Kenyatta Nobles is a senior human resources leader with more than two decades of experience leading organizations through growth, change and complexity. He is known for developing people-centered systems that support both business performance and workplace culture.
Nobles was born in Philadelphia and overcame early health challenges as a premature “miracle baby.” These early experiences shaped his resilience and work ethic. He showed initiative at a young age, developing a strong work ethic as a child and starting a small t-shirt company as a teenager. Leadership came early, including serving as the first student vice president representative on the Philadelphia School Board.
Education played a crucial role in his career. Nobles earned a Bachelor of Business Administration from Temple University, where he double majored and served as student government treasurer. He later completed a Master of Business Administration in Human Resource Management and earned the SHRM-SCP certification.
Professionally, Kenyatta Nobles has held senior HR positions in non-profit, public and healthcare sectors. He has served as Chief Human Resources Officer, Vice President of Human Resources and Director of Human Resources for complex, multi-site organizations. In these roles, he led corporate human resources strategy, executive consulting, workforce planning and organizational transformation.
Nobles has overseen HR operations for workforces of up to 1,700 employees in multiple states. His work has reduced turnover, improved engagement, strengthened compliance and supported executive decision-making at the board and C-suite levels.
He is also the founder of Criterion HR Solutions, a boutique consulting firm focused on strategic human capital solutions. Now based in New Jersey, Nobles remains committed to ethical leadership, lifelong learning and developing the next generation of HR professionals.
An interview with Kenyatta Nobles about leadership, human resources and building trust
Kenyatta, your story begins long before your career in human resources. How did your early life shape the leader you became?
I often say that my mindset was formed before I could even speak. I was born prematurely at eight months old and weighed only three pounds. I spent my first month in hospital and there was a lot of uncertainty about my future. Growing up with this story gave me perspective from an early age. I have never taken an opportunity for granted. My family in Philadelphia valued perseverance and community, and that stayed with me. As a child, I worked delivering Little Debbie cakes at the age of nine. Later, as a teenager, a few friends and I started a small t-shirt company. These experiences taught me responsibility and the fundamentals of work long before I set foot in an office.
Leadership also appeared early in your life. What stands out from your time at school?
High school was a turning point. Football taught me discipline, teamwork and the ability to bounce back from setbacks. Off the field, I was elected as the first alternate student representative on the Philadelphia School Board. This role exposed me to governance, policy discussions and accountability. I quickly learned that decisions affect real people. This lesson became central to how I deal with HR today.
Education has clearly played a huge role in your journey. Why was it so important to you?
Education was personal. I was the first of my siblings to attend and graduate from a four-year university. That brought responsibility. At Temple University, I double majored in Human Resources Management and Risk Management & Insurance. I also served as student government treasurer, which meant managing budgets and explaining financial decisions to my fellow students. It showed me how structure, process and transparency create trust. I later earned my MBA in Human Resources Management and pursued the SHRM-SCP certification to deepen my expertise.
What specifically attracted you to a career in human resources?
HR stands at the interface between people and companies. Early in my career, I saw how poor systems and unclear leadership harmed employees, performance and the company’s reputation. I wanted to be in a role where I could fix that. When HR is done well, it creates clarity. It helps companies act ethically, manage risk and support growth. I liked this balance.
They have held senior positions in health care, public service and nonprofit organizations. How have these environments shaped your approach?
Each sector has taught me something different. At Harlem Children’s Zone and New Community Corporation, size and compliance were major challenges. At Planned Parenthood of New Jersey and Hamilton Health Center, the work was mission-driven and highly regulated. I have learned to lead through trials and changes. Later, at Everstand, I led human resources strategy and operations for 700 employees across multiple states. We transitioned performance reviews from staggered cycles to annual reviews. This sounds technical, but it has improved fairness and clarity across the company. We also reduced turnover by 12 percent and improved engagement through transparent leadership practices.
You have often spoken about ethics and trust. Why are they so central to your work?
Because without trust, systems fail. I’ve seen policies that look perfect on paper but fail in practice because people don’t trust the leadership. In human resources, you handle sensitive information and difficult decisions. Integrity should be non-negotiable. When I present to boards of directors or executives, clarity is my goal. Clear data. Clear risks. Clear options. This creates self-confidence, even in difficult conversations.
They also founded Criterion HR Solutions. What motivated you to start your own company?
I have seen organizations struggle with the same problems over and over again. They needed strategic HR support, not just transactional solutions. Criterion HR Solutions allowed me to help both public and private organizations think long-term about people, structure and leadership. It reflects my belief that HR should be proactive, aligned with business goals and based on ethics.
How do you personally define success at this stage of your career?
Success is impact. It helps leaders make better decisions. It means teams grow and systems improve. I measure it by results, feedback and trust. Titles are less important than whether I leave an organization stronger than I found it.
And finally, how do you maintain balance outside of work?
Balance keeps me grounded. Faith, family and community are important to me. I enjoy traveling, spending time with my wife and children, and even enjoying simple things like making coffee at home. These moments remind me why work is important in the first place.
