With over 12 years in HR leadership, Karina Young has built her career on a simple, powerful philosophy: people strategy isn’t just about supporting employees; it’s about fueling business growth. As VP of People at the HR tech firm 15Five, she blends innovation with pragmatism to ensure that her team is always forward-thinking and deeply aligned with the company’s core objectives. She believes in creating workplaces where integrity, trust, and inclusion drive tangible results like engagement and retention.
But for Young, this strategic journey didn’t start in a traditional HR office.
Like many of her peers, Young’s career in people operations began by accident. She was a “Jill-of-all-trades” at a tech startup, tasked with everything from setting up new hire laptops and planning company events to leading an office remodel. She was immersed in the day-to-day chaos, but she quickly discovered which parts she loved most: onboarding, leadership development, and culture-building—the very things that helped employees feel seen and set up for success.
“At the time, I didn’t even know I was ‘doing HR,'” Young recalls. “I was just obsessed with creating moments that mattered. Experiences that made employees want to stay, grow, and perform.”
What ultimately hooked her was realizing that these moments weren’t just about making people feel good; they directly translated to stronger business outcomes. That realization, combined with her early exposure to executive offsites and board meetings, sparked a crucial curiosity. She started asking questions about business goals and why there was often a disconnect between strategy and what was happening on the ground.
That curiosity is what ultimately pulled her into HR. She saw the role as a bridge between the executive team, the people doing the work, and the business results they were all striving for. Today, Young brings that same passion and data-led focus to 15Five, proving that the most effective HR leaders are often the ones who took the most unconventional path.
In our latest Faces, meet Karina Young.
What’s your best mistake and what did you learn from it?
I’m a big believer in the power of mistakes. They’re the fastest way to figure out what’s not working for yourself or for your team. One of my most important early lessons came when I had to coach someone who wanted to move into a role that would involve sensitive employee data. I didn’t think they were ready, and instead of coaching them, I just told them, flat out, that I didn’t trust them. It was brutally honest and totally unhelpful.
That moment stayed with me because it taught me something fundamental: honesty without compassion can be cruelty. I hadn’t offered feedback, context, or development. Just judgment. It wasn’t the kind of leader I wanted to be.
Years later, I was able to make amends. That individual showed me more grace than I probably deserved, and that generosity stuck with me. We’re all growing. Sometimes the best leadership lessons come not from getting it right, but from owning it when you don’t.
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 HR is that it sits at the intersection of people and performance. We’re one of the only functions that works both in business and on business. That gives us a unique lens to see what’s working, what’s not, and how to align HR strategies with business results.
And yet, my biggest frustration is how often HR undersells that superpower. Too many HR functions still act like order-takers rather than strategic partners. I don’t believe in waiting for a seat at the table. I believe in taking it by showing how people strategies impact revenue, retention, productivity, and innovation.
If we want to be treated like leaders, we need to act like them: with data, focus, and measurable impact. I’m passionate about helping HR evolve into a more strategic, business-aligned function not just because it’s good for our companies, but because it’s what our managers and people need to thrive.
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.
I do care about people, and I care about creating a shared space where people and companies show up for each other. That starts with trust and clarity. For an employer, that means setting expectations clearly, communicating honestly, and doing what you say you will. For employees, it means opting into that same standard of accountability and excellence.
To me, HR isn’t about making people happy all the time. It’s about enabling people to do their best work in a system that supports them. It’s also about knowing where the boundaries are. My job isn’t to be the star of the show, it’s to be the conductor who makes sure all the pieces are working together. The conductor leads without fear, they correct you (kindly!) in the moment you need it, and they get people excited to work together for a harmonious outcome.
How can HR most effectively demonstrate its value to the leadership team?
We demonstrate value the same way every other function does: by improving business performance. The HR teams I admire are the ones that tie their work directly to top-level business. Whether it’s increasing manager effectiveness or reducing regrettable attrition, they get why it matters to the businesses’ bottom line and are confident defending it. We need to stop talking about HR as soft or immeasurable. If you run it like a business function, you’ll get measurable business results.
Where do you see the industry heading in five years? Any current trends?
We’re in a transformational moment. AI is radically reshaping how businesses work – not by replacing people, but by identifying where human interaction matters most and where it doesn’t. Strategic HR leaders are already shifting from process administrators to people architects, and I see this trend exploding in the next few years. CHROs will be pivotal in designing systems that drive culture, growth, and performance and scaling those systems through their most powerful asset: managers.
I also see a shift from one-size-fits-all programs to targeted, personalized experiences. Blanket surveys and generic development plans don’t work. What does work are data-driven approaches that help managers solve the right problems at the right time. Manager effectiveness will be simplified with real-time insights and coaching that truly shape better leaders—the kind of in-the-moment coaching I wish I had all those years ago! As HR leaders, we need to get sharper, faster, and more focused.
Do you have any advice for people entering the profession?
Curiosity is the most underrated skill in the workplace and frankly, maybe life overall. Stay curious, my friend. Ask why things work the way they do and how they could work better. Don’t silo yourself to one dimension of HR like policies or perks. Lean into curiosity to influence strategy, drive performance, and shape company culture.
Also, don’t wait for permission. “Ask forgiveness, not permission”has been a career motto of mine, and 90% of the time, it has worked in my favor. The best HR experts I know are the ones who speak up, take initiative, and ask hard questions. Be one of them, especially when it scares you. You never know what that ambition will lead to.