Chrissy Kendrick

I attribute my success to really good judgment, which is key - something that is incredibly important, and in many ways not something you can train. A big part of that judgement comes from the understanding the balance HR has to maintain, we are here to support the company and the people. The balance can be misunderstood depending on who you talk to, but I genuinely believe that with the right culture and the right leadership team HR can effectively serve both. One of my old bosses used to say, if everybody likes you and is happy with you, you might not be doing your job. And there's truth in that. Most days, somebody's going to be unhappy with a decision you have made. You have to be comfortable with that reality - having thick skin and the courage to make the right decision, even when it's difficult or unpopular.

I walked into my managers office one day about 20 years ago and described to her a challenge/problem I was facing. She in turn responded by telling me to turn around walk back to my office and think through three possible solutions. To then come back to her once I had those possible solutions; we could then talk through them and vet the best option. This taught me to always come prepared with solutions, not just present problems. This inevitably will result in you being viewed as someone who comes to the table with solutions, giving you a leg up in a myriad of professional scenarios.

My biggest piece of advice is to go into HR with your eyes wide open about what the role really is. HR isn't about being liked or being the 'fun' department - it's about judgement, integrity and earned trust. You'll be asked to navigate complex, often uncomfortable situations, and you need to be comfortable making decisions that aren't always popular. I'd encourage anyone entering HR to focus early on building strong judgement and learning the business - not just HR policies, but how the company actually operates, makes money and takes risk. The best HR leaders understand the strategy and can connect people decisions to business outcomes. It's also critical to develop the ability to balance empathy with objectivity. You need to genuinely care about people, but you also need to remember that HR's role is to support the organization as a whole and its people. The balance is hard, and it takes time to get it right, but it's essential.

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.

Transparency and very proactive communication are incredibly important to me. Just as critical is approaching situations without judgement. I often remind people that there are always multiple sides to every story, so I lead with curiosity and assume positive intent. I want the organization to experience me as accessible and responsive. We truly operate with an open-door policy - there is no hierarchy when it comes to having a conversation. If an employee reaches out and wants to have a conversation, more often than not I'm getting on the phone with them to understand what's on their mind and how I can help.