‘You are unstoppable!’ Inspiration from Allied Pinnacle’s new head of people and culture

In this Q&A, the new head of people and culture at Allied Pinnacle shares insight into her new role, what she hopes to bring to the business, and future opportunities for those working in the HR space.

Mofoluwaso Ilevbare has been appointed the new head of people and culture at flour and bakery company Allied Pinnacle.

Ms Illevbare spoke to HR Leader about her responsibilities at Allied Pinnacle, as well as the challenges and opportunities she sees for HR professionals moving forward.

HR Leader: “What do you hope to bring to your new position?”

Ms Ilevbare: “I hope people can look back 12 [to] 24 months from now and truly say we deliver great value to all our key stakeholders, delivering market-leading solutions from grain to table, and that Allied Pinnacle is one of the best places to work.”

“We are in a unique position to drive change, as we fine-tune our purpose, mission, values, business strategies and people agenda. Working with the multigenerational, diverse, passionate, and resilient team we have across Allied Pinnacle Australia and Champion New Zealand in redefining who we are and what we want to become is energising.”

HR Leader: “What are some of the challenges facing people and culture leaders at the moment?”

Ms Ilevbare: “The aftermath of the COVID-19 pandemic opened up more responsibilities for people and culture leaders across organisations – on top of daily deliverables, we had to build resilience in managing individual and collective mental health and wellbeing, labour shortages, massive resignations, evolving employee demands, including increase in salaries, flexible working benefits, and borderlessness. This has been compounded by tough business environments, inflation, supply chain issues, [and] unimaginable climatic changes across the globe. These challenges are still present.”

Ms Ilevbare continued: “Gallup Inc’s 2022 State of the Workplace reported that approximately 40 per cent of employees globally are feeling more stressed and worried than in previous years. In Australia and New Zealand, the report stated on average, 47 per cent of respondents report daily stress, and 59 per cent believe now is a good time to find a job. This a labour market we haven’t seen before.”

HR Leader: “What opportunities do you see in the future for those working in HR-related roles?”

Ms Ilevbare: “HR is strategically positioned to help businesses deliver competitive advantage and value, but before you jump on the latest shiny trends and create fancy initiatives, ask the question ‘what’s top of mind for our key stakeholders (customers, investors, shareholders, leaders, employees, community, etc.) and how can we deliver that value with a highly engaged organisation?’”

“These are new times, and HR must continue to evolve to help business leaders and organisations navigate through continued change. Focus on best-fit, not necessarily best practices, build authentic leadership brands, upskill the ability and agility of the HR function to understand business context, turn data into actionable insights, and leverage digital technology to accelerate skill development, engagement, and retention. As an HR team, what do we need to start, stop, or sustain? Ask both internal and external stakeholders for this feedback and use the results to reshape the impact and influence of people and culture in today’s world,” explained Ms Ilevbare.

“Lastly, I’d like to add my self-care tip to all HR practitioners would be, be kind to yourself. We are living in unprecedented times with no one-size-fits-all playbook. Some days, you’ll know exactly what to do; other days, you’ll need to crowdsource ideas or simply trust your gut and courage. Don’t forget to refill your energy tanks and take meaningful breaks from time to time. You are unstoppable!”