Corporate Training

Kia Reed brings over 15 years of experience in talent management and HR leadership. She specializes in total rewards, organizational effectiveness, and data-driven workforce strategies. She is passionate about fostering inclusive cultures and driving measurable business performance.

In an exclusive interview with Manage HR, Reed shared insights into her professional journey, the realities shaping today’s workforce, and how a deliberate, people-centered approach to total rewards supports employee well-being and organizational success.

Career Journey and Core Responsibilities

I began my career in human resources as a generalist, which gave me a well-rounded foundation across multiple HR functions. As I progressed, I stepped into leadership roles, including director-level positions, where I led teams across talent management, people operations, total rewards, and shared services. Talent management, in particular, is an area where many organizations struggle, and navigating that complexity early in my career shaped how I think about employee growth, engagement, and long-term impact today.

Throughout my career, I have built performance management processes, developed shared services models, and led teams of HR business partners, total rewards professionals, and people operations teams. While I have worked across many areas of HR, I have consistently felt the strongest sense of purpose in talent management and total rewards. These two areas go hand in hand, shaping how employees experience opportunity, recognition, and support throughout their careers.

After concluding my previous role leading people operations, talent management, and total rewards, I began evaluating opportunities to make a meaningful impact. The role at Walbec Group stood out because it allowed me to focus specifically on total rewards within an organization that already demonstrated strong values and a genuine commitment to its people. While it represented a step away from traditional talent management, it continues to influence employee engagement and the overall employee experience.

I take a hands-on approach while keeping a strong focus on long-term strategy. A major focus is on implementing a new human capital management system. This includes testing the system, ensuring it supports total rewards processes, and aligning it with requirements for efficiency and compliance. Compliance is a critical component of this work. I also work closely with vendors and service providers, taking an intentional approach to partnerships that ensure consistent, high-quality support for employees.

Challenges Shaping Talent and Retention

One of the most determined challenges organizations face today is culture. Employees want to feel a sense of belonging and know their contributions matter. Creating an environment where people can bring their best selves to work and see a future for growth within the organization is essential for retention.

Total rewards play a significant role in meeting those needs. Benefits, compensation, and retirement offerings directly affect employees’ ability to care for themselves and their families. At the same time, organizations must remain financially responsible. That balance requires understanding not just what can be offered, but what employees actually want and need, and investing where it will have the greatest impact.

Workplace expectations around flexibility have clearly shifted. Many employees value the option to work from home, while organizations are also looking to rebuild collaboration and connection in the office. There is real value in both approaches, and the challenge lies in finding the right balance. The key is being clear about the purpose of the work location and ensuring flexibility exists, even within office-based roles.

“It’s always important to understand not just what you can provide, but what people want and need.”

Employees also want to show up as their authentic selves while remaining professional. For those who became accustomed to remote work, returning to the office can be challenging, and organizations must approach that transition thoughtfully.

A People-Centered Approach to Retention

From a retention standpoint, my direct influence as a total rewards manager centers on benefits, compensation, and retirement programs. These areas matter deeply, but success depends on collaboration. At Walbec Group, we partner closely with HR and employee relations teams to gather feedback and understand how employees perceive the offerings. This insight helps ensure our programs remain competitive and relevant in the market.

As the workplace continues to evolve, talent management will need to become far more individualized. Career paths are no longer one-size-fits-all. Employees have unique goals, and organizations must balance those aspirations with team and company objectives. Taking the time to understand people’s career journeys and treating employees as individuals rather than numbers will be critical to long-term engagement. For professionals entering or advancing in this field, her advice is to believe in oneself, show up authentically, and remain adaptable to change without losing sight of one's core values.

Walbec Group’s approach to total rewards is driven by a broader philosophy centered on supporting and valuing its people. When employees feel supported, valued, and understood, they do more than stay. They contribute, grow, and help build a workplace designed for lasting success.

If there is one thing I have learned in my 18 years working in Human Resources, it is that you catch more bees with honey than with vinegar. In the HR world, this translates to a simple truth: you gain far more leadership buy-in through collaboration than through compliance alone.

Early in my HR career, it felt logical to assume that policies and procedures should be sufficient to drive compliance. If it was written in a policy, that should be enough. Over time, however, I learned that policies are rarely black and white and business almost never is. Relying solely on “because it’s policy” often created resistance rather than results.

What ultimately led to better outcomes was building strong relationships with leaders and developing a deep understanding of the business and its needs. Simply citing compliance as the reason a leader should take action is far less effective than listening to what they are trying to achieve, understanding their ideal outcome and finding a way to support that outcome while still operating within compliance guardrails.

This shift in mindset proved to be a turning point for our Employee Relations team. We moved from being viewed as a painful checkpoint in a required process to a trusted resource that leaders actively sought out. As collaboration increased and our value became more visible, leaders’ perspectives evolved to become more people-focused because, ultimately, nearly every business metric depends on having the right people in place to achieve it.

So how did we implement a more collaborative approach to compliance and people-centered operations? It happened organically. We started by becoming fluent in the language of the business, understanding performance metrics, reading financial and operational reports and ensuring that when leaders came to us for support, we spoke not just in HR terms, but in business terms as well.

"At its best, HR is not a gatekeeper, but a strategic partner."

We also began approaching interactions with operational leaders from a place of curiosity rather than control. Instead of leading with policy, we asked questions to fully understand the business challenge at hand and explored how to achieve the desired outcome while staying within compliance boundaries. This approach fundamentally changed the dynamic between HR and the business, building trust and improving the quality of decision-making.

Replacing “Here’s the policy” with “What are you trying to solve?” increased leaders’ confidence in HR. They no longer felt the need to defend their decisions but instead felt comfortable being transparent so we could work together to find the best solution. This allowed us to maintain compliance without unnecessarily slowing down the business.

Over time, HR’s credibility grew because we were truly in the trenches with the business. We understood operational pressures and could frame people decisions in terms of return on investment, risk mitigation and business impact. Rather than simply supporting decisions, we helped shape them.

This approach has enabled HR to protect the organization while simultaneously empowering leaders. Instead of engaging HR as a box-checking exercise, leaders now proactively bring HR into conversations earlier, resulting in faster, higher-quality and more sustainable decisions built on trust, partnership and shared accountability.

At its best, HR is not a gatekeeper, but a strategic partner. When compliance is approached through collaboration, trust replaces resistance and better decisions follow. By meeting leaders where they are, speaking the language of the business, and focusing on shared outcomes, HR can protect the organization while helping it move forward; proving that partnership, not policy alone, is what truly drives results.

Mary Bellai is the Global Senior Vice President and Chief Human Resources Officer at Tiffany & Co., and Stephanie Oueda-Cruz is the Company’s Global Vice President of Diversity, Equity, and Inclusion. 

Mary, why did Tiffany & Co. feel it was important to create a dedicated position for diversity, equity, and inclusion? 

Mary: Tiffany & Co. is present in the most significant moments of our clients’ lives. Our products and the client experiences we offer impact important occasions, like birthdays, engagements and weddings, holidays, and milestone celebrations. If we get that right, we get a chance to make a life-long relationship. Given this significance, it is important to us that we recognize and celebrate our clients in all their diversity, and so Tiffany & Co. needed to formalize this. In 2019, we created a formal Diversity, Equity, and Inclusion department, and we were thrilled to have Stephanie join our team last year.

Stephanie, why did you join Tiffany & Co?

I am so humbled to have joined Tiffany & Co. as Vice President of Diversity, Equity and Inclusion. It is important to reiterate that Tiffany’s commitment to DEI is not new. Tiffany was the first company to market a same-sex couple engagement ring. This campaign marked a milestone beyond the jewelry industry; it was discussed in the DEI world for years. It demonstrated that the company was ahead of its time and willing to recognize love in all its forms. Tiffany has a leadership that is committed to inclusion, and my goal is to build upon the company’s legacy and commitment to DEI and to develop Tiffany’s vision for DEI at a global level. 

Mary/ Stephanie: Tell us more about Tiffany & Co.’s approach to DEI. 

Stephanie: Tiffany & Co. has a long-standing commitment to conducting its business responsibly and prioritizing diversity, equity, and inclusion. We are positively impacting the communities in which we operate. Tiffany & Co.’s DEI approach touches each part of our business. Our strategy has a 360-degree approach and is rooted in our people, our business, and our brand. 

So, Mary, can you tell us more about Tiffany’s commitment to DEI to its employees? 

Mary: We focus on attracting, developing, and retaining the best talent. We recently launched the “Breakfast at Tiffany” program for those just starting out their careers. It is a behind-the-scenes tour where early professionals from underrepresented backgrounds can experience Tiffany & Co.’s world-class service and get to know the teams behind the brand. Employees who don’t represent the majority in their workplace navigate it differently and must learn about their new environments from the ground up. Learning new dynamics takes time, as does establishing the reputation or seniority that can give employees the confidence to advocate for themselves and others. DEI leaders are uniquely positioned to help employees overcome these barriers in less time. 

We also engage with our local communities. We have a long-standing partnership with the Lower Eastside Girls Club to build a career recruitment pipeline. We work with Historically Black Colleges and Universities in partnership with the Shawn Carter Foundation and BeyGOOD to provide educational and professional opportunities for students in those communities. To date, more than 100 students have received scholarships as part of this initiative. We also partner with North Carolina A&T to create a curriculum for students in the creative industries.

"Our strategy has a 360-degree approach and is rooted in our people, our business, and our brand."

Craftspeople are a key part of our industry. We’ve developed an apprenticeship program as part of the LVMH Métiers D’Excellence Institute, where we focus on recruiting and uplifting women and underrepresented groups to this field of work. We are currently working to expand this program to reach other underrepresented groups in the USA. Globally, we are partnering with our regional teams to create locally relevant programs to increase access for underrepresented groups. We are excited to share that we are beginning the global expansion of our programs in 2024. 

Stephanie, can you tell us more about the second pillar of your DEI strategy? What is Tiffany’s approach to DEI from a business perspective? 

Stephanie: As Mary has noted, a crucial part of our business is understanding our clients. Our motto is that everyone is welcome at Tiffany, and the way we make that true is by ensuring that our clients see themselves reflected in our workforce. Luxury depends on world-class service, which requires insights into all the nuances that could make interacting with us meaningful. We recognized and seized the opportunity to be more intentional about engaging with our clients from diverse backgrounds. According to the US census of 2020, 40% of the US population is diverse. And as of 2045, the US will be a minority-majority country. Today, over 50% of people under 18 are already diverse (US Census 2020 data). Our clients of the future will be from diverse backgrounds.

To better connect and recognize our internal talent, we actively engage with our employee resource groups to obtain market insights, gain insight into product preferences, and understand the nuances of different cultures. We partner with our teams in our stores to ensure everyone has a moment of joy when they enter one of our stores. We strive to connect by authentically understanding and respectfully reaching our clients from diverse backgrounds. If we truly understand their specific needs and aspirations, we will be able to deliver the best possible experience to our clients in the most authentic way. 

Lastly, you mentioned the third pillar of your strategy is your commitment to the Brand. Tiffany is strongly committed to the arts. Can you tell us more?

Mary: Tiffany has always been committed to the arts, and in 2022, we launched Tiffany Atrium, our social impact platform. With Tiffany Atrium, we aim to create a path and shine a light on artists and designers from historically underrepresented groups to bring fresh ideas of luxury to the forefront. To launch this initiative, we partnered with multidisciplinary artist Derrick Adams, who created an artwork auctioned with 100% of the proceeds benefiting the residency Adams founded to support Black artists in his hometown of Baltimore.

Stephanie: I was pleased to lead a workshop during our “Lift As You Climb” Symposium created in partnership with Derrick Adams’ The Last Resort Artist Retreat. It was an important moment as we brought together artists, non-profit leaders, and companies committed to the arts to work together on activating the levers to increase access and lift barriers for artists of color in the cultural space. Many works of art are considered jewelry, so we must recognize and highlight the creativity of artists. DEI is about expanding these entry points and making them wider so more people can participate. As the only true American luxury brand, Tiffany & Co.’s innovative spirit, drive for excellence, and commitment to inclusion propel us forward. All these pieces are important because when the whole sector advances, we advance, too.

In 2022, HR Tech Outlook generously offered me the opportunity to provide my thoughts on AECOM’s investment in digital resources to support the well-being of our employees around the world. At the time, I shared this sentiment:

Even before the COVID-19 pandemic, many of us in HR could see the unquestionable impact that a strong culture of well-being can have on a company’s performance. What the pandemic, great reshuffle, and so many other lessons of the past two years have taught us – we need to continue adapting and evolving at speeds like never before. And at every step of the way, technology will help shape the way our teams connect, adapt, perform, succeed and unwind.

Two years later, as the old saying goes – the more things change the more they stay the same. The speed at which we’re evolving continues to be rapid. MetLife's 2023 Employee Benefit Trends Study found that 54 percent of all employees said they wish they had personalized benefit recommendations, while half would feel more cared for if their employer improved its benefits communications. What this says to me is that the “what” is still important, but the “how” behind engaging our employees in their well-being can’t be overlooked or undervalued.

Employees continue to expect a more personalized experience when it comes to their benefits and well-being. Look no further than MetLife’s study on why we should all be paying attention to this need. Their findings showed 76% of employees who understand their benefits are happy, compared to 47% who don’t understand their benefits.

"But let’s not forget that change takes time, and the opportunity to find new ways to invest in our teams is always within reach and worth the effort, every time"

We’ve continued to focus on raising the bar at AECOM when it comes to how we support our employees and their families. In the past year, we’ve continued to offer hundreds of resources through our Global Well-Being website. We expanded the site to include dedicated pages for every country where we operate – making sure our employees have easier access to the benefits and programs available to them, all in one place.

For every “pillar” of well-being, we’ve created easy to access one-page resource guides to help employees easily find and navigate the benefits and resources available for that well-being pillar. We’ve also aligned closely with our internal Equity, Diversity and Inclusion initiatives to create similar resource guides for many groups within our population – from Veterans and the LGBTQ+ community to new parents and people with neurodiversity. We continued to host several global and local “challenges,” all digitally, to create fun moment in time activities and competitions where employees can focus on different aspects of their well-being.

And we’re continuing to innovate. Last year, we launched our Mental Health Allies network around the world – creating a trained group of AECOM employees who are available to help point employees in need to different emotional well-being resources and support channels. While this community creates opportunities for 1-1 engagement either in person or virtually, we’ve invested in a digital experience to make our Allies easier to access regardless of where you live or work.

Two years from now, I expect we’ll still be sharing thoughts and best practices on how we can embrace a digital mindset for the well-being of our employees and their loved ones. As AI and emerging technologies continue to be more robust and sophisticated, the pace of change will likely only increase. But let’s not forget that change takes time, and the opportunity to find new ways to invest in our teams is always within reach and worth the effort, every time. 

In today’s dynamic business environment, effectively managing human resources (HR) has become more crucial than ever. HR professionals play a vital role in shaping organizational culture, developing talent, and ensuring compliance with labor laws and regulations. As businesses face various challenges, such as rising healthcare costs, diverse workforce needs, and changing work environments, HR leaders must adapt and evolve to meet these demands effectively. 

A Modern Approach to Employee Health and Benefits

The latest developments in employee health and benefits aim to address and impact the challenges encountered in fulfilling business requirements by prioritizing the well-being and satisfaction of employees. These areas include comprehensive health insurance plans, wellness programs, flexible work arrangements, and mental health support, wrapped with leadership who can educate and support their population.

By providing robust health insurance plans, businesses can ensure that their employees have access to quality health care, reducing the financial burden on the employee and their families and promoting overall well-being. Wellness programs like fitness incentives and stress management workshops can encourage employees to live a healthy lifestyle, ultimately increasing productivity and overall wellness.

Flexible work arrangements can help with work-life balance challenges and improve employee satisfaction. The flexibility allows employees to better manage personal responsibilities, such as caring for family members, while meeting their job requirements.

In recent years, organizations have focused on offering health benefits, flexible work arrangements, and programs that address mental health concerns. Many companies are choosing to implement employee assistance programs and mental health resources to support their employees' emotional well-being. These programs can help promote a positive work environment and reduce absenteeism and turnover.

"In recent years, organizations have focused on offering health benefits, flexible work arrangements, and programs that address mental health concerns. Many companies are choosing to implement employee assistance programs and mental health resources to support their employees' emotional well-being."

Strategies for Success in Culture, Talent, and Compliance

Historically, HR teams have been critical in influencing culture, growing talent, and enforcing compliance. They are the advocates for employees and assist with protecting their organization from risk. To ensure their programs are well-received among employees, HR professionals should:

● Build strong communication skills: This will help you interact with employees, management, and business partners. 

● Stay informed and up to date: Because the benefits landscape is ever-changing, it’s important to know and understand trends and technology. Use forums like local SHRM chapters for conferences, seminars, and webinars to stay on top of changes. 

● Support continuing education: Not only should you personally be committed to continuously learning, but you should also promote and provide learning opportunities for your employees. 

● Prioritize wellness/well-being: A healthy, happy working environment and workforce will ensure productivity. Initiatives that support mental health are a must, and a benefit job-seekers expect. 

● Ensure compliance: Review employment and benefits policies regularly. Put plans in place to stay ahead of evolving labor laws and regulations. 

● Seek feedback: Receiving employee feedback can be difficult, but it is the best way to understand what is important to your population. Constructive criticism can help management move toward positive changes. 

● Work with a strong broker partner: A benefits consultant, or broker, will act as a trusted advisor for your business and take the time to understand what is important to you and your organization. A good broker partner assists your organization in establishing short-term objectives and long-term plans. They should also help you implement cost containment strategies, talk about DE&I initiatives, ensure compliance, promote well-being, and ultimately be an extension of your team. 

Along with the above recommendations, HR professionals should be mindful of the following areas that can undermine their effectiveness and lead to difficulties:

● Being reactive and not proactive: Put plans in place before problems arise. Preventing escalation is important and can minimize financial and reputational erosion. 

● Discrimination: Ensure regular training to avoid bias or discrimination in HR decision-making. Treat all employees fairly and equally. 

● Avoiding difficult conversations: Develop skills for handling tough discussions. Role-playing common scenarios with a colleague can help you work out solutions in real-time. 

● Overlooking employee feedback: Asking for feedback but not acting on it can tell employees that you and the organization don’t care. Take action based on employee concerns, and if you cannot take action, communicate what you can do. 

● Ignoring mental health: Employee mental health is a growing concern that should be taken seriously. Make sure you have support systems in place. 

● Ineffective business partnerships: Having strong business partners, such as lawyers, IT vendors, retirement advisors, and insurance brokers, ensures that your organization has the support and guidance you need to thrive. If your partners are not reliable or trustworthy, or if they are simply “transactional,” seek out partners who will strive to help you succeed.  

The Role of an Advisor in Supporting Workforce Well-being 

At Marsh McLennan Agency, we work diligently with businesses and HR managers to identify solutions that help them address the needs of their workforce with programs and solutions that support their well-being while also meeting their business goals and objectives.

Some of the challenges our clients' face include rising healthcare costs, regulatory changes, diverse workforce needs, technology integration, data security and privacy, employee education and engagement, benefits customization and flexibility, changing work environments, wellness programs effectiveness, an increasing competitive race for talent, and mental health and well-being.

Addressing these challenges and finding effective solutions requires industry knowledge, technological innovation, regulatory expertise, and a deep understanding of the individual client’s needs. Being able to adapt and evolve is key to providing optimal solutions.

One area, however, that none of us can control is economic stability. As advisors, we are uniquely positioned to help businesses find ways to prepare for uncertainty and protect their interests. As we all know, the economy is constantly changing, and companies rely on broker partners such as Marsh McLennan Agency to safeguard their assets in this uncertain landscape.

The effectiveness of a great HR team depends on each organization's culture. HR professionals play a vital role in shaping organizations' culture, talent development, and compliance. Through strong partnerships and a commitment to embracing change, HR professionals can navigate the industry's ever-changing landscape. By adapting, evolving, and addressing the unique needs of their workforce, HR professionals can make a difference in creating a healthier, more engaged, and collaborative work environment.