Heidi Hauver has turn into an skilled at constructing HR features from the bottom up. And if there’s one factor the vp, buyer and worker expertise at Ottawa, Canada-based LearnExperts, champions, it’s the significance of taking a people-first method.
That goes for each side of enterprise, from tech upskilling to rising your group. “After we lead with inclusion from the beginning,” she says, “we construct higher packages and cultures rooted in belief and possession. That’s management that scales and sustains.”
You’ve constructed HR features from scratch a number of occasions—what’s your blueprint for making a people-first HR technique that scales with enterprise progress?
When constructing the HR operate from the bottom up, my blueprint all the time begins with people-first rules rooted in authenticity, scalability and intentionality. I prioritize hiring for addition over match, searching for group members who problem views, deliver new dimensions to the group and elevate our collective capabilities.
From day one, I design candidate experiences with scale in thoughts, specializing in clear communication, real relationship-building, and a constant model voice that displays who we’re and aspire to be.
Somewhat than replicating one other firm’s tradition, I look to nice playbooks which have been broadly shared, like these of Netflix and HubSpot, for inspiration, then tailor methods to replicate the distinctive identification of the enterprise and the folks inside it.
For instance, Netflix evokes me to construct a tradition of freedom, accountability and excessive accountability. HubSpot evokes me to domesticate transparency, adaptability and a deeply human-centred method.
Different approaches I suggest embrace co-creating values with management and staff, not simply declaring them. As we develop, I guarantee our processes—from onboarding to suggestions to recognition—reinforce these values in a manner that feels private, not performative.
Scalable HR isn’t about inflexible methods; it’s about designing versatile frameworks that evolve with the enterprise. My method blends empathy with operational rigor, guaranteeing folks really feel seen and supported whereas aligning with firm targets. The result’s an HR operate that fuels progress by constructing a tradition folks need to be a part of—and develop with.
As somebody working on the intersection of HR, buyer expertise and AI, how do you see rising applied sciences reshaping the strategic position of HR leaders?
We’re at a pivotal second the place HR might help reimagine what’s potential—and take the lead in how organizations undertake AI for optimum effectivity, worth and scalability. Traditionally, HR hasn’t all the time been on the desk for tech transformation, however AI modifications that. It permits us to be concerned and lead with a people-first mindset.
There is a chance for us to collaborate and leverage AI instruments in all features of our work from constructing strategic HR plans, tailoring our recruitment processes, customizing onboarding plans, constructing scalable coaching packages that delight our customers, and getting recommendation on advanced worker relations issues.
As somebody working on the intersection of HR, buyer expertise and AI, I see HR leaders enjoying a twin position: strategic tech adopters and human-centric change brokers. We might help demystify AI, supporting our groups as they navigate uncertainty, see its true potential and construct confidence as an alternative of worry. Meaning championing moral, inclusive use of AI whereas designing workflows that liberate human capability for extra significant, high-impact work.
To actually scale, we should put money into our folks—equipping them with the talents and mindset to remain present, engaged and enthusiastic about what’s forward. AI can’t exchange empathy, creativity or tradition—however it might probably amplify them if we lead thoughtfully. That is HR’s second to step into the longer term as supporters of change and designers of it.
What’s one management lesson from your individual profession journey that you just consider each rising HR chief ought to hear—and why?
Probably the most vital management classes I’ve discovered is that you just don’t have all of the solutions—and also you’re not purported to. Earlier in my profession, I believed management meant all the time having the answer. A defining second got here once I was tasked with launching a brand new worker program. My group and I approached it solo, aiming to “get it proper” and symbolize everybody’s pursuits. Whereas well-intentioned, we missed the mark, and that have modified all the pieces for me.
I noticed the perfect packages aren’t constructed for folks—they’re constructed with them. Since then, co-creation has turn into a non-negotiable. I now invite groups into the ideation and design course of not as a formality, however as a core manner of working. It builds belief, surfaces actual wants and results in options that resonate. When folks assist form the result, they’re much more prone to champion it.
At the moment, I lead with humility and curiosity. I ask extra questions, create area for numerous voices, and deal with suggestions as gas. HR leaders have a singular alternative to mannequin this, particularly throughout progress or change. After we lead with inclusion from the beginning, we construct higher packages and cultures rooted in belief and possession. That’s management that scales and sustains.
Together with your concentrate on neighborhood constructing and inclusive hiring, what progressive approaches have you ever seen reach creating really equitable workplaces?
Creating really equitable workplaces requires intentional design throughout each stage of the worker expertise—from hiring to improvement. It begins with rethinking job descriptions to emphasise expertise and impression over conventional credentials and increasing sourcing methods to succeed in extra numerous expertise. This opens the door to candidates we’d in any other case overlook. Simply as vital is guaranteeing the hiring course of is structured, inclusive and bias-aware, from outreach via analysis.
Fairness additionally requires transparency. Leaders should clearly talk enterprise targets and priorities, so each worker understands how success is outlined and the way their work contributes to broader outcomes. That alignment builds objective, belief, and accountability—particularly for these traditionally excluded from strategic conversations.
It takes actual focus and energy to construct recruitment practices that unite group members with numerous lived experiences—individuals who won’t simply work collectively however complement one another and push your group to new heights.
A few of my finest hires have been individuals who didn’t essentially shine on paper—even with AI sprucing their resumes—however they completely wowed us in interviews. Luckily, our group had the notice and instincts to acknowledge that they might deliver one thing really particular to our tradition and work.
Fairness doesn’t cease on the provide letter. It requires constructing accessible suggestions loops, investing in skilled improvement, and providing mentorship and training to everybody, not simply high performers or senior roles. This ensures all group members have the chance to develop, keep engaged, get impressed and really feel supported.
Inner mobility is essential. Selling from inside via truthful, clear processes helps folks see a future within the firm. Onboarding and improvement can foster belonging—assembly folks the place they’re and serving to them thrive and do their finest work. When folks develop, firms develop.
