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When Stacy Juetten began her HR journey over twenty years ago, HR was mostly viewed as the department responsible for policing employee activities and benefits were an afterthought. “HR primarily focused on employee relations. Often, we took a direct, hardline approach in managing employees, enforcing company policies, and ensuring everyone had a clear understanding of what was expected of them,” she says. “Policy and handbook development was top of mind and evaluated regularly.”
Today HR is more complicated than ever and must act as business partners. “HR is no longer the personnel department of yesteryear. Today, HR is comprised of various specialty functions, and the benefits team must ensure organizations meet the needs of their employees and their family members,” says Juetten, who is the senior director of benefits at Sally Beauty Holdings (SBH). In her role, she manages benefits for North America and Mexico, and she is responsible for SBH’s philanthropic oversight.
“Benefits must be a responsible fiduciary for the employer as well as an advocate for the associate seeking the leave.”
Stacy Juetten
With complexity comes challenges, one of which is offering robust, affordable benefits in an environment with significant economic and corporate cost pressures. SBH, a specialty retailer and the largest distributor of professional beauty products in the US, is a publicly traded company with a mission to “inspire a more colorful, confident, and welcoming world.”
“It is essential to work well interdepartmentally to meet the associates where they are to strike a healthy balance in attaining the overall business objectives,” she says. Juetten’s benefits department works in concert with various department leaders to develop sound, affordable benefit strategies that support all associates.
“The benefit landscape has changed over the years,” she explains, “and so has the responsibility of leaders. It is imperative to listen to associates to understand what is most important to them and their families to confidently provide affordable, meaningful healthcare.”
Another challenge for Juetten is navigating a variety of associate leave regulations, chief among them Family and Medical Leave Act and statutory leaves. “Leave of absence can be a challenge for even the savviest in the industry as we contend with federal and ongoing state mandate changes,” Juetten says. “If an individual works for 12 months, has 1,250 hours, and is eligible for unpaid protected leave, it can be difficult to manage from a departmental and administration perspective providing appropriate staff coverage while accommodating the needs of the associate.”
The key to successfully navigating leaves is remaining compliant, something that is easier said than done for a national company. “As a business leader, it can be challenging in helping managers coordinate leaves and ensuring all parties are supported,” Juetten explains. “Benefits must be a responsible fiduciary for the employer as well as an advocate for the associate seeking the leave.”
Immediately upon joining SBH, Juetten implemented part-time benefits. Those associates who work fewer than thirty hours are eligible for a part-time plan, which includes medical, wellness, dental, vision, and other ancillary coverage. In addition, SBH includes several employer-paid benefits, advocacy services, a nurse line, critical insurance, hospital indemnity, and pet insurance.
And because SBH’s majority company demographic is women, many of whom are in their childbearing years, SBH expanded benefits to include fertility advocacy services and support family planning. Full-time associates receive a paid parental leave benefit, and SBH continues to evaluate enhancement opportunities to its family planning strategy.
Another focus for Juetten is supporting SBH’s various employee resource groups, which include support for women, Black associates, and Hispanic associates, to name a few. “These groups have their own distinct focus that showcase their personalized ideas and initiatives,” she explains. “Benefits has partnered with these groups to listen to their needs and help provide a voice to SBH’s minority associates.”
“In all that I do, it is my goal to make a positive difference, and it starts with building relationships creating a solid foundation for the future.”
Stacy Juetten
In addition, Juetten is excited about the establishment of the company’s first-ever nonprofit public foundation named SBH Inspires, which has the mission of eradicating domestic violence and abuse. Individuals who are held captive in a violent and abusive relationship can get a respite from their situation when they visit a store or the salon, Juetten explains.
Cosmetologists, hair stylists, and nail technicians are often the first individuals to which victims bare their souls. “They are their counselors—not formally trained but by association,” Juetten says. Some states have mandated that individuals who earn a cosmetology license must undergo required domestic violence training to provide them the tools to recognize the potential signs of abuse and offer resources to seek refuge. “We also believe our stores and e-commerce sites can be places for those in need to learn about resources to provide the necessary help.”
Over her twenty-year career, Juetten has experienced HR and benefits as an employer, as a third-party administrator, and as a broker. “Having the broad experience in various roles has allowed me to have perspective from every angle, and I understand people’s needs and challenges to better navigate the process,” Juetten says.
“Stacy brings a unique perspective to how to manage benefits and integrate with the broader HR team, the business, and our associates,” says Scott Sherman, senior vice president and chief human resources officer at SBH. “She drives change that balances how to benefit all of those constituent groups and does so with great positivity, energy, and inclusivity that have a big impact on those who work with her.”
As a servant leader, Juetten is most proud of her collaboration and coordination skills, and she considers her team’s success her success. “Great leadership is not transactional—it’s transformational,” she says. “In all that I do, it is my goal to make a positive difference, and it starts with building relationships creating a solid foundation for the future.”
