At Unique Group, people are at the heart of everything we do — and that’s reflected in the exceptional work of our HR team. We’re incredibly proud to have not one, but three of our colleagues shortlisted for the prestigious cHeRries Awards this year. Their nominations highlight the dedication, empathy and strategic impact our HR professionals bring to the business every day.
In the lead-up to the awards ceremony, we sat down with Fiona, Debbie, and Bex for a quick Q&A. From building inclusive cultures to navigating change with compassion, here’s what they had to say about their journey, what drives them, and why HR matters more than ever.
Fiona Reeks (Vice President Human Resources)
What advice would you give to aspiring HR professionals looking to grow into leadership roles?
Master the HR fundamentals for your region – you want to be the “go to” for all people related activities. Build your commercial awareness and understand how HR actions (or not) affect the bottom line. Look to be involved in strategic activities so that your experience isn’t purely transactional while offering up solutions which align with the business priorities. You will need to be able to balance strategic business requirements with employee needs. Partner with other areas of the business to learn about their people. Take every opportunity you can at work and externally. Its amazing the skills that you may use in a role outside of work which may support your professional growth. Ask lots of questions and never be afraid to speak up or to volunteer. The more you engage, the more you’ll learn.
How do you approach building a people-first culture in a global, fast-paced organization like Unique Group?
Building a people-first culture in a global, fast-paced organization starts with a deep understanding of both the people and the business. It requires aligning values, strategy, and behaviours across regions, ensuring people are always at the heart of decision-making.
By focusing on people, process and product, organizations can create an environment where teams are empowered, supported and aligned to shared goals. Investing in coaching, mentoring, and development builds capability and drives performance, while clear communication, recognition, and reward reinforce a culture of trust and engagement.
To truly be people-first, organizations must remain agile — responding quickly to change, listening actively through surveys and forums, and acting on feedback. Culture must be led from the top, owned by all, and embedded into daily business operations.
High-performing teams thrive when they are inclusive, accountable and psychologically safe. And in a global context, success depends on balancing consistent values with local relevance, holding leaders accountable and making people a standing item on every agenda.
Debbie Middleton (Human Resources Manager, UK & Europe)
How do you balance strategy and empathy when making people-related decisions?
One of the greatest challenges for HR professionals is maintaining the delicate balance between delivering strategic business outcomes and handling people-related decisions with empathy and care. We are often the ones tasked with implementing actions that move the business forward—whether that involves organizational change, restructuring or shifts in working practices. This responsibility requires us to manage our own emotions while delivering, at times, difficult messages that can have a significant impact on individuals or teams.
These conversations may include exiting employees from the organization, changing terms and conditions, or introducing fundamental changes to how people work. Having personally experienced redundancy three times, I deeply understand the emotional toll such situations can take when they’re not handled with respect and compassion. These conversations are often the final touchpoints between an employee and the organization, and they must be approached thoughtfully, planned carefully and communicated with dignity.
Every employee is a human being—with a personal life, financial commitments, and responsibilities. It’s vital that we never lose sight of this. I always strive to approach people-related decisions by drawing on both my professional experience and my own personal journey, ensuring that empathy and sensitivity are at the heart of every interaction.
What does this HR nomination mean to you personally, and how does it reflect your journey at Unique Group?
I was absolutely delighted to be nominated for a Cherries Award. With over 25 years of experience in my profession, being recognized as a finalist at such a prestigious event is truly humbling.
Since joining Unique Group nearly two years ago, I’ve taken great pride in the positive changes I’ve been able to influence, implement and support. Among my proudest achievements are the strong relationships I’ve built across the business—with managers, peers and our fantastic team.
As our business continues to grow, so too do the challenges we face in HR to ensure we adapt and evolve in line with the organization’s needs. I see this nomination not just as a personal milestone, but as a reflection of the incredible people I’ve had the pleasure of working with since joining the Company.
Bex Hislop (HR Specialist)
What’s one thing about working in HR that constantly inspires or motivates you?
One of the most inspiring aspects of working in HR for me is the opportunity to make a meaningful impact on people and their careers. I’m driven by the work I do to help foster a positive workplace culture and ensure that employees feel genuinely valued and supported. What continues to motivate me is the chance to highlight the true value of the HR function—especially the contributions of our team. We are far more than just an administrative support; we are a strategic partner dedicated to empowering and championing our people across the organization.
What’s a core value/principle that guides your work in HR every day?
Integrity is a core value that guides both my career and my day-to-day responsibilities. As a member of the CIPD, I am committed to upholding the highest professional and ethical standards, ensuring that every decision I make is fair, transparent and aligned with best practice. The CIPD Code of Professional Conduct serves as a constant reminder of my responsibility to act with honesty, accountability and professionalism in all aspects of my work.
