Meet Joshua Cansler, SHRM-CP, the dynamic HR leader overseeing human resources at LRS Architects, Portland, Oregon’s largest majority women-owned architecture firm. With a career built on strategic vision and a deep commitment to people, Joshua embodies the impactful blend of human touch and operational excellence.
A Career Built on Connection
Joshua brings over two decades of diverse human resources experience, having navigated the unique landscapes of architecture, staffing, technology, and nonprofit sectors. This broad background has given him a unique ability to approach HR operations, compliance, and employee engagement with a truly strategic and people-centered mindset. He’s led initiatives within organizations of all sizes, ensuring they adapt seamlessly to varied workplace cultures and the ever-evolving demands of different industries.
Joshua’s expertise spans the full spectrum of HR. He’s managed comprehensive programs covering everything from benefits administration and policy development to performance management and internal communications. In the architecture world, he’s been instrumental in strengthening internal culture and providing crucial stability, even through economic uncertainties. During his time in fast-paced staffing and government contracting, he streamlined onboarding, ensured compliance, and managed employee relations, making transitions smooth for everyone.
His journey also includes supporting global HR operations within the technology sector, where he managed immigration processes for international staff and played a key role in finding and attracting top talent. Earlier in his career, in the nonprofit space, Joshua developed impactful employee orientation programs, handled benefits, and worked closely with leadership on strategic HR planning and engagement initiatives.
The Human Equation
Recognized for his calm presence, sharp attention to detail, and trusted discretion, Joshua remains steadfast in his commitment to helping people feel supported, heard, and respected. Whether he’s guiding complex compliance efforts or championing a vibrant workplace culture, his core goal has always been clear: to create environments where people genuinely thrive, ultimately fueling the success of the entire organization.
In our latest Faces, meet Joshua Cansler.
Who is/was your biggest influence in the industry?
Two incredible women have had the greatest influence on my HR journey, and I’m grateful to be connected to both still: Deborah Jeffries and Leigh Estrada. Early in my career, Deborah—of HR Answers—was my go-to when I needed guidance navigating employee relations. She helped me understand how to weigh both the human side and the risk management perspective before crafting a response. Her coaching taught me the value of empathy paired with sound judgment.
Leigh, a powerhouse in the field, shaped my understanding of the more technical and operational aspects of HR. From her, I learned the importance of efficiency, precision, and the impact of getting the details right. Her mentorship gave me the tools to build structure and credibility in every part of the work I do. Each brought a unique perspective that helped shape not only how I approach HR, but also who I’ve become as a professional.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
It might be an unusual combination, but my favorite parts of the industry are compliance and the human component. I genuinely enjoy a good audit! At the same time, coaching and supporting staff development brings me a great deal of fulfillment. Watching employees grow and progress over the years is incredibly rewarding—and there’s a reason I’m known as Coach Cansler!
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.
HR within the architecture industry comes with its own unique challenges and uncertainties. Economic shifts can directly impact project flow and staffing, leading to fear, stress, and a lack of job stability for many employees. I’ve seen how this uncertainty affects not only morale but also the creative energy that’s essential in architectural work.
As HR Manager, my role is to be calm and maintain a consistent presence amid that uncertainty. I focus on being accessible, listening without judgment, and giving clear, honest communication—especially when things feel unclear. Whether it’s explaining benefits during a stressful life event, walking someone through a change in role, or simply being a sounding board, I want people to feel like they’re not navigating this alone.
I also advocate for transparency from leadership and support initiatives that reinforce a culture of trust and care—like check-ins, flexible policies when possible, and wellness resources. When people feel psychologically safe, they are more engaged, collaborative, and resilient, even during times of change.
At the heart of it, I care about creating a workplace where people feel seen, supported, and valued. That’s not always easy, but it’s exactly why the HR function matters.
How can HR most effectively demonstrate its value to the leadership team?
Show up – Be present and proactive, not just when there’s an issue, but as a strategic partner in planning, discussions, and decision-making. Leadership needs to see HR as a consistent voice at the table—not just a support function, but a driver of culture, performance, and organizational health.
Interject – Speak up with confidence when people’s decisions, risks, or cultural impacts are being overlooked. Offer insight grounded in both policy and empathy, and be willing to challenge assumptions constructively. HR brings a unique perspective that balances both business goals and people-centered thinking.
Insert – Don’t wait to be invited—build relationships, understand business objectives, and find the right moments to weave HR strategy into broader organizational conversations. Whether it’s growth planning, operational change, or crisis response, HR’s voice is most valuable when integrated early and often.
Ultimately, the more HR embeds itself in the everyday and future-forward thinking of the organization, the more leadership will see its value—not just as a department, but as a trusted advisor and catalyst for long-term success.
Where do you see the industry heading in five years? Or are you seeing any current trends?
The foundation of human resources—supporting people, ensuring compliance, and fostering healthy workplace cultures—will remain constant. However, the way we approach our work is already evolving, and it will continue to shift dramatically over the next five years.
With the rapid advancement of AI, HR will need to rethink how we design and deliver initiatives. From recruiting and performance management to learning and development, technology will play a larger role in streamlining processes and shaping employee experiences. At the same time, it’s crucial we maintain the human element—technology should support connection, not replace it.
We’re also seeing a lasting shift in how employees view work. People are prioritizing flexibility, mental well-being, purpose, and values alignment more than ever before. These drivers will continue to influence how organizations attract, engage, and retain talent. HR must be ready to meet these evolving needs with empathy, agility, and innovative strategies.
In short, the future of HR will require us to blend technological savvy with a renewed focus on the employee experience—staying rooted in our core values while adapting to a changing world.
Do you have any advice for people entering the profession?
There are so many facets to human resources and countless paths you can take. As you begin your journey, stay curious—absorb as much knowledge as you can, and take the time to understand the different areas within HR. Each experience will help you discover where your strengths and passions lie.
Most importantly, we must never lose sight of the “human” in human resources. It’s easy to get caught up in processes, policies, and systems, but behind every form or procedure is a person who deserves respect, empathy, and support. If you keep that perspective, you’ll always bring value to the work and to the people you serve.