For Rent the Runway’s Niamh Rooney, the HR role navigates a fine line between problem-solving and giving others the skills and support they need to progress independently.
Niamh Rooney, a human resources business partner at Rent the Runway, is based at the European Software and Technology Hub in Galway and also has a number of obligations to the US office too.
In her capacity as a HR expert, she has found that creating a culture that is hardworking, positive and healthy, is often key to an organisation’s long-term success and the success of its employees.
Tell us a bit about your career background
My career has been a fantastic journey through different industries, including manufacturing and insurance, but the common thread has always been a fascination with what makes organisations and their people tick. My ‘aha’ moment for tech HR happened during a previous role where I led the implementation of a new HR information system. It was a massive project that involved redesigning every single HR process, from onboarding to performance reviews.
I loved working with the tech teams, understanding their logic and seeing how the right technology could eliminate administrative headaches and create a better employee experience. That project solidified my passion for being in a tech-driven environment.
What are the biggest HR challenges and how are they managed?
One of the biggest and best challenges is in protecting and scaling a unique culture as you grow. When you have something special, the priority is ensuring that every new hire adds to that magic, rather than dilutes it. This is achieved by building an incredible environment that’s positive, hardworking and genuinely fun.
At Rent the Runaway, we make culture a collective responsibility. It’s not a HR-led initiative, it’s employee-owned and championed by our ‘Culture Club’. But the real magic comes from the many contributors who add to the fun and inclusive environment. By empowering our people to bring their passions to work, we ensure our culture grows authentically and stays vibrant.
What are some of the main responsibilities of your own role?
My role is wonderfully varied. On any given day, I’m coaching senior leaders on organisational design, helping a manager navigate a tricky team dynamic, analysing engagement data to build action plans, or working on career development frameworks for our tech teams. When it comes to recruitment, I have the privilege of partnering with our principal recruiter, Eileen. While she masterfully finds and attracts talent, I focus on the other side of the coin, ensuring we have a positive culture, clear growth paths and an environment where people can do their best work once they walk through our doors. It’s an important partnership that covers the full talent life cycle.
What HR technology trends and opportunities are you capitalising on?
We’re all about using technology to make the human experience better. A key way we do this is by leveraging people analytics to truly understand the heartbeat of teams across the organisation. The engagement platform allows us to listen at scale. We don’t just look at the scores, we dive deep into the feedback and anonymous comments to understand the context and the ‘why’ behind the data. This helps us move from being reactive to truly proactive. We can identify emerging themes and pinpoint opportunities to improve the employee experience long before problems arise.
This data-driven approach ensures we invest our time and resources in the most impactful areas, whether that’s enhancing leadership development programmes, refining the onboarding experience, or introducing new wellbeing initiatives. It empowers us to act as strategic partners to the business, armed with the insights needed to foster a culture where everyone can thrive.
What has been the biggest culture change within your organisation in the last five years?
The most powerful cultural force I’ve seen is the shift toward a deeply employee-driven culture of impact and belonging. There’s a tangible sense that every single person has the power to shape our environment and make a difference both inside and outside the office.
What is the one thing you think HR teams should either stop doing, or start doing differently?
I believe the most impactful thing HR can start doing is to shift from being the primary problem-solvers to being the coaches who empower managers to solve their own problems. Often, the default is for managers to escalate every person’s issue to HR. A more powerful, scalable model is for HR to focus on building the capability and confidence of our leaders.
By investing in our managers’ toolkits, we not only develop stronger, more self-sufficient leaders but also ensure that employees get the direct support they need from the person who knows them best, their manager. It builds a more resilient and capable leadership culture from the ground up.
What HR resources can you not live without?
I’m a big podcast listener. For sharp, local insights, I tune into The HR Room Podcast, which is brilliant for staying on top of trends here in Ireland. To keep a pulse on what’s happening stateside, Talk HR: A NYC SHRM Podcast is my go-to for relevant US perspectives, which is crucial since our organisation spans both countries.
My professional networks are absolutely vital. As a member of CIPD Ireland, I rely on their events and resources to stay connected to the local HR community. On top of that, I have to mention my colleagues. Especially those based in the US. They’re an extremely supportive group and my go-to source of knowledge for anything related to US employment trends.
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