Redefining HR Roles with Technology and Strategic Impact

Joseph Kennedy, the Director of Human Resources at ATI Forged Products, has over a decade of experience. Working in a high-tech, high-stakes industry like aerospace and defense has fueled his passion for transformation. Kennedy is passionate about creating a thriving workplace and driving organizational success. He believes HR is more than policies—it’s about unlocking human potential. Kennedy earned his BBA in Human Resources Management from the University of Wisconsin-Milwaukee.

Recognizing Kennedy’s leadership in aligning HR initiatives with business strategy and fostering a culture within the organization, this interview delves into insights on the evolving role of HR in the industry in shaping the future of work.

Cultivating an Agile Workforce: The Future of HR in Aerospace & Defense

How many times have we heard of agility as a buzzword? As clichéd as it sounds, it’s the difference between staying ahead and falling behind. In aerospace and defense, where technology evolves rapidly, and workforce expectations are shifting, rigid structures and outdated processes no longer cut it. Companies that resist change risk losing their competitive edge.

That’s why industry partnerships are a cornerstone and this had been my strategy. Just because something has always been done a certain way doesn’t mean it’s right for today’s workforce. My team and I have reworked shift structures to build in more flexibility, meeting both operational demands and employee expectations. The result can be seen in our increased capacity, better retention and a workforce that’s in the right place at the right time.

But agility isn’t just about how work gets done; it’s about how we think. With access to more data than ever, we use analytics to anticipate skill gaps, identify bottlenecks and strengthen retention strategies before problems arise. Staying ahead means being proactive, not reactive.

Of course, agility also hinges on a resilient workforce. Technology will keep advancing, and industry needs will keep shifting—so employees must grow with them. That’s why continuous upskilling is non-negotiable. More than training for today, it’s preparing for what’s next. And in a unionized environment, adaptability isn’t about pushing against the system—it’s about working within it. We’ve partnered with unions to develop solutions that benefit both employees and the business, proving that progress comes through collaboration, not conflict.

The biggest shift? Rethinking the role of HR itself. HR can’t just be a back-office function focused on policies and compliance. It needs to be at the forefront—driving strategy, shaping the workforce, and positioning the business to stay ahead of industry shifts.

Data-Driven HR: Smarter Decisions, Greater Impact

Gone are the days when HR relied only on gut feelings. Modern HR uses data to make sharper, faster and more strategic decisions that move the business forward. The way we work has evolved, and the best HR teams aren’t just keeping up—they’re leading the charge.

Take AI. As our team shifts into a true HR business partner model, we’re leaning on AI to handle the repetitive, time-consuming tasks so we can focus on what really matters— developing talent, driving engagement and helping the business grow. AI is turning into a game-changer for building an HR function that’s responsive, scalable and, more importantly, ready for whatever comes next.

“We prioritize internal mobility and stretch assignments—giving people real opportunities to advance without having to look elsewhere. Career growth shouldn’t be a guessing game; it should be a natural part of the employee experience.”

And then there’s data itself. HRIS has always been the backbone of our workforce strategy. With tools like Power BI, these systems are not just crunching numbers; they are spotting patterns, anticipating challenges and acting before problems even arise. Predictive actionable insights are helping HR teams shape the future of work.

Collaboration: The Competitive Edge No One Can Ignore

No company thrives in a vacuum. The strongest organizations tap into broader networks, benchmark against industry peers and embrace continuous learning. Siloed efforts limit growth, but true progress always happens when knowledge, resources, and talent flow freely.

That’s why industry partnerships are a cornerstone of my strategy. We work closely with local technical schools to align talent development with real-world industry needs, ensuring we’re not just hiring for today but building the workforce of tomorrow. I also serve on a regional advisory board to stay ahead of emerging workforce trends, helping us anticipate shifts rather than react to them. These relationships strengthen our talent pipeline and keep our strategies one step ahead.

But retaining top talent requires more than external engagement. Employees shouldn’t feel like they have to leave to grow. That’s why we prioritize internal mobility and stretch assignments—giving people real opportunities to advance without having to look elsewhere. Career growth shouldn’t be a guessing game; it should be a natural part of the employee experience.

HR itself has to evolve in the same way. If we aren’t continuously learning, how can we expect the rest of the organization to? That’s why we’ve moved beyond transactional HR. We’ve embraced a true HR Business Partner model—embedding ourselves as strategic problem-solvers who leverage data, business insights and proactive decision-making to drive real impact.

Business Impact Measures HR’s Success

HR isn’t successful just because it runs smoothly—it’s successful when it drives real business results. The best HR teams shape performance, culture, and long-term growth.

For me, it all comes down to three things: business results, workforce engagement and cultural transformation. HR should be a growth engine, ensuring every talent decision strengthens performance and fuels innovation. If employees aren’t thriving, neither is the business.

Engagement isn’t just a metric—it’s the foundation of productivity and retention. People do their best work when they feel valued, supported, and challenged.

And culture? It’s about attracting great talent—and keeping them. A strong workplace culture isn’t built through perks or branding alone; it’s built through meaningful career paths, leadership that listens, and an environment where people feel they’re making an impact.

Key Advice to Aspiring Leaders

HR in aerospace and defense cannot be a back-office function focused on policies and compliance—it must be a driving force behind business success. That starts with a deep, operational understanding of the industry. If HR leaders don’t grasp the complexities of supply chains, regulatory landscapes, and workforce dynamics, they can’t effectively shape strategy or drive meaningful change.

Technology is already reshaping the workforce. AI, automation and analytics are the tools defining the future of HR. Leaders who fail to harness data-driven insights for smarter, faster decision-making are already playing catch-up.

Above all, bold leadership is non-negotiable. The future belongs to those who challenge outdated thinking, drive change and dismantle rigid, traditional models that no longer serve the industry. Don’t just “do” HR—shape the future of work in this industry. That’s where real impact happens.