Seth Rogers

Seth Rogers is an HR leader with more than 18 years of experience building high-performing teams and shaping the workforce. At Jack Porter, he leads the people and culture strategy, including team building, leadership development and employee experience.

In an interview with Manage HR, Rogers shared his views on navigating burnout, aligning people strategy with business execution and integrating AI into people operations.

A Career Shaped by Experience

I spent the early part of my career in the insurance industry. Somewhere along the way I had an experience that made it clear HR could and should be different — and I wanted to be that difference. That’s what pushed me to pursue a master’s in human resource management and move into HR leadership.

Currently, I oversee hiring, leadership coaching, organizational design and employee development, ensuring structure supports both people and business.

Addressing Burnout by Fixing Root Causes

People burn out when work feels meaningless, priorities are unclear or success is undefined. Most people problems aren’t actually people problems — they’re clarity problems wearing a costume. Pressure itself is not negative, but sustained pressure without clarity and support can create long-term disengagement.

Leaders can’t assume they know what their team is carrying. Lead with sympathy and ask.

When employees raise concerns, I focus on root causes and work with leadership to clarify priorities and speed decisions while ensuring managers lead rather than delegate and disappear.

Aligning People Strategy with Business Execution

A people strategy that doesn’t move business outcomes is HR theatre. Every team plays a role in the company’s product and value delivery.

Organizational challenges typically fall into three areas: product, process or people. Most often the issue sits in product — whether what we’re delivering is right — or process — whether the systems supporting execution are working. When it really is a people issue, it usually means someone is in the wrong seat or hasn’t been given what they need to do the work.

“People strategy that doesn’t move business outcomes is HR theatre.”

Once clarity is established, the focus shifts to helping people adapt and grow within that structure. If someone is not aligned with the role, leaders should help them transition elsewhere with professionalism and respect.

Effective people leadership requires staying close to the work while maintaining perspective to diagnose problems objectively. Clarity around the desired outcome leads to better questions and uncovers the root cause. The quality of thought directly impacts the quality of the work.

At Jack Porter, I encourage decisions that prioritize the team and the organization as a whole.

Integrating AI into People Operations

We use a technology stack within HR functions to monitor growth and understand when teams need to scale. AI capabilities improve performance management, scheduling and workforce planning, enabling teams to spend less time in meetings and focus on high-quality problem-solving. When implemented responsibly and guided by strong leadership, AI empowers people to do higher-impact work.

But the biggest challenge is choosing the right technology, understanding its purpose and evaluating the risks and opportunities they bring. At Jack Porter, we operate as a creative design-build firm powered by storytelling. We hire strong people, equip them with the right tools and create systems that enable them to do their best work.

Advice for Aspiring HR Professionals

HR can elevate teams, strengthen culture and help people thrive. People leaders must create environments where individuals can grow, contribute and do meaningful work.

If you know you are in the wrong role, team or organization, have the courage to acknowledge it and make decisions. Many professionals stay in situations that no longer align with who they are because they are afraid to take the next step.