Simon Lever’s career demonstrates a simple but powerful idea: HR that combines broad experience with genuine empathy delivers better outcomes for people and the business. Years of project-based work across aviation, mining, construction, healthcare and international assignments taught a consistent lesson—technical knowledge matters, but the way a message is delivered determines whether people resist or respond.
The generalist advantage: breadth as a strength
Being a generalist is not a lack of focus. It is the ability to navigate multiple disciplines—HR, WHS, industrial relations, recruitment and business development—and to translate one domain into another. Generalists are often the people who get called when an organisation needs to move quickly: a restructure, a safety change, a capability program or a supplier takeover. They are comfortable on a mine site, in a boardroom and at a site toolbox talk.
That versatility creates two practical benefits. First, broad experience helps identify problems that specialists can miss. Second, it builds a network that becomes a multiplier: when a case needs legal, tax or insolvency input the right referral is often the most valuable contribution an HR generalist can make.
Communication wins hard conversations
The hallmark moment in Simon’s experience was standing in front of 320 people during the global financial crisis and delivering the message that the project was ending and jobs would go. The result was not anger but gratitude. What changed was not the substance of the message but how it was communicated.
When leaders craft difficult messages they should follow a concise framework:
- Know the audience—language, culture and context matter. Tailor tone rather than content.
- Be honest and clear—ambiguity breeds rumours and anger. State facts and next steps.
- Show empathy—acknowledge loss, uncertainty and emotions.
- Stay present—leadership visibility after the announcement matters more than the speech.
- Follow through—support, processes and timelines must match the message.
Why this works
The message can be the same everywhere. The delivery must change. Tailoring does not mean softening the truth; it means translating it into a form the audience understands and respects. In practice this requires local knowledge, cultural sensitivity and simply spending time with people before things go wrong.
Empathy beats automation
Technology, including AI, is transforming recruitment and HR processes. Automation can manage screening, forms and routine queries more efficiently. It cannot, however, sit beside a worker in a toolbox talk, read subtle body language in a grievance meeting or hold a face-to-face conversation about what matters.
Organisations that use AI to free HR professionals from administrative burden while prioritising human contact gain a strategic edge. Candidates and employees still want to be heard by a person. Simon’s rule of thumb: preserve time for human interactions and use technology for repeatable, low-value tasks.
WHS and HR: separate functions, shared purpose
WHS and HR are distinct business units with different outcomes, but they must operate in parallel. Safety policy without HR expertise on behaviour change, communication and industrial relations will struggle to gain compliance. Likewise, HR without safety input risks missing critical operational constraints and risks.
Practical steps to improve collaboration:
- Include both WHS and HR leaders in planning and change governance.
- Co-create communication plans so safety changes are explained in ways that resonate with workers.
- Agree handover points and timelines when non-compliance escalates to HR action.
For legal and regulatory guidance, HR teams should routinely check sources such as Safe Work Australia and the Fair Work Ombudsman to ensure legal compliance and up-to-date practices.
Build and use a professional network
HR can be lonely. Peers provide emotional support, sense‑check advice and technical referrals. A strong network shortens escalation time in crisis and reduces risk of mistakes caused by isolation.
Ways to build a practical HR network:
- Join professional associations and local business groups.
- Subscribe to industry newsletters and journals to keep abreast of legal and regulatory changes.
- Keep a shortlist of trusted external advisors—lawyers, accountants, WHS consultants—and a clear boundary for when to engage them.
- Create safe spaces within the workplace for confidential conversations and informal debriefs.
Diagnose what your workforce truly needs
Asking people what they want sounds obvious, yet many organisations miss meaningful consultation. Practical, low-cost methods often reveal valuable insights that money cannot buy.
- Walk the floor—regular site visits and casual chats dissolve the “HR as the enemy” stereotype.
- Use designated consultation forums such as safety committees or designated work groups to surface trends early.
- Run micro-experiments—small changes like improving kitchen facilities, coffee quality or flexible rostering can test culture levers quickly.
- Monitor data—absenteeism, resurfacing grievances and exit interviews tell the story when combined with frontline observation.
The costliest mistake is assuming solutions without asking. Often the simplest ideas, raised by frontline staff, deliver the largest savings and cultural improvements.
Advice for early career and senior HR professionals
Early career professionals should prioritise two things: network widely and ask questions without fear. Different learning styles mean people need explanations delivered in multiple ways. Those who reach out learn faster and avoid costly mistakes.
Senior HR leaders must stay current with legislation and act as interpreters for the leadership team. They must also protect their own wellbeing by maintaining peer support and clear escalation paths. Above all, respect timelines. Legal and investigatory timeframes begin the moment a complaint is made and delay can destroy a defensible process.
Core principles to keep
“People just don’t know what they don’t know.”
Two final, practical reminders illustrate why experience matters. First, maintain curiosity: read, listen to industry updates and keep a short daily routine of scanning relevant alerts. Second, be bold and forge a path suited to the organisation, not a copy of someone else’s playbook.
“Don’t follow another man’s footsteps. Forge your own path.”
When HR professionals combine a broad toolkit with empathy and clear communication they reduce conflict, build trust and deliver outcomes that both protect the organisation and honour the people who work within it.
