How McDonald’s International Operated Markets (IOM) CPO has built a people strategy that’s ‘both resilient and future ready’

“The energy at UNLEASH World is unmatched!,” Emilee DeMartino, Senior Vice President, Chief People Officer, International Operated Markets (IOM) at McDonald’s tells the UNLEASH Editorial team ahead of UNLEASH World 2025.

With just two weeks to go until the flagship event, there’s no doubt that the excitement is building and we’re all starting to feel the buzz.

To give our readers a sneak peek as to what’s in store, we’re sharing an exclusive, pre-event interview with DeMartino to discuss her people-centred approach to leadership, how she’s shaping the future of work, building organizational capability, and developing diverse, high-performing teams that deliver results as well as much, much more.

'Strengthening our culture will involve a continued emphasis on prioritization, partnership and collaboration'

Since joining McDonald’s, DeMartino has remained committed to putting people at the heart of the business, echoing the words of former CEO, Fred Turner: “We are a people business, never forget it.”

She explains that she and her team are committed to putting people first and creating a culture of care.

She also believes that HR leaders are uniquely positioned to drive innovation by cultivating a culture that embraces change and aligns people strategies with business objectives.

DeMartino continues to explain that it is vital HR shows up as business leaders and to be clear on how they “wire the change for sustainable success.”

For McDonald’s, this means serving as business partners; understanding the needs of various stakeholders, promoting inclusivity, challenging the status quo and leveraging technology to fuel creativity.

We attract, develop, and build diverse teams to foster collaboration and bring forward new ideas,” DeMartino says.We attract, develop, and build diverse teams to foster collaboration and bring forward new ideas,” DeMartino says.

"By remaining closely connected to employees, customers, franchisees, and other key stakeholders, we are well positioned to address evolving needs in our strategies and foster strong partnerships in execution.”

For a business that operates in more than 100 countries, the function plays a vital role in aligning key drivers of change – from tying behaviors and performance to rewards, recognition, development, and engagement to shape the journey and accelerate innovation across all levels of the organization.

“HR has a great responsibility to improve workplace experience, refine how work is done, and drive innovation,” DeMartino notes.

What’s more, the business has built strong foundations rooted in inclusivity, respect and teamwork, creating an environment where employees feel empowered and valued.

A few key focus areas DeMartino has been focusing on:

• Embedding core values and strengthening workplace standards: The business has five core values – serve, inclusion, integrity, community, and family. These values guide business decisions and behaviors at every level. Through the Global People Brand Standards, McDonald’s ensures that people experience a workplace that is safe, respectful, and inclusive.
• Shaping an organization and operating environment to fuel sustainable growth: Reimagining how we work, serve, and grow together. It is not just about upgrading systems—it is about evolving culture, capabilities, and experience. This includes scaling solutions to keep our restaurant teams connected, enhancing the hiring experience, establishing new ways of working, and much more.
• Modernizing training and development opportunities: Through flexible and personalized learning pathways, employees can build confidence and deliver exceptional customer service. In 2025, the business launched a partnership with LinkedIn Learning, giving corporate employees access to more than 22,000 expert-led courses.

As a result, DeMartino reports turnover across the International Operated Markets (IOM) Segment is at an “all-time low” with a near 30% decline over the past three years.

“I am deeply passionate about making work better, so my continued focus is on enhancing employee wellbeing, growth, and professional development opportunities along with harnessing technology and new ways of working to make that happen,” she adds.

“Strengthening our culture will involve a continued emphasis on prioritization, partnership and collaboration, sharing best practices across our system and most importantly ensuring we continue to cultivate a culture of care.”

Using tech to boost productivity and save time

As a global business that is recognized in almost every country, it’s important that McDonald’s has a modern approach to HR, as this presents a powerful opportunity to build scalable, tech-enabled solutions that address shared needs across markets.

Organizations need to honor the unique cultural, regulatory, and operational contexts of each region. Technology, therefore, plays a pivotal role in unlocking insights, streamlining processes, and enhancing employee experiences.

For DeMartino, the challenge lies in balancing a unified “One McDonald’s way” with the flexibility required to meet local expectations.

She explains: “It’s not just about standardization – it’s about surfacing innovation at the market level and expanding how we collaborate and serve each other day-to-day.

By empowering regional teams to experiment, share learnings, and adapt best practices, we create a dynamic ecosystem where ideas scale effectively and continuous improvement is the mode of operation.”By empowering regional teams to experiment, share learnings, and adapt best practices, we create a dynamic ecosystem where ideas scale effectively and continuous improvement is the mode of operation.”

Success comes from designing HR systems and strategies together, with globally consistent values and objectives combined with local partnership and execution.

“That’s how we build a people strategy that’s both resilient and future ready,” DeMartino notes.

A large part of modernizing technology and systems is learning how to leverage AI.

DeMartino states that in her belief, technology and systems should “empower our employees to deliver exceptional experiences and also make work better.”

To do so, McDonald’s ensures that it reviews and streamlines processes by embracing data-driven insights to help employees make more informed decisions.

“We have tools that help answer basic candidate questions about how to apply, coordinate and schedule interviews, and relay messages to and from restaurant management and the candidates throughout the application process,” DeMartino explains.

“This also allows managers to spend less time on some administrative tasks to focus more of their time serving customers and supporting employees.

“I’m particularly excited about the work underway to support our shift managers with tools to anticipate and mitigate common operational challenges. This approach will make work easier, more effective and importantly, even more rewarding for our restaurant teams.”

Cultivating a culture with empathy, continuous learning, and adaptability

DeMartino oversees HR for McDonald’s 14 owned markets outside the US covering more than 750,000 employees and is responsible for ensuring McDonald’s has the right talent, culture, and capabilities to fuel business growth, new restaurant expansion, and to elevate the employee experience.

To ensure she excels in her journey, DeMartino has embraced the principle that anything is possible if you’re willing to work for it – and that perceived limitations are often just invitations to grow beyond your comfort zone.

“Empathy, listening, continuous learning, and adaptability are central to my leadership style,” she explains. “I believe in fostering a culture of care where employees feel empowered to make impactful decisions and deliver exceptional results.

“When people feel valued and supported, they bring their best selves to work – driving innovation, collaboration, and high performance.

A culture of care is not just about wellbeing; it’s a strategic lever for business success. By prioritizing both people and performance, we create a win-win environment where our teams thrive and our business achieves sustainable growth.”A culture of care is not just about wellbeing; it’s a strategic lever for business success. By prioritizing both people and performance, we create a win-win environment where our teams thrive and our business achieves sustainable growth.”

Since her days in consulting to now having held various leadership roles at McDonald’s, DeMartino’s approach to management has understandably adapted.

She acknowledges that one of her key lessons from consulting is understanding the importance of data-driven decision-making and systems thinking, as for her, it “emphasizes the value of an aligned strategy and clear planning.”

She has therefore developed critical skills in project management, stakeholder engagement, and communication to propel her through her career.

“As I transitioned into corporate leadership, I came to appreciate that you’re not only shaping strategy – you’re also responsible for executing it across the business,” she explains. “That requires continual internal alignment and a deep understanding of how to drive outcomes through people.”

As a result, she sees HR as a strategic partner; one that influences both organizational success and culture.

“It’s no longer a purely functional role,” she adds. “The HR function has grown in importance, and I believe it will continue to do so.

“The ability to understand the business and stakeholders, lead change, and drive performance through talent and high-performing teams is key to creating meaningful impact.”

For other HR leaders looking to make an impact, DeMartino reiterates the importance of curiosity, sharing: “Find what you love to do, follow your curiosity, and pursue it with purpose and enthusiasm.

“When you’re passionate about your work, overcoming obstacles becomes easier. I feel incredibly fortunate to have found my passion and a career that gives me great fulfillment in serving others.”

As a business leader, she reiterates the power of empathy and listening, stating understanding the “needs of your people and aligning those with business goals will serve you well – no matter which country you are operating in.”

Want to hear more from DeMartino?

Taking to the Main Stage on Tuesday 21st October, DeMartino will be joined by two other panels from IKEA and Lloyds Banking Group to discuss Culture as a Superpower.

Make sure you’ve bought your ticket to secure your opportunity to attend this dynamic and unmissable discussion.

Excited for the event, DeMartino says that UNLEASH World brings together “bold thinkers and change-makers who aren’t afraid to challenge the status quo.”

She adds: “I’m most excited about the meaningful networking and dynamic conversations on how we can harness technology, culture and strategy to make work more fulfilling and impactful across our organizations.She adds: “I’m most excited about the meaningful networking and dynamic conversations on how we can harness technology, culture and strategy to make work more fulfilling and impactful across our organizations.

Every year, UNLEASH drives breakthroughs in the experience equations, pushing us to collectively make work better for our people.

“Ultimately, it’s about building connections, sharing insights, and leaving with new perspectives that help us create workplaces where people and business both thrive. UNLEASH is the perfect catalyst for that kind of transformation. I cannot wait!”