Member Profile: Rudy Alanis

Many human resource leaders take a roundabout path to arrive at the start of their HR careers, but Rudy Alanis began his HR journey as a child. His father was an HR and change management consultant. From Rudy’s earliest years, he can remember being immersed in discussions with his father about the evolving landscape of human resources and the workplace.

Although HR was in his blood, Rudy still started at the bottom. He began as an HR intern at GE, which quickly opened doors to new opportunities. He took on new HR roles at GE every few years in Brazil, Puerto Rico, Czech Republic, Mexico and the U.S. After working at GE for 15 years, he is now the executive vice president and chief people officer at Facility Solutions Group, a 2,000-employee electrical contracting firm based in Texas.

HOW DID THOSE CHILDHOOD EXPERIENCES SHAPE YOUR VIEW OF HR AND THE WORKPLACE?

In an era when HR was still largely synonymous with mere hiring and firing, my father stood as a trailblazer, reshaping perceptions and practices in the field. His visionary approach to HR was ahead of its time, which set a profound example for me to follow. Complementing this was the profound influence of my mother, a devoted theologian, whose quest for the deeper meaning of life and work resonated with me. It seemed almost predestined that I would find my calling in HR.

My formative years were enriched by dinner table conversations that spanned from my father’s admiration for Jack Welch to my mother’s emphasis on nurturing people to reach their full potential. As I grew, my passion for business intertwined with the understanding that the real engine of success lies in empowering people, irrespective of industry or location. It was this fusion of influences that ultimately pointed me towards a career in HR.

WHAT IS YOUR LEADERSHIP PHILOSOPHY?

My basic philosophy is that “talent sets the floor; character sets the ceiling.” I also believe in learning every day and staying humble and hungry. Surround yourself with great talents and always look to act as a servant leader.

WHICH HR INITIATIVE ARE YOU MOST PROUD OF AT THIS JOB OR A PREVIOUS JOB?

Designing and executing an organizational talent playbook—an annual business review centered on talent attraction, retention, development and recognition. It’s a session that places talent in the forefront of success, with investments, metrics, goals and delivery expectations.  

WHAT OBSTACLES DID YOU OVERCOME TO GET WHERE YOU ARE TODAY?

First, by being an immigrant, I had to work hard and learn to adapt and compete against the best local talent. Then, combining business experience with people experience, I always look to drive a new idea of what HR is all about. Also, it was challenging to move my wife and kids to new places—where no one else was willing to go—to start a new learning adventure and break paradigms. Every obstacle has made me stronger, and I’m thankful for it.

WHAT IS THE GREATEST CHALLENGE THAT HR LEADERS FACE RIGHT NOW?

To remember why we’re in HR in the first place. It’s not about how great we can be with things like technology, processes, communications, PowerPoint and time management. It’s about the way we connect and help people develop their full potential. Tools, technology and processes should help us improve how people live, work, connect and deliver.

HOW IS YOUR COMPANY USING AI TO IMPROVE HR PROCESSES?

We’re using AI for the creation of policies, documents, process and SOPs. We’re still learning more every day and looking to understand how this incredible tool can serve and improve the way our people learn and work.

WHAT IS THE BEST ADVICE YOU’VE EVER RECEIVED?

A few things: First, never give up. Patience, hard work and a clear purpose will allow you to change the world. Also, never compromise on surrounding yourself with great talent. Finally, you cannot improve something you don’t measure.