Class of 2026
When I entered the Strategic Human Resource Management (SHR) MBA specialization at the Wisconsin School of Business, I expected to gain technical knowledge and learn strategic frameworks to prepare me for a future in human resources. What I didn’t realize was that I would also have the opportunity to benefit from a direct mentorship connection with a practicing HR leader. This program, organized through the SHR Center, has been key in helping me bridge the gap between academic theory and real-world application.
The SHR Center’s mentorship initiative thoughtfully pairs each first-year SHR MBA student with an experienced HR professional to be their mentor throughout the calendar year. While the program offers a valuable networking opportunity, its true purpose runs deeper: building meaningful relationships, gaining personalized career guidance, and witnessing firsthand how HR strategy fits within dynamic business environments. Especially as the field of HR continues to evolve—shaped by advances in technology, changing expectations around diversity, equity, and inclusion (DEI), and a greater emphasis on business partnership—the mentorship experience offers an essential, real-time education.
My mentorship experience has not only accelerated my professional development; it has also shaped the kind of HR leader I aspire to become.
Why Mentorship Matters in HR
Human Resources is fundamentally about relationships, talent development, and leadership, and mentorship exemplifies all three. Through regular conversations with my mentor, I saw how intentionally building relationships can fuel professional growth, both through direct learning and through doors opened to new opportunities.
I also gained insight into the specific competencies that are critical for HR success, which include communication, collaboration, emotional intelligence, resilience, and strategic thinking. While technical HR knowledge is important, my mentor’s guidance helped me appreciate that behavioral competencies are often what determine how effectively HR professionals can influence others, drive change, and lead organizations forward toward their goals.
This mentorship was a great model for what effective leadership development should look like: thoughtful, personalized, and deeply human. It has provided me with a template I hope to replicate when I mentor others throughout my own career. In today’s business landscape, where companies compete as much on culture and talent as on products or services, developing future HR leaders through mentorship is a strategic advantage, and I am grateful to have experienced it firsthand.
Getting Started: Building a Mentoring Relationship
From our very first meeting, my mentor and I focused on building a strong foundation. We shared our professional backgrounds, set expectations for our meetings, and discussed what we both hoped to gain from the relationship and accomplish during our time together. I came prepared, having reviewed her background and written down questions about her career journey, professional challenges, and industry insights.
This preparation paid off. Our conversations felt natural, meaningful, and goal-driven from the start. I felt encouraged to share my goals, concerns, and even uncertainties about my future career path. In turn, my mentor was candid about her own experiences, both the successes and the setbacks, which made our discussions both practical and inspiring.
For future mentees, I highly recommend approaching the mentorship with curiosity, openness, and a willingness to both ask questions and actively listen. Mentorship works best when approached as a two-way relationship where both individuals are invested in each other’s growth.
Lessons Learned: Personal and Professional Growth
The mentorship experience provided invaluable insights that complemented what I was learning in the classroom. Some of the biggest lessons included:
- Applying Academic Concepts to Real-World Challenges: With my mentor, I discussed current trends like DEI strategy, leadership development, talent acquisition best practices, and navigating complex organizational change. These conversations helped bring class discussions to life and reinforced the importance of strategic HR practices. Hearing how my mentor implements programs like competency models used for hiring made theories and models feel practical and actionable.
- Career and Skill Development Advice: Through our conversations, I gained insight into the critical skills that HR professionals need today. In addition to resilience and adaptability, we discussed the importance of business acumen—being able to translate HR initiatives into language and metrics that resonate with executives. My mentor emphasized that strategic HR leaders understand both people and business drivers, allowing them to advocate effectively for initiatives that support growth and competitive advantage.
- Mindset Shifts and “Aha” Moments: I have always been a planner and admittedly a bit of a worrier. Talking with someone who had faced similar worries and hearing how she navigated them helped me shift my mindset. Growth happens progressively, not overnight, setbacks are opportunities for learning, and success often comes from persistence and openness to feedback. This perspective has been a major takeaway that will shape how I approach my career and leadership journey.
Shaping My Future Career in HR
This mentorship experience has fundamentally changed how I envision my career path:
- A Holistic View of HR: I now see HR not as isolated functions like recruiting, development, or employee relations, but as interconnected pieces that shape organizational success. Strategic HR requires aligning all of the HR functions to business goals while keeping the employee experience at the center.
- Greater Confidence Navigating Complexity: The mentorship reinforced that ambiguity is inevitable in any business environment, but that it can be navigated with agility and confidence. Through real-world examples, I saw how being flexible and staying focused on long-term goals builds credibility and influence as an HR professional.
- Clarity Around the HR Leader I Aspire to Be: I want to lead with inclusivity, strategic focus, and a people-first mindset. I want to be a champion for both business outcomes and human potential. These values have been reinforced through my mentor’s example and advice, and they will guide me as I continue my career.
Most importantly, I now view professional development as an ongoing, intentional process. I look forward to continuing to learn from mentors and, eventually, to mentoring others to help them grow as well.
Conclusion: Paying It Forward
The SHR mentorship program has been one of the most impactful parts of my MBA journey. It provided not only valuable advice but also a living example of how leadership, strategy, and human connection work together in the HR profession. I am deeply grateful to the SHR Center and my mentor for making this experience possible.
For future SHR MBA students, I encourage you to fully embrace the mentorship experience. Ask genuine questions. Be open to feedback. Approach each meeting as a learning opportunity and an investment in your future. The relationships you build and the lessons you learn will stay with you long after graduation, and they may very well shape the kind of leader you become.