Stephanie Turner leads HR for OCS’s Private FM business. With a career that began on the frontline, she now shapes people strategy across a fast-growing and complex part of the organisation. In this conversation, Stephanie reflects on how early operational experience has influenced her leadership, how HR supports sustainable growth, and why technology must always work in service of people.
Stephanie Turner
Head of HR, Private FM – OCS UK
You began your career on the frontline and now lead HR for Private FM. What moments most shaped your journey, and how do they influence how you lead today?
Working operationally gave me an unfiltered view of how decisions made at a distance land. Being close to large mobilisations and tight deadlines showed me how intent translates into day-to-day delivery. What stayed with me most was seeing strong leadership in action, how it impacts people and understanding how everyday decisions connect back to business vision and value.
That experience keeps me grounded. I focus on outcomes rather than theory and constantly ask whether something is practical. Will it work on site at six in the morning? How does it support managers on the ground? That mindset shapes how I lead HR. My team focus on partner operational teams rather than sitting alongside them. Our goal is to make their jobs easier and more effective.
How does HR show up day to day in Private FM environments?
Visibility matters. HR needs to be present, listening, and focused on creating solutions that work for managers and colleagues on site. Operational teams do not want complexity, for complexity’s sake. They want clarity, consistency, and support that helps them move from issue to solution.
That approach shapes how we lead. We focus on simple, consistent ways of working and practical tools that help managers manage people well. The measure of success is whether it works in reality, not how good it looks on paper.
“The challenge is balancing growth with capability without diluting culture. That’s why the focus is on frontline leadership and clear development pathways. Sustainable growth only works when people can see how they grow with the business.”
Stephanie Turner
Head of HR – Private FM (UK)
Can you share an example of how that plays out in practice?
Capability planning is key. That means understanding our talent, focusing on retention, and investing in the people we already have. We look at how we upskill colleagues and create clear career pathways.
A strong frontline manager today could be a sector managing director in the future. Our role is to make that path visible and to support people as they move along it. That focus on development sits alongside growth planning so both move forward together.
Workplace expectations have changed significantly. How is that impacting colleagues, and what role does HR play in helping organisations adapt?
Colleagues expect purpose, fairness, inclusion, and progression, alongside stability. In facilities management, where many roles are contract based, that means taking a more bespoke approach rather than relying on one-size-fits-all solutions.
HR translates organisational ambition into meaningful colleague experience. That can mean better conversations, more thoughtful working practices, or benefits and development that reflect the reality of different roles.
Technology is becoming a bigger part of FM. How do you ensure digital tools support people rather than distance them from their work?
Technology should remove friction, not create it. From an HR perspective, that means involving people who use the tools every day and listening to how systems affect operations in practice.
There is real opportunity in human-centred technology, including AI, when it is used ethically and transparently. People need to feel trained, informed, and in control. When technology makes a practical difference to day-to-day work, it builds trust rather than concern.
How do the TRUE Values shape decision-making within Private FM?
TRUE values guide our decisions, especially the difficult ones. For me, Trust shows up as transparency, even when messages are challenging. Respect means considering the people impact alongside commercial outcomes. Unity reminds us that HR, operations, and customers succeed together and that each individual has value to that success. Empowerment is about giving managers the tools and confidence to lead.
Those values run through everything we do, from change management and complex HR concerns to everyday people practices . They help ensure consistency and fairness and keep people at the centre of decision-making.
Looking ahead, what advice would you give to colleagues starting out in FM who aspire to leadership roles?
Stay curious and keep asking questions. Do not underestimate the value of frontline experience. Some of the strongest leaders in FM, that I have worked with, are those who understand operations and can translate strategy into reality.
Seek out mentors, say yes to opportunities, and let people know where you want to go and keep saying it. FM leadership is not just built on capability but also your credibility, care for people. Keeping that balance matters as much as ambition.