Jasmine Hudson
Chief People Officer
Mitie
Jasmine Hudson joined Mitie in 2009 as a Human Resources Administrator and progressed rapidly through the ranks to take up her current position of Chief People Officer in 2020.
As CPO, Jasmine oversees the entire spectrum of Mitie’s people-related strategies, aligning these with the group’s commercial goals, while fostering a thriving and inclusive work culture.
Passionate about social mobility and career development, Jasmine has been an active voice in advocating to reform the apprenticeship levy, speaking at the 2022 Conservative Party Conference.
Jasmine holds a master’s degree in human resource management from the University West of England.
A fun fact about Jasmine is that she’s a secret coin collector.
Learn more about the UK & Ireland CHRO community here.
Give us a brief overview of the path that led to your current role.
I started out working for Orange/EE and TUPE before I transferred to Johnson Controls, ironically in a facilities management role.
I then moved into HR with Orange before joining Mitie to create a centralised HR administration team. Once I'd got the hang of reward, pensions and policies, I ventured out into an operational HR role, supporting the mobilisation of our largest contract (over 6,000 people).
From that initial mobilisation, I spent about 10 years in increasingly senior operational HR roles which I loved for the challenges and client facing nature. I ended up back in a group role and progressed to Chief People Officer after successfully navigating COVID-19 challenges and the acquisition of interserve (25,000 people).
What is one of your guiding leadership principles?
One of my guiding leadership principles is to always set people up for success, lean in and be a talent activator.
What is the greatest challenge CHROs face today, and how are you addressing it?
Technology has transformed our industry, so leading on facilities transformation and AI-led solutions presents a big skills challenge. We're partnering with top tech firms and targeting best-in-class talent to ensure we lead the market with our solutions.
Growth derives from the quality of our sales team and strategic account directors, and ensuring they are at the top of their game is key. We're investing in development and bench strength.
The cost-of-living crisis and post-COVID wellbeing tsunami is real, and with 65,000 colleagues, delivering on our obligation to support our people is front and centre of our prevention-driven wellbeing strategy.
What is the key to success for someone just starting out as a CHRO?
Being the HR leader in the room is table stakes. The key to success is to build a strong team of experts to deliver your vision while you focus your effort more broadly as a business leader.
How do you measure success as a leader?
I measure success through the “what” and the “how” by assessing what has been achieved — usually by metrics — and how it was achieved. Great leaders are liked, trusted and respected.
What is the value of being a member of the Evanta community?
By being a part of the Evanta community, I have the ability to learn from great CHROs, thought leaders and experts through valuable insight sessions and networking.
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