Ask an HR Executive – Lisa Whitmore, VP of HR of MacLean Power Systems

In our latest Ask an HR Executive interview, we had a wonderful conversation with Lisa Whitmore, VP of HR of MacLean Power Systems (MPS). Here is what she had to say:

Tell us your background and your journey through HR to get where you are today.

I grew up in Southern California. That’s where I went to school and started my career. I knew in college that I intended to pursue human resources as a career, and I’ve been in the field ever since. I have worked mostly for large, publicly traded companies. I was ambitious and took a lot of opportunities to grow my skills. I received a master’s degree in human resources, and I took advantage of opportunities to move with companies. So, I’ve worked from California to the East Coast, and now I’m in the middle here in Denver, I hold the head of HR role for MacLean Power Systems.

What drove that decision to go into human resources in college?

Well, I naturally did well in behavioral science classes, and I had to figure out what I could do with that major. I went to the Career Center on campus and found that that major aligns well with human resources. It was a methodical approach to arriving at a career choice.

Tell us how your role aligns with the company’s business objectives and mission.

MacLean Power Systems is a manufacturer of components that serve the utility industry. So, look up in the sky as you’re driving along, and you will see power lines. Most of the equipment that you see on utility poles is something that we produce. We’re about a billion-dollar company, and we have about 2,000 employees at locations across the US, Canada, and Brazil.

I lead the human resources function within the MPS organization. I oversee all the people-oriented objectives. An organization can’t operate without talent. Ultimately, I and my team are responsible for ensuring a ready, qualified workforce.

What trends are you seeing in HR that have your attention now and into 2025?

The one trend that we can’t ignore these days is AI and how that technology will impact, or assist, us in our efforts. Our business is looking to see how we can apply the technology across the business. For example, how it can be incorporated into products and how it can help us reduce administrative duties and streamline

Another challenge and trend that we’ve been living with is high turnover of hourly workers. Being in manufacturing, 75% of our workforce is hourly production.  It has been a transient group. This impacts the stability of our workforce at all locations. We know that is a shared experience with other manufacturers and other industries.

How many are on your team and are there any HR roles you think you’ll need or any skills in HR that you will be adding to your team in the future?

Our HR team is comprised of subject matter experts and generalists. We have specialists leading areas of staffing, talent management, HRIS, and total rewards. We also have HR employees at our plant locations. The number depends on the size of the plant. They do a lot of employee interfacing and implement HR practices locally.

The corporate team consists of subject matter experts. They have an area that they’re focused on and within those respective areas we’re trying to develop. Our processes deliver the best that we can for our employees and at the best value for the organization. Currently, we’re staffed just right at about 25 in total. My team members are strong performers, and everybody is energized to help move the organization forward.

We have had opportunities to bring in additional team members as we grow and as the business grows. We did have a departure last year, and we used Landrum Talent Solutions to help staff on an interim basis. We occasionally do have those needs come up and a good partner can make the difference.

What’s the biggest challenge facing your team today and how are you addressing that?

I touched on this a bit earlier with the hourly workers. We get the products made by production teams. We must have the right number to produce the right product for the customers and while we are able to bring people in, keeping them and keeping the workforce stable is a real challenge. It has affected what we prioritize. We are trying to prioritize the work experience.

We’ve implemented a new enterprise-wide recognition system. We’ve also implemented an enterprise-wide learning management system which provides training opportunities that employees can take advantage of on site. We are offering enhanced benefits. We have leaned into transparency, making sure that employees, when they come in, know positions that they can ascend to, and what those skill requirements are. We also have been seeking out alternate sources of staff members. So, we have people who work with us who are not natural citizens in the United States. We tapped into that group as well as veterans.

Alternate sources of talent and the employee experience are the two things that we’re focusing on to stabilize our workforce.

Are you remote, hybrid or in office?

The majority of our workforce works in manufacturing plants and are onsite. We also have non-plant administrative offices, and while we offer some flexibility, most workers are in office full time.

What does the process of adding talent and career progression look like?

For our hourly population, they’re not wired to computers. They are not as technologically driven as some other roles. We use a lot of visuals in our facilities to communicate and we have a list of all the jobs that we employ in each of our locations. We describe those roles and define what is required with skills they need to attain those positions. We display those career hierarchies on plant bulletin boards. We also present that information in new hire orientation so that the employees can see those opportunities upfront. For applying for production jobs, there’s generally a job bid process.

For our salaried workforce, we take a more individualized approach to their development and career advancement. We do talent reviews and employee assessments. Every year we talk one-to-one with all salaried employees about their career aspirations. We create development plans for everybody. This may include experiences, training, etc. to help a person gravitate into higher level roles, expand, or even relocate.

What’s something that you want to accomplish over the next few years, whether it’s professional, personal, or both?

My goals for the organization are to mature our practices, to improve our ability to scale for the company’s growth and to enrich the work experience for employees. We are continuously evaluating the most impactful initiatives we can implement to make our workplace better.

Personally, I would like to become a member of a Board. I have been a Board member previously while living in another state. I found that role very rewarding. Now that I am settled in Colorado, I would like to augment my work by aiding other organizations seeking perspectives from someone with my background.

If you weren’t doing this job, what would your dream job be?

This is probably unique. I’m from Southern California and I grew up competing in synchronized swimming. When I went to college, I was a part-time coach. It was fun and very rewarding but not sustainable as a career. So, if I could do anything I would be a synchronized swimming coach.

If you are looking for an HR or Marketing leader to fill any gaps on your teams, contact us today.