Ever wondered about what HR looks like on a cruise ship?

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What do a cruise line, a suburb, a baseball team, and SHRM all have in common?

It’s not the set-up for a joke. They’re all stops along the CV of this HR leader.

Carnival Corporation’s CHRO Bettina Deynes has had a “very untraditional career journey.” The Uruguayan immigrant got her start in the workforce at the age of 17 as a janitor in Washington, DC. Still in high school, Deynes cleaned office buildings just blocks from Congress, looking out onto the US Capitol, imagining a future from a corner office with these views of her own.

Nearly a decade later, Deynes took it upon herself to grow her career at the cleaning company. She moved into an office role, helped with payroll, and began developing her HR skills by attending the Society for Human Resource Management’s (SHRM) conferences and work sessions. She was then tapped for a senior HR role at a company in one of those same office buildings on Capitol Hill. Imagine her stunned pride walking into a corner office with the same views of the Capitol dome, having manifested her dreams.

“There’s no coincidence in life,” she told HR Brew. “I felt like I looked through life through a different lens from that day on, having that inner belief in myself and in what I could do.”

Deynes credits this moment as the catalyst for her “maverick” approach to HR: transformational, focused on strategy, partnering with the business. She developed her style and reputation in top HR posts around the Beltway, at the Washington Nationals baseball team, a national industry association for social workers, the city of Alexandria, VA, and even SHRM, the org she said she leaned on to master HR.

Deynes joined Carnival in 2019, first as the CHRO of Carnival Cruise Line. Despite the diversity of her résumé, it was a bigger challenge than even she had expected. The company employs 50,000 people across 152 different countries; each ship has different rules based on which flag it’s flying; each nationality requires different paperwork and contracts for employees. Then there’s the shore side team, she said. But the Covid-19 pandemic soon focused her. She said she had to dig in.

In 2022, Deynes became the global CHRO for the cruise line’s parent company, Carnival Corporation. She’s worked for four years under its CEO Josh Weinstein, who transitioned into his role around the same time. Deynes, who never really considered a vacation cruise before joining Carnival, is headed out next month on the high seas with her family.

The following has been edited for length and clarity.

What’s the best change you’ve made at a place you’ve worked?

One of the most meaningful changes I’ve led was the implementation of our culture essentials. These are six guiding principles, including: speak up, respect and protect, empower, improve, listen and learn, and communicate…We didn’t just put them on posters, we embedded them into our performance reviews, our leadership development and our daily interactions. It’s helped create a culture where everyone feels welcomed, valued and supported—laying the foundation for connection, growth, and a true sense of belonging.

What’s the biggest misconception people might have about your job?

The biggest misconception is that HR is just about hiring, firing, enforcing policies, or handling paperwork. The truth is, HR is at the heartbeat of any organization—especially in a service-driven business like ours, where people are the brand. With nearly 13.5 million guests sailing with us each year, it is our team members who create the unforgettable experiences that keep them coming back. That means having the right talent in the right roles, supported by thoughtful policies, meaningful culture, and strong leadership. HR plays a strategic role in all of that. It’s not just about operations—it’s about building a high-performing, people-centered organization that drives business success.

What’s the most fulfilling aspect of your job?

I love seeing people grow. I started my career cleaning offices at night, dreaming of a better future. Ten years later, I was working in that very office I used to clean. Today, when I visit our ships and meet crew members who started in the galley and are now executive chefs, I see a reflection of my own path, I see myself in them. Helping people believe in themselves, overcome barriers, and achieve what they once thought was out of reach—that’s what fills my heart. Creating a culture where those transformations are not only possible but expected is the most meaningful part of what I do.

What trend in HR are you most optimistic about? Why?

I’m most optimistic about the growing emphasis on emotional intelligence and kindness in leadership. For too long, the focus in many organizations has been on performance at the expense of people. But we’re finally seeing a shift—leaders are recognizing that empathy, authenticity, and care aren’t soft skills; they’re strategic assets. When people feel genuinely valued, heard, and supported, they’re more engaged, more innovative, and more committed. Kindness in leadership isn’t just the right thing to do—it’s a business imperative that drives sustainable success.

What trend in HR are you least optimistic about? Why?

I worry about the over-reliance on technology—particularly AI—at the expense of human connections. Don’t get me wrong, HR tech is powerful, and we use it every day. But no platform can replace a heartfelt conversation or a leader who truly listens. We must be careful not to automate the soul out of our work. People need to feel seen, not just processed. The future of HR lies in finding the right balance—leveraging powerful tools while staying deeply connected to the human experience.