What happens when the people serving your groceries, pumping your gas, or helping you find hardware actually own the company? That’s not just a thought experiment—it’s how co-ops like North Central Co-op in Western Canada operate. And for Felipe Pizarro, their VP of People and Culture, that ownership mindset changes everything about how you build workplace culture, engage employees, and lead with purpose.

As workplaces continue to evolve—facing rapid changes in technology, employee expectations, and organizational design—cooperatives like North Central Co-op offer a refreshing and strategic approach to human resources: one grounded in community, built on employee voice, and driven by data and listening, not just structure.

Felipe joined me on the State of Work Today podcast. Listen here for more.

The career that started with ergonomics

Felipe Pizarro didn’t start his career thinking he’d one day lead people strategy at a major Western Canadian retailer. His journey began with a university class on ergonomics—specifically, how small changes in workplace setup could boost productivity. That single idea got him thinking: What else about the way people experience work impacts performance?

From there, he entered the world of retail recruitment, working with Loblaw Companies. Over the years, his roles evolved from recruiter to HR generalist to business partner, and eventually into leadership positions overseeing HR strategy across the retail sector.

But it was the unique nature of co-ops that drew him in further. “Retail is my niche,” he said, “but the co-op model is something else. It’s personal. It’s local. And it’s connected.”

What makes a co-op different?

To really understand Felipe’s work at North Central Co-op, you have to understand what a co-op is. North Central is part of the larger cooperative retailing system in Western Canada. It’s independently operated but connected to a larger network through Federated Co-operatives Limited (FCL). The Co-op is member-owned—by over 100,000 people in the Edmonton (Canada) area—who elect the board and help shape the business.

That’s not just a governance difference. It’s a cultural one.

“When you walk into one of our stores, the person behind the counter might be an owner,” Felipe explained. “That creates a whole different sense of purpose. Our employees aren’t just working a job—they’re representing their communities.”

It’s a model that blends business results with social purpose. And for HR leaders, it means designing strategies that are deeply tied to community values and local impact.

Building a people-first culture (that works)

Let’s face it—talking about culture and engagement is easy. Delivering it is harder, especially in high-turnover, customer-facing industries like retail. But Felipe’s approach is simple: people strategy is business strategy.

“You can’t just drop in pizza parties and hope engagement follows,” he said. “You have to start with the foundations: safety, training, voice. Then you build from there.”

His team is rethinking the way they measure engagement, moving from traditional once-a-year surveys to more meaningful, ongoing conversations. Yes, the numbers matter—but it’s the follow-through that builds trust.

“If you don’t show people how their feedback is used, they stop giving it,” Felipe said. “That’s where we’re focusing now—on communication and follow-up.”

One of the tools he’s excited about is the Employee Net Promoter Score (eNPS)—a simple, sentiment-based way to track whether employees would recommend the workplace to others. It’s fast, measurable, and can be used more regularly to keep a pulse on morale.

Why listening is the hardest—and most important—part of leadership

Felipe shared a stat from past engagement work: close to half of employees don’t believe their voice is heard at work. That’s not just a culture problem—it’s a retention problem.

“In a lot of organizations, people take the survey, but never hear what happened after,” he explained. “So they disengage. They assume nothing will change.”

To fix that, North Central Co-op now shares one-page updates after every engagement initiative. The idea is simple: “You told us this. Here’s what we’re doing about it.” No fluff, no spin. Just clear action and transparency.

It’s not flashy, but it’s powerful. And it’s made a measurable difference in trust—and future survey participation.

Data + humanity = the future of HR

With AI reshaping every corner of the workplace, Felipe is optimistic about its potential—especially in HR. But he’s also clear about what it can’t do.

“AI is great for managing data, helping with administrative work, or even summarizing feedback. But it can’t build relationships. It can’t understand people the way a good leader can,” he said.

That’s why he believes the future of HR isn’t just about more tools—it’s about smarter tools. AI should free up time so HR teams can focus on what really matters: mentoring, leadership, and listening.

And when it comes to using AI to analyze open-ended employee comments? Felipe is all in. “In the past, if you had thousands of comments, it was almost impossible to analyze. Now, we can actually find patterns and sentiments that help us lead better.”

Culture, DEI, and representation

For Felipe, DEI isn’t about hitting quotas or publishing fancy reports. It’s about representation—especially in a community-based business like a co-op.

“We want our employees to see themselves reflected in leadership,” he said. “I’m an immigrant from Chile, and I know how much that visibility matters. At a recent event, a family came up to me and said, ‘It’s so great to see a Latino in a leadership role.’ That meant a lot.”

North Central Co-op focuses on grassroots DEI actions: recognizing important cultural events, encouraging feedback, and fostering a sense of belonging. It’s not loud—but it’s real.

“DEI isn’t about shouting,” Felipe said. “It’s about listening and showing up for your people.”

Why co-ops might be the future (and not just for retail)

In many ways, the cooperative model is perfectly built for the future of work. It’s local. It’s democratic. And it’s grounded in shared values. That kind of purpose-driven design naturally attracts people who want more than just a paycheck.

But even if you don’t work in a co-op, there’s something to learn from Felipe’s approach. His HR playbook isn’t based on trends—it’s built on timeless leadership principles: listening, acting on feedback, and putting people at the center of every decision.

So what happens when the person serving your groceries is also an owner? You get a commitment. You get culture. You get a business that listens—and leads—with people at the heart.

3 key takeaways

1. Listening isn’t optional—especially if you want to keep your best people.

Employees who feel heard are more likely to stay and perform. It’s not just about surveys—it’s about what you do after the survey. Share feedback, communicate clearly, and make action visible.

2. Culture is built on basics, not perks.

Don’t rely on one-time events or bonuses to create engagement. Start with safety, clear communication, development, and belonging. Build from there.

3. Use AI to elevate people, not replace them.

AI can help you make sense of data, automate admin tasks, and personalize communication. But the human side of HR—empathy, leadership, trust—can’t be automated. Use AI to create more space for real connection.

Final thought

Felipe Pizarro’s work at North Central Co-op reminds us that “people first” doesn’t have to be a slogan—it can be a strategy. And when you build with intention, connect with the community, and lead with empathy, your business won’t just work better—it’ll matter more.

Listen to the entire podcast here.