Saskatchewan's Top Employers (2022)

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2022 WINNERS B Y SASKATCHEWAN’S GAIN:

Historic challenges become benefits MEDIACORP

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LIST OF WINNERS:

Saskatchewan’s Top Employers (2022)

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SHIFTING POWER:

Saskatchewan employers expand

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CANPOTEX

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SASKATCHEWAN’S TOP EMPLOYERS 2022 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Juliane Fung,

ADMINISTRATIVE COORDINATOR

Chantel Watkins, JUNIOR EDITOR

Jing Wang,

RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT EXPERIENCE LEAD

Vishnusha Kirupananthan, JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bergman Lisa Day Mary Dickie Chris Fournier Steve Frank D’Arcy Jenish Bruce McDougall

© 2022 Mediacorp Canada Inc. and Postmedia Inc. All rights reserved. SASKATCHEWAN’S TOP EMPLOYERS is a registered trade mark of Mediacorp Canada Inc. Editorial inquiries: ct100@mediacorp.ca

 Saskatoon-based Canpotex recently introduced a hybrid working model that includes a generous $250

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monthly remote work allowance to help employees cover additional at-home costs.

askatchewan has always been a leader in showing the rest of Canada what it means to take care of the community – and the people who rely on you. During the pandemic, many residents of the province found themselves suddenly working from home or facing public health restrictions put in place to protect them at work.

The leading employers in the province sprung into action quickly, providing employees with the tools needed to work remotely – and even subsidies to help offset the expenses of a home office. As the pandemic wore on, there was increased emphasis on mental health and wellness, with the best employers paying close attention to the toll the public health emergency was having on staff.

Today, as the pandemic’s effects recede, Saskatchewan is experiencing strong economic growth and a hiring boom.

The province’s major resource industries are doing well and the rest of the economy is catching up after two years of hibernation. Excellent infrastructure, especially in communications, has allowed many workplaces in the province to remain virtual, with a range of hybrd work arrangements on the drawing board.

The common thread that runs through this year’s Saskatchewan’s Top Employers list is that each of this year’s winners understand that this is a time for possibilities and new thinking about workplaces — and what it means to be a progressive employer. Throughout the pages of this

year’s announcement magazine and in our editors’ detailed reasons for selection, you’ll find new ideas and initiatives to create better workplaces that are not only better for the bottom line, but also help employees balance their commitments outside work.

Publishing detailed reasons for selection is a distinguishing feature of our annual competition. Not only does it help job-seekers become more informed on what the best employers are offering, but it also ‘raises the bar’ for employers and lets them discover best practices elsewhere.

Our editors’ reasons were released today and can be viewed at: www.canadastop100.com/sk To choose this year’s winners, employers across Saskatchewan were evaluated by editors at Canada’s Top 100 Employers using the same criteria as our national competition: (1) Physical Workplace; (2) Work Atmosphere & Social; (3) Health, Financial & Family Benefits; (4) Vacation & Time Off; (5) Employee Communications; (6) Performance Management; (7) Training & Skills Development; and (8) Community Involvement. The annual competition is open to any employer with its head office in Saskatchewan; employers of any size may apply, private or public sector.

To have your organization considered for next year’s competition, please contact our editorial team at ct100@mediacorp.ca

– Tony Meehan

SYNERGY

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u Employees at

Lloydminster-based Synergy Credit Union enjoying a virtual coffee break together.

As the world changes, Saskatchewan benefits

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The pandemic and the rise of remote work are turning Saskatchewan’s historical challenges into benefits askatchewan companies have historically hired at a disadvantage to more populous provinces, but the past years saw so much uncertainty in the global employment market that Saskatchewan seems to be acquiring a more powerful appeal to workers. Global swings in traditional work cultures could benefit its workers as much as its big employers — a trend that can be seen by looking at some of the most popular and successful companies in the country.

Each year, the Canada’s Top 100 Employers competition releases its picks for the best employers in each region of the country, analyzing a wide range of factors to help applicants figure out which companies offer the best work environments. Now, 2022’s Saskatchewan ranking has arrived to highlight those companies that have continued to offer creative, competitive compensation and benefits packages even while dealing with a host of local and global difficulties.

The winners are chosen based on multiple criteria, including compensation and benefits, the work and social

atmosphere, the work environment, training and upward mobility and community involvement — all of which were pushed forward by a healthy level of competition between public- and private-sector employers.

“I think the past year has continued to present very difficult challenges for virtually all employers,” said Richard Yerema, managing editor at Canada’s Top 100 Employers. “We are now entering year three of this ‘new normal,’ compounding the difficulty of challenges like navigating new safety protocols and transitioning to remote or hybrid work.” w As the world struggles, Saskatchewan still

has room to grow

Yerema says that, through the lens of the Top Employers project, “Saskatchewan was very much viewed as stable in terms of employment growth, and that seems to have held throughout the past year.”

It turns out that smaller hiring markets often have basically nowhere to go but up.

That has certainly been the case with Saskatchewan, as provinces like Alberta, with a greater dependence on singular

industries, have struggled; Saskatchewan employers are more diverse and they can offer the unique lifestyle bonuses that come with more available wilderness.

Overall, last year’s strong hiring from Saskatchewan companies seems to come down to one thing: the rise of remote and hybrid work. While the province itself can present a big draw in hiring, it’s the newly powerful ability to work for a Saskatchewan company — without moving to Saskatchewan — that’s really changing the game.

Stephen Glauser, executive vice president of operations and finance at Concept3 Business Interiors, says that by leaning into remote work, they’ve “retained 100 per cent of those team members who were able to work remotely and have noticed a significant increase in out-ofprovince applications for external hiring.” w When the going gets tough, the tough

get creative

In a tough job market, employees can often suffer from depressed wages — but as the last year played out, the market saw several examples of how hard economic conditions can instead lead to increased

competition among employers. Some fast-food restaurants, for instance, have been forced to raise even low-end salaries in order to compete.

This trend is even more evident in higher-paying knowledge-based industries like software development, where companies have to get creative to entice the province’s top talent. These sorts of companies have leaned into the remote work paradigm, benefiting from the fact that most of their employees can easily transition their work to the home.

As power shifts towards candidates in hiring interactions, employers have had to get creative to retain top talent. Attractive benefits packages can often seem to carry more value than they actually cost to deliver, while less standard offerings like increased flexibility in time-off can entice new workers for little additional cost.

Sasktel’s external communications manager, Greg Jacobs, says that as much as 25 per cent of the longtime Saskatchewan institution’s workforce is going to go perma-remote, regardless of whether or not COVID-19 restrictions remain in place; to do anything else could well have left

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CHALLENGES INTO BENEFITS

Cont.

them at a severe hiring disadvantage, going forward.

 Saskatoon-based Nutrien invests in its employees through education, mentoring and career development planning.

SASKTEL

It seems that 2021 was the year in which it became impossible to ignore that building and maintaining strong teams in Saskatchewan comes down to being the best place to work.

Mike Webb, executive vice president and chief of human resources at Nutrien, says that in order to ensure the company’s employees continued to feel heard and informed, it “hosted monthly company-wide townhalls to share important COVID-19 updates and hear top-of-mind questions directly from employees.”

This communication led them to understand the deep need for flexibility in pandemic times. “Early in the pandemic,” Webb says, “we expanded our volunteer program to allow employees up to five paid days off per year to safely volunteer in their communities.”

The best employers derive their decisions about policies and the work environment from an understanding of what their employees want. Not all types of workers require the same things; younger workers might value compensation alone, for instance, while older workers with children might prioritize extra flex time.

Put simply, there is no one set of benefits that modern workers want; what they want is a company that listens to their feedback and takes whatever steps are necessary to let work integrate easily with the rest of life.

“Necessity often leads to innovation,” Yerema says. “That includes everything from introducing greater work flexibility and new work from home policies, to enhancing support for physical and mental health, to emphasizing more open communication with senior leadership.”

A.DUTTLE/NUTRIEN

w What makes the best the best?

w In the end, Canada’s fortunes are

Saskatchewan’s fortunes

There was no single formula for success as Saskatchewan employers navigated the pandemic in 2021, but an emphasis on employee experience was a component of every strategy that found meaningful success. By making an effort to offer unique benefits and above all a range of options for employees, employers were able to stand out from the crowd and retain the best talent on the market.

In a world where salary alone varies little across employers, it’s these nonmonetary differentiators that will determine where the best talent goes, and where it stays for more than just a while.

– Graham Templeton

 SaskTel recently joined other large employers across the province to adopt the Indigenous Engagement Charter, which details how the company will promote reconciliation and create opportunities for Indigenous residents.

SIIT

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2022 WINNERS  Alexis Blackbird is a human resources assistant at Saskatchewan Indian Institute of Technologies / SIIT, one of this year’s winners.

The following organizations have been chosen as Saskatchewan’s Top Employers for 2022 (employee counts refer to full-time staff): 3SHEALTH/HEALTH SHARED SERVICES SASKATCHEWAN, Regina. Healthcare support services; 144 employees. Has followed up with an employees pulse survey to capture feedback and assess employee wellbeing over the course of the pandemic.

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CCESS COMMUNICATIONS COOPERATIVE LTD., Regina. Cable subscription and telecommunication services; 216 employees. Along with

maternity and parental leave top-up payments, lets employees extend their parental leaves into an unpaid leave of absence.

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ANPOTEX LIMITED, Saskatoon.

Fertilizer marketing and distribution; 107 employees. Has introduced a new hybrid working model and offers a generous $250 monthly hybrid work allowance to help cover additional at-home costs.

CONCEPT3 BUSINESS INTERIORS LTD., Regina. Interior design services; 40 employees. Helps employees plan ahead with retirement planning assistance services in

addition to matching RSP contributions.

CORNERSTONE CREDIT UNION FINANCIAL GROUP LIMITED, Yorkton.

Credit unions; 231 employees. Helps employees balance their lives through a number of alternative working options as well as the option to earn additional time off through a formal earned days off program.

CREATIVE OPTIONS REGINA, INC., Regina. Mental health support services; 195 employees. Manages the unique Creative Encouragers program that encourages employees to share their

passions with others, hosting art, music, exercise and even cooking classes.

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IRST NATIONS BANK OF CANADA, Saskatoon. Banking; 82 employees. Maintains a charitable focus on initiatives related to healthy living for Indigenous youth, education and literacy, and encourages employees to volunteer with five paid days off.

FLAMAN SALES LTD., Saskatoon. Retail, farm machinery, equipment and home fitness; 408 employees. Encourages employees to become recruiters for the

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2022 WINNERS

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company with new employee referral bonuses, from $250 to $500 depending on the position.

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ROUP MEDICAL SERVICES / GMS INSURANCE INC., Regina.

Health, medical and travel insurance; 121 employees. Starts new employees with three weeks of paid vacation allowance and helps employees balance their working lives with up to 12 paid wellness days per year.

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CDOUGALL GAULEY LLP, Saskatoon. Law firms; 119 employees. Supports all new parents with maternity and parental leave top-up payments to 100 per cent of salary for up to 16 weeks.

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UTRIEN INC., Saskatoon. Phosphate, nitrogen and potash fertilizer manufacturing; 5,459 employees. Nutrien has directed over $2-million to hunger relief efforts in partnership with over 220 charitable organizations around the world during the pandemic.

CANPOTEX

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NFORMATION SERVICES CORPORATION / ISC, Regina. Property title and registry services; 360 employees. Established a pandemic response team responsible for developing working from home guidelines, capturing employee feedback and developing a formal return to work plan.

 Employees of Saskatoon-based Canpotex volunteering at a local food bank.

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ANCH EHRLO SOCIETY, Regina.

Individual and family services; 750 employees. Has introduced enhanced mitigation and safety protocols for onsite personnel and moved support personnel to work-from-home arrangements where possible.

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ASKATCHEWAN APPRENTICESHIP AND TRADE CERTIFICATION COMMISSION, Regina. Apprenticeship and trade certification management; 75 employees. Supports ongoing employee development through in-house and online education programs, formal mentoring and tuition subsidies for courses at outside academic institutions.

SASKATCHEWAN CROP INSURANCE CORPORATION / SCIC, Melville. Direct property and casualty insurance carriers; 306 employees. Manages a dedicated

T.ANDERSON/FNBC

SASKATCHEWAN BLUE CROSS, Saskatoon. Health and travel insurance; 236 employees. Offered all employees a paid “Day for Me” last year to encourage each employee take time and focus on individual self-care.

 Michelle is an employee of Saskatoon-based First Nations Bank of Canada, one of this year’s winners.

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2022 WINNERS

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“Balance Team” that oversees a wellness plan focused on psychological support and protection, workload management, and fitness and nutrition.

SASKATCHEWAN INDIAN INSTITUTE OF TECHNOLOGIES / SIIT, Saskatoon.

Post-secondary education; 214 employees.

Quickly moved employees to work from home arrangements and offered a $500 budget for each employee to help set up a proper home office.

SASKATCHEWAN POLYTECHNIC, Saskatoon. Post-secondary education; 1,501 employees. Supports new employees with

maternity and parental leave top-up to 100 per cent of salary for 17 weeks.

SASKATCHEWAN URBAN MUNICIPALITIES ASSOCIATION / SUMA, Regina. Municipal associations; 19 employees. Along with work-from-home arrangements, has introduced a modified work week that includes a work rotation schedule that offers three Fridays off each month with no reduction in pay.

SASKATCHEWAN WORKERS’ COMPENSATION BOARD, Regina.

Administration of human resource programs; 479 employees. Recently increased its maternity and parental leave top-up payments for all new parents to 95

per cent of their salary for 17 weeks.

from home for extended periods of time.

SASKATOON POLICE SERVICE, Saskatoon. Police services; 697 employees.

Supports employees with older kids though a post-secondary academic scholarship program to $1,000 per child.

SYNERGY CREDIT UNION LTD., Lloydminster. Credit unions; 205 employees. Offers a variety of helpful financial benefits in support of employees from a defined contribution pension plan to low-interest home loans to discounted auto lease rates.

SASKPOWER, Regina. Electric power generation; 3,392 employees. Along with a variety of alternative work options, employees can also earn additional time off through a formal earned days off program.

SASKTEL, Regina. Telecommunications; 2,699 employees. Waived data overage charges for business and consumer customers unexpectedly utilizing their home internet accounts when working

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ADERSTAD INDUSTRIES INC., Langbank. Farm machinery and equipment distribution; 198 employees. Helps employees balance their day-today with 48 hours of paid discretionary time that can be used for medical appointments and a variety of other reasons.

– Richard Yerema & Kristina Leung

q Saskatchewan Workers’ Compensation Board employees (L-R): Erin Boyarski-Jennett, employer services; Jaycee Verbeem, continuous process improvement;

SASKATCHEWAN WCB

and Nick Kourles, employer services.

SBC

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 Employees at Saskatchewan Blue Cross writing Valentine’s Day notes at a fundraiser for a local children’s hospital.

Power is shifting in Saskatchewan’s hiring sector Despite three tough years, the province has circled the wagons and focused on success

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askatchewan has traditionally existed somewhat outside of the overall Canadian employment environment. With both a rural population and a unique constellation of industries, Saskatchewan’s economic fortunes have always been partially disconnected from those of Canada, overall.

Now, however, as COVID makes life and hiring more difficult in the most densely populated centers, Saskatchewan employers may be in a position to surge forward to greater prominence. That’s because the new global normal is turning many long-dominant beliefs about employment into the outdated canards of an irrelevant past.

This year’s Saskatchewan’s Top Employers competition shows that in the struggle for employees, the most successful companies found ways to maintain efficiency while transitioning to a remote or hybrid work model. Among the region’s top employers, there is a trend toward not just better compensation, but a better work-life balance overall. w As cities shrink, Saskatchewan is growing

Richard Yerema, managing editor at Canada’s Top 100 Employers, says that one thing that has always differentiated Saskatchewan employers is their well-developed sense of obligation to the community. This has mostly manifested through support programs, from SaskTel’s

longstanding ‘Pioneers Program to Flaman Sales Ltd.’s Frank J. Flaman Foundation supporting families in need.

Many Saskatchewanian workers have needed this culture to weather uncertain times, and to avoid having to leave the territory. “It’s a silent benefit to be sure,” says Yerema, “but the importance of reaching out and helping one’s neighbours has taken on a new meaning over the past couple of years. Having a formal outlet in which to do so with your colleagues has shown this ‘perk’ to be quite invaluable in keeping employees engaged with one another and their communities during a challenging time.”

That has given Saskatchewan companies a relative leg up in hiring from pools

of workers who have traditionally only considered big city employment. Part of that is a new willingness to move to Saskatchewan — but a lot of it has to do with the rise of remote work, too. w Remote work is the new normal

The pandemic introduced the necessity of remote work, but most companies agree that as pandemic restrictions ease, remote working won’t necessarily leave with them.

Shelley Vandenberg, president and CEO at Saskatchewan Blue Cross, says that remote work has significantly impacted hiring and talent retention. “Competition for talent has increased because candidates can more easily explore opportunities outside of the geographical

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2022

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SHIF TING POWER

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S.MORRIS/COR

boundaries that previously limited their searches.” Still, she makes the point that “embracing remote work has also enabled us to expand our talent market and draw from a pool of people that we may not have been able to access previously, especially for specialized skillsets.”

Still, this effect does have a limited total impact, going forward; Saskatchewanian jobs often require in-person labour, making remote work impossible. Yerema says, “With a proportionally larger resource industry representation than other regions, the essential nature of the work [in Saskatchewan] of needing to be onsite has meant greater focus on the implementation of new onsite work safety protocols.” w Creative benefits are the answer

to hiring woes

 Employee recruitment at Creative Options Regina went online during the pandemic.

NUTRIEN

The common thread that runs through policies among 2022’s top employers is clear: a focus on benefits that go beyond compensation alone, and that try to provide specifically what a workforce wants during uncertain times.

Michael Lavis, CEO of Creative Options Regina says his charitable organization leaned into their “commitment to employee wellness” by increasing the number of personal wellness days for full-time employees. They also focused on enhancing health and wellness. “We doubled our benefit amount for all wellness services like massage therapist, counsellor, psychologist, acupuncturist [and] chiropractor.”

It turns out that employers have been some of the most powerful forces in helping to ease the effects of COVID-19 and economic uncertainty. Across the board, Saskatchewan’s workers show loyalty to companies that show loyalty to them. That means that even as their coworkers move physically away from Saskatchewan and other densely populated work hubs, they can stay on as a company’s best, most experienced employees.

In the past year, what helped companies retain talent in Saskatchewan was the same thing that helped companies retain talent everywhere in Canada: a respect for the fact that the most talented applicants and workers are the most likely to leave for greener pastures. Across the country, the only solution has been to grow the company’s emphasis on worker happiness — and Saskatchewan is no exception.

– Graham Templeton

 Saskatoon-based Nutrien provides programs and resources to support women in non-traditional roles.

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Access Communications focuses on employees’ well-being commitment to consistent and open communication kept employees engaged through the worst of the pandemic.

“We made good use of both our internal and external web sites,” she says. “Our CEO did a weekly communication and provided regular video updates on everything that was happening. I think by being so open, even with the organizational challenges of the pandemic, we helped keep our employees engaged and informed.”

 Chioma Adejugbe, call centre customer representative, appreciates the focus on well-being at Access Communications.

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fter working remotely during the pandemic as a call centre customer representative for Access Communications Co-operative, Chioma Adejugbe welcomed the opportunity to return to the office in the summer of 2021.

“I was tired of being isolated,” says Adejugbe. “I enjoy the company and camaraderie of my co-workers.”

Adejugbe acknowledges she had some concerns about working in an office setting again, but says that health and safety measures introduced by the Saskatchewanbased telecommunications company quickly put her mind at ease.

Access undertook significant

renovations, including erecting glass dividers around desk stations, which allow employees to remove their masks when seated at their desks. Masking and social distancing is required when moving between stations and in common areas, or when more than one person is at a given station. Masks are provided for all employees and sanitizers are readily available.

Adejugbe is far from alone in choosing to return to the office.

Access has now adopted a flexible hybrid work model that allows people to shift between the home and office (medically compromised individuals can still work full-time at home). Many have chosen to stop working remotely.

“Our employee surveys showed that 80 per cent of our staff tho-

ught working from home was sustainable,” says Carole Sauer, senior manager, human resources and safety. “But once they came back, many staff agreed that they enjoyed being back around their co-workers in the office better.”

Sauer says that working through the challenges of the pandemic has shown how resilient and innovative Access employees can be.

“Our front-line technicians were instrumental in helping us develop creative processes for keeping customers safe during home installations,” Sauer says. “Whether that meant enabling customers to complete installations themselves with our guidance, or following up with video calls to ensure everything was working, our team rose to the challenge.”

Sauer believes Access’s strong

One of the most positive things to come from the pandemic for our organization was the focus and transparency around mental health.

— Carole Sauer Senior Manager, Human Resources and Safety

Sauer notes that an employee survey taken in November 2020 showed engagement levels were at the same level as prior to the pandemic. Participation in the engagement survey was also remarkably high – 96 per cent of staff took part.

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216

full-time staff in Canada

41

years, longest-serving employee

1,100

charities helped last year

952

 Spencer Burridge, producer at Access Communications, oversees production of the show, Prairie Pride, on AccessNow TV.

The company conducted three separate mental health surveys over the past two years and has followed up with training for managers on how to identify potential mental health concerns.

“One of the most positive things to come from the pandemic for our organization was the focus

and transparency around mental health,” says Sauer.

Adejugbe says she appreciates this focus on employee well-being.

“They let you know that if you need to talk to someone, all you have to do is ask,” she says.

Adejugbe, who emigrated from Nigeria two years ago and found

her first Canadian job with Access six months after that, says she has received strong support from supervisors and colleagues across the board.

“Everyone has been very welcoming,” she says. “Access is a diverse company, with people from many different countries and

myaccess.ca/careers Amazing People | Great Benefits | Training & Growth Opportunities | Community Involvement

staff volunteer hours for corporate initiatives last year

backgrounds. I feel at home here.”

Adejugbe says she and her colleagues also share a common purpose.

“Access is known across Saskatchewan for going above and beyond in terms of customer service,” she says. “Everyone is focused on this goal.” 

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The Canpotex mission inspires employees onboarding is a critical first step to get to know the company,” he adds. “So, we invest in onboarding with the goal of ensuring that new employees feel connected, integrated with our culture and our core competencies, and understand what’s expected of them.”

We’re a world-class global company delivering product for a noble cause.

We help the world grow the food it needs.

— Gord McKenzie President and CEO

 Canpotex employee, Quinton Kyler, volunteering at the Saskatoon Food Bank and Learning Centre (prior to COVID-19).

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t’s been 21 years since Twila Gebkenjans joined Saskatoon-based Canpotex, the potash export and marketing company owned jointly by two of Saskatchewan’s largest potash producers, and she has seen a lot of changes at the organization.

But one thing hasn’t changed – her enthusiasm for the job and the people around her.

“I enjoy what I do, I like the people I work with,” says Gebkenjans, coordinator of payroll and benefits. “Every day is a

new day and I enjoy coming to work.”

Celebrating its 50th Anniversary in 2022, Canpotex markets and delivers some 13 million tonnes of Canadian potash annually to over 40 overseas countries on behalf of its two shareholders, Mosaic and Nutrien. “We’re a world-class global company delivering product for a noble cause,” says president and CEO Gord McKenzie. “We help the world grow the food it needs.”

That is one of the attractions for many young people who join

the organization fresh out of Saskatchewan’s colleges and universities. Canpotex participates in the Edwards School of Business Co-operative Education Program and the Computer Science Professional Internship Program (CSPIP) at the University of Saskatchewan.

The company has maintained these programs throughout the COVID-19 pandemic and continued to bring on new employees, though doing it virtually has been somewhat of a challenge, says McKenzie. “We believe that

Canpotex invests heavily in learning and development as well as career planning to ensure that its employees can enjoy long, rewarding and unique careers with the company. “We encourage cross-functional opportunities in order to broaden your skills and experience,” says McKenzie.

“It’s important to broaden your horizons in a company where you want to grow and spend your career.”

Recently, two big changes have taken place. The company has relocated to a new office tower which means physical changes in the work environment. “It is very different than our previous building where we occupied three floors and were very departmen-

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107

full-time staff in Canada

2,363

job applications received last year

56%

of employees are women

100%

 Canpotex employee, Twila Gebkenjans, in the lobby of their new office at River Landing.

talized with old-school offices and private space,” says McKenzie.

The new workplace extends over one and a half floors and is much more open in order to promote connections and collaboration among employees.

Flexible work arrangements have also been implemented.

The company began bringing employees back to the office in the fall of 2021, although capacity was limited to 25 per cent of the workforce. The ceiling was later lifted to 50 per cent, provided employees were vaccinated and felt safe returning.

In the long run, McKenzie an-

ticipates that employees will be in the office a few days a week and work from home the balance of the time. “It’s critically important to have a place where you can come to collaborate, to connect, to strategize and feel the culture of the company,” he says. “But you can work from home if you’ve

job-related tuition subsidies

got heads-down work where you need to focus and concentrate.”

That approach suits Gebkenjans. “It’s the best of both worlds,” she says. “There’s a lot more flexibility. You can work the hours you need, in the environment that is most suitable in order to get your work done.” 

canpotex.com

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Creative Options Regina inspires with ‘gentle teaching’ our caregivers, recognizing that caregiving is a demanding job.”

In 2018, the organization launched its COR Studio, a 3,000-square-foot, multi-purpose space that is used to nurture employee passions and teach life and creative skills to the individuals the organization supports. “For the people we serve, the studio is a place to come to learn everything from money management to sexual health and art in all its disciplines,” says Morris. “It fills gaps through meaningful education on skills they want and need.”

 Benjamin Morris, creative director at Creative Options Regina.

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fter giving up a position as a secondary school arts educator, Benjamin Morris faced a daunting question: what’s next? The answer, thanks to some brotherly advice, was a position as a front-line support worker with Creative Options Regina (COR), an organization that assists individuals with a range of challenges, including intellectual disabilities and mental health issues.

“My younger brothers started at COR and told me about the organization and its philosophy,”

says Morris, who currently serves as COR’s creative director. “That put the bug in my ear. I fell in love with the organization right off the bat.”

COR recruits for leadership positions, but otherwise relies largely on referrals to hire front-line support workers. “It’s word of mouth and community connections,” says CEO Michael Lavis. “We look for people who align with our values and have an interest in the work of the organization and want to inspire change.”

Change means empowering the men and women the organization serves to have choice and control

in their lives. Some of those individuals live with their families, some live independently, while others share accommodations with roommates. Some require care 24 hours a day, others a few hours daily.

COR’s approach is called Gentle Teaching, which involves nurturing connections, companionship and a sense of community. “Gentle Teaching is a philosophy we’ve embraced and woven through the fabric of the organization,” says Lavis.

“We see a real, significant impact in how we value and respect the employees and how we care for

We look for people who align with our values and have an interest in the work of the organization and want to inspire change.

— Michael Lavis CEO

The studio has hosted a remarkable array of classes and workshops for employees and the people the organization supports.

Among other things, there have been yoga, dance and art classes as well as sessions devoted to science, technology and indigenous arts.

“It’s all employee-led and inspired,” says Lavis. “They pitch their ideas to us and we support

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195

full-time employees in Canada

30

years, average age of all employees

63%

of managers are women

61%

of executive team are women

 COR takes advantage of community parks to promote family wellness.

them in bringing their ideas to life.”

COR allows employees up to five hours a week to serve as “creative encouragers,” a role in which they host and lead workshops or classes. “One of the main functions from the beginning was to help people share their passion

for the arts,” says Morris. “The studio helps new employees develop facilitation skills and it helps leaders become better leaders.”

The organization faced some steep challenges over the past two years due to COVID-19, largely because the services and assistance support workers provide

could not be delivered remotely.

Front-line workers had to work face-to-face with the individuals they serve.

“We put a lot of emphasis on emotional and psychological safety and helping front-line caregivers develop coping skills and resiliency,” says Lavis. “We’ve

seen the best of people in some difficult times.”

Once vaccines became widely available, COR organized on-site clinics for first and second shots with boosters to come, he says.

“It was incredible to see the joy, excitement and gratitude people felt.” 

IT TAKES

Courage TO

Care

creativeoptionsregina.ca

o proud t

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At McDougall Gauley, staff often do the recruiting saw this as an opportunity to boost everyone’s mental health and well-being by providing a four-day weekend to completely disconnect from work.

 McDougall Gauley employees raised funds for the FCC Drive Away Hunger Campaign.

O

ne of the best indicators of the all-for-one attitude at McDougall Gauley LLP is that everyone, even the most junior employee, is able to share their views as to how the 130-year-old law firm can operate, according to Michael Milani.

“We’re not a place where if I’m a support staff person, I really don’t get to say anything except ‘thank you for my cheque,’” says Milani, a partner and senior commercial and insolvency lawyer in Regina. “We’re the opposite. We really do, I think, an excellent job of encouraging that ‘pop-up leadership’ from support staff and

from more junior lawyers.”

Milani, who also chairs the executive committee, says the approach reduces hierarchy, makes employees feel valued and has become an important part of the culture at the firm, which traces its roots to 1891.

McDougall Gauley now has approximately 90 lawyers practising in more than 40 different areas – banking, litigation, family, construction and environmental to name a few. But more than the major-league talent and expertise, it’s the down-to-earth people and the collaboration that Maja Wilson appreciates.

“I just find that it’s a very respectful, team-oriented and sup-

portive workplace,” says Wilson, who emigrated to Canada from Croatia 25 years ago and has been working at McDougall Gauley for more than half of that time.

As McDougall Gauley’s director of administration and a member of the firm’s senior management team, Wilson has a range of responsibilities, including human resource management, employee payroll, benefit and pension plans, as well as organizing firm functions and events.

In 2021, recognizing that the past 14 months of the COVID-19 pandemic have been challenging for everyone, the firm closed its offices on July 2 and provided it as a paid day off. The firm

We have many second- and third-generation support staff working here, and siblings and cousins and aunts and nephews. If it were a terrible place to work, you probably wouldn’t have your relative here.

— Michael Milani Senior Commercial and Insolvency Lawyer and Chair of the Executive Committee

McDougall Gauley’s Culture and Wellness Committee organized virtual book clubs, bingo games and “moving lunches” during the pandemic to keep people connected. The firm recently created the Equity, Diversity and Inclusion Committee to work on creating more diverse teams and

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121

full-time staff in Canada

41

average age of all employees

62

years, longest serving employee

67%

of managers are women

 The rooftop patio at McDougall Gauley LLP.

endorse excellence in retention program. One of the initiatives is to make it easier for female lawyers to stay and thrive at the firm after returning from maternity leave.

“There’s a genuine care for people,” says Wilson, who works at the firm’s Saskatoon office.

“I don’t feel like we’re numbers here, that we’re just doing our work. This is why we have people who have been here for 20-plus or 30-plus years.”

The firm has innovative programs, such as giving employees more time off earlier in their careers, when they tend to need it

most. The firm also offers performance training from the Pacific Institute for all its employees, even new recruits.

Milani says that while the benefits of the training might be hard to put a finger on, he’s noticed an improvement in the way people engage with one another. It’s

another reason people tend to stick around.

“We have many second- and third- generation support staff working here, and siblings and cousins and aunts and nephews,” he says. “If it was a terrible place to work, you probably wouldn’t have your relative here.” 

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Nutrien finds better ways to help feed the world ways of extracting ore,” she says, “while looking for new ways to mine more safely.

“We have conversations at the mine face every day to make sure crews understand what we’re looking for, what their concerns are, and how the ground’s reacting. It takes a whole team to have those conversations and to build trust that we’ll find solutions.”

By 2050, the world will have approximately 10 billion mouths to feed, and we’ll be a leader in making that happen.

—Ken Seitz Interim, President & CEO  Nutrien potash operations are driven by people with diverse training and skills.

M

arion Gagnon’s decision to change her major at the University of Saskatchewan from biology to geological and earth sciences concerned her father, but it also led to her current position at Nutrien, the world's largest provider of crop inputs and services.

“My father worked in mining when there were fewer opportunities for women in the industry,” says Gagnon.

Even when she graduated in 2010, her class included roughly

50 men and 10 women. “But I never really thought about it,” she says. “I was just glad to be doing what I loved.”

Nutrien produces and distributes 27 million tonnes of potash, nitrogen and phosphate products throughout the world. Over the last six months, the company has depended on employees like Gagnon to increase production at its six world-class potash mines by approximately half a million tonnes to meet market demand.

“By 2050, the world will have approximately 10 billion mouths to feed, and we’ll be a leader in

making that happen,” says Ken Seitz, the company’s interim, president & CEO. After 10 years as the site geologist at Nutrien’s potash mine at Lanigan, on the Yellowhead Highway about 120 kilometres east of Saskatoon, Gagnon switched roles in 2020 to become a mine planner, working with a team of engineers, technologists and supervisors to ensure that the facility, almost a kilometre underground, operates safely and efficiently while meeting its production schedules.

“We’re always figuring out new

Advances in technology also help to raise efficiency and keep the workplace safe. From lasers and radar to monitor underground clay seams to wi-fi at the mine face, Nutrien’s investments in technology keep the company at the cutting edge of its industry.

“Our people aren’t afraid to take risks, through proper process and rigour, to make the best decisions for the business,” says Seitz. “We aren’t afraid to fail, learn and get better as long as our values stay intact.”

With an MBA and two bachelor’s degrees, in agricultural economics and mechanical engineering, from the University

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5,459

full-time staff in Canada

55,108

job applications received last year

58

years, longest-serving employee

100%

 Nutrien is the world's largest potash producer with six mines across Saskatchewan.

of Saskatchewan, Seitz has spent more than 25 years in the mining industry. He’s also a certified agronomist, applying scientific principles to agricultural and environmental issues.

“Being born and raised in Saskatchewan myself, and Nutrien being a Saskatchewan

company, it seemed like a natural fit,” says Seitz. “Food security is something I’m very passionate about.”

As the first on-site geologist at the Lanigan mine, Gagnon is passionate about educating youth on Saskatchewan’s rich geology and potash history. She’s also

involved in an employee resource group to make the workplace more inclusive, contributing to Nutrien’s goal of advancing women into senior leadership and board positions until they account for 30 per cent of directors and other leaders by 2025.

And on top of it all, her passion

employer-paid health plan, with family coverage

for her work has remained consistent since the day she first joined the company. “Saskatchewan is geologically ideal for mining potash because of the formation of the rock,” she says. “But rock is always changing, and we’re always finding better ways to do it.” 

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SATCC engages employees with community outreach reach initiatives include employee fundraising efforts for many organizations, among them the United Way, the YWCA, the Canadian Mental Health Association, Special Olympics Saskatchewan and the Indian Residential School Survivors Society.

“We’re deeply involved in the communities where we work,” says Ritter. “We’ll do various charity events, have fun and use them as a mechanism to build community inside the organization as well.”

We have a strong sense of belonging, not just within the organization but in our communities as well.  Saskatchewan Apprenticeship and Trade Certification Commission crossword prize winner accepting a prize at an all staff meeting.

W

hen Katherine Kawula is asked why she’s been working as a program development specialist at the Saskatchewan Apprenticeship and Trade Certification Commission (SATCC) for more than 10 years, she has a simple response: “I think the best answer is that I wake up every morning and I never dread going to work.”

Employee engagement is high

across the board at the SATCC, the arm’s-length government organization that trains apprentices and certifies tradespeople across Saskatchewan, and CEO Jeff Ritter thinks that’s because everyone has both a sense of purpose and a sense of belonging.

“We work in an organization where we get to change people’s lives,” he says. “People who want to work with their hands and solve problems can receive training and a certification that positions them well for their future careers. And

on the other side, we get to help employers build their workforce and meet their labour market requirements. That’s exciting.”

At the SATCC, employee engagement and connection are built through a range of efforts, both in the office and in the communities where they work. “It helps that we have a really active social committee and an employee engagement committee,” says Kawula. “It’s a fun place to work, and the people make it great.”

The SATCC’s community out-

— Jeff Ritter CEO

Employees work in cities and towns across the province, but they all come together biweekly for an online meeting to exchange ideas, ask questions and receive recognition for their service.

“They also provide an employee engagement survey so there’s a way for those who don’t feel like bringing their concerns forward at the meeting to give senior management an opportunity to get a feel for what’s happening and respond to their needs,” says Kawula.

“The other thing that helps people feel valued is that we have

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full-time staff in Canada

47%

of managers are women

17

weeks, maternity leave top-up pay

6

 Members of the Saskatchewan Apprenticeship and Trade Certification Commission’s United Way committee organizing a cinnamon bun fundraiser.

employee engagement gifts thanking us for the hard work we do,” she adds. “And employees receive a handwritten note from the CEO telling them something special about what they do and how they’re appreciated.”

Kawula also values the SATCC’s support for employee

growth and career development.

“The organization will cover education costs to help you learn how to do your job better,” she says.

“That’s how I finished my certificate in business administration.”

Ritter was delighted by the high scores the organization recently received for both employee en-

gagement and client satisfaction in surveys conducted by an outside firm. “It’s a special organization when almost nine out of 10 employees agree that they look forward to coming in to work every day,” he says.

“We have a strong sense of belonging, not just within the orga-

A cut above.

Thrilled to be named one of Saskatchewan’s Top Employers.

saskapprenticeship.ca

weeks, maximum vacation allowance

nization but in our communities as well,” he adds. “That really builds employee engagement, and that in turn translates into outstanding client service. Our target is 90 per cent satisfaction for clients, and we exceeded that. So engagement translates into client service, it’s as clear as can be.” 

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Saskatchewan Blue Cross keeps employees connected of community,” says Megan Douglas, vice president of customer relations and external affairs. Programs included team recognition events, online challenges, project celebrations, and a virtual version of the annual employee awards event.

Another initiative is the virtual coffee chat, which gives a group of employees time to connect with leaders in an online version of “those wander-through-the-hall meeting opportunities,” she says.

Our secret sauce is our focus on wellbeing, and the importance of empowering our employees.  Saskatchewan Blue Cross employees tugging on the heartstrings of their 75th anniversary mural.

H

ow can an employer provide a careerdevelopment opportunity and empower its workforce at the same time? In the case of Saskatchewan Blue Cross (SBC), one way is through an inventive initiative called Executive for a Day. As part of the virtual program, staff at the health-benefits and insurance provider can apply to shadow a top executive through a full day of activities, from the high-level to the mundane, and then the executive shadows them

for another full day. Employees are also given the chance to influence key organizational decisions and share new ideas.

The program provides greater transparency and a chance for a positive one-on-one experience, says Shelley Vandenberg, president and CEO. And it helps answer questions like, “What does Shelley really do all day?” she says with a smile.

“You step into our boots, get an appreciation of the decisions or the issues that we’re grappling with,” Vandenberg says.

The program at the non-profit is

part of a larger objective, which is to involve all staff in decisionmaking and ensure “we find ways to connect with our employees.”

“Our secret sauce is our focus on well-being, and the importance of empowering our employees,” Vandenberg says.

SBC worked hard to ensure the pandemic didn’t soften that focus as staff shifted from an office to remote environment. It introduced more flexible work schedules and provided extra days off to create more long weekends.

SBC also set up a host of other measures to maintain “a sense

— Shelley Vandenberg President and CEO

To further bolster inter-office communication, SBC has embraced the online chat tool Yammer. And for the second year in a row, SBC organized an online talent show, giving staff a chance “to just relax, have some fun and be a bit silly,” Douglas says.

The organization also cranked up training by introducing LinkedIn Learning to all employees, providing virtual tools and modules that are “much deeper” than previous programs, she says.

SBC has always placed a high value on philanthropic and community initiatives, which are

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full-time staff in Canada

59%

of managers are women

50%

of board of directors are women

200

 Saskatchewan Blue Cross continues to follow COVID-19 health and safety protocols.

“really at the core of our DNA,” Douglas says. To mark its 75th anniversary, the organization gave employees additional funds to donate to a charity of their choosing, in addition to long-standing annual time off, to spend a day helping a worthy cause in their community.

In another pandemic response and part of its 75th anniversary recognition, SBC launched a program to create a massive mural on the side of its head office.

“It’s a really bright, colourful inspiration piece to help people stay positive,” Douglas says.

“That injection of art on a busy

Empowering communities on their journey to whole health and wellness.

street in Saskatoon was a very cool way for us to also ignite conversation about wellness and the connections between mental wellness and well-being.”

SBC has made mental health a point of emphasis during the pandemic, Vandenberg says. Helping people improve their physical and

charities helped last year

mental health is SBC’s core mission, and the organization wants to ensure employees are included in that circle.

“Community is at the heart of who we are,” Vandenberg says.

“It’s why people are attracted to our organization, both as an employee and a customer.” 

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Creating connections and safe spaces at SIIT Traditional feasts are held at SIIT locations across the province to promote a strengthened sense of identity, spiritual well-being and pride.

“Up until a year ago, I didn’t know how to get in touch with my roots,” Blackbird says. “SIIT makes it possible, and makes you feel like you are connected. There is a sense of belonging here.”

Whether you are a student or a staff member, you are surrounded by people who support you and will do anything to help you.

 SIIT staff connecting and socializing with colleagues in the common area.

T

he last several months have been a stark reminder of the painful history and harm caused by residential schools. As news of the uncovering of unmarked graves spread across the globe, the Saskatchewan Indian Institute of Technologies (SIIT) worked to support its community in mourning and healing.

SIIT students and employees, including Alexis Blackbird, were invited to attend a traditional First Nations ceremony and spiritual gathering, a feast honouring the many children who never made it home.

Blackbird, a human resources assistant at SIIT who is working to connect with her Odawa roots, says she was nervous about going to the feast, afraid she was going to do something wrong. “But everybody was so understanding,” she says. Her colleagues provided the information she needed and even let her borrow a traditional ribbon skirt to wear.

Creating connections and safe spaces is one of the key priorities of SIIT, says Tresa Reinhardt, vice president of employee and student services. SIIT was created 45 years ago by First Nations leaders, intent on ensuring Indigenous peoples had access

to educational opportunities, while also creating a space where traditional knowledge could be shared and language and culture would be encouraged. “Creating diversity and a culture of support is a natural occurrence for us. It’s who we are and what we do,” says Reinhardt.

Blackbird, a university student majoring in human resources, says working at SIIT allows her to learn about her background.

There are many cultural support services available to both staff and students, including speaking with elders on campus and spending time in the cultural room reflecting, praying or smudging.

— Alexis Blackbird Human Resources Assistant

SIIT also helps its staff grow professionally, says Reinhardt.

“We offer staff opportunities to learn and grow. We prefer to promote within as much as possible.”

SIIT offers employee training sessions, access to supports and a benefit and pension plan. There are also reduced summer hours and time off over the winter holidays, plus sick days, not just for the employee but also for their family. SIIT believes in family first and promotes a work-life balance.

The pandemic shifted the way the institute provides programs

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full-time staff in Canada

66%

Indigenous representation in workforce

63%

of managerial roles are held by women

66%

of senior executive team are Indigenous

 SIIT staff collaborate to brainstorm innovative ideas for new initiatives.

One such example is the Indigenous innovation accelerator project, the first of its kind in Canada, where aspiring Indigenous entrepreneurs can tap into resources, supports, and training, Reinhardt says.

It’s initiatives like this, the nine career centres across the province

to students and how employees work. Reinhardt says the institute now offers blended working arrangements. “It helps maintain a sense of community and kinship,” she says. Staff get together for meetings to brainstorm and come up with innovative ideas for new initiatives.

that connect community members to training and employment opportunities, and the support SIIT provides employees that consistently show it as a top place to work in employee surveys, Reinhardt says.

For Blackbird, it’s the opendoor policy that she loves, where

she is encouraged to ask questions. She says her job allows her to try a bit of everything. “They give me what I need to learn and grow as a person. Whether you are a student or a staff member, you are surrounded by people who support you and will do anything to help you.” 

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A healthy workforce is key for Saskatoon Police wellness coordinator develops programming to ensure that the facilities are well used.

The coordinator arranges lunchhour yoga and Pilates classes and brings in speakers on nutrition, among other things. He also serves as a personal trainer and works one-on-one with employees.

They can also play floor hockey, badminton and basketball in the gym.

If people are changing the way they do training, we change to ensure that we stay current. We’re always checking to see what the best practices are.

 Lisa Olson, director of human resources, at the Saskatoon Police Service.

D

uring her 16 years as director of human resources with the Saskatoon Police Service (SPS), Lisa Olson has witnessed a lot of change in how organizations of all sorts recruit new employees and onboard and train them. And she’s done her best to keep the service current, or even ahead of the curve.

“If people are changing the way they do training, we change to ensure that we stay current,” says Olson. “We’re always checking to

see what the best practices are.”

Employee health and wellness – physical, mental and emotional – have long been top priorities. In 2018, the SPS became the first police service in Saskatchewan to hire an in-house psychologist.

“I was hired to help the members,” says the service’s clinical psychologist, Lindsay Robertson.

And for the past two years those members, meaning officers, have had the added stress of policing during the pandemic.

“Many officers are exposed to trauma and traumatic events as a

function of their jobs,” she says.

“Then you add the pandemic and increased public scrutiny of police. A number of issues can arise from that, whether it’s posttraumatic stress disorder, depression, anxiety or substance abuse.”

The SPS provides top-notch facilities and programs to promote physical well-being for both officers and civilian employees.

The fitness centre at headquarters is equipped with weights, treadmills, ellipticals and a variety of other equipment. There is also a full-size gym, and an in-house

— Lisa Olson Director, Human Resources

Newly hired constables generally start on street patrol, but once they’re launched their careers can go in any number of directions. “Many officers have five or six different careers within the service,” says Olson. “You can work in the identification unit, canine, major crimes, homicide or become a member of the tactical support unit.”

Apart from that, the work is rarely dull or predictable. “We

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of employees are women

17

weeks, maternity leave top-up pay

6

 Saskatoon Police Service helps a local high school collect and donate food to the Saskatoon Food Bank.

have a recruiting slogan,” she says. “Never the same day twice.”

There are, as well, an array of opportunities on the civilian side of the service. They include positions in human resources, finance, asset management and purchasing, among others. “We are working hard to get people in

the jobs they want to be in,” adds Olson. “We help them develop their skills in order to get there.”

The past two years have been the most challenging of her career, she says, due to COVID-19.

Initially civilian employees were able to work from home, when possible, but most have since

returned to the office. “We had to develop an exposure control plan to keep our people and their families safe,” she adds. “We had to be creative and agile in our response to the ever-changing pandemic.”

Front-line officers have had no choice but to be out in the community throughout the pandemic.

weeks, maximum vacation allowance

Robertson has worked closely one-on-one to ensure they were coping with the added stress, or getting the help they needed.

“I have continued to meet with our members on a regular basis,” she says. “Their mental health is important because it impacts their ability to do their jobs.” 

Tell us your story If you are an exceptional employer with progressive human resources programs and initiatives, consider applying for next year’s edition of Saskatchewan’s Top Employers.

Now entering its 23rd year, our national project is Canada’s longest-running and best-known editorial competition for employers.

For information on next year’s application process, visit:

CanadasTop100.com/2023 Applications for our 2023 competition will be released in February and must be returned by April.

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