Kristen Stinson

Kristen Stinson is the Senior Vice President and Chief People Officer at Regency Fireplace Products. She previously served as Vice President, Corporate Services at Conifex Timber and held leadership roles at BP, Tolko Industries, Finning, and the Interior Health Authority. Kristen holds a bachelor’s in human resources and labour relations from Athabasca University and will complete her Master of Arts degree from Athabasca University this December.

Performance through People and Purpose

I began my career in both Human Resources and Occupational Health and Safety in 1996, and it is remarkable to reflect on how far that journey has come. From the outset, I have been deeply committed to creating workplaces where people feel safe, valued, and empowered. I have always believed that an organization is only as strong as its people, and that belief continues to guide my leadership philosophy.

Over the years, I have had the privilege of working across diverse sectors, including manufacturing, energy, forestry, and healthcare, in the U.S., Canada, and Australia. These experiences have broadened my perspective and shaped how I approach leadership and people strategy, both of which are critical to achieving sustainable business success.

At Regency Fireplace Products, I lead our global people strategy and oversee human resources, safety, and several other key business functions, including product development, branch operations in Canada, the U.S., and Australia, as well as technical services and IT. My focus is on aligning our people initiatives with the company’s strategic priorities of safety, efficiency, and growth. Ultimately, my goal is to cultivate a culture that drives performance through purpose, collaboration, and genuine care for our people.

Building a Culture of Connection and Inclusion

One initiative that stands out in our approach to wellbeing is a program we developed in partnership with our local safety regulator, WorkSafeBC. The “RAW” program, which stands for Recover at Work, was designed to support employees recovering from illness or injury by providing meaningful, modified, or alternate work opportunities during their recovery period so they could remain engaged and connected to the workplace.

“The best HR professionals are those who can connect business outcomes with human potential. Our role is to help people develop and succeed, which in turn strengthens organizational culture and drives performance. Continuous learning is central to this journey.”

This initiative promotes faster rehabilitation, helps employees maintain their income, and reduces the strain that comes with extended absences. The results have been exceptional. Over three years, we achieved massive improvement in our Lost Time Injury Frequency Rate (LTIFR). Beyond the numbers, the program has strengthened our sense of community and increased our engagement scores, reinforcing that employee well-being is not just a value but a business imperative.

In addition, through our broader wellbeing programs that emphasize connection, growth, and inclusion, we have seen an increase in overall employee retention in the past year alone.

Balancing Data and Human Connection

Technology and data play a critical role in helping us understand and support our organization. Regency Fireplace Products has been around for over 40 years, starting as a small, privately owned business and then becoming a member of the NIBE Group in 2016. The transformation in recent years has been significant. When I joined, the mandate was clear: to transform our organizational culture. Achieving that requires leveraging progressive technology to support people-focused initiatives.

I believe technology should enhance, not replace, human connection. The most effective tools are those that enable better conversations, provide real-time feedback, and deliver actionable insights to support personalized development and organizational success. The future of HR lies in human-centered technology that empowers leaders to act with empathy, agility, and purpose, ensuring that people remain at the heart of every decision.

Aligning People with Strategic Goals

I believe organizational culture is fundamental to success, and technology should support the human side of building a cohesive, one-team environment. A good example of this in action is our new annual incentive program, implemented over the past year using AI-supported tools. We identified the values and mission that matter most to our people and used them to set a clear path for the future.

We established strategic goals for the organization focused on safety, efficiency, and growth, which enhanced clarity, accountability, and alignment between individual performance and overall company success. Alongside this, we introduced a new performance management program tailored to our industry. This new goal-setting program introduced both micro and macro targets, “Sparks” and “Flames.” In its first year, it achieved 100% participation, demonstrating strong engagement and alignment across the organization.

Expanding Perspective to Serve the Team

Throughout my 29-year career, I have continued my own learning journey, staying curious and committed to growth. HR is often mistakenly viewed as purely administrative, but the role is far more strategic. It is about influencing, shaping strategy, and understanding people at their core.

The best HR professionals are those who can connect business outcomes with human potential. Our role is to help people develop and succeed, which in turn strengthens organizational culture and drives performance. Continuous learning is central to this journey. I have pursued multiple designations and academic programs, which have broadened my perspective and enabled me to serve my team and organization more effectively.