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Level Up HR 2025

  • Writer: villanovahrd
    villanovahrd
  • 32 minutes ago
  • 10 min read

On May 1–2, 2025, Villanova University's Graduate Programs in Human Resource Development, in collaboration with the Villanova SHRM Student Chapter, hosted the Level Up HR 2025 Conference. This two-day event offered a hybrid experience, combining virtual sessions with an in-person gathering at The Inn at Villanova. The conference brought together HR professionals, emerging leaders, and students to explore different ways of "Leveling Up" in various aspects of human resources. Attendees engaged in sessions designed to enhance their HR passion, expand their professional networks, and advance their careers.





Day 1

Prioritize Making Friends at Work


Beth Livingston, Ph.D, Researcher & Author


In a world that’s more connected than ever, it’s startling how many people feel alone, especially at work. Studies show that loneliness isn’t just a social inconvenience; it’s linked to depression, early mortality, and long-term harm to mental and physical well-being. And yet, 1 in 10 employees report having no friends at work. Workplace friendships and trust-based relationships are powerful drivers of performance and satisfaction. Nearly 70% of employees say having friends at work is essential to their happiness. Strong relationships lead to deeper engagement, better quality of work, and a stronger sense of belonging. Employees who have a “work bestie” are 20% less likely to leave their jobs. But despite this, many employees feel their organizations aren’t doing enough to cultivate meaningful connection. In fact, 43% believe their workplace could do more.

So, how do we bridge the gap? It begins with trust which is the foundation of every strong relationship. Trust is built over time through consistent actions, integrity, and genuine care for others. It's not about perfection; it’s about presence. When trust is broken, repairing it takes humility, empathy, and a willingness to truly center the person we may have hurt. A meaningful apology doesn’t focus on our own guilt, rather it focuses on how the other person feels and what we’ll do differently moving forward.

As we strive to create workplaces that are inclusive, innovative, and human, we must learn to connect across differences. Building a culture of trust takes intention: active listening, vulnerability, shared decision-making, and a climate where people feel psychologically safe to speak their truth. Leaders play a pivotal role in this, not just by setting policy, but by modeling the behaviors that foster community. When leaders listen to understand, act with compassion, and create room for people to show up as their whole selves, trust becomes a lived value.

The workplace can, and should, be a place where people feel seen, supported, and connected. Let’s move beyond transactional relationships and toward cultures where people thrive together.


Reflection: What can you do to make your workplace more supportive for making connections at work?


Want to learn more? Visit Beth Livingston's website: https://bethalivingston.com/



People-Centered Culture to Drive Values


Executive Leadership Team:

Jason Johnson, CEO; Kenny Williams, CHRO; Tracy Delgado, Chief of Staff


Jason, one of the founding minds behind Quick Quack, posed a question early in the company’s journey: “Can you be nice and kind to people and dominate an industry?” The answer, he discovered, was a resounding yes.

The heart of Quick Quack is its SKD values: Smart, Kind, and Driven. These aren’t just buzzwords: they’re the foundation of hiring, onboarding, training, and everyday operations. Interviewees are evaluated against these core traits, and leaders make intentional efforts to develop employees who may need additional support aligning with the company’s values. But when values cannot be taught or embraced, difficult decisions must be made. As Jason shared, “High love and high accountability can coexist.”

For Tracy, the only woman currently serving on the C-suite, values shape rituals and strategic decisions alike. “Every decision we make must ask: Are we aligning with our values? Are we changing things for the better?” she said. She’s seen firsthand the need for intentional hiring, especially for leadership roles. Out of hundreds of applicants, only a small fraction are women, which is a trend seen across industries. It's not a pipeline problem alone, but a deeper conversation about work-life balance and opportunities. Fortunately, Quick Quack leads with fit and merit, and women are rising into key leadership roles throughout the company.

Jason emphasized that culture is not a byproduct, it’s a strategy. It must be intentional, measurable, and teachable. At Quick Quack, that starts with clear, simple language. Wordy mission statements don’t stick. Instead, teams ask three questions: Why do we exist? How do we behave? Can we measure this? The answer to the third question is a confident yes. Using Employee Net Promoter Scores (eNPS), the company regularly asks team members: “Would you recommend working here to a friend?” Scores of 9 or 10 are ideal, but the “why” behind the score reveals where the culture can improve.

Kenny shared how deeply Quick Quack invests in its people. Listening is central to their innovation process, so much so that they created a test wash location specifically for team-suggested ideas. The goal? Turn listening into learning and learning into action. Quick Quack’s employee promise is threefold: help build a career, provide a safe environment that supports families, support your dreams (even if they lead you elsewhere).


The panel closed with powerful reflections that any professional, especially those in HR, can carry forward:

  • Know your business. Be a strategic partner, not just a functional leader. (Kenny)

  • Do work that matters and be open to opportunities that may surprise you. (Tracy)

  • Leading people well is one of the most noble professions. When you create a winning culture, the business will follow. (Jason)


Want to learn more about Quick Quack Car Wash? Visit: https://www.dontdrivedirty.com/




The Whole-Person Workplace


Scott Behson, PhD


At the start of our session, Scott Behson invited us into reflection with a powerful question: How would you describe your organization’s culture? The options ranged from “Whole-person values and follow-through” to a sobering “They don’t care!” For many of us, the answer fell somewhere in between, highlighting the critical need to close the gap between values that are stated and values that are lived.

Organizational culture is more than mission statements or office perks. It is a system of shared meaning, shaped by the assumptions, values, and norms that guide how people behave and what the organization prioritizes. Culture begins with the values of founders and leaders, but it is reinforced, or eroded, through everyday experiences: the way leaders act, how HR policies are applied, how resources are allocated, and how consistently values are communicated and upheld. These signals shape not only performance, but trust, belonging, and purpose.

Today, we recognize that the wall we once tried to build between work and life is artificial, and unsustainable. The idea that personal lives should stay out of the workplace is no longer viable. Leaders now have an opportunity, and a responsibility, to support the whole person. That means not only acknowledging personal challenges and aspirations, but also creating flexible, supportive environments that empower people to bring their best selves to work.

The path forward is grounded in whole-person workplace practices, which prioritize employee wellbeing across five key areas: physical health, emotional wellness, social connection, financial security, and career development. These are not side initiatives, rather they are essential elements of a thriving workplace. Supporting employees in these dimensions enhances engagement, reduces turnover, and fosters a culture of mutual care. This isn’t just good for people, it’s good for business.

Real cultural change takes intention and time. Organizations must lead with sincere values, ensure executive buy-in, and embed those values into every facet of workforce strategy. Whole-person practices can include flexible work models, inclusive parental leave policies, mental health resources, support for working parents, and initiatives that promote diversity, equity, and inclusion. It also means recognizing that one size does not fit all, support should be as diverse as your workforce. If you’re ready to build a more human-centered culture, start where you are. Listen deeply. Be creative and consistent. Culture doesn’t change overnight, but with leadership commitment and follow-through, transformation is not only possible, it’s powerful.


Reflection: What can we do, in our spheres of influence, to improve things?


Want more insights from Dr. Behson? Visit: https://www.scottbehson.com/




Day 2

Igniting HR & Your Leadership


Chris Winton, Former CHRO FedEx & Tesla


What if the key to unlocking your full potential started with a simple question: Where do I want to be in 10 years? For Chris Winton, that question became a compass, guiding him from being a self-proclaimed “C student” to the C-suite of some of the world’s most recognized companies. Today, he serves as Head of HR for Comcast in Atlanta, but his journey has been anything but conventional.

Chris Winton’s life purpose is rooted in one powerful mission: helping people reach their full potential. He believes that in today’s data-rich world, analytics can do more than improve processes, they can help project a person’s future capabilities. We live in what Winton describes as the Netflix era: a time when younger generations are increasingly looking for personalized recommendations not only in entertainment but in life decisions. This behavioral shift opens the door for artificial intelligence to create customized pathways to success, helping individuals move from uncertainty to clarity.

One of the most striking insights Winton shared is the importance of writing down your long-term goals. It sounds simple, but he insists it’s transformative. “Start by writing where you want to be in 10 years,” he advises. “And if you don’t know, then write that you need to identify a goal.” The act of writing makes the abstract real. It becomes a commitment, a starting point for intentional growth.

Winton’s leadership philosophy is distilled in his book C4 Leadership, which outlines four critical competencies: Consume, Connect, Communicate, and Coach.

1. Consume: Learning is the foundation of leadership. In a world where information is currency, your value is tied to what you know, not just who you know. Winton encourages professionals to integrate learning into their daily lives through the 168 Plan: a method for optimizing the 168 hours we each have in a week.

He shared a personal example: swapping out morning reruns of Charmed for news and financial reports. This small shift deepened his understanding of business strategy, knowledge that ultimately elevated his impact within the organization.

2. Connect: Once you’ve acquired knowledge, the next step is sharing it. Connection begins with authenticity. Winton emphasizes the importance of how we introduce ourselves: “Pause, say your name, and punch the ending.” This not only commands attention but also conveys confidence.

3. Communicate: True networking starts with intentional listening. Winton reminds us to be mindful of sensitive topics. For example, conversations around family structures might be painful for some. Instead, he suggests neutral topics, like pets, that invite connection without discomfort. Communication, he says, should be inclusive and empathetic.

4. Coach: Leadership doesn’t stop at personal achievement. Winton calls on leaders to reach forward and backward, to seek mentors and to serve as sponsors for others. Great leaders lift as they climb and remain vigilant against the trap of complacency. “You should never get too comfortable,” he warns. Growth requires both humility and hunger.


Want to learn more about Chris Winton and C4 Leadership? Visit:https://www.amazon.com/Chris-Winton/e/B085XR3BFM%3Fref=dbs_a_mng_rwt_scns_share

Keeping HR on the Right Track


CHRO Panel:

Robert Grasty, Former CHRO of Amtrak & Stephanie Deiger, CHRO of SEPTA


For Stephanie Deiger, SEPTA’s purpose is crystal clear. In today’s climate, where uncertainty often looms, the organization has doubled down on its mission to serve the community through transportation. “There’s never a question of why we do what we do,” she said. At the heart of SEPTA’s strategy is a simple but powerful idea: keep the customer at the forefront. Even in challenging times, grounding teams in service provides clarity, direction, and resilience. Robert Grasty echoed this sentiment, reflecting on his tenure at Amtrak during a period of unprecedented hiring fueled by federal funding. For him, the question was: How do we persevere while ensuring our work gives back to the community? His answer lies in balance: maintaining a strong mindset while staying ready to pivot quickly as political administrations shift and reshape workplace realities.

Both CHROs shared a firm commitment to building inclusive workplaces, even when external forces challenge these efforts. Grasty candidly shared that he often had to advocate fiercely for his people, especially when policies were changing in ways he did not support. Leadership, he emphasized, means standing up for what’s right, even when it’s difficult. Deiger noted that while programs directly tied to DEI have faced cuts due to changing directives, SEPTA remains committed to workforce diversity. “Belonging is a core value,” she said. It’s not going away. One example? Ensuring diversity on hiring panels, a critical step in creating a workplace that reflects the community it serves. Deiger herself was once the only woman on SEPTA’s leadership team in 2021. Today, that story is changing. Grasty added that even when initiatives aren't named explicitly anymore, leaders must continue the work by highlighting past wins and integrating values into everyday decisions.

Deiger believes that clear communication is not just helpful, it’s necessary. Her leadership team is coached to overexplain, always providing the “why” behind decisions. When change comes from the top, it must be communicated with both precision and empathy. “Leadership needs to trickle down information with care,” she shared. Grasty emphasized the human side of hard decisions. During layoffs, he takes a personal approach: sincere eye contact and a transparent explanation. “We’re all human,” he said. Authenticity and dignity matter, especially in moments of difficulty. Deiger added another perspective on authenticity in leadership. “It’s okay to say, ‘If I were running this organization, I might go a different direction,’” she said. What’s not okay is letting disagreement turn into emotional dissonance that impacts your team. Leaders must be emotional navigators, guiding others with strength and stability.

Workplace connection was another key theme. Deiger encourages her team to have regular face-to-face conversations, even without an agenda. “Sometimes, just understanding what someone else does helps you better understand the whole organization,” she noted. Grasty closed with an inspiring reminder: set personal goals, but never lose sight of the people who help you reach them. He credits his own success, including earning a degree in HRD, to the mentors who believed in him. For HR leaders, the next step goes beyond mentorship, it's sponsorship. “Promote others when they’re not in the room,” he urged. “That’s how you truly create impact.”


Connect with Robert Grasty here: https://linkedin.com/in/robertgrasty and

Interested in more content and learning? Over the past year Villanova's HRD program has been working on a special project that served as the underlying theme for the conference: "ignite HR". Visit: https://www.villanovahrd.com/ignitehr for insightful articles from HRD students, alum, and faculty! When you finish reading, share your takeaways on social media!

Be sure to stay connected with us for updates, future events, and more!


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