PeopleRevealed - Stuart Crawford shares his career highlights and his views on the future of HR as well as his passion for the Property Market as an alternative career!
Nicola Morris
July 1, 2025
After being made redundant from Bass / Six Continents due to a demerger between their hotel and retail businesses, I landed a job with the Spanish hotel group, Sol Melia, as HR Manager in their only UK property, the Melia White House in central London. This position was a massive jump up from the relatively junior role I had been in previously and reported directly into the VP for HR based in Madrid, and they made it clear to me that I was the most inexperienced candidate they had but the only one that spoke any Spanish (I had a GCSE!!) therefore to be successful I had to improve it quickly. This experience became something of a "fast track" for me. I suddenly found myself in the lead HR role at a huge four-star hotel, facing a steep learning curve while also committing to Spanish lessons twice a week. It was a period of rapid growth—professionally and personally—and marked the beginning of my journey into HR leadership.
After joining PwC in the UK following a massive restructure of their HR function, I headed up their newly created Performance Management team. Within a few weeks I started to realise that the structure needed further work as it was regularly overlapping with two other teams (Employee Relations and Health & Wellbeing) and ultimately complicating the case management by involving too many HR people. As a result, I recommended collapsing these 3 teams into 1 multi-skilled team. This proposal was accepted, and we re-entered consultation. This was a risky proposal to make as it could have led to my own redundancy from the company in the process however, I went on to head up the newly created Employee Performance team. I actually ended up only staying here for about another year as I was asked to implement a similar approach with PwC in their Dubai offices, and we subsequently relocated there for 4 years.
The Rise of Technology and AI
Technology, particularly AI, is one of HR’s most powerful tools, but it also presents challenges. While it offers incredible opportunities to generate sophisticated data and insights that can elevate HR’s strategic contribution, there is a real risk of losing the “human” element in Human Resources. The key for HR leaders will be to embrace these advancements thoughtfully, using technology to enhance rather than replace the human experience in the workplace. This technology gives HR access to rich data and insights which can help the organisation drive, not just its people agenda, but support its overall strategy.
Evolving Employee Lifestyles and Work Preferences
Employee expectations around work are shifting dramatically. The traditional 9-to-5, Monday-to-Friday model is being replaced by more agile and blended approaches that incorporate family responsibilities, personal interests, and even extended travel. For example, it’s now common for employees to combine periods of annual leave and travel with remote working from another country. These changes bring new challenges for HR, such as equipping leaders to manage distributed and flexible teams, updating policies to support more fluid ways of working, and navigating increasingly complex employee relations issues which arise as a result of this.
Deepening Commitment to Diversity, Equity, and Inclusion (DEI)
DEI continues to be a key priority for HR, evolving beyond traditional initiatives to meet the growing expectations of today’s workforce. Many employees now view an inclusive, supportive, and engaging workplace, not as a bonus, but as a baseline. They expect to be part of teams where they feel valued, have equal opportunities to grow, and can thrive in an environment that genuinely supports their career development.
In today’s world, we have no shortage of KPIs, dashboards, and data-driven insights to measure performance. While these are undoubtedly valuable, I believe that success as an HR leader is more about the lasting impact you have on people, whether through meaningful one-to-one interaction or broader initiatives that shape careers.
One story that stands out happened about 10 years ago, when I was working with PwC in Dubai and travelled to Delhi for a global HR leadership conference. I was staying in one of the most luxurious hotels I’ve ever been in, and upon arrival, I was greeted at reception by the Executive Chef who asked if I remembered him. I’m embarrassed to say that I didn’t immediately recognise him (in my defence, it had been 15 years!). It turned out that I had interviewed him (in Spanish I might add) when he applied for a chef position at our London hotel as part of an international exchange programme I’d introduced while working with Sol Meliá. That opportunity allowed him to come to the UK, develop his skills, learn English, and grow his career. He later travelled the world, started a family, and eventually took up the Executive Chef role at the Leela Kempinski in Delhi, and he actually thanked me for the chance I’d given him all those years ago.
I still tell that story today because, to me, that’s what HR is really about. Beyond the data, it’s these human stories that truly measure our success.
Lead with empathy and a genuine passion for people
At its core, HR is about people. It’s surprising how often I’ve encountered individuals in our profession who lack empathy or a helpful attitude. To be a truly effective HR leader, you need to care about your people’s experiences, their challenges, and their growth. In a job market that is becoming increasingly difficult to secure the best candidates, that passion and authenticity will set you apart from your competitors and build your own credibility inside your organisation.
Champion innovation and creativity
Even in a slower job market, talented candidates still have a choice of who they work for. That means organisations must continuously evolve their people strategies to attract and retain top talent. As an HR leader, bringing fresh, people-centric initiatives to the table- ones that are bold, innovative, and aligned with what today’s workforce values - will be crucial for standing out and creating real impact.
I have already talked about the future of HR but for the HR professionals this means evolving a different skill set, particularly as the function becomes more front and centre with its contribution.
Innovation & Creativity: HR professionals will need to think beyond traditional practices and develop people solutions that not only support the business but also differentiate the organisation in a competitive talent market. Creative approaches to attracting, retaining, and developing talent will be key to staying ahead.
Operational V Strategic: The ability to seamlessly switch between strategic thinking and hands-on execution will be increasingly important. HR professionals must feel equally confident discussing long-term workforce strategies—such as building a diverse and inclusive culture—as they are managing immediate operational issues, such as employee relations or compliance matters.
Agility and Resilience: While these may sound like buzzwords, they are essential traits for future HR professionals. The role often involves juggling multiple priorities in a fast-changing business environment. Whether it’s responding to an unexpected restructure, adjusting policies in light of global events, or navigating new organisational challenges, HR professionals must be ready to adapt quickly and maintain composure under pressure.
If I had the chance to do something completely different, I think I’d go into property development. Over the years, I’ve bought, sold, renovated, and extended several properties—and through that, I discovered a creative side I didn’t realise I had.
My wife and I are also avid fans of property makeover shows and love browsing new listings when they come online in our area. I’ll also admit (slightly sheepishly) that we’ve even attended property viewings with absolutely no intention of buying—just out of pure curiosity and a bit of nosiness!
So, if I could go back to the start (and with a big pot of money), I’d turn that passion into a business by buying rundown properties, doing them up, and selling them for a healthy profit.
