A conversation with Greenhouse Software’s chief people officer, Donald Knight

Donald Knight has been working on people teams for nearly two decades and has seen some big transformations in the field. Knight said it’s an exciting time to be in the field as more and more people pros showcase to companies the value of putting their people first. He described his current role at Greenhouse as “exactly where I’m supposed to be on the planet, and the ride is just getting started.”

How long have you been in HR, and why did you choose this career path?

I never intended to pursue a career in HR, yet I’m grateful for the opportunity that came my way. Kaye Kennedy, my exceptional head of HR [at the Defense Commissary Agency], saw potential in me to revolutionize the role and convinced me to forgo law school and focus on HR management instead. She even had the agency support me by covering 25% of my graduate school tuition. But not for her, I would’ve pursued becoming a JAG officer in the Marine Corps. Two decades later, I’m proud to be centered on people and making a positive impact.

What’s the best people policy change or update that you’ve made at a place you’ve worked?

It’s hard to pick just one, as each change we’ve made tackles a different aspect of our people strategy. However, all of them are guided by our commitment to IDEA (inclusion, diversity, equity, and allyship). Our global passport program takes the cake for promoting cultural immersion, allowing our team to spend up to 60 days working in different countries without using PTO. Our “Gather At” events are a standout for fostering meaningful connection and fostering a sense of community. Lastly, our sabbatical program, which gives employees the chance to take four weeks off after four years of service, is the best in the tech industry when it comes to promoting well-being. All in all, each of these policies showcases our dedication to putting people first.

Are you currently a member of any ERGs?

I believe that a true leader’s commitment to inclusion is demonstrated by their involvement in employee resource groups or what we call “arbors” at Greenhouse. These arbors act like trees, purifying the organization with IDEA and creating a supportive environment for all people to grow. As an active executive sponsor for Blackhouse, I see it as my responsibility to invest my time, talent, and resources into these communities as it shows the organization our commitment to creating a diverse and inclusive work environment.

In what ways does the HR field still need to change?

To elevate our field, we need to stop viewing employees as merely resources and start treating humans as valued people. Our shift starts with promoting internal mobility and mapping transferable skills to fill open positions. Instead of relying on layoffs, we should drive meaningful conversations on tradeoffs, highlighting how developing our people can be a competitive advantage.

Surveys suggest about 10% of HR professionals are Black. How do you think HR should be thinking about the racial makeup of people teams?

People are the foundation of diversity, which leads to creativity, then innovation, revenue, and ultimately, profits. I cannot stress enough that a company’s focus on profits starts with valuing its people. The diversity of thoughts and perspectives in a workplace is a reflection of its commitment to diversity, which can be gauged by examining its diversity goals.

What should HR leaders do to ensure they’re creating an inclusive environment for the next generation of HR leaders?

The experience of different demographics within an organization should be consistent and equitable. Disparities in experiences among different demographics can signal areas that require improvement. To foster growth and create environments where all people can thrive, a focus inclusion, diversity, equity, and allyship is essential.

What are your thoughts on allyship at work?

On the heels of Black History Month…companies all over the place celebrate African Americans and focus on the African diaspora that did amazing things. I think equally, allyship behavior says: How do we provide those communities with the same level of support and empathy when we see adverse things that happen outside of their control?...When we talk about people-first [companies], one of the things I want to make sure I leave you with is that the importance of allyship behaviors is making sure that people know that you will support and champion them…This is not a social issue conversation. This is a people conversation.

The root word of allyship is not ally. Ally assumes that you and I are viewing things the same way. The root word of allyship is all. How do you ensure that all people feel championed? And that’s a responsibility all of us have.