Beyond the dashboard, Grace Gathu puts people at the heart of HR 

Grace believes HR must stay closely connected to the business while keeping people at the heart of every decision.

Your career has involved introducing HR systems, workforce analytics and performance frameworks. How do you use technology and data to make better people decisions without losing the human side of HR? 

I believe technology should support people, not replace them. 

Over the years, I've implemented HR systems, introduced performance management frameworks and relied more on workforce data to guide decisions. Technology has made HR more efficient by automating repetitive tasks, giving leaders real-time insights and helping us identify trends we might otherwise miss. Instead of spending hours pulling reports, we can spend more time having meaningful conversations with employees. 

That said, I've learnt that data only tells you what is happening it rarely tells you why. 

I also encourage leaders not to become overly reliant on dashboards. Metrics are incredibly valuable, but employees don't want to feel like they're just another number on a spreadsheet. 

For me, the goal has never been to use technology to replace the human element of HR. It's to remove the administrative burden so we can spend more time doing what matters most, building relationships, coaching leaders, supporting employees and creating a workplace where people can thrive. 

When technology and humanity work together, that's when HR creates the greatest impact. 

Employee engagement and culture transformation have been central to your work. In your experience, what does it take to build a high-performing culture that people genuinely want to be part of?

For me, a high-performing culture isn't about having fancy values on the office wall or organising team-building activities every quarter. It's about how people feel when they come to work every day. 

I've learnt that people perform at their best when they feel trusted, valued and understand how their work contributes to the bigger picture. If employees only come to work for a payslip, you've missed an opportunity to build something meaningful. 

One thing I've always tried to do is create an environment where people feel safe to speak up, share ideas and even challenge the status quo. 

I've also realised that culture is shaped by what leaders do, not what they say. Employees pay attention to how leaders make decisions, how they communicate during difficult times and how they treat people when no one is watching. Consistency builds trust, and trust is what holds a strong culture together. 

Recognition is another big part of it. People want to know that their effort matters. Sometimes a simple "thank you" or acknowledging someone's contribution in front of the team goes much further than we realise. 

Finally, I don't think high performance and employee wellbeing should compete with each other. The best organisations find a way to achieve both. When people feel supported, challenged and appreciated, they're naturally more engaged and more willing to give their best. 

You have spent much of your career helping organisations grow while putting the right structures in place. What are the biggest people challenges businesses face as they scale, and how can HR help them navigate that growth successfully? 

One thing I've learnt from both JamboPay and now Branch is that growth is exciting, but it also exposes every weakness an organisation has. What worked when you had a small team quickly stops working as the business grows. 

At JamboPay, I experienced this firsthand. As we expanded, hiring was happening quickly, new teams were being created and the business was constantly evolving. One of our biggest challenges was ensuring our people processes kept pace with the business. We had to

introduce more structure around recruitment, performance management, policies and employee development without losing the entrepreneurial spirit that had made the company successful in the first place. 

Another challenge is leadership. As organisations grow, your best individual contributors often become managers. Being good at your job doesn't automatically make you a good leader, so investing in leadership development becomes critical. HR has a huge role to play in preparing leaders, not just promoting them. 

At Branch, I'm seeing another side of growth. As a regulated microfinance bank, there's a strong focus on governance, compliance and risk management. The challenge is ensuring those requirements don't create unnecessary bureaucracy or take away from the employee experience. HR has to find ways to maintain high standards while still creating an environment where people feel empowered, trusted and able to innovate. 

Across both organisations, one thing has remained true: communication becomes even more important as you grow. 

I also believe HR shouldn't wait until problems arise. We should be looking ahead using workforce data, understanding business strategy and asking, "What will the organisation need six months or a year from now?" Whether it's talent planning, succession planning or building future capabilities, HR should be helping the business prepare for what's next, not just reacting to today's challenges. 

You have led leadership development, succession planning and talent programmes across different organisations. What do you believe organisations should be doing differently to develop and retain their best people? 

I think one of the biggest mistakes organisations make is waiting until someone resigns before they start thinking about talent. By then, it's often too late. 

People don't just leave because of money. In my experience, they leave when they stop growing, when they don't feel valued, or when they can't see a future for themselves in the organisation.

That's why I'm passionate about leadership development and succession planning. I believe every manager should be asking, “Who can take over my role if I wasn't here tomorrow?” Developing talent shouldn't be something we do once a year during performance reviews, it's something that should happen every day through coaching, feedback and giving people opportunities to stretch themselves. 

What advice would you give to young HR professionals who want to build successful careers and prepare themselves for leadership roles? 

Don't chase titles, chase learning. Some of the best decisions I made in my career didn't come with bigger salaries or impressive job titles. 

When I wanted to transition into HR, I was willing to take a pay cut and even start as an intern because I knew I was investing in my future. Looking back, that decision opened doors I couldn't have imagined. Eight years later, I had grown from an HR intern to Head of HR & Administration, and today I'm privileged to serve as Head of People & Culture at Branch. If I had focused only on titles, I probably wouldn't be where I am today. 

Secondly, remember that HR is about business as much as it is about people. Take time to understand finance, operations, and strategy. Be curious. Sit in business meetings whenever you get the opportunity. The better you understand the business, the more valuable you'll become as an HR professional. 

Technology is another area you can't ignore. You don't have to become a software engineer, but you should understand the systems your organisation uses and stay up to date with emerging technologies. 

I'd also encourage young HR professionals to volunteer for projects outside their job description. Some of the biggest lessons I've learnt didn't come from HR work alone, they came from being involved in business projects, supporting cross-functional teams and solving problems alongside other departments.  

Build relationships, find mentors, ask questions and don't be afraid to admit when you don't know something. Every leader I admire is still learning. 

Finally, never lose the human side of HR. Policies, systems and compliance are important, but people will remember how you made them feel. Listen more than you speak, treat people with dignity, and always lead with integrity.