From employee advocacy to community impact, Human Resources Manager Janet H. Ethington reflects on her decades-long journey with honesty, clarity, and compassion.
Q: Janet, can you start by telling us how you first got into human resources?
A: I started in HR a bit by accident, actually. I was working in an admin role at a healthcare company in my twenties, and the HR manager noticed I had a knack for solving people problems and keeping the team calm. She encouraged me to look into HR more seriously. I went back to school, got my degree in business administration with a focus on human resources, and never looked back. It turned out to be the perfect fit—I’ve always enjoyed working with people and helping them grow.
Q: What has kept you in the field for so many years, especially across different industries like healthcare and manufacturing?
A: The people. Whether it’s nurses, technicians, or factory floor supervisors, everyone has a story and something unique to offer. The settings may change, but the need for support, communication, and trust remains constant. I love being that person who listens and helps create a fair and respectful environment. You can’t fake that—you have to genuinely care.
Q: You’ve built a reputation for your work in employee relations and talent development. How do you approach those areas?
A: I believe people want to feel seen and respected. My approach starts with clear communication—no guessing games. If an employee’s underperforming, I don’t just hand them a warning slip. I sit down with them and ask, “What’s going on? How can we fix this together?” That kind of conversation builds trust. I’ve seen employees turn things around just because someone took the time to talk, not scold.
Q: Can you share an example from your career that you’re especially proud of?
A: A few years ago, in a manufacturing company I worked at, we had high turnover in the warehouse. Morale was low, and people didn’t feel they had a future there. I started a pilot mentoring programme with a handful of long-time employees paired with new hires. We also added regular check-ins and simple things like monthly birthday lunches. Within six months, our retention improved by 35%. It reminded me that sometimes, small consistent efforts can shift a whole culture.
Q: You also volunteer a lot in your local community. How do you balance that with a demanding job?
A: Balance is tough. But for me, volunteering isn’t just extra work—it’s grounding. Whether I’m helping at a food drive or mentoring young professionals, it reconnects me with why I got into HR in the first place. One Saturday a month, I help at a local school programme. Watching those kids grow in confidence after a few encouraging conversations—it’s the best reminder that showing up matters.
Q: Outside of work and volunteering, you’ve also taken up pottery. What drew you to that?
A: Honestly, I needed something that didn’t involve a screen or a schedule. I took a pottery class on a whim one weekend, and I was hooked. There’s something deeply peaceful about shaping clay with your hands. You can’t rush it, and that’s a lesson I needed. Now, my shelves are full of slightly lopsided bowls and mugs, and I love every one of them.
Q: HR can be emotionally demanding. What do you do when you feel overwhelmed or drained?
A: I hike. Living in Riverton, I’m lucky to have beautiful trails nearby. Just an hour on the mountain, away from phones and emails, resets me. I also lean on my family a lot. My husband and I make a point to unplug for dinner, and my kids are great at reminding me not to take myself too seriously. Laughter helps a lot.
Q: What advice would you give to someone just starting out in HR?
A: Listen more than you speak. And don’t be afraid to admit when you don’t know something. People respect honesty. Also, learn the business side—understand how decisions affect operations. HR isn’t just policies and paperwork; it’s about shaping a workplace where people want to stay and grow.
Q: Looking back, what’s one lesson that has stayed with you throughout your career?
A: That kindness is never wasted. Even when things don’t go how you planned, being respectful and kind always makes a difference. Whether it’s an employee you have to let go or a tense meeting with executives, how you handle people matters. It’s what they remember.
Q: And finally, what do you hope your legacy will be—in your work or your community?
A: I hope people say I made their work lives a little easier, a little more human. That I showed up, listened, and cared. At the end of the day, helping someone feel valued—that’s the real goal.
