Nikki Dines tells HRD 'meaningful change needs balance'
“You shouldn’t create bureaucracy for the sake of ticking some boxes. You need to understand what's going to be useful to achieve and what we need to achieve, versus just something that we should do because it's in the spotlight.”
That’s according to Air New Zealand’s Chief People Officer, Nikki Dines, who told HRD about being selective with employee benefits to garner the best possible engagement.
She noted that, in an organisation the size of 12,000 employees, making sure everyone feels connected is sometimes easier said than done.
“There are some things that are fundamental to every role, like hygiene and terms and conditions – but to create meaningful change it’s important to accept that benefit programs and development structures are going to be different for everyone,” Dines said, “One size does not fit all and being able to balance that gives freedom within framework.”
Dines, whose career spans over 25 years, went into employment law due to her background of having a law degree as well as a Bachelor of Arts in Sociology and Psychology – and because she’s always been interested in people.
“I love how people think, how they work,” Dines told HRD, “I spent 18 years working as an employment lawyer, both in-house and working for firms here and overseas. I’ve always been involved with people for as long as I can remember and I’ve always thought how crucial this has on business culture.”
Dines noted that her career was full of “twists and turns” – but always focusing on the human element of business by trying to solve problems and embark in creative collaboration with clients.
“I shifted to work as part of the HR team at the law firm I was working at because of how focused I was on how people operate,” Dines said, “But also wanted to get a better understanding of how it all worked – so actually went and ran Auckland domestic airport for a while. Being on the frontline really helped shape me as a people manager.”
Dines told HRD that to effectively implement HR policy, you need to understand the needs of your workforce as it means a greater level of engagement and uptake of process.
“We have two workforces – and they’re both very different. What works for Air Force might not work for our pilots so it’s so important to look at what matters as opposed to what you think they want. It must resonate,” Dines emphasised.
As a people manager, it’s important to ensure you have the right people in place to do what’s needed of them and not to micromanage them – which is a sentiment Dines holds as it’s “good for business.”
“I work across all sectors of the business, from training to cargo shipping to working alongside the CEO. I need to know where my time can be best spent to help collaborate. That means allowing people to do their job so I can do mine,” Dines told HRD.
“Trust is a keyword that underpins most of what we do as HR professionals. To build meaningful partnerships – both internally and externally – and drive positive engagement, you must work with those around you. That means your foundations must be strong.”
Ensuring workers are happy and well-trained is highlighted by Air New Zealand being awarded the most attractive employer a number of times, which Dines accredits to “excellent” teams.
Artificial Intelligence is changing the way HR functions are carried out across the world – and data has never been more important.
Futurist and author, Bernard Marr, told Forbes that “Data-driven, AI-enabled HR improves efficiency and accuracy in internal processes and also helps human resources professionals create more personalized and engaging experiences for their organizations.”
Marr added that this should be used strategically within an organization – without forgetting the ‘human’ in Human Resources, noting that technology should amplify HR’s work, not overshadow it.
Dines noted, though, that when it comes to data – it’s quality over quantity.
“As a business focused on leaving a legacy, having a lot of data isn’t usually the most useful. With generative AI now in the mix, we need to now focus on translating that data into meaningful conclusions – to help us enact change.”
“It’s also about bringing people on a journey and stepping into the unknown. Leveraging AI to automate areas of engineering planning, predictive maintenance to machinery, is really exciting. Changes will allow us to be one step ahead of the game – and focus on what really matters, which is getting people to their destination,” Dines added.
