesses, guiding them to unlock the full potential of their workforce.
Katie is a true advocate for positive change in the HR landscape. Her brainchild, ‘The HR Hub,’ stands as a testament to her commitment to revolutionising the industry. The HR Hub is an HR subscription that combines a source of up to date, online resources with regular face-to-face consultations. With this unique approach, clients have the peace of mind knowing they can access expert HR advice at their convenience and have a dedicated consultant to discuss and address any people-related issues. Through The HR Hub, Katie aims to empower businesses of all sizes to create happier, healthier workplaces.Â
Can you share a brief overview of your career journey and the key milestones that have led you to your current leadership role?
My career began as a recruitment consulting, which paved the way for my in-house role at an SME, where I embraced the dynamic environment, quickly expanding my scope beyond recruitment. The versatility of a small business allowed me to dive into various aspects of HR, and with a keenness to learn and contribute, I rapidly advanced my skills. Achieving my HR qualifications, I developed into a generalist role, dealing with the full spectrum of HR issues.
As I progressed, I took on the leadership of an HR team, where mentoring budding HR professionals became one of my most rewarding experiences. However, the arrival of my second child marked a turning point, prompting me to seek a balance closer to home. I found a more low-key role within a local accounting practice, but the itch to do more never waned.
The pandemic was a period of introspection and it reignited my passion for HR, leading to the birth of HR Katie in early 2021, coming out of that final lockdown. It was a leap into self-employment that has since offered a platform to support and grow with other businesses, just as I have grown in my own career.
What do you believe are the most important qualities or attributes that a successful business leader should possess, and how do you embody them in your leadership style?
In my view, the most important attributes a successful leader should possess are clear communication, empathy, and adaptability.
Communication is more than just conveying information; it’s about ensuring understanding, fostering transparency, and building trust. It’s this clarity and openness in communication that I prioritise in my interactions with clients, helping them to lead their own teams more effectively. My clients come to me, instead of any large corporate HR service provider, because I have built trust with them already so I very much try to practise what I preach!
Empathy is also vital. It allows leaders to connect with their team members on a personal level, understand their motivations, and support their professional development. This empathetic approach is something I embed in my consultancy, taking the time to understand the unique challenges and needs of each business I work with.
Adaptability, especially at the moment, is a non-negotiable trait for leaders. It’s about being resilient and responsive to change. I embody this adaptability in my own business by staying abreast of the latest HR trends and legislations, ensuring that the advice I provide is not just compliant but also progressive and tailored to the current climate.
While I may not have an internal team at the moment, these qualities are integral to my interactions with clients and I strive to model these attributes with them.
Can you describe a significant challenge or setback you’ve encountered in your career, and how did you overcome it to achieve your goals?
The pandemic presented an unparalleled challenge, not just professionally but also personally. As a working parent with two young children, I was navigating the complexities of remote work while managing the surge in demand for HR guidance amidst global uncertainty. The initial lack of consideration for working parents’ struggles, particularly mothers, by government policies, added to the pressure and had significant mental health implications for many.
Despite these hurdles, this period prompted a profound period of self-reflection. I recognised that my capacity to contribute meaningfully in my then-current role had reached its limit. This crystallised my decision to pivot towards self-employment — a daunting yet exciting transition. Embracing the autonomy that HR Katie afforded me turned out to be a transformative move, both for my professional path and personal well-being. It’s a decision that, in retrospect, I don’t regret for a moment.
In a rapidly changing business landscape, how do you stay informed about industry trends and adapt your strategies to remain competitive?
In the ever-evolving realm of HR, staying abreast of industry trends is crucial. I maintain continuous learning, subscribing to leading HR journals, and participating in professional HR groups. These resources provide a wealth of up-to-date information, from legislative changes to emerging best practices in people management.
Beyond these, I also attend webinars, workshops, and conferences to gain diverse perspectives and insights. This multifaceted approach ensures that the advice I give to clients is not only current but also forward-thinking, positioning them to thrive in a competitive landscape.
For the entrepreneurial aspect of my business, I’m part of an invaluable network of fellow small business owners. This community acts as a sounding board for new ideas and provides guidance based on collective experiences. We celebrate successes and navigate challenges together, and our co-working days are equal parts enjoyable and productive!
What is your approach to building and leading high-performing teams, and how do you motivate your team members to achieve their best potential?
Building and leading high-performing teams starts with a clear vision and shared goals. The approach I support my clients with hinges on three core principles: fostering a culture of open communication, creating an environment of mutual respect and trust, and providing opportunities for growth and development.Â
How do you balance short-term financial goals with long-term strategic planning for the growth and sustainability of your business?
I won’t pretend to have all the answers; in fact, part of my strategy involves consulting with mentors and working with my accountant to better understand my approach. I’m continually learning and adapting — it’s an ongoing process of evaluation and adjustment, which I hope will ensure HR Katie not only thrives today but continues to do so for years to come.
In the short term, I have a pragmatic approach to financial goals. I currently need to prioritise revenue-generating activities. However, I’m trying to be mindful not to let short-term gains dictate my direction at the expense of my long-term vision.
For long-term strategy, I believe moving more into my subscription-based model will be crucial for sustainable growth. There is a limit on the 1-2-1 client time I have available, so by growing The HR Hub, I hope to be able to plan for more strategic growth in the future.
For long-term strategy, I am sure that moving towards a subscription-based model is key to ensuring sustainable growth. Recognising the finite nature of one-to-one client engagement, I aim to expand The HR Hub. This is not just about scaling my business but also about creating the capacity for more strategic planning and providing value to a broader client base in the years ahead.
Can you share an example of a major decision you had to make that had a significant impact on your organisation? What was the outcome, and what did you learn from the experience?
The main decision that stands out in my business was the shift from traditional in-person consultations to a hybrid model incorporating digital resources and remote consulting. This strategic pivot was initially a response to the constraints of the pandemic but quickly turned into an opportunity to redefine my service delivery.
This shift was initially daunting, as it meant venturing into uncharted territory but it was necessary to address the growing demand and my limited personal bandwidth.
The move required a steep learning curve in digital content creation, but it was a calculated risk intended to broaden the scope and reach of my services. The outcome was transformative. Not only did it allow for a more flexible service model that clients could access at their convenience, but it also significantly increased the efficiency and scalability of my business.
What role does innovation play in your business strategy, and how do you foster a culture of innovation within your organisation?
To develop a culture of innovation, I am continuously learning and keeping up to date with industry developments. This involves staying connected with the HR community, investing in training, and leveraging technology to enhance our services.Â
Moreover, I embrace a mindset where feedback from clients is not just welcomed but actively sought. It’s this feedback that sparks many of my improvements, as it helps me to identify gaps in the market and areas for improvement of my service offerings.
How do you handle ethical dilemmas and make difficult decisions when they arise in your role as a business leader?
Ethical dilemmas are a critical component of HR, demanding a principled approach. In confronting these challenges, I encourage everyone to prioritise a comprehensive understanding of the issues at hand, ensuring decisions are informed and balanced.Â
I would also say that I always try to align my own actions with HR Katie’s core values—transparency, fairness, and respect. Decisions that are communicated clearly, ensuring everyone understands the rationale behind them, is essential for mapping out the most effective path forward.
Looking to the future, what are your top priorities and goals for your business, and what strategies do you plan to implement to achieve them?
As I look towards the future, my top priority is to scale The HR Hub, maximising its reach and impact. The goal is to transform it into a comprehensive platform that not only offers expert HR advice but also fosters a community where businesses can learn, grow, and support one another.
To achieve this, I’m focusing on key strategies which includes broadening my service offerings and strengthening my customer engagement. I’m also working in partnership with other small businesses to help make my resources more accessible to a wider audience.
In terms of services, I plan to introduce a range of scalable products such as online courses, webinars, and toolkits that cater to the diverse needs of small businesses. This approach will allow me to support more clients simultaneously while maintaining the quality and personal touch that HR Katie is known for.
I also aim to create more interactive opportunities through Q&A sessions and networking events. By doing so, I hope to not only provide value but also build a community that thrives on mutual success and continuous learning. I believe that by implementing these strategies I can position The HR Hub as an innovation leader in the HR space, ensuring that I continue to provide exceptional value to our clients and contribute to their success stories.
