This interview is with Heather Kerr, Human Resources Manager.

Heather Kerr, Human Resources Manager

Welcome to Best of HR, Heather! To kick things off, can you tell our readers a bit about your background in Human Resources and what sparked your passion for this field?

I’ve always had an interest in what motivates people and how the work, worker, and workplace interact with each other. I love employment law and how legislation evolves and shapes the framework for employee relationships. I love to teach others and watch others develop and grow.

The Human Resources field combines all of those interests and passions into a fantastically unique opportunity. I’ve spent over 15 years in the Human Resources field. My experience has been broad; from my first temp job as an HR admin to being the head of an HR department, I’ve touched almost every area of the Human Resources realm. Ultimately what I have discovered is that I am happiest in my job when I can make a true impact in the organization I am serving and contribute to creating a positive employee experience.

What were some of the pivotal moments in your career journey that led you to your current role?

My pivotal moments have been defined by learning opportunities and the individuals who imparted their knowledge to me.

One of my very first managers pushed me to explore a payroll certification, and through that, I was able to learn not only the ins and outs of how to apply employment legislation and company policies but also how to communicate with employees, benchmark compensation to the market, and gain a strong understanding of how labor and pay practices interact.

The next pivotal learning moment for me was discovering the importance of understanding the operations of the business you work for. I still recall doing a very thorough site tour with the operations manager of the company I was working for and realizing that my impact was going to be incredibly limited because I didn’t understand the business operations. By spending time understanding what the company offered, what its challenges and goals were, and how employees actually completed their work, I became far more effective at my job.

The final pivotal moment for me was understanding what makes me feel satisfied and engaged in my role. I have been incredibly fortunate to be able to work for some fantastic companies, and have had unique and broad opportunities within the HR field, and through that, I have learned that I get the most satisfaction when I can make a direct impact on the workplace. For me, that has meant finding a company whose size, industry, and core values match mine.

You’ve spoken before about the importance of understanding a company’s culture when implementing change. Can you share an instance where you successfully navigated a cultural shift within an organization, and what your biggest takeaway was?

Understanding culture is certainly key to being successful in driving change of any kind. Driving a cultural shift can be nuanced and complex. Ultimately, it is about connecting with people and meeting them where they are.

One instance that comes to mind is implementing a Lean Culture in the workplace. It can be daunting, scary, and difficult for employees to have how they do their work changed. By creating common language, bringing the frontline in early to gain buy-in and listen to their ideas, and then understanding what they value and what is meaningful to them, you bridge the gap between documentation/policy and action.

Ultimately, culture is “how we do things around here,” so consider what you would want your employees to say when describing the workplace to their friends and family. Create meaning by telling stories that reach their values and who they are, instead of reciting policy. Finally, hold people accountable. If you, as a manager or HR leader, cannot walk the talk, then your culture is truly just lip service. It needs to be something you live and breathe, so you exemplify that and can hold others to that standard.

Building on that, how can HR professionals effectively assess and understand a company’s culture, especially in today’s hybrid and remote work environments?

Spend time with your front line. Listen and observe how employees do the work. How do they talk? What jargon do they use? What body language do they exhibit? Do they smile at work? You can do this in remote meetings and electronic one-on-ones or in person. Check in on your supervisors and observe them. What is their message to the front line each day? What language do they use? Do the actions of the employees match what the employer’s core values say they are? To me, observing those who do the work of the company is where to find your best gauge on where culture is at.

In your experience, what are some common misconceptions or blind spots that companies have when it comes to employee relations, and how can they address them proactively?

Employee Relations is sometimes a massive umbrella term that can encompass everything from formal complaint investigations to a company’s philosophy on communication with employees. There can be misconceptions about what Employee Relations means for a leadership team and how they can support a strong Employee Relations agenda. HR has an opportunity to ensure their management team is clear on all that is covered under the Employee Relations title and what it means to the employer brand and culture.

You’ve emphasized the significance of clear communication and consistent application of policies. Can you provide an example of a time when addressing inconsistencies in policy enforcement led to a positive outcome for employee relations?

There is an important connection between consistency and performance. One example I can think of is when supervisors of different departments apply time-off policies differently. One supervisor didn’t mind if an employee took unpaid time off to save their vacation pay for a later date, while another supervisor was very strict about using vacation pay first and not being approved for unpaid time off.

The policy was unclear and open to interpretation, so this was a good opportunity for HR and operations to come together to discuss how to improve the policy wording and be clear about our time-off-for-vacation-purposes process. By having all supervisors applying the policy in the same way, employees were clearer on the expectations of them and were able to understand what they were eligible for as far as time off work.

With the rise of remote work, how can companies foster a sense of community and belonging among their employees, and what role does HR play in this?

Remote work is something that seems to be a new norm. While some people prefer in-person connection, others thrive in a remote setting. For workplaces that can manage remote work, finding moments for connection is key. Having one day a month to meet or work in person, social coffee breaks virtually with the team, or other off-site in-person get-togethers are just a few ways a company can support community among employees. HR can support these programs by being advocates, demonstrating and exhibiting inclusive and flexible work styles, and supporting the company in driving a sense of belonging.

What are some creative and effective strategies you’ve seen or implemented to enhance employee engagement and motivation, particularly in a remote or hybrid setting?

I have seen everything from virtual escape rooms to using the mail to send each other notes and letters. The use of an intranet to keep company info and call-outs on is also an easy way to keep people connected. Continuing reward-and-recognition programs in a virtual setting is also important. It can be easy to forget about people not physically at the work site, so having technology for others to dial in to boardrooms and participate is also important.

Looking ahead, what do you see as the biggest challenges and opportunities facing HR professionals in the coming years, and what advice would you give to those navigating the evolving landscape of work?

The labor market continues to be incredibly tight. It seems in the post-COVID world, we have still not discovered the right formula for attracting workers—particularly in rural or smaller centers. Inflation and cost of living are also hot-button issues, and adjusting employees’ mindsets that the employer is not solely responsible for closing the gap between inflation and wages will be a topic that likely continues to come up.

Pay transparency and having strong pay grids that outline the key performance indicators of a role are important to give employees a full understanding of their earnings potential and what they need to do to obtain an increase. Being connected to your labor market and understanding what demographics and issues drive the workforce in your area is important to building a strong recruitment strategy. For example, if you are advertising free parking to a workforce that largely takes public transit, you aren’t sending the right message. Find out what is important to your demographic of workers, and then try to align your recruitment and compensation strategy to match.

Thanks for sharing your knowledge and expertise. Is there anything else you’d like to add?

HR is an evolving field, and one that never ceases to provide challenges and opportunities. As in so many things in life, you can choose your path. I find the HR world is so much easier to get support for and buy-in to when I focus on what can be done, what my business partners need from me, and choose to see the positive.

Sometimes HR is a department that is largely ignored until something goes wrong. Sometimes you are the party-planning and hiring department only. Sometimes you have to execute policies that you don’t personally agree with. But you can choose your attitude towards all of it. You can choose to dwell on the hard, the challenging, the negative, or you can choose to focus on what you can do, the exciting, and the positive. Be the valuable change you want to see in your organization; I promise it’s contagious.