Lead With Empathy — Remember that crises impact employees’ lives in different ways. Listening and acknowledging challenges show people that they matter beyond their job description.
Asany HR leader can tell you, crises are an inevitable part of the job. Challenging situations arise, often at the least convenient times, and these situations require efficient yet delicate handling. Whether it’s dealing with a new employee, wages, or internal conflict, there are ways to come out on top. How can companies learn to take a crisis and turn it into an advantage? In this interview series, we speak with HR leaders who share their strategies on “How Companies Can Turn a Crisis into an Opportunity or Advantage.” As part of this series, I had the pleasure of interviewing Jessica Artz.
Jessica Artz is the Chief Human Resource Officer at ViaPath Technologies, where she plays a pivotal role in shaping the company’s culture and workforce strategy. With a robust background in human resources spanning over 20 years, Jessica is known for her energetic leadership style and her ability to align the HR function with business needs. She is passionate about fostering an engaged and inclusive workplace, advocating for initiatives that empower employees at all levels to thrive. Under her leadership, ViaPath Technologies has implemented successful programs that enhance employee well-being and drive organizational success. Jessica’s commitment to continuous learning and development is evident in her efforts to mentor emerging leaders within the company, ensuring that the next generation of HR professionals is equipped to navigate the evolving landscape of work. Her strategic vision and dedication to creating an equitable work environment make her an influential leader in the industry.
Thank you so much for doing this with us! Before we dive in, our readers would love to get to know you a bit. Can you tell us the “backstory” about what brought you to this specific career path?
Ididn’t originally plan to work in HR — I wanted to become a psychologist. After my first job following graduation on a mental health crisis unit, I found myself leading a team of case managers, recruiting and developing them. And, well, I really enjoy it 😊. Additionally, when I considered the recruiting roles I held during my summer breaks, I realized I was particularly skilled at relating to people, engaging with them, and listening to their perspectives. This led to my first ‘formal’ HR role as a recruiter. I began asking questions about project financials, mapped labor categories against various government schedules, and calculated the profitability of hires against our time-and-materials (T&M) contracts. This early exposure to operations has allowed me to effectively align HR strategies with the business, driving results that benefit both employees and the company, which has been incredibly rewarding.
Are you currently working on any exciting new projects? How do you think that will help people?
We’re busy with many initiatives! We implemented an improved LMS a few months ago, and we’re continuously working with our managers and employees to develop learning paths, certification bundles, and more. We are halfway through our first HiPO cohort and have received positive feedback from the participants. We plan to use their feedback to refine and expand this initial group across the company. Looking ahead to 2026, we are significantly enhancing our wellness program by offering a higher premium reduction for completed wellness activities and on-site biometric screenings. We also started weekly fresh fruit deliveries to our offices. It might sound silly, but we’re encouraging healthy eating habits, and our employees seem to really love it.
None of us can achieve success without some help along the way. Is there a particular person who has helped you get to where you are? Can you share a story about that?
Yes, one of my bosses and mentors when I was at CSC. I’ll never forget… I was preparing information for a presentation to the HR executive team for our 90,000-person division. I must have had 20 slides. I started going over them with him, and he stopped me around slide 2 and said, “These people are extremely busy. You’ll have their attention for maybe 2 minutes. They’ll listen more if you can capture their interest within the first few minutes. Trim this down, focus on the points that impact their business areas. You’ll be fine.” So, I did just that. I also credit him for sharing an equally important lesson about being an effective partner in HR — “if you can balance the needs of the organization with the needs of the employee, you’ll excel. It’s hard, not everyone can do it, but it’s critical.” He was right.
Fantastic. Thank you for that. Let’s now shift to the primary focus of our interview, which is about HR strategies for turning a crisis into an opportunity. Can you share your story of when an organization you’ve worked at entered a crisis? What happened? What did you do?
Like many organizations, we were heavily affected by the COVID-19 pandemic. Overnight, everything about how we worked had to change — from ensuring employee safety to keeping the business operational. What made our situation more complex was the nature of our work. We cannot service our products at correctional facilities remotely — it must be done on-site. Our employees went into correctional facilities, many of which experienced widespread COVID outbreaks. It was our responsibility to ensure they had the materials (masks, gloves, disinfectant) they needed to help them feel secure. Beyond this specific example, our employees as a whole were scared. Everyone was scared. We communicated weekly (in plain language) the guidance from the CDC and the government. We encouraged our employees to utilize our EAP, counseling, and wellness resources. We also shared humorous videos to lighten the mood. Our pulse surveys during this period showed that our employees appreciated the extra effort we made during this very uncertain time.
What was your mindset during such a challenging time? Where did you find the motivation to keep going when things were so difficult?
During those moments, I reminded myself that people depended on us for clarity and stability. My motivation came from knowing that by keeping employees engaged, safe, and connected, we could overcome any setbacks caused by a very uncertain business environment. We relied heavily on transparency, empathy, and consistency to keep moving forward.
Can you please tell us how you were able to overcome such adversity and how the company ultimately turned the crisis into an opportunity or advantage? What did the next chapter look like?
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One of the most positive impacts on our business was the significant increase in our video visitation services. With correctional facilities suspending in-person visits, we had to find ways for incarcerated individuals to stay connected with their loved ones. The entire company quickly came together to expand our video visitation capabilities, providing this essential support. Additionally, the pandemic prompted us to accelerate initiatives that might have taken years otherwise — such as implementing flexible work policies, digitizing processes, and introducing new wellness programs. The “next chapter” was about balancing the ‘old ways’ with this new approach to doing business, and I’m proud to say we’ve managed that remarkably well.
Here is the central question of our interview: Based on your experience, can you share five actionable pieces of advice for HR leaders on how companies can turn a crisis into an opportunity or Advantage? (Please share a story or example for each.)
- Communicate Early and Often — In a crisis, silence creates fear. Leaders must be present, visible, and honest, even when all the answers aren’t known. During the COVID-19 pandemic, daily check-ins helped build trust and steady the organization.
- Lead With Empathy — Remember that crises impact employees’ lives in different ways. Listening and acknowledging challenges show people that they matter beyond their job description.
- Empower Managers — Middle managers are the bridge between leadership and employees. Equipping them with tools, messaging, and support ensures the entire workforce feels connected.
- Stay Anchored in Mission — When everything feels uncertain, the mission serves as an anchor. Tying actions back to “why” reminds employees of the bigger purpose, which fuels resilience.
- Embrace Flexibility as Strength — Rigid systems break under pressure. Organizations that adapt quickly — whether through work arrangements, benefits, or new processes — turn crises into catalysts for innovation.
What are a few of the most common mistakes you see leaders make when their company hits a crisis? What should be done to avoid them?
The biggest mistake I see is underestimating the importance of communication. Leaders sometimes delay because they want all the answers first. But in a crisis, employees don’t expect perfection — they expect honesty and connection. Another mistake is overlooking the mental and emotional toll. If you only focus on business continuity without supporting people, you risk losing engagement and trust.
What advice would you give to HR leaders and organizations who have yet to hit their first real crisis?
Don’t wait for a crisis to build your culture. A strong culture focused on your core values helps employees trust what you say and see that you include them in the process. Show that you are including them and explain the ‘why’ behind each decision and what it means to them.
You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
If I could inspire one movement, it would be to normalize second-chance hiring. Too many people are judged by their past instead of their potential. By opening doors for those impacted by the justice system, we not only change lives but also strengthen communities and workplaces. That’s a movement I’d love to see grow.
How can our readers continue to follow your work online?
You can follow my work and that of our team at ViaPath Technologies’ LinkedIn page, as well as through our Foundation’s initiatives. I also frequently share insights and updates on my personal LinkedIn.
Thank you so much for joining us. This was very inspirational.