Caroline Čujić, human resources transformation director at KPMG UK, advocates for redesigning HR systems with a focus on user experience, aiming to make workplace services as accessible and straightforward as everyday digital tools like online banking. Drawing on nearly 25 years of experience—15 as an HR practitioner and almost a decade as a consultant—Čujić emphasizes the importance of creating HR processes that serve the practical needs of employees and managers rather than adhering solely to traditional models.
Recently, Čujić led a significant HR transformation project for a public sector organisation where fragmented services and manual processes created confusion and inefficiency for employees. Different teams employed varied methods, causing duplication and frustration as staff had to enter information multiple times across separate systems and communicate via email to resolve queries. The ongoing project seeks to streamline these workflows and make HR services more user-friendly for all stakeholders, including HR teams, managers, and employees.
The initiative aims to leverage digital tools to reduce administrative burdens on experienced HR personnel, allowing them to focus more on strategic priorities such as career development and succession planning. It also intends to save time for employees by simplifying routine interactions. Čujić measures success by comparing workplace technology against the seamless experiences people expect in their daily lives, rather than limiting standards to conventional HR frameworks.
Central to Čujić’s approach is the application of human-centred design principles, commonly used in customer experience settings, which prioritizes understanding employee needs and feelings throughout the design process. She has facilitated sessions where employees and managers share candid insights about their daily work challenges, creating a reference point that guides decision-making. This method ensures proposed changes genuinely improve the overall experience.
Her background working within HR departments before transitioning to consultancy informs her empathetic leadership style. Čujić recognizes the challenges faced in managing employee relations and operational demands, especially during system overhauls. She notes that while clients seek theoretical strategies, they equally require practical assurances that solutions will function effectively in real-world conditions.
Čujić has overseen projects across diverse sectors including manufacturing, retail, finance, legal, healthcare, and government. She identifies the most challenging assignments as those where stakeholders agree on the necessity of change but differ on success criteria, timelines, and involvement. In these situations, she facilitates alignment among senior decision-makers and supports her teams to navigate ambiguity.
She underscores that successful HR transformation hinges on people—the employees executing the work and those affected by it. By consistently engaging with those individuals and translating strategic goals into tangible improvements, Čujić believes consultants can make the most meaningful impact.