2024 Year-End HR Services Team Reflections
As this year draws to a close, Kiwi Partners' HR Services team took time for introspection. In this article, we collectively share some of our thoughts and valuable learnings from 2024.
While the responsibilities of an HR professional have evolved as the workforce continues to adapt and navigate in an increasingly complex and digitized environment, it is still the human interactions and vulnerability that add spirit to both our role and our communities.
Our team is grateful for the diversity of our collective experiences. We hope to continue our role as change agents to support and inspire our nonprofit clients' growth and vision.
DIANA GALLARDO-LASKA, J.D., SPHR, SHRM-SCP
As I reflect on the past year, one of the most valuable conversations I've had revolved around unlearning the norms of corporate America. Nonprofits seeking to redefine societal engagement with communities such as people with disabilities, veterans, previously incarcerated individuals, the LGBTQIA+ community, and people of color, face challenges. They must navigate a system that often prioritizes profit over ethical practices - a system deeply rooted in patriarchy and oppressive structures.
Nonprofits often strive to collaborate with vendors whose mission and values align with their own. However, many vendors operate within a larger corporate culture that prioritizes activity over impact – filled with back-to-back meetings, limited time for learning, and a focus on short-term gains. This competitive culture, perpetuated by our society, often stifles the ability to drive authentic, positive change. As a result, nonprofits face a limited pool of truly mission-driven partners vendors capable of making meaningful impact.
Internally, nonprofits are not immune to similar systemic pressures. Competitive mindsets create “winners” and "losers", failing to recognize that everyone has a role to play and adds value. It's akin to a traditional corporate model that undervalues people while failing to provide equitable compensation. How can small nonprofits reshape themselves to keep their values and ethos at the forefront when many others do not?
Rethinking Performance Management and Compensation
These challenges have inspired me to think creatively about the performance management process and its purpose. Instead of a mechanism for ranking or enforcing competition, we need to reclaim it as a tool for support, enhancement, and elevation. In considering compensation strategies, I’ve explored approaches such as implementing a standardized starting salary for all new hires. This would mean establishing a livable wage as the baseline for entry-level roles, irrespective of their prior salary, experience, or education. Salary progression within the organization would be guided by a combination of factors: organizational budget, tenure, and performance. This structure could offer a more clear, equitable pathway for growth and recognition.
Embedding Meaningful Professional Development
Professional development is another area ripe for transformation. Could volunteering in specific areas help cultivate empathy, and improve leadership skills and? Might these experiences even reduce alleviate public speaking anxiety? For instance, representing someone at a hearing or coordinating with diverse individuals during a volunteer event can teach collaboration, communication, and problem-solving—skills that directly enhance professional growth and workplace effectiveness. By stepping outside traditional learning environments, volunteering becomes a powerful resource for advancement and connection.
As I move into 2025, I carry these thoughts with me - eager yet cautious about exploring ideas both theoretically and practically. I am thankful for the leaders in the nonprofit sector who have boldy challenged our preconceived notions about how we value individuals in the workplace. I look forward to the learning opportunities that 2025 may bring, and a continued journey toward redefining what it means to value individuals in the workplace.
With gratitude,
Diana
If you're interested, this link to a list of all the B Corps that may be better partners in our mission to do good for people and the environment.
JESSE CRUMBLEY III, PHD
As 2024 draws to a close, I find myself reflecting on a year and a half journey as part of the Kiwi Partners family. These eighteen months have been transformative, made exceptional by the remarkable leaders I have the privilege to work alongside. When I joined in mid-2023, we were launching several strategic initiatives aimed at strengthening our organizational culture and employee experience. As someone deeply passionate about creating positive workplace environments, watching these programs evolve and impact our workplace over the past year has been incredibly fulfilling.
Throughout 2024, we've navigated challenges that transcended professional boundaries and touched our personal lives. The complex demands of consulting work, coupled with the evolving landscape of workplace dynamics, have tested our resilience. Yet, these challenges have only strengthened our commitment to supporting one another, emerging as our defining characteristic.
This year has deepened our understanding that employee well-being forms the cornerstone of collective achievement. The HR Services team has made remarkable progress in developing comprehensive support systems and fostering an environment of open communication. Our initiatives have matured into robust programs that actively encourage professional growth while maintaining work-life harmony.
Kiwi's HR Services' dedication to building a thriving workplace culture has become deeply woven into our organizational fabric. We've refined our approach through enhanced development programs, innovative engagement initiatives, and meaningful recognition practices, creating an environment where every team member feels valued and supported. This journey, now entering its second year, showcases our sustained commitment to excellence, and I'm particularly proud to share our evolved practices with clients.
This year has reinforced my understanding of organizational development as a dynamic, ever-evolving process. This perspective has enhanced our ability to approach challenges with deeper insight, provide more nuanced support, and celebrate achievements of all scales with greater appreciation.
Looking ahead to 2025, I'm energized to build upon the foundation we've strengthened throughout 2024. My commitment remains unwavering: to champion workplace excellence, attentively support colleagues and clients, and nurture an environment where innovation and collaboration flourish. Our success story extends beyond measurable achievements to encompass the robust professional network we've cultivated and the resilient community we continue to strengthen.
JOYCE ACOSTA
As an HR professional, I've witnessed how 2024 tested our crisis management capabilities in unprecedented ways. I was constantly adapting response strategies as new challenges emerged, whether dealing with economic fluctuations or global uncertainties and operational disruptions. My promotion to HR Generalist came at a pivotal time, allowing me to take a more strategic approach to organizational challenges. I developed comprehensive response strategies and maintained clear communication channels, which proved essential as we navigated through organizational changes.
My new position enabled me to implement broader employee support initiatives. I attended the From Day One conference in NYC. The conference expanded my views on mental health resources and introducing flexible work arrangements that addressed diverse employee needs. I've learned that maintaining open dialogue and showing genuine concern for our clients’ employees' wellbeing isn't just good practice – it's essential for maintaining a strong, engaged workforce.
Managing client relationships became a delicate balancing act this year. I focused on maintaining transparent communication about our operational changes and challenges while demonstrating flexibility in our service delivery. I found that proactively addressing client concerns and offering innovative solutions not only preserved our partnerships but strengthened them.
The transition to my new role reinforced the importance of organizational resilience. This experience has shown me that being proactive in building organizational resilience is crucial for long-term success. I'm grateful for the opportunity to contribute to our client’s stability and growth at a higher level. Looking forward to the new year ahead!
KAREN KINGDOM, SHRM-CP
How DEI Has Lost Traction with Organizations: A Changing Landscape
In recent years, much of my work in HR has centered around diversity, equity, and inclusion (DEI), with the goal of helping organizations to build more inclusive and socially responsible workplaces. DEI programs were once celebrated as a step toward greater equality and workplace harmony. However, this year, I have seen DEI efforts lose traction across a variety of sectors including nonprofits. What’s behind this shift, and why has DEI started to lose its momentum?
Economic Pressures and Corporate Priorities
When you ask leaders of the organizations that have previously invested significant resources into DEI programs why they are now making cuts, the first reason is because the return on investment from DEI programs are not always tangible, and they need to prioritize immediate profit over culture improvements and changes.
DEI programs require sustained investment in areas hiring practices, on-the-job training and leadership development. For companies that are considering layoffs, or other cost-saving measures, it can be an easy fix to reduce or reallocate funds away from DEI to make up for more immediate financial goals.
Lack of Measurable Results
Some organizations' leadership have become disillusioned with DEI initiatives. Many DEI goals—such as achieving specific diversity metrics in hiring or achieving a "culture of inclusion"—are difficult to measure or quantify. While there is evidence that diverse teams foster innovation, and that inclusive practices improve employee morale, some organizational leadership teams have struggled to connect these intangible benefits to clear business outcomes like profitability.
I have noticed that the lack of clear, measurable success has led some executives to deprioritize or even abandon these initiatives altogether.
Surface-Level Commitment
Critics of DEI argue that many organizations implemented DEI initiatives not out of genuine commitment, but rather to meet social expectations or to improve their image in the public eye. When this happens, DEI programs do not succeed. And while they may look good on paper, they feel superficial, focused more on ticking boxes or making symbolic gestures rather than effecting meaningful change.
This approach, where organizations focus on achieving quotas or making short-term improvements without addressing deeper, systemic inequalities, has led employees to question the authenticity and long-term viability of DEI efforts.
Leadership Fatigue
For some organizations, the commitment to DEI has become increasingly difficult to sustain over time. Leaders may find themselves grappling with employee resistance, navigating complex social issues, or struggling to keep DEI initiatives aligned with the company's evolving goals.
The energy needed to continually push for change without seeing immediate results can cause burnout among leaders and employees alike, leading some organizations to pull back on their DEI commitments.
Can DEI Be Revitalized?
For DEI to regain momentum, it will need to evolve to a more integrated, sustainable, and measurable effort. This will involve shifting the focus from purely diversity metrics to fostering truly inclusive cultures where every employee feels valued and empowered, regardless of their background. It also requires a commitment from leaders to demonstrate genuine, ongoing dedication to the cause—not just for the sake of reputation, but to create lasting change within the organization.
DEI programs must be more flexible, recognizing the different challenges and needs of individual organizations while still aiming for meaningful systemic improvements. It will also be crucial to balance DEI with other organizational priorities, ensuring that these efforts align with the company’s overall business strategy and values.
While DEI may have lost traction in some organizations, its core values remain essential for creating workplaces that are not only productive but also just, equitable, and compassionate. The task ahead is to reignite the spark that once fueled DEI efforts and ensure that diversity and inclusion are embraced not as passing trends, but as integral components of a thriving, resilient organization.
The conversation about diversity and inclusion is far from over, and the future of DEI depends on how organizations adapt to the changing landscape.
LAURA SLIKER
As we reach the end of 2024, one trend in workforce management is emerging as critical: the importance of building and retaining a meaningful employee base. In today’s competitive market, where skills are increasingly specialized and job opportunities are abundant, organizations are discovering that keeping talented employees isn’t just a goal – it’s a necessity.
This year has underscored that employees are no longer content with simply “going through the motions” at work. They’re seeking positions that align with their personal values, offer growth opportunities, and recognize their individual contributions. From my experience working with nonprofit clients across various sectors, here are three key insights into why prioritizing employee retention has become a top focus in 2024 – and how organizations can better achieve it.
1. A Strong Employee Base is Built on Connection and Purpose
Employees today are looking for purpose and a connection to their work. They want to be a part of something bigger than themselves, which calls for organizations to not only have a clear mission but to authentically communicate it. When employees feel that their values align with those of their organization, they are more likely to stay engaged and invested.
This year, I’ve seen many organizations succeed by placing a renewed emphasis on purpose-driven work and fostering a culture where employees see how their roles contribute to the organization’s broader goals. Transparent leadership, regular feedback, and open communication all contribute to a deeper connection that helps retain key talent.
2. Meaningful Workplaces Support Growth and Development
A key reason employees leave is a lack of growth opportunities. In 2024, the most successful organizations have been those that prioritize upskilling, mentorship, and career advancement. Employees want to know they’re moving forward, not just staying in the same role indefinitely. In response, organizations are expanding training programs, encouraging cross-departmental collaboration, and providing career pathways that allow employees to visualize their long-term future within the organization. Encouraging learning and development sends a strong message to employees: that they are valued, and their growth matters. It’s no longer just about filling gaps; it’s about making the investment in people as a core strategy for sustainable success.
3. Retention is More Cost-Effective than Recruitment
It’s no secret that replacing an employee can cost anywhere from 50% to 200% of their annual salary when factoring in hiring, onboarding, and training expenses. In 2024, organizations are realizing that these costs, along with the loss of institutional knowledge, are simply too high. Retaining an engaged, meaningful employee base reduces these expenses and preserves the stability and expertise that employees bring to the organization. Retention efforts require intentional strategies: competitive compensation, a focus on well-being, flexibility, and building a strong culture of appreciation and recognition. For many organizations, these investments have yielded impressive returns in both employee satisfaction and overall performance.
Looking Forward: Building a Meaningful Workforce in 2025 and Beyond
The importance of employee retention will continue into 2025 as organizations adapt to an evolving workforce and the unique needs of their teams. By investing in meaningful work, growth, and strategic retention efforts, organizations can build a resilient workforce that remains committed for the long haul. The message is clear: creating a workplace where people feel valued, heard, and able to grow isn’t just a trend – it’s the foundation for lasting success. As we head into the new year, I encourage leaders to reflect on the value of their people and to prioritize creating a workplace where employees can truly thrive.
SARAH AHMED
The role of Human Resources (HR) within an organization is multifaceted, serving as a bridge between employees and organizational goals. HR should strike a delicate balance between supporting staff and aligning with the broader objectives of the company.
One key lesson I’ve learned this year is the significant impact of how HR is perceived within an organization. What influences this perception? It’s the rapport HR builds with employees, the department’s efficiency, and its overall effectiveness. Do employees feel comfortable approaching HR, or would they rather turn to their supervisor?
Each organization requires a different type of support from HR, and the way that support is delivered varies. It may involve amplifying employee voices, advocating for benefits such as wellness reimbursements, or providing clear communication on matters like open enrollment. In some cases, it may simply mean offering office hours for staff who have questions.
HR is often viewed as a transactional entity, primarily focused on enforcing policies. However, it can be a positive catalyst for change, driving organizational improvements and advocating for employees. Rather than being a last resort for concerns, HR should be the first point of contact when issues arise. If HR is seen as a proactive and reliable partner, it can greatly enhance the department’s effectiveness.
The way HR is perceived plays a crucial role in its effectiveness. By building strong relationships and a reputation for being supportive, HR can create an environment where employees feel comfortable seeking help. HR should be approachable, moving beyond just enforcing policies to acting as a valuable resource and advocate. This approach fosters a culture of trust, where employees believe their concerns will be heard and that they have a dedicated ally in HR.
Ultimately, HR should be seen as a supportive ally, a driving force for positive change, and a vital resource for employees. Organizations should pay close attention to how their HR team is perceived, as this can have a significantly influence on company culture and overall success.
SUSIE ABDELGHAFAR
Reflecting on this past year, I think a lot about the highs and lows we experienced - ranging from the presidential election to ongoing world events. As an HR professional, this year gave the me the opportunity to truly ponder how we can bring the most stability in the workplace-, even when the world outside feels unstable. It became clear to me that workplace civility is the critical element in fostering a positive and safe organizational culture, especially during high-stress political times.
HR teams play a key role in setting the tone for respect, wellbeing, and ensuring that policies are in place to address conflicts or inappropriate conduct. In times of heightened political tension, HR must actively promote inclusivity and respect by encouraging employees to express their views in a professional manner and addressing any violations of civility promptly. This ensures that the workplace remains a safe and productive space for all employees, regardless of their political beliefs, and reduces the likelihood of discrimination or harassment based on political affiliation.
HR also plays an instrumental role in providing training and resources to help employees navigate difficult conversations and political disagreements in a respectful and constructive way. This might include conflict resolution workshops, diversity and inclusion training, and clear guidelines on acceptable behavior in the workplace. HR professionals can offer support through mediation, helping employees resolve disagreements before they escalate into more significant issues that could harm team cohesion or individual well-being. By equipping employees with the tools to handle political stressors in a civil manner, HR helps mitigate potential disruptions to workplace harmony and productivity.
Additionally, it is crucial to remember that HR’s role in ensuring workplace civility during political turmoil is closely tied to employee retention and engagement. When employees feel that their work environment is one where respect and professionalism are valued, even during times of societal unrest, they are more likely to remain committed to the organization. Civility initiatives promoted by HR can also lead to higher levels of job satisfaction and loyalty, as employees recognize that their well-being is a priority. By maintaining civility, HR helps create an environment where employees are empowered to focus on their work without the fear of being dragged into political conflicts, ensuring both their personal success and the overall success of the organization.
We can learn as individuals, but we can learn so much from one another as an active member of our community or organization. Despite the challenges of 2024, our team hopes that your year has been enriching in every aspect, and we send our best wishes for an even more rewarding New Year.
Thank you for being a part of our community.
Happy Holidays from all of us at Kiwi Partners!
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