CHRO, Arrow Security: Dashboards, DEI, & HR's role as 'disruptor'

What are your top priorities as you step into the Chief Human Resources Officer role, and how do you plan to build on the foundation you’ve established at Arrow?

As the organization continues to grow, our team is driving core HR-infrastructure development to ensure we are scaling for the current environment and our future growth. Our primary strategic outcomes include building our learning organization, revamping our compensation model, and and strengthening our culture of performance. In tandem, I am highly focused on the growth opportunities for the individuals on my team, ensuring technical expansion and opportunities to expand their scope of exposure to the business and all facets of HR.

How do you see HR’s role evolving within Arrow as the company continues to grow, and what structural or strategic changes do you anticipate implementing?

We will be focused on ensuring our structure and talent is aligned with the demands of the business. Each team member is considered a “partner” within their area of expertise, allowing them to align their function with the needs of the company. We place emphasis on skill-building and flexing to ensure we can stay in lockstep with our client groups and employees. I anticipate growth within our Learning & Development and HR Operations teams, allowing growth for all team members. In turn, our role as a change agent and “disruptor” ensures that we are influencing the necessary changes needed to meet the people-needs of the organization.

Your background includes expertise in employment law - how will this knowledge shape Arrow’s approach to compliance, risk management, and employee relations moving forward?

I opted to obtain a law degree (MJ in Labor Relations and Employment Law) from Tulane Law school after observing the ever-changing legal landscape. As a result, my approach to HR includes a consistent eye on federal, state, and local regulations that have an impact on all facets of HR. It’s important to know the “why” behind decisions and the implications that can result from a misstep.

There's a strong emphasis on the “We Care” culture. What specific HR initiatives do you have in place or plan to introduce to reinforce this culture among employees at all levels?

We are excited to revamp a more robust employee recognition program, expand our in-house and digital training offerings, and drive a greater sense of philanthropic avenues. Additionally, we will be developing defined career paths for all positions within the organization. Everything we do has an eye on the employee culture, with emphasis on career development and overall workplace satisfaction.

With more than 6,000 employees, what strategies are you using to ensure consistency in HR practices while addressing the challenges of different locations?

We have adopted a centralized approach to all functional areas of HR, with designated client groups. This allows us to deliver a direct, proactive approach to information sharing and partnership. We take advantage of various forms of communication methods, but are developing a strong discipline for understanding urgency level and the content of communications to determine the best method for communication. Critical items typically have a communication strategy that targets methods of delivery, timing of messaging and where appropriate, in-person communication. Additionally, auditing practices are important, so our partnership with Governance resources and our own technical auditing abilities ensure we remain compliant while also ensuring we are holding each other accountable.

Hiring and talent acquisition are mentioned as key focus areas, so how is Arrow adapting its recruitment strategies to attract top talent in a competitive labor market?

We are introducing a new, robust Applicant Tracking System (ATS) and Onboarding portal, featuring AI capabilities that will enable our team to streamline the recruitment process and produce advanced reporting. Our recruiters are trained to make the system work for them, merging efficiencies of AI with a very hands-on approach to talent acquisition. We are also focused on expanding our reach in various geographic markets, partnering with organizations to expand our talent pipeline, working with Veteran organizations and other workforce development partners.

The HR Dashboard you have introduced is designed to track critical human capital analytics. What key metrics are you monitoring, and how do they inform decision-making at the leadership level?

Our dashboard was designed to serve as a core reporting tool capturing key data, project updates and critical happenings related to our workforce. We are focused on traditional metrics, including turnover, site overtime and new hire retention. As our team continues to leverage technology, we will be introducing advanced attendance and retention metrics at the site-level. We will also be introducing tools that allow us to implement an Employee Net Promoter Score (eNPS), performance metrics and other critical information relevant to our workforce. There is power in data!

DEI has become an increasingly fraught topic of late. What is Arrow's stance on it?

Our workforce of more than 6,000 individuals is highly diverse. With an eye on talent, we plan to continue driving growth opportunities for new hires and existing employees. Our view on talent is based on what the individual brings to the job, such as an enthusiasm for the role, reliable attendance, and consistent performance.

The relationship between HR and unions can be complex. How are you working with union leadership to maintain a relationship that works for both employees and the company?

This was my first experience working with a Union. I approached the relationship as I would any other professional partnership; with a goal to ensure our employees have access to their Union-sponsored benefits and a fair and successful work experience. Our Union partners have been just that – partners! We are jointly committed to resolving issues and partnering for the betterment of each employee.

What do you see as the biggest challenges facing HR leaders in the security industry today, and how is Arrow preparing to address them in the coming years?

With established strategic outcomes, we will continue operating within a high-impact model that allows us to pivot and flex based on business needs. We will see an increase in our overall in-house and digital-based training delivery to ensure our guard staff is appropriately trained for success.

Specifically, we will be focused on rapid response and de-escalation training. Additionally, emphasis on leadership development will be critical for us. As our workforce changes, so must our ability to lead and influence. At Arrow Security, Human Resources and the entire leadership team are committed to driving measurable value across the enterprise. We effortlessly blend our “We Care” culture with our unyielded commitment to security.