Brit Combs
Talent Management
Caterpillar
Celebrated for her passion in talent management, this Human Resources professional brings over fifteen years of experience across diverse industries. With a strong focus on talent development, performance management, succession planning, and talent strategy formulation, she plays a pivotal role in helping organizations achieve their strategic missions through their people. Her career has spanned notable companies such as Motorola Solutions, Grainger, Lockheed Martin, James Hardie Building Products, and currently Caterpillar.
Briefly summarize your career.
Currently I am a Talent Management Manager with Caterpillar. During my career I have been enabling employee growth and supporting managers to be the most effective leaders that they can be. I have been helping businesses execute it’s strategies through it’s people and set itself up for the future.
How did you get into manufacturing?
I got into manufacturing by working at Motorola as an intern. At that time the business was focused on manufacturing telecommunication products. During my tenure, they were manufacturing public safety "walkie talkie" radios used by the government and in hospitality, as well as earbuds for large events, and telecom equipment. Today, Motorola has shifted its focus to solutions and mobility.
How did you get into your current role?
A recruiter reached out to me through LinkedIn. In the earlier stages of my career, I worked in various functional areas within the Talent Management space. At James Hardie, I transitioned into a role focusing on Talent Management processes. Within Caterpillar, I have been involved in building Leadership Development Portfolios. I also had an L&D rotation after my undergraduate studies, which gave me exposure to Learning and Development, as well as the operational side of talent management, including organizational effectiveness and performance management. My role evolved into that of an HR Generalist with a focus on Talent Management processes.
What are/were some of your struggles or challenges, working in manufacturing?
One of the main challenges we face is the disparity between management and support staff compared to hourly staff. While it's understandable that different populations have different needs, there is enough overlap that the "us" versus "them" mentality shouldn't be as strong as it is. We are all seeking meaningful work. Unfortunately, much of the focus on true employee engagement tends to be on office staff, which can create a sense of exclusion for others. An example of this challenge is getting the corporate team to prioritize driving initiatives that benefit all staff equally. Often, we manufacture obstacles, and while some processes may need adjustments, we don't always support or leverage the overlap in the populations, creating artificial barriers. It's essential to recognize that we are doing the business a disservice when we fail to delve deeper into these issues.
Who were some of the people that influenced you professionally?
During my internship, I had the opportunity to work closely with my manager, who had an impressive 40-year career in HR, all at Motorola. She had experience in every aspect of HR and had even completed international assignments. Her structured approach and thoughtful philosophy towards HR made a significant impact on me. She was particularly people-oriented and skilled at building relationships, which I found inspiring. She held the role of HR Director of Operations for one of the business units.
How has the workplace changed for women since you first started?
Over the years, I've noticed a significant shift in the workplace, especially within HR, where the majority of professionals are female. One of the most notable changes is the increased awareness and acknowledgment of the female experience in the workplace. There is now an expectation for initiatives that support and empower women. Discussions about gender disparity and the need for change are more prevalent today than they were 15+ years ago. People are more open to talking about these issues and are taking steps to create a more equitable environment. Being aware of these changes is crucial for driving further progress.
What kind of impression would you like to leave on other women in manufacturing?
I believe that visibility and representation are incredibly meaningful. By being visible and active in the industry, I hope to serve as a relatable figure that other women in manufacturing can identify with. My specific work involves creating tools and resources to help them grow in the manufacturing sector. This includes developing leadership programs, opening doors to new opportunities, and providing support for career development and progression. My goal is to equip women with the tools they need to be successful in the manufacturing space.
What career advice do you have for other women?
I would encourage women to pursue opportunities even if they don't initially see themselves represented. There is still a significant gap, especially in leadership roles. Many businesses have historically drawn leadership from a specific demographic, but that doesn't mean you can't break through. If you don't see someone who looks like you in a leadership role, don't let that limit your aspirations. It is possible to achieve senior leadership positions through perseverance. I've witnessed enough change in different companies to know that with determination, you can make it happen.
What are some ways you have given back to the community of women, or some ways you have made a positive influence and impact on women in manufacturing?
One significant contribution I made was at James Hardie, where I helped establish and strengthen the Women's Initiative Network. I played a key role in putting together a structured framework that enabled other Employee Resource Groups (ERGs) to be established and flourish.
What are your career goals from here, and how do you plan to reach them?
My goal is to expand my horizons beyond HR and delve into project management, for which I am pursuing certification with a focus on the business aspect. I aim to bring a strong employee focus to this role, ensuring that it's not just about management but also about understanding and meeting the needs of employees. This dual perspective will allow me to contribute to overall strategy and senior leadership development. Additionally, I want to play a role in growing the pipeline of talent into these leadership positions. I've observed a trend where many companies are shifting towards a more employee-centric approach, and I want to be at the forefront of this movement.