Dr. Rochelle Haynes, BA, MA, PhD, CIPD, HEA
Rochelle is a published author, global speaker, management consultant, and senior lecturer. She holds a PhD in International Human Resource Management and is the Founder and CEO of Crowd Potential Consulting Inc. Rochelle’s passion lies in applying good people management practices within the growing digital economy and she has travelled across South East Asia including Indonesia and Thailand to explore the world’s top remote-working hotspots, explore co-working spaces and interview globally dispersed workers. She was featured in Forbes for her framework on ‘Gig HR™’, a term she coined to describe the discipline of using HRM to help companies enhance their working relationships with contract or ‘gig’ workers, ‘digital nomads’ and other offsite stakeholders, whose physical contact with organisations is limited or non-existent. She has recently worked with several notable institutions including Bamboo HR, Factorial HR, and The Financial Times.
Rochelle is a recognised people management expert, author, consultant, and speaker, but above all things she is a good work advocate. She founded Crowd Potential Consulting because she is passionate about making leadership and people management strategies suitable for all types of workers in the blended workforce, including part-time, and full- time employees, and freelancers and other off-site stakeholders, no matter where or how they work.
Born and bred in Barbados, Rochelle has worked both in the Caribbean and the UK with local and international firms across different sectors. As a consultant, she has delivered consulting solutions that help companies better work and support the range of independent and off-site individuals that they employ and engage. She does this through recommending bespoke solutions to meets the specific needs of the clients and through education to helps firms and their mixed workforce adapt to ongoing organisational and cultural shifts in the way we work. Her work spans across different regions including Europe, Latin America, and Asia, and she has delivered specialist interactive sessions (online and offline) on topics including performance management in the gig economy, digital transformation, 21st leadership, enhancing engagement in the hybrid world, and changing work styles in the blended workforce.
Rochelle is also a senior lecturer at the University of the West of England (UWE Bristol), where she leads modules on Performance Management, and Global People Management. She also works with the Chartered Institute of Personnel Development (CIPD) as an employability mentor, a role for which she was nationally commended. Rochelle has published work on managing the blended workforce and performance management in the gig economy. Her research and GigHR framework have been recognised by notable institutions across the globe, including CIPD, Hays Marketing Group, Banco Santander, Forbes, and more recently The Financial Times. She has also been featured on several podcasts and in 2020 started her own podcast called Remotely Speaking Up. Rochelle is also a member of Open Assembly, Center for the Transformation of Work, and Keynote, a global directory of female thought leaders. Rochelle will be speaking at the upcoming global conference BambooHR (headlined by Serena Williams and Simon Sinek) as well as News School, a career showcase hosted by hosted by the Financial Times.
Off-the-Clock, Rochelle is a perpetual joker, a ‘gym-bunny’, amateur Serena Williams, swimmer (Anything water-related!), environmentalist, DIY enthusiast, hiker, cyclist (Just nature!), a poet, and an amateur chef!
The term Gig-HR was coined by Rochelle and represents a shift in the way we think about people management strategies. It is an emerging field which advocates the tailoring of people management practices to suit new business models and a diversified workforce. Rochelle and her team at Crowd Potential published a global research study in February 2020 which examined how people’s different working needs and expectations, including those of remote and independent workers, should inform organisational approaches to managing performance, rather than assuming a ‘one size fits all’ approach.