Our Philosophy

We believe that organizations can be most successful when employees are treated respectfully and empowered to do great work. We want to work with companies who share this philosophy and have a desire to improve the work culture so that their business will thrive.

We value:  

  • Doing the right thing

  • Respect for people and inclusion

  • Relationships and collaboration

  • People-centric work environments

  • Direct and honest conversations

A bit about Laurie… 

Barr HR Solutions, LLC is led by founder and owner Laurie Barr, an experienced Human Resources executive who is passionate about organizational culture, creating great workplaces, developing leaders, and employee engagement.

Laurie has over 25 years of human resources leadership experience, with a concentration in the healthcare industry. She has held HR leadership positions for Salem Hospital, Salem Health Medical Group, Oregon Health & Science University, Asante Health System (Three Rivers Community Hospital), and Health First Medical Group. 

She has led teams of two to over 200 people, including physician leaders, and has held leadership roles that involved day-to-day management responsibilities, and director-level, and executive leadership roles, including being a member of a senior leadership team, reporting directly to the CEO of a 5000-employee organization.  She has held positions that required interactions with Boards of Directors and has been a Board member herself for several non-profit community Boards.    

In today’s workplace, candidates who are seeking work are interviewing their next employer as much as they are being interviewed.  Employees want employers who can provide them a meaningful work experience.  Helping leaders create a work culture that sets an organization apart from the rest is Laurie's passion.  A big part of doing this is coaching leaders to go from good to great and working with organizations to develop systems that support a high level of employee engagement. 

Laurie's second area of focus is helping HR departments become more operationally efficient, using Lean process improvement methods.

"I understand how challenging it can be for leaders who are constantly under pressure to do more with less," says Laurie. "Budgets are getting tighter and the pressure to reduce costs is enormous. I can come in with a fresh perspective and, working alongside the HR team, identify and problem-solve more efficient ways to do their work. Together, we can find opportunities to reduce waste in processes and gain efficiencies, saving precious time for more value-added work to be done."

Laurie previously served on the Boards of Directors for various non-profit organizations, including the Boys & Girls Club of Marion & Polk Counties, the Artz Center Children’s Developmental Health Institute, and the Oregon Healthcare Workforce Institute. She currently serves on the Board of Commissioners for the International Accreditation Council for Business Education.

She holds a bachelor's degree in business administration from Southern Oregon University and a master's degree in organizational management from the University of Phoenix and is certified as a Senior Professional in Human Resources (SPHR) and a SHRM-SCP by the Society of Human Resources Management. She was mentored by a Toyota Production System Sensei/Lean Consultant in Lean Process Improvement.  Laurie has taught various leadership courses in the corporate environment, including such topics as Building Trust and Situational Leadership.  She also serves as an Adjunct Faculty member for Southern New Hampshire University and Ancora Education, teaching Human Resources courses to up-and-coming HR professionals.

Laurie lives in Wilsonville, Oregon with her husband and their two dogs.   She has a 20-year-old son attending Oregon State University (Go Beavs!).  In her spare time, you will find her traveling, delving into all kinds of books, walking her dogs, or exploring her new-found hobby of watercolor painting. 

Laurie is a good systems person. She is very analytical and can see application and far reaching ramifications that others do not see.

Laurie routinely contributes perspectives missed by others. She is very effective.

She is approachable and easy to talk to. In every interaction she is honest, encouraging, a great listener, and very supportive. You can count on Laurie to give you the most honest feedback even if it is information you may not want to hear.

She is a great project manager. Excellent communicator. She goes out of her way to make sure all aspects of projects or processes are understood. The communication was exceptional to the project team members.

Accomplishments

  • Continuously promoted a culture of engagement, transparency, listening, and feedback. As a result, maintained one of the few completely union-free hospital systems in the state.  Led the effort to achieve a Top Workplaces Award for Salem Health in 2014, 2016, 2017, and 2018.

  • Served as executive sponsor and lead for the development of a 5-year Diversity and inclusion strategy, including the development of a D&I Employee Council, moving beyond a once-per-year recognition of Diversity to an ongoing focus on Diversity and inclusion and expanding the definition to go far beyond the traditional focus of ethnicity.

  • Developed a formal Succession Planning program, supporting a 73% internal leadership fill rate.

  • Served as a lean leader, coach, and mentor in creating a culture of lean, role modeling, and teaching the use of lean problem-solving tools to other leaders and front-line staff, including four-step problem solving, A3 development for strategy deployment, 5S, standard work, visual management, and regular Gemba rounding.  100% of HR division front-line staff fully engaged in lean work. 

  • Served as strategy deployment leader for organizational-wide lean to the frontline strategy and development of 5-year People and Culture strategy.

  • Developed and implemented an employee Wellness program that bent the cost curve for employee health benefits; rate increases averaged 4-5% each year following implementation, with three years of 0% rate increases.  Five-year average % change was 3.03% (with no plan changes), well below the national average.

  • Led the redesign of a provider compensation plan for 160 employed provider medical groups, engaging providers in the redesign process, moving away from individual provider incentives and to a team-based incentive plan.

  • Created a Leadership Academy that focused on leadership training for organizations of 4500+ employees; the curriculum included performance management, The Trustworthy Leader, situational leadership, and other leadership basics programs.

  • Lead the creation and implementation of an organizational-wide performance appraisal tool and set of competencies for the entire system, including leadership training in use of the new University Performance Appraisal System.