Rebecca Keane is an accomplished global talent leader with a dynamic career spanning across various continents and industries. Holding a degree from Nottingham University, Rebecca started her career in recruitment during a recession and soon discovered her passion for the people aspect of the industry. Over the years, she has transitioned from recruitment roles to leadership positions, ultimately managing global talent functions. Her career is marked by her dedication to fostering diversity and inclusion and her ability to adapt strategies across different cultural and regulatory landscapes. Rebecca has led successful initiatives in several high-profile companies and continues to drive talent strategies that align with organizational goals.

Tell us about yourself, your background, and your current role

I’m Rebecca Keane, a global talent leader with a career that evolved from recruitment into leadership roles. I graduated from Nottingham University without having actually planned past my education. I graduated from university during a recession and recruitment agencies were among the few hiring, and I found myself excited by the people aspect of these roles as well as finally earning some money after 3 years of being broke. At the start I was very focussed on the commission aspect of the role but over time, I moved from a focus on financial gain to building meaningful relationships, which led me to in-house roles where I could contribute to long-term visions. Currently, I manage a global talent function, overseeing recruitment and talent strategy across multiple continents.

Did you ever sit down and plan your career?

My early career was not meticulously planned. Graduating into a recession, I used my first recruitment roles as a stepping stone while preparing for other opportunities. However, the more I engaged with recruitment, the more I realised my passion for it. I shifted from a money-motivated approach to focusing on building lasting relationships and strategic vision, which naturally led me into in-house roles and eventually into leadership.

When you began your career, did you ever imagine that you would be in a leadership role?

Initially, I didn’t envision myself in a leadership role. My focus was more on survival and immediate job satisfaction. As I progressed and took on more responsibilities, I recognised my desire to manage and lead. When I first started in leadership, I was thrust into a role and felt like I was “acting” but through guidance of my amazing colleagues I learnt to be the leader I wanted to be.

Can you share your career journey and what led you to become a global talent leader?

My leadership journey wasn’t easy- I fell into a management role when my previous boss left, and I wasn’t initially prepared. Some of the teams were underperforming and I felt completely lost how to manage it. We were severely under resourced and had no overall strategy. I received lots of conflicting advice and styles, but in the end, I was guided by an amazing colleague who managed our People Operations team. She taught me to be authentic to myself and my style and not to try to be something I wasn’t. This experience taught me to manage authentically rather than acting how others thought I should behave. My role expanded globally, and I have managed teams across various continents, learning to adapt strategies to diverse cultural and regulatory environments.

What experiences did you find most valuable in preparing you for a role that oversees talent on a global scale?

Managing teams and recruiting globally has been invaluable. I’ve had to understand and adapt to different market conditions and cultural nuances. For instance, when opening a finance function in Mexico City, I needed to grasp local recruitment practices and candidate expectations. Such experiences have honed my ability to navigate complex global talent landscapes effectively.

How do you approach talent acquisition in different regions with varying cultural and regulatory environments?

I approach talent acquisition with a focus on understanding each region’s unique landscape. This involves learning about local legal requirements, social norms, and market conditions. I engage with local colleagues and candidates to gather insights and adapt our strategies accordingly. An open-minded approach allows me to flex our methods to fit diverse environments.

What strategies have you found most effective in attracting top talent globally?

Effective strategies include deeply understanding the market and candidate motivators. For example, when recruiting for a Head of Customer Success in a previous company, I targeted candidates from leading data businesses who were known for their excellent data led decisions.  In order to approach these candidates, I needed to spend time to understand their frustrations and motivations to make sure that we positioned our roles attractively to not only attract these candidates- but ensure that we retained them.

What qualities do you believe are essential for leaders managing a global workforce?

Essential qualities include genuine care for both the work and the well-being of the team. Honesty, data-driven decision-making, and the ability to empathize with team members across different regions are crucial for managing a global workforce effectively. I would never ask my team to do something I wasn’t prepared to do myself.

How do you ensure diversity and inclusion are prioritised in your global talent strategy?

Diversity and inclusion are integral to my strategy. I believe diversity of thought leads to innovation and better decision-making. The key to making sure that DEI is prioritised is to make sure its on everyone’s agenda. It isn’t something that should solely sit with TA or HR- everyone should be talking about diversity and inclusion. All employees at Janes are aware of our aspirations and target of 40% female representation across all levels.

Can you share examples of successful diversity initiatives you have implemented?

We have a number of initiatives that run in parallel across the business,

Talent Acquisition- we have been clear about our expectation of how the recruitment process will run. We have created a playbook and run in person training on this.

The selection process will remain transparent and fair, and we will strive to make decisions based on individual merit and ability.

• We train and encourage managers to consider, when short-listing, people from diverse industries, institutions, experiences, backgrounds, age, gender, disability, and such like to encourage and promote variety within teams.
• Interview panels and processes will always involve more than one person and be of mixed gender wherever possible; we will also try to involve other teams or functions.
• The best person for the job will be appointed.
• Interview pipelines must demonstrate diversity throughout
• Having an environment where everyone can aspire to reach their full potential is very important to the business; by providing the right support and equal opportunities, we will aim to guide people to succeed.
• We handle promotions and development stages of colleague careers supportively, transparently and encourage people to progress and apply for roles internally.
• Employee Resource Groups- voluntary and employee led groups to provide networking opportunities, mentoring and support- Janes Leaders Network, Janes Women’s Network and looking to expand with an armed forces affinity group.
• Any roles that are sat with recruitment agencies are held to the same aspirations of diversity within long lists and funnel.

Last year we launched our first RD&A graduate programme. This initiative led us to proactively running a programme at universities that we hadn’t previously attracted candidates in an attempt to bring candidates into the funnel from diverse backgrounds.

The most important initiative for the Talent Acquisition function is around the use of data and metrics and transparency. We now report on our recruitment funnel for every role- ensuring that there is diversity across all stages in the process. All funnels need to show diversity across the various stages and offers are subject to this being met. We also ensure that we benchmark salaries internally rather than on candidate’s previous packages/ expectations.

We report monthly against our diversity aspirations – it’s important for our business to see how their efforts impact the overall landscape of our employee base. We hold managers accountable to this and don’t accept excuses.

What personal qualities have been instrumental in your success as a global talent leader?

Personal qualities such as empathy, adaptability, and a genuine passion for people have been instrumental. Being able to connect with team members and candidates, and adapt strategies to fit various contexts, has been key to my success. I really do love my role- and I hope that this shows in all my behaviour and activities.

And finally, what advice would you give to someone aspiring to a career in global talent management?

Be true to yourself and find a company culture that allows you to thrive. Global talent management is a rewarding field where you influence the talent entering the business and shape its future. Engage deeply with colleagues and candidates, and continuously build your knowledge to enhance your credibility and effectiveness in the role.