Laura Maffucci has learned a lot during her 20-plus year career in HR.
Maffucci is currently vice president, head of human resources at G-P, based in Boston. Prior to joining G-P, she was director, total rewards and HRIS at Progress, and held roles of increasing responsibility with Ocean Spray Cranberries, where she was awarded the company’s HR Award for Innovation and Creativity in 2016.
One important lesson: Priorities change with expansion. Here’s how Maffucci navigated changes in the responsibility and reach of her role.
Your career in HR has spanned multiple leadership roles. What pivotal experiences or lessons have shaped your approach to people management and leadership?
Over the course of my career, I’ve realized the ability to be both authentic and humble is key to effective leadership. As my first HR mentor told me, leadership is about surrounding yourself with people smarter than you and empowering them to do their jobs. Leaders are there to remove obstacles so that their teams can be successful.
Early on, I worked in multi-state companies, which gave me a strong foundation in navigating different labor laws and workforce dynamics. In my previous role at Ocean Spray Cranberries, I took on global HR responsibilities, which pushed me to think more strategically about managing people across different cultures and business environments.
When I joined G-P in 2021, I was ready to take on the challenge of building out key HR functions like global compensation, global benefits and HRIS. At G-P, I’ve helped transform the organization, refining our HR tech stack and implementing strategies, programs and efficiencies that’s led to cost savings and increased revenue recognition.
One of the most important lessons HR people can learn is that HR isn’t just about policies and processes. It’s about driving business impact. People strategies should be just as data-driven and results-oriented as any other part of the organization.
Whether it’s optimizing total rewards, influencing company culture or enabling global workforce agility, the most effective HR leaders are the ones who can connect people management with broader business success.
As the VP, head of HR at G-P, what do you see as the foundational elements essential to build a strong HR function—and how do those priorities evolve when expanding globally?
Building a strong HR function starts with consistency. There needs to be an established framework. Otherwise, as the company grows more work and complexity is created.
When building and managing global teams, HR needs to think strategically about how to approach regulations and benefits requirements. Establishing strong guiding principles to serve as your foundation is critical, such as never going below the minimum level of benefits globally. Then determine how you’re going to approach it.
For example, when entering a new market, HR leaders need to establish how they address compensation. Are they going to target the salary range of the local market or use USD equivalents? Determining this baseline can be the hardest thing since leaders are often conflicted between what the data shows and what aligns with the company’s values. But with a clear framework in place, HR can focus less on complexity and more on supporting business growth.
How critical are cultural differences with the new market you’re looking to enter? What is the most effective way for navigating cultural differences to ensure success?
As HR leaders, we have the unique opportunity to champion cultural diversity within our organizations to create workplaces that thrive in today’s global landscape. But strategically embracing and navigating cultural differences requires a balanced approach.
It’s crucial for leaders to adapt their strategies to fit local contexts while maintaining alignment with global values. In some countries and markets, certain practices are optional; in others, there are strict legal regulations that need to be adhered to. A one-size-fits-all approach can lead to misalignment and missed opportunities.
In countries outside the U.S., employees often take extended time off during the summer, where they are fully unavailable and “unplugged.” While U.S. employees may have the reputation for checking email on vacation, global organizations need to respect that people take PTO to rest and recharge, while empowering them to set these boundaries.
Knowing what is culturally expected and required in new markets protects you and your company from legal repercussions while also significantly helping build trust and rapport with local teams, strengthening employee satisfaction and paving the way for growth and retention.
HR leaders are navigating a rapidly evolving workplace with AI, remote work and shifting employee expectations. How can technology enhance global hiring and improve efficiency in global workforce management when operating/moving into multiple markets?
Leaders don’t need to be—and can’t be—experts in every market, but they should rely on systems and experts to advise on business and employment practices, local laws, regulations and processes. The most successful teams establish clear guiding principles first, then thoughtfully adapt to local laws and cultures. They partner with the right technology providers to avoid compliance issues and leverage cutting-edge AI solutions to maintain their competitive edge.
HR tech that enables global employment isn’t a nice to have, it’s a must have. The right solution can help businesses stay compliant, manage teams more efficiently and navigate cultural differences. It can make a company more agile, so it can adjust to each market’s unique needs and regulations.
What advice would you give to aspiring HR leaders looking to make a meaningful impact in their organizations and advance in their careers?
HR leaders need to continue to embrace innovation, especially AI. Solutions with AI capabilities designed for global HR can be a huge value in supporting compliance, building and managing teams and overcoming cultural barriers.
Leaders need to determine strategies and plans in place for effective, compliant AI use. This requires organizations to ensure that when adopting AI solutions as part of their global employment efforts they are not only effective but also responsible and respectful of the rights and dignity of all individuals involved.
It is important to clearly communicate to employees the purpose and mechanisms of AI tools, particularly how they process data. This can help them understand that “inputting an email into ChatGPT to help with tone” might mean that they are sharing sensitive or proprietary information.
With AI here to stay, the companies that tap into it with transparency and education will have the advantage. Finding the balance between embracing innovation and mitigating risk will help organizations guarantee they are using AI and other cutting-edge technologies successfully.
