Kelly This-Hall: Confessions of an HR Nerd 

Contributed by Kelly This-Hall, Senior HR Business Partner, 2 years, 2 months 

Accidental HR Manager 

Today, I consider myself an absolute Human Resources nerd. It’s what I love. However, my career in HR came about entirely by accident. About twenty years ago, I was hired as an assistant to the HR Manager of the U.S. division of a Guatemalan company. Just two weeks into the job, my supervisor left the company due to illness.  

That’s when things got interesting. Company management offered me the job and said they would pay the entire cost of my bachelor’s degree as long as I continued to work for them. Over the next six years I worked full-time and went to school, eventually earning my degree in 2010. 

During that time, I was learning HR in the classroom and applying it immediately on the job. The company had no benefits plan, and barely any HR structure, so I built our HR function as I went along. It was quite a learning curve filled with struggles, mistakes and lots of tears. But I kept going.  

I went on to get my SHRM (Society of Human Resource Management) certification and leaned into the society’s many HR training and networking events. I found a mentor who helped me learn more about the HR world. I didn’t always know what I was doing, but I knew how to interact with people.  

Eventually, I built the HR function from the ground up. Even though the company closed its U.S. operations in 2012 — I was the last person to turn out the lights and leave the building — it was a good experience because they trusted me to do my job. It’s where I learned what it means to be an HR professional. 

Finding My Way 

After leaving that company, I was a little lost. That role was all I had known in my twenties. I ended up taking an HR position with a company in the Oil & Gas industry. My parents are both Oil & Gas engineers, so it seemed like a natural fit — but I quickly realized it wasn’t. The high turnover and the feeling of being just a number in a large corporation made it clear I needed something different. 

I moved on to an HR service company where all they did was HR. They invested heavily in leadership training and employee development. If I needed benefits support, I could work with the benefits team. If it was compensation, I could consult with the compensation team. My goal was to keep clients happy and support all their HR needs. It was an invaluable learning experience. 

At that point, I had been in HR for nearly ten years and had watched the field evolve. HR was becoming more strategic and gaining a seat at the table with CEOs and other top leaders. We were no longer seen as the people who simply enforce rules. We were partners in helping the business grow by ensuring the right people were in the right roles. As someone who lives and breathes HR, that shift excited me. 

Developing Leaders 

I originally wanted to be an elementary school teacher, so coaching and developing leaders are in my blood. At R.S. Hughes, I conduct small-group leadership training for first-time managers, and it’s like a therapy session where we’ll discuss how the transition from co-worker to manager is going. The most valuable growth happens when we dive into real-world examples. When a new leader runs into a situation, they’ll call me to discuss. It’s guiding them and giving them the tools to manage the challenging situations they’ll encounter as a new manager.  

Empowerment is key. I want them to feel confident that they’re in the right role and capable of doing it well. Sometimes leadership means not being the most popular person, and that can be difficult, especially when an employee pushes back. There’s no textbook for navigating those moments, only experience, discussion and reflection. 

Leadership training isn’t just about individual leaders. It’s being very intentional about how you foster the company’s culture. If you just let the company culture evolve on its own, you’re going to have a mess on your hands because different people find different things important.  

My HR Philosophy 

A key reason I joined R.S. Hughes is its very friendly and supportive culture. And while the culture is very deliberate, it’s also flexible in the ways that matter most to me, guided by our values and a commitment to supporting the well-being of our people while delivering for our customers. 

My personal HR philosophy mirrors R.S. Hughes’ culture. My motto, whether I am speaking with a leader or any employee, is that I have an open-door policy. If someone wants to complain or simply vent, I will listen as long as they are not harming themselves, others or the business. What they share stays confidential. Often people just want to be heard. I may not be able to fix personal or financial issues but listening builds trust. 

I encourage people to talk openly about what they are facing and what they believe will help them succeed. I make them part of the process. HR recommends and influences, but improvement ultimately rests with the employee. That is why I always ask what would make them successful. I want their perspective, not a one-size-fits-all answer. I am here to help them find what works for them. I also believe giving people kindness in all situations is critical. 

Working at R.S. Hughes has reaffirmed what I care about most in HR: a strong culture built on trust, kindness and genuine connection. I am proud to help strengthen that culture by listening, coaching and supporting our people through whatever they are facing. As we continue to grow, my hope is that every employee feels seen and knows they have someone cheering for their success. That is the heart of HR for me and the reason I love what I do.