Walbec Group

Kia Reed

Employee Experience Optimizer

Kia Reed brings over 15 years of experience in talent management and HR leadership. She specializes in total rewards, organizational effectiveness, and data-driven workforce strategies. She is passionate about fostering inclusive cultures and driving measurable business performance.

In an exclusive interview with Manage HR, Reed shared insights into her professional journey, the realities shaping today’s workforce, and how a deliberate, people-centered approach to total rewards supports employee well-being and organizational success.

Career Journey and Core Responsibilities

I began my career in human resources as a generalist, which gave me a well-rounded foundation across multiple HR functions. As I progressed, I stepped into leadership roles, including director-level positions, where I led teams across talent management, people operations, total rewards, and shared services. Talent management, in particular, is an area where many organizations struggle, and navigating that complexity early in my career shaped how I think about employee growth, engagement, and long-term impact today.

Throughout my career, I have built performance management processes, developed shared services models, and led teams of HR business partners, total rewards professionals, and people operations teams. While I have worked across many areas of HR, I have consistently felt the strongest sense of purpose in talent management and total rewards. These two areas go hand in hand, shaping how employees experience opportunity, recognition, and support throughout their careers.

After concluding my previous role leading people operations, talent management, and total rewards, I began evaluating opportunities to make a meaningful impact. The role at Walbec Group stood out because it allowed me to focus specifically on total rewards within an organization that already demonstrated strong values and a genuine commitment to its people. While it represented a step away from traditional talent management, it continues to influence employee engagement and the overall employee experience.

I take a hands-on approach while keeping a strong focus on long-term strategy. A major focus is on implementing a new human capital management system. This includes testing the system, ensuring it supports total rewards processes, and aligning it with requirements for efficiency and compliance. Compliance is a critical component of this work. I also work closely with vendors and service providers, taking an intentional approach to partnerships that ensure consistent, high-quality support for employees.

Challenges Shaping Talent and Retention

One of the most determined challenges organizations face today is culture. Employees want to feel a sense of belonging and know their contributions matter. Creating an environment where people can bring their best selves to work and see a future for growth within the organization is essential for retention.

Total rewards play a significant role in meeting those needs. Benefits, compensation, and retirement offerings directly affect employees’ ability to care for themselves and their families. At the same time, organizations must remain financially responsible. That balance requires understanding not just what can be offered, but what employees actually want and need, and investing where it will have the greatest impact.

Workplace expectations around flexibility have clearly shifted. Many employees value the option to work from home, while organizations are also looking to rebuild collaboration and connection in the office. There is real value in both approaches, and the challenge lies in finding the right balance. The key is being clear about the purpose of the work location and ensuring flexibility exists, even within office-based roles.

“It’s always important to understand not just what you can provide, but what people want and need.”

Employees also want to show up as their authentic selves while remaining professional. For those who became accustomed to remote work, returning to the office can be challenging, and organizations must approach that transition thoughtfully.

A People-Centered Approach to Retention

From a retention standpoint, my direct influence as a total rewards manager centers on benefits, compensation, and retirement programs. These areas matter deeply, but success depends on collaboration. At Walbec Group, we partner closely with HR and employee relations teams to gather feedback and understand how employees perceive the offerings. This insight helps ensure our programs remain competitive and relevant in the market.

As the workplace continues to evolve, talent management will need to become far more individualized. Career paths are no longer one-size-fits-all. Employees have unique goals, and organizations must balance those aspirations with team and company objectives. Taking the time to understand people’s career journeys and treating employees as individuals rather than numbers will be critical to long-term engagement. For professionals entering or advancing in this field, her advice is to believe in oneself, show up authentically, and remain adaptable to change without losing sight of one's core values.

Walbec Group’s approach to total rewards is driven by a broader philosophy centered on supporting and valuing its people. When employees feel supported, valued, and understood, they do more than stay. They contribute, grow, and help build a workplace designed for lasting success.