Student Spotlights

Jon Batiste

  1. Jon BatisteHometown: 
    I am from Austin, TX.
  2. Why did you decide to pursue a degree in HR?
    I decided to pursue a degree in Human Resources because I am passionate about development, leadership, and organizational culture. I enjoy helping people reach their full potential while supporting organizations in building inclusive, effective, and ethical workplaces. I'm also interested in working in the sports industry because it allows me to combine my love for sports with employee relations, talent development, and organizational strategy.
  3. How has the HR Program at UNT helped you reach your personal, academic, and professional goals?
    The HR Program at UNT has played a role in preparing me for my future career. Courses such as Human Resource Management, Organizational Behavior, and Employment Law have strengthened my understanding of workplace policies, leadership, and compliance. Support from professors and exposure to HR career fairs have helped me gain clarity on career paths within HR and build confidence in my professional skills.
  4. Where did you complete your internship, and what were some key takeaways from it?
    I completed my internship at Bell Textron, Inc. in Fort Worth as an HR Business Partner Intern. I supported recruiting for 50+ roles using Taleo and worked closely with HRBPs on performance management, employee relations, and succession planning. I also completed Excel audits and contributed to an HR operations project that improved efficiency and consistency across teams. Overall, the experience gave me hands-on exposure to strategic HR work and helped me better understand how HR supports both employees and business goals.
  5. What are your career aspirations?
    My career goal is to work in Human Resources within the sports industry. I also aspire to grow into a leadership role where I can help create supportive environments that promote both professional success and personal growth.
  6. If you were involved in UNT SHRM, briefly summarize your involvement and how it helped prepare you for industry.
    Through my involvement with UNT SHRM as the Director of Community Relations, I was able to gain exposure to the HR profession by attending meetings, networking, and learning about current industry trends. This involvement helped me better understand HR practices, strengthened my professional presence, and reinforced the importance of continuous learning and networking within the field.

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Previous Student Spotlights

MBA Spotlights

Cayla Gronauer

Cayla Gronauer
  1. Current Location
    Dallas, Texas.
  2. Current role, if employed
    Human Resources Manager, Nothing Bundt Cakes Corporate.
  3. What inspired you to pursue an MBA with a focus on Organizational Behavior and Human Resources?
    I actually started my career in finance, but as I moved into HR and payroll, I became really interested in the people side of organizations. How culture, leadership, and employee experience impact overall success. Pursuing an MBA with a focus on Organizational Behavior and Human Resources felt like the perfect way to bring together my analytical background with my passion for working with people. I wanted to better understand how to build strong, engaged teams, while still delivering on business goals (and maybe make work a little more enjoyable along the way).
  4. Which key skills have you developed or strengthened during your MBA (e.g., leadership, conflict resolution, talent management), and how have you applied them?
    Through the program, I’ve strengthened skills in areas like total rewards strategy, compensation, and accounting and financial analysis, along with leadership and communication. Taking courses in finance, accounting, and compensation has helped me better understand how pay, benefits, and business performance all connect. I’ve been able to apply this in my current role by improving payroll processes, supporting benefits related decisions, and ensuring our practices are both accurate and aligned with broader business goals. It’s also helped me take a more strategic approach looking at total rewards not just as a function, but as a way to support employee experience and drive organizational success.
  5. Can you share a real example (internship, group project, or leadership role) where you applied OB/HR concepts effectively? What was the outcome?
    In my role, I’ve supported updates to payroll and benefits processes and policies that required employees to adapt to new systems and procedures. With skills I learned in organizational effectiveness from my MBA program, I focused on improving workflows while also prioritizing clear communication, training, and ongoing support for employees. This helped make transitions smoother and less overwhelming for the team. As a result, we saw improved adoption, fewer errors, and a more positive overall experience for employees during the change.
  6. How has this program shaped your career goals and prepared you for future roles in HR or organizational leadership?
    This program has really helped solidify my goal of becoming a strategic HR leader who supports both the people side and the business side of an organization. It’s given me a stronger foundation in leadership, employee engagement, and organizational strategy, and I feel more confident stepping into bigger responsibilities. Ultimately, I want to help create workplaces where people feel supported, teams perform at a high level, and everything comes together full circle, or should I say, comes full bundt, in driving both employee and business success.

Ph. D Spotlights

Nikki Drader-Mazza

Nikki Drader-Mazza
  1. How did your professional experience influence your choice of research areas?
    I spent fourteen years in industry split between public accounting and an investment bank. So, my interest in studying organizations came directly from my experience working in them. I became interested in neurodiversity because I participated in a neurodiversity hiring initiative at my last organization and it really made me think about systemic disadvantage and the implications of living in a world that wasn’t designed for you, which was quite relatable to me given my low vision disability.
  2. What skills do you think future leaders need in a technology-focused workplace
    As we become increasingly reliant on technology, I think it is important that we do not lose our emphasis on developing critical thinking skills. That said, I think we need to do that while learning how to responsibly integrate technology, rather than discouraging its use. I also think that as technology seems to play some part in the polarization we see in our society, we should be integrating mechanisms to foster discourse that emphasizes respectful disagreement between individuals with different beliefs and viewpoints.
  3. What advice do you have for students and job seekers entering today’s competitive job market?
    Build your network. Join the club, volunteer at the event, connect with people both online and in person. Make a point to get to know someone new in each of your classes. You never know who can help you, or who you will be able to help, later in your career, so don’t turn down the opportunity to build your network and contribute to your community. It can go a really long way.
  4. In simple terms, how can companies better support neurodiverse job applicants?
    I like the phrasing of this question because whether intentionally or not, you have touched on the idea what we are all neurologically diverse, so designing systems that flush out skills required to do the job rather than the best interviewer in the room independent of whether or not that is even a necessary skill can be one way to really improve outcomes. I should also give a word of caution to HR professionals planning to screen applicants with AI tools. These tools categorically screen out neurodivergent applicants at a higher rate than neurotypical applicants so if you are trying to respect the neurodiversity of our workforce, and carry neuroinclusion into your workplace, these tools should be used with caution.
  5. How did working at Goldman Sachs and KPMG shape your perspective on people and organizations?
    This might not be exactly what you had in mind for an answer, but I think everyone should have to spend a few years in corporate. While it wasn’t for me, I don’t regret my time there at all. I met great people. I developed an exceptional work ethic. I learned to do hard things, and how to navigate power dynamics and office politics. I learned to cope with disappointment over a missed promotion, and how gratifying it is to persist and earn that promotion the next go around. I learned that systemic change is slow, but that doesn’t mean good people can’t make an immediate impact. That firsthand experience has made transitioning to academia a lot easier and informs nearly all of my theorizing because it allows me to connect to the work I am writing about in a really tangible way.
  6. What led you to transition from roles at Goldman Sachs and KPMG into research?
    I always knew I wanted to be in academia, but I wasn’t sure if I’d get the opportunity to go back after having a family and being an important financial contributor to that family. Some org changes timed with Covid and some personal circumstances opened a window, and here I am!