As part of our 50 Stories for 50 Years campaign, in this post we’re looking back to our 21st Anniversary in 1996 when the association was known as SOCPO (the Society of Chief Personnel Officers) and led by then President Robert Cragg. At the time, Robert was Head of Personnel for the District of the Wrekin Council in Telford, Shropshire—a council that later became the unitary authority of Telford & Wrekin in 1998. Reflecting on those years, Robert notes just how different SOCPO was compared with today’s PPMA. Membership, for example, was restricted to Heads of Personnel or HR in local authorities. This meant the Head of Personnel in a small district council could join, but a Deputy Director in a large authority like Manchester or Birmingham could not. The organisation was also far less diverse. Robert recalls that when he became the 21st President, only two of his predecessors had been women, and none had been people of colour. We asked him 5 questions about his time as president.

  1. What inspired you to take on the role?

    I was Chair of the West Midlands Region, and we had recently helped to organise a successful Annual Conference in Solihull. I enjoyed working with colleagues from across the regions, and when I was approached and asked to become Vice President I was happy, with my Chief Executive’s support, to say yes.

  2. Describe your Presidency in 3 words?

    An honour, challenging, rewarding

  3. Give us one decision or achievement you’re most proud of as President?

    I’m going to cheat and give two. As Vice President, I visited every Region, including Northern Ireland, because I didn’t want to be a President that was unknown outside the ‘inner circle’ of the Society. There had been tensions between certain Regions and the national organisation, and I think I helped to break that down by meeting people on their own ground. I deliberately started with the most critical, too (no names no pack drill!)
    Secondly, as President, I organised and led a strategic workshop which defined the Society’s priorities and objectives going forward. That was when we created a national Policy Committee and helped to change from what was, to be frank, a gentlemen’s club to a professional organisation. I’m not taking the credit for that change, but I think my Presidency set the ball rolling.

  4. Who was your biggest inspiration during your tenure?

    My predecessor as President was Moira Holmes, from New Forest Council. I had met Moira on a residential course for new Heads of Personnel, Moira was a most supportive and encouraging colleague and friend without whom I probably wouldn’t have accepted the nomination. She was also a creative and innovative professional.

  5. Bringing us upto date, what do you see as the biggest challenges for the Profession over the coming years?

    I find it interesting that no other profession spends as much time and energy trying to justify itself as HR. No-one questions why organisations need lawyers or accountants, but there is a danger that with increased cost-cutting the value of HR may be over-looked. HR should be clear – and confident – about what they bring to the table. Obviously AI presents a challenge as well as an opportunity. IT’s HR’s job to make sure organisations make the best – and most appropriate – use of AI without treating as a substitute for human interaction and human judgment.

Robert Cragg, SOCPO Past President

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