WHO I HELP
HOW I HELP
You could be a graduate, school leaver, retuning mum or dad, or someone who is looking for a new challenge in a modern thinking, entrepreneurial company – we’ll help you find a role within the Group.
We help employees be their very best, have fun, make great memories and become hugely proud of AAB.
All of this allows us to provide the very best outcomes for our clients and one another.
My team and I support the whole business on all colleague matters.
“IF YOU CAN BE ‘YOU’ AT WORK, YOU CAN BE & DO ANYTHING.”
Based in our Edinburgh office, Greig Fairweather is our Director of People Operations & Culture. Greig leads the People Operations team, which includes People Business Partners, Colleague Advice, Talent Acquisition, and our L&D function.
You can often find Greig in the engine room and on the bridge with his boss Rob, using data to make decisions, work with business leaders, colleagues and third-party suppliers to make the wheels turn, and be that friendly voice when someone is in a pickle.
NO ORDINARY TEAM
“We find a way to make things happen. We’re all here to co-create, win and provide the best results for our clients and each other. We’re all different – and we should be proud of that. AAB encourages me to be ‘me’. If you can be ‘you’ at work, you can be and do anything.
So, with that ethos, we’re not the typical HR function. We’re no ordinary team. We’re commercial – a team of problem solvers that understand how to lead and grow business using our HR hat. We’re not a rules-based organisation; there is trust. We’re all adults, and we believe that we are all here together to make everyone succeed.
But, most importantly, we’re all human. We all have good days and bad days – that’s life, but it’s how we treat those bad days at AAB that makes us different from the rest. We’re responsible for close to a thousand colleagues, with different needs, goals and ambitions, and appreciating that makes AAB the best place to work.”
A SPARRING PARTNER
“My ideal working relationship is one that can offer a sparring partner – and authentic conversation. I like people who are caring, realistic and committed. Someone I’d go for a beer with after a challenging day.”
AUTONOMY & ACCOUNTABILITY
“The world does not stand still and neither does AAB. It’s fast-paced, dynamic… you have the autonomy and accountability to deliver. So, you’ve got to be pragmatic. Everything is possible – we’ll always find a way to get things done, maybe just not all at once.”
SEEING COLLEAGUES THRIVE
“The most satisfying aspect of working with colleagues is seeing them thrive. I get a real buzz out of seeing my team grow, feel good about their work, and feel appreciated. If I can make my team its very best, then I’m winning.”
EASY TO WORK WITH
“I’m bold, brave and outspoken. I use data to back-up my opinions and will stand my ground but I’m not abrasive, people will get bored of that and that will get us nowhere. It’s “nice to be nice”. People join our Group and clients want to work with us, because we are easy to work with.”
THERE’S NOTHING LIKE FACE-TO-FACE CONTACT
“There is nothing more telling than the whites of people eyes. It’s great to get the headspace to crack on and get things done but I’m instinctive person. You lose parts of that when you’re stuck behind a desk all day. I want to know my colleagues are doing OK at work and at home. So, a face-to-face coffee is good.”
TREATING EVERYONE AS INDIVIDUALS
“The greatest challenges I face in my area of expertise is hiring, engaging, and retaining the best talent. We hire great people, but we’ve got to inspire them or they won’t stay. We treat everyone as individuals which keeps us on our toes. What works for one person won’t work for another, but we’ve got to be fair and reasonable. I suppose it’s that informal contract of giving and taking with one another. We’ve got a great team, and that’s the thing I experience most when I come to work: Our People.”
“AAB is one to watch; we’re going places. It feels like a new company every six months. We’ve got great clients, including some huge logos in our portfolio. Big brands trust us and believe we can get them to their destination. These relationships are creating opportunities for everyone across the Group.”
THINKING FAR & WIDE
“Respect and trust are the golden threads. It does not matter how brave, bold, brilliant, or different you are. You’ve got to be grown up in your approach. It’s a fact we’re not always going to agree but that fuels our innovation. I always listen and seek understanding. I might not get something new first-time round, and equally my colleagues might not either. So, taking time to bring them on the journey is key. A different opinion does not mean we don’t like each other, it means we’re thinking far and wide to build solutions and not just reaching to the top drawer for the easiest win. As I’ve said, a tough day does not stop you for going out with the team for dinner.”
SCALING THE BUSINESS
“The greatest strength I bring to AAB is probably my ability to grow the business. I’ve scaled businesses from start-up to scale-up, domestic to international, challenger brand to becoming market leader. I like to be part of a disruptive company not just the “new kid on the block”. I’m a business leader who happens to specialise in all things HR/People. I like to get to the point, have fun and fail fast. It’s important to be that company ambassador where I can use my network to make introductions to new clients and candidates.”
HONESTY EVEN IN DIFFICULT SITUATIONS
“Someone once said to me “you’d tell me if my baby was ugly.” This made me laugh but it also made me glad to know that people think of me as honest. Obviously, having tact and taking care are important, particularly in difficult situations, but I never shy away from the truth. Integrity is key.”
“I don’t have much time for people who throw their toys out of the pram when they don’t get what they want. I like to have adult like, gown up conversations. We’re all people at the end of the day. We all have our own agenda, but we’ve got to think more broadly than our own team. We’ve always got to think laterally about our People and the Group.”