Mallory Herrin is the CEO and Principal HR Consultant of HerrinHR. She is also the author of Intentional HR: A Revolution in Strategic Thinking and is a sought after speaker on topics including HR, leadership, and essential professional skills. Her journey in human resources began while she was working for a small company handling payroll and accounting. She was given HR responsibilities, which became a natural extension of her role. This opportunity allowed her to explore her interest in HR in a supportive environment where her work ethic and passion for learning were encouraged. Over time, she realized that HR was her calling, which led her to further her education and expertise in the field.
What attracted her most to HR was the ability to make a real impact on people’s lives. HR professionals often serve as the gateway to an organization, determining who gets hired and creating opportunitiesto grow within a company. Employment has a direct effect on a person’s quality of life, enabling them to support themselves and their families. Beyond recruitment, HR plays a crucial role in shaping workplace culture. Since people spend a significant amount of their lives at work, the environment they work in affects their mental well-being, confidence, and overall happiness. A positive work culture fosters growth, collaboration, and a sense of belonging, whereas a toxic environment can have damaging effects that extend beyond the workplace. For Mallory, the ability to create and cultivate these positive environments was a major reason she chose a career in HR.
“When HR professionals understand both the people and financial goals of the business, they can create policies and strategies that work for both employees and employers.”
An essential role of HR leadership today is to align people strategy with business objectives. While fostering a strong workplace culture is important, it is only possible when an organization has the right talent in the right roles, with strong leadership and an effective strategy in place. When a business fails to meet its objectives—whether in revenue growth, market expansion, or operational efficiency—it often signals underlying people-related issues. Hiring decisions, management effectiveness, and employee engagement all contribute to a company’s success. Poor organizational performance can lead to reduced profitability, layoffs, stagnant wages, and a lack of investment in employee development. HR leaders must therefore act as strategic partners, designing and executing a people strategy that supports business success. They must anticipate internal and external challenges and ensure that employees are positioned in ways that lead to positive outcomes for both individuals and the organization as a whole.
In 2025, HR professionals have faced significant challenges, including navigating a rapidly changing regulatory landscape and leveraging technological advancements for a competitive edge. One of the key approaches Mallory has used to overcome these challenges is the adoption of change management frameworks. At HerrinHR, staying informed about policy changes has been a priority, especially given the shifts in government regulations. Each time a new administration takes office, policies from the previous administration may be rolled back or replaced with new laws. This year, the pace and volume of regulatory changes have been unprecedented, making it crucial to stay informed while also helping clients turn these changes into competitive advantages.
The rise of artificial intelligence has also introduced new challenges. AI tools have been in use for years, from spell-check functions to HR analytics software. However, with the rapid advancement of AI technology, businesses must now find ethical and effective ways to incorporate these tools. AI can streamline operations, but it also raises concerns about data privacy, job security, and misinformation. While predictive language models and AI-driven analytics offer significant benefits, they should not replace human oversight. There is always a need for verification, critical thinking, and practical application. Striking the right balance in AI usage is essential to ensure efficiency without compromising accuracy or ethical considerations.
Given the constant evolution of workplaces, change management has become more critical than ever. Without a solid change management strategy, even well-intended initiatives can fail due to poor execution. Educating leaders on change management principles and maintaining transparency have helped HerrinHR and its clients navigate uncertainty while turning challenges into opportunities for growth and innovation. Creating a positive work culture is another key focus at HerrinHR. Mallory believes that autonomy and flexibility, combined with a supportive environment, contribute to employee satisfaction and productivity. Treating employees as individuals with unique needs, aspirations, and concerns leads to a more holistic approach to management. Employees thrive when they have clear responsibilities, reasonable workloads, and the freedom to manage their time effectively. In contrast, a lack of clarity, restrictive policies, or an unsupportive work environment can lead to disengagement and frustration.
At the core of a strong workplace culture is the understanding that people genuinely want to do well at work. They want to feel valued and know that their contributions make a difference. Recognition should not be limited to words—it should be embedded in company policies, benefits, and the overall employee experience. Competitive pay, comprehensive benefits, and opportunities for professional growth are fundamental to employee satisfaction. However, a positive work culture goes beyond compensation. It involves thoughtful decision-making, particularly in challenging situations, to ensure that employees feel supported and respected.
By prioritizing the employee experience, organizations can foster a sense of community and shared purpose. Hiring decisions, resource allocation, and workplace policies should all be guided by the goal of creating an environment where employees can succeed. Research consistently shows that companies with strong employee-centric cultures experience higher profitability and better performance. However, building such a culture requires trust, investment, and a willingness to adapt. Organizations that fail to prioritize employee well-being often face higher turnover, lower morale, and a toxic work environment that hinders long-term success.
“By reviewing financial reports and thinking like a business owner, HR professionals can become more valuable partners to leadership teams.”
At HerrinHR, Mallory has intentionally built an employee experience that supports professional and personal growth. This has resulted in a workplace where employees feel motivated and valued. Investing in people from the beginning of their employment journey leads to stronger engagement and long-term commitment. Attracting and retaining top talent requires a deep understanding of labor market trends and workforce expectations. In recent years, labor shortages and skills gaps have made talent acquisition more competitive. Declining birth rates, lower college enrollments, and a lack of skilled tradespeople have contributed to a shrinking talent pool. Research from the World Economic Forum indicates that nearly half of all employees will need upskilling or reskilling within the next two years. Additionally, global labor shortages are projected to cause significant revenue losses in the coming years. These factors make it more important than ever for organizations to be strategic in their hiring and retention efforts. (World Economic Forum, 2025)
Generational differences also play a role in shaping workforce expectations. Employees from different age groups have varying views on job stability, work-life balance, and career progression. Companies must adapt to these shifting dynamics by offering competitive pay, meaningful benefits, and clear career advancement opportunities. In the past, employees often remained with a company for decades, but today, many professionals change jobs every few years in pursuit of higher salaries and better opportunities. Organizations that fail to provide compelling reasons for employees to stay will struggle with retention.
While not all businesses can increase salaries, they can enhance the employee experience in other ways. Flexible work arrangements, remote work options, additional paid time off, and structured career development programs can all make a company more attractive to job seekers and current employees. Transparency about company limitations, regular engagement with employees to understand their needs, and the ability to adapt to market conditions are crucial for developing a strong employer brand. A well-defined employer brand can serve as a powerful tool in both talent acquisition and retention. By prioritizing employee well-being, fostering a strong workplace culture, and staying ahead of industry trends, Mallory Herrin has built a reputation as a leader in HR strategy. Her insights and expertise continue to shape workplaces that not only drive business success but also create positive and lasting impacts on employees’ lives.
HR has changed a lot over the years. It started as the personnel department, mainly focused on payroll and basic employee management. Over time, it grew into a much bigger role that now includes hiring, employee relations, training, compliance, performance management, and shaping company culture. Even with these changes, HR is still evolving. For the past 30 years, HR professionals have been working toward becoming strategic partners to business leaders, but this depends on how executives view HR and how HR professionals position themselves. Since the pandemic, more leaders are recognizing HR’s value and giving it the strategic role it deserves, though there is still progress to be made.
The future of HR will bring even more opportunities. As the workforce changes and employees expect more from their jobs, HR will have to go beyond just supporting business operations—it will need to be fully integrated into them. Employees today look for purpose, flexibility, and personal growth. Businesses will need to plan for staff making frequent career transitions, usually every three to five years. This means HR must create systems that support ongoing movement within the company, encourage fluid career paths, and conduct ongoing succession planning. HR will have to embed these concepts into daily operations, ensuring that roles are designed with growth in mind and that knowledge is constantly shared. In this evolving environment, HR will have a hand in shaping more of the way work is done, making it a core function of business strategy.
With the ongoing talent shortage, HR will also need to build stronger relationships with educational institutions, going beyond and including universities in addition tohigh schools and trade schools. Companies can no longer afford to wait for graduates to develop the skills they need. Apprenticeships and partnerships with schools will likely become more common. HR will play a crucial role in preparing students for the workforce, ensuring they have technical skills, critical thinking abilities, and professionalism. HR professionals will need to work closely with educators, influence workforce policies, and create career pipelines that align with both student interests and industry needs.
A strong employer brand will no longer be just a marketing responsibility—HR will need to play a major role. Brand recognition focused on customer loyalty will expand and focus also on positioning organizations as an employer of choice. Organizations that actively engage with their communities and invest in local development will have a significant advantage in attracting talent. Community involvement will become a key factor in employer brand management. Companies that support local economic growth, health initiatives, and infrastructure projects will not only improve their talent pools but also build stronger customer loyalty. Encouraging real-world interactions and reducing reliance on digital-only communication will also enhance workplace culture and employer reputation. These long-term strategies will set organizations apart, making them desirable places to work and trusted brands in their industries.
“Keeping an open dialogue between leadership and employees is essential to fostering trust and alignment.”
HR’s influence will also extend to content strategy, shaping the way companies communicate with employees and the broader workforce. Traditional training methods will give way to more modern, engaging formats. Instead of long manuals and lengthy onboarding sessions, organizations should include short-form content, interactive digital learning, and AI-driven coaching. The way people consume information in their personal lives will be reflected in how they learn at work. HR will lead this shift, ensuring that employees can access training in real-time and develop skills in a way that feels natural and engaging.
Technology plays a huge role in HR today. The right tools can make HR more efficient, provide better data for decision-making, and improve the employee experience. AI-powered recruitment software helps HR teams find top talent faster, while HR information systems (HRIS) make payroll, benefits, and compliance tasks easier than ever. Advanced data analytics allow HR to predict workforce trends and make proactive hiring and retention decisions. Technology also enhances employee engagement through digital feedback tools, learning management systems, and self-service portals. However, many organizations do not fully use the analytics and reporting features available in their HR platforms. As technology continues to advance, HR professionals must understand how to use it effectively, ethically, and in compliance with evolving regulations. While automation is valuable, it is essential to maintain a human touch to ensure technology enhances HR functions rather than replacing personal interactions.
Handling workplace conflicts effectively is crucial to maintaining a positive work environment. The best approach is to address conflicts early before they escalate. Many people avoid difficult conversations, but ignoring workplace tensions only allows negativity to grow. Unresolved conflicts damage team morale and can create a toxic culture. It is much easier to shape a positive culture from the start than to fix a toxic one, which can take years in some cases. Providing employees with conflict resolution training, emotional intelligence development, and coaching on giving and receiving feedback can help prevent and de-escalate issues. Employees need to feel empowered to professionally address conflicts themselves. Leaders must model healthy conflict resolution by focusing on solutions rather than blame. Pointing fingers only creates defensiveness and wastes time. If employees are unable to resolve a conflict on their own, leaders should step in to facilitate a fair resolution. Sometimes, the most helpful thing a leader can do is provide honest feedback, even if it is difficult to hear. However, this must always be done with genuine care and a focus on growth. Consistency, transparency, and respect are key to ensuring fairness and handling workplace conflicts effectively.
For young professionals looking to succeed in HR, curiosity, adaptability, and data skills are essential. The HR field is constantly evolving, so continuous learning is a must. Building strong relationships, understanding business strategy, and focusing on impact rather than just compliance will set professionals apart. HR professionals who understand financial impact, think strategically, align initiatives with business goals, and can present data-driven business cases will advance much faster in their careers. Additionally, balancing advocacy for both employees and business success is critical. Employees often see HR as only serving company interests, while leadership may view HR as a cost center that focuses solely on employees. The best HR professionals know how to align both perspectives and create value for the entire organization.
“HR is not just about enforcing policies—it is about building a strong, engaged workforce that drives business success.”
Throughout a career in HR, there are many rewarding moments. Seeing the success of clients, helping employees navigate challenges, and creating positive workplaces are deeply meaningful experiences. Every time a client benefits from HR guidance, an employee thrives in their role, or a team overcomes obstacles, it reinforces the impact of HR work. It is impossible to know what personal struggles employees might be facing, so creating a supportive environment can make a real difference in their lives. Some standout achievements include receiving the DallasHR HR Executive of the Year – Small Company award and speaking at the SHRM Talent Conference. The DallasHR award holds special significance because it comes from peers who truly understand the challenges and opportunities in HR. Recognition from professionals in the field is motivating and reinforces a sense of belonging within the HR community. Speaking at a national SHRM conference was also a significant milestone. SHRM receives an enormous number of speaker proposals, making it a highly competitive opportunity. Being selected to contribute to the education of HR professionals on a national stage was an incredible experience. It was both an honor and a privilege to share knowledge and insights with industry peers.
These experiences reflect the ongoing evolution of HR as a profession. HR professionals today are shaping the future of work, influencing not just employee management but also business strategy, technology adoption, and company culture. By staying ahead of trends, building strong relationships, and embracing innovation, HR leaders can drive meaningful change in their organizations.
Mallory Herrin believes that balancing employee needs with business goals requires open and honest communication. Many misconceptions exist on both sides—some leaders think employees have unrealistic expectations, while some employees feel their employers only care about profits. However, much of this tension can be eased through transparent discussions that focus on finding solutions that benefit both parties. Employees cannot be expected to perform at a high level, remain loyal, or care about their work if their basic needs are not met. Looking at Maslow’s Hierarchy of Needs, she sees a direct link between human needs and the employee experience. The most fundamental needs include food, shelter, and security, which employers help provide through fair wages and health benefits. If employees struggle to meet these basic needs, they experience high stress and poor health, which negatively impacts their work and leads them to seek other opportunities. Employers who fail to meet these fundamental needs cannot expect employees to be fully engaged or focused.
Beyond basic needs, employees also require a sense of belonging, recognition, and purpose. Feeling valued in the workplace, having positive relationships, and receiving recognition for contributions help employees feel engaged. Once these needs are fulfilled, employees reach a state of self-actualization, where they are motivated and capable of high performance. Employers who prioritize these aspects create an environment where employees thrive, which in turn benefits the company. To maintain balance, job roles and performance metrics should be clearly aligned with both short-term and long-term business objectives. Keeping an open line of communication is essential. Employees need to understand the company’s vision, how their roles contribute to success, and why decisions are made. When leadership is transparent, employees are more likely to feel valued and engaged. Encouraging feedback also creates an environment where employees can express their concerns, suggest improvements, and feel like they have a voice in the company’s direction.
“True inclusion is not just about hiring a diverse workforce—it is about ensuring that all employees feel like they belong and have opportunities to grow.”
These principles should be reflected in all aspects of HR, including hiring, employee relations, compensation, and performance management. Every policy and process should support both the company’s goals and the well-being of employees. By embedding these values into the organization’s culture, companies can create a workplace where employees feel respected, supported, and motivated to contribute to the company’s success.
Mallory has also focused on creating inclusive workplaces where employees feel respected, valued, and given equal opportunities. Instead of implementing surface-level diversity, equity, and inclusion (DEI) initiatives, she prioritizes real change. This includes training leaders and teams to recognize and reduce unconscious bias, ensuring policies are fair and non-discriminatory, and emphasizing the business benefits of having a diverse workforce. Simply talking about DEI is not enough—companies must take action to create meaningful change. A key factor in promoting diversity and inclusion is ensuring that all employees are treated fairly and have a clear understanding of expectations. Performance management should be consistent, and employees should feel that they are evaluated based on their contributions rather than personal biases. When employees feel heard, respected, and given the same opportunities as their peers, they are more likely to perform well and contribute to the company’s success.
Mallory works with organizations to integrate inclusive behaviors into their daily management practices. She helps leaders create an environment of professionalism, collaboration, and accountability, ensuring that team members focus on shared goals. Managers play a critical role in fostering inclusion, and they need the right tools and training to lead fairly and effectively. True inclusion is not just about hiring a diverse workforce—it is about ensuring that all employees feel like they belong, have opportunities to grow, and can contribute their unique perspectives.
To stay ahead in the ever-evolving field of HR, Mallory prioritizes continuous learning. She attends HR conferences, listens to industry-related podcasts, reads business news, and connects with other HR professionals to stay informed. She also conducts research on emerging trends, reviews survey reports, and studies business strategies to ensure that her approach remains forward-thinking. Being actively involved in client projects across different industries also provides her with valuable insights into the latest HR challenges and innovations. HR professionals must constantly adapt to changes in the workplace, from new labor laws to evolving employee expectations. By staying informed and engaged, Mallory ensures that her strategies remain relevant and effective. She believes that HR professionals should not only focus on traditional HR responsibilities but also understand how businesses operate, make money, and grow. This broader perspective allows HR leaders to contribute to strategic decision-making and provide more value to organizations.
One of the best pieces of advice Mallory has received in her HR career is the importance of developing business acumen. Many HR professionals focus primarily on policies and people-related issues, but understanding the financial side of the business is equally important. Knowing how an organization generates revenue, where it spends money, what its profit margins look like, and how different decisions impact performance helps HR leaders make informed decisions.
“When leadership is transparent, employees are more likely to feel valued and engaged.”
By reviewing financial reports and thinking like a business owner, HR professionals can become more valuable partners to leadership teams. They can design people strategies that align with the company’s financial goals while also advocating for employees in a way that benefits the business. HR has a unique position within organizations, as it sees the real-time impact of strategic decisions on employees. Combining this insight with financial knowledge allows HR leaders to be proactive rather than reactive, helping steer the company in the right direction.
Mallory believes that the best HR leaders go beyond traditional HR functions and take an active role in shaping the company’s future.
Ultimately, Mallory’s approach to HR is about creating workplaces where employees and businesses thrive together. By balancing employee needs with company goals, promoting meaningful diversity and inclusion, staying informed about industry trends, and developing business acumen, she helps organizations build strong, engaged, and high-performing teams. Her work ensures that employees feel supported, valued, and motivated while also contributing to the company’s long-term success.
“It is unreasonable to expect high performance, loyalty, or care from employees if you aren’t taking care of their basic needs.”