Thank you for joining us, John! HR has been through the wringer lately. From being the ‘bad guys’ during layoffs to the ‘fun police’ during RTO, a lot’s been happening. If you could clear the air right now, what is the one thing you wish every employee understood about your job?
John Sansoucie:
I wish employees understood that HR is only as strong as the operational systems behind it. In my role working with PEOs, HROs and HRIS platforms, we sit in the infrastructure layer that supports payroll, benefits administration and workforce data. Most decisions are not personal or arbitrary. They are the result of how those processes are designed to function and what systems they require to stay accurate and compliant.
We’ve heard it said that ‘Nobody plans to go into HR; they are usually dragged into it because they are good at listening.’ Is that true for you? What was the specific moment you realized, ‘Oh, I’m actually meant to do this’?
John Sansoucie:
As a former CFO it normally reported to me, then as I realized the importance I became intrigued as to how little resources were put forth to such a critical function. For me, it was less about a single moment and more about realizing I was naturally drawn to how HR systems and operations actually function behind the scenes. Working around payroll and workforce data showed me how much impact operational precision has on employees’ daily experience. I realized I was more interested in building and improving those systems than staying at the surface level of process execution.
HR requires a weird mix of skills. You have to be part lawyer, part therapist, and part data analyst. If we stripped away the job title, what is the one ‘superpower’ you rely on most when the office is on fire?
John Sansoucie:
The most important skill is the ability to translate operational complexity into something clear and actionable. When payroll issues, tax notices, benefits questions, or data inconsistencies escalate, there is usually confusion across systems. I focus on identifying where the breakdown occurred in the workflow and restoring clarity so the issue can be resolved at the source instead of repeatedly patched.
If you could describe the current ‘mood’ of the workforce in 2026 using just one word, what would it be? Why?
John Sansoucie:
Intentional. Across the HR service providers and systems we support, there is a clear shift toward more intentional expectations around compensation and accuracy in HR data. Employees and employers alike are expecting more transparency and reliability from the systems that manage workforce records, as well as the security of that data.
It is a common notion that an HR team is called upon by the leadership only during times of crisis. Have you ever felt that pressure to be the ‘fixer’ in a broken system?
John Sansoucie:
Yes and in the BPM space we often see that firsthand. HR service providers sometimes engage support teams like ours when processes are already breaking down across data workflows. They may lack process documentation, measurement and an idea of their current baseline. The pressure to “fix” the issue is real, but the deeper work is usually redesigning the underlying process so the same breakdown does not continue to repeat.
HR professionals are the ‘first responders’ of the corporate world, handling grief, layoffs, and conflict. What is your specific protocol for protecting your own peace after a day of absorbing everyone else’s stress?
John Sansoucie:
I focus on separation between operational problem solving and personal time. In a role that touches payroll accuracy and benefits administration at scale, it is easy to carry that mental load. I make a deliberate effort to step away from systems and notifications so I can reset and return with clear thinking the next day.
We talk a lot about ‘gut feeling’ in hiring. How are you using data to challenge your own biases, or the biases of hiring managers, when it comes to hiring, retaining, or promoting underrepresented talent?
John Sansoucie:
In the context of supporting HR service providers, I have seen situations where process restructuring impacted entire operational teams. What stood out was how much clarity and consistency in communication mattered. Even when the operational outcome is unavoidable, the way it is communicated directly impacts trust in the systems and leadership behind it. The advances in predictive hiring models is where this is all going, if only we could predict human behavior.
What is the biggest myth about working in HR that you wish would die?
John Sansoucie:
From a BPM perspective, investment in stronger HRIS integrations and automation is a good example. These improvements in payroll processing and workforce data management do not always produce immediate visible ROI, but they significantly reduce errors and downstream employee frustration. Over time, that stability becomes a cultural advantage.
If you could change one legacy process here that currently causes the most friction for employees, what would it be?
John Sansoucie:
The biggest opportunity is in eliminating disconnected systems across payroll and HRIS platforms. When those systems do not communicate effectively, it creates duplication and delays that affect both HR teams and employees. Integration would remove a major source of operational friction.
What is your formula for handling ‘brilliant jerks’—people who hit their numbers but damage team morale?
John Sansoucie:
In operational environments, performance cannot be evaluated in isolation. If someone consistently delivers results but disrupts team function or creates inefficiencies, it eventually impacts the entire system. Accountability has to include both output and how that output affects broader operational stability. I am a “right seat on the bus” leader, and many times we succeed by moving a disruptor into another role and it works, but as a leader sometimes they need to gracefully be led to another home.
What is one task AI will never be able to replace in your people strategy?
John Sansoucie:
AI will not replace judgment in complex operational and people-related situations. When issues arise across payroll or workforce data that involve multiple stakeholders and competing priorities, it requires contextual decision-making that goes beyond automation. We look for the Gaps, where a confluence of people and technology meet, that is where great value is added.
If you had an unlimited budget for one year but could only spend it on one area of the employee experience (e.g., wellness, learning, compensation, physical space), where would it go and why?
John Sansoucie:
I would invest in strengthening the operational backbone of HR through better systems integration and automation across payroll and workforce data management. When those systems are reliable and connected, it reduces errors and creates a smoother employee experience across every interaction. Better coffee is never bad either.
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