My experience at GM Financial reflects a troubling lack of stability and leadership effectiveness within the HR function. Over the past decade, the organization has cycled through multiple CHROs, with at least three changes in the role, creating inconsistency in strategy, priorities, and overall employee experience.
The current HR leadership team appears misaligned and, at times, unable to make timely or unified decisions. This lack of cohesion is not subtle—it is visible both publicly and behind closed doors, where conflicting agendas and internal disagreements seem to take precedence over supporting the business and its people.
Recent organizational changes have only compounded these issues. Restructuring efforts have left many employees overburdened, disengaged, and unclear on direction, with little transparency or meaningful support from leadership. Morale among those remaining has noticeably declined.
Additionally, the annual merit process raises serious concerns. Favoritism appears to outweigh performance, undermining trust in leadership and diminishing motivation across teams.
For an organization of this size and influence, there is a significant opportunity—and need—for more consistent leadership, accountability, and a people-first approach. Unfortunately, that has not been the reality.
