Leadership Stories Unveiled: Rebekah Tapping
We sat down with Rebekah Tapping, Director of People for Silver Cross, for the latest instalment of our Leadership Stories Unveiled series.
Rebekah, Silver Cross has a rich history dating back to 1877, known for its leadership in the baby products industry. What attracted you to this iconic brand, and how has your career in HR evolved since you joined?
Throughout my career, I’ve worked across a variety of industries, each offering a unique set of challenges and opportunities. What excites me most is the chance to understand different businesses, immerse myself in their cultures, and leverage human resources to drive performance. Manufacturing and design were industries I was eager to explore. My goal was to demonstrate to manufacturers who often believe HR skills are only transferable within the same sector, that HR expertise can be applied successfully across any industry.
I’m particularly passionate about HR and business transformation. When Silver Cross was acquired by a Chinese company, it marked a significant turning point. The company had to navigate the collapse of Mothercare, endure the global pandemic with extended lockdowns in Shanghai where its factories are based and manage various supply chain disruptions, including shipping crises and global conflicts. What surprised me most was that Silver Cross had never had an in-house People function, which left me with plenty of opportunities to make an impact and drive change.
Can you share any career-defining moments that have shaped your leadership journey within the HR function?
There have been so many memorable moments in my career, but one that stands out is when I was first promoted to HR Director. I had just made the leap from the relative stability of the corporate world to join a large SME as Head of HR. On my second day, the HR Director announced she was leaving, and I was stepping into her shoes. The business was complex, having just completed its 19th acquisition in 18 months. It was an intense baptism of fire and, without a doubt, the most challenging six months of my life. There was no easy moment during my two years in that role, but the experience was invaluable. It taught me so much and gave me the confidence to handle anything that comes my way. Nothing phases me after that experience, it truly solidified my belief in my own ability to navigate even the toughest situations.
Having successfully led HR across different industries, how have your previous experiences influenced your leadership approach here? How do you strike a balance between honouring the brand’s traditional values and integrating modern HR practices?
I believe it’s important to fully understand and appreciate a company’s history and culture before implementing any changes. Huntingdon Life Sciences is a great example of this—before I could drive transformation, I needed to understand why the company operated the way it did. Similarly, at Silver Cross, the company already had its core values—Crafted, Trusted, Loved. Instead of changing them, I wanted to build upon them. While those three words were meaningful, they didn’t always resonate with employees in terms of their daily roles. I added another layer to these values, which are now the foundation of our company culture. At our Town Halls, we celebrate and award employees who truly embody these values.
Silver Cross is celebrated for both its innovation and leadership. Have there been any HR or leadership awards recently that stand out to you? What cultural shifts or initiatives helped the company earn this recognition?
I wish there had been an opportunity, but I haven’t had the chance to apply for any. It’s disappointing, especially given all we’ve accomplished and the numerous awards we’ve won for our products and environmental achievements.
With such deep roots, how do you foster a forward-thinking and innovative culture while preserving the brand’s heritage? What steps do you take to encourage creativity and engagement within a legacy-driven environment?
I’m a strong advocate for lifelong learning. In today’s fast-paced world, you can’t afford to stand still. In addition to providing plenty of on-demand learning opportunities through our LMS platform, I also run a Book Club for our senior line managers. We’ve been running it for two years, and it’s been a great success. One of the challenges of working with a heritage brand is that it can sometimes become a bit insular. The Book Club helps encourage managers to consider the outside world—whether it’s thought leadership, global economic trends, or the future of work and our industry. We also actively participate in National Learning at Work Week, offering 23 different programs. These range from exploring how we use AI in design and branding to learning about different cultures and communities through food and cooking.
The company has always focused on delivering the best for families. How does this core value influence your HR practices, particularly around employee well-being and development? Could you share examples of internal programs that reflect the company’s family-focused ethos?
This year has been a baby boomer year for Silver Cross, with one department having 80% of its team on maternity leave! For me, it’s always been about striking the right balance—treating people like adults without being too paternal, while fostering an environment where employees feel supported and safe. We offer an excellent health cash plan, and we’ve always provided day-one rights for maternity, paternity, and flexible working. Employees enjoy flexible start and finish times, and the option to purchase additional holiday, and we reward long service with two weeks’ extra holiday, two weeks’ pay, or a combination of both for every five years of service. We have several employees with over 20 years’ service, including our CEO. However, one key lesson I took from my time at Personal Group, an employee benefits and insurance provider, is that companies often miss the mark when it comes to communicating benefits. Benefits are only valuable if people are aware of them and know how to use them. That’s why I focus on clear and consistent communication!
With employees deeply connected to the company’s legacy, how do you maintain high levels of engagement and loyalty? What specific strategies or feedback mechanisms, such as employee surveys, have proven most effective in fostering this connection?
As I mentioned, the People function at Silver Cross is just over two years old, and we’ve made significant strides in improving communication. Our goal is to ensure everyone understands what’s happening in the business and how their role contributes to its success. We achieve this through biannual Town Halls, monthly Huddles, and regular news updates. We’ve also introduced performance reviews that focus more on the conversation than the process itself. Since this is a new approach for many, we’re providing ongoing training and coaching, with a three-year timeline to fully implement the changes. Additionally, we recently conducted our first engagement survey using We Thrive, which offers a more psychological measure of engagement. Managers can access their results and create their action plans online.
As business continues its global expansion, how do you ensure consistency in employee experience and engagement across different markets? How do you navigate cultural differences while staying true to the core values of the brand?
Managing a global workforce is challenging, and I’m still learning how to get it right. We have employees in China, Hong Kong, Dubai, and Spain, as well as employees based in the UK who work internationally. Many of our team members have worked in these countries for over 20 years, so I lean on their expertise and seek input from employees living in other regions. I encourage feedback, although I know it doesn’t always resonate in every culture, and I strive to be open-minded and receptive. I’m clear that I won’t always get it right, and I welcome people to tell me when I’ve missed the mark. I also appreciate suggestions on how we can improve.
As a senior HR leader, how do you ensure HR is seen as a strategic partner in driving business goals and growth? Can you provide an example of an HR initiative that significantly impacted the company’s strategic direction?
The People function at Silver Cross being completely new to the business has been one of my biggest challenges, as there were many misconceptions about its role. In my previous roles, I’ve worked in businesses where HR is recognised as integral to the operation. Cash flow and people are two of the most critical elements to any business, and the CFO, CPO, and CEO should work closely together. What’s surprised the Senior Leadership Team at Silver Cross is how commercial the Director of People role is. However, you can’t effectively do your job unless you understand how the business operates and what it needs to succeed. Since people are typically the largest cost in any business, it’s essential to approach HR with a commercial mindset.
Having worked across multiple industries, what unique leadership insights or lessons have you brought to Silver Cross? Can you share a specific instance where your cross-industry experience helped tackle a particular HR challenge?
The most significant aspect of my role has been the generalist nature of the work. Setting up a People function from the ground up requires me to wear many hats. I’ve been involved in selecting and implementing IT systems, establishing processes and policies, and modernising payroll systems. I’ve evaluated existing benefits and introduced new ones that are commercially viable for the business. I also set up a competency framework, aligning it with our reward strategy, and introduced a structured pay review process to ensure fairness and equality across the organisation.
On a more strategic level, I’ve worked closely with the board to develop the overall business strategy, which then informs the people strategy. This includes executive development to ensure leadership is equipped to support business growth, coaching the senior leadership team, and acting as a confidant to the CEO. I’ve also focused on senior succession planning, recruitment, and investor relations, although navigating the complexities of working with a Chinese investor is a new experience for me.
In essence, it’s really been a bit of everything, combining both the operational and strategic elements to build a strong foundation for the business.
Rebekah Tapping is the Director of People for Silver Cross, the 150-year-old nursery brand. Silver Cross is famous for being the pram of choice for royal babies, which is now making its mark with collaborations with the likes of Lamborghini. Rebekah has been a director for over 15 years and worked in many different sectors, enjoying the cultural difference that each of them brings. She most enjoys working in businesses that need to go through significant transformation or change. Rebekah is FCIP qualified and a mentor for the CIPD’s Aspiring HR Directors Mentoring Scheme.
