Developing employees’ careers ‘fills up’ this L&D pro’s ‘cup’

Here’s this week’s edition of our Coworking series. Each week, we chat 1:1 with an HR Brew reader. Want to be featured in an upcoming edition? Click here to introduce yourself.

Katie Davis works in talent management at consulting firm Ankura. She oversees L&D and career development programs at the firm, but she also designs performance management processes like goal-setting, mid-year reviews, and performance evaluations. She has been with the firm for seven years, beginning in a more traditional HR business partner-type role, and has grown her HR career to focus more closely on talent management, which is “what fills up my cup,” she said. And as a trainer herself, Davis said one thing she’s grateful for at Ankura is the mentorship she has had along the way.

Davis’ approach to training and employee development is inspired by her “love of communication.” She contends that what you say is half the message, and how you say it is the other half. Davis studied communication in college with a focus on social influence. She told HR Brew that in coaching new leaders on having difficult feedback conversations, for instance, it’s rewarding to see colleagues put those capabilities into practice. Her trainings have helped colleagues prepare for conversations to be the most meaningful and productive, she said.

This interview has been edited for length and clarity.

What’s the best change you’ve made at work?

I’m really proud of the comprehensive training programs I’ve helped develop, including a new manager training series and an onboarding process for newly promoted executives. These initiatives are designed to equip our leaders with the essential tools and skills they need to succeed, helping us build strong leadership at all levels. Along with a fantastic team, I’ve also played a role in creating and delivering training that simplifies the performance management process, making it easier to understand and digest as an employee.

What’s the biggest misconception people might have about your job?A common misconception I hear about working in HR is that we’re just here to hire and fire, or that “HR isn’t your friend.” 

My role is much more focused on developing and supporting our team through training programs, performance management, and leadership development. While it’s true that HR often handles recruitment and separations, our main goal is to help employees grow and succeed, and to be a supportive resource throughout their careers.

What’s the most fulfilling aspect of your job?

I strongly appreciate the opportunity I have to build relationships across all levels and departments. It’s incredibly rewarding to hear diverse perspectives and watch people grow in their careers. I also deeply value mentorship. I’ve been fortunate to have fantastic mentors who’ve supported and advocated for me, and I believe the best way to thank them is by paying it forward and mentoring others. I’m a firm believer in servant leadership, and that principle shapes how I approach my role.

What trend in HR are you most optimistic about? Why?

The incorporation of AI into the way we work. I’m most optimistic about its potential to enhance decision-making and streamline processes in HR. This technology can significantly reduce biases in many functions of HR, leading to more equitable workplace practices. Additionally, AI analytics can provide deeper insights into employee satisfaction and retention, ultimately fostering a more engaged and productive workforce.

What trend in HR are you least optimistic about? Why?

I’m cautious about the trend towards heavily quantifying employee performance metrics. While this data is valuable, it’s important to balance it with qualitative assessments that capture an employee’s full range of contributions, like leadership skills and their ability to champion company culture. By looking at both quantitative and qualitative aspects, we get a more holistic view of performance, which helps us recognize all the different ways employees can make a difference.