Bill Fahey
Chief Human Resources Officer
Carnegie Institution for Science
Episode 258
Mastering HR Evolution: Engage, Support, and Lead Change in Established Organizations
Current chapter: Built by People podcast features insights from world's top HR leaders
Built By PeopleMarch 25, 2025 · 22:56
Thesis
“Effective HR leadership in complex, established organizations requires intentionality, deep stakeholder engagement, and a realistic, supportive approach to change, focusing on individual development and celebrating progress amidst challenges.”
Show notes
Innovative HR Strategies and Change Management with Bill Fahey.
In this episode of the Built by People Podcast, sponsored by Previ, host David speaks with Bill, the head of HR at Carnegie Science.
Bill shares his career journey from healthcare management to holding a significant role in HR. Highlights of the discussion include the evolution of HR practices at Carnegie Science, implementing the institution's first-ever performance management process, and overcoming the challenges of modernizing HR in a century-old organization.
Bill also delves into change management practices, supporting technical experts transitioning into leadership roles, bridging generational gaps within the workforce, and maintaining organizational culture in remote and hybrid work environments.
He concludes by emphasizing the importance of recognizing small wins and staying focused on long-term objectives to navigate the complex nature of HR.
00:00 Introduction to the Built by People Podcast
00:16 Sponsorship Message from Previ
00:44 Bill's Career Journey02:09 Modernizing HR at Carnegie Science
04:17 Implementing Performance Management
07:26 Challenges in Change Management
11:40 Developing Management Capabilities in Technical Experts
14:17 Bridging Generational Gaps in the Workforce
17:42 Maintaining Organizational Culture in Remote Teams
21:17 Parting Advice for HR Professionals
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What you'll take away
- 1Successful HR modernization in long-standing organizations hinges on carefully understanding existing culture and securing broad stakeholder engagement to overcome resistance to change.
- 2Adopt a 'progress and development' approach to performance management, emphasizing expectation setting and growth rather than just ratings, to cater to diverse employee groups.
- 3Overcome change management pitfalls by embracing imperfection, providing extensive post-implementation support, and dedicating resources to help employees adapt to new systems and processes.
- 4For technical experts transitioning to leadership, proactive assessment of management skills and sustained post-promotion support, including mentorship and foundational management training, are crucial.
- 5Foster strong culture and engagement in remote teams through intentional communication, consistent expectations across all employees (remote or in-office), and dedicated virtual social opportunities.
What most organizations get wrong
- •Pushes back on the 'perfection mindset' in change management, arguing that expecting flawless execution often leads to issues, and post-event support is more critical.
- •Challenges the traditional 'performance management review' label, opting for 'progress and development' to shift focus from ratings to role clarity, expectation setting, and growth, especially in scientific institutions.
- •Expresses skepticism about rigidly labeling generations, preferring an inclusive approach that understands individuals rather than boxing them into stereotypes.
In Bill's words
“You have to be very careful in how you approach change in an organization in general, but I think also for one, like Carnegie, who was very unique, special in many ways.”
Emphasizes the nuanced, context-specific approach required for change in unique organizational cultures.
“The main objective of what we're trying to accomplish is around expectation setting, making sure that managers and employees are having those conversations to really bring role clarity, to really understand and set the path forward.”
Articulates a modern, development-focused purpose for performance management beyond traditional ratings.
“I think the reality of the situation, just based on my experience with any kind of change, whether it's been small or large, there is no perfection.”
Directly challenges the common 'perfect execution mindset' in change initiatives, advocating for realism.
“I think the big key, big opportunity we have from HR comes after somebody has been put into that management role and really making sure that we are there and we are helping them and their managers and others, helping them really be successful as a new manager.”
Highlights the critical, often overlooked need for ongoing support post-promotion in leadership development.
“It has to be more intentional because we're not all in the same location all the time. Although I know the trend is starting to perhaps lean back that way, but those casual conversations and collisions you have in the coffee area, for example, you don't necessarily have those when you're on Zoom.”
Explains the shift from incidental to intentional connection in remote work environments.
“Keeping your eye on the long term and staying focused on what it is you're trying to do and what it is you're trying to accomplish, but along the way, taking the time to stop to look back and to celebrate and recognize the wins that you have along the way.”
Offers powerful parting advice for HR professionals, emphasizing resilience and recognition.
The problems this episode addresses
- •Decentralized/fractured HR functions leading to 'shadow organizations' and inconsistent practices.
- •Employee resistance and loss of control when centralizing HR or introducing new models (e.g., HR Business Partner).
- •Challenges in implementing standardized HR processes (like performance management) that also accommodate unique departmental needs (e.g., scientific research groups).
- •The 'perfection mindset' in change initiatives that neglects crucial post-implementation support, leading to failed adoption.
- •Difficulty in effectively transitioning subject matter experts into leadership roles due to a lack of management capabilities and insufficient post-promotion support.
- •Generational differences causing friction in feedback and communication styles within the workforce.
- •Maintaining a cohesive organizational culture and high employee engagement in dispersed/remote teams due to lack of informal 'collisions.'
- •The inherent challenges and often negative perception of HR work, requiring resilience and focus on long-term impact.
In this episode
Built by People podcast features insights from world's top HR leaders
Built by People
David Schumacher shares a little bit about his career journey
How Did Your Career Journey Begin?
Bill Miller: Carnegie Science implemented its first-ever performance management process
The Carnegie Science HR Modernization
HR leaders often think they have perfect execution mindset when implementing change initiatives
The Perfect Execution of Change
Bill, you've highlighted the ongoing challenge of promoting subject matter experts into leadership
Post-Crisis management capabilities
The workforce today spans multiple generations with different perspectives on work
How to Bridge the Gen Z-Work Gap
Bill Miller: Managing remote teams can be difficult, especially when they're dispersed
The Secret to Managing Remote Teams
Bill Miller shares his parting advice with the Built by People community
A Final Wish for HR Professionals
Topics covered
Organizations and entities mentioned
Full transcript
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