Cynthia Pepper, Interim Associate Vice President, Human Resources and CHRO, has built a rich career focused on human nature and motivation. She has deep experience in change management and HR program development, working both in-house and as a consultant. We had the privilege of speaking with her to uncover what she’s focused on during her time with Rice, her aspirations for the HR team, and how building relationships is at the center of what she does.
Can you share a little about your background and the pivotal experiences shaping your leadership style?
My undergraduate and graduate research in physiological psychology and ethology focused on the connections and interactions between the structures of the brain and behavior. My career has focused on human behavior in challenging – and changing – work environments, analyzing and addressing issues that impact individual and organizational success.
I began my consulting career conducting management assessments of major utility companies across the U.S. and the Caribbean. In these roles, I evaluated all aspects of organizational policies and practices that affected employees, including talent acquisition, professional development, executive and non-executive compensation, DEI initiatives and reporting, labor contracts, compliance, and safety. Being the youngest and often the only woman in these settings, I faced the challenge of communicating complex and sometimes uncomfortable recommendations to more senior colleagues. This experience reinforced the importance of adapting communication styles to the situation and to always present difficult information in a way that preserved dignity and collaboration.
These skills have become central to my leadership approach as I expanded into the world of higher education, emphasizing respect, empathy, and the importance of understanding individual and organizational needs to drive effective change and support overall growth.
In your current role, what are your primary responsibilities, and what does a typical day look like for you?
My current role is a temporary assignment as interim CHRO, with my primary responsibilities focused on how I can help the HR team provide the best possible support for the campus community. I have spent my time engaging leaders across campus to understand their perspectives and challenges and bring those back to the HR team so we can address their needs.
A key aspect of my work is enhancing efficiency as the organization evolves. My goal is to provide a fresh perspective and help optimize processes, enabling the team to focus on their core tasks seamlessly. We are committed to ensuring our HR strategies create a streamlined and supportive approach to the university’s goals and strategies.
What are you working on now that you’re excited about?
This is an opportunity to look at all of HR’s current work – and future possibilities – with fresh ideas and energy and we are making some enhancements in process and policies. We are focused on helping find a way to get to ‘yes’ when faced with employees’ questions as well as broadening our outreach for program development to invite more voices. If we can help people maximize their satisfaction and meet their personal goals while performing well in their role for Rice, I find that exciting and energizing.
Can you share what you see as the big-picture opportunities for Rice?
My hope is that Rice's future involves strengthening and enhancing the existing HR programs to better support both the university and its employees. I can envision a robust professional development program that supports various career paths, whether through vertical or diagonal advancement or lateral moves within the university. By aligning performance management and compensation programs with these development opportunities, Rice can help employees achieve their personal and professional goals while contributing to the university’s mission.
Reflecting on your career, what have been some of your toughest challenges, and what accomplishments are you most proud of?
Some of the toughest challenges I've faced include navigating complex organizational changes, such as mergers, acquisitions, and leadership transitions. I have experience in these both as an internal functional leader and as a consultant to university leadership teams. In both roles, these situations required me to adapt quickly and manage change carefully, as these transitions often create significant fear and suspicion among employees.
Despite the challenges, or maybe because of them, I find these experiences fascinating and rewarding. They’ve allowed me to impact organizations and people experiencing significant changes and to research and publish leadership competencies needed during the five key phases of major change. Additionally, leading through crises like COVID-19 presented immense challenges but also sharpened my ability to guide teams through unprecedented situations.
One of my proudest accomplishments is the ability to turn these challenging scenarios into opportunities for growth and learning, both for myself and for the organizations I’ve worked with.
How do you recharge your battery and have fun?
I tend to stay active. I love playing pickleball, swimming, hiking, walking, sailing, diving -- just about anything that takes me outside and on, in, or under the water. I travel quite a bit. My home is in Michigan, and while there, we have a large noisy family and friends with whom we spend a lot of time.