Redefining the HR Function in Organization Design

Melanie Berman, Executive Vice President of Administration and Chief Human Resources Officer, NiSource

Melanie Berman serves as Executive Vice President of Administration and Chief Human Resources Officer at NiSource Inc., where she leads organizational alignment, employee engagement and a values-driven culture that supports the company’s strategic goals. With more than 30 years of HR leadership experience—including senior roles at The Michaels Companies, Anthem and BakerCorp—she also contributes her time and expertise to the Center for Energy Workforce Development board and the Ohio State University Corporate Advisory Council.

This feature highlights Melanie Berman’s leadership journey and her strategic approach to workforce transformation in a regulated utility environment. She shares insights on building a pay-for-performance culture and fostering a collaborative HR partnership to support NiSource’s mission of delivering safe, reliable energy that drives value for our customers.

A Journey into HR Leadership

My HR career spans over three decades across nearly every major industry except financial services. I’ve worked in global corporations, private equity-backed firms, small businesses and Fortune 25 companies. A common thread throughout has been transformation: helping organizations navigate change and designing structures that enable them to thrive.

Today, I am proud to lead HR for a leading natural gas and electric utility company that employs approximately 7,000 people across six states and generates approximately $5.5 billion in revenue. At NiSource, my role extends beyond HR to include real estate, facilities and aviation— functions I view as essential to our ability to serve customers.

Designing Organizations with a Cross-Industry Lens

This is my second experience in a regulated industry, the first being healthcare at Anthem. That experience familiarized me with the unique requirements of a regulated environment and the importance of balancing organizational performance with external expectations.

“HR has to ensure the right people are in the right roles at the right time so organizations can serve their customers better”

At NiSource, every decision must consider customer affordability and regulatory recovery. I approach organization design from the outside, starting with the needs of customers, shareholders and regulators and then building structures that deliver on those expectations.

Across every industry, one truth remains: people are the most valuable asset. That belief shapes how I lead HR, real estate and facilities, ensuring we have the right people in the right roles and environments at the right time to serve our customers better. We often think about how we create an inclusive environment where our employees feel valued, connected and inspired to deliver exceptional outcomes for our customers and each other.

Balancing Agility and Compliance

Whether managing a global HR footprint across many countries or leading HR across six U.S. states, my approach remains consistent: start from the outside in. My international experience, like managing payroll in China, taught me always to consider the end-user’s perspective and how important stakeholder alignment is.

At NiSource, we apply that mindset by establishing rigorous processes, defining clear KPIs and consistently measuring progress. This helps us meet people where they are while maintaining agility and compliance across different regulatory environments.

Championing a Pay-for-Performance Culture

Creating a pay-for-performance culture in a regulated utility requires thoughtful calibration. To ensure competitiveness, we benchmark against public utilities and broader industry standards.

For our non-represented population, compensation is directly tied to performance and results. This approach helps us attract, retain and motivate the talent needed to deliver safe, reliable energy that drives value to our customers.

What HR Leaders Need Today

The expectations for CHROs have evolved significantly. Today, the most critical competencies are business acumen, learning agility and emotional intelligence (EQ). I think the best CHROs are curious and have a worldview. They seek to understand and partner well with their CEO and Board.

Strong business acumen means understanding your organization’s strategic value. As a CHRO in a public company, it’s essential to know what matters to your shareholders and customers.

HR is a support function. Our purpose is to enable the business to serve its customers. I want my HR team to be indistinguishable from operations and business leaders in their understanding and contributions. That requires continuous learning beyond the HR vertical and a profound grasp of our organizational purpose.

Advice for the Next Generation of HR Leaders

Be curious and embrace agile learning. Say yes to roles and industries that stretch you, even if they’re outside of your comfort zone. Those experiences are the most rewarding.

Build strong mentorships and networks, both internally and externally. Surround yourself with people who challenge you, are more intelligent than you, and who bring broader, more provocative perspectives. That’s how you grow and how you lead more effectively.

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