20 Higher Education People Leaders Across the World
_Last updated: 9 August 2026._
Universities are shaped by people decisions every day. The work of hiring, developing, supporting and leading staff sits close to research, teaching, student experience, community purpose and institutional change.
This list brings together 20 higher education people leaders whose current public roles make them useful starting points for further reading. It spans universities and systems across North America, the United Kingdom, Australia, New Zealand, Asia, Hong Kong and South Africa.
The list is not a ranking. It is a practical directory for people who want to understand the leaders behind university culture, capability and workforce decisions.
Why higher education people leadership matters
A university people function is more than a set of policies. It helps shape who can do their best work, how change is experienced, how conflict is handled and whether the institution’s stated values appear in ordinary decisions.
The leaders below have different titles and contexts, but each sits close to the choices that make a university more coherent, more capable and more humane.
1. John Whelan
Vice President for Human Resources, Yale University
John Whelan is vice president for human resources at Yale University in United States. Yale says he was appointed in 2021 and oversees recruitment, retention and an inclusive, supportive environment. The profile also records his earlier university HR leadership at Indiana University. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
His profile shows how a university people function can be treated as an institutional capability, not only an administrative service. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
2. Adam Charania
Vice President, Human Resources, The University of British Columbia
Adam Charania is vice president, human resources at The University of British Columbia in Canada. UBC announced his appointment in December 2024 for a five-year term and described more than 20 years of senior HR leadership across health, public service and other complex organisations. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
His appointment is a useful example of bringing workforce planning, labour relations and organisational change into one leadership brief. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
3. Cheryl Lloyd
Vice President, Systemwide Human Resources and Chief Human Resources Officer, University of California
Cheryl Lloyd is vice president, systemwide human resources and chief human resources officer at University of California in United States. The University of California profile names her as the systemwide HR leader for its ten-campus system and associated medical centres. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Systemwide people leadership makes the tension between common standards and local context impossible to ignore. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
4. Bryan Garey
Vice President for Human Resources, Virginia Tech
Bryan Garey is vice president for human resources at Virginia Tech in United States. Virginia Tech identifies him as vice president for HR and describes more than 25 years of experience and a focus on change, growth and employee experience. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
His remit connects the people function to the lived experience of a university that is growing and changing. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
5. Helena Rodrigues
Chief Human Resources Officer, University of Arizona
Helena Rodrigues is chief human resources officer at University of Arizona in United States. The official profile identifies her as CHRO and describes work across career architecture, workforce integration and the centralisation of HR services. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Her work shows why role clarity and career pathways matter when an institution changes its shape. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
6. Eugene Whitlock
Associate Vice Chancellor and Chief People and Culture Officer, University of California, Berkeley
Eugene Whitlock is associate vice chancellor and chief people and culture officer at University of California, Berkeley in United States. Berkeley says he leads People and Culture, including HR strategy, talent, labour relations, performance, benefits, wellness, development and belonging. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
This is a broad people brief, and it shows the value of putting culture, capability and core HR work in the same conversation. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
7. Becci Menghini
Vice President and Chief Human Resources Officer, Georgetown University
Becci Menghini is vice president and chief human resources officer at Georgetown University in United States. Georgetown announced her appointment in July 2026 after she served as interim CHRO. The announcement describes her earlier leadership of a 150-person HR team and workforce transformation. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Her appointment shows how an interim season can become a practical test of what the people function should do next. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
8. Manuel Cuevas-Trisán
Senior Vice President for People, Belonging and Culture, Boston University
Manuel Cuevas-Trisán is senior vice president for people, belonging and culture at Boston University in United States. Boston University announced his appointment to a new senior role beginning in July 2026, drawing on prior university and corporate CHRO experience. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
The title itself makes belonging and culture part of the senior leadership agenda rather than a side project. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
9. Donna Dalrymple
Chief People Officer, University College London
Donna Dalrymple is chief people officer at University College London in United Kingdom. UCL describes her responsibilities across recruitment, employee relations, reward, organisational development, health and wellbeing and equality, diversity and inclusion. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Her role shows how people leadership stretches from the formal employment system to the conditions in which staff do good work. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
10. Aisla Nicholls
Chief People Officer, Royal Holloway, University of London
Aisla Nicholls is chief people officer at Royal Holloway, University of London in United Kingdom. Royal Holloway says she took up the chief people officer role in May 2026 after serving as interim HR director and holding senior people roles in higher education. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Her path highlights the value of steady, values-led change when a university is trying to strengthen its culture. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
11. Kathryn Al-Shemmeri
Chief People Officer, Imperial College London
Kathryn Al-Shemmeri is chief people officer at Imperial College London in United Kingdom. Imperial records that she joined in November 2024 after senior people and transformation roles in the UK Cabinet Office and 10 Downing Street. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Her experience points to the leadership skill of turning complex transformation into work people can understand. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
12. Vikki Matthews
Chief People Officer, The Open University
Vikki Matthews is chief people officer at The Open University in United Kingdom. The Open University describes her as chief people officer leading a long-term people and organisational agenda, with earlier senior roles in health, higher education and Nike. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Her profile connects workforce leadership to an institution built around flexible, supported learning. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
13. Samantha Liston
Chief Human Resources Officer, The University of Sydney
Samantha Liston is chief human resources officer at The University of Sydney in Australia. The University of Sydney announced her appointment in 2023 and described experience in transformation, industrial relations and building high-trust, high-accountability environments. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Her appointment shows that trust is not the opposite of accountability. Strong people systems need both. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
14. Regan Sterry
Executive Director, Human Resources, La Trobe University
Regan Sterry is executive director, human resources at La Trobe University in Australia. La Trobe’s current senior leadership page identifies him as executive director of human resources, responsible for the university’s people function. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
His role is a reminder that the practical work of people leadership includes policy, service design and the daily experience of staff. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
15. Andrew Phipps
Director of Human Resources, The University of Auckland
Andrew Phipps is director of human resources at The University of Auckland in New Zealand. The University of Auckland identifies him as director of HR and records long-standing leadership of the university’s HR functions. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Long tenure in a people role can create the institutional memory needed to make change land well. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
16. June Cho
Chief Human Resources Officer, Singapore University of Technology and Design
June Cho is chief human resources officer at Singapore University of Technology and Design in Singapore. SUTD identifies her as CHRO and describes more than 30 years of HR experience across technology, industry and higher education, alongside coaching and board work. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Her career shows how people leadership can move across sectors while keeping attention on capability and culture. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
17. Corinna Lee Shun-king
Director of Human Resources, The Chinese University of Hong Kong
Corinna Lee Shun-king is director of human resources at The Chinese University of Hong Kong in Hong Kong. CUHK’s HR office identifies her as director and frames HR as part of the university’s core work rather than a separate service department. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
That framing is valuable because it makes people decisions part of how the university fulfils its purpose. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
18. Makgomo Umlaw
Executive Director: People and Culture, University of Pretoria
Makgomo Umlaw is executive director: people and culture at University of Pretoria in South Africa. The University of Pretoria says she began the executive director role in January 2026 after more than 25 years of HR work across public-sector and research institutions. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
Her appointment brings transformation, wellbeing and strategic HR into view in a large research university. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
19. Nico Koopman
Deputy Vice-Chancellor: Social Impact, Transformation and Personnel, Stellenbosch University
Nico Koopman is deputy vice-chancellor: social impact, transformation and personnel at Stellenbosch University in South Africa. Stellenbosch identifies him in a senior role spanning social impact, transformation and personnel, alongside his academic work in public theology and ethics. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
His portfolio shows that people leadership can sit alongside questions of dignity, justice and institutional purpose. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
20. Gaynor Witts
Chief People Officer, RMIT University
Gaynor Witts is chief people officer at RMIT University in Australia. RMIT’s official news names her as chief people officer and describes the IDEA team’s work on a Sustainability and Equity Evaluation tool for inclusive decision-making. This is the kind of public evidence that helps a reader understand the shape of the role without claiming to know everything happening inside the institution.
The example shows how a people team can turn broad inclusion goals into a tool that changes everyday decisions. The wider lesson is simple: people work becomes more useful when leaders connect it to the decisions staff and students can actually feel. That means making the hidden tension discussable, saying what good looks like and keeping ownership visible as the work moves forward.
What these leaders show us
The strongest pattern is connection. People leadership touches strategy, workforce planning, culture, wellbeing, inclusion, labour relations, capability and organisational design. The title may change from university to university, but the work is increasingly close to the institution’s main purpose.
The second pattern is translation. A strategy only becomes real when a leader can turn it into choices that a faculty, professional team or campus community can understand. Clear language matters because trust is built through repeated, observable decisions.
How to use this list
Use the entries as a starting point for further reading, thoughtful introductions and better questions. Check each organisation’s current leadership page before making contact, because senior roles can change and acting arrangements can move quickly.
If you are preparing for a leadership conversation, start with the system around the person. Ask what the institution is trying to improve, who feels the pressure first and what would make the next step easier for staff.
Frequently asked questions
What does a university chief people officer do?
The remit varies, but it commonly includes workforce strategy, recruitment, employee relations, reward, organisational development, wellbeing, inclusion and the design of people services. In some universities it also connects directly to transformation, culture and institutional planning.
Is this a ranking of university people leaders?
No. It is a current, evidence-led starting list. The order is for reading convenience, not a judgement about relative quality, influence or performance.
How current is the list?
The package was prepared on 9 August 2026 using current public university pages, official appointment announcements and governance sources. Roles can change, so the source beside each entry should be checked again before publication, tagging or direct outreach.
Can you help our university leadership team?
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Conclusion
The best higher education people leaders make the institution easier to understand and easier to improve. They connect purpose with the everyday experience of staff, then turn broad values into choices that people can see.
These 20 leaders offer different examples of that work across the world. Read their public profiles, notice the decisions their roles bring into view and use the list to start a more useful conversation.
Related reading
For practical leadership tools, read Steps after Working Genius, Leadership team alignment and the Working Genius implementation guide.
About the author
Jonno White is an Australian leadership consultant, keynote speaker and author. He helps leaders build organisations people would move cities to work at, with practical ideas that teams can use on Monday morning.