Chrissy Kendrick

I attribute my success to really good judgment, which is key - it's something you can't train people on. I think what's really important is being able to balance that HR is there for the company and HR is there for the people. That can be a very misleading approach from human resources depending on the people you speak to, but I think there's a way, and if you have the right culture and the right leadership team, that HR can support both the company and the people. One of my old bosses used to say, if everybody likes you and is happy with you, you might not be doing your job. Most days, somebody's going to be upset with you because of a decision you had to make, and you have to be able to be comfortable knowing that. It's about having thick skin and making the right decisions even when they're difficult.

The best career advice I ever received came from one of my old bosses who used to say, if everybody likes you and is happy with you, you might not be doing your job. There's going to be most days where somebody's going to be upset with you because of a decision you had to make, and you have to be able to be comfortable knowing that. I've definitely had two former bosses who have been great mentors, great friends, and great resources over the years. I stay in close contact with them, and they've really helped shape my perspective and approach to leadership.

I would say number one, have some thick skin. You know, one of my old bosses used to say, if everybody likes you and is happy with you, you might not be doing your job. There's going to be most days where somebody's going to be upset with you because of a decision you had to make, and you have to be able to be comfortable knowing that. You can't let it get to you - you have to stand firm in the decisions you make, even when they're difficult and even when people aren't happy about them.

One of the biggest challenges I see in human resources today is finding the right balance between evolving employee expectations and the needs of the business. The workplace has changed significantly, and employees are looking for more flexibility, transparency, and purpose in their roles. At the same time, organizations must remain focused on performance, growth, and sustainability. Navigating that balance can be complex, but I also see it as a tremendous opportunity to redefine what effective leadership looks like, strengthen organizational culture, and create environments where both people and performance can truly thrive.

I am a strategic, people-centered HR executive, and my leadership is grounded in clarity, consistency, and impact. With more than two decades of experience, I’ve built my career on understanding both the human and operational sides of business. In my current role as Senior Vice President of Human Resources at Shields, I have the privilege of shaping organizational strategy, aligning leadership teams, and fostering a culture that supports long-term success. One of the accomplishments I’m most proud of is contributing to Shields earning multiple “Great Place to Work” recognitions, which reflects our commitment to creating a workplace where employees feel valued, supported, and empowered to do their best work.

What distinguishes my approach is the balance I strive to maintain between empathy and accountability. I believe HR is not just about policies or processes—it’s about making thoughtful, fair decisions that serve both the organization and its people. Looking ahead, I am focused on continuing to grow as an executive leader, with the goal of stepping into a Chief People Officer role. I’m passionate about expanding my impact on organizational culture, leadership development, and building workplaces where individuals and teams can succeed together.

I think transparency and very proactive communication are super important to me. Very much consistent with that theme is just being non-judgmental. I tell everyone in the conversations I have, I've learned there's always three sides to every story, right? So I approach things from a non-judgmental perspective and also from assuming positive intent from folks. I want the organization to see me as somebody who's accessible and responsive, and we have an open-door policy with no hierarchy here. If an employee reaches out and wants to have a conversation, more often than not I'm jumping on the phone with them and seeing what they want to talk about.