“I manage all aspects of HR for 5,000 employees.” Sunil says it plainly, without embellishment, before listing the scale and breadth of responsibility that comes with leading Human Resources at Oakland County. “I manage a team of 55 people. Within that, I have seven managers. Our remit includes labour, functions of labour, compensation, HRBP… I have a deputy under me as well.” The remit continues to expand as he speaks: “I also manage communications, marketing, learning and development, engagement, records and talent acquisition, HRBB benefits and retirement for over 5,000 employees… ERP systems… It’s quite a bit,” he says simply.
Leading with Trust
At the heart of Sunil’s leadership philosophy is trust. “I lead through trust,” he explains. “I let people build trust with me and vice versa. My aim is to make sure I can always be supportive. I don’t rule with an iron hand.”
Instead, he places responsibility squarely with his people. “I expect a lot of my employees,” he says. “I allow them to fail to grow and learn, because want to them to have an opportunity to try things, bounce things off me.”
That support does not mean providing all the answers. “I don’t usually answer a question like, ‘How do I do this?’” he says. “I let them figure it out and then support what they’re trying to do.”
Sunil describes himself not as a controller, but an enabler. “I want to provide empowerment,” he says. “I want to empower my team to do what’s right.” Four years into his role, he sees that philosophy taking root. “I can see that they’re starting to talk like me,” he says. “Which is really showing that I made a big impact. They’re hearing what I’m saying.”
Turning the Lights On for HR at Oakland County
Sunil’s first focus was inward. “My key aim was to focus first on the HR department,” he says. “They were pretty beat up based on previous experience, previous managers.” His approach was simple. “I asked my boss, ‘What happened before I got here?’” he says. “And I just did the opposite.”
Sunil focused on authenticity. “I let my team be who they are,” he explains. “I brought in a putting green into my office and wore a Kiss band t-shirt my first week of work just to show my personality.” The aim was deliberate. “I wanted them to feel comfortable being here,” he says. “And hope selfishly that if I treat them right, they’ll work harder for me.”
He sums it up with a phrase he returns to often. “I turned the light on for this place.” From there, he expanded outward. “Now I’ve got to work on the County,” he says. “HR didn’t have a good relationship with them.” Sunil chose personal connection over distance. “I didn’t just send an email, I met all the directors and leaders one by one,” he says. “I physically went there, and I talked to them and treated them like equals.”
