Paris Baguette North America

Michelle Jagroop

As the Chief People Officer at Paris Baguette North America, I have the privilege of leading our Human Resources functions, including everything from Employee Relations, Payroll, Benefits, and HRIS for our Corporate sector to Training and Development for our Corporate and Franchise businesses. One of the aspects I’m most proud of is the robust bake and cake training we offer in our Training Center kitchens. I also work closely on evolving our Learning Management System—keeping the content relevant and engaging and ensuring it’s truly embraced across the organization.

What drives me most is creating a culture of learning and development. I make sure to carve out time for my teams’ growth at every level. Together with our functional leaders, we’re cultivating an environment where our Brand Values are not just words on paper but part of our everyday behavior.

Culture Isn’t a Priority—It’s a Way of Life

One of the most common challenges HR leaders face is balancing people strategy with evolving business objectives. In my experience, the most significant oversight is treating culture as a “priority” rather than a core value. When something becomes another item on a priority list, it can get lost in the noise. But when people strategy is embedded into your culture—how you lead, view learning, offer recognition and feedback—it becomes part of who you are as a company. That’s when it starts to make a truly meaningful impact.

Rethinking HR Technology and Digital Competency

The conversation around HR tech is more relevant than ever. I’ve attended numerous HR and business conferences focusing on AI—its promise, risks, and how it fits into our workforce. We’re at a turning point, like when the internet emerged as a transformative force.

“The key is to view technology and AI not as replacements for people but as tools that supplement the great work we already do. That also means reevaluating the skill sets we once prioritized”

The key is to view technology and AI not as replacements for people but as tools that supplement our great work. That also means re-evaluating the skill sets we once prioritized. Digital aptitude is no longer optional—if you aren’t open to working across systems, learning new tech, or leveraging AI to enhance your output, you’ll fall behind. As HR leaders, it’s our responsibility to revise job descriptions, reassess competencies, and prepare our people for the future of work.

Creating Space for Authenticity and Neurodiversity

In building talent strategies, I hire individuals who embody our Mission, Vision, and Values. At Paris Baguette, we live by four simple yet powerful values: Have Heart, Nourish Community, Spread Joy, and Rise to the Occasion. These aren’t just slogans—we bake them into everything we do.

I believe in creating an environment where people can bring their authentic selves to work. When your values align with your daily actions and you know that who you are is accepted and celebrated, innovation and productivity naturally follow. Coaching and recognition significantly reinforce the right behaviors and offer guidance when there’s room for growth.

Driving Change Starts at the Top

One of the most important lessons I’ve learned is that transformational change in company culture cannot be led by HR alone. You need buy-in from your CEO and the broader leadership team. Without that support, it’s impossible to move the needle meaningfully.

It is also critical to hold every leader accountable to the culture you want to build. Too often, poor behaviors are tolerated because someone delivers strong business results. But I always say—if you’re hitting your numbers with weak leadership, imagine what’s possible with leaders who are also driving the culture forward in a positive way.