Interim Chief People Officer for Social Impact Organisation

Brief

A national social impact organisation (an NFP providing affordable housing services) was undergoing significant change a new CEO had just been appointed, the mission was expanding, and internal structures were evolving.

Amid this, serious people-related challenges emerged. The organisation had long-standing industrial relations disputes with staff unions that were hampering productivity. Additionally, concerns about employee wellbeing and psychosocial safety had surfaced, especially in front-line teams dealing with high-stress client situations. The HR function (People & Culture) itself was seen as underperforming and not strategically aligned. To address these issues head-on, the Board decided to bring in an Interim Chief People Officer (CPO) the first CPO this organisation ever had to stabilise the situation and lay the groundwork for a more robust people strategy. The interim CPO would need to resolve urgent industrial relations problems, ensure staff wellbeing, and overhaul HR policies and frameworks to support the organisation’s future direction. This was a tall order, requiring deep HR expertise, change management skills, and the credibility to influence at all levels.

Process

We appointed an interim CPO with a formidable background in HR transformation and employee relations across both the public sector and NGOs. Upon arrival, the interim CPO moved swiftly on multiple fronts:

• Managing Uncertainty: Immediately partnered with the new CEO to provide a united leadership front. The interim CPO spent her first weeks in one-on-one sessions with each executive team member to understand their concerns and to reinforce stability. By doing so, they fostered trust and reassured the leadership team that people matters were being addressed strategically.
• Industrial Relations Breakthrough: Leveraging her extensive IR experience, the interim CPO tackled the union disputes that had been simmering. They reopened dialogue with union representatives and scheduled a series of mediation sessions. Showing both firmness and fairness, they negotiated resolutions to several disputes (for example, updating an out-of-date staffing agreement that was a source of contention). These efforts minimised further disruptions, with one union leader noting the interim’s refreshingly collaborative approach.
• Psychosocial Safety Focus: Concurrently, the interim CPO launched initiatives to improve employee wellbeing. They implemented an anonymous “pulse survey” to pinpoint hotspots of stress and then rolled out immediate measures – including a counselling support programme and mandatory debrief sessions for teams dealing with difficult client cases. Over a few months, staff reports of work-related stress began to drop, indicating a safer and more supportive environment.
• HR Capability Overhaul: Not stopping at crisis management, the interim CPO conducted a thorough review of the People & Culture function. They discovered gaps in skills and numerous outdated processes. In response, They restructured the HR team to ensure clear roles (adding a dedicated Learning & Development lead), replaced an antiquated HRIS with a modern system for better data, and introduced a new set of HR policies emphasising agility and inclusion. Importantly, they developed a strategic HR plan aligned to the agency’s goals – including a talent management framework and leadership development programme to build internal capability for the future.

Outcome

Over a six-month period, the interim CPO effected a remarkable transformation in the organisation’s people domain. Industrial relations conflicts were resolved or significantly de-escalated – disputes that had dragged on were settled, and the relationship with unions shifted to a more productive footing (e.g. establishing a regular quarterly consultative committee to proactively address issues).

The focus on psychosocial safety paid dividends: employee surveys showed a measurable uptick in morale and a stronger belief that “management cares about staff wellbeing.” One frontline employee commented, “It feels like we finally have a voice and support when things get tough,” highlighting the cultural shift towards greater empathy and support. The HR function itself was rebuilt into a far more capable, strategic unit. With modern systems and clear strategy, HR started delivering value beyond firefighting – from better recruitment turnaround times to launching professional development initiatives for high-potential staff. These changes laid a foundation for sustained improvement in workforce capability and engagement. The Board credited the interim CPO with “bringing order, care, and strategic insight to our people function when we needed it most.” By the end of the assignment, the organisation had a comprehensive People & Culture strategy in place and a much healthier workplace culture. The incoming permanent CPO inherited a stabilised situation with momentum already in the right direction. This case underscores how an interim CPO can rapidly resolve people crises and drive cultural transformation – introducing the science and structure needed in HR while also winning hearts and minds through genuine leadership.