Four questions with H. Julian Woods

November 25, 2025 (Volume 49, Number 7)

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H. Julian Woods, executive director of Human Resources

Photo Credit: Emily Riddle

H. Julian Woods joined Grand Valley's staff as executive director of Human Resources in late July. 

Woods brings more than two decades of experience leading human resources transformations in health care, education and government sectors. Most recently, he served in the West Virginia University Health System. He earned a juris doctorate from West Virginia University College of Law and bachelor's degrees in history and religious studies from West Virginia University. 

Felix Ngassa, assistant vice president for Academic Affairs, served as chair of the search committee for Woods's position. Ngassa said, “Out of a pool of exceptional candidates, Julian stood out as a strategic leader with tangible results, a sincere commitment to people, a perfect mix of expertise and a well-rounded leadership style."

Below, Woods discusses what drew him to Grand Valley, how technology impacts human resources and his musical background.

What prompted you to apply for this position?
It was the chance to lead a truly people-centered HR strategy at an institution that lives its values of equity, inclusion and community. Grand Valley’s commitment to fostering a thriving, inclusive environment really aligns with how I lead and what I believe HR should stand for.

I was also excited by how broad and strategic this role is: overseeing Total Rewards, Talent Management, HR Information Systems and Employment Immigration. That kind of scope reflects GVSU’s holistic approach to people strategy. Over my career, I’ve found the greatest satisfaction in bringing those pieces together to build engagement, retention and strong organizational performance with a focus on compliance, ethical standards and doing things the right way. 

I was especially drawn to the emphasis on integrity, accountability and equity in all aspects of people operations. Those values mirror how I’ve led teams, with transparency, fairness and a real focus on conduct and trust.

And finally, the collaborative relationship across the People, Equity, and Culture division was very appealing. The opportunity to partner in advancing institutional goals through compliance, inclusion and people-first innovation feels like the perfect intersection of my experience and what I’m most passionate about in HR leadership.

You have spent most of your career in human resources. How has that field changed, in your view?
I’ve seen HR transform from a primarily administrative function into a true strategic partner. When I started, the focus was largely transactional: payroll, benefits, compliance are all important, but very process-driven. Today, HR is more about strategy, culture and data. We’re expected to shape organizational health, equity and performance, not just support them.

Technology has really accelerated that shift. Systems like Workday have allowed us to move away from manual processes and gain real-time insights into our workforce. I’ve seen firsthand how a well-implemented Workday system can enhance transparency, improve compliance and give leaders the analytics they need to make informed decisions about talent and engagement.

I’ve also noticed that compliance and conduct have evolved; they’re no longer just about risk mitigation, but about building a culture of trust, fairness and accountability, where employees understand the "why" behind our policies.

Overall, HR has become more people-centered and purpose-driven. It’s about using data and technology to elevate employee experience and align people strategy with organizational mission. That’s exactly the kind of work that excites me about a role like this one.

Caring for people is a hallmark of Grand Valley. How does HR contribute to that pillar?
For me, caring for people is at the heart of what human resources is all about and it’s clearly a defining part of GVSU’s culture. HR contributes to that pillar by creating an environment where every employee feels valued, supported and equipped to thrive.

That starts with listening and understanding what our faculty and staff need to do their best work, and then building systems, policies and programs that respond to those needs. Whether that’s through equitable compensation, appropriate job duties and responsibilities, professional development opportunities or wellness initiatives, HR is uniquely positioned to turn the idea of "care" into everyday practice.

It also means ensuring our compliance and conduct standards are grounded in fairness and respect. When people trust that they’re treated equitably, there is accountability; when they understand that their well-being matters, engagement and excellence follow. 

What do you like to do when you're away from work?
Music has always been a big part of my life. I’m a former competition pianist, composer and jazz saxophonist. I still make time to play when I can. It’s something that keeps me grounded and creative. 

I also really enjoy exploring new restaurants and finding places that connect culture and community through food. And I love experiencing live performances, museums, local music — anything that broadens perspective and sparks inspiration. Creative outlets really recharge me and, honestly, they help me bring more empathy and imagination into my work in HR.

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