feature
In today’s HR environment, understanding
and embracing diversity is key to establishing
a successful HR department. People bring
different dynamics to the organization and we have
to leverage diversity in order to become a stronger
organization. If we all looked at things the same
way, we would believe that we are never wrong.
Allowing for discussion and differing points of view,
leveraging diverse cultural backgrounds and the
knowledge gained from those backgrounds can help
us arrive at a better overall decision. You have to be
able to listen with an open mind – make sure that
everyone counts.
– Allan Bartolini, CHRE
June 2017 Issue
Having a good attitude and a great
work ethic are critical; be ready every
single day. Take responsibility for your own
actions and when you’re in a leadership role,
build your team with the very best people
and give them the credit for successes.
Also, take responsibility when something
doesn’t work out.
– Alana Free
May 2017 Issue
Know your value proposition – who
you are and what you offer. What
makes you unique? Second, master
the role you are currently in. Exceed
time and quality expectations for your
work. Volunteer to take on new projects
and get involved in your organization.
Third, establish and enhance your network,
including with other HR professionals, both
internal and external. Finally, take care of
yourself. Try to strike a balance between
your professional life and your personal
pursuits. Let’s face it – a career isn’t a
sprint, it’s a marathon.
– Colleen Gordon-Boyce,
CHRE, MBA, CMC
April 2017 Issue
Continued on page 24
HR leaders need to be business
people first and HR practitioners
second. To successfully lead an
operation, HR professionals need
to understand the business they’re in.
That includes the company’s challenges,
strengths, vulnerabilities and differentiators
– for the company and the competition. The
organization relies on HR’s sound business
judgement and the ability to communicate
effectively and often. HR leaders need to
be strategic when solving today’s problems
for tomorrow’s victories, and be viewed as
change agents when the business dictates
a shift in course.
– Jan Boase, CHRE
July 2017 Issue
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