Leading with Purpose: Monica Anderton’s Vision for HR as a Business Powerhouse

Welcome to the latest edition of IRON HRO, where we deliver insights from today’s most influential HR leaders. In this edition, I’m privileged to spotlight Monica Anderton, SPHR , CHRO of DS Smith North America Packaging and Paper.

Monica’s career spans diverse industries—from telecommunications to manufacturing—molding her into a business executive with a deep specialization in HR, rather than a traditional HR professional turned executive. As CHRO of DS Smith’s NAPP division, she has been instrumental in driving business transformations, advancing talent development, and tackling intricate workforce challenges.

In our discussion, Monica reveals the habits that have propelled her success, the lessons she’s gleaned from setbacks, and why a firm grasp of business fundamentals is essential for HR professionals to create meaningful impact. Whether you’re an aspiring HR leader or a seasoned executive, her perspectives will inspire you to rethink HR’s role in shaping organizational success.

I invite you to explore this feature and uncover valuable takeaways from Monica’s journey—insights that could transform your approach to HR leadership.

Amanda: Tell us a bit about yourself.

Monica: My career in human resources began shortly after college, and over the years, I’ve gained diverse experience across industries including telecommunications, retail, banking, and manufacturing. I’m deeply engaged in the HR community, currently serving as a Board Member of HRLF Atlanta, a past President of SHRM-Atlanta, and a contributor to The Conference Board.

As CHRO of DS Smith’s North America Packaging and Paper (NAPP) division—recently integrated with International Paper—I function as a strategic business partner and advisor, often devising innovative solutions to complex challenges. I joined DS Smith in 2019, recruited to address critical human capital needs following a significant acquisition. Since then, I’ve led a business transformation centered on talent development and performance optimization.

Amanda: Looking back on your journey, is there one habit that has consistently propelled you forward?

Monica: I see myself first as a business executive, with a specialization in HR. A deep understanding of the business—its financials, revenue streams, and competitive landscape—is fundamental. This knowledge empowers HR leaders to contribute confidently at the leadership table.

Networking is another cornerstone of my approach. I’m passionate about mentoring the next generation of HR professionals while staying attuned to emerging trends and best practices. For me, curiosity and a willingness to embrace innovation are non-negotiable.

HR professionals witness both the highs and lows of an organization, and through it all, treating people with respect, empathy, and dignity remains paramount—especially in tough moments like disciplinary actions or layoffs. People may forget the specifics, but the way you make them feel leaves a lasting impression.

Amanda: What pivotal lessons have you learned from setbacks, and how have they shaped your growth as a C-suite leader?

Monica: Failure teaches more enduring lessons than success. One of my most difficult experiences was during the 2009 banking crisis when Silverton Bank closed. Initially, we were set up as a bridge bank with a plan to sell to investors, but months later, the government decided against the sale. As a result, we had to let go of an incredible team of long-tenured employees. This experience reinforced the importance of advocating for employees. I worked with the government to negotiate severance, benefits, and support programs. I also leveraged my HR network to help transition employees into new roles. Maintaining strong external connections is invaluable—not just in times of crisis but throughout your career.

Amanda: If you could share one piece of advice with an emerging HR leader, what would it be?

Monica: Build strong business relationships, ask questions, and never stop learning. Understanding company financials and key drivers will set you apart as a strategic leader. HR isn’t just about people—it’s about how people impact the business. Being able to discuss financials and industry trends elevates HR’s role in decision-making. As Warren Buffett says, “The key to success isn’t having the ‘Greatest Business Idea in the World,’ the test is whether you keep learning.” Continuous learning and curiosity are what drive long-term success in HR.

Amanda: Can you share a key discovery that has been instrumental in building a high-performing, employee-centered workplace?

Monica: One of our most impactful initiatives was hiring Spanish-speaking interpreters at one of our plants to support non-English-speaking employees. This improved recruitment, retention, and morale while ensuring legal immigrants had an advocate in HR. It was both a strategic and cultural transformation, demonstrating how a simple but innovative idea can solve a business challenge and enhance employee experience.

Amanda: What do you see as the future of HR?

Monica: The future is bright for business-centric HR leaders. The manufacturing industry alone is projected to need 3.8 million jobs in the next decade, with 1.9 million potentially unfilled due to talent shortages. As Baby Boomers retire and younger generations show less interest in traditional manufacturing roles, HR will need to innovate to attract and retain talent. Technology, particularly AI, will continue to reshape HR practices. Rather than fearing change, we must embrace it and find ways to integrate new tools that enhance our ability to serve employees and businesses alike.

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