This interview is with Heidi Hauver, VP, People & Culture.
Heidi Hauver, VP, People & Culture
Heidi, for those who may not know you, can you share a bit about your background and what led you to become such a passionate advocate for strategic HR?
I am a dedicated and people-centric business leader with a rich history of transforming HR landscapes within organizations. Since 2007, I have spearheaded the development of three HR departments from the ground up and held pivotal roles as the founding HR Executive for three distinct companies. Moreover, I have had the privilege of supporting numerous startup and scale-up leadership teams, offering invaluable guidance and expertise.
During my tenure as the founding HR executive and sole advisor for HR, Leadership, and Culture at Invest Ottawa—an esteemed economic development organization—I had the honor of delivering mission-critical HR advisory services to a multitude of rapidly expanding startups and scale-ups. Collaborating directly with founders and executive teams, I cultivated a profound insight into the distinct challenges and requirements of early-stage startups to those generating revenues of up to $100M+.
Through these experiences, I have witnessed firsthand the transformative power of people and culture and how cultivating a welcoming and inclusive work environment, one that empowers individuals to flourish and excel, enables organizations to reach their full potential and achieve unparalleled success.
Your career journey, marked by building HR departments from scratch and serving as a founding HR Executive for multiple companies, sounds incredibly impressive. Could you share a pivotal moment or experience that solidified your passion for shaping company culture and leadership?
An instrumental moment that solidified my dedication to shaping company culture and leadership transpired during an early dialogue with one of the founder-CEOs I was supporting. They posed a pivotal query: Does culture develop deliberately or organically? My response was that it's a combination of both. Cultivating a dynamic company culture involves a delicate balance between purposeful interventions and natural evolution. Moreover, culture is always evolving, and that demands a strategic, analytical approach from leadership teams, coupled with a profound comprehension of human dynamics and behavior. It isn't solely molded by borrowed strategies or playbooks from other companies you admire; rather, it intricately weaves through the interactions, values, and conduct of every team member you have join your company. This belief steers my efforts toward fostering cultures that motivate, innovate, and scale with time.
You've worked with companies of all sizes, from startups to those scaling rapidly. What are some key differences you've observed in building and nurturing a strong culture across these different stages of growth?
One crucial observation I have consistently made while working with companies of various sizes and growth trajectories pertains to the pivotal role of talent acquisition in shaping organizational culture. The individuals we bring into our companies play a fundamental role in defining and nurturing our company culture.
In the initial stages, characterized by resource constraints and a lean team structure, companies often rely heavily on referrals from within their immediate networks due to the absence of tools like an applicant tracking system (ATS) and dedicated recruitment teams. However, as companies evolve and progress, they come to realize that depending solely on internal referrals is inadequate for securing the diverse and specialized talent necessary to propel their growth effectively.
While internal referrals remain invaluable, expanding beyond this traditional approach becomes imperative for sustained success. To enhance our culture and build stronger talent acquisition strategies, it is essential to forge strong partnerships with post-secondary institutions to tap into the wealth of talent within their alumni networks. Moreover, collaborating with community agencies that specialize in connecting with globally educated and skilled professionals can significantly widen our talent pools. Actively participating in initiatives that provide access to a broader range of potential candidates not only strengthens our recruitment endeavors but also diversifies our talent pool, positively impacting our culture. This strategic evolution equips us with the adaptability and resilience needed to thrive in a dynamic marketplace, fostering a culture that is not only robust but also poised for continuous growth and success.
You've mentioned a commitment to building robust cultures. What are some common misconceptions or pitfalls you've encountered when it comes to culture building, and how can companies avoid them?
One prominent pitfall I've encountered in culture building is the tendency to rely solely on a predefined "culture playbook" borrowed from admired companies. While drawing inspiration from successful organizations is valuable, it is crucial to acknowledge that context is key. Factors such as the composition of your team, your unique market offerings, what your team values, as well as your available resources and constraints significantly influence the culture you are developing.
The most resilient company cultures are those that embrace their distinct value propositions from day one and refrain from comparing themselves to others, and instead focus on curating their own distinctive and memorable work experiences. This aspect of my role is particularly rewarding. As a creative professional, I cherish the opportunity to continuously experiment and innovate, fostering a work environment where every individual can authentically contribute and thrive.
I like to encourage companies to prioritize authenticity and self-awareness in their culture-building efforts. By recognizing and leveraging their unique strengths and characteristics, companies can create a work environment that is not only engaging and fulfilling for them but also resonates with their team members on a deeper level, fostering a sense of belonging and ownership within the company.
From your experience, how can HR leaders effectively partner with CEOs and leadership teams to ensure that culture is not just an afterthought, but a core driver of business strategy and success?
To effectively partner with CEOs and leadership teams in making culture a central driver of business strategy and success, leaders must establish an environment where all team members, including leadership, feel comfortable sharing their perspectives for the betterment of the company. This open communication fosters a culture of collaboration and innovation, enabling diverse viewpoints to shape the organization's direction.
Furthermore, it is essential to instill a collective sense of ownership of employee satisfaction across the entire organization, not just within the HR or People and Culture departments. Every leader should feel personally invested in fostering a positive workplace culture, recognizing it as a critical success factor that transcends individual roles. After all, the talent within a company forms the backbone of its growth potential.
Measuring the success of these efforts is paramount. HR leaders should establish clear success metrics related to culture, ensuring they are actively monitored and supported by actionable plans. Regularly capturing insights and feedback from employees allows for informed decision-making and continuous improvement. In a culture of experimentation and innovation, the willingness to adapt and refine practices based on feedback is crucial for sustained growth and success.
By fostering a collaborative environment, promoting shared ownership of culture, and implementing robust measurement and feedback mechanisms, HR leaders can effectively partner with CEOs and leadership teams to integrate culture as a core driver of business strategy, ultimately leading to enhanced organizational performance and employee engagement.
Can you share an example of a time when you had to navigate a particularly challenging cultural shift within an organization and what key lessons you learned from that experience?
One of the most impactful challenges we all faced in the last few years was the abrupt transition to a remote-first approach triggered by the global pandemic. As an HR leader, I drew upon my prior experience with leading remote global teams, providing a valuable foundation for embracing this new reality. Revisiting the core principles of remote team engagement that had proven successful in the past, we collectively navigated through this transformative period with a people-centric approach at the forefront.
As we swiftly adapted to the remote work landscape, the immediate focus shifted towards establishing meaningful connections, fostering effective online collaborations, and reshaping our communication strategies to ensure that every team member felt supported and connected. This shift in our working dynamics highlighted the integral role of trust-building and transparent communication in maintaining team cohesion during turbulent times.
This experience served as a poignant reminder of the power of intentionality in fostering resilience and unity within our team. It illuminated the profound impact of prioritizing the well-being and engagement of our employees, showcasing how a supportive and inclusive culture can drive motivation and innovation even in the face of adversity. Embracing this period of change not only enabled us to navigate uncharted territories but also sparked a wave of creativity and collaboration that propelled us towards new horizons.
As an HR leader, witnessing the team's collective strength and adaptability underscored the importance of placing people at the heart of organizational culture. By nurturing a culture that values empathy, connection, and mutual support, we not only weathered the challenges of change but also emerged stronger and more united than ever before.
In your opinion, what role does leadership development play in creating a thriving and sustainable company culture, and what are some practical steps organizations can take to foster this development?
In my opinion, leadership development serves as a cornerstone in shaping a thriving and enduring company culture. It is essential for organizations to adopt a collective approach towards fostering stronger leaders, while also encouraging individual leaders to take personal ownership of their growth and development. It's often discussed that people don't leave companies; they leave managers, which underscores the critical role that effective leadership plays in employee engagement and retention.
To cultivate a culture of continuous leadership development, companies can prioritize equipping their leaders with the necessary tools, resources, training, and mentorship to support their ongoing growth and evolution. Without this investment in leadership development, it should come as no surprise if teams struggle to develop and thrive under unprepared leadership.
Having spent a significant portion of my career in the technology sector, I've observed a common challenge where top technical performers are often promoted to leadership positions without the requisite skills or interest in leading people. This can lead to issues where individuals accept leadership roles for the perks and prestige, rather than a genuine desire to cultivate their leadership abilities.
To address this challenge, I advocate for the creation of dual career tracks within organizations. One track is tailored for those with an interest in and who excel at leading and developing people, while the other track caters to technically adept individuals who prefer to focus on their technical expertise without managerial responsibilities. By offering these dual tracks, organizations can ensure that individuals are placed in roles that align with their strengths and aspirations, fostering a culture where both people leadership and technical excellence are valued and nurtured.
You've emphasized the importance of 'energetic leadership' in your work. What does that look like in action, and how can leaders bring that energy to their teams, especially in today's rapidly changing work environment?
Exemplifying energetic leadership involves more than just showing up—it's about consciously choosing how we present ourselves to our teams and represent the interests of our business. By embodying a positive, can-do attitude and approaching the day with a smile, leaders set the stage for the team's outlook. Demonstrating a proactive and resilient mindset not only leads by example but also sparks a chain reaction that cascades through the team, cultivating a culture characterized by enthusiasm, collaboration, and unwavering determination. This proactive and positive leadership approach not only fuels team energy but also nurtures a work environment that thrives on innovation, adaptability, and shared achievements.
Looking ahead, what emerging trends or challenges do you see on the horizon for culture managers, and what advice would you offer to those looking to stay ahead of the curve in building thriving workplace environments?
Looking ahead, culture managers are facing a host of challenges as organizations navigate the decision between adopting a fully remote or hybrid work model for the long term. Meanwhile, leaders are grappling with the implications of AI in the workplace, and team members are expressing concerns about these technological advancements. Companies are actively reevaluating their total rewards strategies to better align with the evolving needs of employees while staying mindful of budget constraints. Additionally, there is a growing emphasis on developing emerging leaders through the establishment of learning pathways, even in the absence of clear-cut roles for them to transition into. Environmental sustainability, community engagement, and fostering a sense of purpose within the workplace are becoming increasingly important for enhancing employee engagement and satisfaction.
To keep ahead of the curve and cultivate thriving workplace environments, it is crucial to instill a culture of curiosity within your team. Actively involving team members in solving cultural challenges and co-creating solutions can help shape a vibrant and inclusive workplace culture. Embracing a willingness to experiment and adapt rapidly is key. Remaining open to trying new approaches and swiftly pivoting when necessary can drive innovation and agility within the organization. Additionally, maintaining connections with peers and industry leaders is essential for knowledge exchange. Learning from others and customizing successful strategies to suit the specific context of your team can fuel ongoing improvement and innovation within the company.