VP of Human Resource at Volvo Penta

Kelly McKinney is a distinguished Senior Human Resources executive leader, showcasing a wealth of expertise in areas such as employee relations, performance management, talent management, and organizational development. With an impressive grasp of labor management, total rewards, and recognition, she adeptly oversees employee welfare benefits and 401(k) plans. Kelly is a staunch advocate of diversity, equity, and inclusion initiatives, displaying a keen awareness of federal and state employment laws and regulations.

How does your typical day look like at Volvo Penta? Could you also provide a brief overview of your career journey?

In my current position, I serve as the head of people and culture, or the vice president of people and culture, for Volvo Penta North America. I report directly to the president and collaborate with my peers to strategically cultivate a high-performance workforce that fosters psychological safety. Our aim is to empower employees to express their genuine selves at work, ensuring their voices and opinions are valued in their interactions with customers, vendors, and colleagues.

My role encompasses a range of functions, including strategic planning, training and development, and leadership growth. We are particularly focused on identifying the skills required by our employees now and in the future, aligning them with our evolving needs as we transition towards e-mobility fuels. Our business spans marine leisure, commercial engines, and industrial engines used in construction and large generators supporting essential services such as hospitals and events.

Throughout this transformative journey from fossil fuel-based technologies to electromobility, we recognize the significance of integrating knowledge from new hires educated in cutting-edge topics, as well as supporting existing engineers whose expertise primarily lies in traditional gas and diesel engines. This entails blending modern and conventional knowledge and investing in the upskilling and reskilling of our talent pool.

What major challenges you've encountered as the VP of Human Resources in the organization?

Currently, one of the prevailing topics of conversation revolves around the multi-generational workforce and how each generation's unique strengths can be appreciated and valued. For instance, the baby boomers, in their earlier careers, didn't have the technology we have today and were driven by a different mindset - work harder, with less focus on work-life balance. In contrast, the younger generations, Gen Z and millennials, have grown up with a different set of experiences and priorities, and they seek work-life balance and a greater say in decision-making. The older generations in the workforce understood the traditional chain of command and their position within the organization.

“It is crucial that we lead by example and model the behavior and values we expect from others. This means ensuring that our words and actions align seamlessly.”

In light of these dynamics, one of the primary concerns I ponder is how we can effectively blend the diverse experiences and insights of our team. We strive to foster a cross-functional approach and leverage the collective expertise to benefit all our customers, regardless of the business segment.

Conversations with my HR peers and women in leadership roles have shed light on workplace traumas resulting from coworker experiences, toxic environments, or issues with managers. My aim is to ensure that when our employees dedicate more than 40 hours of their time to work, they feel a sense of safety and security similar to what they experience in their personal lives, engaging in leisure activities with family and friends.

There has been significant talk about the "great resignation," but I personally believe it was more of a "great awakening" or "great awareness" for many individuals who transitioned to remote work. Working from home provided a safe space where they could escape toxic work environments or workplace bullying situations. This change in work setting allowed them to gain perspective and recognize the challenges they might have been facing in their previous workplace, which may not have been apparent while they were immersed in it week after week.

During the remote work period, people had the time and distance to reflect on their work experiences, leading to a surge of resignations and a movement towards exploring new opportunities or even starting their own ventures. This shift was driven by the value individuals placed on finding a work environment that prioritizes safety, emotional well-being, and mental security. As an HR professional, I am acutely focused on the employee experience, ensuring that it remains a central consideration in our efforts to create a supportive and nurturing workplace.

How do you ensure diversity and inclusion within your organization?

Our approach to diversity starts right from the hiring process here at Volvo Group in North America, which includes Volvo Penta as part of one of the business areas. We collaborate closely with our talent acquisition team, and it's advantageous that they are aligned with the goal of sourcing diverse candidates. Our focus isn't solely on ethnicity; we aim to embrace diversity in all its aspects, including national origin and individuals with disabilities who possess valuable talent. A company-wide commitment to diversity plays a crucial role in this endeavor.

Moreover, gender diversity is another aspect we prioritize. Volvo Penta, as part of the Volvo Group, has set a target of having 35% of our workforce composed of women by 2025. Since the engineering and manufacturing of engines tend to be male-dominated, we recognize the importance of expanding our candidate pool to achieve this goal.

Turning to inclusion, we have made it a global objective to ensure that every employee undergoes training on an inclusive culture. At Volvo Penta North America, we have successfully trained 85% of our workforce in inclusive culture. This comprehensive training offers valuable insights into fostering inclusivity and identifying behaviors that might undermine it. By equipping everyone with a shared language and perspective on inclusivity, we aim to hold each other accountable for maintaining an inclusive work environment.

Additionally, when we talk about equity, it is essential to distinguish between equality and equity. While both concepts are interconnected, equity is about providing individuals with what they specifically need to thrive. This means understanding that different employees may require different resources, support, or accommodations to excel in their roles.

Is there any recent project you have been overseeing? What strategies and technologies you have employed to enhance its success?

At present, I am deeply involved in supervising our intern program. This program holds significant importance as it represents our future talent pool not only for Volvo Penta or the Volvo Group but also for other organizations. It aims to provide interns with valuable workplace experiences beyond just an entry on their resumes.

During their internships, participants engage in group projects that align with our core values. These projects encompass environmental and community-oriented initiatives, along with a central project focused on employee recognition. The latter holds particular significance, as it seeks to evaluate where Volvo Penta stands in terms of recognizing its employees and identifying any gaps that exist. The ultimate goal is to integrate employee recognition into our organizational culture, thereby fostering higher engagement and satisfaction among our workforce through appreciation for their contributions.

I also view it as a valuable learning experience for the interns. By understanding the importance of recognition during their internships, they can carry this knowledge with them throughout their careers, making it an investment in their future roles regardless of their employment paths. For our employees, the long-term impact is vital; it entails enhancing our recognition and appreciation practices to create a more equitable environment where every individual contributor is duly acknowledged for their performance and contributions to Volvo Penta.

This project addresses a noticeable gap within our organization, and its multifaceted approach benefits both the interns' development and the long-term prospects of Volvo Penta.

What advice would you offer to your fellow peers?

I firmly believe that in our roles, particularly within HR, we should not perceive ourselves as having a position of power. Instead, we should consider our roles as highly influential in shaping our organization and the employee experience. It is crucial that we lead by example and model the behavior and values we expect from others. This means ensuring that our words and actions align seamlessly.