After spending roughly eight years studying and working in Europe, Irwin joined Philips in 2015. The company had recently decided to divest its lighting business in a bid to become a global leader in health technology. “During my interview, they shared about transformation and how they wanted to change the company’s way of working, because it had changed its focus,” says Irwin.
Irwin brought to the role the idea that HR leads should behave more like innovative business partners than ship-steadying administrators. And so when he joined the company, he took time to learn about the business and the challenges it faced, so that he could offer advice and formulate HR strategy that helped “take the business to another level”.
"Because a lot of the time, we get trapped in just carrying out the same old process… but what we really want to achieve is a high level of performance,” he says.
A team which works hard
and plays hard...