Enhancing Strategic Partnership in HR for Organizational Success

Dianne Stefanko, Director, Employee Relations and Safety, The North West Company

Dianne Stefanko is a dynamic and highly Skilled Strategic HR Executive credited with building and leading award-winning and best-in-class Human Resources initiatives in the areas of cultural transformation, organizational change, Human Resources, Health & Safety and employee development. Her career expertise designing, creating, launching, and leading innovative programs to enhance corporate culture, improve employee performance, and support change across the organization.  

Can you give us a brief background about your roles in the organizations you have worked for? How does the experience augment your role and responsibility at your current organization?

I spent a significant portion of my career in aviation before embarking on my current journey, serving as the Vice President of Human Resources (HR). It was a role that challenged me, allowed me to grow, and honed my skills in the HR sector.

A new chapter began when I joined The North West Company as the Director of HR. Here, we call it the “People Team” – a testament to our focus on people and relationships rather than just procedures and policies.

Over the years, my responsibilities have evolved and expanded. I have had the opportunity to delve into various facets of HR, gaining comprehensive experience and insight. Today, my role encompasses many duties that extend beyond traditional HR functions. I oversee our corporate HR strategy, manage our operational HR functions, and direct our health, safety, and wellness initiatives.

Each day brings new challenges and opportunities, making my role as dynamic and diverse as the people I serve. It is a position that keeps me on my toes and fuels my passion for people and their well-being.

The HR segment faced numerous changes and trends that have shaped the field. Could you delve into some trends currently influencing the marketplace and the challenges leaders encounter, particularly concerning data management?

One of the key challenges we are facing in the HR sector today, which has been further exacerbated by the significant changes in our world, is operating in silos. The more siloed HR becomes, the more disconnected it is from the business. This disconnect can lead to a loss of understanding of the organization's internal dynamics, diminishing our effectiveness as strategic partners.

“We must break down the silos within the HR department. If we want our people to do a good job, if we want to foster engagement, we need to dismantle these walls and silos.”

I have noticed that companies are increasingly separating the various components within HR, and these separate areas do not converge into a central hub for information. This structure hampers effective collaboration, and that is a significant challenge we are grappling with today.

We must be vigilant about not getting trapped in these silos. We need high-performing teams aligned across all business areas and departments to succeed. This alignment is crucial for promoting a culture of engagement and trust amongst our people. As HR professionals, we are responsible for embodying and modeling this culture. However, if we are attuned to the inner workings of the business, it becomes easier to foster this culture effectively.

Engaging, having conversations, and participating in decision-making build a solid organizational culture. When HR is at the table as a strategic partner, it significantly enhances the company's overall functioning.

The shift towards remote work following the COVID-19 pandemic has added a new layer to this challenge. Fortunately, The North West Company has a flexible return-to-work policy, allowing us to maintain a strong pulse on the organization. However, I foresee that working in silos could intensify with more remote work, and we need to be prepared to navigate this new terrain.

As a leader actively working on addressing such challenges, are there any specific initiatives or projects you are currently involved in where you leverage the latest technologies or trends to foster a strong culture within the organization and maintain a connection with the business?

To indeed be a strategic partner, the most vital thing we need to do is listen. We need to hear what our people are saying. We are currently conducting surveys and pulse checks to get employee feedback. This approach gives us insights into the human side of our organization.

Transitioning to the HR side, we need to understand what HR needs to know to support the business and its strategies. This requires a deep understanding of HR operations. To succeed in business, particularly in HR, we need to comprehend the business’s ins and outs. Making assumptions is no longer acceptable. Each company operates uniquely, caters to varied needs, and offers different products and services. Grasping these disparities is crucial for effectively supporting our organization.

One crucial aspect of this is understanding our “buddy systems.” When we bring on new hires, they must have a “buddy” to help them understand the business and guide them along their path. This approach allows us to understand our business better, identify its strengths and weaknesses, and understand the processes that must be followed.

Taking a step back and looking at the big picture is another essential component. HR touches every aspect of a business every day, and it is easy to get caught up in the minutiae. However, to make an impact and be a true partner, we must avoid getting bogged down in the details. We need to assess the current state of HR and the business and look at the long-term picture for our organization.

Setting goals, aligning HR strategies with business strategies, and looking at how HR can impact these goals are all critical aspects. Data plays a crucial role here. Making data-driven decisions based on facts rather than assumptions is vital. We need to trust in data and see it as our friend. Accurate numbers and statistics can help us communicate effectively with the business.

In terms of analytics, diversity, equity, and inclusion (DE&I), turnover rates, hiring trends, health and safety trends, and compensation and benefits trends are all areas that we need to focus on. Taking deep dives into these analytics and understanding them is crucial.

Finally, we need to assess our business, set priorities, and know where we invest. Too often in my career, I have seen leaders hoard information. Nowadays, data needs to be spread across the HR team so everyone can do their job effectively. This includes budgetary information. We need to know where we are investing and what opportunities we are pursuing to impact the business.

HR has a significant opportunity to impact the business. Building bridges and closing gaps between the C-suite and HR departments can help us be more effective strategic partners. However, it is more than HR that needs to make changes. The C-suite must also understand the importance of including HR in decision-making processes.

In my career, I have noticed a growing desire among executives for HR leaders to be at the table. Engaging staff and retaining them is crucial in any industry, whether you are selling products or providing services. Building trusting relationships with your people, making them feel valued, and fostering a passion for what they do are all ways to achieve this. If you can build these critical relationships within your organization, you will be well on your way to being an effective HR business partner.

As an ending note, what is your advice for other senior leaders and CXOs working in the space?

The best advice I could give to junior people aspiring to grow or today’s leaders within our organization is this: we must break down the silos within the HR department. If we want our people to do a good job and foster engagement, we must dismantle these walls and silos. Communication is key. We must ensure that our HR department is informed to drive things forward.

It is not about one department within HR but about HR as a whole. The people representing HR on the front lines must know what is happening. This understanding enables them to effect meaningful change within the business.

My most significant piece of counsel is to be bold and share information with your HR teams. No information should be withheld if it could facilitate change. I could have a great idea, and my HR colleague could have an even better one. If we are not sharing these ideas, we are not utilizing them and not giving our people the best of us.

We must work to dismantle these silos. Only by doing so can we truly unlock the potential of our HR teams and drive meaningful change within our organizations.

Data Management