Luc Stefani
CHRO and Global HR Consultant
LS HR Consulting
Episode 166
Your HR Strategy is Broken: Why 'Go Local' Wins the Talent War
Current chapter: Built by People podcast features insights from world's top HR leaders
Built By PeopleJune 2, 2025 · 16:56
Thesis
“HR must be deeply integrated with local business needs and cultural contexts, acting as a strategic partner to drive organizational success and talent retention, especially by embracing flexibility in a rapidly evolving work environment.”
Show notes
Luc Stefani built his HR career across France, Italy, Dubai, and the United States — and the biggest lesson he took from each stop was the same one: go local, or lose your people.
Now a CHRO and global HR consultant based in New Jersey, Luc has navigated some of the trickiest terrain in people strategy: integrating workforces after mergers where two cultures barely share a common frame of reference, competing for talent as a traditional industry player in a world that expects flexibility, and earning credibility as an HR function in organizations where the business units don't yet see HR as a strategic partner. His core argument is direct — you can design the most sophisticated HR strategy in the world, but if you don't understand the business you're supporting, it will miss the mark every time. "Be close to the business" isn't advice he gives lightly. It's the thing that's saved deals, prevented mass attrition, and kept talented people from walking out the door after an acquisition.
On M&A specifically, Luc offers a perspective that cuts against the conventional integration playbook: the moment organizations focus on system and process alignment before human alignment, they've already started losing people. And in a market where top candidates are weighing multiple offers, a slow, process-heavy hiring experience is enough to tip the balance — permanently. His parting advice is disarmingly simple: keep your door open, stay vulnerable, and remember that empathy isn't soft. It's the foundation of everything.
- The "go local" mandate in global HR — why on-site immersion and cultural understanding are non-negotiable for engagement across regions
- The human failure mode of M&A — why merging systems before merging people is a recipe for attrition during and after retention periods
- "Reverse integration" as a strategy — when it makes sense for the acquiring company to adopt the practices of the acquired
- HR as strategic business partner — how Luc positions the function to co-own talent challenges alongside business unit leaders
- Flexibility as competitive advantage — why refusing hybrid options costs you candidates, especially in "conservative" industries
- Empathy and vulnerability in HR leadership — making your door genuinely open, not just symbolically
Previ is a private pricing network, free for companies to launch and maintain, that saves employees $2,200/year on essentials like cell phone and auto insurance. Learn more here.
What you'll take away
- 1Prioritize people and culture integration over systems and processes in M&A to ensure long-term success and talent retention.
- 2HR leaders must adopt a 'go local' approach, deeply understanding regional business needs, culture, and context to effectively engage employees.
- 3Embrace flexibility in work arrangements, such as remote/hybrid models, as a critical competitive advantage for attracting and retaining top talent, especially across generations.
- 4Position HR as a strategic business partner by closely aligning with business units, understanding their needs, and taking co-responsibility for key challenges like talent acquisition.
- 5Foster a culture of empathy and vulnerability in HR leadership, creating safe spaces for employees to share concerns and feel supported.
What most organizations get wrong
- •Advocating for continued work flexibility in a 'conservative' industry, even as market trends shift towards more in-office work, by framing it as a competitive talent advantage.
- •Proposing a 'reverse integration' strategy in M&A, where the acquiring company adapts to the strengths and expertise of the acquired firm, rather than imposing a top-down mandate.
In Luc's words
“We didn't have the same background. So the integration was probably more complicated than what we anticipated. The second point that I noticed that we spend a lot of time in system process, but merging is a, first of all, is gathering people and ensure that from two companies, we'll create one company for people.”
This quote highlights the critical human element often overlooked in M&A, emphasizing people over systems for successful integration.
“So really what I have learned being an international leader is go on site, visit people, understand also their background and culture, and it will help you to engage them in a common project that is the project that you have a big organization.”
This emphasizes the importance of local immersion and cultural understanding as essential for global HR leaders to drive engagement and project success.
“If you don't bring flexibility to your workforce, whatever they are on site or whatever they are working on the headquarters, you will lose a lot of candidates.”
This quote argues that flexibility in work arrangements is a non-negotiable competitive advantage for attracting and retaining top talent, even in traditional industries.
“If as HR you don't adapt to this and you don't understand, you can bring any kind and you can define any kind of HR strategy, you will miss your initial target. So be close to the business.”
This stresses the absolute necessity for HR to deeply understand the business context to maintain credibility and define effective, impactful strategies.
“My door is open. If you have any problem, you can come and jump and I will be there and I will try to listen to you and to find solutions to your problem. And I think it's really something important that we keep this empathy and even vulnerability for our employees.”
This illustrates the profound value of open communication, empathy, and vulnerability from HR leaders in supporting employees through their challenges.
The problems this episode addresses
- •Ineffective M&A integration strategies that prioritize systems/processes over people, leading to cultural clashes and talent loss post-retention periods.
- •Outdated and lengthy talent acquisition processes that result in losing top candidates in competitive job markets, especially during booming periods.
- •Organizational struggle to adapt to rapid generational changes and evolving work preferences (e.g., demand for remote/hybrid options), risking the loss of future talent.
- •HR functions that lack deep business understanding and alignment, diminishing their strategic credibility and failing to deliver impactful value.
- •Employee concerns over covering monthly expenses, highlighting a need for improved financial wellbeing benefits and support.
In this episode
Built by People podcast features insights from world's top HR leaders
Built by People
David Zuckerman shares his career journey and insights on M&A
M&A integration at Suez
Luke, can you share a specific case study of navigating cultural differences in HR practices
Cross-cultural differences in HR practices
Luke Angeles describes his approach to aligning HR with business goals following merger
How to integrate HR into a Merger or Acquisition
Luke: Companies need to adapt to new work trends like remote work
Employment Strategy: Working From Home
Luc says HR is very complicated and requires a lot of skills
Luca Di Monte on HR Advice
Topics covered
Organizations and entities mentioned
Full transcript
Expand transcript (0 words)
Transcript is not available yet.