HR Unlocked with Lisa Oakley

Why are burnout rates still so high years after COVID, and what can leaders actually do about it?

In this episode of HR Unlocked, Lisa Oakley sits down with Professor Jarrod Haar, one of New Zealand’s leading workplace researchers, to explore burnout, workplace loneliness, leadership, wellbeing, and the future of work.

Drawing on decades of research and data collected across New Zealand workplaces, Jarrod shares why severe burnout continues to affect around one in five workers, the surprising role workplace loneliness plays in employee wellbeing, and how leaders can better manage workload, change, and performance pressures.

The conversation also explores AI, productivity, organisational culture, Māori perspectives on work, and the leadership behaviours that make the biggest difference to employee wellbeing.

This episode challenges many of the assumptions organisations make about performance and offers practical insights into creating healthier, more sustainable workplaces.

What You'll Learn

• Why burnout remains one of the biggest workplace challenges in New Zealand

• The connection between workplace loneliness and employee wellbeing

• How workload design and job creep contribute to burnout

• What leaders can do to identify and prevent burnout earlier

• Why productivity and long hours are not the same thing

• The impact AI is having on performance, workload, and employee wellbeing

• How Māori perspectives can influence workplace culture and leadership

• The role connection, belonging, and community play in workplace success

• What great leaders do differently when supporting wellbeing and performance

Key Takeaways

• Workplace loneliness is one of the strongest predictors of burnout

• Burnout is often caused by workload design and organisational systems, not individual weakness

• High performance should not be confused with long working hours

• Organisations need to prioritise workload, not simply add more initiatives

• AI may improve efficiency, but can also increase workload expectations

• Strong leadership improves wellbeing, engagement, and performance simultaneously

• Connection and belonging are critical to creating healthy workplaces

• Small, consistent leadership behaviours often have a greater impact than large wellbeing initiatives

About Jarrod Haar

Professor Jarrod Haar is Dean’s Chair and Professor of Management and Māori Business at Massey University.

He is one of New Zealand’s most respected workplace researchers, specialising in employee wellbeing, burnout, leadership, workplace culture, and Māori business.

Jarrod has published more than 170 academic journal articles, secured numerous research grants, delivered over 140 keynote presentations, and has been ranked among the world’s top 2% of scientists since 2021.

His research regularly informs business leaders, government agencies, and organisations seeking to better understand the future of work and employee wellbeing.

Why This Episode Matters

Burnout, loneliness, and workplace pressure are affecting organisations across every sector.

For leaders, HR professionals, and business owners looking to create healthier, higher-performing workplaces, this episode provides evidence-based insights into what is really driving employee wellbeing and what practical steps can be taken to improve it.

Resources & Links

• Massey University

• Prof Jarrod Haar, PhD, FRSNZ, CFHRNZ | LinkedIn

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How do leaders support mental health at work without becoming therapists, and what role does the workplace environment really play in wellbeing?

In this episode of HR Unlocked, Lisa Oakley sits down with Nikki Leske, Chief People & Culture Officer at Comvita, to explore mental health, psychosocial risk, leadership, and the foundations of a healthy workplace.

With extensive global experience leading people functions across North America, Europe, Asia, Australia, and New Zealand, Nikki shares a practical and refreshingly simple perspective on wellbeing. Rather than focusing on wellness initiatives and perks, she argues that great workplaces are built on strong leadership, clear communication, meaningful connection, and getting the basics right.

The conversation explores everything from psychosocial hazards and psychological safety to hybrid work, burnout, feedback, performance management, and the future role of AI in the workplace.

What You'll Learn

• What psychosocial risk means and why employers need to pay attention

• How leaders can support mental health without becoming counsellors or clinicians

• Why workplace environment has a greater impact on wellbeing than many organisations realise

• The role communication and connection play in hybrid and remote workplaces

• How to create meaningful one-on-one conversations with employees

• Why performance management should never come as a surprise

• The importance of feedback in building high-performing teams

• How AI is changing work and the capabilities organisations need to develop

• What leaders can do to create trust, engagement, and psychological safety

Key Takeaways

• Mental health should be approached with the same care and structure as physical health

• Leaders are responsible for creating supportive environments, not diagnosing problems

• Strong communication and regular connection are critical in hybrid workplaces

• Burnout and wellbeing are often influenced by a lack of boundaries and disconnection from work

• Performance issues are easier to address when feedback happens early and often

• Curiosity and adaptability are becoming essential leadership capabilities

• Honest communication builds trust, especially during periods of uncertainty

• The fundamentals of leadership still matter most: connection, feedback, clarity, and care

About Nikki Leske

Nikki Leske is Chief People & Culture Officer at Comvita, where she leads the global people, IT, and health and safety functions.

She has spent more than a decade working with globally distributed teams across North America, Europe, Asia, Australia, and New Zealand, building expertise in organisational design, workforce planning, leadership, and transformation.

Before joining Comvita, Nikki held senior people leadership roles across fintech, software, cybersecurity, digital marketing, and technology organisations. She is passionate about creating workplaces where people can thrive while delivering sustainable business performance.

Why This Episode Matters

Mental health, burnout, and psychosocial risk have become some of the most important leadership challenges facing organisations today.

Whether you're leading a team, managing organisational change, navigating hybrid work, or looking to strengthen workplace wellbeing, this episode offers practical advice grounded in real-world experience rather than theory.

Resources & Links

• Comvita

• Connect with Nikki Leske on LinkedIn

See omnystudio.com/listener for privacy information.

What does it take to lead people, strategy, and transformation in an environment of constant change?

In this episode of HR Unlocked, Lisa Oakley sits down with Cath Lomax, Chief People & Strategy Officer at Southern Cross, to explore the intersection of strategy, leadership, workforce capability, and organisational transformation.

With responsibility spanning people and culture, strategy, and transformation, Cath shares a unique perspective on how organisations can prepare for the future while staying connected to purpose, people, and performance.

The conversation explores everything from workforce capability and leadership adaptability to governance, technology, wellbeing, and the evolving role of Chief People Officers. Cath also shares practical insights on self-awareness, resilience, feedback, and why future success depends on building adaptable organisations and leaders.

What You'll Learn

• Why strategy and people capability must be developed together

• How the role of Chief People Officers is evolving

• Why workforce planning is shifting from headcount to capability

• The importance of adaptability in leadership and organisational success

• How leaders can navigate uncertainty and continuous change

• Why self-awareness and reflection are critical leadership skills

• The value of governance experience in shaping executive leadership

• How technology and AI can support connection, learning, and decision-making

• What boards are increasingly looking for in future leaders

Key Takeaways

• Successful organisations align strategy, culture, leadership, and capability

• Adaptability is becoming one of the most important leadership competencies

• Future workforce planning is about skills and capability, not just headcount

• Strong leaders focus on what they can control and influence

• Self-reflection and feedback are essential for leadership growth

• Governance experience helps leaders think longer term and more strategically

• Technology should strengthen human connection, not replace it

• Building capability for the future requires continuous learning and curiosity

About Cath Lomax

Cath Lomax is Chief People & Strategy Officer at Southern Cross, where she leads people and culture, strategy, transformation, and strategic delivery.

With experience spanning strategy, leadership, governance, and organisational transformation, Cath brings a unique perspective on how organisations create sustainable success through people, capability, and culture.

She is passionate about helping organisations navigate change, build future-ready workforces, and create environments where people and performance can thrive together.

Why This Episode Matters

As organisations face increasing disruption, workforce shifts, and rapid technological change, leaders need to think differently about capability, adaptability, and long-term success.

Whether you're a people leader, executive, board member, or HR professional, this episode provides practical insights into how leadership, strategy, and culture come together to drive meaningful organisational outcomes.

Resources & Links

• Southern Cross Health Insurance

• Connect with Cath Lomax on LinkedIn

See omnystudio.com/listener for privacy information.

What happens when a serious workplace issue lands on your desk and everyone is looking to you for answers?

In this episode of HR Unlocked, Lisa Oakley sits down with employment lawyer Matthew Dearing to unpack what effective leadership, decision-making, and risk management actually look like when organisations are navigating high-pressure employment relations situations.

With experience spanning specialist employment law, in-house counsel, and executive advisory roles, Matthew shares practical insight into handling restructures, investigations, serious misconduct, migrant exploitation claims, executive exits, and reputational risk.

This conversation goes beyond legal process and explores the real-world balancing act between operational realities, procedural fairness, leadership judgement, and organisational reputation.

From “don’t panic leadership” to the changing employment law landscape in New Zealand, this episode offers grounded, highly practical advice for leaders, HR professionals, and business owners managing complexity.

What You’ll Learn

• How to lead calmly and effectively during workplace crises

• Why HR and legal leaders must bring solutions, not just problems

• The importance of defining the real issue before acting

• How to manage investigations involving reputational risk

• What “don’t panic leadership” looks like in practice

• The role of confidentiality and privilege in sensitive workplace matters

• How procedural fairness and pragmatism can coexist

• The impact of recent employment law changes around serious misconduct

• What employers need to understand about the new high-income threshold

• Where AI fits into employment relations and legal practice

Key Takeaways

• Strong leadership during workplace crises requires calm, structure, and clear communication

• Early escalation and involving the right people reduces organisational risk

• Investigations should focus on facts, not assumptions or emotion

• Procedural fairness still matters, even with changing legislation

• Business impact, operational realities, and reputation all influence decision-making

• Good process protects both people and organisations

• AI can support efficiency, but human judgement remains essential

• Organisations should treat every major issue as a learning opportunity

About Matthew Dearing

Matthew Dearing is a Senior Associate at Edwards Sluiters, one of New Zealand’s largest specialist employment law firms.

He has extensive experience advising organisations on employment relations, restructures, investigations, serious misconduct, restraint of trade matters, executive exits, and workplace risk.

Prior to joining Edwards Sluiters, Matthew served as Employment Relations Legal Counsel for Wilson Group and previously held the role of Head of Legal and General Counsel for the EMA.

Known for his calm, pragmatic approach, Matthew works closely with organisations to navigate complex workplace issues while balancing legal, operational, and reputational considerations.

Why This Episode Matters

For HR professionals, executives, business owners, and leaders dealing with workplace complexity, this episode provides practical insight into how to navigate difficult situations without escalating unnecessary risk, conflict, or reputational damage.

Whether you’re handling a restructure, serious misconduct issue, investigation, or organisational crisis, this conversation offers practical guidance grounded in real-world experience.

Resources & Links

• Edwards Sluiters

• Matthew Dearing | LinkedIn

See omnystudio.com/listener for privacy information.

What if culture doesn’t eat strategy for breakfast after all?

In this episode of HR Unlocked, Lisa Oakley sits down with organisational culture expert and corporate anthropologist Michael Henderson to unpack one of the most misunderstood concepts in business: culture.

With more than 40 years’ experience and over 300 culture transformation projects completed across four continents, Michael brings a distinctive lens to leadership, performance, and organisational effectiveness. Drawing on his background in anthropology, he challenges conventional thinking around strategy, performance, leadership, and human behaviour at work.

This conversation explores why culture is really about meaning and performance, how organisations can “out care” the competition, and why curiosity, language, and human connection still matter more than ever in modern business.

From high performance and customer intimacy to leadership capability and conflict resolution, this episode offers a thought-provoking and highly practical perspective on what drives successful organisations.

What You’ll Learn

• Why Michael believes culture doesn’t “eat strategy for breakfast”

• The difference between performance and high performance

• How anthropology changes the way we understand organisations

• Why meaningful work drives stronger performance outcomes

• How language shapes organisational culture and behaviour

• The role curiosity plays in leadership, conflict, and communication

• What “out caring the competition” actually looks like in practice

• Why many organisations misunderstand culture entirely

• How customer intimacy creates competitive advantage

• The connection between care, belonging, engagement, and performance

Key Takeaways

• Culture is fundamentally about performance and meaning

• High-performing organisations care more — deliberately and consistently

• Leadership requires awareness, curiosity, and the ability to think beyond binary views

• Language shapes belief systems, behaviour, and organisational outcomes

• Strong cultures are built through meaningful human connection

• Curiosity and understanding reduce conflict and improve collaboration

• Organisations that deeply understand customers create stronger commercial outcomes

• Culture capability remains a major gap for many businesses and boards

About Michael Henderson

Michael Henderson is the founder of Cultures at Work and a globally recognised organisational culture expert with more than 40 years’ experience helping organisations align culture and strategy.

With a background in anthropology, Michael has led over 300 culture transformation projects across four continents, working with leaders to improve engagement, performance, retention, leadership capability, and customer outcomes.

He is the award-winning author of 10 books on organisational culture, including The Caring Advantage and Out Caring the Competition.

Michael’s work focuses on helping organisations create meaningful, high-performing cultures grounded in care, connection, and purpose.

Why This Episode Matters

If you’ve ever struggled to define culture, influence performance, improve engagement, or create meaningful organisational change, this episode offers a fresh and practical perspective that challenges conventional thinking.

For leaders, HR professionals, and business owners alike, this conversation reframes culture from something abstract into something deeply human, commercially relevant, and actionable.

Resources & Links

• Cultures at Work

• Michael Henderson | LinkedIn

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What does effective leadership and HR business partnering actually look like in practice?

In this episode of HR Unlocked, Lisa Oakley sits down with Jill Coyle, an experienced Chief People Officer known for her pragmatic, commercial, and authentic leadership style.

With a career spanning local government, corporates, and her own consultancy, Jill shares real-world insight into leading through change, influencing executive teams, and building people strategies that actually work.

From flexible working in regional environments to the realities of HR business partnering, this conversation cuts through theory and focuses on what delivers results in complex organisations.

What You’ll Learn

• What effective HR business partnering looks like in practice

• How to implement flexible working in regional and dispersed workforces

• The leadership capabilities required to navigate change and transformation

• How to influence senior leaders without losing authenticity

• The importance of commercial acumen in HR roles

• How to balance organisational needs with employee expectations

• Lessons from leading through large-scale organisational change

Key Takeaways

• Great HR business partnering is grounded in understanding the business, not just people

• Flexible working requires intentional design — not just policy

• Leadership influence comes from trust, relationships, and credibility

• Pragmatism and authenticity are critical in complex environments

• Strong people strategies align directly to business priorities

About Jill Coyle

Jill Coyle is an accomplished executive people leader with extensive experience across local government and corporate environments.

As Chief People Officer at Napier City Council, she has worked alongside executive leadership teams to deliver strategic priorities for over 700 staff through modern, practical people strategies.

Previously, Jill led People & Transformation at Far North District Council, served as Acting Chief Executive, and supported large-scale organisational change. She is recognised for her pragmatic, commercial, and authentic leadership style, building high-trust relationships and sustainable performance outcomes.

Why This Episode Matters

If you’re a leader or HR professional navigating change, building capability, or trying to influence effectively within your organisation, this episode provides grounded, practical insight you can apply immediately.

Resources & Links

• Connect with Jill Coyle on LinkedIn

See omnystudio.com/listener for privacy information.

What actually happens behind the scenes when workplace conflict escalates into investigations, mediation, or litigation?

In this episode of HR Unlocked, Lisa Oakley sits down with leading employment lawyer Daniel Erickson to unpack the realities of employment relations, workplace disputes, serious misconduct, and legal risk in New Zealand organisations.

With decades of experience advising employers, senior executives, and organisations across complex employment matters, Daniel shares practical insight into how leaders should approach conflict, investigations, mediation, settlement negotiations, and litigation strategy.

This conversation explores the tension between legal process, commercial realities, organisational values, and human behaviour — including why many disputes escalate unnecessarily, how ego and principle shape outcomes, and why early pragmatic decision-making often matters more than “winning”.

From serious misconduct and drug testing to cultural reviews, litigation risk, and evolving employment law reform, this episode offers grounded, highly practical advice for HR professionals, leaders, and business owners navigating difficult workplace situations.

What You’ll Learn

• What makes an effective employment lawyer and advisor

• How lawyers help organisations make decisions during workplace disputes

• When organisations should litigate — and when they shouldn’t

• Why principle, ego, and emotion often escalate conflict

• The realities of mediation and settlement negotiations

• How the recent serious misconduct law changes impact employers and employees

• The relationship between employment law and health and safety obligations

• Why cultural reviews are increasingly important in workplace investigations

• How organisations should approach bullying, harassment, and misconduct allegations

• The role AI is beginning to play in employment relations disputes

Key Takeaways

• Most workplace disputes are better resolved early rather than litigated

• Good advisors balance legal risk with commercial and operational realities

• Employment law decisions are rarely black and white

• Strong investigations require objectivity, procedural fairness, and evidence

• Health and safety obligations heavily influence employment decisions

• Principle-based litigation can become extremely costly for organisations

• Mediation is often about resolution, not “winning”

• Human judgement and pragmatism remain critical despite legal and technological change

About Daniel Erickson

Daniel Erickson is a Partner at Tompkins Wake and leads the firm’s Employment and Health & Safety practice group.

He advises employers, senior executives, and organisations across a wide range of employment relations, workplace investigations, health and safety, litigation, and organisational risk matters.

Daniel has extensive experience representing clients in the Employment Relations Authority and Employment Court, as well as advising on serious misconduct, bullying and harassment complaints, executive exits, industrial relations, and workplace investigations.

Recognised in both Legal 500 and Doyles Guide, Daniel is widely respected for his pragmatic, commercially grounded approach to complex employment issues.

Why This Episode Matters

If you’re a leader, HR professional, business owner, or people leader dealing with workplace conflict, investigations, serious misconduct, or organisational risk, this episode offers practical insight into how experienced employment advisors approach high-stakes situations.

It’s an honest conversation about the realities of workplace disputes, the importance of good judgement, and how organisations can navigate difficult issues without unnecessarily escalating cost, conflict, or risk.

Resources & Links

• Tompkins Wake

• Daniel Erickson | LinkedIn

See omnystudio.com/listener for privacy information.

What happens when organisations stop treating unions as opponents and start treating them as strategic partners?

In this episode of HR Unlocked, Lisa Oakley sits down with Phil Doak, General Manager People & Legal at Ports of Auckland, to explore high-performance, high-engagement workplaces, industrial relations, organisational transformation, and the role trust plays in driving business success.

Drawing on decades of experience in employment relations, law, and organisational leadership, Phil shares the journey behind Ports of Auckland's transformation and the practical systems used to build stronger relationships between leaders, employees, and unions.

From the concept of "365 ER" to interest-based bargaining, psychological safety, and collaborative problem-solving, this conversation challenges traditional approaches to workplace relationships and demonstrates how engagement, productivity, safety, and performance can work together.

What You'll Learn

• What high-performance, high-engagement workplaces look like in practice

• How Ports of Auckland approached cultural transformation

• Why industrial relations should be viewed as a year-round activity, not just bargaining

• The difference between positions and interests in workplace negotiations

• How to build trust and improve relationships between unions and management

• Why employee involvement drives better business outcomes

• The role psychological safety plays in performance and safety

• How leaders can create environments where people genuinely contribute

• Why collaboration is becoming increasingly important in modern workplaces

Key Takeaways

• Strong workplace relationships are built through trust, consistency, and communication

• High performance and high engagement are mutually reinforcing, not competing priorities

• Interest-based problem-solving creates better outcomes than positional bargaining

• Effective industrial relations begin long before collective bargaining starts

• Employee involvement leads to stronger safety, productivity, and business performance outcomes

• Psychological safety enables people to raise concerns, challenge ideas, and contribute solutions

• Leaders build trust through actions, not words

• Sustainable cultural transformation requires systems, structure, and ongoing commitment

About Phil Doak

Phil Doak is General Manager People & Legal at Ports of Auckland and has spent much of his career working at the intersection of employment relations, organisational performance, and leadership.

With a background in employment law and extensive experience in highly unionised environments, Phil has been instrumental in helping organisations move from adversarial industrial relations models to more collaborative, high-engagement approaches.

He is a passionate advocate for interest-based problem-solving, employee involvement, and building workplace cultures that support both business performance and positive employee outcomes.

Why This Episode Matters

Many organisations continue to view industrial relations, engagement, and performance as separate conversations.

This episode demonstrates how trust, collaboration, and employee involvement can become powerful drivers of organisational success.

Whether you're a leader, HR professional, business owner, union representative, or people manager, this conversation offers practical lessons on creating workplaces where performance, engagement, and strong relationships can thrive together.

Resources & Links

• Ports of Auckland

• Connect with Phil Doak on LinkedIn

See omnystudio.com/listener for privacy information.

AI isn’t just changing how we work — it’s changing how we think, behave, and relate to each other.

In this episode of HR Unlocked, Lisa Oakley is joined by Melissa Crawford, futurist and Director of Tech with Heart, to explore the human side of technological change.

With a rare combination of deep technology expertise and psychological insight, Melissa brings a fresh perspective to the future of work — not focused on tools or tactics, but on the subtle behavioural shifts AI is already creating.

From reduced tolerance for conflict to changing expectations of feedback, leadership, and performance, this conversation challenges leaders and HR professionals to think differently about what’s coming next — and what needs to change now.

What You’ll Learn

• How AI is reducing friction — and why that matters for behaviour and performance

• The psychological impact of AI on conflict, feedback, and resilience

• Why AI often reinforces thinking instead of challenging it

• What leaders need to understand about human behaviour in an AI-enabled workplace

• Why traditional career pathways may no longer be relevant

• How to stay employable and adaptable over the next 5–15 years

• The importance of building capability, not relying on stability

• Emerging signals around physical AI and workforce design

Key Takeaways

• AI is shaping behaviour — not just productivity

• Reduced friction can lower resilience and tolerance for disagreement

• Leaders must actively create challenge and critical thinking

• Career planning is shifting from fixed pathways to continuous capability building

• Future readiness is about adaptability, not certainty

• The human element of work will become more important, not less

About Melissa Crawford

Melissa Crawford is a futurist and Director of Tech with Heart, working at the intersection of people and technology.

With two technology degrees, a Master of Science in Psychology underway, and formal foresight training from the Institute for the Future and the University of Houston, she brings both academic rigour and real-world insight to the future of work.

Melissa has worked across New Zealand’s largest organisations in tech, airline, banking, FMCG, retail, education, and energy. She advises leaders, speaks globally, and sits on governance and advisory boards.

In 2025, she was recognised on the HRD Hotlist and received the Emerging Directors Award from the Institute of Directors.

Why This Episode Matters

If you’re leading people, shaping culture, or thinking about the future of work, this episode will challenge how you view AI — shifting the focus from tools to human impact.

Resources & Links

• Specialising in the Intersection of Future Technology and People

• Melissa Crawford | LinkedIn

See omnystudio.com/listener for privacy information.

What does good people practice really look like in complex, human-centred environments?

In this episode of HR Unlocked, Lisa Oakley is joined by Gil Sewell, Chief People & Culture Officer at Ember Korowai Takitini. With over 30 years’ experience across the UK, Europe, and Aotearoa New Zealand, Gil brings a grounded, practical perspective on leadership, culture, and organisational effectiveness.

From global corporates like PwC and Fonterra to the mental health and addictions sector, Gil’s career has shaped a clear belief: people strategy only works when it makes sense for the business.

This conversation explores what happens when you move beyond theory and into real-world complexity — where communication, context, and capability truly determine outcomes.

What You’ll Learn

• Why good organisations are built through good conversations

• How organisational context shapes what “good” HR and leadership looks like

• The difference between commercial thinking and an enterprise mindset

• What working in the mental health and NGO sector really involves

• How mental health and neurodiversity show up in performance and employment situations

• Why communication and approach can make or break outcomes

• Lessons from a non-linear career path across sectors and geographies

Key Takeaways

• There is no one-size-fits-all approach to people strategy

• Context matters — what works in corporate doesn’t always translate to NGOs

• Strong people practice requires an enterprise-wide perspective, not just commercial focus

• Communication is often the difference between resolution and escalation

• Mental health and neurodiversity require thoughtful, practical leadership — not just policy

About Gil Sewell

Gil Sewell is Chief People & Culture Officer at Ember Korowai Takitini and believes good organisations are built through good conversations.

She has spent more than 30 years working with leaders across the UK, Europe, and Aotearoa New Zealand, helping organisations navigate change and build cultures where people understand what matters and can do their best work.

Her career spans executive roles in health, professional services, and global corporates including PwC and Fonterra, as well as founding and running her own consultancy.

Why This Episode Matters

If you’re working in HR, leadership, or people and culture, this episode offers a practical lens on what it really takes to lead well in complex environments — especially where mental health, capability, and organisational context intersect.

Resources & Links

• Ember Korowai Takitini

• Gil Sewell | LinkedIn

See omnystudio.com/listener for privacy information.