Meet Laura Selig, Chief People Officer (CPO) at Model N, a revenue optimization and compliance company. Selig has more than 25 years of HR experience working in a myriad of industries, including financial services and high-tech. Before joining Model N in 2018, Selig led the people functions for high-tech startups, including SnapLogic and Couchbase, and served for many years in global HR leadership roles at Visa, Inc.
In her role as CPO, Selig oversees all aspects of HR – including talent attraction and retention, employee learning and development, and culture initiatives – to grow and enhance Model N’s reputation as a great place to work.
“I have focused on building Model N’s culture to center around employee experience and well-being,” Selig shared with HR Daily Advisor. “My team and I introduced “belonging” into our diversity, equity, and inclusion (DEI) strategy to create a more inclusive environment for our employees. In fact, Model N was included in two of Fortune’s Top Places to Work lists in 2023, which was a big accomplishment for us.
“HR — and business in general — is never stagnant,” she added. “We must continually let go of what we think we know and embrace constant evolution. An open mind and a willingness to learn — or unlearn — will set us up for success. The pandemic shook up work life, and I consider right now to be the most exciting time to be in HR. The unexpected twists have pushed me to completely reimagine how to motivate and engage today’s workforce. This type of mindset is one we must permanently adopt so we can better meet the changing needs of our workforce.”
In our latest Faces, meet Laura Selig.
How did you get your start in the field?
I graduated college with a psychology degree and intended to return to school for a master’s degree. I took an HR job to earn tuition and during that time, discovered my passion for HR. While it was not my original goal, I’m grateful to be doing work I’m so passionate about.
I possess a natural curiosity and interest in understanding people, especially in the workplace. That’s why I originally gravitated to psychology, but these traits are also suited for HR. As I gained more workplace experience, I developed knowledge of operations, finance, and other core business capabilities, allowing me to be a better strategic partner and advocate for employees.
Who is/was your biggest influence in the industry?
Many people will tell you they learn more from negative work experiences than positive ones. This rings true for me. I worked at a job where I was very unhappy, and that has been my most powerful influence. I understand how work dissatisfaction and frustration impact all aspects of your life, not just your working hours. This experience motivates me as an HR leader to do whatever I can to make employees feel respected, valued, and empowered in ways that drive positive engagement and job satisfaction.
Outside of the industry, I draw significant inspiration from my three teenage children. They don’t hesitate to say what’s on their mind, challenge what they don’t agree with, and push for change. It took me years to learn these skills that come so naturally to them.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
My favorite part of working in HR is having the privilege of cultivating positive work experiences for employees every day. I get tremendous fulfillment from crafting policies, programs, and training that nurture fulfillment, engagement, and professional growth. I love that every employee has unique wants, needs, and goals for themselves, which challenges me to create inclusive strategies that appeal to a broad set of employees.
HR roles require extensive administrative work. Many times, these tasks can be tedious and repetitive. An HR person’s time is best spent engaging with employees and developing strategies to adjust to evolving needs. Fortunately, technology is developing capabilities to offload more of the administrative burden and free HR professionals to do more meaningful work. I encourage companies to evaluate their workflows and find opportunities to streamline processes, whether it’s through technology or cutting some red tape.
It sounds like through your experience you really care about people, and you want to help them feel safe and comfortable, which is important in the industry. Please elaborate here.
My natural desire to understand people laid the foundation for my human resources career. My purpose as an HR leader is to create environments that allow employees to feel safe, comfortable, and empowered to be their best selves at work. People spend a significant amount of their lives working, and this time should support their happiness and fulfillment, not detract from it. My personal experience fuels my commitment to building workplace cultures centered on trust, compassion, and support.
I strive to create a workplace where employees feel genuinely supported and heard – knowing their contributions truly matter. For this reason, I introduced “belonging” into my company’s DEI strategy. I hope that by listening closely to employee experiences and continuously adapting policies, we can make work a positive experience that adds value to people’s lives and drives personal and organizational success.
How can HR most effectively demonstrate its value to the leadership team?
HR has evolved to be a critical driver of business success. Culture is the lifeblood of an organization, and HR defines and implements company values, building a foundation for a positive, collaborative, and productive work environment. This type of culture contributes to recruitment and retention. HR should highlight engagement survey feedback, turnover rates, hiring successes, and employee satisfaction scores that relate to business success. Presenting competitive data around factors influencing retention and talent attraction can underscore the strategic advantage of putting people first.
Where do you see the industry heading in five years? Or are you seeing any current trends?
In the next five years, I anticipate two major trends:
1. Embracing AI technology to enhance employee experience.
2. An increased focus on fostering human connection in evolving workplace models.
AI’s potential to improve employee experience by helping leaders focus on what’s most critical is incredibly exciting. Companies can leverage technology to support – not replace – human judgment and decision-making. Tasks requiring significant resources, such as talent attraction, performance management, and career development can be streamlined to allow leaders more time to invest in their people and to make important decisions.
The traditional five-day, in-office workweek is gone. Companies now must figure out what format works best for their employees. There is no one right answer. Regardless of the company’s choice, leaders must recognize that in both in-person and remote settings, employees can – and do – drive connection and collaboration in new, innovative ways. In a remote workplace, listening to employees about what makes them feel connected to their company and colleagues, and developing programs that support them is especially important. It can be challenging, but it’s worth the investment.
What are you most proud of?
Model N has created a culture of inclusion and belonging where employees are heard and supported. We’ve established a strong foundation with our DARE Core Values (Dream, Align, Respect, and Excel). Every employee knows and understands our mission, and our leaders demonstrate, reinforce, and incorporate these values into every company decision.
Do you have any advice for people entering the profession?
Business acumen is becoming increasingly valuable for HR professionals, but at the end of the day, HR is about people. Empathy will always be a critical trait in this industry. While HR professionals face many competing business interests, they must remember that what’s good for people is good for business. HR leaders must learn to advocate for their employees and balance employee and business needs.
As you begin your career journey, build your network and a community of support. Seek mentorship, talk with different people, and join relevant professional organizations. You must be proactive in seeking opportunities and developing your skills.