For many organizations, HR is still seen as the team that steps in after problems arise. But according to HR leader and SHRM conference favorite Steve Browne, SHRM-SCP, chief people officer for pizzeria restaurant chain LaRosa’s, Inc., that perception can — and should — change.
Browne will share on June 18 how HR leaders can embed themselves earlier in decision-making, consistently show up in business conversations, and connect people insights to performance.
The session is open to both registered in-person SHRM26 attendees in Orlando and to registered virtual attendees.
Browne briefly discussed his upcoming sessions with SHRM.
SHRM: Many organizations still treat HR as a reactive function that steps in only when problems arise. What practical steps can HR leaders take to position their teams as strategic partners who help drive organizational performance?
Browne: The shift from reactive to strategic starts with a decision to step off the sidelines and into the middle of how work gets done. For years, HR has been conditioned to be reactive. An issue comes up, and we’re called in. A conflict arises, and we’re expected to fix it. There’s real value in that ability — we should be excellent in moments that require care, clarity, and resolution. But if that becomes our primary identity, we unintentionally train the organization to only engage with us when something is wrong.
That’s the pattern that has to be broken. The practical shift is this: move from being available to being embedded. HR leaders need to intentionally place themselves at the beginning of conversations, not the end of problems. That requires being present when strategies are formed, when teams are designed, when leaders are developed, and when change is being considered —not after decisions are already in motion.
This doesn’t require force, it requires consistency. Show up. Ask questions. Offer perspective. Connect people insights to business outcomes. At the core of this shift is a mindset: every business decision is a people decision. Every. One.
When HR operates from that belief, it changes how you engage. You’re no longer waiting to react — you’re helping shape direction. The impact is tangible. Instead of knee-jerk reactions, organizations begin to operate with intention. Instead of isolated decisions, there’s alignment. Instead of fixing issues after the fact, you’re designing environments where fewer issues occur in the first place.
That’s what it looks like when HR becomes a true driver of organizational performance — not by changing everything at once, but by choosing, every day, to lean in earlier, speak up more often, and lead with a people-first perspective that is both practical and strategic.
SHRM: HR leaders often juggle strategic initiatives, employee relations issues, and constant day-to-day demands. How can HR teams balance this workload while still maintaining a people-first approach?
Browne: It starts with HR people being vulnerable and human themselves. Our attitude towards others sets the stage. If you say, “I have to see Steve . . .” instead of “I get to see Steve . . .” you see where the condition of your heart is. This can’t be confused or labeled as a soft skill. We are in the behavior business as HR professionals.
If our behavior toward others is that people are a nuisance, a bother, etc., then that’s how we’ll treat people. This also goes for people leaders. If we allow them to have that same poor view of their team, then that’s how they’ll treat people.
We get a daily opportunity to work with people. Balance is never an issue. Having a positive outlook about what could potentially happen when you work with others is essential. Don’t bring preconceived notions or predictive outcomes into encounters. Each one is a new chance to listen, assess, and work through items in order to move something forward. We need to ask, “Are we equipping and working through our people?” Having that constructive first step gives us the ability to adapt, adjust, and be fluid.
SHRM: ما الذي سيستفيد منه الحاضرون من جلستك؟
Browne: People attending this session will learn the skills needed to become integrated and embedded throughout their organization. They won’t have to be outside looking in, yearning to be included. They’ll learn how to be a sought-after resource for all aspects of the work being done in all areas of the company. HR will transform from being a firefighter to being a leader who shows how to easily maneuver and thrive with your people. These skills can be applied from the C-Suite to the front line — everywhere we have people.
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المحتويات ذات الصلة
تعرّف على كيفية نجاح شركة مارش ماكلينان في تعزيز رفاهية الموظفين باستخدام الأدوات الرقمية، وتحسين الإنتاجية والرضا عن العمل لأكثر من 20,000 موظف.
ويتوقع بعض الخبراء أن يساعد انتشار الذكاء الاصطناعي في مكان العمل، والزيادة المتوقعة في الإنتاجية والكفاءة المترتبة على ذلك، في بدء أسبوع العمل الذي يستمر أربعة أيام.
مع استمرار تطور تكنولوجيا الذكاء الاصطناعي، سيزداد الطلب على العمال الذين لديهم القدرة على العمل جنباً إلى جنب مع أنظمة الذكاء الاصطناعي وإدارتها. وهذا يعني أن العمال غير القادرين على التأقلم وتعلم هذه المهارات الجديدة سوف يتخلفون عن الركب في سوق العمل.