What can organizations learn from the companies included in the Top Angajatori Undelucram.ro ranking? The answers lie in the everyday practices and decisions of those who manage to transform work from a sequence of processes into a lived experience. We open this interview series with Kaufland Romania, ranked 3rd in the Food Retail category, and explore how a work environment built on safety, belonging, and consistency is shaped over time.

We spoke with Estera Anghelescu, Recruiting & Employer Branding Director at Kaufland Romania, who has over 20 years of experience within the organization and was recognized in 2022 as Global Employer Brand Leader of the Year by Kantar.

With continuous education at MIT, Stanford, and Harvard, Estera shares insights on leadership, organizational culture, and the balance between performance and humanity in a constantly evolving world of work.

1. Jobs are no longer just managed — they are experienced. How would you describe the employee experience in your company from an employee’s perspective?

Each person may have their own perception of a workplace, depending on what motivated them to join, their personality, how they relate to their role, their colleagues, and many other factors. However, what we want all employees who become part of the Kaufland team to feel is a sense of safety and belonging.

We want people to come to work with enthusiasm, and to support this, over the years we have consistently invested in two essential directions: workspaces and atmosphere. Our spaces have evolved continuously in recent years and are important both for employees and for the experience our customers have in our stores. At the same time, we have paid special attention to areas dedicated exclusively to employees — locker rooms, kitchens, relaxation areas, restrooms — which we have constantly improved to be modern, pleasant, and accessible, including for people with disabilities.

The atmosphere is supported especially by our organizational culture and management style. Performance is important at Kaufland, but humanity comes first. We want people to feel good at work, safe, appreciated, and part of teams built on trust and mutual respect. The fact that we have colleagues who have been part of the Kaufland team for over 20 years shows us that the dynamism of our activity, together with our people and organizational culture, can turn a simple job into an authentic experience — and for some, even into a long-term professional journey.

2. Which aspects of your work environment do you believe are truly appreciated by future candidates?

I believe we have many strengths in this regard. At Kaufland, the work environment is dynamic and diverse. Stores are only the company’s “interface,” but in reality, there are many other departments and roles that contribute to the customer shopping experience. This diversity offers exposure to activities and career paths that are not found in many organizations — from store roles to logistics centers and departments such as Legal, IT, Construction, CSR, or Marketing.

A career at Kaufland can mean moving through multiple roles and departments. In practice, if someone wants to grow, they can do so within the organization. In addition, we are a strong brand, recognized both locally and internationally, which involves a constant exchange of knowledge between teams across the group.

Retail is a field that must keep pace with rapid changes in society, so for those who want to continuously learn, it is a suitable environment. At the same time, we are also recognized for the stability we offer employees — an aspect that becomes even more important during times of uncertainty, when people seek safety and predictability.

3. What are the biggest challenges in talent recruitment in Romania, and how do you adapt to them?

Recent years have brought numerous changes to the labor market, some so rapid that at times it feels like we are barely managing to keep up. We moved from a market where labor was highly sought after and difficult to find to a more restrictive economic context, where companies face budgetary, predictability, and even technological challenges.

We are in a period where roles are transforming, and organizations are going through restructuring processes — from teams to processes and strategies. Even so, during times of uncertainty, companies still need people, and competition for attracting the right candidates remains active.

Market volatility has also changed how people relate to work. For employees to feel engaged and motivated, flexibility is essential, along with programs that help them keep up with market evolution, real investments in their development, and long-term retention strategies. Even though the number of candidates has increased in the past year, identifying and retaining the best people remains one of the most important challenges for employers.

4. Personally, which leadership benchmarks inspire you in your work and role? Please name three people or sources of inspiration you follow.

For me, courage and humanity are the core benchmarks of leadership. They may seem like general concepts, but I am convinced that people who activate them truly stand out. Without courage, there is no action, and the absence of decisions inevitably leads to stagnation. At the same time, regardless of what you build, at some point you will need people. This is where humanity comes in: the ability to bring people alongside you, inspire them, earn their trust, and help them grow.

Rather than naming specific leaders, I prefer to talk about types of people who inspire me. I am inspired by atypical individuals — those who did not have an “ideal” path or who belong to a minority, yet manage to overcome their starting conditions, fight for their vision or cause, and inspire others along the way.

Another category includes people who may seem discreet in everyday life but step into the “arena” during moments of crisis — taking risks, making decisions, and acting decisively. Lastly, performance athletes have been a constant source of inspiration for me since childhood, teaching me that resilience, discipline, and sustained effort matter more than talent or luck.

5. How would you describe your professional journey within the company? What lessons have you learned, and how do you apply them to create a better employee experience?

My professional journey at Kaufland can be considered atypical in today’s context, given that I have been part of the organization for over 20 years. Sometimes it feels like this journey began in another era, considering how much the labor market, society, and the company itself have changed.

For me, Kaufland was not just a workplace. It was the space where I experienced important moments, developed professionally and personally, built relationships that became essential reference points, and learned — and continue to learn — constantly.

I learned that there are no universal recipes for success, but that the experience of those who have already gone through certain stages matters greatly. Often, it is more valuable to act, even if the result is not perfect, than to remain stuck in analysis. I also realized that no benefits package can compensate, in the long run, for the lack of trust, openness, and support from those around you. That is why honoring commitments, fairness, and respect are essential pillars of our organizational culture.

6. Among the projects you have led, which do you believe had the strongest impact on the organization?

It is difficult to choose just one or a few projects, as the organization has gone through different stages of evolution. However, the first employer branding campaign was a turning point, being a premiere in Romania.

The A.C.C.E.S. program, dedicated to employing people with disabilities, had a major impact both at the organizational and societal level. Programs dedicated to young people also played an important role, contributing to the development of a new generation of professionals who today lead teams and major projects.

Another project, still in its early stages but with significant potential, is the Dual University Study Program, the only Operational Logistics specialization in Romania, developed in partnership with “1 Decembrie 1918” University of Alba Iulia. I believe it will become a benchmark for public–private partnerships in education.

7. Personal development is part of the employee experience. How do you support this direction?

Personal development is an important component of the Kaufland work experience. We offer numerous programs tailored to employees based on department, role, or level of experience. We also collaborate with external partners, while placing a strong emphasis on learning within teams, through mentoring and experience sharing.

We also leverage team activities such as teambuildings or volunteer projects as learning opportunities. When an employee expresses a desire to develop in a certain direction, we try to identify the most suitable form of support so that the learning process is relevant and practical.

8. Each employee is unique. How do you encourage individual strengths to achieve better collective performance?

We view the team as a framework in which each member can contribute with autonomy, responsibility, and openness to feedback. We focus more on collaboration and shared responsibility than on individual achievements that may fragment teams.

We believe success is real when the entire team succeeds, and each person’s contribution matters through the freedom to leverage their abilities for the benefit of the collective outcome.

9. Please name three transformations you see shaping the labor market this year. How do you align your strategy to respond to them?

The labor market is undergoing an accelerated transformation. The first change is the more restrictive economic context, which has led to an increase in the number of candidates. The second is the acceleration of automation and the use of artificial intelligence, generating new roles and digital skills.

The third transformation relates to the need for flexibility and adaptability. In retail, the more automation increases, the more valuable human interaction and personal experience become. At Kaufland, we continuously update our strategies and processes without losing sight of the human component.

10. Our recent study indicates gaps between graduates’ preparedness and companies’ expectations. How do you address this challenge?

Our programs dedicated to young people are designed to facilitate the transition from academia to the labor market. We actively engage in their development during their studies through courses, seminars, and practical experiences.

The Dual University Study Program allows students to work part-time throughout their studies and gain both experience and a recognized diploma. Onboarding and mentoring complement this process, with a strong focus on learning and long-term development.

11. If candidates interested in joining your team are among the readers, what feeling would you like them to take away from this interview?

I would like readers to understand that experience is personal, but there are clear principles that define our culture: respect, fairness, and safety. We want engaged, realistic people who resonate with the company’s values.

I encourage those interested to have courage, seek information, get to know us, and take the step when they feel our values align with theirs.

12. How do you support a culture of continuous feedback, and how does it contribute to your Top Employer status?

We support feedback through surveys, internal communication channels, exit and stay interviews, as well as direct conversations facilitated by employee counselors. Feedback is seen as a source of ideas and improvements, not just as a way to flag issues.

This culture of continuous dialogue is one of the pillars that support our Top Employer status.

13. What role does leadership play in maintaining the company’s success as a Top Employer?

Leadership plays a crucial role. The active involvement of top management in the employer branding strategy provides consistency and credibility. An authentic employer brand cannot exist without leadership support. At the same time, we remain attentive to challenges and the need for continuous improvement, in order to meet employee expectations and adapt to societal changes.

If you want to discover what a day in the Kaufland universe feels like, we invite you to visit Kaufland’s employer page on Undelucram.ro.