Helena Gottschling: There’s always room to grow, especially in a world that’s changing so rapidly. We know our success begins and ends with highly engaged talent. Over the past few years, we’ve been very focused on making sure employees have a voice at the center of our design process, and that we’re really listening to what they have to say. Not just at annual survey time, but throughout the year across a broader mix of feedback channels, from crowd-sourcing to informal round tables to just grabbing a coffee.
One of the most significant outcomes of this employee-centric approach has been a shift away from traditional performance management to performance enablement, where the focus is on unlocking every single employee’s full potential through regular coaching and feedback as opposed to the usual calendar-driven reviews. This is what employees told us they want more of, and we listened.
We’re also putting more emphasis on reimagining our benefits programs in ways that take the whole person’s well-being into account, along with the stressors so many of us deal with every day. In Canada, for example, we now offer a comprehensive financial wellness program and provide full coverage of up to $3000 annually for core psychological services. We’ll always have work to do, but we’re getting much more disciplined about putting ourselves in each other’s shoes, and our employee engagement scores have never been stronger.