COFCO International

Sharon Kacsits

Sharon Kacsits, Director, Human Resources North, COFCO International, leverages her deep-rooted HR expertise to cultivate a corporate culture of innovation and continuous improvement. Her strategic focus on embracing technology and fostering a learning environment helps streamline operations, positioning her as a forward-thinking leader in talent management.

In an interview with Manage HR, Kacsits shares an insight focused on employee empowerment and the integration of technology in HR, aiming to create a collaborative and innovative workplace that drives future success and resilience.

Could you provide an overview of your professional journey and how a typical day looks like in your current role at COFCO International?

At the start of my career, there was no concept of Human Resources. Rather, there were separate departments for personnel, employee benefits, recruitment, training and safety. As I progressed in my career, I gained knowledge and experience in diverse aspects of HR. I eventually transitioned to the HR career path and continued learning. I am driven by my eagerness to learn and develop myself and others.

I have always gravitated towards roles that involve overseeing multiple aspects of HR, including benefits, training, safety, employee relations, union relations and mentoring managers.

"My advice would be to have an open, flexible mindset, regardless of where ideas come from or who proposes them."

My typical day at work is dynamic, encompassing various responsibilities. For instance, I could be working on a long-term strategic project, attending to an immediate employee need, responding to auditors' inquiries or conducting training sessions.

Additionally, I have a new HR staff member who joined us with extensive recruiting experience but lacks experience in other areas. So, I spend extra time to train and provide reasoning behind my instructions. This is one example of how continuous learning and development are crucial in HR.

What challenges and emerging trends do you observe in team development and retention?

Employees and businesses still grapple with economic insecurity, particularly in light of recent reports suggesting that the Federal Reserve might not lower interest rates as anticipated, citing inflation concerns. This comes at a time when many companies are in the process of transitioning back to the office environment, having been remote for an extended period due to the pandemic.

However, this shift comes with its challenges, as it disrupts the synergy of working closely with colleagues and the valuable in-person connections that come with it. While electronic tools have their benefits, they cannot fully replace the nuances of face-to-face interactions, especially when important discussions are underway. This decision to resume in-office has been driven by a desire to regain synergy and enhance connections among coworkers.

The need for transitioning back to the office varies across industries and roles, with IT and project-management teams often thriving in remote environments. This dynamic creates a complex mix, further compounded by generational differences in work preferences. Contrary to popular belief, not all recent graduates favor remote work; many seek in-person experiences to foster meaningful connections and enhance their learning.

Reflecting on my experience at Toyota, where a culture of continuous improvement was ingrained across all departments, I strive to instill similar values wherever I go.

What emerging trends or developments do you expect to have a significant impact?

Many articles are talking about the growing importance of AI, as it is expected to play a significant role in the way candidates present their resumes. While a candidate may have an impressive resume, it doesn't necessarily guarantee they are a good fit for the job. This could be a problem for companies that hire a lot of entry-level employees. On the positive side, AI presents significant opportunities for streamlining tasks across HR, including recruitment, presentations and analysis, offering immense benefits to various departments.

However, the use of AI in education may have a diminishing effect on the quality of education received. The impact of AI will be felt across all departments, including HR and recruitment to finance, akin to the internet. Embracing and understanding AI is essential for navigating these changes, even if its implementation is optional.

What is your sage advice to your peers seeking to achieve high operational efficiency within their organizations?

My advice would be to have an open, flexible mindset, regardless of where ideas come from or who proposes them. Oftentimes, valuable insights can sometimes come from unexpected sources outside traditional HR channels. Furthermore, it's essential not to settle for the first solution but to continuously seek opportunities for improvement.

Involving individuals from various departments promotes a sense of inclusion and buy-in, even if their ideas aren't always implemented. It's crucial to genuinely listen to their concerns and suggestions, as valuable insights can emerge from these interactions. This approach fosters better communication and strengthens employee and company connections.