The Talent Economy Podcast

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Empowering HR to Transform Organizations

Season 2, Ep. 14

With ever-evolving goals in an always-changing corporate world, it can be difficult for a traditional HR approach to keep up. Employing strategies that revolve around numbers and data has allowed one company to stay at the top of its game, even in the face of an unpredictable work environment. In this episode, we speak with Melissa Werneck, Global Chief People Officer of The Kraft Heinz Company, about how analytics can translate to a successful HR blueprint.

Werneck joined Kraft Heinz in 2013 to implement a new performance methodology and integrated management system. She began her career as a logistics analyst with Ambev, before moving on to stints with Claro and Sadia. Before her time with Kraft Heinz, she served as Performance Senior Vice President and Chief People Officer of America Latina Logistica. She holds a degree in chemical engineering from the Federal University of Minas Gerais in Brazil and an MBA from the Federal University of Rio De Janeiro.

Werneck speaks about how her background in data allows her a more agile take on different performance metrics. She also shares with us the link she’s found between her first love, chemical engineering, and HR, and how it all has to do with turning raw materials into polished final products.

Some Questions Asked:

  • How did chemical engineering eventually bring you to human resources?
  • How does one measure inclusion? And what metrics are you looking at to make sure that people feel included?
  • What are some of the transformations that have started with HR at Kraft Heinz that you’re most proud of?

In This Episode, You Will Learn:

  • How adapting to a professional career in a language other than your mother tongue can teach honesty and humility in the workplace. 
  • The most important thing that rapidly growing organizations need to do if they want to get savvier about tracking HR analytics. 
  • The advantages—and disadvantages—of the hybrid work model that’s so popular right now. 

Links:

More Episodes

11/15/2021

Recharging as a Team

Season 2, Ep. 18
For those of us who continue to work remotely as a result of the COVID-19 pandemic, we’ve come to enjoy the flexibility that comes from it. But for many of us, there’s also a flip side: seemingly endless Zoom calls, lack of socializing, and an all-around feeling of burnout. In this episode, we speak with Scott Domann, Chief People Officer of Calm, the software company behind one of the leading mindfulness and meditation apps, about how the company is working hard to make sure its own employees benefit from Calm’s wellness philosophy.Domann joined Calm as the first CPO in July 2020, overseeing people, learning, development, recruitment, and operations. Domann, who holds a master’s degree in psychology and industrial organization from NYU, previously led HR teams at Honey, Netflix, Spotify, and Facebook. In his work, Domann strives to create corporate cultures founded in inclusion, creativity, and positive action, and to raise the bar for building world-class teams.In this episode, he discusses the mindfulness practices that he has picked up since he began working at Calm, why having a high emotional quotient is so important, and the tools that Calm offers to help people develop a mindful leadership style. He also shares steps that HR leaders can take to promote a culture of wellness in their companies, and how admitting, “I don’t know,” can be a powerful management tool.Some Questions Asked:What was it like to become CPO so early in the pandemic and lead people through a time of transition while you yourself were onboarding?Was this your first time working remotely?Can you tell me how Calm for Business works?In This Episode, You Will Learn:The mindfulness practices that Calm incorporates into its companywide daily routine.How Calm implemented mental health days, so everyone on the team could recharge at once.How HR leaders at companies that are new to talking about mental and emotional well-being can start the conversation.Links:Scott Domann - LinkedInCalm
11/1/2021

Preserving Community and Retaining Talent in Challenging Times

Season 2, Ep. 17
The COVID-19 pandemic forced massive changes to many aspects of our everyday lives, but few things were affected more than the way we shop for and obtain our food. In this episode, we speak with Mike Theilmann, CHRO of food and drug retailer Albertsons Companies, about how COVID-19 encouraged the company to work toward greater efficiency and spend more energy retaining and engaging their employees.Theilmann has more than 25 years of global experience across retail, hospitality, consumer goods, and venture capital. As CHRO of Albertsons, he leads diversity and inclusion, talent development, acquisition and engagement, and learning and capability development across all areas of business. He holds both Bachelor of Science and Master of Science degrees in physics from Gustavus Adolphus College and University of Nebraska-Lincoln, respectively.Theilmann shares just how critical grocery employees are as frontline workers, the ways Albertsons is working to retain its employees, and why he focuses so much of his effort on talent. He also discusses how the competency model helps evaluate transferable skills and talent among employees, and tells us the one piece of advice he would give other retail HR leaders.Some Questions Asked:You majored in physics in college. How did you wind up in human resources?What kinds of technologies are you using, and how are they improving the candidate experience?What are some of your predictions for how food delivery and the grocery business in general are going to change in the next few years?In This Episode, You Will Learn:How Albertsons is combatting the so-called war for talent.The major opportunity that the COVID-19 pandemic presented for Albertsons Companies to step up their efficiency.How Albertsons HR is working closely with the company’s communications team to ensure that everyone is on the same page.Links:Mike Theilmann - LinkedInAlbertsons Companies
10/18/2021

How One Brand Can Impact a Wider Industry

Season 2, Ep. 16
We’re currently experiencing a massive shift in the goals and philosophies of corporate culture. More and more, organizations are providing resources for their employees not only to improve their work experience, but also to improve their lives as a whole.In this episode, we speak with three members of Diageo, the multinational alcoholic beverage corporation that represents renowned brands like Johnnie Walker, Ketel One, Captain Morgan, and many others. Laura Watt, Executive Vice President for Human Resources of Diageo, North America; Caroline “Cabs” Rhodes, Global Inclusion & Diversity (I&D) Director and HR Director, Corporate Functions; and Jeanine Dooley, Head of I&D, Diageo, North America, explain how Diageo is a leader for global brands who want to tell a story and impact social change.Laura Watt serves as a member of the North America and Global HR Leadership teams. She has 25 years of experience in HR and transformational leadership roles.Cabs Rhodes is responsible for the development and implementation of Diageo’s inclusion and diversity policies, practices, and progressive frameworks across all global markets, alongside her HR-directed strategic responsibilities.Jeanine Dooley has worked at Diageo for 19 years, holding various operational and project management roles and leading strategic initiatives. In her current role, she combines her functional expertise with her passion to drive Diageo North America’s inclusion and diversity initiatives.These leaders discuss how Diageo is making strides to ensure that each employee feels like a valuable member of their team, how they’re taking employee health seriously, and the fascinating lessons learned by being part of a global corporation. We learn about the steps Diageo is taking to make employees feel like they belong, how a hybrid work model can be a recipe for success, and how remote work ended up making the international company feel more united than ever.Some Questions Asked:Can you tell me about the global menopause awareness guidelines, how they came about, and what their goals are?What campaigns or policies are on the horizon at Diageo to further encourage belonging?What are some best practices for HR and I&D leaders to work well together? Where should their work overlap? And where should they stay distinct?In This Episode, You Will Learn:The story behind Diageo’s “My Name Is” campaign and how it came about.​​How Diageo managers ensure that they’re giving their team stretch assignments, and the exciting development opportunities coming out of this philosophy.Some insight on the theorized “mass resignation” that may be coming as COVID-19 rates start to ease.Links:Laura Watt - LinkedInCabs Rhodes - LinkedInJeanine Dooley - LinkedIn