Chelly Conley is the Director of HR & Inclusion at KnowBe4, bringing over a decade of experience in leadership development, employee engagement, and inclusive workplace practices. A dedicated community leader, she serves on the board of directors for HR Tampa, where she hosts educational panels that empower HR professionals and business leaders. Chelly has been recognized as one of Tampa Bay Business Journal’s Top 40 Under 40, Business Insider’s Top 40 Under 40, and Tampa’s Top 50 Women Leaders of 2025 by Women We Admire. She is committed to creating environments where people feel valued, heard, and supported to reach their full potential. A sought-after speaker and thought leader, she is passionate about helping others to lead with confidence, authenticity, and impact.
Recently, in an exclusive interview with CXO Outlook Magazine, Chelly shared her professional trajectory, insights into the evolution of the HR function in the next 5-10 years, personal sources of inspiration, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Chelly. What inspired you to pursue a career in HR, and how has your journey evolved over the past 10 years?
Over the years, I’ve learned, grown, and collected enough HR battle scars to qualify for a loyalty program. My journey started way before I even knew what HR was. My dad was a successful leader in HR and later started his own consulting business, so naturally, my first unofficial job was stuffing envelopes with his company brochures. Little did I know, that experience would be the foundation for a career dedicated to making a meaningful difference in the workplace by supporting and empowering people.
Over the past 10 years, I’ve evolved from falling in line and trying to learn the ropes to stepping up as a leader—empowering others to carve their own paths and believe in themselves to do extraordinary things… all while still learning the ropes (that never stops).
Challenges and tough situations will always exist; that is a constant. But what is guaranteed to change every single time is you. How you navigate challenges, how you show up for others, and how you grow into the kind of leader you once looked up to. Growth comes from learning how to adapt, lead through uncertainty, and support others in an environment that is constantly evolving. I believe my journey has reinforced that leadership is not about having all the answers but about guiding and uplifting others while continuously striving for growth.
What do you love the most about your current role?
What I love most about my role is the opportunity to build meaningful connections with people from all over the world. Connection is one of my core values, and I find so much fulfillment in hearing people’s stories, understanding their perspectives, and finding ways to support people—both personally and professionally. These conversations not only help my own growth but also help me create spaces where others feel valued, heard, and empowered.
What skills do you think are essential for HR professionals to succeed in today’s fast-paced and ever-changing work environment?
HR professionals wear so many hats at once, and with that comes the need to be adaptable, strategic, and deeply human-centered. The world is a tough place. Everyone is navigating battles we don’t always see, and as leaders, we have to approach our work with both empathy and business acumen.
The role of HR has evolved far beyond compliance and policies. Today, we’re business leaders, culture shapers, and change agents. That means we need strong communication skills to influence at all levels and have the ability to navigate change with confidence.
Most importantly, staying curious and open to learning is key. The workplace is constantly evolving, and the best leaders don’t just react to change, they also anticipate it, drive it, and help others navigate it. By keeping people at the center of our work, we can help shape the future of work, not just keep up with it.
How do you see the HR function evolving in the next 5-10 years, and what trends or technologies do you think will shape the industry?
The HR function is evolving fast because, honestly, it has to. Since 2020, the workplace has been in a constant state of change, and HR has had to adapt just to keep up. Anyone who’s been in this field for a while knows the long-standing struggle of trying to secure a true seat at the table and be seen as business partners. But in the next 5-10 years, I see HR becoming more strategic, data-driven, and employee-centric than ever. It’s time to move beyond the outdated reputation of being the “policy police” and step fully into our roles as business leaders that are shaping culture, driving performance, and ensuring that people feel valued and included.
One of the biggest game-changers? AI and automation. I know, I know. Everyone’s tired of hearing about AI. But the reality is, we can’t ignore it. When used effectively, AI has the potential to take tedious administrative tasks off HR’s plate, allowing us to focus on what really matters which is developing people, fostering meaningful connections, and creating workplaces where employees can truly thrive.
Another major shift? A greater emphasis on skills over job titles. Traditional career paths are evolving, and companies will need to rethink how they approach internal mobility and upskilling. To attract and retain top talent, organizations must move beyond rigid job structures and invest in continuous learning and career growth opportunities.
HR is at a pivotal moment. The next decade will determine whether we evolve into the business leaders we’ve been fighting to be or stay stuck in old ways of working.
Can you share your thoughts on the importance of diversity, equity, and inclusion (DEI) in the workplace, and how HR professionals can support DEI initiatives?
HR professionals are in a uniquely challenging position right now, especially when it comes to DEI. The conversation has become more polarized, and for some, there’s pressure to pull back.
No matter where people stand on the topic, we can all agree on one thing: hiring should be fair, leadership opportunities should be accessible, and company culture should foster a sense of inclusion for everyone. When we focus on these shared goals, we move past division and toward meaningful, lasting change.
At the end of the day, valuing people isn’t controversial. It’s just good leadership.
How do you approach talent management, and what strategies do you use to attract, retain, and develop top talent?
Talent management isn’t just about hiring great people. It’s about making sure they don’t run for the exits six months later at high speed. To attract top talent, companies must go beyond job postings and showcase a culture of growth, inclusion, and purpose. Show what makes their culture exciting to work for (spoiler: it shouldn’t be the free coffee & doughnuts). Retention comes down to engagement. The bottom line is employees stay where they feel valued, heard, and have room to grow. Strong leadership, meaningful work, and continuous learning make all the difference. By investing in upskilling, mentorship, and internal mobility, organizations can nurture talent from within and create a place where people want to do their best work.
Is there a particular person you are grateful for who helped get you to where you are?
I’m deeply grateful to my husband, Patrick. Without his friendship, kindness, and unwavering support, I don’t know where I would be. He has given me the space to figure things out, encouraged me to grow into my light, and been my steady foundation through every challenge and success.
Beyond my family, the mentorship, support, and encouragement I’ve received from the leaders in my communities like HR Tampa and Institute for Diversity Certification (IDC) have been instrumental to my growth and reminded me of my strengths even when I doubted myself.
Every lesson, every tough conversation, and every moment of support has played a role in shaping the person and professional I am today. That’s why I’m so passionate about paying it forward—because when someone believes in you before you fully believe in yourself, it can change everything.
Can you discuss the importance of self-care and burnout prevention for HR professionals, and how you prioritize your own well-being in your work?
Self-care and burnout prevention aren’t just important for HR professionals. They’re essential for survival for anyone who has a job and multiple things happening in their life at once (family, school, etc). Specifically in HR, we spend so much time supporting others, solving problems, and putting out fires that it’s easy to forget about our own well-being. But the truth is, if we’re running on empty, we can’t show up as the leaders our people need.
For me, prioritizing self-care means setting boundaries, learning to say no (which is still very much a work in progress!), and making time for things that give me energy. Whether that’s traveling, spending time with loved ones, or just unplugging when needed. I’ve also learned that asking for help isn’t a weakness; it’s necessary. Having a strong support system, both personally and professionally, makes all the difference.
HR is a demanding field, and burnout is real. But if we’re going to advocate for employee well-being, we have to model it ourselves. Taking care of ourselves isn’t selfish in the slightest. It’s what allows us to keep making an impact and show up as our best selves for others.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
Over the next 5-10 years, I want to continue making a meaningful impact by helping people see their own potential in ways they may not have recognized before. Whether it’s through conversations about leadership, inclusion, or workplace culture, my goal is to spark something in others. Helping them create careers that truly fulfill them and step into the confidence they deserve.
I plan to get there by staying deeply engaged in my community. Through speaking, mentorship, and building platforms that educate and inspire. Writing a book on burnout and workplace well-being is also high on my list because too many people feel stuck in cycles of stress without realizing there’s another way. I want to shift that narrative and help people reclaim joy in their work.
Beyond that, I want to keep challenging myself. Taking on leadership opportunities, driving innovation in HR, and making sure the work I do leaves a lasting impact. Real growth happens when we lean into discomfort, so I’m committed to pushing boundaries, taking bold steps, and saying yes to opportunities that align with my mission to uplift, inform, and ignite passion in others.
What advice would you give to aspiring HR professionals looking to make a meaningful impact?
For aspiring HR professionals looking to make a meaningful impact, my biggest piece of advice is this: HR is about people, not just policies. Yes, you need to understand compliance, benefits, and all the technical aspects, but what truly sets great HR leaders apart is their ability to connect, listen, and advocate for both employees and the business.
Be curious. Ask questions. Never stop learning. The workplace is evolving fast, and the best HR professionals are the ones who stay adaptable and open to change. Find mentors, build your network, and surround yourself with people who challenge and inspire you.
Also, don’t be afraid to take up space. HR has fought for a seat at the table for a long time, and you belong there. Speak up, bring solutions, and show how HR drives business success. And most importantly. Take care of yourself. This field can be demanding. Prioritize your own well-being so you can continue making an impact on others.
Being in HR is an opportunity to shape workplaces and change lives. Lean into that, and you’ll make a difference.