E81: From the US Army to HR: A Unique Pathway into Human Resources

• Amy’s career in HR began when she joined the US Army at 17 and went through an intensive HR Specialist program.
• Her military experience taught her valuable skills in performance management and working with regulations and rules.
• The support received from the Nike Military Veterans employee resource group helped the guest land a position at Nike, and he has since paid it forward by helping other veterans elevate their careers.
• Management development often neglects to evaluate if individuals want to manage others and if they have the desire and skills to become good people managers.
• Providing leadership training and coaching is crucial for developing managers, including areas such as hiring, onboarding, and engaging with employees.
• Recognizing diverse family styles and offering adoption assistance are essential for creating a supportive work environment.
• Employers should champion the idea of helping service members in transition.

• Impact Theory
• StaffGeek 

• LinkedIn

• LinkedIn
• Email

• 10:03 – “I mean, you know, when you hire someone, there’s definitely a learning curve. And I truly believe that when you hire someone who’s in the military, that learning curve is much shorter in terms of like the decline. They’re going to figure it out quickly ’cause they have so much experience going into the unknown in all kinds of training environments, figuring it out, you know, knowing where to look, knowing where to reference. And it’s just a much easier transition period.”
• 15:49 – “Well, really, a leader, you know, is a title that is earned. And it’s something that you have to constantly chase and constantly be developing, working on. So, you know, you have to read books, you need to listen to podcasts, you need to be practicing, you need to be getting a mentor to help you navigate difficult conversations and difficult interactions and, you know, development ideas with your employees. I mean, it’s an ongoing practice. And I think that’s one thing that’s often forgotten that when someone’s in a position of management, you know, they, they forget to continually learn and develop in those areas.”
• 14:35 – “So I know one big part of, you know, your career as you’ve developed yourself professionally is that you really, really enjoy developing managers and, you know, have a passion for that. But we all recognize that we don’t always have the time to develop.”
• 24:11 – Amy: “I definitely want someone who knows what they’re talking about when it comes to sending emails and, you know, managing a funnel and marketing campaigns, et cetera. But ultimately what I’m really looking for is for a coach. I want someone who’s very effective with managing people.”.. Lindsay: “Yeah. That’s awesome. So I know something that you do as a leader is you really look for those low-hanging fruit opportunities because the investment pays off.”
• 21:48 – Lindsay: “So, you know, as being a leader yourself and, you know, continually pursuing professional development and helping others pursue professional development, what do you see as, you know, some key qualities of a good leader?”.. Amy: “My focus from the human resources side is, are you a good people leader? Right? How are you going to add to the culture? And so I spend most of my time talking about, you know, tell me about a time, you know, where you’ve had an underperforming employee, what are your steps to helping them get back to success? And I’m, I’m listening actively, like what they’re saying, what methodologies they use, I ask ’em what kind of leader there are because they, sorry, they are, because there’s so many different leadership styles.”