ELANTAS North America, LLC

Kari Meece

In a manufacturing-led organization, HR strategy must be tightly aligned with operational priorities. I start by deeply understanding the business, building strong cross-functional relationships, and using candid feedback and pulse surveys to stay ahead of shifting needs.

We align people focused goals with production objectives, clarify ownership and ensure consistent messaging across the organization. In a lean, fast-paced environment, my team remains agile and cross-trained, partnering closely with operations to adjust as priorities evolve.

Ultimately, success comes from strong partnership, clear accountability and responsiveness to the business.

Attracting and Retaining Skilled Technical Talent

Attracting and retaining skilled technical talent in a fast-paced manufacturing environment starts with understanding business priorities, capability gaps and the talent market. We focus on what candidates or employees value which, in my experience has been meaningful work, growth and transparency. We can provide this with sharing realistic job previews, clear expectations and a high-quality experience, while coaching leaders to ensure consistency and engagement throughout hiring and onboarding.

Retention begins prior to day one with preparation then measured through onboarding and continuous refinements based on feedback. We provide continuous learning and engagement opportunities. My philosophy is that loyalty is mutual, when we invest in our people, they drive performance, commitment and long-term success.

Balancing Global Standards with Local Workforce Needs

I believe success comes from maintaining global consistency while thoughtfully meeting regional workforce needs. As an HR leader for the North American region of a global manufacturing organization, I balance global standards with local workforce needs through close alignment and disciplined execution. My global colleagues and I share best practices, align on policies, and ensure consistency in values, safety and leadership expectations.

At the same time, we adapt to local laws and regulations which requires keeping up with the changing landscape, educating my team and our employees and self-auditing for ongoing compliance. When I don’t understand, I reach out to a network of experts or attain legal advice rather than making assumptions. I involve the leadership team to understand how any changes could translate into operational needs before making any decisions and analyze overall impact.

"My philosophy is that loyalty is mutual, when we invest in our people, they drive performance, commitment, and long-term success."

My approach has been to implement standards beyond minimum requirements, when possible, which has kept us ahead of anticipated changes. When we need to take action, HR ensures clear communication to engage employees in the change when necessary.

Leadership Development as a Plant-Floor Performance Driver

In a fast-paced manufacturing environment, leadership development is one of the most powerful drivers of performance on the plant floor. Our frontline employees are the heartbeat of the organization, and their experience is shaped largely by the quality of their immediate leaders. If those leaders cannot provide clear guidance, drive accountability and groom the next generation of talent, we limit our ability to grow and sustain performance.

Frontline leaders have arguably the toughest leadership role in the company. They are managing safety, productivity, quality, engagement, and often change, all in real time. That’s why we focus on equipping them with practical resources and tools, not just theory. We provide frameworks to help them navigate difficult conversations, communicate through change or conflict, and deliver timely, candid feedback that strengthens performance rather than erodes morale.

We also ensure they are prepared to onboard, train, and develop their teams effectively. Strong onboarding and continuous skill development on the floor directly impact retention, safety outcomes and operational results.

Just as importantly, we make it a priority to show appreciation and provide ongoing support. When frontline leaders feel valued and capable, they create stable, accountable and high-performing teams. In manufacturing, leadership capability at the plant level is not optional, it is foundational to sustained success.

Measuring Impact Across Engagement, Talent Sustainability, and Productivity

Measuring the impact of HR initiatives requires a clear connection between people metrics and operational outcomes. The goal is not to measure HR in isolation, but to demonstrate how engagement, capability, and leadership effectiveness translate into safer operations, stronger retention, and measurable improvements in plant performance.

On the engagement side, we track survey participation rates as an indicator of trust and voice, and we closely monitor engagement scores and trends. For new hires, we use an Employee Net Promoter Score to measure onboarding effectiveness and early satisfaction, then refine our processes based on that feedback. We also analyze new hire turnover, overall retention and absenteeism. I like to watch out for patterns by shift, leader or function to identify where engagement may be affecting performance.

From a talent sustainability perspective, for example, I prefer to monitor bench strength and succession plans for key roles, internal promotion rates and succession readiness.

In terms of productivity, I find value in watching and analyzing overtime trends, quality metrics, safety incidents and training completion rates along with overall performance and goal attainment to drive accountability through results.