Unlocking leadership: How a CPHR advanced my HR career
Achieving a CPHR was more than a professional milestone—it marked a turning point in Melissa Furtado’s career. The certification process challenged her to think more strategically, strengthening her confidence, and ultimately propelling her transition from middle management to a senior leadership role.
From launching a gratitude initiative that lifted team morale to using evidence-based approaches that secured executive buy-in, Melissa shares how small, intentional actions—paired with strategic thinking—can drive meaningful change.
What’s an HR initiative you’re particularly proud of?
I’m particularly proud of implementing a weekly gratitude-giving initiative. After each well-being survey, which provided valuable insights into our team’s sentiments, we introduced a weekly practice where colleagues could anonymously share words of gratitude for each other’s contributions. This initiative not only encouraged a sense of mutual appreciation but also served as a morale booster during challenging times. It was heartening to see how these simple acknowledgments could lift spirits and strengthen team cohesion.
As an HR practitioner, there are moments when making unpopular decisions and implementing organisational changes are unavoidable. How we communicate these decisions and manage change becomes crucial.
What’s the best piece of advice you’ve been given in your career?
The quote by Maya Angelou, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel,” resonates deeply with me in my daily interactions with employees and stakeholders. As an HR practitioner, there are moments when making unpopular decisions and implementing organisational changes are unavoidable. How we communicate these decisions and manage change becomes crucial.
What advice would you offer to secure executive buy-in?
Securing executive buy-in for an HR initiative requires a multifaceted approach. While having a robust business case is crucial, it’s equally important to prioritise building trust-based relationships with executives well in advance, and to involve them early in the development of the initiative. Trust and credibility are foundational in gaining support for significant initiatives and are cultivated through consistent, value-added contributions over time. This collaborative approach not only enhances the quality of your proposal but also fosters a sense of ownership and alignment among key stakeholders.
Achieving my CPHR marked a pivotal moment in my career, facilitating a transition from middle management to a senior leadership role.
How has becoming a CPHR with AHRI had a positive impact?
Being certified with AHRI has been transformative. The CPHR certification process compelled me to pause and engage in critical thinking, challenging me to approach HR initiatives with strategic intent.
Emphasising evidence-based research, the course equipped me with the tools to design initiatives that are grounded in data and best practices. Achieving my CPHR marked a pivotal moment in my career, facilitating a transition from middle management to a senior leadership role. This shift has not only elevated my role to that of a strategic HR practitioner, but also empowered me to make informed decisions that drive meaningful impact within my organisation.
How do you foresee HR’s role changing over the next 10 years?
In the next decade, AI and technology will automate many HR tasks, allowing HR practitioners to focus on strategic and human-centred initiatives. However, the rise in technology has also fostered an ‘always-on’ culture. This will increase the need to integrate wellbeing into the fabric of work rather than as a standalone program.
There has also been an increasingly strong push for hybrid working models and human-centric work designs. As workplaces evolve with fewer in-person interactions and dispersed teams, resulting in a very different cultural experience, HR’s role in aligning and connecting employees to organisational culture becomes critical.
What key skills do you think HR will need in the future?
They must possess strategic decision-making, complex problem-solving and critical thinking abilities. In fostering employee relationships and stakeholder management, skills such as emotional intelligence, influence and strong relational abilities will be essential. Crucially, HR practitioners must adeptly leverage technology and hybrid work models to cultivate an engaged and empowered workforce that drives successful business outcomes.
These skills will enable HR to navigate and thrive in the dynamic changes shaping the future of work.
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