We recently had the privilege to talk to Lynsey Green, Head of People UK & Ireland at STIEBEL ELTRON UK LTD – a leading manufacturer of heat pumps, electric water and space heating products. We explore Lynsey’s journey into HR, the evolution of HR frameworks, and the unique challenges faced by HR leaders in dynamic organisational environments.
Lynsey’s career path and insights offer valuable lessons for both organisations and HR professionals, emphasising the importance of the HR role, creating a culture of transparency, and ensuring everyone has a seat at the table.
Can you describe your path into HR?
I was quite late coming into HR. My husband had his own business, and I was working for a corporate bank in a marketing projects role. I often helped him with employee issues, and after being at the bank for about 13 years, there was a voluntary redundancy offer. Around 400 people were made redundant, and I was pregnant with my second child at that point. I thought, “Now is as good a time as any to take the money and go for it.” So, I started thinking about what I enjoyed doing, and I remembered how much I enjoyed helping with HR issues. I decided to pursue a degree in HR. While I was doing my degree, I met up with an old friend who had a HR consultancy business so I started off writing newsletters and updating policies for her. In time, we formed a partnership and built it to a point where we received external investment but at that stage it became less of a lifestyle business. With two young children, I realised I was spending too much time on work and needed to spend more time with my family, so I took the tough decision to move on. I was then approached for a permanent in-house HR role, which I did for five years before moving to my current role with STIEBEL ELTRON.
How was the HR function set up when you joined your previous roles and at STIEBEL ELTRON?
In my first HR standalone role, there was no dedicated HR function and around 100 staff. I set up the complete HR function from recruitment to exit and everything in between. By the time I left, there were two people managing over 150 employees and I was proud to have introduced and embedded the Real Living Wage into that workplace, ensuring fair pay for all concerned. At STIEBEL ELTRON, the HR foundations were already in place from an outsourced consultancy and structured differently to my previous role as it’s part of a global organisation. This presents different challenges but gives fantastic opportunities to learn about international employment practices.
What are the unique challenges in environments where you’re enhancing existing HR frameworks while navigating and respecting organisational culture and history?
When joining any business, there should be a period of learning so I spend lots of time reading existing documentation, or with individuals listening and trying to understand the culture and past events which have shaped the workforce to date. It’s important to hear what people think works well but also what doesn’t work so well – all the time listening, not only to what is being said but to what ISN’T being said. I find that people can often be sceptical when HR is introduced into a business, particularly those who have had less positive interactions with HR in the past. One of the biggest challenges is overcoming the fear of the unknown. I quickly share my objectives and implementation plans/timelines but more importantly try to show my true authentic self to build trust. When entering a new workspace, many professionals feel they need to rewrite the handbook straight away; however, as long as they’re legally compliant, I typically leave that until at least six to twelve months down the line. After that time, you have a better understanding of how the business actually functions. So rather than just issuing a generic policy, I take time to ensure it actually fits with the business and works effectively for everyone concerned.
How do you build that trust and overcome scepticism?
Personally, I choose not to have HR in my job title. HR often comes with negative connotations, ‘resources’ can be picked up and put down as required but my job is all about the People in the business therefore my role is officially Head of People as I see myself directly responsible for the amazing people in our business. I meet with each person individually, to understand their journey so far and their career ambitions for the future but also to understand what the Company does well and where we can improve. When I did this in STIEBEL ELTRON, it became apparent that whilst there were some areas to improve, overall our colleagues were genuinely happy which resulted in us being awarded a UK Best Workplaces award in 2023. With the Great Place to Work survey feedback, I was then able to create an action plan to help address the areas for improvement which resulted in us further improving our position in 2024. Trust has to be earned and takes a long time to build so I don’t expect it to happen overnight. Also, the perception of the role from colleagues in the business can change depending on ER activity, investigations / mediations / disciplinaries etc. Many times I have had to be diplomatic in discussions due to the confidential nature of the cases I deal with. I will always deal with facts rather than opinions and champion fairness and transparency of process over hidden agendas.
What role do tools and technology play in elevating the HR experience? Are there any specific HRIS systems you recommend?
Technology is crucial in managing a large workforce effectively. In a past role within the manufacturing industry, everything was on an Excel spreadsheet initially. We implemented PeopleHR, which worked well, especially for employees without company emails. At STIEBEL ELTRON, we also use PeopleHR. I’ve heard good things about HRoes, which is backed by credible industry experts. You need a specific system in place to avoid messy, paper-based tracking.
How do you ensure buy-in, collaboration, and support from other senior leaders or the CEO?
Listening is key. Understand the direction of the business and where the pain points are, what senior leaders want to keep and what they want to change. When you understand that it’s so much easier to add value. My role is not about making decisions, it’s more about influencing the direction of travel with the People strategy.
What advice would you give to a CEO or existing SLT team to help them better support and understand HR initiatives?
I have been fortunate in my career to date that CEO’s/MD’s have been able to see the value in close relations with the HR/People team. My advice would always be to bring your People leaders into the SLT, give them a seat at the table and keep them informed of general business results and activities. Having an awareness of strategic discussions and future planning/forecasting helps as they can foresee recruitment needs or internal opportunities etc and be planning for them before you have even issued the direction. Remember, almost every decision you make as an SLT will impact your workforce in one way or another. Also, understand that your People leader might not always tell you what you want to hear or may provide a different perspective on a situation. A clear-cut incident to you, might not be quite so straightforward in the eyes of employment law so trust the expertise in your People team, you have employed them for this very reason!
What advice would you give to an HR leader who’s about to commence in a similar role?
Grow a thick skin. You’ll face resistance, but stay focused on the benefits for the business and its people. Remember, people naturally resist change. Keep a clear focus on your objectives, and don’t take things personally.
If you had to start your HR journey again, is there anything you would change? Do you have any regrets or things you would do differently?
Absolutely not. I’ve been very fortunate in my career and have had the opportunity to learn from many good people and work with brilliant individuals. I wouldn’t change a thing.
Is there any advice you’ve been given that has really stuck with you?
“Fail to prepare, prepare to fail.” It’s crucial, especially in HR, where people expect you to have the answers. Always be prepared and do your homework.
As an HR leader in 2024, what are the key challenges you’re facing or think you will face on the horizon?
Generational challenges are significant. Different generations have different ways of working, and it’s important to adapt to those changes. There’s a lot to learn from each other. Maintaining team togetherness and encouraging mutual learning between generations is crucial. It is also difficult to continue to foster close internal relations as businesses grow, particularly when there are a mixture of office and field based colleagues, multi-sited or hybrid working arrangements. Having shared goals is important along with open and frequent communication and this is something I personally will be focusing on more in the coming 12 months. In both challenges, it’s all about bridging the gap and ensuring everyone works together effectively.
Lynsey’s journey and insights highlight the importance of adaptability, strategic planning, and effective communication in HR leadership. Her experiences demonstrate that building a robust HR function involves not only addressing immediate issues but also laying the groundwork for long-term organisational success. For HR professionals and senior leaders alike, her advice serves as a guide to navigating the evolving landscape of human resources with resilience and strategic foresight.
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