Kim Strignile is a Senior Vice President and HR Business Partner Director, a seasoned Human Resources (HR) leader with over 24 years of experience. Her expertise spans talent strategy, organizational design, and leadership development. At Provident Bank, she leads both the HR Business Partner and Talent Acquisition teams, which are crucial in cultivating a high-performing culture and aligning people strategies with the organization’s Guiding Principles.
A Trusted Advisor and Strategic Partner
Strignile is a trusted advisor to Provident Bank’s executive leadership, providing strategic guidance on organizational design, workforce planning, and talent optimization. Her deep knowledge of career pathing and succession planning enables the bank to develop a resilient, future-ready workforce, while simultaneously enhancing employee engagement and retention.
Known for her collaborative and results-driven approach, Strignile is a key player in driving the implementation of impactful strategies and programs at the bank. Her achievements include implementing change management strategies, providing crucial support to leadership during transformational periods, and creating tools that enhance workforce agility and the employee experience. Her efforts in driving cultural transformation and aligning HR practices with overarching business priorities have consistently delivered measurable outcomes.
Before her current role, Strignile spent over two decades at TD Bank, where she held leadership roles with increasing responsibility. These included VP, HR Director, and Head of U.S. Talent. Her extensive experience encompasses critical functions such as Risk Management, Compliance, ESG, and Talent Management. During her time at TD Bank, she successfully managed large-scale organizational restructuring, drove key workforce planning efforts, and partnered closely with executive leaders to align HR policies with business objectives. She also spearheaded diversity and inclusion initiatives and enhanced career development and succession planning processes. Ultimately, Strignile is passionate about fostering inclusive environments and empowering teams to thrive, particularly within dynamic, high-growth settings.
From Paralegal to HR Leader
When asked about her start in the field, Strignile shares, “I began my career as a paralegal, as I have always been interested in studying law. After three years of working for a small law firm, I explored opportunities to expand my development with a more prominent corporate firm. In doing so, I came across an opportunity in Human Resources that piqued my interest. Having received an offer for the HR role, I thought this would be a good opportunity to leverage my transferable skills while also developing in HR and a corporate environment.”
Strignile started her HR career as an HR Generalist, which allowed her to explore various areas within the industry, including Employee Relations, Talent Acquisition, Benefits, Compensation, Learning, and Development, while also building her business acumen.
“Through this experience, I realized my passion leaned towards working with business leaders and their teams to align strategies with business priorities and objectives to help develop the talent needed for a business to be successful,” Strignile recalls. “As time progressed, I held various positions supporting different lines of business. I continued to gain knowledge and insights that were instrumental to supporting the business’ growth and developing the talent needed to align with the evolving structures of the organization.”
In our latest Faces, meet Kim Strignile.
Who is/was your biggest influence in the industry?
I’m lucky to say that I have had multiple influential figures and mentors throughout my career who have helped shape who I am as a leader in HR. I’ve always believed that mentorship figures and influencers come in various forms, offering valuable perspectives that can highlight both strengths and areas for growth. I say this because I’ve gained valuable lessons from both those who inspired me and those who didn’t.
Those who didn’t inspire me helped me understand the kind of HR professional and leader I strive not to be, motivating me to cultivate a leadership style free from negative influence. Instead, I try to ‘pay it forward’. I remember those who were engaged in my growth and development and how they took chances on me, and I try to do the same for others. I will never forget how I started and what it took to get to where I am today, so if I can help others with their trajectory and development, I’m happy to do so.
What’s your best mistake and what did you learn from it?
I’ve had my fair share of mistakes over the years, but I try to leverage mistakes as a learning experience and opportunity for growth. As HR professionals, we always need an accurate answer for everything on the spot. What I learned early on was the benefit of asking questions and giving myself time to think through or work through a situation. I think it is important for HR professionals to know that it’s okay to pause; it’s okay to ‘take something away’ and circle back. Ultimately, it’s not about having an immediate response; it’s about providing the proper level of support, having a thoughtful and research-backed response that proves to be most valuable to those you support and partner with.
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.
People genuinely care about where they work and what a company can provide them. This is why a company’s values and culture are so important. You not only have to speak to it, but you must live it. Employees come to work every day to do a job, but it’s much more than that. As an HR leader, I want to foster an environment where employees bring their whole selves to work and feel comfortable being their true selves.
How can HR most effectively demonstrate its value to the leadership team?
HR can demonstrate its value to the executive team by aligning its people strategy with the business and growth strategy of the organization. At Provident Bank, we are an evolving organization that has nearly doubled asset size in the past eight months. Understanding business priorities, team dynamics, and talent needs, as well as maintaining values, evolving culture, and being a partner at the table, is a value add to the company’s performance.
Do you have any advice for people entering the profession?
My advice for anyone entering the HR profession is not to be afraid to ask questions. You learn from asking questions, not making assumptions. It’s also okay to ask for help! In HR, we work in many gray areas that require us to leverage other partners for support, guidance, and help.