Transforming HR Regulation and Practice with Jodi Kovitz


Before I joined the HRPA, it was clear that the organization was at an inflection point—one shared by many long-standing regulatory bodies and professional associations. The expectations of members, registrants, and the public were shifting rapidly, driven by new technologies, changing workforce dynamics, and a broader demand for more modern, seamless, and data-informed experiences. The HRPA had a strong foundation and a deep legacy of impact, but it was also navigating the challenge of updating systems, processes, and ways of working to meet the needs of a more digital, agile, and diverse HR profession.

At the same time, there was a tremendous opportunity: the HRPA was well-positioned to redefine what leadership in professional regulation looks like in a changing world, to elevate HR’s role in organizational strategy, and to build a future-ready ecosystem of learning and practice. The potential to modernize the regulatory framework, strengthen the member experience, and embed innovation in the organization made the opportunity incredibly compelling.

When I chose to enroll in Columbia’s Leading Digital Transformation program, my goals were both personal and organizational. Personally, I wanted to deepen my understanding of the latest research and global best practices in digital transformation—not just the technology itself, but the leadership behaviors, cultural enablers, and strategic choices that drive meaningful, sustainable change. I wanted to challenge my perspective, expand my toolkit, and engage with leaders from around the world who were navigating similar moments of transformation.

Organizationally, my goal was to bring back insights that would help the HRPA accelerate its own evolution. I wanted to ensure that our approach to modernization would be thoughtful, human-centered, and aligned with our regulatory responsibilities as well as the profession’s future needs. Ultimately, the aim was to strengthen our capacity to make informed, forward-thinking decisions and to position the HRPA as a leader in shaping the future of HR during a time of profound digital disruption. 

Several insights directly reinforced and expanded the thinking behind Vision 2027. One was the idea that transformation requires building adaptive systems, not just modern systems—processes and structures that can evolve alongside emerging technologies and shifting stakeholder expectations. Another was the emphasis on data as a strategic asset. The program strengthened my conviction that if the HRPA is to make informed, proactive decisions as a regulator and professional body, we need a more integrated, insight-driven approach to data governance and analytics.

Tools such as capability-maturity assessments, stakeholder-mapping frameworks, and digital value mapping were especially relevant. They helped validate where the HRPA is already strong while clarifying where we need to accelerate investments to support a more seamless, personalized member and registrant experience. These tools also aligned closely with Vision 2027’s priorities around modernization, agility, and professional impact, giving me new ways to frame our progress and identify future opportunities. 

The program reinforced the importance of building the HRPA’s long-term strategy around adaptability, insight, and human-centered innovation. It strengthened my conviction that our role is not only to regulate the profession but to anticipate its future needs, champion emerging competencies, and support HR professionals as strategic leaders in an increasingly digital world. The program’s frameworks and tools have helped refine our approach to capability building, data strategy, and service modernization—elements that are now foundational to Vision 2027 and beyond.

It also encouraged a more global, forward-looking perspective: understanding where the HR profession is heading, how regulation must evolve, and how we can create an ecosystem that supports continuous professional growth. As a result, the HRPA’s long-term strategy is more agile, more evidence-informed, and more focused on delivering meaningful, future-oriented value to our members and the public we serve.

The peer and faculty discussions were some of the most powerful elements of the program. Engaging with leaders from diverse industries, each navigating their own digital inflection points, challenged me to think beyond sector norms and question assumptions about how fast a regulatory or professional body can evolve. Many of the conversations reinforced that transformation rarely fails for lack of technology; it fails for lack of alignment, leadership conviction, and cultural readiness.

Faculty pushed us to interrogate not only what we were transforming but why, and to consider how our leadership choices either reinforce or disrupt the status quo. Those interactions encouraged me to be bolder in articulating the change the HRPA must lead, clearer in communicating the “North Star,” and more intentional about building cross-functional ownership. They also affirmed the importance of designing change around people, not systems, and ensuring that transformation feels like an enabler rather than an imposition. 

One of the most powerful mindset shifts for me was embracing the idea that transformation is less about predicting the future and more about building the capacity to adapt to it. The program reinforced that leaders don’t need perfect clarity before moving forward; they need the courage to create momentum, experiment, and adjust as new information emerges.

This shift has influenced how I communicate direction, how I empower teams, and how I think about risk. I’ve become even more focused on cultivating an environment where learning and iteration are valued as much as planning and execution. It’s a mindset that encourages moving boldly but thoughtfully, and it has shaped how the HRPA approaches change across the organization. 

My advice is to treat digital transformation first and foremost as a strategic, leadership, and cultural transformation. Technology will accelerate your strategy only if your people understand the purpose behind it, feel connected to the vision, and have the capabilities and confidence to work differently. Start with clarity—what are you trying to enable, for whom, and why now?—and then over-communicate that purpose at every stage.

Second, don’t underestimate the power of alignment. Transformation requires cross-functional commitment, shared accountability, and a willingness to challenge legacy assumptions. Create space for honest dialogue, invite diverse voices into the process, and make sure governance structures reinforce—not hinder—progress.

Finally, anchor everything in humanity. Transformation can be exciting, but it can also be deeply disruptive. Treat change as something you do with people, not to them. That balance of ambition and empathy is what sustains momentum and builds trust.