Bill Pallett
By Lisa Gordon
Bill Pallett believes one of his biggest strengths as a human resources leader comes from the time he spent with his head in the clouds.
As an in-flight service director for Wardair in the early 1970s, Pallett learned the value of a strong operational background. When he moved into his next role recruiting and training for the airline, that experience was crucial to his success and credibility as an HR leader.
“Still to this day, I think it behooves HR leadership to have a real understanding of the operations of the business,” said Pallett in a recent interview with HR Professional. “I think employees know when people have walked a mile in their shoes.”
From Wardair, Pallett moved on to progressive human resources roles with Canadian Pacific Hotels & Resorts, Rogers Communications, Four Seasons Hotels and Delta Hotels and Resorts.
In late 2014, he realized a long-time dream by founding WJ Pallett & Associates, a Toronto-based consultancy specializing in talent strategy and strategic planning.
Today, Pallett helps companies make a difference by encouraging their commitment to human resources as a business enabler.
When did you decide you wanted a career in human resources?
Bill Pallett: I backed into human resources just before I graduated from university. During my last year of school, I was working part-time in passenger services for Wardair. When I graduated from my journalism program, I was offered a full-time position with the Windsor Star. But I decided I really liked the airline industry, so I stayed and got promoted. I moved through various departments, including flying for a year or two as a flight service director. The airline was growing very quickly. They asked if I’d like to head up recruiting and training for the eastern region, and that was my first HR role. I took the job, and at that point I went to night school to study adult education at the University of Toronto. I headed up training and recruiting for a few more years and then was approached by Canadian Pacific Hotels to head up their corporate training function.
Tell me about your current job. What are your main areas of responsibility?
BP: I had been thinking of founding my own firm for a few years. Just prior to doing so, I was the senior VP of People Resources for Delta Hotels and Resorts. When Delta was sold to Marriott International, the timing was right, and I opened WJ Pallett & Associates. We work with companies in various sectors, which is really quite interesting. While they are all different, their HR issues are usually the same. Currently, we have proposals out with a couple of organizations in the airline industry as well as a tourism association. We have also started a program with the CGLCC, Canada’s LGBT+ Chamber of Commerce, for which we are managing a youth entrepreneurship program.
What do you love about your job?
BP: The work is quite varied, which is what I most enjoy. I also love the ability to help companies make a difference. It’s always been a part of my goal, whether in the corporate or not-for-profit world. HR can make a difference, if it so chooses, by helping the business perform. And that gets into the whole issue of whether you are a strategic partner or simply transactional. We sometimes complain we’re not in the C-Suite; but to get there, we need to demonstrate we are strategic, we can make a difference and we are truly a business partner.
What are the challenges you experience in your job?
BP: One challenge is the ability to demonstrate and clearly articulate the ROI of an initiative or approach we’re recommending. In some cases, it’s also a challenge to build enough trust for the client to take steps they perceive as a bit of a risk. And lastly, we can deploy an initiative, but cannot totally control it – we put it in place, but the client has to bring it to full fruition.
What’s key to leading HR during a difficult time for a client organization?
BP: I think the key is to ensure that trust is built and to be able to demonstrate how an HR initiative will assist the business. Will it mitigate, will it enable or will it drive customer satisfaction? What are the key attributes of your strategy that will help the organization during a difficult time?
What are the necessary competencies for success in HR and how do you think those have changed throughout your career?
BP: Today, you must be more of a strategic thinker. You have to understand the business and be an operating business partner to create buy-in. The good news is that people understand HR much more. But now that we have the attention of leadership, we have to talk their talk: Metrics and financials, not just generalizations. Today’s HR requires strong determination and doggedness, and it requires a long-term vision and patience. Changes aren’t going to happen overnight. Sometimes it’s taking two steps forward and one back.
What tips do you have for new grads or those in entry-level HR jobs who want to move up the ladder?
BP: I would suggest that they try to get experience in all aspects of the industry – or at least understand operations in their particular business. Spend at least one business cycle in each aspect of HR. You need a full cycle or two to really understand compensation, for instance. And I’d say that within HR, you must have in-depth knowledge in one or two areas of the function. That is your trump card or anchor point. Finally, stay true to your values and be prepared to be customer-centric because employees are your customers.
The HR field has been evolving. What changes excite you the most?
BP: Industry is starting to realize that human capital has a dollar value to it. The talent shortage is real and that has underscored the value of employees. In Scandinavia, for example, you are required to put a dollar value to your human capital. If you have to put it on the balance sheet, it really emphasizes how important it is. In turn, that has enabled the profession to be recognized as a profession.
What’s the future of HR?
BP: I do believe that if HR can demonstrate its strategic value to business and be innovative, it will become a central point of business. It will be as crucial as the CFO role, but it has to become strategic, innovative and perhaps a bit of a louder advocate. Advocacy with a good business value proposition behind it will become important.