Banco Daycoval

Carla Zeitune

1) What methods and strategies have you employed to identify and address organizational development needs, such as changes in structure, culture, or leadership?

At Banco Daycoval, we have adopted two fundamental approaches that help us understand and meet the needs in terms of structure, culture, and leadership. We rely on HRBPs (Human Resources Business Partners) who track the business unit's demands so that, in daily interactions, we can understand what's coming and what is needed in advance. 

As the HR director, I have monthly meetings with each business leader to track results and identify opportunities to create long-term solutions. Therefore, HRBPs support day-by-day leadership, identifying quick and specific needs, while I focus on engaging in strategic work alongside the directors.

2) Can you share your experiences from a significant organizational development project you've led?

The bank significantly grew over the last five years, nearly doubling its size, expanding its product scope, and adopting a more prospective commercial approach, which was a joint achievement with the directors and their respective departments. This formula for success isn't solely based only on HR's perspective but also on directors' collaboration and partnership. 

3) What are some of the challenges in your business that current services cannot provide an optimal solution?

I wouldn't say there are no services available, but I would emphasize the importance of the speed of change in the world and digital interaction with employees. Sometimes, we face time constraints. Moreover, I question performance evaluation models since I haven't found anything truly effective, practical, and aligned with business demands yet.

“We exhibit flexibility by establishing this mutual trust and demonstrating an understanding of their reality and the urgency of their demands”

4) Do you have any advice, suggestions, or warnings you would give to professionals in a similar role working in other companies in the HR industry regarding do’s or don’ts?

Collaborating closely with diverse business areas is crucial for HR. We exhibit flexibility by establishing this mutual trust and demonstrating an understanding of their reality and the urgency of their demands. Building relationships and partnerships is the path to success.

5) Kindly share your short bio.

I graduated in chemical engineering from the Federal University of Rio de Janeiro (UFRJ). I hold a master's degree in Production Engineering from COPPE/UFRJ and specializations in Human Resources and Business Management, such as an MBA in Business Management from Business School São Paulo and a StrengthsFinder Tool Coach certification from the Gallup Institute. I also gained coaching experience at Erickson College in Vancouver.

I began my career in Quality and Processes, accumulating three years of experience before transitioning to Human Resources. As the HR Director at Grupo Daycoval, I have over 20 years of expertise in managing all aspects of HR subsystems.

I've worked across various sectors, both nationally and internationally, including my previous role as Latam HR Director at Standard Chartered Bank, based in London, United Kingdom. I led the Associação Brasileira de Bancos Internacionais (ABBI) HR Committee for three years and currently coordinate the Diogenes Group associated with Associação Brasileira de Recursos Humanos (ABRH) since 2018.