Bernard Nunies, SHRM-SCP, SPHR, is the CHRO for Tradewind Group and has over 25 years of international management experience. This episode shines a light on Bernard’s impressive career and his advice for getting ahead in HR.
Bernard Nunies, SHRM-SCP, SPHR, is the CHRO for Tradewind Group and has over 25 years of international management experience. This episode shines a light on Bernard’s impressive career and his advice for getting ahead in HR.
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Aly Sharp:
Welcome back to season seven of Career Compass, a podcast from SHRM and the SHRM Foundation. Career Compass prepares the future leaders today for better workplaces tomorrow.
Kevin Abbed:
Thank you for joining us for this episode. My name is Kevin Abbed.
Aly Sharp:
And my name is Aly Sharp, and we'll be your host today. During this episode, we'll be talking to Bernard Nunies, the CHRO of Tradewind Group in Honolulu, Hawaii. He also serves as an adjunct professor at the University of Hawaii and the state director for SHRM Hawaii State Council. Bernard has over 15 years of HR experience and holds the SHRM-SCP credential.
Kevin Abbed:
We are extremely excited about today's conversation. And with that, Career Compass would like to warmly welcome Bernard Nunies.
Bernard Nunies:
Aloha, everyone. Mahalo for your invitation to join you guys today. I'm really excited to share things about me and whatever questions you might have.
Aly Sharp:
And with that, let's get started. Bernard, we met almost two years ago. I know, crazy to believe. And I, like the listeners, aren't that familiar with your background. Could you give us a brief rundown on your career?
Bernard Nunies:
Sure. So I am not your traditional HR career pathway person. I kind of fell into HR. So I actually started my career out of college with a company called Duty Free Shoppers, DFS. They're a luxury retailer that has stores across Asia Pacific. And I actually started in store operations, so started as a manager, worked my way up the company to eventually become general manager. So I ran stores for the company primarily in Hawaii, but I did two years also in Saipan, and then another two years in Okinawa, Japan running their stores there.
And that was in 2007 when the company said, "Hey, we're sending you back to Hawaii," after being four years abroad. And I said, "Well, the general manager in Hawaii is still there. What role am I taking?" And they said, "Oh, we're sending you back as HR director." So my first role in HR was at the top as an HR director. And I raised my hand ever so slowly and said, "Uh, you realize I have no HR experience, right?" And they said, "Don't worry, we have an attorney on speed dial."
Aly Sharp:
Oh my gosh.
Bernard Nunies:
But they did say, "You do HR with what you do daily. So you do coach. You do train. You interview people. You do your selections. You discipline the people that you do have. So all the other stuff you'll learn." But I did feel like a fraud because I didn't have any true HR experience. And when I came back to Hawaii, I had a team of five professionals and me. So what did I do? I went back to school. So I took classes at the University of Hawaii.
And at that time, I became certified with my SPHR and then eventually moved that over into my SHRM-SCP. So 2007 is when I started my HR career with Duty Free. I was a consultant for six years after that, doing HR consulting. Then I moved back into the workplace as the HR director for Hawaii Pacific University. I spent three years with them before taking on my current role as vice president and chief human resources officers for Tradewind Group.
Aly Sharp:
That's really cool. I love how they're just like, "Okay, we like you enough. Take this very important job."
Bernard Nunies:
You know what was interesting? It was not only myself. So they actually moved two general manager into HR director roles across the company. And the reason for that is that they felt that HR was getting to be too much in its own silo, that they were disconnected from the business operations. So they took general managers who live and breathe the business and now put them into roles where they could better build that bridge because they knew the operations and now bring that to human resources to develop that.
And I ended up loving what I was doing. I didn't have the pressure of the sales, and I got to do what I like to do best, which is develop people. So I really thrived and I found my calling in HR and have been in that role ever since.
Kevin Abbed:
Yeah, I think we're seeing a lot more of that too, where HR now has a seat at the table and really a say in what goes on with the business, not just about its people, but business goals and where the trajectory of the organization is going. I also do love the, oh, we have an attorney on speed dial. That's always what you love to hear at your first day on the job. So going into our next thing, what's something you're particularly proud of that you've accomplished in your tenure as an HR professional career or volunteer related?
Bernard Nunies:
That's a great question. My 20 plus something years of career, so quite a few things to choose from. I would say one of the things that I'm proud of when I was fairly new in my HR career was when I was a consultant, I was actually part of the team that opened Lotte Duty Free. So Lotte Duty Free is a Korea-based company. They had their first business venture into the United States at the Guam Airport. So I was responsible for the HR setup for that new venture, so building the HR department from scratch.
So no HR team. Nothing. So I had to do recruitment for all 200 employees, recruitment for the HR team. You can imagine vendor set up for payroll, HRIS. Because it's the airport, there's also TSA clearance to make sure that everyone gets qualified. And we actually have quite a few interesting stories around that, where it's opening day and we don't have enough people who are actually badge certified. Setting up employee handbooks, compliance building, all of that. So it was a three and a half month project that I worked on.
Highly intensive, but so much reward seeing the final product. As a young professional, having that experience was very, very helpful. I think more recently, our company just, not just, but three years ago launched our leadership development program. So this is for up and coming executives in the organization, so existing managers or supervisors who have the potential to become future executives.
And we're now in our third cohort of this program, and it's gotten some great reviews, not only from the participants, but also from the executive coaches and mentors that we use on its success. So really proud about that.
Aly Sharp:
That's really cool.
Bernard Nunies:
I think the one last thing I wanted to share from a volunteer perspective is that SHRM Hawaii will be launching in 2024 our SHRM Hawaii Human Resources Awards Program. So this was something that I created last year, or actually earlier this year in 2023, which is a program to recognize HR professionals who go above and beyond to advance the HR profession in the state.
We don't recognize our peers enough, so even like 20 for the next 20 or the top 40 for next year, whatever that is. So I really wanted a program that would recognize successful HR practitioners. And we have four categories that we're going to be awarding. We have an Emerging Professionals Award. We have a Volunteer Service Award, and then the last two are the Professional of the Year and a Lifetime Achievement Award.
Aly Sharp:
Wow, that's so cool.
Bernard Nunies:
Yeah, I'm really excited for it. We launch it in 2024. Nominations get open during the summertime, and then we announce our winners during our lunch at our annual conference, which is October.
Aly Sharp:
It's like the Oscars of HR.
Bernard Nunies:
Exactly. Yes, yes, yes.
Aly Sharp:
I love it. And I really like that you... I mean, it seems like you strive to, like you said, develop people and bring them up from where they are now. And I think that that's really, of course, it's important in HR, but it's also just important in the workforce. I think that being a young professional, it's really nice to hear that there are people at the executive level that are geared into that and really see it as their passion is to make people better.
Because at my point in my career, I'm like, I have no idea if I can do this for the next 20 years. That's insane. But it's just nice to know there's always going to be someone higher up that's willing to not necessarily handhold you, but guide you through those kinds of trials in your career. And on that same token, what do you believe are important skillsets or characteristics that people who want to be successful in HR should have?
Bernard Nunies:
Ooh, that's a tough one. We have a list of 21 competencies that we look in in our leadership development program. I think the one that resonates most with me is emotional intelligence. So empathy, yes, but also the ability to read the room. I think that's where people kind of lack, just understanding the different personalities and how they interact with each other, when to raise the right question at the right time, because there is a right time for those kinds of things. But emotional intelligence is one of those key ones.
Very much closely related to that is relationship building. So always looking at it from the perspective of what's in it for others, not just what's in it for myself. So I think people would gladly give if you give first. So I'm always trying to do that. Put some extra credits in the bank so that when I do ask for something in the future, they're like, "Oh yeah, he did this for me and he did that for me." So it really is that relationship building. Typically, when I say, "It's Bernard from HR," oh no, why is HR calling me? What did I do wrong?
So it's kind of like the principal's office, right? So I always tell them, "If I don't know your name, that's maybe good, but maybe bad. I know all the bad kids and I don't know all the good kids. So you're somewhere in the middle over there." I think the last when you look at competencies and important characteristics is managerial courage. Managerial courage, but it has to be done with tact. Oftentimes when you're going up in a company, managerial courage is the hardest thing to do.
How do you give your own supervisor feedback, or how do you raise a point that may be unpopular to executives who are in the room? So as an HR professional, it's our responsibility to typically advocate for those who are underrepresented or those who are in the minority. So being able to express yourself maybe an unpopular viewpoint, but with passion and conviction and professionalism is very important.
Aly Sharp:
And as you were talking about relationship building, I thought back on the day we met. I was like, "I've never been to Hawaii." You're like, "Oh, come on down. You can stay with me. Come on." I'm like, "Okay." I was like, "Okay, we're going to be friends forever now," just because you invited me to Hawaii. Never taken it up, but I just want to go. So I'm just like, one day I'll call you up and be like, "I'm on my way."
Bernard Nunies:
I'm still waiting. Come on down. Let me know.
Kevin Abbed:
Well, Bernard, one of the things I kind of like and both examples you gave is there are less business oriented and really people oriented. And I think that's where people need to have an understanding that working in HR is not just looking at finances and deciding what people are going to be paid. There's just a common misconception that HR is going to put together the holiday party.
It's not that at all. I mean, the business is only as good as its people. And without HR to be that guiding light and setting the standard, I think a lot of things could go awry. Going back to just your extensive career, not necessarily just in HR, but I'm wondering what keeps you motivated in your CHRR role that is obviously a high stress, high pressure job?
Bernard Nunies:
Yeah, thanks for that question. I think I'll start by addressing something you said earlier. So no one has ever accused me of being the policy police. Now, most people in HR, that's what you have to do. And yes, there are some compliance issues, but it always bewilders me when people say, "Oh, HR said." I'm like, no, no. HR didn't say. It's the law that said, and we are complying with it to make sure that you're not breaking the law. So I love these HR said rules and regulations that come up.
But what keeps me going, I absolutely enjoy what I do. I'm humbled by the people I serve, and I'm rewarded by the success of others knowing that I had something to do with their growth and their success. I'm one of those that I am a firm believer that if I would wake up one morning and no longer enjoy what I do, I'll go do something else. Life is way too short to do things that you don't enjoy, especially when we spend so much time at work. So that's critical for me and that's what keeps me going.
Kevin Abbed:
Yeah, that's awesome to hear. And it's funny because I hear you saying it, but I also hear my dad, shout out Jamal, just always telling me... I mean, always, always telling me, "I've been working here for 25 years. And if you love what you do, you'll never work a day in your life." So I think that's a great, great outlook to have, especially in your role.
Aly Sharp:
All right, we're going to pause for just a second. For those of you listening to the podcast who are seeking professional development credit, this program is valid for 0.5 PDCs for the SHRM-CP or SHRM-SCP. The code to redeem your PDCs is 24-ZAPCG. Please note that this code will expire December 12th, 2024. Again, that code is 24-ZAPCG.
Bernard Nunies:
I have a question for you.
Aly Sharp:
Hmm-mm?
Bernard Nunies:
Can I get credit for my own podcast as far as PDCs?
Aly Sharp:
Absolutely.
Kevin Abbed:
So my last question for you, Bernard, is, and we try to end a lot of our interviews in this season this way, what advice do you wish you could give yourself at the beginning of your career journey?
Bernard Nunies:
Ooh, that's an easy one, invest in Apple. Oh! So along those lines, the financial one is to max out your 401(k), especially in the early years. I was told that. I didn't follow the advice. And now in my early 50s, I'm like, "I wish I did." And my real honest answer to this outside of the financial one is have a bad boss. And I know that sounds counterintuitive. You're like, what? I didn't have a bad boss until later in my career.
And it was such a dramatic, traumatic experience for me, learning how to deal with the personality that was different, incongruent, different leadership style completely from what I had. And the reason I say have a bad boss early in your career is if you can learn to deal with that personality type and be successful at it early in your career, that will only set you up for success later.
Aly Sharp:
I love your respectful way of saying not the right fit as incongruent. We did not get along at all.
Bernard Nunies:
That eye to eye thing just wasn't quite there.
Aly Sharp:
I will say, luckily, my mom was super into... Well, I was kicked off my mom's insurance really early. I don't know what was going on with her old company, but she was like, "Literally as much as you can afford to put into your 401(k), do it and max out your company's contribution." Because I mean, I think we only have to do 6% to make it 9%, because SHRM matches half. Fingers crossed, the world doesn't set on fire, but hopefully in 40 years I'll be pretty comfortable.
Bernard Nunies:
Yeah, don't leave money on the table, for sure.
Aly Sharp:
Yeah, that's exactly what she says. And our last question to wrap today, and I have really, really enjoyed this conversation, I just really enjoy your perspective on life and career, but what do you see as a major trend or change that will affect human resources in the next five to 10 years?
Bernard Nunies:
Oh, that's an easy one because it's all over the place. It's AI. AI. Artificial intelligence. I actually guess spoke on that at our conference that was just held last month. And we've seen so much progress with AI already between ChatGPT, virtual chatbots, recruitment, but there is so much more to come and it's going to just make our lives easier.
And I know human nature is to fear change. But the other thing is they're also fearful that AI will replace jobs. I can tell you quite honestly that AI will not replace people. It's people who understand AI that will replace people. It's adapting to the new technology and be able to embrace it and utilize it to be successful. That's the people that's going to succeed after this.
Aly Sharp:
Yeah, and I will say that on your point, because you mentioned emotional intelligence as being a really important characteristic, and that's something that AI... Now, I mean, they're trying to say that robots can have feelings. I don't know. I'm not hip to all the AI stuff, but that is something that will take hopefully a bit more time to develop, and that is something that humans will always have the edge on. Because at the end of the day, we also have to teach AI to have that capacity if we so choose, which would be a little bit strange.
But I mean, hey, if it makes our lives easier, I guess it's fine. But anyway, Bernard, thank you so much. It's really nice to have you on the East Coast. When this launches, we would've already seen Bernard at the Volunteer Leader Business Meeting, but we are preparing for that. And I think that's it. We're going to close it out.
Bernard Nunies:
All right, thank you guys for having me. I appreciate it. Happy holidays, everyone.
Aly Sharp:
For more exclusive content, resources, and tools to help you succeed in your career, consider joining SHRM as a student member. You can visit us at shrm.org/students to learn more.
Kevin Abbed:
Lastly, are you looking for more work and career related podcasts? Check out All Things Work and Honest HR at shrm.org/podcast. Thank you again for listening, and we'll catch you on the next season of Career Compass.