Hr Passion Quotes

Build the time in your schedule and your career for professional development. It makes you a stronger professional, leader, and resource.

You can start being strategic daily through one simple practice—be a connector.

The component missing in how you practice HR is your approach.

You need to remember one thing—You are here for my people. If you EVER forget that, I don’t need you.

A catch phrase or a motivational poster on the wall won’t ever change behavior. Action will. Get out from behind your desk and your computer, and put away your phone. Make time each day to have genuine “face time” with the humans in your organization.

Culture is the number one reason employees stay or leave your company.

When you allow yourself to be available, you never know what will occur.

Employee engagement is where I want you to start. It is a reality of organizations that the more employees are engaged in what they do in their roles, the more likely they are to perform, stay with the company, and even encourage others to join them.

Employees will NEVER be engaged unless HR is engaged first and models that engagement by taking it directly to where the employees work.

There are no simple remedies in HR. There never have been. The reason is that something always gets in the way—people.

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I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

Allow us to introduce Nirvani Sabess, a passionate HR specialist and baking enthusiast. With over 8 years of experience, she shines in employee development and talent acquisition. Her dedication to inclusivity is deeply rooted in her travels across Italy, Switzerland, Croatia, and other destinations. Much like her delectable confections, Nirvani values the blend of diverse talents for success.

Crystal Perry lives in Lansing, MI where she works as a Human Resources business professional. She is energetic, highly driven, and passionate about DEIA. Crystal Perry's experience in the implementation and development of human resources policies, programs, and training has led to her current success in HR.

That’s because I know God the same way you would know a friend or family member. If people truly knew God in the way he created us to know him, everyone would have this kind of passion. God’s not into religion. Religion is about rules and rituals. God is about love. Religion makes people feel inadequate, but love tells us we are already everything we could possibly be because of God’s love for us.

As a manager, you have the potential to create a fire—passion—in others, but to do this, first, we have to create a spark. Think of the Fourth of July. People gather to watch the sky light up with beautiful fireworks. It’s fun watching a child gaze into the dark sky to see it light up with a spectrum of colors. And how much fun are sparklers, right? From sparklers to rockets, fireworks have one thing in common—they start with a spark. They are ignited! This spark allows each firework to leave the ground and explode, and thereby create joy for all those watching. Sometimes fireworks are beautiful, but if not done correctly they can just fizzle out. Consider yourself a pyro-technician of people. A pyro-technician is the person responsible for the safe storage, handling, and functioning of fireworks and some explosives. As managers, you are in charge of the safe storage, handling, and functioning of the people you supervise. The fireworks you see will be displayed in your employee’s attitudes. When an employee is fizzling out, we call this burnout and it can happen to any employee, even yourself. You need to be able to recognize it.

We need to understand that senior management wants only people who will