From Corporate HR to Independent Success
Sarah’s 20-Year Journey in Human Resources
Navigating the complexities of Human Resources isn’t just about managing people—it’s about understanding them. Sarah’s story is one of growth, adaptability, and deep insights gained over a 20-year career with some of the biggest names in the corporate world. From her days at General Electric during Jack Welch’s tenure to launching her own HR consultancy and training business, Sarah has seen it all.
In this edition, we delve into her journey, uncovering valuable lessons on recruitment, retention, and the ever-evolving workplace dynamics. Whether you’re a founder looking to build a strong team or someone curious about the challenges of today’s job market, Sarah’s wisdom offers plenty to think about.
Interviewer: Hi Sarah, thank you for joining us today! Could you share a brief overview of your career journey and experience in the HR field?
Sarah: Thank you! Sure, my career in HR spans over 20-plus years. I started right after graduation and have worked for several companies, mostly multinational corporations. I was fortunate to work with some top companies like General Electric (GE) during Jack Welch's era, which was an incredible experience. Back then, GE was among the top American companies. After that, I moved on to Johnson Controls and later to a German automotive company, where I held my last corporate role.
I haven’t changed companies frequently—just four in my 20-plus years—which gave me a chance to immerse myself in each organization fully. My roles were always generalist in nature as an HR professional. This included everything from recruitment and onboarding to compensation and benefits, performance management, talent development, industrial relations, training, and employee engagement. It required a lot of multitasking and building strong relationships across the organization.
Interviewer: It sounds like you’ve had a very diverse HR career. What are you focusing on currently?
Sarah: After retiring from corporate life, I decided to specialize a bit more. Right now, I primarily focus on recruitment and training. I work as a freelance recruitment consultant, collaborating with an agency owned by a friend. This setup gives me flexibility—I don’t have specific targets, but I manage my own clients.
I also run my own training company, where I provide HR-related training programs. For topics outside my expertise, I engage other trainers. During COVID-19, I conducted sessions on career development and transitioning, performance management, recruitment strategies, and interview techniques. I also work on consultancy projects helping startups establish their HR functions and implement performance management systems.
Interviewer: From your experience, what are the main challenges employers face in today’s market?
Sarah: It depends on the industry. For manufacturing, for example, challenges include managing a large blue-collar workforce, cultural differences with foreign workers, and compliance issues. In smaller retail or office setups with fewer than 100 employees, the problems are different since employees are generally more educated and professional.
However, one universal challenge across industries is employee retention. In Malaysia especially, job-hopping is common. These days, people move jobs much faster than before—for example, after just a year or two—because they’re often motivated by higher salaries rather than loyalty or long-term goals. This puts pressure on employers to constantly replace talent and manage turnover.
Interviewer: That’s interesting. So retention is a major issue. What other trends or challenges do you see in recruitment?
Sarah: A lot of it comes down to matching the right person to the right job. Sometimes candidates have the right attitude but aren’t placed in roles aligned with their strengths. In such cases, we try to transfer them to other departments where their skills might be a better fit.
Another challenge is that employers often prefer experienced candidates from the same industry because they want someone who can perform immediately without much learning time. This makes it tough for candidates looking to transition into new industries or roles.
Interviewer: Speaking of transitions, how do you advise candidates who want to switch industries or roles after years of experience?
Sarah: Career transitions can be tough because starting in a new industry often means going back to basics. I always tell candidates to be prepared for a pay cut or a junior role if they’re serious about switching fields. Employers won’t pay senior-level salaries for someone who needs to learn the ropes from scratch.
For those looking to transition after being laid off or retrenched, I suggest leveraging their transferable skills and exploring roles related to their expertise while gradually building experience in new areas.
Interviewer: You mentioned younger employees earlier. How do employers attract and retain Gen Z talent?
Sarah: Gen Z is definitely unique and can be challenging for employers to engage. They prioritize work-life balance and are less likely to stay loyal to one company unless they feel valued and motivated. Employers need to create inclusive environments with clear communication and engagement strategies tailored to this generation's needs.
For instance, some Gen Z employees might come from wealthier backgrounds where money isn’t their primary driver—they value flexibility and meaningful work more. Others might be financially motivated due to different circumstances. Understanding what drives them individually is key.
Interviewer: What about remote work? Do you think it’s still a significant factor for Gen Z or employees overall?
Sarah: Remote work was big during COVID-19, but many companies are now asking employees to return to the office. While remote work offers convenience, face-to-face interactions foster better communication, collaboration, and engagement. Companies like Microsoft initially allowed remote work but later encouraged employees to return because productivity and team dynamics improve in an office setting.
Interviewer: Lastly, any advice for employers managing workplace conflicts or mismatches?
Sarah: Conflict resolution starts with open communication. If there are issues between employees or between managers and their teams, HR should mediate and find common ground early on before things escalate. If conflicts persist and working together becomes impossible, it’s best to consider transfers or separations amicably.
It’s also important to ensure managers have the skills to lead effectively. Sometimes conflicts arise because managers don’t know how to motivate their teams or communicate well. In such cases, training and coaching can help.
Interviewer: That’s great insight! Thank you so much for sharing your experience and expertise today.
Sarah: You’re welcome! It was my pleasure to share my journey and thoughts on HR challenges. Thank you!
About Leaderboard Consulting
Leaderboard Consulting Sdn Bhd, a HRDC approved training provider is a boutique training and consultancy company offering a wide range of customised training programs and focused HR projects for our clients’ human capital training needs and business objectives. They design and deliver training programs, workshops and coaching that result in learning at an individual, team and organisation level.