McCain Foods

As an HR Director at McCain Foods, Carolina RODRIGUEZ oversees the company’s HR strategy and operations, focusing on talent management, leadership development, and coaching. She has over a decade of HR experience across various sectors and holds Master Coach and Leadership Architect certifications. Her passion for nurturing growth drives HR performance and promotes a learning and engagement culture.

In an exclusive interview with Manage HR Latin America, Carolina RODRIGUEZ shares her valuable insights on the importance of meaningful growth and learning experiences in the professional journey.

Could you share your journey as an HR leader and your role and responsibilities at McCain Foods?

 I was born and raised in Mexico. My journey began in the FMCG sector with Danone in Mexico, where I embraced various HR roles for over six years. This included experiences in operations and distribution and even a pivotal year in New York with a denim brand.

Transitioning to British American Tobacco, I developed my skills in talent acquisition before returning to HR generalist duties. I started on my current path with McCain Foods nearly eight years ago. Initially based in Mexico for two years, I seized an opportunity to move to Brazil, where I have been for the last six years. As the HR Director for Brazil, my area of responsibility extends to Latin America, focusing on total rewards and talent management.

As a human resources director at McCain Foods, what challenges do you face in the executive search industry today?

My move to Brazil revealed stark differences in market dynamics compared to Mexico, which closely mirrors Western management styles due to its proximity to the US. This contrast has presented unique challenges within the industry.

We are committed to creating a rich and diverse workplace by providing opportunities for individuals at various career stages and ages

McCain Foods is currently navigating a merger and acquisition phase. This poses significant challenges in recruiting individuals who align with a multinational organization’s vision. It’s quite challenging to find individuals prepared to take on a challenge, such as envisioning and committing to a decade-long growth trajectory.

Moreover, the new generation in Latin America learns quickly but often lacks the long-term vision of their predecessors. Late millennials, for instance, seek meaningful growth and experiences rather than hopping between roles for financial gain. Understanding and engaging this talent pool is a complex task. It is more about aligning what matters to them with the company’s goals.

In your role as an HR leader, what measures have you taken to mitigate these challenges?

Addressing these challenges begins with the recruitment process. In HR, we sometimes shy away from asking direct questions. For instance, we may not ask what a candidate who seems perfect is truly seeking or what critical experiences they wish to gain. This hesitation can stem from a fear of not being able to meet their expectations, potentially leaving both parties in an unfavourable position.

Understanding a candidate’s spirit and aspirations when joining a company is essential. It is crucial to ensure that the new hire is fully engaged and prepared for the daily challenges ahead, as well as culturally adaptable. Otherwise, this might lead to a risk of cultural conflict and a negative impact on the team.

 It is not just about generational differences but also how we present the experiences we offer. At McCain, we are committed to creating a rich and diverse workplace by providing opportunities that cater to individuals at various career stages and ages.

Can you give an example of how you approach the executive search at McCain Foods?

One progressive agenda I am working on is sustainability and corporate responsibility strategy; the other area is diversity and inclusion. Instead of just focusing on gender, our focus in Brazil is on a broader spectrum of ethnicity, race, religion, and language. We are actively working to increase black leadership within the company. This inclusion is crucial given the lack of representation of indigenous and black people in the Brazilian corporate world.

I also lead a change management process to create opportunities for young black leaders and people with disabilities. While Brazilian law mandates workplace inclusion for people with disabilities, I believe it is about more than compliance. It is about representing them and providing for their families. It is my mission to amplify these voices in our organization.

What new technologies are you excited about that could transform the HR sector?

Technology in parts of Latin America is not as advanced as one might assume. Currently, the focus is on enhancing interaction, particularly through expanding social media. However, our team is working on advances in talent acquisition strategy for HR processes. We are exploring technologies to reach the right people at the right times. This is a crucial part of our developing employer value proposition (EVP) agenda.

On the administrative side, streamlining HR processes, such as timekeeping, is an essential aspect of our operations. I am passionate about making salary and position information more accessible and detailed for everyone. This transparency is lacking in the Latin American region, and I believe democratizing this information is the key to making informed decisions.

What advice would you give to your peers and the budding entrepreneurs entering the sector?

One thing I always emphasize is the importance of bringing passion to work. If enjoyment is lacking, something might be off. There will be good, bad, and even terrible days, but something is amiss if I am not learning something new each week. And if one continues to miss out, it is possible to wake up in ten years and realize that no growth has been achieved. It is up to each individual to decide if they want to participate in the learning and growth process.

Every day presents an opportunity to learn and have fun doing it. When people ask how things are going, “incredible” is often my response. It’s about setting the tone and mindset positively. By enjoying the journey, conversations shift, and engagement, changes, and problems become easier to solve. So, it’s crucial to return to the basics and enjoy the learning process.