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Elaine Bremner is a seasoned professional in the HR space, with an impressive background in customer service and management. With six years of experience at EY, she provided technical tax support to senior management and prepared tax computations and returns. Prior to EY, she spent seven years at RBS as a Customer Service Officer, excelling in customer relations and cash operations. Leveraging her strong customer service skills, Bremner has proven herself as an invaluable asset in her field. She leverages her prior experiences to navigate the complexities of EssenceMediacom’s operations, ensuring smooth transitions and strong personnel management following their recent merger.
In an interview with HR Tech Outlook Europe, Elaine Bremner, shares her insights on some of the prevailing challenges and trends in optimising human resource management and advocating for employee well-being in the HR space.
As an expert in the domain, could you please elaborate on your current responsibilities?
We currently have a workforce of 2000 individuals distributed across six offices. The recent merger took place in February 2023, bringing together Essence and Mediacom, both of which were previously part of GroupM, our parent company. GroupM, in turn, operates under WPP plc, a British multinational holding company specialising in communication, advertising, public relations, technology, and commerce.
While the global integration of our businesses has resulted in the consolidation of offices in various markets, the UK remains unique due to client conflicts. Consequently, we continue to operate as separate entities—EMX and EssenceMediacom. As the Chief People Officer, I hold this role for both entities. My tenure with Mediacom spans 12 years, during which I served as the Chief People Officer for the APAC region for six years. Based in Singapore, I oversaw human resources operations in 14 markets. In 2016, I relocated back to the UK, assuming my current responsibilities focused on managing the UK operations of EMX and EssenceMediacom.
What are some of the prominent challenges you have encountered in effectively managing human resources and promoting employee well-being?
Amidst the significant disruptions caused by COVID-19 across industries, one of the prominent challenges has been addressing the impact on mental health, particularly with the shift to remote working and the cumulative effects of global events. EssenceMediacom has long prioritised mental well-being and implemented various strategies to tackle this challenge. We have fostered an open culture surrounding mental health, destigmatising the topic. As early as 2016, employees, including leaders, bravely shared their own mental health stories, creating a significant cultural moment and establishing psychological safety.
We have also provided support systems for individuals facing mental health struggles. Recognising that approximately one in four people already experience mental health challenges pre-pandemic, we implemented a mental health allies program. This program offers support, listening, and guidance to individuals in need, including signposting professional resources and ensuring their safety. By acknowledging that mental health affects everyone, either directly or indirectly, we have taken steps to provide a supportive environment.
“We have fostered an open culture surrounding mental health, destigmatising the topic. As early as 2016, employees, including leaders, bravely shared their own mental health stories, creating a significant cultural moment and establishing psychological safety.”
Another key aspect of our approach to mental health is the implementation of a wellness program supported by the Unmind app. The app provides various psychologically based resources, including Fireside Chats on mental health, content addressing loneliness and self-esteem, tips for better sleep, strategies for managing situational stress and anxiety, and even yoga sessions. Moreover, the app extends support to managers, offering training on how to effectively handle employees dealing with mental health issues. Recently, we have introduced a counselling service through the app, enabling anyone to access a counsellor at any time, without limitations on the number of sessions.
Could you please share some insights into the notable initiatives you have spearheaded in your organisation, and how these efforts have been making a positive difference in creating an inclusive and supportive workplace?
Our approach to diversity, inclusion, and belonging has been a longstanding priority for us, starting as early as 2008 when we eliminated CVs and partnered with charities to bring individuals from underrepresented backgrounds into our organisation.
In 2019, ahead of the Black Lives Matter movement and many other companies, we initiated our belonging survey—a specialised employee engagement survey focusing on individuals’ feelings of inclusion and belonging. By analysing the survey data across different demographic groups, we gained valuable insights into the diverse lived experiences within our workforce. This data has been instrumental in shaping our diversity, equity, and inclusion (DE&I) strategy.
The events of 2020, including the tragic death of George Floyd and the rise of the Black Lives Matter movement, further highlighted the importance of safety, belonging, and engagement for our employees, particularly from an ethnic perspective. In response, we established virtual safe rooms and community spaces through our employee resource groups. These spaces provided a supportive environment for individuals to connect with others who share similar backgrounds and experiences.
To drive tangible and systemic change in our organisation’s approach to DE&I, we implemented a comprehensive unlearning program. Over a four-day period, we engaged 250 of our leaders in a program designed to deepen their understanding of the systemic nature of oppression and its impact on societal processes and attitudes. This program empowered our leaders to identify and address systemic barriers within our organisation.
The second important initiative we implemented was a comprehensive allyship program. This program aimed to foster a deep understanding of the lived experiences of our employees, acknowledging that individuals face micro-aggressions daily. It highlighted the importance of being supportive allies to one another in our ongoing commitment to creating a safe and inclusive environment where everyone feels a sense of belonging.
From a skills-based perspective, our industry has experienced significant disruption, with a strong emphasis on data-driven insights for our clients. This shift has led to a change in the required skill set within our organisation, placing a greater emphasis on data, analytics, and insights. Consequently, we have had to reassess our entry-level programs and training initiatives to equip our employees with the necessary expertise to effectively guide our clients through this industry transformation.
What are some of the latest technological advancements, approaches, or strategies in the HR space that you find exciting and optimistic about as we continue to progress?
In terms of technology, one noteworthy advancement is the Unmined app we have implemented for wellness purposes. This app not only serves as a preventative tool but also provides us with anonymised data on trends related to areas where individuals may be struggling. This enables us to intervene and evaluate our strategies accordingly.
The emergence of ChatGPT also holds tremendous potential to transform various industries, including HR. While HR Ops falls outside my specific area of responsibility as it is centralised in GroupM, there is significant scope for leveraging ChatGPT in enhancing the employee experience, automating manual tasks, and streamlining meetings and check-ins. This technology can revolutionise the way we work and optimise our processes.
What valuable advice would you offer to aspiring individuals looking to pursue a career in HR and aspire to lead and create a positive influence within their organisations?
My advice would be to use data to inform decision-making. It’s important to understand that one size does not fit all, and taking into account diverse perspectives and experiences is crucial. This involves actively listening to your employees, particularly those from marginalised groups, and understanding their unique challenges and needs. By incorporating both quantitative data and qualitative insights, HR professionals can develop initiatives, strategies, and policies that are inclusive and address the concerns of all individuals.
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