We interview Stacey Mozzanica, HR Manager at Mozzanica since 2013.
Good morning, Ms. Mozzanica. You are a Partner and HR Manager at Mozzanica. Given that you share the company name, we imagine you’ve known the business for quite some time...
Good morning. As you can probably guess from my last name, the company has been part of my life since childhood, as it was founded by my father and his brother when I was little.
Have you always worked for this company, or have you had other professional experiences?
I've been working in the company since 2013. My professional background was built outside the company, in teaching, recruitment and international roles.
What experience first brought you closer to the topic of personnel management, and how did it feel at first?
I became interested in personnel management when I started working as a recruiter and later as assistant director at an English language school in Edinburgh, where I was mainly responsible for staff and supplier relations. That experience was fundamental to my personal and professional growth, as it opened my eyes to the little-known world of HR. It's not just about employment contracts, compensation and recruitment, but above all about relationship management, training and development, and performance evaluation. I also learned that sometimes the hardest part of the job isn’t doing the work itself, but managing people.
Some say that every employee is shaped by both good and bad experiences from their past, even from childhood. Do you agree with this statement? If so, what should a good manager be able to do to best manage their team?
In my opinion, that's absolutely true. Each of us carries a personal history, both positive and negative, that we bring to work with us, often without even realizing it. That’s why I also believe in the importance of personal growth and self-awareness, which we should all commit to.
I believe a good manager should have several key skills to effectively manage people including excellent communication skills, the ability to motivate and inspire their team, conflict resolution and decision-making capabilities, along with a strong results-driven mindset and an impeccable work ethic. It’s essential that a manager knows how to create a positive and stimulating work environment, where employees feel valued and have the opportunity to grow professionally. It’s also important that a manager can recognize potential internal and/or external threats and knows how to intervene to protect and support their people.
You’ve witnessed the evolution of Mozzanica from its early days as a small artisanal business to what is now a “pocket-sized multinational” with more than one hundred employees. What changes have you observed among the staff?
As in many other workplaces, especially since 2020, employee expectations have been shifting, moving the focus away from simply a satisfying salary toward a range of other factors, including work-life balance, a positive work environment, professional growth, a sense of purpose, transparency and communication, and finally, recognition and appreciation. Employees, especially those from younger generations, are increasingly looking for a job that aligns with their personal values and offers flexibility and autonomy.
Currently, four generations coexist in the workplace: Baby Boomers, Generation X, Millennials, and Generation Z. Each brings different experiences, expectations and values into the work environment.
Baby Boomers value responsibility, dedication and a sense of belonging to the company. They were raised in more hierarchical work environments and appreciate clarity, consistency and a clear boundary between personal and professional life. Gen X seeks pragmatism, autonomy, and results. They’re used to change and value clearly defined roles and meritocracy. Millennials are purpose-driven, seek to make a positive impact and appreciate continuous feedback. They strive for growth, learning, and authenticity in the workplace, with a strong focus on work-life balance. Gen Z values fluidity, inclusion, authenticity and innovation. They want balance between work and their private life, and place particular importance on transparency and horizontal communication.
It’s important for companies to be aware of these differences and create a workplace environment that maximizes the unique contributions of each generation, fostering effective intergenerational collaboration.
Name three qualities that a manager must have for effective team leadership.
I believe a good manager should have at least these three essential qualities to effectively lead their team: the ability to communicate effectively, empathy, and the ability to delegate. When well developed, these traits help create a positive, motivating and productive work environment.
Finally, as we approach the last quarter of 2025, what goals have been achieved so far, and what are the next ones?
As for the HR department, we’ve carried out coaching programs for staff, along with additional training courses. We’ve also expanded our recruitment and selection system, managing to bring in new personnel, although we’re still actively seeking more to strengthen the team.
Looking ahead, our next goals include enhancing the access control and expense reporting systems, as well as working closely with our Quality Manager, Engineer Melody Verzeni, to improve our employee evaluation system through our HR software.
Lastly, we’re opening collaborations with schools to develop joint projects with students, with the goal of eventually integrating them into our workforce.