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Karen Moran
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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 shining the spotlight on Kim Rolfsen from DNV who has been a Disruptive HR Club Member since 2021.

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

Hi, my name is Kim Rolfsen, and I am the People Director at DNV, Energy Systems. We have approximately 5,000 employees worldwide. We are in the business of working with our customers to accelerate energy transition – our experts help our customers to move faster with their energy transition to achieve a greener future.

What do you love about what you do? 

I have worked at DNV for 27 years and I started my career here in the technical field which has then evolved over the years to cover many different roles. In my last seven years, I have been working within the People function. I love working here because I believe that it’s the expertise of our people that we sell to our customers. It’s fulfilling to develop our people and be a part of their journey. Seeing the impact we make at the Executive level as the People Team is also really valuable. And of all this fuels my passion to work here every day!

What frustrates you most about HR?

For me, it’s when we’re unable to be close to the business and create value because we’re sometimes hung up on the ‘process’. I always begin with the business value I want to create and then try to understand which parts of the process or techniques we can use to achieve it. So, solving the business challenges through the People function is what I enjoy the most but also frustrates me the most!

How are you and your team disrupting HR?

To begin with, we are adding ‘speed’ to everything we do. We also aim to go from ‘good’ to ‘great’ in everything we do. It’s not about inventing new ways of doing stuff, but more about fine-tuning what we do so we can do it better. We’re also starting to utilise data analytics – not just relying on people data but looking at it in combination with the other key functions in the organisation. For instance, analysing it in relation to the business development function using data such as the order intakes, sales order book and market data and co-relating it to data from the Finance function. Connecting the dots is where I think we are doing well.

What challenges are you facing currently with changing HR practices?

I think the biggest challenge is the confidence in our People community. I think we need to be brave and confident in what we do. We need to take ownership to learn about the business so we better understand the business and what value we can bring to it. Building capabilities for the future is another challenge we face. So, we are trying to better understand what this could look like in the future for us in the People function so we can increase capabilities in those areas.

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

We have been a member of the Disruptive HR Club for a while now and it’s really valuable for us to know that we have this resource where we can go to get some inspiration. Every new team member we get, we want them to be members of the Club and start using the resources. The small weekly reminders like the 5 Minute Monday videos are extremely powerful!

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

Maybe more ideas on what other organisations are doing could provide further inspiration. I think finding ways to share our stories with one another will help us lift each other in the People function and create capabilities for the future.

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