Genki Sushi USA

Dr. Dember Domen

Balancing Employee Engagement with Business Success

Throughout my career in Human Resources, I have learned that employee engagement and business success go hand in hand. When employees feel respected, heard, and appreciated, they are more likely to provide better service, work as a team, and stay with the organization. In my current role as a Senior Human Resources Manager, I focus on understanding both the needs of our employees and the needs of the business. HR should listen to employees, but we also make sure that our programs and decisions support the organization’s goals. For me, the balance comes down to communication, fairness, and trust. Employees need to understand what the organization is trying to accomplish and how their work contributes to that goal. At the same time, leaders need to understand what employees need to be successful.

Building Retention Through Growth and Support

I have over 10 years of experience in the hospitality industry and it has shown me that people want more than a paycheck. They want to feel that they are a part of a team and that their employer cares about their success. Competitive pay and benefits are important, but retention also depends on good managers, fair treatment, recognition, training, and opportunity to grow. In hospitality, where employees interact directly with customers, the work can be demanding. Organizations need to make sure employees have the support and resources they need. I also believe strongly in career development. My background in workforce development taught me that employees are more likely to stay when they can see a future with the organization. Giving employees opportunities to learn new skills, take on additional responsibilities, and advance their careers can make a significant difference.

Creating a Culture of Respect and Communication

I believe a strong workplace culture starts with respect and communication. Employees should feel comfortable speaking up, asking questions, and bringing concerns to HR or their managers. Throughout my 20+ years of my career in HR, I have seen how important it is for HR to be approachable. Sometimes employees simply need someone to listen and help them find a solution. HR can also strengthen teams by helping managers communicate clearly, recognize good work, address conflict early, and treat employees fairly. Culture is not something that exists only in an employee handbook. It is created by what leaders and employees do every day.

Hiring for Service and Cultural Fit

Effective recruiting starts with understanding what the job really requires. In a customer-facing business, employees need more than technical skills. They need good communication skills, patience, reliability, a positive attitude, and the ability to work well with others. My experience in recruitment across several industries has taught me that hiring should be about finding the right person for both the position and the organization. We should look for candidates who have the skills to perform the job but also have the personality and attitude to provide excellent customer service. The hiring experience also matters. Candidates are evaluating the company while we are evaluating them. A professional, respectful, and timely hiring process can make a strong first impression and help attract better talent.

Developing Managers and High-Performing Teams

My advice is simple: start with people. High-performing teams are built on trust, clear expectations, good communications, accountability, and opportunities to grow. My career has allowed me to work in many areas of HR, including recruitment, employee relations, benefits, workforce development, training, and leadership. Those experiences have taught me that there is no single solution for every employee or organization. HR leaders need to listen, understand the situation, and find practical solutions that work for both the employee and the business. I also believe HR leaders must develop strong managers. Employees often look to their immediate managers for guidance, support, and recognition. A good manager can make employees want to stay, grow, and perform at their best. Finally, I believe in leading with a genuine interest in people. My doctoral education in Organizational Leadership for Adaptation and Change has strengthened my belief that organizations succeed when they are willing to adapt while keeping people at the center of the process. When employees know that their work matters and that their leaders care about their success, they are more likely to give their best. My approach to HR is about creating a workplace where employees can succeed and where that success also helps the organization achieve its goals.

Keeping People at the Centre of HR

Throughout my career in human resources, I have always viewed HR as the customer service representative for employees of an organization. Just as a customer service representative listens to customers, understand their needs, answers questions, resolves concerns, and helps create a positive experience, HR has a similar responsibility to its employees. Employees are the people who make an organization successful, and they deserve to feel respected, heard, supported, and valued.

“HR should be a department employees feel comfortable approaching not because HR has all the answers, but because employees know someone will listen and genuinely try to help.”

At the same time, being an employee advocate does not mean that HR simply says “yes” to every request. Effective HR means listening carefully, understanding the situation, being fair, and finding solutions that support both the employee and the organization. I believe the best HR professionals are able to balance compassion with accountability and employee needs with business goals.

My experiences in recruitment, employee relations, benefits, workforce development, training, leadership, and hospitality have reinforced my belief that people are at the center of organizational success. Employees who feel supported are more likely to provide excellent service, work effectively with others. Remain with the organization, and contribute to a positive workplace culture. Likewise, when managers are supported and developed, they are better prepared to lead their teams and create an environment where employees can succeed.

My approach to HR is simple: listen to people, treat them with respect, communicate honestly, and help them find a path forward whenever possible. HR should be a department employees feel comfortable approaching not because HR has all the answers, but because employees know someone will listen and genuinely try to help.

I believe organizations are strongest when they take care of their people while also staying focused on their mission and goals. My goal as an HR leader is to help create that balance. When employees know that they matter, their work has purpose, and their organization is invested in their success, they are more likely to give their best. When we take care of our people, our people are better positioned to take care of the organization and the customers it serves.