Shereen Solaiman, Chief People Officer at Myriad Genetics—a leading genetic testing and precision medicine company—is a seasoned HR leader with a passion for building high-performing teams and fostering positive workplace cultures. With over two decades of experience, Solaiman brings a wealth of knowledge and expertise to her role.
Prior to joining Myriad Genetics, she held a senior leadership position at OhioHealth, where she spearheaded talent development initiatives and drove business results. While Solaiman is a skilled strategist and a compassionate leader, dedicated to empowering employees and creating a positive work environment, her journey into HR began unexpectedly. While pursuing a master’s degree in public administration at New York University, she worked at Starbucks, where she quickly rose through the ranks. Ultimately, Solaiman’s experiences in managing teams and developing talent sparked her interest in human resources (HR). The opportunity to help leaders unlock the potential of their people ignited a passion that would shape her career.
In our latest Faces, meet Shereen Solaiman.
Who is/was your biggest influence in the industry?
David Ulrich. He’s an author, professor at the University of Michigan and HR thought leader. I took an executive education class of his years ago and then read his books. He clearly understands and teaches the criticality of HR being partners to the business.
What’s your best mistake and what did you learn from it?
I’d say it was when hiring a past leader that I had some uncertainties about as we were going through the interview process. The rest of the interview panel was impressed with the person and wanted to proceed with the hire. They were ultimately hired into the role and then unfortunately one year later, it did not end up being a good fit and we needed to begin the recruiting process again. This experience taught me to always trust my gut.
My favorite part about working in the industry is the people I get to work with every day. From my direct colleagues in HR and my executive team partners to all the teammates throughout the organization, each play an important role in continually shaping me as a leader and driving the next generation of HR initiatives forward.
I have never liked and will never like terminations. It’s so devastating to the employee and colleagues. That said, it’s critical that no matter the circumstance, the person feels treated well and respected. Thankfully this is only a small fraction of the job and does not happen often. One area I’d love to see a shift in is in relation to reduction of force (RIFs). In most instances, it can be prevented – or at least minimized – through proactive expense management and thoughtful hiring. HR plays an important role in this.
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.
People are at the heart of every organization. My goal as an HR leader is to create an open, inclusive and respectful work environment that fosters a culture of belonging for all – one where everyone can bring their full and best selves to work every day. That shared sense of safety and belonging provides us all with the freedom to be ourselves, have transparent conversations and work together to deliver on the company’s mission.
For example, one of the ways that we support teammate diversity and inclusion at Myriad is through our Employee Resource Groups (ERG). These groups provide a community for people from shared backgrounds and their allies to connect, communicate and support each other. We’re committed to continuing to add and develop ERGs based on the requests and needs of our employees.
How can HR most effectively demonstrate its value to the leadership team?
The most important thing is an open stream of steady, transparent communication, where you’re giving honest feedback and answers regardless of the project, initiative or situation at hand. Even in instances when the update is challenging or a difficult question needs to be addressed, clarity in communication will make all the difference. It’s not always going to be what people want to hear, it’s what they need to hear to be as informed as possible and to make decisions or take the appropriate actions. By sharing relevant insights gleaned or data-driven analytics, you can show how the leadership team and the HR team are listening, acting and the impact it has on the organization.
Where do you see the industry heading in five years? Or are you seeing any current trends?
I envision we’ll see a big shift in the way companies are approaching culture and engagement. I think we’re very much in a redefining era where culture and engagement will take on new meaning and become more unique to each company, which will be driven by direct feedback and insights from employees. Thanks to tactics like regular surveys and other feedback streams, companies will be able to leverage data-driven insights to continually shape – and reshape if needed – their programs.
Fostering a transparent, open and inclusive work environment where every voice is heard is a critical component in driving culture and engagement efforts forward – especially in an age where work environments are very different than they were even just a few years ago. For example, many organizations do annual surveys to get feedback from employees. It needs to be more than the act of just doing the survey; organizations must lead with transparency and leverage the responses to build action plans to make changes that lean into opportunities and address any challenges at hand. It is the candid feedback that is invaluable in shaping the employee experience and ensuring the workplace is great for all.
What are you most proud of?
I’m proud that I’ve retained my moral compass throughout my tenure in HR. I live by my values, treat people according to them, and chose my workplace based on them.
Do you have any advice for people entering the profession?
Your job in HR is to enable the business. You must be an operational and strategic partner. Don’t get so caught up in the processes and protprotocols that you lose touch with doing what’s right.
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