KPMG's Head of People and Inclusion, Evan Bateup, highlights the need to be transparent as an effective leader
For Evan Bateup, head of people and inclusion at KPMG New Zealand, the journey into HR leadership wasn’t meticulously mapped but rather an “accidental career.”
But far from seeing this as a disadvantage, he views his non-linear path as a strength.
“Sliding doors is a real theme for my life. I’ve done anything and everything in my career – even things that had nothing to do with HR. But I loved managing people and problem solving, that’s where I really shone, because you can make a real difference,” Bateup told HRD.
"If I always desperately wanted this role, I would have made different decisions. I’d have had a linear career—and I think that would’ve made me less open," he reflected.
That openness, he believes, has made him more adaptable and effective, both as a leader and collaborator.
Bateup’s approach to leadership is rooted in transparency, especially in people management.
"The issues that come to me don’t have perfect answers," he said.
"My role is to give context—to explain the business landscape, the psychology behind decisions, and the internal and external dynamics at play. That way, my team can make solutions that truly work for our clients and the business."
It was his experience during his time at software company, Vista Group Limited, that the importance of local dynamics was highlighted by working across different countries and continents.
“Dynamics change in whatever market you’re working in – Mexico, Netherlands, Malaysia, Romania. Being exposed to these different cultures and ways of working allows you to understand exactly what people want and how they can be best engaged.”
This understanding of local markets – and learning from them – proved invaluable in creating a more authentic leadership style, Bateup added.
Bateup is happy describing himself as a "Northland country boy who still drinks Lion Red".
"I’m more effective when I’m being myself—and that encourages my team to do the same," he said.
This authenticity, Bateup believes, is critical in the age of AI, where emotional intelligence and soft skills are fast becoming key differentiators.
"The best AI outcomes come from great context—and it’s the same with people. The more informed your team is, the better the results. When you’re yourself, you do the best work and it’s my job to create that space where people can thrive,” he emphasised.
This viewpoint is emphasised in academia, too.
With soft skills now mattering more than ever, in the age of AI, skills like the ability to communicate, interact and think critically underpins how technology - and more advanced professional skills – can be acquired, according to Harvard Business School.
In a write-up for the business school’s site, Assistance Professor, Letian Zhang, noted that “employers need to do a better job identifying and enhancing those foundations to remain competitive.”
““Highly specific, advanced technical skills are obviously important, but fundamental skills are actually really important too, if not more important.”
It’s not just people leadership that drives success —it’s key to drive business performance. Bateup told HRD that HR must stop framing itself as separate from business strategy.
"If HR initiatives feel disconnected, that’s a failure. They should be completely integrated with what the business is trying to achieve."
He’s impatient with the narrative that HR lacks influence. "If you don’t have a voice at the table, look at yourself first," he said.
Collaboration between HR and the C-Suite, Bateup said, is key to unlocked greater outcomes.
The way forward, he suggests, is data-driven and commercially minded. HR leaders need to speak the language of their stakeholders. "You tie absenteeism to service quality, show the business impact, and suddenly you’re not talking about an ‘HR issue’—you’re talking about business success."
