Leggett & Platt Automotive

Renata Mattos

Workforce Inclusion Advocate

Aligning HR Strategy with Operational Priorities

The first step for me is to be present and deeply connected to the business. I prioritize being accessible, listening carefully and learning as much as possible about our operations and challenges. This includes actively participating in Sales & Operations meetings, holding regular one‑on‑one discussions with our leadership team, traveling to our facilities and engaging directly with employees at all levels.

Through this hands‑on approach, I gain a clear understanding of the operational realities and key priorities across the region. I then intentionally carve out time to reflect on these insights, review best practices and translate business needs into a focused and practical HR strategy. This ensures our HR initiatives are well aligned with operational goals and effectively support the organization’s success across North America.

Attracting and Retaining Skilled Manufacturing Talent

In the automotive manufacturing industry, attracting and retaining skilled talent is a structural, long term challenge, not a short term labor cycle. Across North America, OEMs and suppliers face intense competition for skilled trades, production and technical talent and the pressure that continues to increase as electrification, automation and advanced manufacturing technologies accelerate. Many industry reports and practitioners cite elevated turnover in manufacturing, particularly in production roles, making retention a sustained focus area for HR and operations.

At Leggett & Platt Automotive, we actively reinforce these principles through initiatives such as monthly local and global Town Halls, Values Award Recognition, the Celebrate & Elevate campaign and regular Employee Engagement Surveys, among other programs. These initiatives are designed to strengthen connection, recognition, communication and alignment, key drivers of retention in today’s automotive manufacturing environment.

Balancing Global Frameworks with Local Workforce Needs

Balancing global HR frameworks with local workforce needs starts with building strong, trust‑based relationships on both sides. I focus on actively listening to and understanding local and regional realities, our workforce, labor market, cultural nuances and operational constraints, while also gaining a clear understanding of the intent, objectives and value behind global initiatives.

“Leadership development is essential to driving shop-floor performance in automotive manufacturing because frontline leaders have the strongest influence on employee engagement, safety, quality, productivity and retention.”

This allows me to act as a bridge, ensuring global programs are implemented with purpose rather than as one‑size‑fits‑all solutions. Being empathetic, transparent and aligned with both perspectives is essential, as is having the empowerment to thoughtfully adapt global frameworks to local contexts without losing their core intent. Through ongoing dialogue, alignment discussions and collaboration, we can translate global strategy into practical local execution, always with the goal of achieving the best outcomes for the business and our employees.

Leadership Development Driving Shop Floor Performance

Leadership development is essential to driving shop‑floor performance in automotive manufacturing because frontline leaders have the strongest influence on employee engagement, safety, quality, productivity and retention. Well‑prepared supervisors create a positive, safe and respectful environment where employees feel valued and supported, which directly impacts consistency and performance on the floor. As the industry evolves with electrification, automation, robotics and digital technologies, leadership capability becomes even more critical.

Leaders must guide teams through change, build new skills and support increasingly complex operations. Effective leadership development strengthens accountability and ownership through recognition, coaching and employee involvement, while transparent communication builds trust and clarity in fast‑paced manufacturing settings. When leaders consistently model company values in their daily behaviors and decisions, culture becomes lived rather than stated, resulting in more sustainable performance, stronger engagement and better business outcomes on the shop floor.

Measuring HR Impact on Productivity and Engagement

I measure the impact of HR initiatives on productivity and engagement by intentionally linking people metrics to automotive operational KPIs. On the employee side, I track engagement survey results, absenteeism, turnover and retention, particularly in critical roles such as skilled trades and supervisors, as well as lateness, exit‑interview trends, internal promotions and participation in employee referral programs.

These indicators provide a clear view of morale, workforce stability and cultural health. On the operational side, I align these insights with automotive‑specific measures such as overall equipment effectiveness (OEE), productivity per headcount, first‑time quality (PPM), safety incident rates, overtime usage and production downtime attributable to staffing or training gaps. By monitoring trends over time and correlating improvements in engagement with gains in safety, quality, delivery and efficiency, I can clearly assess whether HR initiatives are delivering sustainable shop‑floor performance and measurable business results.