Beca Mayr got her start in the staffing industry, and she considers it one of the best possible introductions to the HR profession. The staffing world was fast-paced and highly competitive, which pushed her to learn quickly while developing a strong sense of urgency and accountability. What she found most exciting early on was getting to see how so many different businesses and roles worked.
Every single search required her to learn something new: how that specific business operated, what success looked like in that role, and what type of person would truly thrive in that environment. This hands-on experience built a strong foundation for how she approaches hiring today, teaching her to always start with what the business needs and work backward to find the right talent.
Thinking Like a Business Partner, Not Just a Recruiter
That early exposure to different industries shaped Mayr’s ability to think commercially about recruiting. To her, hiring is not just about filling empty seats; it is about truly understanding a company’s goals and matching them with the perfect people. Over time, she has used this business-first mindset to lead large-scale changes. This includes putting AI-driven hiring tools into place, building more structured and consistent interview processes, and developing talent strategies that can grow easily while keeping a human touch at the center. What keeps her motivated is the chance to create hiring experiences that are highly efficient, but also thoughtful, welcoming, and focused on long-term success for both the employee and the company.
Leading Hiring Strategies for a Global Team
Today, Mayr has taken those early lessons and scaled them up to a global level. As the Vice President of Talent Acquisition at Sedgwick, she leads hiring strategy and operations for a massive organization of more than 33,000 colleagues. In this role, she oversees company-wide hiring strategies that support many different parts of the business. Her daily focus spans everything from high-volume frontline jobs all the way to highly specialized and executive-level leadership roles. By keeping her focus on the real needs of the business, she continues to prove that great hiring is the key to building a successful organization.
“HR has a unique opportunity to shape not just organizations, but people’s lives and careers,” Mayr shared with HR Daily Advisor. “It’s a responsibility I take seriously and something that continues to motivate me every day.”
In our latest Faces, meet Beca Mayr.
What’s your best mistake and what did you learn from it?
One of the most valuable lessons I’ve learned is the importance of balancing speed with structure. Earlier in my career, I leaned heavily into moving quickly by filling roles, solving immediate needs, and keeping things moving. What I eventually realized is that without the right structure in place—whether that’s interview consistency, clear evaluation criteria, or defined hiring processes—you can create inefficiencies that compound over time. Moving fast is important, but moving intentionally is what ultimately drives better outcomes. That shift in mindset led me to focus more on building scalable processes and tools that enable teams to move quickly and make better decisions. It’s something I still prioritize today.
What’s your favorite part about working in the industry?
Without question, it’s the people. I love the passion, empathy, and resilience that you see in this field. HR and talent acquisition attract individuals who genuinely care about others and want to make a difference in their experience—whether that’s helping someone find a new opportunity, supporting leaders with critical decisions, or creating environments where people can succeed.
There’s also a strong sense of partnership in this space. You’re constantly working across functions, collaborating with leaders, and helping shape the future of the organization through the people you bring in. That combination of impact and connection is what makes the work so rewarding.
You clearly care about people feeling safe and supported—can you elaborate?
At its core, HR is about people making important decisions about their careers, their financial stability, and often their families. Those decisions can be stressful, and how we show up in those moments matters.
Creating an environment where people feel safe and supported starts with trust. That means being transparent, setting clear expectations, and following through. It also means approaching interactions with empathy and recognizing that every individual brings their own experiences and challenges into the process.
In talent acquisition, this shows up in how we communicate with candidates, how we structure our interviews, and how we make decisions. The goal is to create a process that is not only effective, but also respectful and fair so that people feel valued regardless of the outcome.
How can company leaders make HR a value within their organization?
It starts with integration. HR should not operate on the sidelines; it should be embedded in business strategy and decision-making.
Leaders can elevate HR by involving them early, aligning on shared goals, and holding teams accountable for outcomes related to talent. It’s also important to invest in the tools, processes, and capabilities that allow HR teams to operate effectively at scale.
When HR is positioned as a true partner, the impact is significant not just in hiring, but in retention, culture, and overall business performance.
Where do you see the industry heading in five years?
I see a continued shift toward more data-driven and technology-enabled decision-making, particularly with the advancement of AI in talent processes. Tools that can improve efficiency and provide better insights will become more integrated into daily workflows.
At the same time, there will be an increased emphasis on the human side of HR. As more processes become automated, the differentiator will be how organizations create meaningful, personalized experiences for employees and candidates.
The most successful organizations will be those that find the right balance of leveraging technology to scale, while maintaining a strong focus on people, culture, and connection.
What are you most proud of?
I’m most proud of the teams I’ve built and the impact they’ve had on the organization. Talent acquisition is rarely a solo effort as it’s about creating strong, aligned teams that can operate effectively and deliver results. Seeing those teams grow by taking on new challenges and make a tangible difference in the business is incredibly rewarding.
I’m also proud of the work we’ve done to evolve our approach whether that’s implementing new technologies to improve processes or strengthening partnerships across the organization.
Do you have any advice for people entering the profession?
Stay curious and be willing to learn.
HR and talent acquisition touch every part of the business, so the more you understand how organizations operate, the more effective you’ll be. Don’t be afraid to ask questions, seek out new experiences, and take on challenges that push you outside of your comfort zone.
Also, focus on building strong relationships. This is a people-centered profession, and your ability to build trust and collaborate will be just as important as your technical skills.