CIPD appoints Lisa Pearl as people and change director

-

Pearl will take up the role in February, joining the organisation at a point when the HR profession is under sustained pressure to respond to skills shortages, rapid technological change and evolving expectations around leadership, flexibility and workforce wellbeing.

Her appointment strengthens the Chartered Institute of Personnel and Development’s internal focus on culture, capability and organisational effectiveness, alongside its wider role in setting standards for the people profession in the UK and internationally.

The CIPD, which represents and accredits HR and people development professionals, said Pearl would play a central role in shaping its people strategy and supporting its own workforce through ongoing change.

HRreview Logo

Get our essential weekday HR news and updates.

This field is for validation purposes and should be left unchanged.
Keep up with the latest in HR...
This field is hidden when viewing the form
This field is hidden when viewing the form
Optin_date
This field is hidden when viewing the form

 

Senior leadership background across sectors

Pearl has been a Chartered Fellow of the CIPD since 2017 and brings more than 30 years’ HR experience across multiple sectors. Her previous roles include chief human resources officer at Bestway Healthcare, group people director at Anchor, executive director of people at AQA and most recently group people director at DFS, the furniture retailer.

Across those positions, she led organisational culture programmes, large-scale transformation initiatives and people strategies designed to demonstrate the commercial contribution of high-performing HR functions.

Alongside her corporate career, Pearl is active in education governance. She serves as a governor at a local high school, where she supports leadership strategy and long-term planning aimed at improving outcomes for students.

Reflecting on her appointment, Pearl said her long association with the profession’s chartered body had shaped her career.

“Having been a proud member of the CIPD throughout my HR career, I’m thrilled to join the organisation and contribute to growing and serving our membership,” she said.

“I’m looking forward to leading the people and change function in building the culture, capabilities and AI-enabled skills our people need to address the challenges facing the profession, and evolve as a modern, member-focused professional body.”

Focus on internal culture and capability

CIPD chief executive Peter Cheese said Pearl’s appointment would strengthen the organisation’s leadership at a time of significant change for the world of work.

“We’re delighted to welcome Lisa to the CIPD. She brings a wealth of HR and leadership experience and will be a key part of the executive leadership team,” he said.

“She will play a critical role in driving performance to deliver for all our members, and in shaping our capabilities and culture as we respond to the many changes impacting the profession and the wider world of work. We want to continue making the CIPD a great place to work and a leader in good people practices.”

The role of people and change director sits at the intersection of organisational performance, professional credibility and member trust. As employers increasingly expect HR to lead on artificial intelligence adoption, skills development and workforce wellbeing, the CIPD faces parallel expectations to model the people practices it promotes.

Pearl’s experience across regulated, education and consumer-facing organisations is likely to inform how the body balances operational rigour with adaptability, as it continues to position itself as a modern professional organisation responding to a fast-changing employment landscape.

William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.

Latest news

Alison Lucas & Lizzie Bentley Bowers: Why your offboarding process is as vital as onboarding

We know that beginnings shape performance and culture, so we take time to get them right. Endings are often rushed, avoided or delegated to process.

Reward gaps leave part-time and public sector staff ‘at disadvantage’

Unequal access to staff perks leaves part-time and public sector workers less recognised despite strong links between incentives and engagement.

Workplace workouts: simple ways to move more at your desk and boost health and productivity

Long periods at a desk can affect energy, concentration and physical comfort. Claire Small explains how regular movement during the working day can support wellbeing.

Government warned over youth jobs gap after King’s Speech

Ministers face calls for clearer action on youth employment as almost one million young people remain outside education, work or training.
- Advertisement -

UK ‘passes 8 million mental health sick days’ as anxiety and burnout hit younger workers

Anxiety, depression and burnout are driving millions of lost working days as employers face growing calls to improve mental health support.

Employers face growing duty of care pressures as business travel costs surge

Employers are under growing pressure to protect travelling staff as geopolitical instability, rising costs and disruption reshape business travel.

Must read

Simon Blake: A focus on equity and wellbeing will help retain top talent during ‘The Great Resignation’

"A job that contributes to our wellbeing is about purpose, trust, autonomy, and personal relationships."

Kim Lewin: Overcoming the five roadblocks to workforce management success

More than 17 percent of new technology initiatives fail, sometimes, according to McKinsey, generating large enough cost overruns so as to put an organisation’s future in jeopardy. Even successful projects often fail to achieve the full range of intended benefits. In the case of a technology project seeking to hit its mark – from staying on budget to achieving the desired results – these failures can often be traced back to shortcomings in how the human element of the project was managed.
- Advertisement -

You might also likeRELATED
Recommended to you