When I started the Wisconsin MBA program, during our Orientation, a panel of second‑years warned us that the first semester would feel like a hurricane of responsibilities, and they weren’t kidding! Between fast‑moving classes, internship applications, and team projects, it took tremendous resilience and adaptability to keep up. But what really stands out isn’t just the workload; it’s how the Strategic Human Resource Management (SHR) Center and the MBA community turned all that chaos into opportunity. From group chats and study sessions to our specific specialization classes, I saw firsthand how collaboration, inclusion, and strategic support make a difference. Those lessons reflect the heart of HR and business strategy: building strong teams, making resources accessible, and aligning personal growth with organizational goals. For me, the SHR specialization has been more than coursework; it’s been a living example of how HR can shape culture, strengthen performance, and prepare us to lead in complex business environments.
Moving through our academic journey, our semester was split into two modules, each packed with challenges. Module 1 brought courses like Data to Decisions, Financial Accounting, and Leading and Working in Teams, plus our specialization classes. They were fast‑paced and demanding, but they also showed how much stronger we are when we lean on each other. Group chats quickly became lifelines – places to swap reminders, ask questions, and share encouragement. Core teams, which were assigned at the beginning of the semester, tested our ability to collaborate under pressure, and I was lucky to work with a group that clicked and supported one another. Study sessions, whether in the SHR Center or at a friend’s apartment that turned into our unofficial headquarters, became more than just homework time, they were times to build an effective team, a key HR principle. Even the marathon eight‑hour Finance study session before finals proved that resilience and collaboration aren’t just academic skills but are essential to organizational success too.
Outside of our professional career with classes, studying and internships, the SHR Center was a hub for connection and support. First and second‑year students gathered to work on assignments, host study sessions for varying classes, and share advice, creating a culture of proactive help. Meeting people where they are, offering support when schedules are tight, and making sure resources are accessible to everyone is the kind of environment that reflects HR best. MBA‑wide events added another layer of connection: weekly TAPS outings, football tailgates, and the Graduate Business Association’s Halloween party gave us space to recharge and build friendships. And honestly, some of the best moments were the smaller ones like the game nights, movie nights, or watching reality TV with close friends/classmates. Those experiences reminded me that connection is both social and strategic. Together, they showed how inclusivity and collaboration drive engagement, echoing the SHR mission to create communities where people thrive.
On top of academics and community, professional development was always front and center. The internship search required persistence and resilience, much like the HR challenge of aligning talent with organizational needs. Seeing a classmate’s face light up when they got their internship offer was a reminder that recruitment is both a strategic process and a deeply human one. Within the SHR specialization, our Applied Learning class brought HR concepts to life. Guest speakers, coming in for class periods, shared real‑world insights into HR careers, showing how workforce planning, employee engagement, and organizational culture shape business outcomes. Team‑building activities and optional HR related events reinforced the idea that HR isn’t just about managing people, but also about shaping strategy, fostering inclusion, and preparing leaders to thrive in complex environments. Looking back, it’s clear that teamwork, inclusion, and applied learning embody the principles of HR. Study groups and collaborative projects showed the value of diverse teams and collective strengths, while the SHR Center modeled equity by ensuring support was available to anyone who needed it. These experiences connect directly to broader HR themes: leadership development through core team projects, organizational culture through shared traditions and events, and equity through proactive peer support. In many ways, our MBA journey feels like a representation of workforce planning by balancing individual growth with collective success. Practicing these principles now prepares us to lead organizations that prioritize people, strategy, and sustainable performance.
This semester was more than a whirlwind of classes, projects, and interviewing. It was a living case study in the power of HR and business strategy. The SHR Center and MBA community showed me how inclusion, collaboration, and resilience can turn challenges into growth. Whether it was late‑night study sessions, applied learning with HR leaders, or celebrating internship offers, I saw how strategic support and authentic connection drive performance. These experiences remind me that HR isn’t just about policies or processes; it’s about building cultures where people thrive, and organizations succeed. As I head into the next semester, I’m excited to continue applying these lessons, advancing the mission of the SHR specialization, and preparing to lead with both strategy and empathy in my future career.