The Work Behind the Work

Layoffs. Difficult conversations. Organizational change. Human resources can come into focus in moments of tension—but the work itself is quieter and more constant: listening, advising, solving problems, and helping organizations and employees navigate change together.

“It’s a balance,” Regan said. “And if you do it well, it makes a difference—even if people don’t always notice it.”

After more than four decades in the field, Regan retired in 2025, closing a career defined by steady judgment, adaptability, and a deep commitment to helping others move forward—often at the most uncertain points in their lives.

An Unexpected Direction 

Regan did not set out to work in human resources. A history major at Emmanuel College, she graduated into a job market where careers were often shaped less by long-term planning than by opportunity. Her first role, at an insurance company as a service representative, was practical—a starting point. 

“Back then, especially as a liberal arts graduate you just needed a job,” she said. “You went where the opportunity was.” 

Her path into HR came later, through an opening at an engineering firm where her mother had worked her way up from the typing pool to the right hand of the VP of HR. The firm’s international division opened a new position for an HR generalist for which there were many candidates. At the time, the field was still often referred to as “personnel,” and many organizations had yet to define its full role. But Regan found herself drawn to the work: the complexity of people, the challenge of balancing individual needs with organizational priorities, and the opportunity to make a meaningful impact. 

Over time, she built a career as an HR professional, working across all the disciplines of HR: employee relations, recruiting, compensation, and benefits, developing a breadth of experience that would serve her across multiple industries. 

Moments That Shape a Career 

Like many careers, Regan’s was shaped by moments she did not anticipate. In 1999, she experienced her first layoff—a turning point that led her into outplacement and career development and coaching. The shift brought her closer to individuals navigating job loss, helping them think not only about their next position, but their next direction. 

“It wasn’t just about finding a job,” she said. “It was about finding the right job.” 

That perspective—grounded in empathy and practicality—carried through the rest of her career. 

Years later, during the COVID-19 pandemic, Regan faced a different kind of challenge while working in HR within the Beth Israel Lahey Health system. Healthcare organizations were struggling to recruit and retain medical assistants in primary care practices—roles essential to the patient experience. 

“The medical assistant is the first person you see when you enter your primary care practice,” she said. “And that interaction sets the tone for your entire visit.” 

When traditional recruiting efforts fell short, Regan and her team helped develop and deliver an alternative: a paid in-house training program designed to build a pipeline of new medical assistants from the ground up. 

Building Opportunity 

The Clinical Assistant Training Program, also known as Earn to Learn, was both practical and ambitious. If qualified candidates could not be found, they would be trained. 

Over two-and-a-half years, Regan and her colleagues screened hundreds of applicants and led multiple cohorts through an intensive, eight-week program. Participants came from a wide range of backgrounds—recent graduates, career changers, and individuals reentering the workforce. 

Some were completely new to healthcare. Others were leaving established careers in search of something more sustainable or meaningful. What unified them, Regan said, was a willingness to learn—and a sense of purpose to improve the patient experience. A central principle of the program was one the team emphasized from the start: treat every patient and every colleague with dignity and respect. 

“It sounds simple,” she said. “But it mattered.” 

The results were striking. The program achieved an 81% retention rate, with graduates moving into roles across the healthcare system. Some went on to pursue further education in nursing or other clinical fields. For Regan, the success of Earn to Learn was measured not only in outcomes, but in individual stories. 

“There were people piecing together childcare just to attend,” she said. “People starting their careers over. And to see them succeed and feel professional achievement was so rewarding for our team.”