Kraft Heinz: What are the ingredients to its people success?

At multinational Kraft Heinz, the past and future are colliding—and people are at the heart of that intersection.

The organisation was formed almost a decade ago through the merger of the nearly 100-year-old Kraft Foods and H.J. Heinz, founded in 1869. Today, Kraft Heinz is one of the world’s leading food and beverage organisations, with nearly two dozen brands in addition to Kraft and Heinz.

Behind that expansive portfolio is a diverse workforce of more than 36,000 employees in 40 countries, says Melissa Werneck, Executive Vice-President and Global Chief People Officer of Kraft Heinz. Werneck joined the organisation a few years before the merger was finalised and has been a driving force behind the people transformations that have ensued.

She recently spoke with Human Resource Executive about the work it takes to bring together two iconic, legacy organisations and where she sees Kraft Heinz headed.

HRE: What are the challenges of driving HR innovation at an organisation with such a long and rich history as Kraft Heinz?

Werneck: When I think about HR innovation, what is top of mind for me is ensuring we are not remaining stagnant or falling in love with our own solutions from the past. We need to ensure we continue to innovate, stay nimble and anticipate what our people and prospective talent may need today and in the future—and that includes thinking strategically about the solutions and tools we have in place to respond to those needs.

A couple of ways this is coming to life at Kraft Heinz: When it comes to recruiting at the university level, previously, we invested a lot of time in being in-person and on campus to speak to students. And while this continues to be one way we engage with students, what we have found to be even more important and impactful is bringing Kraft Heinz—our culture, brands, people—to platforms and channels where college-aged people are engaging the most, like TikTok.

Another example is our approach to learning and development. Previously, we offered Excel “bootcamp” trainings that were in-person, hours-long sessions. But with more generations than ever before in the workforce—and Gen Z as one of the most digitally savvy generations—we asked ourselves: Is this the most impactful way to approach this training? So, we pivoted to offer a training programme for Microsoft Excel skills with the TikToker Miss Excel. The response, especially from our Gen Z employees, was overwhelmingly positive, and she has been back three times more.

HRE: The organisation is nearly a decade out from the merger between Kraft and Heinz. What were some of the most defining HR lessons for you from that experience?

Werneck: Kraft Heinz has undergone a major transformation, and HR has been a critical piece of our organisation’s evolution. Our role as HR is to facilitate the journey and equip our workforce with the tools and skills to thrive.

Three key lessons that I have taken from our journey:

1. Transformation does not happen overnight. It is an ongoing investment and journey.
2. Prioritise cutting-edge capabilities that are core to your strategy, especially learning and development.
3. Do not lose reference of what “great” looks like and ensure you are bringing outside examples in for inspiration and continued growth.

HRE: Kraft Heinz has such a diversity of brands, jobs and roles. What is the HR work like creating a unified culture across all of those dimensions?

Werneck: At Kraft Heinz, our organisational culture is one of the key differentiators that will lead us to greatness. Across our organisation, we have created a unique culture with ownership at its centre that empowers our employees to make the greatest impact, and where their agility and ambitions are encouraged and rewarded. As part of our transformation, we have been very intentional in establishing bold and unapologetic values, beliefs and leadership principles that guide and power our continued growth.

As a food company with employees in over 40 countries, we also ensure that we [HR] are present and actively listening to our employees in all the different geographies where we operate to understand what they need to be great—and that is opportunities for growth. We invest in our employees’ purpose and potential by challenging them, while supporting them and nurturing their strengths at the same time. This approach allows us to make meaningful, lasting changes that enhance the overall employee experience.

HRE: How has Kraft Heinz recently worked to strengthen its investment in employee wellbeing?

Werneck: We want to be a key partner in the growth of our employees and our organisation, helping everyone bring the best version of themselves to work. When it comes to employee health and wellbeing, we aim to support and inspire that lifestyle for our employees so they can make healthy life choices within and outside the workplace.

An important way we are able to do just that is through our LiveWell programme, which supports our employees’ holistic wellbeing in four dimensions: physical, emotional, financial and social. Through LiveWell, we also address stigma attached to discussing and supporting mental health and wellbeing in the workplace, including our Mental Health First Aiders programme with nearly 200 trained colleagues across the world. We have also enhanced our Employee Assistance Plans—which offer confidential support for those working through family, social, work and financial concerns—with programmes available in 31 countries.

HRE: How do you think your experience working in locations across the globe has informed how you approach HR leadership for a global organisation?

Werneck: My leadership philosophy is centred around surrounding yourself with greatness to be great and building trust by creating psychological safety. I have prioritised this when it comes to the incredible HR professionals that I have had the privilege of working with. These are leaders and individuals around the world who think and act like owners, who are culture ambassadors and who truly embody our leadership principles. They have made me a better person and a better professional.

Our dream as a global HR function is to be the destination for all daring to win. So, while travelling to be in-person with my teams in different parts of the world, I take the time to learn about local beliefs, cultures, and customs so we can best address the needs of our employees. I have witnessed that our passion for growing our people to grow our business had led to an environment across our entire workforce where agility and an ownership spirit are encouraged and rewarded, as we work together to lead the future of food.

HRE: What is the most valuable HR advice you have received in your career?

Werneck: Around five years ago, we were undergoing quite a lot of change at Kraft Heinz. Everyone was coming to executive leaders for coaching, advice and, at that moment, stability. One day, our Chief Learning and Diversity Officer Pamay Bassey came to me and said, “You’re taking care of so many people and helping them deal with uncertainty, but who is helping you?” That question made me reflect on how HR professionals often put the oxygen mask on others—not ourselves—first, to use an airplane analogy. And if we want to support others to be the best version of themselves, we need to take care of ourselves, too.

About the Author: Jen Colletta is Managing Editor at Human Resource Executive, where this article was first published.