20 Public-Service Human Resources Leaders to Know
- Jonno White
- Aug 12
- 8 min read
*Last updated 12 August 2026.*
Public-service HR leaders work where mission, regulation, workforce pressure, and community trust meet. The people in this list lead across federal agencies, public universities, cities, and public transport organisations. Their roles are different, but each shows how the people function can help a public institution serve well.
This is a current discovery list, not a ranking. Roles and scope were checked against official organisation pages, directories, or appointment announcements.
1. Arron Helm
Chief Human Capital Officer, U.S. General Services Administration
Leads human capital for GSA and its 8,500 employees, with responsibility spanning talent, workforce planning, employee relations, performance, compensation, executive resources, and people data. A federal HR leader connecting workforce systems with the practical needs of a large government agency.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
2. Jessica Palatka
Chief Human Capital Officer and Director of Human Resource Management, U.S. Department of Commerce
Leads human capital for a department serving nearly 58,000 employees across all states, territories, and more than 88 countries. A large, distributed federal workforce makes her role a useful example of scale and service design.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
3. Reesha Trznadel
Chief Human Capital Officer, U.S. Department of Energy
Oversees human capital management for more than 13,000 federal employees, including recruiting, development, training, and workforce management. A career federal leader working at the intersection of people, policy, and mission delivery.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
4. Eduardo Ribas
Chief Human Capital Officer, Federal Energy Regulatory Commission
Has led FERC human capital since 2010, overseeing HR operations, workforce relations, and employee engagement after earlier federal workforce leadership roles. A long-tenured public HR leader whose work sits close to the employee experience of a specialist regulator.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
5. Elizabeth Shearer
Chief Human Capital Officer, U.S. Government Publishing Office
Plans and implements GPO human resources systems and policies, balancing the agency’s established culture with changing workforce needs. A practical example of renewing a historic public institution while respecting its identity.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
6. Tamika Williams
Chief Human Capital Officer, Federal Trade Commission
Leads the FTC Human Capital Management Office, which administers and manages agency HR programmes, operations, policies, and services. A mission-critical regulator where human capital systems support specialised public work.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
7. Doug Tulino
Deputy Postmaster General, Chief Operating Officer, and Chief Human Resources Officer, United States Postal Service
Oversees human resources for a workforce of more than 644,000, including labour relations, organisational development, compensation, benefits, learning, recruitment, and HR technology. A rare public-sector people role at enormous operational scale.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
8. Tony Gherardini
Vice President and Chief Human Resources Officer, University of Colorado
Provides strategic HR leadership across the University of Colorado system and previously led Colorado’s 500-person personnel agency and statewide system serving 30,000 employees. A public HR career that moves between state government and higher education.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
9. Tammy Kenber
Chief Human Resources Officer, UC Davis and UC Davis Health
Leads central HR across both UC Davis campus and UC Davis Health, bringing a workforce lens to a university and health system operating together. The complexity of serving academic and health workforces through one people function.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
10. Katie Thomas
Chief Human Resources Officer, Boise State University
Joined Boise State as CHRO in 2025 after more than 14 years in Idaho higher education, including service as AVP and CHRO at Idaho State University. A public university HR leader bringing continuity and cross-campus experience to a new role.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
11. Donny Beasley
Vice President and Chief Human Resources Officer, Tarleton State University
Leads human resources and civil rights at Tarleton State after serving at UT Arlington, where he helped transform service delivery with a 24-person HR team. A people leader combining HR operations, culture, and civil rights in public higher education.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
12. Molly Propst
Chief Human Resources Officer, University of Vermont
Brought more than 20 years of academic medicine, complex healthcare, and public-sector experience to UVM in 2026 after leading people work in large health systems. A health and higher education background suited to a public university with complex workforce needs.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
13. Jennifer Wilkes
Vice President for Human Resources and Chief Human Resources Officer, Penn State
Leads HR for Penn State’s multi-campus system, with responsibility for a workforce of about 37,000 across 24 campuses and major compensation and benefits changes. A system-wide role where consistency has to work across many campuses and local contexts.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
14. Juanita Hicks
Vice President and Chief Human Resources Officer, University of Georgia
Leads HR strategy for the University System of Georgia context, serving public colleges and universities, faculty, staff, and retirees. A public higher education people leader working across a broad statewide system.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
15. Cheryl Lloyd
Vice President, Systemwide Human Resources and Chief Human Resources Officer, University of California Office of the President
Leads systemwide HR for the University of California’s campuses and medical centres, with earlier responsibility for enterprise risk, safety, and workers compensation. A systems view of people work where workforce risk and employee experience meet.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
16. Frank Hurtarte
Vice Chancellor of Human Resources and Chief Human Resources Officer, California State University
Joined CSU in 2025 after senior people and strategy leadership at Kaiser Permanente, bringing private-sector scale experience into the public university system. A public university appointment shaped by experience in a large, purpose-driven health system.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
17. Rosalind Tucker
Chief Human Resources Officer, Atlanta Regional Commission
Joined ARC’s executive leadership team as CHRO after leading mobility services work focused on practical ways people move around the region. A regional public-service leader bringing community and mobility experience into the people function.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
18. Lili Tran
Chief People Officer, Regional Transportation District of Denver
Brought more than 30 years of HR experience across public service, public safety, and nonprofit settings, including a statewide labour agreement covering 27,000 employees. Public transport people leadership where labour relations and frontline service are inseparable.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
19. Nina Arias
Director of Human Resources and Chief Human Resources Officer, City of Dallas
Leads HR for more than 13,000 City of Dallas employees after more than 20 years across strategic HR, government, nonprofit, and private settings. A municipal HR leader balancing scale, public accountability, and day-to-day service.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
20. Candi Blossom Jones
Director and Chief Human Resource Officer, City of Philadelphia
Leads Philadelphia’s Office of Human Resources as Director and Chief Human Resource Officer, supporting the city’s public workforce and HR leadership team. A city-level people role where the quality of internal service affects every public service delivered.
The public value of this work is easy to miss because much of it happens behind the scenes. Hiring systems, workforce planning, employee relations, development, and day-to-day HR service shape whether public institutions can keep their promises.
What these leaders have in common
There is no single public-sector HR playbook. The strongest examples make the work specific to the mission, the workforce, and the people who rely on the service.
If your organisation is working through culture, leadership, or workforce change, Jonno White helps leaders build organisations people would move cities to work at. Learn more about leadership consulting.
*This article is designed for practical use. It does not rank the people included, and it does not claim to be a complete directory.*