Chief Human Resources Officer
Terri oversees human resources for One Call’s more than 2,000 employees. She is responsible for creating and delivering the company’s overarching vision for culture and engagement, diversity and inclusion, and top talent acquisition and retention. Terri has more than 25 years of experience in human resources. Prior to One Call, she served as senior vice president of global human resources for Pontoon Solutions where she is credited with creating a people-centric organization, attracting and developing the best talent, and positioning the company as a leading ‘Great Place to Work.’ Terri received her Master of Human Resources Management from the University of South Carolina and her Bachelor of Science in Business Management/HR from Clemson University.
Never assume you know what people need or want. Include them in the discussions as much as you possibly can when determining how to proceed in issues that impact them.
Wellness and setting boundaries/expectations.
We added Quantum Healthcare to our offering this year. We expect savings created to more than makeup for the cost of the program and are already seeing them drive satisfaction and understanding of our benefits programs within our employee population.
Medical insurance, customizable training content and leave outsourcing.
Mission, vision, and values tie in through the entire organization in our program and initiative delivery.
Thank you Thursday – effective, being improved currently - This is our way to recreate the opportunity for hallway talk or lunch table informal chatter. We do a virtual meeting and anyone can attend. We’re morphing it into a part of our recognition efforts now to help make it more impactful and plan to use it to recognize milestone service awards, new client wins, project launches, and more. No meeting Thursday – very effective, we have our calendars blocked to prevent internal meetings every other Thursday. People love the opportunity to focus and get their work done without interruption. Restricting Outlook to only book 25 and 50-minute meetings to build in a break between calls – very effective, people now have time to grab a coffee or use the restroom between meetings.
The past year+ has given us the chance to reflect on the whole being of an employee. In many situations, people have shied away from bringing anything personal to their work. It was as if our families are pictures on our desks and nothing more. By forcing workers to go home we have gained a new appreciation of the many facets that make up a person and in turn, an employee. We have had to learn to listen and respond thoughtfully to be able to find a solution that works for our organizations and our employees to allow us to move forward in these strange strange times.