NFI

Terrell McCray

Terrell is a HR leader with over 19 years of experience and excels at crafting HR strategies that attract, engage, develop, and retain top talent. With an award-winning track record, heis dedicated to creating and guiding the implementation of HR strategies that leverage the company's workforce talents, fostering a culture characterized by collaboration, performance excellence, diversity, and inclusion.

Please tell us about the journey that you've had so far and your roles and responsibilities at NFI.

Before joining NFI, I held various HR roles, including senior manager and manager of career and performance management. In these positions, I oversaw employee learning through the learning management system and classroom training, as well as managed performance reviews and tuition reimbursement programs. Prior to that, I served as a field hr business partner in the transportation and logistics sector, overseeing a multi-state, multi-location workforce. Throughout my HR career, I've held diverse roles such as HR generalist, training and development, and recruiting, starting as a classroom instructor before branching into other HR areas. This varied experience has equipped me well for my current role as a Director which requires a broad understanding of different HR functions.

What are some of the major challengeswhen it comes to employee relation?

Over the years, HR has evolved from a traditional personnel department to a strategic business partner. Although progress has been made, securing a seat and a voice at the decision-making table remains a challenge. Modern HR goes beyond handling employee issues, actively contributing to leadership direction, succession planning, and addressing various challenges in the employment landscape, from compensation to legal matters. Today, HR professionals must also function as attorneys, navigating a complex web of new laws and regulations related to labor, unionization, pay transparency, and national labor relations. In essence, HR serves plays a pivotal role in integrating diverse information to protect both the business and employees.

Is there a project initiative that you've been part of recently and have implemented one or couple of best practices to make that successful?

In my current projects, the focus is on effectively listening to employees and responding promptly and fairly to their needs. One of the biggest outcomes ofHR's role is not just advocating for management or frontline employees alone, but finding a neutral stance, listening to both sides, and providing solutions that benefit both the organization and its employees. The goal is to make decisions that prioritize the interests of both parties, ensuring everyone feels heard, and ultimately attracting, retaining, and developing top talent.

What key indicators should HR focus on to assess their effectiveness in bridging the communication gap between employers and employees and fostering a productive relationship?

We implement an employee engagement tool called Work Step to gather real-time feedback from employees using surveys at regular intervals via phone or email. This helps us assess the overall health of our organization and monitor employee sentiment about various aspects such as management, workplace conditions, and development. For new hires, we conduct surveys at 7, 30, and 90 daysas those are usually the intervals when new hires decide about staying or leaving the organization.This allows us to address concerns early on and reduce turnover costs. Non-new hires are surveyed quarterly, providing valuable insights on topics like returning to the office post-COVID, benefits enrollment, and management relationships. This proactive approach allows us to invest time and energy where needed based on employee feedback.

How do you see the HR community evolving over the next few years?

In HR, it's crucial to prioritize alignment with business operations and be viewed as a support service. From a strategic standpoint, HR should focus on supporting the business's goals and revenue generation. The key is tying HR goals to those of the business, ensuring that they align and mutually support each other. The central role of HR as people experts is essential since business progress relies on its workforce. The approach involves consistently demonstrating a vested interest in the success of the business and aligning HR goals with overall organizational objectives. Before delving into technology or vendor considerations, understanding and aligning with the organization's goals is paramount in effective HR management.

Any particular technology that is going to make a big impact for the HR community in the upcoming months?

Effectively integrating and understanding artificial intelligence (AI) in HR functions is crucial for its continued success. AI is here to stay, and its value lies in asking the right questions and approaching it with specific needs. Leveraging technology, especially in complex areas like staffing, labor management, and addressing current challenges such as return-to-office or hybrid work will be essential for the overall success and continuity of HR practices.

Any specific piece of advice that you'd like to share with your fellow peers or other industry leaders?

People don't always remember what they say, but they always remember how you make them feel.  So as an HR professional, it's crucial to prioritize making people feel valued and supported, from hourly workers to senior leadership. While HR has evolved from the personnel department, the core remains caring about people. Regardless of specific roles like benefits or compensation, understanding human behavior and fostering connections is paramount. The key is building trust and being a good partner to the business. Ultimately, caring about people is at the heart of HR's role in guiding decision-making and facilitating positive relationships within the organization.