An HR career built on purpose and people
Guided by a strong sense of purpose and the belief that people are at the heart of every organisation, Raelene Eves FCPHR, Senior Director of People and Culture at Townsville Hospital and Health Service reflects on her inspiring career journey.
Raelene shares key moments, lessons, and advice gathered along the way—from early days in diversity and employee relations to shaping strategy and supporting others through change.
Being able to make positive impacts on the careers and lives of people at work and in our communities remains a driving force in my career.
What led you to a career in HR?
I was lucky to start my first full-time job in a staff office, during a period when the HR profession was beginning to evolve beyond personnel administration. With a strong sense of social justice, equity and fairness (values instilled in me at a young age), I expanded my skill set in roles in equity and diversity, health management and employee relations.
As I continued in the profession, I sought opportunities to explore strategic HR, designing workforce and people initiatives, and progressing into leadership roles. Being able to make positive impacts on the careers and lives of people at work and in our communities remains a driving force in my career.
True success comes from contributing to the growth of those around me, and from embracing every opportunity to learn and evolve through the challenges faced.
What’s one piece of advice that has stuck with you throughout your career?
The importance of growing and elevating others. I’ve learned to give back without expecting anything in return, and to always own my mistakes. These principles have shaped my approach to leadership and collaboration. While being proud of my personal achievements, I know that true success comes from contributing to the growth of those around me, and from embracing every opportunity to learn and evolve through the challenges faced.
What advice would you offer to HR practitioners leading their organisations through change?
Organisational change can be quite complex and I find drawing on the foundations of project management can help ensure the success of your strategy.
People want to hear about change from the appropriate leader, especially when they are personally impacted. I’ve been in a position where I heard about a change directly impacting my role in an open forum, and I remember feeling quite upset and completely undervalued as a person. Preparing a thorough stakeholder analysis is critical for developing your communication plans. Never underestimate the importance of timing your communications to respect the sensitivities of the process for everyone involved.
Progressing through AHRI’s certification pathway challenged me to think critically about my application of contemporary HR practices and the importance of aligning initiatives with broader business goals.
How has becoming certified with AHRI had a positive impact on your career?
I’m proud to have achieved certification and supported colleagues to achieve their own certification. Through my membership and certification, I’ve created great friends and a wonderful, supportive network of HR practitioners.
Progressing through the leadership certification pathway challenged me to think critically about my application of contemporary HR practices and the importance of aligning initiatives with broader business goals. Beyond the technical and practical benefits, it reignited my drive to grow and continuously develop my capabilities. Certification represents a milestone in my career and a commitment to ongoing personal and professional development.
What advice would you offer to an up-and-coming HR leader?
Recognise that our profession is in a constant state of evolution, just as the organisations and industries we service continue to evolve. The practices we implement today will inevitably need to adapt in the future, and it’s crucial to understand that there’s no one-size-fits-all approach. Balancing immediate demands with the need for proactive, future-focused strategies is an ongoing challenge. Cultivating approaches to help you maintain that balance will result in advancing both your function and the organisation in meaningful ways.
What capabilities do you think HR leaders need to hone to meet future challenges?
HR leaders must elevate their capabilities in self-awareness and self-management. By understanding our own strengths and areas of development, HR leaders will have an increased ability to influence leadership through crafting compelling, people-focused narratives.
Developing a deep understanding of HR metrics and KPIs, as well as the ability to correlate those insights with broader business outcomes, will enable us to advocate for initiatives that drive organisational success. Alongside developing the seven capabilities of AHRI’s new AHRCF, a potential growth area will be strategic workforce planning, with an emphasis on designing models and roles that meet workforce shortage challenges.
Take the next step in your HR journey
Join a professional community committed to shaping the future of work—where your expertise is recognised, your impact is amplified, and your growth never stops.