Samantha Parga

I attribute my success to a combination of a people-centered mindset, strategic thinking, and a continuous commitment to growth. Throughout my career in human resources, I’ve always focused on building strong relationships and earning trust—whether with employees, leaders, or stakeholders. I believe that when people feel heard, supported, and aligned with the organization’s mission, they perform at their best, and that has consistently driven positive outcomes in the teams and organizations I’ve supported.

I also credit my success to my ability to connect HR strategy with business goals. From my early experience in employee relations and operations to now leading HR as Assistant Vice President, I’ve worked to ensure that every initiative—whether in talent management, engagement, or leadership development—delivers both people impact and organizational results. That balance has helped me grow into a trusted partner at the executive level.

The best career advice I’ve ever received came from a director I worked with early in my HR career: “If you are not intentionally inclusive, you are being unintentionally exclusive.”

That statement has stayed with me and continues to shape how I lead and approach my work. It reinforced that inclusion doesn’t happen by accident—it requires deliberate action, awareness, and accountability. As an HR leader, I’ve carried that mindset into everything I do, from building leadership teams to shaping policies, talent strategies, and the employee experience.

It has guided me to be more intentional about creating spaces where every voice is heard, every employee feels valued, and diverse perspectives are not only welcomed but actively sought out. That advice also challenged me to examine my own biases and continuously grow as a leader.

Ultimately, it has been foundational to my success because it aligns directly with my belief that strong, inclusive cultures drive engagement, innovation, and organizational performance. It’s a principle I strive to model every day in how I lead and support others.

The advice I would give to young women entering the HR field is to never stop learning. Continuously look for ways to expand your knowledge—not just within human resources, but across all areas of the business. Understanding how the organization operates as a whole will make you a stronger, more strategic partner and position you for leadership opportunities.

I would also encourage them to be curious and seek out new experiences. Don’t hesitate to take on challenges that stretch you, even if they feel outside your comfort zone. Every role, project, and interaction is an opportunity to grow both your expertise and your confidence.

Finally, invest in yourself—whether that’s through education, mentorship, or building strong professional relationships. Your voice and perspective are valuable, and the more you develop your skills and knowledge, the more impact you’ll be able to make.

One of the biggest challenges—and also opportunities—in HR right now is hiring in an increasingly high-volume, high-noise environment. Many job postings attract a large number of applicants, but a significant portion do not meet the minimum qualifications outlined in the role. This can create inefficiencies in the hiring process and make it more difficult to quickly identify the right talent.

At the same time, this challenge presents an opportunity for HR leaders to be more intentional and strategic in how we approach talent acquisition. It pushes us to refine job descriptions, leverage better screening tools, and partner closely with hiring managers to clearly define what success looks like in a role. It also encourages us to focus on quality over quantity and to continuously improve how we attract and communicate with candidates.

Additionally, it reinforces the importance of employer branding and candidate education—ensuring that applicants have a clear understanding of expectations, qualifications, and organizational culture before they apply.

Ultimately, while the volume of unqualified applications can be challenging, it’s also an opportunity to innovate and strengthen hiring processes so that we can more effectively connect the right people with the right roles.

One of the most important values in both my professional and personal life is maintaining a healthy balance between the two. I believe that success isn’t just about what you accomplish at work, but also about how fulfilled and present you are outside of it.

In my career, especially in human resources, balance allows me to show up as a more effective and thoughtful leader. When I prioritize well-being and create space for both work and personal life, I’m better equipped to support others, make sound decisions, and lead with empathy. It also reinforces the importance of modeling that balance for my team and the broader organization.

On a personal level, it keeps me grounded and connected to what matters most—relationships, growth, and overall well-being. I’ve learned that maintaining this balance isn’t always easy, but being intentional about it is essential for long-term success and sustainability.