The Most Influential Women Leaders Transforming HR in 2025 May2025 by Insights Success Media

Dustin Jones, Chief Human Resource Oﬃcer (CHRO)

Dallas Country Club

Editorial

From Human Resources to Human Revolution

Inaneradeﬁnedbytransformation,agility,andpurpose-drivenleadership,HumanResourceshasevolved

farbeyonditstraditionalboundaries.Attheheartofthisevolutionstandremarkablewomenwhoare redeﬁningwhatitmeanstoleadwithempathy,strategy,andresilience.Itiswithgreatpridethatwe present “The Most Inﬂuential Women Leaders Transforming HR in 2025”—atributetothedynamicforces shapingthefutureofwork,culture,andpeoplestrategy.

Thisfeaturehonorswomenwhoarenotjustadaptingtochangebutleadingit.Fromimplementingdata-driven DEIinitiativestochampioningmentalhealth,embracingAIforworkforceplanning,andnavigatinghybrid workplacecomplexities,thesetrailblazersarereimaginingHRasacornerstoneoforganizationalsuccess. Theirleadershiptranscendsdepartments—theyareculturalarchitects,transformationcatalysts,andadvocates forinclusiveandsustainablegrowth.

Eachleaderspotlightedinthiseditionexempliﬁesauniqueblendofvision,courage,andcompassion.They aredrivingbusinessresultswhileputtingpeopleﬁrst—aligningpurposewithperformance.Theirworkspeaks volumesinboardrooms,inpolicyshifts,andinthedailyexperiencesofemployeesacrosssectorsandregions.

Aswenavigateacomplexglobalworkforcelandscape,thesewomenremindusthatleadershipisnotjust aboutdirection,butconnection.Itisaboutlisteningdeeply,actingintentionally,andbuildingworkplaces whereeveryindividualfeelsvaluedandempowered.

Wehopetheirstoriesinspireprofessionalsacrossindustriestoleadboldly,challengenorms,andinvestinthe peoplebehindtheprogress.ThefutureofHRisbeingwrittenrightnow—andthesewomenareholdingthe pen.

-AlayaBrown

C o n t e n t s

C O V E R S T O R Y

08. Dustin Jones The HR Leader Championing the Power of Diplomacy

A R T I C L E S

16. 20.

Data-Driven HR: Making Smarter People Decisions Through Analytics Strategic HR Leadership: Aligning People with Organizational Vision

Managing

Business

Digital

Marketing

Astrid Verburg HR Manager

Dusn Jones Chief Human Resource Oﬃcer (CHRO)

Company

TOP HR desk tophrdesk.nl/

Jennifer Kleist CHRO

Featuring Presbyterian Homes & Services preshomes.org/

Dallas Country Club thedallascc.org/

Lillian Rizkallah Reaume CHRO

Stch Fix stchﬁx.com/

Swa Kapoor CHRO

Saskatchewan Health Authority saskhealthauthority.ca/

Brief

With a strong foundaon in strategic HR management and employee engagement, Astrid plays a vital role in shaping HR policies, fostering inclusive workplace cultures, and supporng talent development iniaves.

With a strong background in human resources leadership, Dusn oversees the full spectrum of HR funcons, including talent management, organizaonal development, employee engagement, and strategic workforce planning.

Jennifer leads the organizaon’s human capital strategy, overseeing all facets of human resources including talent acquision, workforce development, employee engagement, and organizaonal culture.

With a strong track record in scaling people strategies for innovave, fast-paced organizaons, Lillian brings a unique blend of strategic insight and empathec leadership to Stch Fix.

With deep experse in public health systems and workforce leadership, Swa is responsible for talent management, workforce planning, employee wellness, labor relaons, and organizaonal culture transformaon.

Jones, Chief Human Resource Oﬃcer (CHRO)

Dustin

Dallas Country Club

Themostsuccessfulandawe-inspiringleadershipis

multi-dimensional,likeadiamond.Whenyoulook atitfromtheprismofanotherleader’sperspective, especiallywhenthatleaderherselfissomeonelikeDustin Jones,thenyoucanseeandlearntheactualdeepernuances oftrueleadershipfroman HR leader’s perspective.

The Owner and CEO of EncompassHR, LLC, a boutique HR consulting and leadership development company,the ChiefHumanResourceOﬃcer(CHRO)atDallas CountryClubsinceNov2023,arenownedinternational speaker,acorporatetrainerandthebestsellingauthorofthe book,‘ThePowerofDiplomacy:LeadershipThatInspires,’ Dustinsaysinherbookthatleadershipisasmuchasart asitisascience.“Over the years, I’ve come to realize that the key lies not in authority, decision-making, or strategic vision but in the subtler, often overlooked quality of diplomacy. In an increasingly complex and interconnected world, the ability to lead with diplomacy is not just a desirable trait but a necessity – one that fosters trust, empowers teams, breeds inclusivity and enables organizations to thrive amid uncertainty. It allows the leader to get to know who their team members are and create a culture that is representative of the employee base, as well as their core values.”

Shecontinues,“I have been in HR for over two-and-a-half decades and in leadership for half of that. I have seen good leaders and leaders who are toxic. I have watched organizations thrive under great leadership and other organizations that have died because of leaders that show no diplomacy or care for their team.”Diplomaticleadership canbetransformative.“I’ve seen leaders navigate diﬃcult conversations with grace, resolve conﬂicts with empathy, and inspire teams to achieve the extraordinary by fostering an environment of mutual respect and understanding. I have also seen extremely smart individuals who, despite their business acumen, struggled to gain trust and loyalty due to their lack of diplomatic ability.”

ASagaThatInspiresForever

Dustin’s26-yearjourneybeganin1999aftershegraduated fromCaliforniaStateUniversitySanMarcosin1998asa Meetings&TradeshowAssistantattheNationalAviation TransportationAssociation.Inherownwords,Dustin landedinHRbyaccident.WhenshemovedtoTexas,she neededajob,andthisrolewasentry-levelfora.com companyin1999.OnceshewasinHR,Dustinwashooked! Sheslowlylearnedallshecouldandworkedherwayup. ShebecameaVPattheageof36.

In2021,Dustindecidedtobranchoutonherownand openedanHRconsultingpractice.Eventually,sheworked withthecompanysheisnowwith(DallasCountryClub) andwashiredonastheirCHRO.ThekeytogrowthinHR isgettingexperienceinallaspectsofHumanResourcesand understandinghowHRﬁtsintothecompanyyouare currentlyworkingwith, she states.

HerCoreMission

I have been in HR for over two-and-a-half decades and in leadership for half of that. I have seen good leaders and leaders who are toxic.

Inherview,thecoremissionofHRistoprioritizethewellbeingofemployees.“HR is the heartbeat of any organization, and it’s crucial that we nurture and support our people.”Overthepastﬁveyears,shehasseenashift, particularlywiththenewgenerationenteringtheworkforce. HRhasbecomemoreattunedtothefactthatwhenemployeesfeelvaluedandcaredforbytheircompany,they,in turn,aremorecommittedtothecompany’ssuccessand deliveringexceptionalservicetoclients.

SheShapesaCaringCulture

Employeeexperienceisincreasinglyattheheartofbusiness success,sheadds.“I believe a people-ﬁrst approach is essential. Creating a culture where open communication,

trust, and respect thrive has been my cornerstone. We focus on development opportunities, work-life balance, and inclusivity, ensuring that every team member feels valued, heard, and empowered to grow. We also make sure that the culture and work environment is fun and centered around hospitality.”IthasbeenDustin’sguidingprincipletoattract andretaintoptalentinallherorganizationssincethe beginning.

KeytoLeadershipSuccess

Sheledduringtimesoftremendousorganizationalchange. Shesaysthatempathyiskeytomaintainingmoraleduring change.Sheensuresthatanybusinessdecisioniscommunicatedwithtransparencyandoﬀerssupport.Whilebusiness objectivesdriveourdirection,understandingandaddressingthehumanaspectiscrucialforsustainablesuccess. Employeesdeservetounderstandwhythingschange,or newinitiativesareputinplace.Itallowsthemtoask questionstobeabletofullysupportthedirectionofthe company

Furthermore,DEI(Diversity,Equity&Inclusion)continues tobeadeﬁningissue.“I have had the privilege of working for organizations that are organically diverse. Because of what we oﬀer to employees, we have shown that we allow for growth and advancement for anyone.”Makingsure positionsarepaidfairlyandthatallemployeeengagement isfullyinclusiveisparamount.

ProudtoHaveTransformedNumerousIndividuals

Today,lookingback,Dustinismostproudofherinitiatives focusedonemployeeengagementandleadershiptraining. “These programs are designed to empower individuals throughout the organization to build the skills and knowledge that align with our core values. By providing opportunities for growth, we’re not only enhancing employee satisfaction but also ensuring a strong pipeline of future leaders.”It’sincrediblyrewardingtowatchteammembers developandstepintorolesofincreasingresponsibility withinthecompany, says Dustin proudly.

Leadershipsuccessionandtalentdevelopmentarecriticalto long-termsuccess.Toensurethenextgenerationofleaders isready,Dustintakesaproactiveapproachtoleadership development,combiningmentorshipwithformaltraining andprovidingopportunitiesforhigh-potentialemployeesto leadprojects.Thisensuresthey’repreparedforthe complexitiesofleadershipandcanhandlethemwith conﬁdence.

WinningOveranExtraordinaryChallenge

AsaCHRO,Dustinrecallsoneofthemostunexpected challenges:navigatingtheemotionalandlogistical complexitiesduringthepandemic.“We had to ensure our employees’health and well-being while maintaining business continuity. We quickly pivoted to remote work, implemented health and safety protocols, and communicated regularly to ensure everyone felt supported.”Giving immediateattentiontoemployeeconcernswascrucial duringthistime.Makingsureemployeeswereheardwas imperative,andDustinensuredhercompanydidexactly that.

Sheadds,“When the present is long gone, I hope to be remembered for my unwavering commitment to integrity, transparency, and empowering others.”Dustinaimsto leavebehindalegacyofleaderswhoapproachchallenges withdiplomacyandempathy,alwaysprioritizingthepeople theylead.“I have always strived to leave an organization better than I found it, and I hope that is remembered as well.”

ATrueLeader’sVision

Finally,lookingahead,Dustinisexcitedtocontinue expandingherworkindiplomaticleadership,particularly throughspeakingengagementsandtrainingsessions.

HR is the heartbeat of any organization, and it’s crucial that we nurture and support our people.

Leadership is as much an art as it is a science. Over the years, I’ve come to realize that the key lies not in authority, decision-making, or strategic vision, but in the subtler, often overlooked quality of diplomacy.

There’sagrowingneedforleaderswhocannavigate complexsituationswithempathyandstrategicinsight,and “I’m passionate about helping organizations develop these skills.”

Professionally,Dustiniseagertoreachbroaderaudiences, offeringmoreleadershipdevelopmentprogramsand workshopsthatemphasizetheimportanceofdiplomacyin leadership.Asshesaysinherbook,“The idea of it came from my own vast pool of experiences as well as my deepseated belief that diplomacy is the cornerstone of leadership that truly inspires. It is not about avoiding difficult decisions or sugarcoating reality but about approaching every interaction with respect, fairness, and a genuine intent to understand. I truly believe that those who choose to practice diplomacy can embrace the harder aspects of leadership. Diplomatic leadership is about finding common ground while staying true to one’s principles. It’s about balancing the needs of individuals with the goals of the

organization and ensuring that every voice is heard –especially the quiet ones,”sheconcludes.

Dustin’sFutureFocus

Nowthatherbookiscompleted,published,andamongthe bestsellerslist,Dustinisfocusedonleveragingitasa resourcetoengagewithleadersandorganizationsaround theworldfurther.

DustinholdsaMasterofArtsinCommunicationsfrom GrandCanyonUniversity,aBachelorofArtsin CommunicationsfromCaliforniaStateUniversitySan Marcos,andaManagementCertiﬁcationfromSouthern MethodistUniversity.Sheremainsanactivememberof DallasHR,SHRM,CMAA,andtheVFWAuxiliaryin Frisco,TX,championingleadershipdevelopmentand workforcetransformation.

Recognizedasoneof2024’s50TopWomenLeadersof Dallas,TheInc.Magazine’s10MostInfluentialWomen LeadersoftheYear2024andInsightsSuccessMagazine’s TheMostInfluentialWomenLeadersTransformingHRin 2025,Dustinhasafirmbeliefinthepowerofeffective leadership.Sheequipsleadersatallstagesoftheircareers withthetools,strategies,andconfidencetoleadwith purpose,navigatechangeeffectively,andbuildthriving businesses.Sheisdedicatedtohelpingindividualsbreak barriers,challengenorms,andredefineleadershipintheir organizations.

Making Smarter People Decisions Through Analytics

HumanResourcesstandsonthebrinkofa

seismicshift.Previouslydependentonintuition, experience,andtime-consumingprocesses,HR isincreasinglybecomingastrategic,analytics-driven function.Withthespeedofbusinessintoday'shighvelocity,highlycompetitiveworld,data-drivenHRisfast emergingasanessentialforcedrivingsmarter,faster,and moreobjectivedecision-making.Throughpeople analytics,organizationscannowbreakfreefromgutfeel andanecdotalfeedbacktouncoverinsightsdriving performance,retention,andculture.

WhatisData-DrivenHR?

Simplyput,data-drivenHRistheapplicationofdata analyticstoinform,streamline,andenrichallaspectsof theemployeelifecyclefromhiringandonboardingto engagement,development,andretention.Ittakes advantageofabroadrangeoftoolsandtechniquesthat spanfromsimplereportingdashboardstoadvanced predictiveanalyticsandtalentmodelingusingartiﬁcial intelligence.

Theobjectiveisstraightforwardbutfundamental:touse informationtomakeevidence-basedhumancapital decisionsaboutindividuals.Thatminimizesbias, optimizesoutcomes,andalignspeopledecisionswith businessstrategy

FromGuttoEvidence-BasedDecisionMaking

HistoryhadinculcatedHRdecision-makingbyprecedent, managerialjudgment.Valuableinputs,tobesure,but withouttheconsistencyorobjectivitysovitalto organizationswithlargenumbersofmembersorthosethat areindevelopmentspurts.Withevidence-basedHRcomes aninfusionofrigor,transparency,andforesight.

Forexample,insteadofhavingtomakeaneducated estimateofwhoislikelytoresign,predictiveanalyticscan sensetrends—e.g.,notbeingpromoted,poorperformance, ordisengagement—andtriggeractionfromHR.Likewise, duringthehiringofmission-criticalpositions,intelligence derivedfrompsychometrics,historicalperformancescores, andculturalﬁtmodelscanresultinmore-ﬁttingcandidates, quickeronboarding,andlongertenure.

PeopleAnalyticsKeyApplications

1.TalentAcquisitionOptimization

Hiringtoolsthataredata-drivencananalyzewhichsources givethebesthires,whichtraitsarelinkedtosuccessina specificrole,andhowlongittakestofillagivenjob.This enablesmoreefficientrecruitingpipelines,betterjob descriptions,andmoretargetedemployerbranding.

2.PerformanceandProductivityInsights

Byconnectingperformancemetricswithbehavior data—e.g.,collaborationfrequencyortimeoncore tools—HRcandetecttopperformers,determinethedrivers ofproductivity,andmirrorthoseenvironmentswithin groups.

3.EmployeeEngagementandRetention

Pulsesurveys,sentimentanalysis,andsocialnetwork mappinggiveHRimmediatevisibilityintoemployee moraleandconnection.Armedwiththisknowledge,HR canpreemptivelyaddressadeclineinengagementand turnover

4.Diversity,Equity&Inclusion(DEI)

Analyticsenabledetectionofhiring,promotion,andpay disparities.WithfullvisibilityintoDEImeasures, businessescanmonitorprogress,removebias,andmake opportunityfordevelopmentfairandequal.

5.PersonalizedLearningandDevelopment

Learningplatformsmayleverageperformancedataand skillsgapstosuggestindividualizedtrainingcourses, monitorROIonL&Dinitiatives,andmeasureskill improvementovertime.

OvercomingObstaclestoImplementation

Whilepeopleanalyticsholdsgreatpromise,adoptionisnot withoutobstacles.Datasiloes,independentsystems, privacyissues,andtheabsenceofanalyticalexpertise withinHRorganizationsaretypicallytheculpritsthatslow thingsdown.Tosucceed,organizationsneedto:

• InvestinintegratedHRtechnologiesthatmerge employeedatafromvarioussources(HRIS,LMS, ATS,etc.).

• DevelopanalyticalexpertisewithinHR,eitherthrough trainingorcollaborationwithdatascienceteams.

• Establishacultureofdecision-makingbasedon evidence,wherebyleadersfeelandactuponinsight.

• Implementethicaldatausage,witheﬀective governance,openness,andstaﬀconsent.

TheShiftfromDescriptivetoPredictiveand Prescriptive

Earlypeopleanalyticswasdescriptiveinnature—what occurredandwhy.Now,thefrontierispredictiveand prescriptiveanalytics.Predictiveanalyticsappliespastdata topredictfutureresults,likewhowillleaveorwhowillbe successfulinanewposition.Prescriptiveanalyticstakesita stepfurther,providingrecommendationsforwhatto do—likewhichdevelopmentprogramwillbestequip someoneforleadership.

ThissubtletygivesHRleadersthepowernotjusttoread trendsbuttodriveoutcomeswithaccuracy

TheStrategicValueofPeopleData

Whenproperlyutilized,peopleanalyticsisabusinessasset. Itcanfacilitatetheintegrationoftalentstrategiesinto overallbusinessobjectives,suchasexpansionintonew marketsordigitaltransformation.Analyticsonworkforce planning,forinstance,couldhelpdeterminewhetherthe

companypossessesthetalenttoembarkonanewproduct lineornot,andifreskillingwillberequired.

Second,reportingHRmetricsinthe boardroom—frameshiftedintobusinessterms—istogive HRmoregravitasandinﬂuence.Itfacilitatesnotjust "peopleissues,"butconversationsofgrowthleversandrisk management.

AHuman-CenteredApproachtoAnalytics

Data-drivenHRisn'taboutreplacinghumanjudgment—it's aboutsupplementingit.Itisnotaboutmakingpeople statistics,butusingstatisticstomakebetter,morehuman, fairer,andmoreeﬀectivepeopledecisions.HRleadersneed toensurethatanalyticsarebeingusedethicallyandina mannerthatisrespectfulofprivacy,buildstrust,andmakes workmorehuman.

Conclusion:HR'sFutureisAnalytical

ThefutureHRwillbewheredata,empathy,andstrategic purposeintersect.Withuncertainty,talentshortages,and technology-drivendisruption,peopleanalyticsisthe navigatorthatmakessenseforbusinesses.Strategicallyled, data-drivenHRwillbeoneofthemaindriversin unleashingfullworkforcepotential—andturningpeople dataintoadiﬀerentiator

Inatalent-worshippingworld,itisnotjustfashionableto makebetterdecisionswithanalytics—gettingtomakethem isanecessity

Aligning People with Vision

ThosearethedayswhenHumanResourceswas

consideredtobeessentiallyanadministrativerole.HR leadersoftodayarepartofthecompany'sstrategic core,andtheyarenotonlytaskedwithholdingtalentbutare directlyinﬂuencingthefutureofthebusiness.StrategicHR leadershipistheprocessofplacinghumancapitalintoservice ofvision-basedlong-termorganizationaldirectionsothat everyhire,everydevelopmentprogram,andeveryculture programdirectsthebusinesstowardsvision.

Thisalignmentisn'tanaccident—it'spurposeful,evidencebased,andvision-driven.HRleadersshouldactlikebusiness strategists,beawareofthedriversinthemarketplace,and workacrossfunctionstomobilizetheworkforceasa competitiveasset.

FromTalentManagementtoTalentStrategy

Talentisnolongeracommodity;it'sadiﬀerentiator.Strategic HRleadersareawareofthatanddon'tjustseetalentasathing tobemanaged,butassomethingtobearchitected.They determinewhatthecompetenciesmustbeinordertoexecute themissionoftheorganizationanddetermineiftheexisting workforcehasthechopstostepuptothechallenge.

Byperformingcapabilityaudits,skillsgapanalysis,and successionplanningaheadoftime,theydeveloptalent developmentroadmapsthatgenerateinnovationand resilience.Theypropellearningculturesbeyondcompliance trainingthatbuildcriticalthinking,agility,andleadershipat alllevels.

AligningCulturewithBusinessOutcomes

Thesilentdriveroforganizationalperformanceisitsculture. Whencultureandstrategyarealigned,cultureinspirespeople toenactthemissionandvaluesoftheorganizationinday-todaychoices.StrategicHRleadershipguidesculture purposefully—notslogansonthewallanymorebutthrough policies,rituals,rewardsystems,androlemodeling.

Forinstance,ifstrategicemphasisisplacedoninnovation,HR structuresperformanceappraisalstoacknowledgeinnovative risk-takingandcross-functionalcollaboration.Ifcustomer focusisthevision'score,HRembedsthisvaluein onboarding,leadershipprograms,andinternalmessaging. Cultureisnolongerawoolly"feeling"butanactualenabler ofexpansion.

LeadershipDevelopmentasStrategicInfrastructure

Future-proofedcompaniesdonottakeleadershipbychance. Theyseeitasstrategicinfrastructure.StrategicHRleaders

haveakeyresponsibilityforﬁnding,developing,and placingleadershiptalentformaximumreturn.Thatincludes notonlyinvestinginC-suitesuccessionbutleadership developmentateveryorganizationallevel.

Throughleadershipdevelopmentprograms,succession pathsformentors,andon-the-spotmentoring,HRequips emergingleaderswiththeskillstoexecute strategy—particularlyduringtimesofchange.These initiativesarenotcookie-cutter;theyaredesignedto organizationalobjectivesandrootedinbusinessresults.

PeopleAnalytics:InformingDecisionswithInsight

Datahastransformedallareasofbusiness—andHRisnot theexception.PeopleanalyticsareutilizedbystrategicHR leaderstohavebetterunderstandingoftheworkforce dynamics,productivity,engagement,andretention.From descriptivemetrics,theygotopredictiveandprescriptive onesthathelpthemmakebetterdecisions.

Whethertospothigh-potentials,anticipateturnoverrisks, orconstructcompensationmodels,data-drivenHRbrings fact-basedobjectivityandacumentothepeoplestrategy. Thisinformationispresentedintotheboardroom, informingstrategicgrowth,innovation,andchangechoices withtalentrelevanceinmind.

DrivingInclusionforCompetitiveAdvantage

Diversity,equity,andinclusionarenotjustamoral imperative—theyarenowabusinessimperative.Strategic HRleadershipinfusesinclusionintoeverystepofthe employeelifecycle,fromhiringtoperformanceappraisals topromotionstoleadership.

Diversity-friendlycompaniesobtainmorevariedthinking, greatercreativity,andenhancedworkermotivation.HR leadersincorporatestructuralfairness,trackinclusive tendencies,andkeeptheﬁrmondiversitygoalsthatare alignedtoitsvaluesandvision.Theyunderstandthat wheneverworkersfeelliketheyhavebeenheard, recognized,andvalued,they'reworkingatamaximum capacity.

EnablingAgilityinaPeriodofRecurringChange

Thecontemporarybusinesslandscapeischaracterizedby volatility,uncertainty,andacceleratedchange.Here,theHR roleinguaranteeingorganizationalagilityassumesa foremostsigniﬁcance.StrategicHRleaderscreate frameworks,jobs,andworkﬂowsthatfacilitaterapidturns.

Theyconstructresilientteamsthatareabletohandle ambiguityandchangewithoutburningout.

Thisiscoupledwithagileworkforceplanning,elastictalent models(gigandhybridwork,forexample),andculture transformationfromﬁxedrolestoﬂuidcapabilities.The capabilitytoredeploytalent,upskillatpace,andreactto outsidechangebecomesasourceofcompetitive advantage—andHRisinthemiddleofmakingithappen.

PartneringAcrosstheC-Suite

StrategicHRleadershipisbuiltonpartnership.Toreally alignpeoplestrategywithorganizationalvision,HRneedsa seatatthetable—andavoicethat'sheard—onevery strategicdiscussion.ThatinvolvespartneringwiththeCEO toinﬂuenceculture,withtheCFOtolinkrewardsto performance,withtheCIOtomanagetech-driventalent requirements,andwiththeCMOtomirrorinternalculture intheemployerbrand.

WhenHRisbroughtintocross-functionalstrategy,theﬁrm isstronger,moreresponsive,andmorealigned—brought togetherbyasharedvisionthatencompassesitsgreatest resource:itspeople.

Conclusion:HRasaVisionCatalyst

StrategicHRleadershipisnotachoicebutanecessity.With aworldwherebusinesssuccessdependsonadaptability, creativity,andmeaning,gettingpeoplealignedtovisionis thedeterminantofsuccess.HRleadersneedtobevision catalystswhotranslatestrategicintentintoworkerbehavior

Byinfusingtalentstrategyintoallaspectsofthebusiness, inﬂuencingperformance-drivingcultures,andleveraging datatodriveandmotivate,strategicHRleadership transformspeopleoperationsintoasourceofsustainable competitiveadvantage.Thefutureofbusinessis human—andthefutureofHRisstrategic.