Quip Laboratories, Inc

Kiersten Schwendeman

I didn’t find Human Resources as a career path; it found me.

I’ve always been drawn to helping professions. The jobs I held throughout high school and college ranged from tutor and babysitter to kindergarten volunteer, swim teacher, and Children’s Activities Director for a resort in the Adirondacks. My college journey ultimately led me to Psychology and Cognitive Science, and I loved the three years I spent working in the Human Emotions Lab at the University of Delaware.

Ironically, working with children, and especially becoming a parent myself, has taught me more about what it takes to be successful in Human Resources than almost anything else. Success in HR is, first and foremost, about being a good listener, knowing your people, and understanding what motivates them.

For some, work-life balance and flexibility are paramount because they are caring for a young child or aging parent. Others may desire novelty, travel, or new experiences. Still others are focused on advancement and opportunities for salary growth. To help people feel valued and engaged, you need to understand what matters to them.

Do they want a promotion, or are they happy where they are? Would they like to explore another department or grow within their current one? Your ability to engage and retain great employees depends on knowing those answers.

At our core, we are individuals, and how we learn and what motivates us are equally unique. During reference checks for potential hires, one of my favorite questions to ask is, “What would you tell this person’s future supervisor about how they learn best and how they can be successful in their new role?”

The answers provide invaluable insight. Some people thrive with significant direction; others need autonomy. Some learn by jumping in and gaining hands-on experience, while others need time to read, observe, and absorb information first. Understanding those differences gives leaders an opportunity to set people up for success from the start.

I’ve spent the entirety of my 14-year career working for small businesses in roles ranging from Director of Human Resources to Chief Operating Officer, including several years as a Director of Training and Development. In small businesses, where recruitment budgets are often limited, retention and developing internal talent pipelines can be paramount to long-term success.

"Data shouldn't replace our understanding of the people behind it."

A strong company culture can become a recruiting strategy of its own. Employees who feel valued and heard are more likely to want friends and family to join the organization, creating an organic and free pipeline for new talent.

In my current role as Director of Human Resources for Quip Laboratories, I’ve also focused heavily on incorporating data into compensation analysis to ensure our pay practices remain competitive with industry standards. I was fortunate to learn the art of compensation analysis from an incredible mentor, including one lesson that has stayed with me: there is much more to compensation than the numbers alone.

Great compensation strategies involve four key considerations:

1. Don’t focus purely on a person’s title. Benchmark against the role or roles that most closely reflect what the employee actually does day to day. This strategy can involve comparing the employee’s title against an equivalent one in a larger organization.
2. Remember that longevity matters. Years spent developing knowledge and relationships specific to your organization can carry value that isn't captured by total years of experience on a resume.
3. Recognize that salary is not the only reason people stay. Small businesses may not always be able to match the compensation of much larger organizations, but flexibility, autonomy, culture, and opportunities for growth can carry tremendous value.
4. Consider blended positions carefully. In small organizations especially, positions are often blended. When an employee performs multiple functions, it can be helpful to consider how much time is spent in each role and evaluate their compensation accordingly.

Throughout my career, I’ve been extremely fortunate to have mentors who deeply understood the value of soft skills, company culture, and servant-hearted leadership. Data absolutely has a place in HR, and I use it to inform decisions, but data shouldn't replace our understanding of the people behind it.

Ultimately, no one wants to feel that their contribution to a team can be distilled to a mathematical equation.

If you are trying to shift a company culture or your organization is rapidly scaling, some of the best leadership advice I ever received was simple:

1. Get the wrong people off the bus.
2. Get the right people into the right seats. Know your employees’ strengths and weaknesses.
3. Give them the tools they need to succeed. Provide resources, training, and decision-making authority.
4. Stop trying to drive the bus yourself.

My first boss shared that analogy with me when I took on a management position right out of college, and it has stayed with me ever since.

Being a great HR leader isn't so different from being a great parent or coach. Know your people. Recognize their strengths. Put them in positions where they can shine. Give them the tools they need to succeed, and then trust them enough to get out of their way.