Melanie Steinbach is a driving force in Human Resources (HR), currently serving as CPO of MasterClass and CBO of MasterClass at Work. In this role, she shapes HR strategy and operations, spearheads recruitment, and champions culture initiatives. Her career is marked by a consistent thread: the strategic alignment of talent and business.
A Career Forged in Diverse Experience
Before joining MasterClass, Steinbach held the CPO position at Cameo. Her extensive experience also includes significant leadership roles at McDonald’s, where she served as SVP and CPO of McDonald’s USA, and VP and Global Chief Talent Officer for McDonald’s Corporation. Earlier in her career, Steinbach spent 15 years in the executive search sector, lending her expertise to prominent firms like Russell Reynolds Associates and Spencer Stuart, focusing on the consumer, retail, and marketing industries.
The Power of Clear Communication
When asked about her most valuable mistake, Steinbach doesn’t hesitate to pinpoint a lesson learned early on: the critical importance of thorough communication and clear alignment with business objectives. “I underestimated the importance of thoroughly communicating decisions and clear alignment with business objectives,” Steinbach reflects. “When you leave room for ambiguity, you invite misunderstandings.”
This experience shaped her approach to people decisions. She now operates within a framework that prioritizes transparency and a tight alignment with strategic goals. “Overcommunication isn’t a burden, it’s a safeguard,” she asserts. “It creates clarity and trust, ensuring that everyone is rowing in the same direction. It’s not just about making decisions; it’s about ensuring those decisions are understood, supported, and actionable.”
In our latest Faces, meet Melanie Steinbach.
What’s your favorite part about working in the industry? What’s your least favorite part, and how would you change it?
I’m endlessly inspired by the potential of people. My favorite part of this work is seeing teams transform when they have clarity of purpose, a strong culture, and the right support. I never tire of watching individuals step into their full potential and seeing how that ripples out to impact the entire organization.
The hardest part for me is resistance to change. People, and organizations, can cling to the familiar, even when it no longer serves them. Overcoming that resistance takes patience and strategy. For me, it starts with trust. Small, meaningful wins can help people see that change doesn’t have to be a threat; it can be an opportunity.
It sounds like through your experience you really care about people, and you want to help them feel safe and comfortable, which is important in the industry. Please elaborate here.
A safe and inclusive environment is the foundation for everything else, including high performance. When people feel respected and valued, they bring their best selves to work—they take risks, innovate, and collaborate more effectively.
This is why one of my most important personal leadership principles is that credit accrues to my team, blame accrues to me. This doesn’t mean people are coddled; however, it means giving them a space to grow and making sure I am giving them clear guidance and feedback along the way.
How can HR most effectively demonstrate its value to the leadership team?
To truly demonstrate its value, HR must speak the language of business. That means linking people strategies to measurable business outcomes, like increased revenue, innovation, or customer satisfaction. For example, when I present workforce metrics, I don’t stop at numbers I translate those insights into actionable solutions.
Leadership wants answers to their biggest challenges. If you can show how HR solves bottlenecks, improves scalability, or reduces turnover costs, you shift from being seen as a cost center to a strategic partner.
Proactivity is also key. The most impactful HR leaders don’t wait for problems to arise; they anticipate them and come prepared with thoughtful solutions.
Where do you see the industry heading in five years? Or are you seeing any current trends?
I believe the next five years will bring incredible changes to HR, driven by technology, data, and shifting workplace priorities. Personalization will take center stage, with HR tech enabling tailored employee experiences—from individualized development paths to adaptive benefits.
Data will become a core driver of decisions. Whether it’s predicting turnover or identifying high-potential talent, analytics will elevate HR’s ability to act strategically.
We’ll also see a deeper integration of wellness into organizational strategy. Mental health and well-being won’t be a “perk” anymore; they’ll be essential elements of business success. And finally, as hybrid work continues to evolve, companies will refine their approaches to balance flexibility with productivity and collaboration and HR leaders will be at the forefront of leading this conversation with a data-driven approach.
What are you most proud of?
When I reflect on what I’m most proud of, it’s not a single moment or milestone, it’s the cycles of growth my teams have helped create. Our work has always been about building environments where people feel they belong, can thrive, and are empowered to contribute their best. When people grow, businesses grow. And when businesses grow, they can create even more opportunities for their people. That’s the beautiful cycle I’ve dedicated my career to helping nurture.
One of the most rewarding aspects of this work is seeing my team step into their own power—taking on bigger challenges, leading with confidence, and inspiring their teams. There’s nothing more fulfilling than watching someone realize their potential and then turn around to help others do the same.
This ripple effect is what makes HR so impactful. By shifting the perception of HR from a purely administrative function to a strategic driver, you’re able to help leaders see how investing in people translates directly to business results. It’s not just about hitting KPIs or driving revenue; it’s about creating workplaces where individuals feel valued, supported, and inspired.
Do you have any advice for people entering the profession?
Focus on relationships first. Trust is the currency of HR, and building credibility at every level of the organization is essential. Next, learn the business. If you want a seat at the table, you need to understand how the company operates, what drives revenue, and what keeps your leadership team up at night. Finally, stay curious. HR is evolving rapidly, so keep learning—whether it’s about emerging technologies, people analytics, or new approaches to culture-building. And remember, resilience is your superpower. This field can be challenging, but the impact you can have on people and organizations, unlocking human potential, makes it all worthwhile.