Well-built connections

Entering the human resources space was a happy accident for Gretchen Koback Pursel ’95. As a biology major at Lafayette, she originally envisioned herself in a career that melded the worlds of science and television. However, after working in advertising and television in New York City post-graduation, she was met with an opportunity that altered her trajectory.

“One of my roommates from Lafayette got me an exploratory interview at Tiffany & Co., where she worked at the time,” she says. “They told me about an open role in human resources, and I thought, ‘this could be a great opportunity.’” Unlike the television industry, HR wouldn’t limit her geographically to NYC or Los Angeles. “Additionally, HR professionals get to understand and have access to all facets of a business, and they meet all kinds of people. So, I sold them on my transferable skills, and I got the job.”

Pursel worked for Tiffany & Co. for 24 years, with her last four serving as Chief Human Resources Officer. In 2021, she was tapped by the team at global beauty company Wella to take on the role of global Chief People Officer. Most recently, she was recruited by luxury fitness giant Equinox, as Chief People Officer, where she is responsible for 11,000 employees across 110 locations in the U.S., U.K., and Canada.

Human resources, she says, is about much more than hiring and benefits. “We identify the talent that delivers what the organization needs, establish a culture that ensures the business operates optimally, and foster an environment so employees can thrive,” she explains. Here are some insights she’s gained.

Everyone’s a recruiter

Recruiting should be a company-wide initiative—not just the responsibility of the HR team. “Every employee is an ambassador of their organization,” she says. Leveraging employee networks and relationships, she adds, is one of the most effective ways to find the talent you need. Outside of work presents a plethora of opportunities to discover skilled individuals, whom employees may already know, who could be a perfect fit.

Be honest

The interview process shouldn’t be about selling potential candidates on the role or the organization, Pursel says. Instead, she paints a very realistic picture of the day-to-day—whether that’s the mundane, the availability of resources, or how scrappy they might need to be. Pressure-testing comfortability levels allows for candidates to step into a position with a realistic understanding of expectations—and for HR to pinpoint who will jive with the company culture.

Qualifications aren’t everything

Making sure a candidate meets the basic qualifications for a role isn’t up for debate; however, there are two qualities Pursel looks for in everyone she interviews that are equally crucial to the hiring process: humility and common sense. “Ask why they chose to join or leave a company, and what worked or didn’t work for them in the past,” she says. These questions uncover subtle cues about how well a candidate works with others. “They could be the smartest, most capable person,” Pursel says, “but if they don’t get along with their team, it can be disruptive—and that’s not going to work.”

Putting people first

Offering mental health benefits are some of the most underestimated ways to retain talent, Pursel says, noting that employees really take advantage when it is made available. “It’s about being human and recognizing they are people who need a support network to set them up for success.”

Give space to grow

Creating space to hold conversations with employees about what keeps them engaged, Pursel continues, allows leaders to gain insight into the pulse of the organization—and opens the door for employees to explore potential for growth beyond their assigned duties. “There’s a whole world of existing opportunities that they’ve just never been exposed to.”