Meet Nana…HR Disruptor and Club pro member!

We love sharing how our great Pro members of the Disruptive HR Club are disrupting HR in their organisations. Sharing challenges and learnings with one another is just another way in which we grow our supportive community!

This month, we’re excited to introduce you to Nana Arkhurst. As Director of People and Performance at Demica, a leading fintech, she’s not just managing the day-to-day – she’s actively transforming the way HR operates. Discover how her fresh approach is driving change and disrupting traditional HR practices.

Please tell us a little bit about yourself, your company and your role. 

I was born and raised in London, where I developed a deep appreciation for the city’s vibrant culture and rich diversity. These days, I’m exploring a variety of new hobbies, including computer programming and the art of fashion design, particularly with African prints and textiles.  While I aspire to adopt a more active lifestyle, my true passion is enjoying holidays in the sun, as it helps me recharge and find a better balance.

I joined Demica in 2019, and my current role is Director of People and Performance. Demica is a fintech that provides a cloud-based platform, which enables financial institutions and corporates to automate and scale their working capital finance programmes. In my role, I lead our People Team with a core mission to cultivate a workplace where individuals can thrive, reach their full potential, and express their authentic selves and I am proud to contribute to the company’s overall growth and culture.    

What do you love about what you do?

With over 20 years of experience as an HR generalist, primarily in SMEs, I enjoy the variety and impact that a generalist can make in these dynamic and fast paced environments. At Demica, I thrive on collaborating with colleagues who inspire me to excel, all within a supportive and engaging culture. While I may be a bit biased, my greatest source of satisfaction at work undoubtedly comes from our people. There is something unique about the team at Demica, which I consider a key differentiator (alongside our award-winning platform). The positive relationships we develop not only enrich our company culture but also drive our collective success.

What frustrates you most about HR?

One of my main frustrations is that HR operations often go unnoticed. While the strategic aspects tend to take centre stage, it is essential to acknowledge the importance of the day-to-day operations that keep the people function running smoothly. Without a strong operational foundation, strategic initiatives are more likely to fail.  There needs to be a greater appreciation by the HR profession for behind-the-scenes efforts, along with a balanced emphasis on both operational and strategic elements, to foster a comprehensive understanding of the overall value that a high performing People Team brings.

How are you and your team disrupting HR?

Disrupting HR requires taking both a strategic and tactical approach. On a strategic level and given our organisation’s more traditional approach to HR, we originally centred our efforts to engage stakeholders in a broad consultation process, which could slow progress. Now, we focus on identifying key stakeholders who are the most passionate about a particular area of HR and wiling to contribute meaningfully to the conversation.

On a tactical level, we have used this ‘early adopter’ strategy to introduce innovative HR practices more efficiently and effectively, resulting in a greater impact overall. An example of this is our engagement survey. We recently transitioned to a more progressive and intuitive platform that equips managers with direct insights into their team, eliminating the need for the People Team to handle the data dissemination and action planning. To enhance the survey’s relevance and effectiveness, we consulted with a select group of stakeholders to gather their perspectives on what we genuinely want to understand from our employees. A smaller, select group helped us facilitate quicker discussions, and resulted in more relevant and actionable feedback.  

What challenges are you facing currently with changing HR practices?

One of the primary challenges we are currently tackling is the legacy of a traditional oversight culture, which can create a parent/child dynamic that no longer has a place in today’s working environment. 

As we continue to build a more progressive business, we are striving to instil a culture that emphasises empowerment. Our goal is to nurture a culture that champions accountability and ownership among team members. This transition will require us to implement strategies that promote autonomy and self-management while providing the necessary support and resources to help employees thrive. An ongoing focus of our discussion in relation to this, is how to empower individuals to take ownership of their growth and development. Rather than an expectation of a predetermined career path that explicitly outlines the next steps, we should adopt a more organic, individualised employee-driven approach.   

How does the Disruptive HR Club help you with challenges/frustrations/what you are trying to achieve? 

One of the key benefits of being a part of this club is its ability to encourage us to question the conventional practices that can dominate how we operate. It is common to follow established methods with the mindset of “if it ain’t broke, don’t fix it,’ the Club is helpful in ensuring that we continuously adapt and evolve to meet the demands of our workforce and the broader HR/People landscape. Disruptive HR challenges us to critically assess the status quo, especially when familiarity can lead to blind spots over time.

I strongly believe that disruption should not be pursued for its own merit; rather, it should be a strategic initiative aimed at genuinely enhancing the workplace experience for all stakeholders.

What would you like to see more of on the Disruptive HR Club?

I have found the Talent Calibration Cards to be an invaluable resource, as their evidence-based approach adds significant depth to our talent discussions. They have enabled us to establish a more structured framework for these conversations, allowing us to objectively challenge and support people leaders when necessary. I would appreciate seeing more toolkits that adopt a similar format, as they contribute to a more informed and effective approach to talent management.

Additional, increasing the number of in-person networking events would be great. While online training sessions provide great accessibility and convenience, the opportunity for face-to-face interaction fosters strong relationships, networking opportunities and allow for richer discussions.