Reimagining HR Partnerships in Higher Education

Fewer than 1 in 5 CHROs said their HR strategy is fully aligned with their organization’s mission, according to SHRM’s 2025 CHRO Priorities and Perspectives report.  

At Bucknell University in Lewisburg, Pa., Nicole Whitehead, vice president of human resources, set out to change that. Her work reshaped a distrusted HR department into a strategic partner — offering a blueprint for higher education leaders facing similar challenges.

“Employees repeatedly told me, ‘I hate HR,’  Whitehead said. “It was clear that rebuilding trust was the foundational challenge we had to address.”  

When Whitehead joined the university in 2022, Bucknell’s HR function was in crisis. Faculty and staff were frustrated. Processes were outdated. And worst of all, employees felt unheard. Whitehead responded by launching a university wide listening tour, digging into data, and rethinking how HR could serve not just administrative needs, but the institution’s long-term vision.

Her transformation plan emphasized transparency, trust building, and inclusive leadership. The result? A stronger connection between HR and the university’s mission, and a workforce that feels more supported, empowered, and engaged.

Why Higher Ed Needs a Different HR Playbook

Unlike corporate environments, many colleges and universities are guided by tradition, shared governance, and a decentralized leadership structure. For HR leaders, that means gaining trust is about more than just improving processes. They must also navigate complex relationships between faculty, staff, unions, and administration.

Whitehead understood this dynamic. Her team’s success wasn’t just about rolling out new tools — it was about aligning HR with the academic values and service ethos that define Bucknell’s mission.

To address these challenges, Whitehead began by listening. Through a comprehensive “listening tour” and a partnership with SHRM Business, she collected both qualitative and quantitative data to identify gaps in her department’s processes and practices. Key findings revealed misaligned HR structures, a need for modernized processes, and a lack of trust in HR’s ability to support employees effectively.  

A Journey Toward Trust and Change

Reimagining HR requires a holistic approach. For Whitehead, the mission was not only to modernize practices but also to humanize them. She focused on three primary areas of improvement: 

Building Trust Through Transparency

Trust begins with an open dialogue. Whitehead prioritized clear communication about HR’s goals and decisions, ensuring employees understood why changes were being made. By addressing skepticism head-on, she turned resistance into opportunity, demonstrating how feedback could shape solutions. 

Upskilling and Reskilling HR Staff

Recognizing that effective HR support requires both expertise and adaptability, Whitehead introduced a talent assessment process for her team. This initially caused anxiety, but it ultimately became an opportunity for professional growth. “Upskilling wasn’t about replacing our team,” Whitehead said. “It was about future-proofing our practices to meet institutional needs three years from now.”  

Implementing Inclusive Policies

Whitehead’s emphasis on dignity and inclusion guided several immediate changes. For example, she removed a requirement for job applicants to pay for their own background checks before hiring, eliminating a potential financial burden. She also championed flexible scheduling and added an extra week of winter break to promote employee well-being. 

Key Lessons for HR Leaders 

Whitehead’s journey at Bucknell offers valuable insights for HR professionals in higher education: 

• Lead with humanity. Rebuilding trust requires treating employees with dignity and empathy. Simple policy changes that prioritize fairness and respect can have a significant impact.
• Listen and adapt. A listening tour can uncover the root causes of dissatisfaction. Use this feedback to inform structured, data-driven changes.
• Communicate the why. Explaining the purpose behind changes fosters understanding and buy-in from employees.
• Focus on people and processes. Prioritize reskilling HR teams and implementing efficient, modern tools to meet evolving institutional needs.

Building Institutions for the Future 

Through transparency, empathy, and strategic planning, Whitehead demonstrated how HR can shift from being perceived as a barrier to progress to becoming a valued partner in institutional success. 

For HR leaders in higher education, her story underscores the importance of innovative thinking, collaboration, and a relentless commitment to supporting the people who shape an institution’s legacy.