HomeEmployee ExperienceCultureThe challenges of inheriting a team

The challenges of inheriting a team

  • 3 Min Read

In a new regular series, David Roberts, HR Director at Worldpay will be sharing his insights across numerous topics. In his first article, he’ll be discussing the importance and the challenges that surround inheriting a team, a situation numerous HR professionals face.

Featured Image

Nearly two years ago I took the role of HR Director for Worldpay and I’ve often inherited teams over the years. My views haven’t changed over the years and I would like to think I’ve always kept true to what I believe in. This is ‘getting to know the people you are working with’, ‘gleaning invaluable knowledge’ and ensuring you set an expectation of ‘high challenge’ for those who are willing to progress but also offer ‘high support’ for everyone. Looking back now, this has paid off and I will be leaving a high performing team that have developed over the years.

The word “team” can be defined in a number of ways and the way I’ll define it for the purpose of this piece is; direct reports or senior members of the virtual team. Being a HRD this is typically HR Business Partners, Specialist Partners and other HR support in the team.

Getting to know the people

We have all started somewhere and we have all had leaders we respect or take approaches from them, of which we feel makes a great leader. What I’ve always respected is leaders that really spend the time to get to know you personally and professionally. This is even more prevalent in this day and age where work and personal lines are blearing. When inheriting a team this is fundamental as, even though you would have had feedback, you must understand where peoples skills, experience and drivers can be utilised moving forward. There will always be an element of letting go of the past and what excites them about the future so you can use that to coach them but engage them at a fast pace. Ideally if you can arrange to meet them before you formally start a role then this allows you to start the engagement even earlier.

Gleaning invaluable knowledge

If you’re inheriting a team, you’re inheriting a pot of knowledge and this can help you navigate the organisation as well as help getting things done.

High challenge

Once you understand people’s drivers and appropriate challenges, it is important you set out direction. Some of the team may be comfortable and not want to stretch themselves but generally, I would always expect a challenge of some sort, whether that be through how we operate as a team, what knowledge we hold or the value we add. Otherwise, the team stands still. The direction and challenge need to be clear, relevant and accompanied by constant dialogue and support.

High Support

Once you truly get to know your team, you will quickly ascertain who needs support and those that are better or prefer working autonomously. However, it is about ensuring the support is there if needed and this can be professionally or personally.

Aside from these key areas, I would advise being open-minded, embrace diversity in the team and always focus on listening more than telling at the early stages.

Was this article helpful?

Related Articles

Bridging the HR-to-CEO Gap for a workplace of tomorrow

The Human Resources (HR) division is the beating heart of any business. The last few years have brought many challenges for HR professionals, no...

  • Helen Dugdale
  • Sep 19, 2023

The People Analytics Method: Why TikTok's Head of Global People Analytics prioritizes context not control

If you think people analytics is a buzzword for data science applied to HR, you might not be getting the most out of your HR data. The People...

  • Justin Purl
  • Sep 4, 2023

Change management and the business-driven HR model: What can we learn from HRBP history?

Max Blumberg and Dave Millner have previously highlighted middle managers as potential sources of sabotage for successfully implementing the...

  • Max Blumberg and Dave Millner
  • Aug 31, 2023

The energy sector skills shift: What we've learned about recruiting and reskilling

Across all kinds of sectors, a combination of technological advances and increased connectivity drive huge changes in organizational structures....

  • Erwin Hoogeveen
  • Jul 24, 2023

Implementing the people and culture model to guarantee HR's strategic value

The evolution of the predominant HR model of the past towards a modern-day people and culture model is well underway. Leaders increasingly...

  • David Liddle
  • Jul 10, 2023

Minimizing risk, maximizing ROI: The most valuable change management strategies

Change management strategies matter because poorly executed change is a significant risk to the business. Aside from the obvious financial risk...

  • Melanie Franklin
  • Jul 4, 2023

How the world has adapted to hybrid working post-Covid

Whilst remote working has existed for centuries and has certainly been on the radar for many, there is no question that the Covid pandemic has...

  • Andrew Speer
  • Jun 30, 2023

Network analysis: Differentiating explicit and tacit behaviors to catalyze culture change

Organizational culture plays a pivotal role in the success and sustainability of businesses in today's dynamic environment. A strong, positive...

  • Michael Arena
  • Jun 29, 2023

Events

HRD Roundtable: Combating 'Quiet Quitting'…

08 June 2023
  • E-Book
  • May 12, 2023

HRD Network Roundtable: The Retention…

15 June 2023
  • E-Book
  • May 12, 2023

Manage change and drive value…

01 June 2023
  • E-Book
  • May 12, 2023