Erin Nuxoll embarked on a journey to help Boise Cascade rebuild its Human Resources (HR) organization. The first step was inviting HR leaders across the business to join her in forming an HR Leadership Team. This team would help guide a companywide HR transformation, which included replacing a 20-year-old human capital management system and building the resources to configure and implement the new technology. Nuxoll believed that building a strong leadership team around a well-structured strategy would provide the tools needed to implement this multiyear endeavor. And that this work would, in turn, deliver a better experience for their 7,000-plus employees nationwide.
There were several factors at play. In addition to the challenges of launching an enterprise-wide HR system and the new operating model, the HR Leadership Team was experiencing a few growing pains. Despite the workplace disruption of the COVID-19 pandemic, it was still a stable team; however, some camaraderie was lost during remote work, several tenured team members were retiring, and new team members with fresh ideas were joining. Nuxoll needed to build capability, resilience, and a vision for the future. She knew it would mean embracing more significant change.
Collaboration to enable transformation
The HR organization comprises three separate teams: two independent business divisions and a shared services corporate team, which included newly formed HR Centers of Expertise. The HR Leadership Team wanted to develop a shared vision and strategy to achieve common goals across the organization. To do so, they recognized the need for a stronger working partnership and alignment on priorities, roles, and responsibilities.
“It was clear that we needed an external perspective and guidance to help the leadership team navigate some challenging conversations and build deeper relationships to be ready for the changes coming,” said Nuxoll.
They brought in Strelo Group to help facilitate the journey.
“It was clear that we needed an external perspective and guidance to help the leadership team navigate some challenging conversations and build deeper relationships to be ready for the changes coming.”
Erin Nuxoll
SVP of HR
Shifting mindset to “One HR”
The first priority was to build a more cohesive leadership team – one prepared and confident to tackle the transformation to a “One HR” mindset.
“We agreed that now more than ever, we needed to be ‘One HR’ and as a leadership team, we were willing to do the work necessary to make that happen,” said Nuxoll.
With Strelo’s partnership, the work included customized executive coaching, multiple team development workshops, and a two-day strategy session for the leadership team.
To strengthen their overall effectiveness and impact for the business, the leadership team aligned on engagement outcomes that included adopting a spirit of partnership grounded in trust and a shared mission to be business-relevant and employee-focused. They developed a team charter that outlined behaviors and expectations that would support team unification, encourage healthy dialogue during conflict, and improve collaboration.
One important aspect of this work was building trust.
“Strelo’s Three Dimensions of Trust model was particularly effective because it really brought each of us into the model,” said Nuxoll. “We know that you don’t necessarily come by trust naturally. Through the work with Strelo, we learned that to build trust as a team, we needed to be actively engaged – and sometimes vulnerable – in the process.”
“Strelo’s Three Dimensions of Trust model was particularly effective because it really brought each of us into the model. We know that you don’t necessarily come by trust naturally. Through the work with Strelo, we learned that to build trust as a team, we needed to be actively engaged – and sometimes vulnerable – in the process.”
Erin Nuxoll
SVP of HR
Shared ownership for goals and vision
The team recognized that to become high performing, they would need to create common understanding and ownership for their envisioned future.
“With all the compounding changes, our vision for the team was not well-defined. To deliver more for the organization, we needed to be more intentional and cohesive in our steps forward,” said Nuxoll.
With Strelo-facilitated strategic sessions, the team worked to align around a shared vision and a set of strategic priorities. A list of leadership team characteristics was developed to hold the group accountable for courageously leading change.
“We started as three separate teams with disparate and sometimes conflicting goals and ways of operating,” said Nuxoll. “We talked a lot about honoring our team as a place of safety, refuge, and energy. In the end, we became three parts of a whole that was greater than the sum.”
Paving the way for the next leader
In 2023, Nuxoll began preparing for her own retirement, and Angella Broesch was selected as the new HR leader. The next phase was to ensure that Broesch was prepared and positioned for a seamless transition.
Strelo worked with Nuxoll and Broesch to step through a thoughtful transition plan that included a stakeholder and partner analysis exercise, identifying opportunities and events for intentional transitioning, and clarifying roles for Nuxoll and Broesch over the next six months of HR activities. In addition, Strelo met one-on-one with Broesch, providing executive coaching. Together Broesch and Strelo planned and led the 2024 strategic planning session to complete the bridge into the next HR Leadership Team.
Readiness for a new way of working
Nuxoll and team were fully aware of the challenges and risks associated with organizational transformation. To build a more engaged, connected, and inclusive employee experience, and to be a more collaborative, customer-focused organization, they chose an outside perspective and partnership to help navigate the inevitable ups and downs associated with large organizational and personal change.
They looked to Strelo to help the team see the power of embracing a new model – while still being respectful of the team’s purpose-driven culture to build strong homes, businesses, and communities.
“Strelo’s approach is notably collaborative,” said Broesch. “They don’t come in with the answers. Instead, they come in with tools to help you find the answer for your own organization.”
“Strelo’s approach is notably collaborative. They don’t come in with the answers. Instead, they come in with tools to help you find the answer for your own organization.”
Angella Broesch
VP of HR
About Boise Cascade
Boise Cascade is one of the largest producers of engineered wood products and plywood in North America and a leading U.S. wholesale distributor of building products.
