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HR Interview Series: Jacqueline Canning, Associate Director Culture & Talent at Andras House Hotels
Published on: 30/09/2025
Issues Covered:
Personal Development
Article Authors The main content of this article was provided by the following authors.
Legal Island

 

 

Jacqueline Canning

Position & Organisation: Associate Director Culture and Talent at Andras House Hotels

Number of Employees: 575 employees


Give us an idea about your early life and career: 

I was a student at Limavady Grammar School before attending the University of Ulster – Magee (now Ulster University), where I studied Business Studies with a specialism in Human Resource Management. During my placement year, I worked in the HR department at Northern Ireland Electricity (N.I.E.), and I graduated in 2003. My first post-graduate role in HR was with the Northern Ireland Fire & Rescue Service, followed by a move to the Recruitment Team within the NHS at the Mater Hospital in Belfast. While working there, I undertook my Postgraduate CIPD qualification at Queen’s University Belfast, becoming a graduate member and later a Chartered Member of the CIPD. I then joined Allied Bakeries as an HR Business Partner, where I worked for 12 years. I am now the Associate Director of Culture & Talent at the Andras Hotel Group, where I continue to focus on developing people strategies and organisational culture.

What are the key challenges you face in your role?  

One of the key challenges in my role is balancing business priorities with the needs of our people, especially as the company continues to evolve. HR plays a crucial role in supporting the organisation through change and expansion keeping people engaged and motivated plays a big part in guiding and helping teams so they feel engaged, supported, and are aligned with the company’s direction. Staying on top of shifting legislation is also essential. Supporting managers to lead effectively, confidently and consistently is another important part of the role, particularly across diverse teams and locations. Recruitment and retention remain a challenge, particularly in a competitive talent market, so creating a strong employee experience is critical. There's also the responsibility of ensuring HR is a strategic partner, has a clear voice in shaping strategy and culture — not just responding to it. The workload can be varied and fast-paced, but that’s what makes it exciting!! It’s rewarding to know that the work we do directly contributes to building a healthy, high-performing organisation.
 

After a tough week, what’s your go-to for recharging and staying grounded? 

I love to read so for me winding down with a great book and a cuppa, or glass (or two) of red, is how I relax. I am very blessed to live on the shore of Strangford Lough so I have some wonderful walks where I can embrace nature and I am grateful for the wonderful views and peace and serenity it provides me. 

What’s the funniest or most unusual thing that’s ever happened in an interview, and what did it teach you? 

At a previous employer, we had two interviews scheduled at the same time – one for an Electrician and one for a Senior Finance Manager. I went to reception, asked the gentleman waiting if he was here for “the interview,” and confidently led him to the room. I launched straight into the Electrician interview, only to notice a very confused look on his face as I asked about wiring regulations and fault-finding. It was only then we realised he was actually there for the Senior Finance Manager role! A rookie error on my part — I didn’t confirm which role he was interviewing for before diving in. Thankfully, he had a great sense of humour about it, and I’m pleased to say he went on to get the Finance Manager job. It became a running joke between us and something we’d often laugh about. Safe to say, I never forgot to check the interviewee’s role again!

What’s the most important piece of advice you’d give to someone aspiring to your role, especially in today’s fast-changing world? 

If someone’s aiming to be a leader in HR, I’d say the most important thing is to stay adaptable and people-focused. This role is no longer just about policies and procedures - it’s about leading through change, supporting people, and making sure decisions are fair and thoughtful. You need to build trust at every level, communicate clearly, and be comfortable having the difficult conversations. It helps to stay grounded in your values, especially when things get messy (and they often do). Emotional intelligence is key, as is the ability to step back and see the bigger picture. HR now plays a vital role in shaping an organisation’s strategic direction and culture - we’re not just supporting the business, we’re helping to drive it. That means contributing to long-term planning, championing the right behaviours, and making sure people and performance are aligned. Keep learning, ask questions, and don’t be afraid to challenge the way things have always been done. Being strategic is important, but so is empathy. And if you can strike that balance - while staying calm under pressure - you’re on the right track.


Imagine HR is a reality TV show—what would the title of your episode be?  

Law, Lattes & Leadership: A day in HR
Disclaimer The information in this article is provided as part of Legal Island's Employment Law Hub. We regret we are not able to respond to requests for specific legal or HR queries and recommend that professional advice is obtained before relying on information supplied anywhere within this article. This article is correct at 30/09/2025
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