In an organized and strategic evolution, the Town of Grimsby is rewriting the script on HR
Nestled between the majestic Niagara Escarpment and picturesque shores of Lake Ontario, the Town of Grimsby’s forward-thinking mindset goes way beyond polishing the edges of outdated processes; it has fundamentally challenged the notion of what HR is.
The traditional image of HR as merely the gatekeeper of compliance and policy is fading. In its place emerges a bold, redefined role: HR as a strategic partner, woven into the fabric of the organization – driving purpose, performance, and innovation from within.
The Town of Grimsby, which caters to nearly 30,000 residents, utilizes its HR team and professionals to ask penetrating questions such as “What does the organization need to succeed, and how can HR help make that happen?”
Director of HR, Dan Rummo, says, “Our people strategy was built on the belief that HR’s role goes beyond policies and procedures – it’s about creating meaningful alignment between people and business priorities.”
From process to purpose
This approach reflects a deeper transformation in mindset, shifting HR from a traditionally reactive service provider to a proactive and strategic pillar of organizational success.
By aligning HR initiatives with the town’s long-term goals, this model ensures that workforce planning, organizational structure, and culture are not only responsive to present needs but are also intentionally shaped to support future growth and resilience. It positions HR as a key driver in cultivating a forward-thinking, adaptable, and mission-driven organization.
At its core, this strategy enables the town’s HR team to think ambitiously as it applies ideas to the real and complex operational context in which the different departments function.
Rather than focusing solely on recruitment or policy administration, the HR team is embedded within the town’s diverse business units, from public works and community services to planning and finance.
“When HR listens, understands the pulse of the organization, and thinks like a business partner, it can deliver real, measurable value that shapes culture and drives long-term success,” adds Rummo.
Listening as strategy
This deep awareness doesn’t come from surveys or one-off consultations; instead, it’s the by-product of what the team calls “pulse listening – the day-to-day accumulation of insight gathered all across the organization.
The result is that HR initiatives are grounded in reality, built on trust, and attuned to the actual experiences of staff. This approach has enabled the HR team to anticipate problems before they escalate, introduce timely programs, and ensure that every initiative – no matter how small – contributes to the larger goal of organizational success.
For Grimsby, innovation isn’t a buzzword but a daily discipline. Whether that means rethinking the onboarding experience or designing future-ready systems.
One of the standout examples of this ethos is the creation of the HR Hub, a digital platform that centralizes everything from wellness initiatives and policy documents to learning modules and workplace updates. It’s not just a tool but a signal that the Town of Grimsby wants its employees to feel empowered, informed, and connected.
Part of the Hub is Speaker’s Corner, an interactive space inviting employees to pose questions, offer feedback, and even recognize their peers in real time. It’s a simple but powerful platform that amplifies employee voices and facilitates two-way communication between staff and leadership. Recognition becomes part of the everyday workflow, and transparency isn’t just encouraged but embedded.
Leadership that listens
Of course, no HR transformation happens in a vacuum. What makes the Town of Grimsby’s strategy possible is the backing of a leadership team that understands the connection between people and performance. The team’s support has enabled HR to break through traditional barriers and assume a strategic role.
By investing in people, Grimsby is investing in its future by creating a culture that values continuous learning, rewards collaboration, and thrives on innovation. In an era where some organizations still treat HR as a back-office function, Grimsby is at the leading edge of the industry.
Rummo says, “We set out to approach every decision through the lens of the organization, not just HR, so we can anticipate needs and deliver solutions that not only support the workforce but elevate the entire organization.”
Canadian HR Reporter has recognized the Town of Grimsby as a Leading HR Team 2025, and Chief Administrative Officer Sarah Kim feels the award is a notable achievement.
“This recognition is a proud moment for the entire team,” she says. “I want to especially acknowledge our HR team for their leadership and tireless efforts in building a positive, people-focused workplace culture. Awards like this reaffirm that when we invest in our people and foster a culture of collaboration and excellence, great things happen.”
