Mapping the Employee Experience: How Intentionality Shapes Your Team’s Success

If you told An Tran 29 years ago that her summer cashier job would turn into a decades-long career, she probably wouldn’t have believed you. But nearly three decades, ten roles, and a lot of persistence later, she’s now Vice President of Human Resources at Yuhaaviatam of San Manuel Nation, a place where she’s helped shape careers, culture, and the employee experience.

Her leadership philosophy? Intentionality, trust, and a belief that people thrive when you invest in them.

Leading by Learning

As someone who’s lived practically every phase of the employee lifecycle, from a food and beverage cashier at Yaamava’ to an HR manager to VP of HR, Tran’s journey offers her a unique perspective that affects her approach to hiring and managing talent. 

“I didn't have many resources and support systems that team members benefit from today,” she says. “I don't forget the experiences that I had, and I say, ‘I wish I had this, I wish I had that.’ I try to make the employee experience different for people I hire or those on my team.”

Throughout her leadership journey, Tran has drawn from her experiences, especially the hard-earned ones, and folded them into how she leads and builds her processes. She reflects often, asking herself, “What could I have done differently?” and uses her own experiences to dictate how she onboards or develops future team members.

For Tran, the goal isn’t just to hand someone a laptop and a list of tasks. It’s to make sure they feel embraced, informed, and empowered to contribute meaningfully from day one.

Setting the Stage for Success

When it comes to the onboarding process, Tran prefers to map out the journey.

She’s built a 4 to 5-week onboarding plan that goes beyond checklists and job descriptions. Each new hire gets clear expectations, cross-functional exposure, and breathing room to learn, not just what their job is, but how to navigate the organization. At the center of this map is communication. 

“One of the things we focus on in HR is really ensuring that team members get what they need to perform their job: the tools, resources, information, and feedback,” Tran states. 

Tran’s process includes everything from ensuring new hires are connected to the proper network to assigning them “homework” so they can reflect and prepare. The goal isn’t to overwhelm, it’s to equip. 

“You’re attached to my caboose for a good six months,” she jokes. “It’s impossible for me to show you everything in a two-week onboarding period.  Many learning opportunities arise organically through real-time experiences, and those can’t always be planned or imitated in advance.” 

Building on this approach, Tran says, “Having a partner or mentor [relationship] is essential, especially for someone new. Even though there are some situations where ‘sink or swim’ is appropriate, I don't believe it's the right approach during the first six months with a new team member who is just getting started in a new organization. It’s about setting them up for success and providing structured support that ensures long-term engagement and performance.”

Earning Trust & Autonomy 

Despite her hands-on approach, Tran recognizes the importance of granting new hires a sense of autonomy and giving them the room to demonstrate their skills and thought processes. The path to this freedom? Trust. Tran knows this needs to be earned on both sides in the partner-mentor relationship.

“Trust is never going to be blind,” she says. “Once you build and establish that trust, you're generally going to have a high level of autonomy.” She goes on to say how autonomy allows team members to be creative and innovative. “You're not confined to a box,” Tran adds.

This outlook informs her leadership style, especially when coaching team members who are new to working for a tribal enterprise or navigating high-expectation roles. She emphasizes the importance of new hires being put on the right path to help them navigate potential challenges early on. “I usually try to give counsel and advice, so that they don't have to go through the things that I had to learn the hard way.” 

Investing with Intention

One of the biggest challenges Tran sees in HR? Time. Not just managing it but taking enough of it to truly build people up. 

“Sometimes you have the luxury of buying experienced talent, sometimes you don't, and you have to build,” she explains, referring to the internal development of new hires. “But whether you’re building or buying talent, it still takes time. You have to invest that time with the people.”

Tran is candid about the pace of the work. HR teams are busy, with packed calendars and constant demands, it’s tempting to assume team members will “figure it out” on their own. But she warns that this mindset can lead to a dangerous cycle. “Be intentional and purposeful because people are your greatest asset. If you don't invest in them, you're going to spin in this hamster wheel of offboarding and onboarding.”

To avoid this? Focus on something that, believe it or not, is in your control: your calendar. Tran is deliberate about blocking time to support her team and being intentional with her schedule, giving her the opportunity to properly invest in her team. It requires space, attention, and a commitment to showing up.  

Putting the Human in Human Resources

Tran’s leadership isn’t about being perfect; it’s about being present. If she could give her younger self one piece of advice, it would be this:

“Don't take yourself so seriously,” she says. “Be kind to yourself and give yourself grace. Know that mistakes happen, so long as you learn from them.”

For Tran, it’s that balance between structure, self-compassion, strategy, and execution that makes her approach not just effective, but human. In the end, that’s what team members remember most: not just what the company offers, but how it makes them feel.