About the Series
At La Relocation Group, we work alongside global HR leaders and recruiters every day to enable smooth and successful international talent mobility. With this series, HR Mobility Leaders, we aim to highlight the lived experience and strategic vision of professionals who lead human capital transformation. We invite HR Managers, Talent Leaders, and Executive Recruiters to share their unique insights on current trends, challenges, and the evolving role of global mobility in talent strategy.
About Federica De Gennaro
Federica de Gennaro is VP Global Human Resources at KD Pharma Group, a private equity-backed CDMO with over 700 employees across seven international locations. Based in Lugano, she has led large-scale transformation initiatives in post-merger environments and developed global talent strategies across APAC, EMEA, and the Americas. Federica brings more than 20 years of HR leadership experience, including senior roles at VF Corporation, Bally, and SFI Health.
We invited Federica to share her perspective on the evolving role of HR in multinational contexts, with a special focus on talent mobility, cultural integration, and the strategic impact of HR leadership.
Interview
Q1: Federica, what have been the most strategic priorities for you in the past year?
This past year, our strategic focus has been twofold: organizational integration and future-proofing our talent pipeline. Following several acquisitions, aligning diverse teams under one global culture has been both a challenge and a necessity. We’ve placed a strong emphasis on harmonizing policies, processes, and values across regions.
At the same time, we are looking ahead—investing in succession planning, digital HR transformation, and developing our internal talent to meet evolving business needs. Building a truly agile and resilient workforce has become non-negotiable in today’s environment.
Q2: How does global mobility fit into your people strategy, particularly when it comes to acquiring talent from abroad?
Global mobility is not just a logistical function—it’s a strategic enabler. For us, mobility is essential to attracting and deploying the right talent where it’s most needed. Particularly in a science- and innovation-driven business like ours, talent often resides in very specific geographic clusters.
We see international assignments as opportunities for both business impact and leadership development. When mobility is handled well—with clear purpose, support, and alignment with career paths—it strengthens retention and builds a more connected global organization.
Q3: What’s the key to successful cross-border onboarding, especially when relocating employees and their families?
The key is personalization and empathy. Every relocation involves real people with different family situations, cultural backgrounds, and emotional responses to change. Beyond ensuring that the basics—immigration, housing, schools—are managed efficiently, we prioritize communication, cultural orientation, and integration support.
A successful onboarding doesn’t stop when the employee starts their role. It extends into their first 6–12 months, during which HR must remain highly responsive. When families feel settled and supported, the employee can focus and thrive professionally. It’s a win for everyone.
Q4: In your view, how is the role of HR evolving in global organisations?
HR is no longer a support function—it’s a strategic partner and a driver of transformation. In global organizations, HR leaders are being asked to navigate complexity at multiple levels: geopolitical, cultural, regulatory, and generational.
Our role now requires deep business acumen, agility, and a global mindset. We’re expected to design inclusive and scalable people strategies, drive culture change, and help the organization stay competitive by anticipating future talent needs. It’s both a challenge and an incredible opportunity to shape the future of work.
Q5: What advice would you give to HR leaders managing international teams today?
Lead with clarity, empathy, and cultural intelligence. When managing international teams, one-size-fits-all approaches don’t work. HR leaders must invest time in understanding local contexts while reinforcing a shared global vision.
I also encourage leaders to embrace technology, but never at the cost of the human connection. Trust, transparency, and open communication remain the foundation of effective leadership—regardless of timezone or geography. And finally, never underestimate the value of mobility as both a talent accelerator and a strategic differentiator.
A Note from La Relocation Group
Federica’s insights confirm what we observe across global industries: strategic global HR leadership is a key driver of successful international expansion. From organizational integration to cross-border onboarding, global mobility must be carefully planned and fully personalized—especially when supporting international hires and their families. In today’s competitive market, attracting and retaining top talent requires more than a compelling job offer; it demands a relocation experience that is seamless, human-centered, and aligned with business objectives.
At La Relocation Group, we bring over a decade of expertise in corporate relocation services. Our team supports HR departments and recruitment partners worldwide through tailored solutions for immigration management, housing and schooling assistance, and family integration support. We ensure every international move is handled with precision, empathy, and strategic alignment.
Whether your company is planning to relocate global talent, expand across borders, or develop a long-term corporate mobility program, discover how La Relocation Group’s Corporate Services can help you build a more connected and resilient global workforce.
Connect with our team to discover how La Relocation Group can help you support your global workforce with confidence and clarity.