Sibyl McCarley, Chief People Officer (CPO) at HireVue, is a seasoned HR leader with a unique career journey. Her path to the C-suite began unexpectedly when she graduated with degrees in English, Psychology, and History.
Initially planning to pursue a law degree, McCarley took a detour to gain work experience and earn a master’s degree. She started as a temp receptionist, quickly becoming bored with the routine. Eager to challenge herself, she volunteered for additional projects, catching the attention of the HR and operations directors. This opportunity led to a full-time role, launching her career in human resources.
McCarley’s story highlights the importance of seizing opportunities and embracing challenges. Her willingness to step outside her comfort zone and take on new responsibilities has enabled her to achieve significant success in the field of HR. As CPO at HireVue, McCarley continues to inspire and empower individuals, leveraging her passion for people and her strategic mindset to drive organizational success.
In our latest Faces, meet Sibyl McCarley.
Who is/was your biggest influence in the industry?
It’s hard to name just a single person who’s shaped my career. I’ve had the privilege of working with and learning from strong, forward-thinking women who showed me that vulnerability and assertiveness are powerful traits that can co-exist. I’ve also worked with men who used their influence as an ally, advocating for me while also teaching me to advocate for myself.
One person stands out to me, the man who hired me after law school to help build an HR team from the ground up. He helped me see a path forward where I could focus my energy on creating scalable, effective teams. He also gave me the confidence to use my voice and share my expertise—even when my opinions weren’t directly asked for.
What’s your best mistake and what did you learn from it?
My best mistake was accepting a sales operations role because a recruiter offered me a larger compensation package. I quickly realized I hated it, but I felt trapped, embarrassed, and unwilling to admit I’d made a poor choice. But I knew I couldn’t do it long-term.
Fortunately, I stayed in touch with the HR Director who first gave me a chance as a temp. She had moved into a new leadership role, and knowing I wasn’t happy, she recruited me to join her team—I still consider this a make-or-break moment in my career.
What I learned from this experience is that compensation isn’t everything. You need to have passion for what you do, and jumping ship for more money without considering the fit isn’t always the answer. I also learned the importance of staying connected with your network and that it’s okay to admit when you’ve made a mistake and need to make a change.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
My favorite part of working in HR is taking every opportunity to inject humanity into a company and its processes. Implementing innovative and progressive policies is the best way to prove a company is invested in its staff.
I know firsthand the importance of having mentors, and I love helping people become their own advocates. Coaching someone through a tough situation and seeing their confidence bloom is incredibly rewarding.
What I like least is the lingering perception that HR professionals are just rule enforcers or paperwork processors. The “HR Lady” moniker bothers me because it recalls a time when HR wasn’t seen as a strategic partner. You don’t hear terms like “the accounting lady” or “the sales lady,” because there’s less of a tendency to dismiss the importance of their roles. However, this perception has changed rapidly since the onset of the COVID-19 pandemic, and I believe it will continue to evolve in a positive direction as HR leaders show their value at the highest levels.
It sounds like through your experience you really care about people, and you want to help them feel safe and comfortable, which is important in the industry. Please elaborate here.
I strive to help cultivate a culture where people feel comfortable being their authentic selves at work. We can model the behavior we expect from other departments and encourage leadership to do the same, but HR can’t be the only department making employees feel safe and supported.
I try to lead by example, being vulnerable when it’s important. For example, I’ve shared with my company’s Neurodiversity Employee Resource Group that I manage ADD. And last year, when I was diagnosed with Ramsay Hunt Syndrome, which caused facial paralysis, it was one of the most humbling experiences of my life. Joining my first Zoom call after medical leave filled me with anxiety. I host Town Halls and frequently need to be on camera, and suddenly, my appearance had changed. Instead of hiding behind the camera, I sent a note to the company explaining what I was going through, not for pity, but to acknowledge that everyone faces challenges, visible or not.
The positive response was beyond anything I could have imagined. Trust is hard to establish if people don’t know you, especially in a remote-first environment. That’s why I prioritize attending in-person events and conferences, when possible, to connect with colleagues. HR professionals should never just be the people you meet with when something goes wrong; we should be an embedded and trusted part of the organization.
How can HR most effectively demonstrate its value to the leadership team?
HR can most effectively demonstrate its value to the leadership team by aligning its strategy with the company’s growth and performance goals. This means showing how HR initiatives—whether in talent acquisition, employee development, or retention—contribute to achieving key business targets. Leveraging data and analytics is another crucial way to showcase value, as it enables HR to provide leaders with the insights they need to make informed, strategic decisions. Additionally, HR should focus on being a true partner by removing roadblocks. Instead of defaulting to “no” or dismissing ideas that may seem challenging, HR can add value by thinking outside the box and offering creative, innovative solutions that drive the business forward.
Where do you see the industry heading in five years? Or are you seeing any current trends?
AI is undeniably a major trend shaping the future of HR, and as practitioners, we can’t afford to shy away from it. I don’t believe AI will replace HR professionals, but we must learn how to harness AI and become better evaluators of claims from vendors. AI can be a powerful tool to empower people managers, enabling them to make better, data-driven decisions.
I see up close every day how companies can transform the ways talent is matched to opportunity. By focusing on skills rather than just what’s on a resume, we’ll continue moving toward a more inclusive and effective approach to hiring. This shift will allow HR to better align talent with business needs, creating more opportunities for individuals while also driving better outcomes for organizations.
What are you most proud of?
I’m most proud of completing law school part-time while working full-time over five years. My goal was never to become a practicing attorney; I wanted to use the law degree to be a more impactful and well-rounded HR leader. That experience taught me resilience and gave me a broader perspective on navigating organizational challenges.
I’m also proud of my work during two major mergers and acquisitions—Shaker/Montage and Modern Hire/HireVue. For Shaker/Montage, I collaborated with Dr. Mike Hudy and a team of passionate individuals to create a new set of company values through a grassroots effort. For Modern Hire/HireVue, I worked with the integration management team to bring together two former competitors.
Additionally, in multiple roles, I’ve had the opportunity to implement comprehensive parental leave policies, ensuring meaningful support for employees and their families.
Do you have any advice for people entering the profession?
My biggest advice for anyone entering the HR profession is to get comfortable with being uncomfortable. If you’re not stepping outside your comfort zone, you’re not learning or growing. Networking is also essential—connect with others in the industry and build relationships that will support your development. Stay on top of emerging trends in HR, like AI and new workplace policies, so you can remain innovative and forward-thinking. And finally, don’t be afraid to fail. Mistakes are an inevitable part of growth, and the key is to learn from them and keep moving forward.
Anything else you’d like to add? We can talk about anything you’d like to discuss here.
Traditional “rearview recruiting” often relies on outdated practices, where hiring decisions are made primarily on resumes and qualifications. The AI revolution is our chance to go beyond these conventional methods and emphasize fairness and objectivity. By harnessing AI to assess candidates based on their potential, skills, and interests, our field can embrace a deeper, more nuanced understanding of candidates. This transformative approach redefines HR’s role from a cost center to a strategic talent incubator, fostering a hiring experience that’s not just transactional, but a journey of growth and empowerment for everyone involved.