Here’s this week’s edition of our Coworking series. Each week, we chat 1:1 with an HR Brew reader. Want to be featured in an upcoming edition? Click here to introduce yourself.
Jennifer Baumgarten left New York State’s largest healthcare organization after 15 years in HR, internal comms, and change management in 2021 to take on a new challenge: create, update, and overhaul HR policies and processes “from soup to nuts” for not one but two manufacturers (separate companies with the same owner) making orthotics and prosthetic device in the Northeast.
“It was very mom-and-pop…But I have an entrepreneurial attitude where I told my leader, ‘What is the priority? Do we have a budget?’…and he sets me free,” she said, “I like having the ability to take something and just run with it.”
Baumgarten and her HR team of one direct report have tackled everything from transferring payroll from having to phone-in time cards to ADP, building the team and employee engagement, to streamlining vendors.
What’s the best change you’ve made at work?
One of the most impactful changes I’ve initiated during my career was as a change management manager. In a previous role, I was part of a team of eight that supported a large organization with approximately 70,000 employees. Our primary focus was to facilitate collaboration across various departments for new initiatives. One project that stands out is the development of a comprehensive career framework. This framework aimed to provide clear job role definitions and responsibilities while also outlining potential career paths for growth. This endeavor impacted around 40,000 individuals within the organization.
Creating the framework was a significant undertaking that required the collective efforts of the corporate HR team and other stakeholders. We worked closely with team members, leaders, and even physicians to ensure we tracked trends and gathered feedback effectively. Over time, maintaining open lines of communication with these groups allowed us to gather a wealth of feedback, which played a crucial role in shaping the project’s direction and driving its successful adoption.
What’s the biggest misconception people might have about your job?
When people hear “HR,” it’s common for them to jump to conclusions like, “Oh, so you’re the job fairy, right?” or assume I spend my days in neverending disciplinary actions. But the reality is, HR stretches far beyond those misconceptions.
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I think of HR as the solid foundation that businesses stand upon. We’re not just matchmakers between job-seekers and openings, nor are we just the disciplinary referees. A genuine HR business partner is exactly what it sounds like–a partner. We’re the unsung heroes behind the scenes, ensuring that the organizational gears are well-oiled and running smoothly.
What’s the most fulfilling aspect of your job?
The most rewarding part of my job is the dual satisfaction of benefiting the organization and making a positive impact on individuals. I find fulfillment in driving new initiatives, whether they involve rolling out an innovative web-based platform or taking a hands-on role in guiding an employee along their career journey. Being able to contribute to the organization’s growth while simultaneously helping individuals achieve their goals is a gratifying experience.
What trend in HR are you most optimistic about? Why?
I’m genuinely optimistic about the shift towards a four-day workweek. This trend resonates with me on a personal level. While I’m deeply committed to my career, I also wear the hats of a wife and mother to two wonderful children. For my husband and I, balancing family while giving our best at work often feels like a juggling act. The concept of a four-day workweek acknowledges the evolving landscape of work-life balance.
What trend in HR are you least optimistic about? Why?
A trend in HR that gives me some pause is the escalating cost of healthcare. In my role, I oversee a small company with employees scattered across a wide geographic area. While ensuring access to quality healthcare is paramount, the challenge lies in striking a balance between offering comprehensive care and keeping it affordable for everyone. The geographical diversity of our workforce means trying to find wide-coverage at an affordable rate. The task of harmonizing these variables is a complex puzzle. Rising healthcare costs not only impact our employees’ well-being but also the company’s financial health. The goal is to provide care that doesn’t burden our employees while still addressing their medical needs. As the costs continue to rise, this challenge becomes even more pressing, and finding sustainable solutions requires careful consideration and creative strategies.