Social Strategy & HR Steering
With over six years of operational leadership at McDonald's and Master studies at ICD Business School, Marjorie Ferreira connects employee relations, workforce planning and talent retention. She designs pragmatic HR frameworks suited to high-pressure environments.
Fostering positive and productive employee relations
Operational leadership taught me to resolve team friction at the earliest signals. Consistent field presence and genuine attention to employee concerns prevent collective disputes and build lasting organizational trust.
Leading workforce planning and training programs
At McDonald's, deploying quarterly training programs for 350 staff members boosted participation by 15%. Competency mapping anticipates skill requirements and accelerates internal promotions toward shift leadership positions.
Building measurable retention strategies
Confronting industry turnover challenges, my individualized check-in program improved workforce retention by 25%. This analytical approach translates effectively to any business aiming to stabilize teams and develop human capital.
Related HR Case Studies
Employee check-in and retention framework
Established weekly tripartite feedback sessions and a certified competency matrix for 350 staff members in high-volume operations.
Quarterly workforce training and skills planning
Organized continuous learning programs for 350 operational staff, lifting completion rates by 15% and fostering internal promotions.
Frequently Asked Questions
What is your core value for an HR Manager or Director role?
I bring a distinct dual background: real operational leadership with large teams (6 years, 350 employees) coupled with strategic academic training in customer relationship management, employer branding and AI tools.
How do you view your professional development?
My immediate goal is to establish myself as an HR Manager (RRH) or Deputy HR Director, progressing toward an executive Human Resources Director position over the medium term.
