In today’s fast-moving global companies, HR leaders need to be sharp thinkers and strong people connectors. That’s exactly who you’ll find in Elena Skvortsova, the HR Director at Muse Group. With over 10 years of experience helping international teams grow, Skvortsova is a pro at linking people strategy to big business goals.
Skvortsova’s career has taken her through both tech and creative worlds, giving her deep skills in areas like managing how people perform, helping talent grow, and guiding companies through big changes.
Before joining Muse Group, she worked at IT and FinTech firms, where she focused on building larger teams, keeping employees happy, and making HR processes smart and data-driven to help the business. At her core, Skvortsova believes the best HR solutions help companies expand while also making sure employees have a great experience. She’s all about creating HR plans that are human-focused but can also grow with the business.
The Path to People & Data
So, how did someone so clearly at home in HR find her way into the field? Skvortsova’s journey started at a technical university, where she loved working with numbers and using data to solve problems. But she also knew she wanted a job where she could connect with people every day.
“That’s how I found my way into HR,” she explains. “It allowed me to combine analytical thinking with a strong human element.” It’s this unique blend of sharp data insights and a genuine care for people that makes Skvortsova such a powerful HR leader, proving that the best HR strategies are often built on both numbers and heart.
In our latest Faces, meet Elena Skvortsova.
Who is/was your biggest influence in the industry?
I’d say Josh Bersin, the HR research analyst – for his data-driven insights, practical tools, and thought leadership approach.
In terms of books, “Drive: The Surprising Truth About What Motivates Us,” by Daniel H. Pink has had a lasting impact on me. I find myself re-reading it whenever I’m facing challenging times or dealing with complex projects.
What’s your best mistake and what did you learn from it?
My biggest mistake – if I can even call it a mistake and not just part of the learning journey – was that, early in my career, I saw HR primarily as a function meant only to solve employee problems and act solely as their advocate. Over time, I’ve come to see that HR isn’t just about supporting employees – HR, as a strategic business function, is about aligning people strategies with business goals, helping teams perform at their best while supporting the company’s long-term success. Why? Because when the business thrives, it creates more opportunities for employees. That’s why now, before launching any HR process or practice, I always start by asking: how will this support the business? How will we know it’s bringing real value at the end of the day?
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
In HR, what I enjoy most is that it’s constantly evolving. There’s always something new to learn, new challenges to tackle, and opportunities to grow. Nearly every major strategic project in a company eventually involves HR. That means we have to dive deep into the business side and find the most effective way to support the company’s success through people.
One example: in 2023, when Muse Group acquired Hal Leonard, the world leader in sheet music publishing, it was my first experience leading an international integration project. And as anyone who’s been through an acquisition knows, HR plays a crucial role – not only in aligning HR functions, but also in helping integrate broader business processes and teams. It was a steep learning curve and a major growth opportunity, full of uncertainty and challenge – and I loved it!
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.
Absolutely. I’ve seen that people feel truly safe and confident at work when they know their efforts matter – when they understand how what they do every day contributes to something bigger. When employees can clearly see the connection between their efforts and the company’s results, they feel more secure in their roles and more engaged overall. As an HR leader, I focus on creating the kind of environment where people see the impact they’re making and know where they’re heading. It builds trust, a sense of purpose, and ultimately supports both individual and business success.
One of the ways we support this at Muse Group is through a leadership principle we call Radical Ownership. It encourages people to take full responsibility for their work – not just for their tasks, but for the outcomes – including identifying problems and driving solutions. It helps create a culture where people feel empowered to act, confident in their decisions, proud of their contributions, and motivated to grow.
How can HR most effectively demonstrate its value to the leadership team?
As mentioned, I believe in a data-driven approach – I genuinely enjoy working with data in all areas of business and life. That’s why I see HR’s greatest opportunity to demonstrate its value in linking its initiatives to business outcomes, ideally with measurable results. HR is a great area to apply a data-driven mindset, as it offers so many opportunities to connect people metrics to business performance.
Where do you see the industry heading in five years? Or are you seeing any current trends?
I see AI playing an increasingly significant role in HR in the next five years. We are already seeing trends like AI-driven recruitment tools that help streamline hiring, predictive analytics for employee retention, and AI-powered learning and development programs that personalize training. I believe AI will continue to evolve, helping HR teams make more data-driven decisions, automate routine tasks, and create a more personalized and efficient employee experience. To stay effective, we need to embrace these changes and learn how to integrate AI into our daily operations.
What are you most proud of?
I’m proud of my team. For any leader, the team is the foundation. You can complete a project quickly and successfully on your own, but when it comes to strategic projects, an effective team is essential. That’s why I believe one of the most important responsibilities of a leader is to build and support a high-performing team.
In terms of projects, the most complex, large-scale, and challenging – yet rewarding – project of my career so far has been the integration work following Muse Group’s acquisition of Hal Leonard. It has been an incredibly intricate, cross-functional endeavor. I’m proud of the effective, scalable processes we’ve built – even though it’s still a work in progress.
Do you have any advice for people entering the profession?
My advice is to approach unknown or new projects as valuable learning opportunities. Don’t be afraid to dive in.
Ask for help when you need it – don’t hesitate. Support can come not only from colleagues within your company, but also from the broader community. Today, there are so many opportunities to connect with professionals who can offer guidance and share their experience.
And always aim to “Go to Eleven”*, as we say at Muse Group – give your best and go above and beyond (*“This Is Spinal Tap” movie reference).