[Music]

Andy (0:03):
Welcome to the HigherEdJobs Podcast, Ask the Expert edition. I’m Andy Hibel, the chief operating officer and one of the co-founders of HigherEdJobs.

Kelly (0:11):
And I’m Kelly Cherwin, the director of editorial strategy. Today, we’re happy to have Kathleen Hermacinski back with us. Kathleen is the associate vice president of human resources and Title IX coordinator at Illinois Wesleyan University. She previously served as director of human resources at Eureka College and is an active leader in CUPA-HR, where she completed the Ignite program and now serves as president-elect of the Illinois State CUPA-HR Board. She also contributes to HigherEdJobs as an HR expert and a recurring podcast guest. Thank you, Kathleen, for coming back.

Kathleen (0:42):
Thanks, Kelly. I always love being here and supporting HigherEdJobs.

Kelly (0:46):
Let’s get into our question today. It’s in the mental health area: How do you create a sound board for an HR department when you’re the go-to department for the institution? Kathleen, what are your thoughts?

Kathleen (0:58):
That’s a great question — and something not a lot of HR professionals want to admit out loud: that they need a sound board.
When HR is the institutional fixer, the counselor, the voice of reason, it can feel like there’s no place to go, no safe space to think out loud, test ideas, or simply be human. But creating a sound board isn’t just possible — it’s essential for good decision-making and institutional sustainability.

I think of a sound board as layers, not one person.
Start with your own departmental culture. For us, we do daily “tailgates.” We’re a smaller HR team — six total — and we meet for 20–30 minutes every morning to talk through the day, identify pain points, and calibrate as a group. It’s a safe place to think out loud, challenge ideas, and support one another.

But you also need a sound board beyond your suite. Look to peers across campus. There’s not a part of campus HR doesn’t touch, so involving people from other areas brings perspectives that challenge assumptions and broaden thinking. The key is finding trusted people who think student-centered and institution-forward — and who can respectfully challenge you. Those qualities matter more than titles.

Kelly (2:54):
I love the daily tailgating idea — it sounds both fun and helpful. And I like that it works whether a team is in person or remote. It’s actionable and easy to implement.

Kathleen (3:18):
For us, sometimes the tailgate is 45 minutes because there’s a lot to discuss, and sometimes it’s 10 minutes because we’re just talking about what Halloween candy we stole from our kids.
It not only serves as a sound board — it builds culture.

It’s also important to intentionally connect with peers across campus. HR works closely with legal, finance, student affairs, academic affairs, facilities, and IT. Understanding their work helps us understand our own. These relationships challenge assumptions, expand thinking, and strengthen the quality of HR’s decisions.

And again, trust has to be intentional. A sound board should include people who maintain confidentiality, think institutionally, and are willing to respectfully challenge you.

Andy (4:29):
I want to jump in from the legal side. Confidentiality — especially in HR — has a very specific meaning. If HR talks with academic affairs about something, confidentiality may not legally hold the same way it does when legal counsel is present. Public institutions also have obligations under open-records laws. For HR professionals, understanding where confidentiality can and cannot be maintained is crucial.

Kathleen (5:53):
Andy, you couldn’t have phrased that better. You can’t have a functional sound board without clear boundaries. There’s a difference between venting and strategizing.
A sound board isn’t a place to unload confidential information. It’s a place to process responsibly — anonymizing scenarios when needed — and protecting the institution and yourself. Thank you for reinforcing that.

Kelly (6:36):
I love that you used the word “strategy.” Talking high-level and anonymously is so helpful.

Kathleen (6:45):
Think about how your sound board influences the campus ecosystem. When you build strong relationships across departments, leaders feel seen and included in HR’s strategic processes. That strengthens HR’s influence and reinforces HR as a strategic partner across campus.

Andy (7:23):
I’d also take this beyond HR. Colleges and universities operate in centralized-decentralized structures. If you’re in one of those “nooks and crannies” on campus, you have peers across the country. That’s why groups like CUPA-HR, CASE, ACE, and the Council of Independent Colleges are so valuable — they let you build relationships with people who do what you do, even if you’re the only one on your campus.
The HR folks at Coke aren’t calling the HR folks at Pepsi to trade stories — but in higher ed, we do. And it makes the whole sector stronger.

Kathleen (8:58):
Professional networks are invaluable. They let you speak freely without institutional politics, and they reduce the isolation that can come with HR work at small and mid-size institutions. Sometimes the clearest thinking comes from people who aren’t in your daily environment.

Kelly (9:23):
You mentioned Ignite in your bio. Cohort-based programs like that are a great support system — and not just for challenges but for finding joy in HR work, too.

Kathleen (9:51):
Absolutely. Our Ignite group chat from four years ago is still active. I learn about HR trends every day from that group of 12.
The key is consistency — check in even when nothing is on fire. Build the relationship before you need it. Be proactive, not reactive.

Andy (10:30):
If you were advising presidents at national conferences, what would you tell them about modeling good sound board practices?

Kathleen (10:46):
I’d tell them that modeling the use of a sound board shows others it’s okay to ask for help. Leaders don’t have to know everything. Working collectively makes everyone — and the institution — stronger.

Kelly (11:04):
Thank you, Kathleen. This was a fantastic conversation. We appreciate you joining us again.

Kathleen (11:09):
Always a pleasure.

Andy (11:10):
Thank you, Kathleen, and thank you for listening. If you have questions for experts like Kathleen, email us at podcast@HigherEdJobs.com
or send us a direct message on X @HigherEdCareers. We look forward to speaking again.

Kathleen 11:09
Always a pleasure.

Andy 11:10
thank you, Kathleen and thank you for listening. If you have questions for experts like Kathleen, please feel free to email us at podcast@HigherEdJobs.com or send us a direct message at X @HigherEdCareers. Thank you for listening and we look forward to speaking again