Interview with Verónica Latorre, Director of People and Culture at Rioja Nature Pharma

Managing the talent of a company in constant growth and evolution is the challenge that Verónica Latorre, Director of People& Culture at Rioja Nature Pharma, faces every day.

 

In this interview, she reveals the keys to the corporate culture that has led RNP to position itself in the nutraceutical sector as one of the leading bespoke manufacturers in Europe, and the challenges that the company's Human Resources department foresees for the future.

It is a pleasure to have you with us today, Veronica, could you tell us about your career path and how you got to your current position?

Of course, it is a pleasure to be here. My training began with a Diploma in Labor Relations, which awakened my passion for people management. Subsequently, I completed a Master's degree in Human Resources Management, which gave me a more strategic vision of the area. I have been in this area for more than 10 years, a journey full of learning that has allowed me to take on different functions and reach my current position.

We know that the role of Human Resources has evolved a lot in recent years, how would you describe it from your experience?

If I look back, I remember the HR department focused on administrative tasks such as payroll management and regulatory compliance, nothing to do with the current ones. Now, we focus on attracting, developing and retaining talent, promoting an organizational culture and ensuring the well-being of employees, always aligned with the strategic objectives of the business. Human capital is the true engine of organizational success.

In a competitive environment, what are your main sources of recruitment and how do you select the right channels for each position?

The key is to anticipate talent needs and choose channels according to the characteristics of the position. We use a combination of strategies:

- Agreements with universities and institutes and participation in job fairs.

- Professional social networks and digital portals.

- Specialized job boards.

- Internal referrals.

But it is true that we must continue to practice inbound recruitment and become our own brand ambassadors.

Technology is playing an important role in HR. How are you incorporating it to improve talent management, training and employee experience?

One of the key objectives since I arrived was the digitization of the department, a process that we have been successfully implementing.

This process would not have been possible without the support of my colleague Andrea, who has been a fundamental part of achieving it.

We started with a platform that managed not only clocking control, but also included leaves, vacations, internal documentation and communication. Over time, we have incorporated more modules, such as performance evaluation, with which we will identify strengths and areas for improvement, allowing us to implement action plans for employee development.

We also have an ATS to streamline the selection process and use digital tools to improve daily productivity.

And, as part of our commitment to innovation, we have embraced artificial intelligence in our daily routine. This technology supports us in creating more efficient procedures and optimizing various tasks, allowing us to be more agile.

One of the key issues in HR is the management of diversity and inclusion. What actions is RNP taking in this regard?

At RNP, diversity and inclusion are fundamental. We actively participate in the inclusion of people with different abilities, collaborating with local associations and foundations. This action is an integral part of our organizational culture and is reflected in our code of conduct.

What do you think is helping you the most to detect the needs of the department?

Data analysis is key. Measuring KPIs such as absenteeism, turnover and other indicators allows us to identify areas for improvement before they become major problems. Thanks to this data, we can implement proactive solutions that directly impact organizational culture and employee well-being.

Finally, for those looking to grow in the human resources field, what advice would you give them to develop as professionals and leaders in this sector?

I think the most important thing is a passion for what you do. If you are really passionate about people management, that will lead you to always look for ways to grow, evolve and improve in your field.

HR is constantly evolving, and being a good leader requires always being willing to learn and implement new ideas for the benefit of talent and the company.

Thank you very much, Veronica, for sharing your valuable experience and perspectives on HR development. It has been a pleasure to have you with us and to learn more about your strategic approach and the transformation you have driven in your department. We wish you much success in future projects and in the continued evolution of the People & Culture team. Thank you again and see you soon!