Meet Jennifer Medina: Our Chief People and Culture Officer

What’s your role at Second Harvest, and what inspired you to join the organization?
I’m the Chief People and Culture Officer at Second Harvest. In my role I oversee all HR-related services and serve as a member of the senior leadership team. Through my work on strategy and organizational initiatives, my goal is to help ensure Second Harvest is a great place to work by creating programs and experiences that help people feel supported and engaged.

I’ve followed Second Harvest for several years. During the pandemic in 2020, when my family couldn’t gather for the holidays, I made donations to various organizations in honor of family members, including a gift to Second Harvest in honor of my parents. That connection stayed with me, and when this role opened up earlier this year, I was genuinely excited because I was already invested in the work Second Harvest was doing. I also volunteered at a food distribution at one of Second Harvest’s partner sites, so discovering that connection made the opportunity feel even more meaningful.

People & Culture can mean many things. How would you describe your role and its impact at Second Harvest?
I look at my role as supporting people throughout the entire employee life cycle. We have an opportunity to make an impact from the moment someone sees a job posting and thinks, “That looks like a great place to work,” all the way through their last day with us and beyond.

It’s important to me that my team creates strategies and shows up at every touchpoint, so employees feel valued, cared for and genuinely happy to be here. Whether someone is applying for a position, onboarding, growing in their role or moving on to their next chapter, we want that experience to be positive and meaningful.

What do you enjoy most about being part of Second Harvest?
The aspect I enjoy most is really our mission. Before working here, you may understand food insecurity in a general sense, but once you see the data and learn how many people in Orange County experience it, the need becomes very real.

I’ve spent most of my career in the nonprofit sector because I’m drawn to work that makes a difference in the community, and Second Harvest is making a significant difference. I’m also inspired by how focused everyone is on the mission. People don’t come to work here just because it’s a job. They come because they genuinely believe in what we’re doing.

How does building a strong workplace culture help support Second Harvest’s mission of providing dignified, equitable and consistent access to nutritious food?
When people have the right tools, training and support, they can stay focused on the mission and ultimately, we’re able to achieve our strategic goals.
I also think it’s important that everyone who works here understands how the organization operates, from how food is sourced to how it moves through our Distribution Center, onto trucks and ultimately into the hands of the people who need it. When employees understand that process and see how their work contributes to the bigger picture, they feel more connected, engaged and motivated to stay.

Why is investing in people and workplace culture especially important in nonprofit work?
Nonprofits often operate at the intersection of unmet needs, stepping in where government programs and the private sector fall short, and advocating for people and causes that might otherwise be overlooked.

At the same time, nonprofit employees can be especially vulnerable to burnout because they care so deeply about the work. Many organizations also face challenges such as funding uncertainty and lean operations, which can place additional pressure on staff. That’s why it’s important for nonprofits to show the same care and compassion to their employees that they show to the communities they serve. Supporting our own staff well helps them to continue to do this important work.

What does it take to attract and retain talent in the nonprofit sector?
Unlike some for-profit organizations, nonprofits don’t always have access to the same types of perks or amenities. What we can offer is the opportunity to be part of meaningful work that positively impacts the community, and that’s often what attracts people to organizations like Second Harvest.

The Food Bank also does a great job of creating a strong overall employment experience. While nonprofit compensation may not always be at the very top of the market, we offer excellent benefits, staff recognition days, paid volunteer time, generous PTO and other resources that support employees. There are many ways nonprofits can create value beyond salary alone.

How does Second Harvest support employee growth, well-being and purpose-driven work?
Before I joined the organization, our HR team launched a learning management system that gives employees access to hundreds of courses on topics such as leadership, business skills and wellness. It’s a great resource for professional development and continued learning.

We also offer a generous PTO policy. What sets it apart, though, is that taking time off is genuinely encouraged. Employees feel empowered to rest and recharge and come back ready to do their best work.

Another important area is onboarding. We have a robust onboarding program, and we’re continuing to strengthen it. We want every new hire, regardless of their role, to understand our mission firsthand. New employees may have opportunities to visit our farm programs, volunteer in the Distribution Center, ride along with a truck driver or meet community partners. Those experiences help people connect directly to the purpose behind our work.

Second Harvest serves a diverse community across Orange County. How do you think about building a workforce and culture that reflects and honors that diversity?
Orange County is incredibly diverse, and I believe it should be a goal for nonprofit organizations to build workforces that reflect the communities they serve.
There isn’t a one-size-fits-all approach. It involves creating equitable hiring practices, developing culturally responsive programs, supporting learning and growth across the organization, and regularly reviewing policies and practices to ensure they meet the needs of a diverse workforce. It’s an ongoing commitment to making sure people feel seen, respected and included.

How do you bridge the culture between staff who work in very different environments, say, Distribution Center teams versus office or community-facing roles?This is actually a new challenge for me because much of my previous experience has been in more traditional office environments. As I continue learning and growing in this role, one of my priorities is making sure that our programs, communications and initiatives are designed with all employees in mind.

Whether it’s an event, a recognition program or an important update, we want everyone to have access to the same information and opportunities so that all employees feel connected and part of one team.

What do you hope employees feel when they come to work at Second Harvest each day?
I hope employees feel connected to our mission, connected to their teammates and appreciated for the important work they do every day.

What excites you most about the future of Second Harvest and the people helping drive the mission forward?
I’m excited to support the organization’s continued growth. Unfortunately, the need in our community continues to increase, often because of the rising cost of living, groceries and other everyday expenses.

I’ve enjoyed working with the leadership team on strategies that will help us scale our operations to meet that growing demand. I’m also excited to continue to get to know the people who make this work possible and to learn what inspires them to be part of the Second Harvest team.