General Manager of People & Culture at Global Engineering and Construction

Annelies Maxwell is the General Manager of People & Culture at Global Engineering and Construction Pty Ltd, based in Brisbane, Queensland. With over a year of experience in this role, she has successfully driven strategic HR initiatives, fostering a high-performance culture rooted in collaboration and innovation. Her leadership reflects the company’s values of openness and transparency, highlighted by initiatives like the “I Am Global” campaign, which showcases the organization's unique culture and purpose.

Through this article, Maxwell highlights the importance of a people-first culture and the role of HR in driving it.

With over a decade of Human Resources experience, I am the General Manager of People & Culture (P&C) at Global Engineering and Construction. Transitioning from retail and healthcare to the Oil and Gas industry presented an exciting challenge, especially in a company that primarily operates with a fly-in/fly-out model. Our employees, working in tough conditions, are the heart of our operations, and it’s my privilege to lead the P&C function during this period of growth.

Our business strategy closely aligns with our People Strategy, focusing on fostering an engaged, capable workforce. The P&C team plays a critical role in supporting business objectives and our people's well-being and development.

Mentoring and Developing HR Professionals

Throughout my career, I’ve been fortunate to have mentors who trusted me with significant responsibilities early on, allowing me to make mistakes and learn from them. This mentorship has shaped my leadership approach, and I strive to offer my teams the same level of guidance and growth opportunities.

I believe that building capability starts with getting the basics right. Effective business partnerships are essential to understanding the value P&C brings. HR cannot operate in isolation; our initiatives must align with organizational goals. Development isn’t limited to formal training—it’s about giving my team practical, hands-on experience. I provide opportunities for them to learn about different business functions, collaborate with leaders, and engage in problem-solving. This real-world exposure helps them understand how their roles fit within the broader organization.

Encouraging experimentation is another key element of development. I motivate my team to explore new ideas and challenge the status quo. While not every initiative will succeed, it’s through these trials that we gain valuable insights. Failures are not setbacks but learning opportunities that help us grow and improve.

“Staying agile, listening to employees, and adapting to emerging needs will ensure that organizations remain resilient and thrive in an ever-changing world.”

Driving a People-First Culture

A people-first culture must start at the top. Leadership must champion the idea that people are the company’s most valuable asset. Without strong support from leadership and stakeholders, creating such a culture would be impossible.

Understanding the unique demographics, motivations, and drivers of your workforce is essential. Tailoring initiatives to meet the diverse needs of employees ensures they feel heard, valued, and empowered. A one-size-fits-all approach rarely delivers meaningful results. At Global, we recognize that investing in leadership development is as important as investing in our people. By providing tailored development programs, coaching, and hands-on opportunities, we ensure our leaders have the tools to support their teams effectively.

Feedback is crucial for continuous improvement. We actively seek feedback not only to enhance business processes but also to help leaders build their self-awareness. This fosters a growth mindset within leadership, allowing them to engage with their teams in a way that drives success.

The Evolving Role of People & Culture: Strategies for Alignment, Wellness, Diversity, and the Future

In today’s rapidly changing business environment, aligning an organization’s culture with its strategic objectives is more crucial than ever. A strong, adaptive culture can drive success, while misalignment can hinder progress. HR professionals must address these challenges with insight, empathy, and foresight, ensuring that well-being, diversity, and inclusion (D&I) are embedded in every aspect of the organization.

Assessing Alignment Between Culture and Strategy

The first step in assessing alignment is actively listening to employees through engagement surveys, feedback mechanisms, and turnover data. These tools help identify cultural mismatches with organizational goals. In past roles, I led cultural change initiatives to better align with new business strategies. For example, we emphasized agility in operations and communication, adjusting performance metrics to ensure alignment with the company’s direction. Empowering leaders to drive cultural change on the ground was key to successfully embedding these shifts and ensuring the organization thrived.

Integrating Employee Wellness into Business Strategy

Employee well-being is now a central focus in business strategy. Organizations must address not only physical safety but also mental, emotional, and financial health. At Global, we prioritize wellness for our teams working in high-risk environments. Our strategy aims to ensure their safe return home, addressing all dimensions of well-being. Creating a culture of openness where employees feel safe to share their concerns is essential. By regularly gathering feedback, we ensure wellness initiatives meet their needs, adapting programs like learning and development to remain relevant.

Embedding Diversity, Equity, and Inclusion

Diversity, equity, and inclusion (D&I) are essential to building a thriving organization. At Global, D&I is embedded in our core values, not just managed by HR. Everyone in the organization is responsible for fostering an inclusive culture. By making our values central to day-to-day actions, we create an environment where D&I is a shared responsibility. Transparency around our values ensures that every team member feels empowered to contribute to building a more inclusive workplace.

The Future of People & Culture: Balancing Technology and Human Connection

Technology is increasingly integral to People & Culture programs, but it must enhance, not replace human connection. In the next 3 to 5 years, technology will offer more personalized employee experiences, streamline processes, and provide valuable data to strengthen engagement. However, HR professionals must balance technological advancements with emotional intelligence (EQ). While technology empowers decision-making with data, it is still up to leaders to ensure decisions are thoughtful, people-centered, and aligned with the company’s culture.

Advice for Aspiring HR Professionals

To make a lasting impact, aspiring HR professionals must master the art of business partnering. Understanding the business inside and out, building trust-based relationships, and being adaptable are essential. In an increasingly digital world, HR professionals must also embrace technology. By leveraging technology effectively, they can revolutionize employee experiences and drive organizational success.

The role of People & Culture is evolving to meet the challenges of a dynamic business environment. By aligning culture with strategy, prioritizing employee wellness, embedding D&I into the organization, and leveraging technology to enhance human connection, HR professionals can shape a successful, people-centered future. Staying agile, listening to employees, and adapting to emerging needs will ensure that organizations remain resilient and thrive in an ever-changing world.