'It's about the people… the emotional connection you can actually build to people'
Diana Valler is not your typical HR professional; she considers her role in human resources as not just a profession, but “a calling.”
As CHRO for TravelBrands, Valler is fervent about making a “difference in people's lives” and fostering that human connection. And Valler’s proclivity for interpersonal connections has been with her since childhood.
“Even since my kindergarten years, I always found joy in connecting with people, helping them, supporting their growth,” she tells HRD.
This inherent zeal for people and their personal and professional progression is what steered her towards a career in human resources. She sees her journey in HR as a pursuit of her “passion for people,” a journey where she could use her ability to motivate and ensure that people are striving for excellence.
Because for Valler, HR is not merely about administrative tasks and organizational management; it’s about forming emotional connections and impacting lives.
“It's about the people… the emotional connection you can actually build to people. It's very, very rewarding.”
Now, at TravelBrands, she’s not only an HR leader but also a significant entity on the board across all the Canadian travel organizations under their umbrella.
“It’s a fun industry to be in,” she tells HRD.
But it’s not always been plain sailing. The onset of the COVID-19 pandemic posed unparalleled challenges to businesses worldwide, and for Valler it was a moment that called for unwavering resolve and adaptation.
The pandemic brought the travel industry to a screeching halt; “The clock literally stopped because nobody was traveling.” Recalling the moments from the beginning of March 2020, Valler highlights the ordeal: “We had to send people home… there was no job.”
The company, operating on skeletal staff, unfortunately had to terminate over “60% of our staff members.”
From close to 1,200 individuals among the group of companies, the staff was downsized to around 800. In such taxing times, maintaining open and honest communication was Valler’s formula for keeping morale high among the employees.
“We are extremely open with the people… you're still our people, even if you're on leave,” Valler says.
Valler and her team developed a Facebook page for those on leave, ensuring the flow of communication remained unhindered. They worked on keeping everyone informed through various mediums, such as video messages from the executive team.
“It was done through unity and open and transparent communication… people will appreciate that and they are going to be going miles for the organization that they feel that truly cares for them,” she tells HRD.
To understand and address the concerns of the staff, numerous mental health initiatives were launched. Confidential surveys were conducted, asking questions like, “How are you feeling? How is your family feeling? How can we best support you during these times?”
What’s more, the company’s CEO showcased kindness and support by donating personal funds to those on leave during Thanksgiving, Christmas, and other various holidays. Such gestures were not merely about financial aid but more about showing kindness and compassion during tumultuous times.
Despite the many challenges, Valler continued to focus on improving employee experience. The vision of “one company, one division, one employee experience” remained steadfast, and even during the pandemic, the strategic plan to implement a new HR system proceeded.
And through meticulous planning and coordination, even with skeletal staff, they successfully implemented the new HR system, earning them the Innovation Award from UKG.
“We made it happen successfully… because of the innovation during the implementation,” she tells HRD.
The experiences Valler underwent through COVID may have been challenging, but they also shaped her as a leader. For younger professionals just starting out in HR, and looking to emanate the same career success as her, Valler advocates having an open mind.
“You have to look at what your industry is actually requiring, what your business needs are because ultimately, we're partners to the business.” Valler says - to shape actions and decisions around the concrete requirements of the business, emphasizing the symbiotic relationship between HR and business operations.
“It has to make meaningful sense for yourself, by having an open mind and seeing it through the eyes of an employee - what will be best for that employee journey to be successful? If you don't know the answer, say ‘I'm really sorry, I don’t know but I’m going find it out for you’.”
As Valler explains, it’s through that openness that leaders both gain and build that bridge of trust that everybody needs.
“Last but not least, embrace change,” she says. “Because change is constant. And we, as HR leaders, have to continue to adapt and innovate our ways to ensure that he employees succeed in the organization.”
Want to learn more about changing HR trends in Canada? Valler will be speaking at our HR Leaders Summit – register here.
