In this exclusive interview with CanadianSME Small Business Magazine, Sachi Kittur, an expert in human capital strategy and interim VP of People and Culture at HRPA, shares invaluable insights on managing employee well-being and driving inclusivity amidst economic challenges. With over two decades of experience guiding high-growth businesses through transformation, Sachi emphasizes the importance of empathy, leadership with purpose, and the strategic role of HR in shaping organizational culture. She discusses how HR leaders can support their teams through the uncertainties created by U.S. tariffs, address evolving DEI practices, and prioritize women’s health in the workplace. A thought leader and passionate advocate for adaptable, high-performance cultures, Sachi offers practical advice for HR professionals looking to make a significant impact in today’s fast-changing environment.
Sachi Kittur is a human capital strategist with over 20 years of experience driving talent and culture strategies for high-growth companies in tech, telecom, and e-commerce. She currently serves as Interim VP of People and Culture at HRPA. Sachi also advises startups and high-growth businesses as a Board member at Pender and Howe, Strategic Advisor to Alphi Capital, and Executive in Residence at OneEleven. A certified AQai (Adaptability Quotient) coach, Sachi specializes in building adaptable, high-performance cultures and coaching executive teams to navigate change. She is a sought-after speaker and thought leader in HR and business strategy.
With the uncertainty created by U.S. tariffs and their potential impact on organizations, how can HR leaders effectively support employee well-being while also stabilizing their companies?
As HR leaders we need to start by acknowledging the anxiety, transparency goes a long way. We unfortunately can’t control tariffs, but we can create psychological safety. Regular, clear updates help employees feel informed rather than blindsided. At the same time, focus on small, high-impact actions: provide mental health resources, reinforce purpose through internal storytelling, company wins etc and empower managers to lead with empathy and engage in similar conversations. Operationally, HR should partner cross-functionally to build talent resilience, upskilling internally before looking externally, for example. In times of change, people stay where they feel seen and secure so a little extra focus (internal) will help.
As the landscape of DEI policies shifts in the U.S., how might this affect Canadian companies, and what strategies can HR professionals employ to maintain and strengthen inclusive workplaces?
Regardless of what’s happing south of the border, we’re not immune to these trends, especially in companies with cross-border teams or leadership. Canadian HR leaders have a real opportunity to hold the line on inclusion as a core business value not just as a trend. Inclusion/DEI isn’t a one-off workshop or an annual checkbox, it’s a daily practice baked into the decisions we make at every level. From designing equitable hiring and promotion pathways to setting clear accountability metrics for leadership, DEI should live in the rhythm of the business. HR leaders should empower internal advocates who are passionate about DEI by giving them a platform to share their ideas and the support to turn those ideas into meaningful action.
You’ve emphasized the importance of leading with purpose and empathy. Given the economic uncertainty caused by tariffs and changing DEI practices, how can HR leaders embody these qualities while navigating these challenges?
Empathy isn’t soft, it’s strategic. I’ve worked with enough high-growth teams to know that leaders who really listen, who show up with presence, not just plans, build the kind of trust that drives real engagement (business performance). It starts with a purpose: to remind people why their work matters and the impact this has on the company performance. This clarity and focus can fuel employees confidence in navigate uncertainty. Purpose matters but you still need to keep an active pulse in what your teams are experiencing. Listen more than you speak, acknowledge the tough stuff, and show how their input drives action. In high-pressure environments, people don’t expect perfection, they want presence. As HR leaders, we have a powerful opportunity to model this and inspire others to lead the same way.
Given your experience and as a women in leadership, how can HR leaders prioritize women’s health in the workplace to close gender gaps and foster inclusivity?
I’ve seen firsthand how women’s health issues are often sidelined in the workplace. It’s alarming that women spend an average of nine years in poor health (source?), affecting their presence and productivity both at home and in the workforce. Moreover, women face unique workplace challenges, including higher rates of musculoskeletal disorders and stress-related illnesses compared to men. (McKinsey & Company)
My view is that we need to stop treating women’s health as a “nice-to-have” benefit. It’s central to equity and performance. HR leaders can make a real impact by designing benefits that reflect real life, normalizing conversations about menopause, fertility, and mental health, and grounding policies in actual lived experiences vs industry benchmarks. If we want to close gender gaps, we have to meet women where they actually are, not where the org chart assumes they should be.
As we conclude, drawing from your background, what key piece of advice would you offer to HR professionals looking to make a significant impact in their organizations during these uncertain times?
One of the most valuable lessons I’ve learned throughout my career, partnering closely with CEOs and scaling high-growth teams, is that clarity of purpose is what cuts through the chaos. As HR leaders, we sit in a unique position: we’re connected to both the pulse of the people and the strategy that drives the business forward.
My advice? Don’t stay in your lane. Use that vantage point to build real influence across the organization. Anchor your people strategy in business outcomes and lean into your role as a culture architect. In times of uncertainty, leadership isn’t about having all the answer, it’s about showing up with intention, encouraging 2-way conversations with your leaders/teams and creating the space for others to thrive alongside you.
