Canada's Top Employers for Young People (2015)

p Young staff being recognized at Montreal-based ALDO Group, one of this year’s winners.

ALDO GROUP INC.

CO-PUBLISHED BY

MEDIACORP

Canada’s Top Employers for Young People

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EPCOR UTILITIES, INC.

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2015 Magazine Anthony Meehan, PUBLISHER, MEDIACORP

Karen Le,

VICE-PRESIDENT, MEDIACORP

Editorial Team:

Richard Yerema,

MANAGING EDITOR, MEDIACORP

Kristina Leung,

SENIOR EDITOR, MEDIACORP

Advertising Sales:

Kristen Chow,

OPERATIONS MANAGER, MEDIACORP

Amy Wong,

SENIOR ACCOUNT EXECUTIVE, MEDIACORP

Stephanie Smith,

ACCOUNT EXECUTIVE, MEDIACORP

Profile Writers:

Berton Woodward, SENIOR EDITOR

Ann Brocklehurst Jane Doucet D’Arcy Jenish John Schofield

© 2015 Mediacorp Canada Inc. and The Globe and Mail.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE is a trade mark of Mediacorp Canada Inc. All rights reserved.

p At Edmonton-based EPCOR Utilities, job rotations help recent graduates discover career interests.

INTRODUCTION

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hat makes a Top Employer for Young People? Simply put, they provide opportunities that can make a real difference in a young person’s career.

The 90 winners of this year’s competition represent diverse organizations from across Canada, each with its own unique initiatives, but they all share a formal commitment to helping new talent make a transition into the working world.

Those initiatives need not be costly to have impact.

Many are focused on the needs of students and recent college and university graduates, such as work-study and co-op programs, paid internships and summer jobs that provide relevant experience to those just starting out.

Mentoring, social and networking events, training and professional development for new employees are also

key to the culture of these winning organizations that clearly understand how attractive these programs are for recruiting and retaining talent. The best employers have a presence online, reaching out through social media and on their websites – even using live chat so that job seekers can interact directly with current employees.

“Breaking into today’s job market is tough, especially for young people who may have less experience or are confronted by unflattering stereotypes – such as lazy or entitled – of their generation,” says Kristina Leung, senior editor of Canada’s Top 100 Employers. “But despite these stereotypes, I think young people value many of the same things that experienced individuals do, such as opportunities for long-term career development, professional support and a work environment where they can cultivate their skills and make a meaningful contribution.”

For Canadians beginning their career paths, Canada’s Top Employers for Young People is a valuable resource.

For these forward thinking organizations, it’s a smart strategy for the future.

– Diane Jermyn

HYDRO OTTAWA LTD.

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p Hydro Ottawa partners with local colleges to provide on-the-job training to graduating students.

2015 WINNERS

A

CCENTURE INC., Toronto. Management consulting; 3,623 employees. Established the Accenture Future Technology Leaders Program to support undergraduate interest in science, technology, engineering and math careers.

AGRIUM INC., Calgary. Nitrogenous fertilizer manufacturing; 3,774 employees.

Offers a four-year rotational engineer-intraining program to help new graduates combine their knowledge from university or college with on-the-job training.

ALBERTA-PACIFIC FOREST INDUSTRIES INC., Boyle, Alta. Pulp mills; 446 employees. Manages paid and unpaid co-op programs in partnership with Portage College, the Northern Alberta Institute of Technology and the University of Alberta.

ALDO GROUP INC., Saint-Laurent, Que. Retailer; 2,619 employees. Organizes tours

of the company’s head office and distribution centre for recent graduates.

ALTAGAS LTD., Calgary. Natural gas distribution; 945 employees. Formed a partnership with SAIT Polytechnic to provide blended training for employees who are pursuing a power engineering steam ticket.

ARCURVE INC., Calgary. Computer software development; 65 employees.

Organizes monthly lunch-and-learn sessions to encourage employees to share knowledge on a broad number of topics.

ATB FINANCIAL, Edmonton. Financial institution; 4,551 employees. Participates in Bow Valley College’s co-op program, which aims to train students as personal banking specialists.

B

ANK OF NOVA SCOTIA, Toronto.

Banking; 32,002 employees. Created a

Young Professionals Association to provide younger employees with opportunities to connect, learn and grow professionally.

Provides opportunities for internal and external mentoring, including reverse mentoring for younger employees.

BAYER INC., Toronto. Pharmaceutical manufacturing; 1,348 employees. Offers employees the opportunity to explore different career options and gain experience in various positions through Bayer’s Career Flexx program.

BRITISH COLUMBIA AUTOMOBILE ASSOCIATION, Burnaby, B.C. Professional organizations; 845 employees.

Created Grow Your Own, a 10-week apprenticeship program that provides career opportunities to high-potential candidates with no experience or background in the insurance industry.

BC HYDRO, Vancouver. Hydroelectric power; 4,986 employees. Manages the Youth Hires Program, which provides students with summer employment in trades and technical occupations.

BENNETT JONES LLP, Calgary. Law firm; 859 employees. Its What We Wish We Had Known guide provides additional support to law students.

BIG VIKING GAMES INC., London, Ont. Software publishers; 49 employees.

BRUCE POWER LP, Tiverton, Ont. Nuclear power; 4,081 employees. Invests more than $100-million in training and development each year.

C

ACTUS RESTAURANTS LTD., Vancouver. Restaurants; 984 employees. Houses one of Canada’s largest in-house apprenticeship programs for employees pursuing a Red Seal chef certification.

5 CAMECO CORP., Saskatoon. Uranium mining; 2,985 employees. Sends two to five employees to the annual World Nuclear University Summer Institute program every year.

CANDU ENERGY INC., Mississauga.

Nuclear technology; 1,164 employees.

Maintains a joint training, career and professional development committee that meets on a quarterly basis.

CANADA REVENUE AGENCY, Ottawa.

Administration of general economic programs; 40,026 employees. Created an aboriginal tax officer apprenticeship program to recruit qualified aboriginal college and university graduates.

CARGILL LTD., Winnipeg. Agricultural products; 8,076 employees. Manages a summer student contest requiring participants to create a short presentation on A Day in the Life of a Cargill Summer Student.

CANADIAN IMPERIAL BANK OF COMMERCE, Toronto. Banking; 35,122 employees. Created GenNext@CIBC, a program to cultivate leadership development by providing community engagement opportunities for younger employees.

CACTUS RESTAURANTS LTD.

CANADIAN TIRE CORP. LTD., Toronto.

Retailers; 85,000 employees. Established an HR rotational experience program for individuals interested in a career in human resources.

CO-OPERATORS LIFE INSURANCE CO., Regina. Insurance; 654 employees.

Provides scholarships of up to $2,000 for students in information technology and actuarial disciplines.

COCA-COLA CANADA, Toronto. Soft drink manufacturing; 5,360 employees.

Manages supply chain and field sales university talent programs to recruit new grads as summer interns or for full-time roles.

CONNECT HEARING, Victoria. Audiologists; 301 employees. Created paid internships for Hearing Instrument Practitioner students from George Brown College, Grant MacEwan University and Conestoga College.

CONOCOPHILLIPS CANADA, Calgary.

Natural gas extraction; 2,488 employees.

Created Accelerate, a comprehensive fiveyear program that supports the development of new grads in petro-technical disciplines.

CORUS ENTERTAINMENT INC., Toronto. Broadcasting and entertainment; 1,595 employees. Formed a partnership with Marblemedia and Ryerson University to create the Innovative Storytellers Award, a $20,000 five-year educational initiative awarded to a full-time graduate student in the master of arts in media production program.

D

ELTAWARE SYSTEMS INC., Charlottetown. Computer programming; 111 employees. Manages a development seminar program including technical and non-technical courses.

DEPARTMENT OF FINANCE CANADA, Ottawa. Federal government; 791 employees. Manages the Job Shadowing Sweepstakes event to provide employees with opportunity to share a day with a senior official.

DESJARDINS GROUP/MOUVEMENT DES CAISSES DESJARDINS, Montreal.

Credit unions; 37,994 employees. Maintains the Desjardins Young Executives Network for managers under the age of 35.

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CCLESIASTICAL INSURANCE OFFICE PLC, Toronto. Insurance; 68 employees. Manages a three-year rotational intern program for recent uni-

q Cactus Restaurants Ltd. has one of Canada’s largest chef apprenticeship programs for Red Seal certification.

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EDMONTON, CITY OF, Edmonton.

Government; 9,153 employees. Established a task force in 2005 to conduct public consultations with young community members and maintains the NextGen Committee, responsible for implementing its recommendations.

EF EDUCATIONAL TOURS, Toronto.

Tour operator; 177 employees. Created a global finance program, an 18-month internship including three six-month placements at EF offices in different finance roles.

ENMAX CORP., Calgary. Electric power distribution; 1,835 employees. Maintains a number of apprenticeship programs for power linesmen, power system electricians and boom truck operators.

EPCOR UTILITIES INC., Edmonton.

Electric power distribution; 2,254 employees. Established an engineer-in-training program to support the development of high-potential engineering graduates.

F

EDNAV LTD., Montreal. Marine shipping and transportation; 153 employees. Offers scholarships as an incentive for young people to consider a career in the marine industry.

FLATIRON CONSTRUCTION CORP., Richmond, B.C. Construction; 844 employees. Plays host to approximately 25 paid work-term or co-op placements for civil engineering or business administration students each year.

FLUOR CANADA LTD., Calgary.

Engineering; 3,067 employees. Created a structured piping design accelerated development program to help new grad designers achieve Designer 1 status within the first three years of employment.

FORTINET TECHNOLOGIES (CANADA) INC., Burnaby, B.C. Computer systems design services; 735 employees.

Provides paid and unpaid internships in the research and development and technical support departments.

H

EALTH CANADA/SANTÉ CANADA, Ottawa. Administration of public health programs; 9,476 employees.

Participates in the Federal Student Work Experience Program and Research Affiliate Program.

HOLLAND BLOORVIEW KIDS REHABILITATION HOSPITAL, Toronto.

Hospitals; 545 employees. Manages a summer student research program for undergraduate students to conduct research alongside leading children’s rehabilitation scientists.

HOME DEPOT OF CANADA INC., Toronto. Retailer; 12,345 employees. Held its first new grad hiring day at Home Depot’s head office.

HYDRO OTTAWA LTD., Ottawa. Electric power distribution; 666 employees.

Joins with Algonquin College to provide training to students enrolled in the two-year powerline technician diploma program.

I

KEA CANADA LP, Burlington, Ont. Retailer; 1,634 employees. Offers employees opportunities to work and travel

CO-OPERATORS LIFE INSURANCE CO.

q Chantel Morrison promoting the Co-operators Life peer-recognition program.

abroad through its Backpacker Program.

INFUSION, Toronto. Computer programming; 180 employees. Established Tour Infusion Passport, a program allowing employees to work internationally for a year at its offices in New York, London and Dubai.

INNOVATIA INC., St. John, N.B. Computer programming; 421 employees.

Works with Eastern College and the New Brunswick Community College to assist with curriculum development.

J

AZZ AVIATION LP, Dartmouth, N.S. Passenger air transportation; 4,531 employees. Manages the Jazz Award program in partnership with the Collegiate Aviation Canada Group of Colleges.

K

INAXIS INC., Kanata, Ont. Software publishers; 181 employees. Established Hackathon Week to challenge employees to utilize their skills and creativity to improve an aspect of the organization’s internal process or external product offerings.

KPMG LLP, Toronto. Accounting; 6,020 employees. Created Ace the Case, a two-day workshop for first-, second- and third-year commerce students interested in pursing an accounting designation.

L

’ORÉAL CANADA INC., Montreal.

Cosmetics manufacturing; 1,200 employees. Manages Brandstorm, a marketing competition that allows groups of students to present a case study analysis to L’Oréal judges.

LABATT BREWERIES OF CANADA, Toronto. Breweries; 3,000 employees.

Manages a comprehensive internship program for university students.

LAFARGE CANADA INC., Calgary.

Construction materials; 3,003 employees.

Created an 18-month leadership development program to help prepare high-potential employees for future leadership positions.

LOBLAW COS. LTD., Brampton, Ont. Retailer; 28,211 employees. Provides a variety of in-house and online training programs, including virtual learning games which allow employees to gain points, badges and personal recognition.

LOYALTYONE INC., Toronto. Marketing consulting; 1,332 employees. Organized a case study competition which provided co-op students an opportunity to work with senior managers as well as other employees.

M

ANITOBA HYDRO, Winnipeg.

Hydroelectric power; 6,133 employees. Offers co-op opportunities and paid internships in a variety of disciplines.

MANITOBA, GOVERNMENT OF, Winnipeg. Government; 14,432 employees.

Established a Legislative Page Program, a one year part-time placement for grade 11 and 12 students with an interest in government affairs.

MANULIFE FINANCIAL CORP., Toronto. Insurance; 10,701 employees. Manages a leadership development program to put high-performing MBA grads on a fast track.

MCGILL UNIVERSITY HEALTH CENTRE, Montreal. Hospitals; 6,312 em-

q The summer internship program at KPMG in Calgary.

KPMG LLP

versity graduates interested in pursuing the Chartered Insurance Professional designation.

7 ployees. Established the My First Years program to support the transition of new nursing hires.

and women aspiring to become police constables develop their skills and improve their knowledge of policing.

sionals committee, which holds monthly breakfast or lunch meetings subsidized by the company.

training labs and classrooms, in partnership with the Mechanical Contractors Association of Saskatchewan.

METROLINX, Toronto. Public transit; 2,705 employees. Created the Rob MacIsaac Innovation Fellowship, an annual program that provides students an opportunity to participate in research in a public sector environment.

PEPSICO CANADA, Mississauga. Soft drink manufacturing; 4,255 employees.

Established Emerging Leader Development, a national initiative to help students make a transition from academic life to the workplace.

SASKPOWER, Regina. Hydroelectric power generation; 3,120 employees.

Hires a number of paid interns each year through the Gradworks Intern Development Program.

ORTH CARIBOO FLYING SERVICE LTD., Calgary. Passenger air transportation; 335 employees. Established a Young Pilot Program for employees who possess their commercial pilot licence and multi-IFR (instrument flying rating) endorsement.

POTASH CORP. OF SASKATCHEWAN INC., Saskatoon. Nitrogenous fertilizer manufacturing; 2,780 employees. Sponsors the University of Saskatchewan’s Edwards School of Business mentorship program, which pairs business professionals with third- or fourth-year commerce students.

READ JONES CHRISTOFFERSEN LTD., Vancouver. Engineering; 384 employees. Created the Barrie Sarjeant Award competition, an annual event that encourages employees to use their creativity to develop a new idea or innovation.

NORTHWEST TERRITORIES, GOVERNMENT OF, Yellowknife.

Government; 5,592 employees. Created a graduate internship program to recruit qualified postsecondary Northern graduates into positions related to their field of study.

NUANCE COMMUNICATIONS CANADA INC., Montreal. Software publishers; 752 employees. Manages a global internship program to provide students with unique development opportunities.

O

NTARIO PUBLIC SERVICE, Toronto. Government; 61,672 employees.

Established the OPS Learn and Work initiative, a co-operative education program that provides employment opportunities for high-school students from selected priority communities.

P

EEL REGIONAL POLICE, Brampton, Ont. Police; 2,814 employees. Created the Cadet Program in 2006 to help men

PROCTER & GAMBLE INC., Toronto.

Consumer product manufacturing; 2,120 employees. Created a program to provide summer interns an opportunity to work on multifunctional teams comprised of interns and managers.

PROVINCIAL HEALTH SERVICES AUTHORITY, Vancouver. Hospitals; 9,723 employees. Holds an open house for students in perinatal and neonatal nursing programs as part of its initiatives celebrating national nursing week.

ROGERS COMMUNICATIONS INC., Toronto. Cable and subscription programming; 24,721 employees. Established the Rogers Youth Fund to provide financial support for educational programs delivered by community partners to youth between the ages of 12 and 19.

ROYAL BANK OF CANADA, Toronto.

Banking; 51,423 employees. Created the Next Great Innovator Challenge, a competition that poses a challenge question to teams of postsecondary students.

S

AP CANADA INC., Toronto. Computer programming; 2,311 employees.

Working with the Vancouver School Board and British Columbia Institute of Technology to create an early college mini-school to help foster interest in technology.

PRICEWATERHOUSECOOPERS LLP (PWC), Toronto. Accounting; 6,431 employees. Updated its student website and introduced live chats to provide students with the ability to interact with employees from different lines of service.

SASKATCHEWAN GOVERNMENT INSURANCE, Regina. Insurance carriers; 1,831 employees. Unites with the Saskatchewan Institute of Applied Science and Technology in the delivery of its business insurance diploma.

.F. BINNIE & ASSOCIATES LTD., Burnaby, B.C. Engineering; 106 employees. Maintains a young profes-

SASKENERGY INC., Regina. Natural gas distribution; 1,018 employees. Maintains a technical training centre that includes

R

ROYAL BANK OF CANADA

q Recent grads at RBC feeding the homeless at the Burrito Project in Montreal.

SHELL CANADA LTD., Calgary. Oil and gas extraction; 9,130 employees. Organizes the annual Shell Canada Intern Away Days to provide interns from across the country with an opportunity to meet and network in Calgary.

SODEXO CANADA LTD., Burlington, Ont. Food service contractors; 5,993 employees. Manages an international mobility mentorship program to provide recent grads with an opportunity to explore a career abroad.

STRYKER CANADA LP, Hamilton. Medical supplies wholesalers; 219 employees.

Maintains a steady on-campus presence and participates in a number of events organized by postsecondary schools.

SUNNYBROOK HEALTH SCIENCES CENTRE, Toronto. Hospitals; 5,270 employees. Holds an annual Young People Career Fair that teaches students about careers in a hospital environment.

q SaskTel technicians maintaining a cellular tower.

SASKTEL

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SASKTEL, Regina.Telecommunications; 3,196 employees. Created the SaskTel YouthNetwork program, long- and short-term strategies to improve current employment issues and to encourage young people to pursue postsecondary education.

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PROVINCIAL HEALTH SERVICES AUTHORITY

q B.C.’s Provincial Health Services Authority (PHSA) actively recruits recent graduates across many fields, including nursing.

9 SURREY, CITY OF, Surrey, B.C. Government; 1,867 employees. Plays host to work-experience students from local high schools for job-shadowing opportunities.

T

ELUS CORP., Vancouver. Telecommunications; 24,532 employees. Manages a rotational leadership development program for new university or college graduates.

TORONTO INTERNATIONAL FILM FESTIVAL INC. (TIFF), Toronto. Motion picture promotions and distributions; 187 employees. Manages Wings, a bursary to help subsidize employee travel costs to film festivals around the world.

TRICAN WELL SERVICE LTD., Calgary.

Support for oil and gas operations; 2,395 employees. Participates in the registered apprenticeship program (RAP) which allows high-school students to begin apprenticeship training while continuing their high-school studies.

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NIVERSITY OF BRITISH COLUMBIA, Vancouver. Schools; 11,294 employees. Established a postdoctoral fellows office that acts as a resource centre to help postdocs expand their professional skills.

V

ISION CRITICAL COMMUNICATIONS INC., Vancouver. Computer programming; 422 employees. Created the Excel Internship, a year-long program for new university graduates seeking work experience.

W

HISTLER BLACKCOMB, Whistler. Ski resort; 2,948 employees.

Participates in the Government of British Columbia’s Blade Runners program to help at-risk youth and young adults between the ages of 15 and 30 develop employment skills.

WORLEYPARSONS CANADA SERVICES LTD., Calgary. Engineering; 7,392 employees. Manages an international graduate exchange program to provide employees with opportunities to work abroad.

Y

MCA OF GREATER TORONTO, Toronto. Individual and family services; 1,326 employees. Maintains a Youth Advisory Council comprised of young volunteers who provide advice to the organization’s board of directors and senior staff.

–Diane Jermyn

q Yara McDonald is a new graphic designer at Sunnybrook Health Sciences Centre in Toronto.

METHODOLOGY Now in its 13

The editors of Canada’s Top 100 Employers evaluate each employer based on the programs and initiatives it offers to attract and retain younger workers. These include tuition assistance, the availability of co-op or work-study programs, mentorship and training programs, including benefits such as bonuses paid when employees complete certain courses or professional designations. The editors also review each employer’s career management program, looking for initiatives that can help younger workers advance faster in the organization.

Lastly, the editors look at the average age of employees at each organization to better understand the composition and profile of the workforce.

Any employer with its head office or principal place of business in Canada may enter this competition through the Canada’s Top 100 Employers application process. Organizations of any size may participate, whether private or public sector. Employers complete a single application for the national, regional and special-interest competitions, including Canada’s Top Employers for Young People.

–Diane Jermyn

SUNNYBROOK HEALTH SCIENCES CENTRE

th year, Canada’s Top Employers for Young People is an editorial project that recognizes the country’s leaders when it comes to attracting and retaining younger workers.

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“Through its continuing education program, Sunnybrook makes it easy to pursue your interests and goals while having a fulfilling career at the hospital.

I was able to complete a part-time certificate in graphic design through Seneca College. It was something I had always planned to do, and when I found out that I could receive some help financially it was a bonus.”

– Stacey L., Assistant to Director, Organizational Development & Leadership

“As a recent graduate from the MBA program at Schulich, I’m grateful to CIBC’s Campus Talent Acquisition Team for the great job they did promoting career opportunities at CIBC. Their unique initiatives, such as resume reviews and mock interview sessions, provided students with a safe and professional environment to practice and learn about real world recruiting... These opportunities helped me narrow my career focus and polish my profile before applying to CIBC. I felt confident going into the recruitment season, and the fact that I was selected for a career at CIBC shows how I benefited from their approach. I hope they continue their great work on campus.”

– Pritpal G., CIBC Associate, ‘Graduates Matter’ Rotation Program

“I have never felt more supported in my career development. The environment at Holland Bloorview is set up for learning and they put a lot of emphasis on the student experience.”

–Sarah G., a fourth year student at Brock University

Tell me about tomorrow...

Canada’s Top Employers for Young People know that the next generation is where the ideas come from

W

hat do young people want in the workplace? For some employers, confronted with stereotypes about the Millennial generation, that may be a vexed question. Are they lazy? Over-entitled? Self-obsessed?

Consumed by technology?

So let’s ask one. Erin Strilchuk is a 26-yearold Millennial who’s in a unique position to talk about her generation – she’s a Diversity Recruitment Consultant for the City of Edmonton, specializing in young people. What does she see?

“They are very energized and enthusiastic,” says Strilchuk. “They really want to make an impact, so in the work they do they try to find ways to make it more innovative or more effective. Even in the most menial task, they will work toward making it better. They are certain-

ly driven. And because of all the technology they’ve had to integrate in their lives, they’re very fast learners.”

They can also be a confident and social bunch. “They’re not afraid to ask questions when they need to – which may be why some people have certain stereotypes about them,” Strilchuk laughs. “They engage with people.

And they like to volunteer and get involved in any social activity.

“That’s not about escaping the work – there’s a strategic benefit in terms of forming relationships,” she says.

“When they get into a meeting and there’s conflict, they understand the other person’s values and beliefs, and they can respectfully challenge the status quo to get the best outcome for the organization.”

The 90 organizations that have been selected for Mediacorp Canada’s 2015 listing of Canada’s Top Employers for Young People embrace that kind of thinking about their younger staff.

At LoyaltyOne, which owns and operates the AIR MILES Reward Program, they’ve even set up a Millennial Advisory Board, which includes 15 young people who look at

VISION CRITICAL COMMUNICATIONS INC.

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“The Global Internship Program gave me international exposure and helped me realize both my personal and professional goals.

I feel incredibly fortunate to have been chosen and cannot thank KPMG enough for this experience of a lifetime.”

–Jasdeep H., Staff Accountant, KPMG Calgary

p Vision Critical offers paid internships at offices around the world, including their Vancouver headquarters.

major company programs and suggest new approaches.

Soon to be implemented is a specialized, company-wide online platform for ideas, which all employees can post and ultimately vote on for management consideration.

“That is a perfect example of an idea that came from the Millennial Advisory Board,” says Sofia Theodorou, Senior Vice-President of Talent & Workplace. “It will help us innovate faster.”

“Feeling that you’re contributing to a cause is very strong for this generation”

– KRISTINA LEUNG, Senior Editor

Such serious attention to this large generation – bigger even than the vaunted baby boomers – is a hallmark of the top employers, says Mediacorp Senior Editor Kristina Leung, the lead editor on the project. This is the 14th year Mediacorp has produced the list – beginning just two years after the Millennium itself – and Leung has observed increasing focus by employers on this demographic.

“They recognize that students and new grads bring a specific skill set to the table that more experienced employees may not have,” she says. “The biggest example is social media. Today, being online, having a presence on Facebook and Twitter, is very much integrated into their

lives. These are skills that companies can really utilize.”

In forming the list, Mediacorp looks closely at companies’ programs for training and development, co-ops and internships, networking , and other key supports for young people. Increasingly, too, employers are putting strong emphasis on volunteer opportunities and giving back to the community, an initiative appreciated by all employees but especially attractive to young people.

“Feeling that you’re contributing to a cause is very strong for this generation,” says Leung.

Employer interest in young people is clearly reflected in the fast-rising number of high-quality applications Mediacorp has received for the Young People category.

This year’s list of 90 was expanded from 85 last year and 80 two years ago.

Mediacorp Managing Editor Richard Yerema, who oversees all the company’s lists, notes that even Mediacorp’s original offering in 1992, The Career Directory, was designed to help young people make informed decisions about potential employers, who were in turn seeking the best talent.

“As much as technology has changed how today’s graduates look for work,” he notes, “the essence of the struggle remains the same— qualified candidates seeking employers who are offering great career prospects to the next generation of employees.” Once again, this list is the best place to start.

–Berton Woodward

I have learned a tremendous amount working at Bayer – first as an intern as part of my university program, and now as a full-time employee. Bayer’s employees and culture are its strongest assets, and I am surrounded by an extremely supportive and positive team that help me learn something new every day. As an intern, I was able to showcase my skills with the team and received worthwhile feedback on my results. Being in such a supportive learning environment is a great asset to a young professional as they start out in the working world. At Bayer, I feel valued and I know I will benefit from what I have learned throughout my professional career.

–Basim M., Associate Market Manager, Women’s Health, Bayer

“The Vision Critical internship program was the best opportunity for me fresh out of school...

The mentors I was paired with throughout the internship program were nothing short of admirable...

I highly recommend the Vision Critical internship program!”

–Alice L., Customer Success Associate, Vancouver

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B

At Agrium, support for young employees starts at the top

arely a month into his new job at Calgary-based Agrium Inc. last January, 26-year-old Craig Marchuk didn’t expect to find himself in a boardroom enjoying a heart-to-heart chat with the CEO of the $20-billion agricultural products giant.

President and Chief Executive Officer Chuck Magro was talking with about 20 members of the company’s Young Professionals Network, sharing his thoughts on what it takes to succeed in the corporate world. But he had Marchuk at “hello.” For the new analyst in the company’s Corporate Development and Strategy department, it was proof positive that Agrium values its younger employees.

“If we’re not bringing in young people, then we run some significant risks to the commercial success of our business.”

– Mike Webb, Senior Vice-President, Human Resources

“Even though he has a million things to do, he was able to take an hour of his time to talk to us,” says Marchuk.

“There is not only a willingness, but a large effort from the senior team here to support young professionals.”

Attracting dynamic young talent is fundamental to Agrium’s future competitiveness, says Senior VicePresident, Human Resources, Mike Webb. “There are a lot of things happening in terms of innovation and technology, and the younger generation really gets that,” says Webb. “If we’re not bringing in young people, then we run some significant risks to the commercial success of our business.”

Marchuk, a finance and economics graduate from the University of Calgary, spent the first few years of his career in the Calgary offices of two investment banks. He was attracted to Agrium after hearing from acquaintances about its great corporate culture and its emphasis on learning and professional development. That’s reflected, in part, through Agrium’s tuition reimbursement policy for work-related courses and inhouse seminars on industry issues and aspects of professional development.

The Young Professionals Network (YPN) for employees up to age 35 sets Agrium apart, says Marchuk. In a global firm with more than 15,000 full-time employees worldwide, young recruits can get lost. But YPN, which reports to Agrium’s Diversity Inclusion Council, helps its younger members communicate and collaborate across different business units to build their own networks and knowledge, he says. It organizes seminars and other events of interest to young professionals, some of which feature senior leaders. “It’s a great organization,” says Marchuk, who recently joined YPN’s executive. “You can really come together and bring some good ideas to the table.”

In addition, Agrium offers three flagship programs to help new recruits develop state-of-the-art skills. Its fouryear, rotational Engineer-in-Training initiative helps new graduates combine their technical knowledge from university or college with on-the-job exposure to a variety of engineering disciplines, including chemical, mechanical, electrical, process control, and mining and mineral processing.

Participants receive mentoring from an experienced engineer for the first two years. The two-to-four-year Marketers-in-Training program also rotates graduates through stints in sales, marketing and logistics – all under the guidance of a personal mentor.

ANALYST CRAIG MARCHUK WAS ATTRACTED BY AGRIUM’S FOCUS ON LEARNING

Paid internships for co-op students and new grads

Two-year rotational program for new graduates

Tuition reimbursement for employees interested in further education

20% of Agrium’s workforce is between the ages of 25 and 34

Finally, Agrium has established a sixmonth management training program in partnership with Purdue University, which boasts one of the world’s top agronomy programs. Participating employees, who will number more than 90 by the end of this year, complete components in financial management, marketing strategies, people management, health and safety, and environmental best practices before graduating with a certificate from Purdue. “We’re really proud of that,” says Webb. “Our young managers love it.”

For those in the trades, Agrium manages apprenticeship programs

for instrumentation technicians, millwrights, steamfitters/pipefitters, heavy duty mechanics, industrial mechanics, and welders. The company pays for eight to nine weeks of training per year for up to four years and also provides full pay to employees while they complete their training.

The company’s offerings for young professionals, he adds, are part of its overall effort to support and retain employees at every phase of their careers.

“We try to put programs in place,” he notes, “that make people feel that this is still the best place for them to work.”

We’re proud to be named a Top Employer for Young People in Canada Inclusion Achieves Success

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AltaGas building careers for tomorrow

or John Irwin, working at Calgarybased AltaGas is not all fun and games. Of course, there is fun, and there are games – like the company’s annual cross-country ski day in Canmore, or its participation every year in a mini-Olympics event called the Calgary Corporate Challenge. But for Irwin, a 26-year-old Financial Analyst in AltaGas’s Corporate Reporting & Planning Group, one of the most rewarding aspects of joining the energy infrastructure firm was being involved in its two-year New Graduate Development Program, which allowed him to rotate through different departments. “It gave me an opportunity to experience different aspects of the business,” he says. “I feel I’ve grown as an employee because of the knowledge I gained and how it helped me find a fit.”

“Candidates newer to the workforce offer fresh perspective and ideas, as well as energy and enthusiasm.”

– Nicole Arienzale, Director, Corporate HR and Organizational Development

Introduced in 2007, the program underlines the importance that AltaGas places on attracting young talent. “We are committed to maintaining a diverse workforce, and hiring employees who are new to the workforce is a valuable component of this,” says Nicole Arienzale, Director, Corporate Human Resources and Organizational Development. “Candidates newer to the workforce offer fresh perspective and ideas, as well as energy and enthusiasm that contribute to AltaGas’s work environment and results in a positive way.”

The company recruits four business students for the new graduate program every year, choosing from among hundreds of applications. In 2009, it was expanded to include engineering students.

Participants are linked with a mentor in senior management, whom they meet with once a month. Formal mentorships are also available to all new employees.

Each recruit in the new graduate program spends six months in four different areas of the company before taking a permanent role. Irwin, who began developing an interest in natural resources as a student at the University of Saskatchewan’s Edwards School of Business, worked in Power & Emissions, Regulatory, Treasury, and Gas Commercial Operations. He says working alongside colleagues in a variety of divisions has helped him build a diverse network within the company.

And besides being mentored by a senior manager, says Irwin, “I also quite liked that, when I got into the second year, I got to be a buddy for a new person and develop my own mentorship skills.”

Being part of the program also creates an instant network with those who have taken part in the past, says Arienzale.

“Current participants and alumni of the program have truly embraced AltaGas’s culture,” she says, “and have taken the initiative to organize social events outside the office and volunteer events, including recent initiatives with Junior Achievement and Inn from the Cold [an emergency family shelter].”

While Irwin says the new graduate program was probably the biggest drawing card when he was considering potential employers, it wasn’t the only one. In a time of turmoil in the energy sector, AltaGas’s successful track record as an established infrastructure company means employment is more stable, he notes.

The company also supports professional development through in-house seminars

ALTAGAS EMPLOYEES ENJOY THEIR ANNUAL CROSS-COUNTRY SKI DAY. PHOTO CREDIT REVOLVE PHOTOGRAPHY

Offers tuition assistance for employees interested in further education

Over 100 jobs available in the past year across Canada

Offers paid internships for students and new grads

Manages two-year New Graduate Development Program

and tuition assistance, which Irwin says is especially helpful for colleagues pursuing professional designations such as Chartered Financial Analyst or Certified Professional Accountant.

In another initiative, AltaGas recently partnered with Calgary’s SAIT Polytechnic to provide online and in-person training for employees who are pursuing a Power Engineering certification.

It’s an exciting time to grow with us...

Explore a wide range of career opportunities at all levels of the organization at altagas.ca AltaGas is a leading North American diversified energy infrastructure company. AltaGas owns or operates a diversified mix of assets in gas, power, and utilities. The Corporation creates value by acquiring, growing and optimizing its energy infrastructure, including a focus on clean energy sources.

Irwin says the corporate culture at AltaGas values employees and the company’s wider role in the community. All staff members, for example, receive two paid volunteer days a year to help the charity of their choice. “AltaGas believes that one of its strategic advantages is that we have such good employees,” he says. “So I feel we’re appreciated.”

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Planting the seeds for a great career at Bayer

enior executives at Bayer recognize that while they have a lot to teach their younger employees, they also have a great deal to learn from them.

“We form a partnership as people build their careers with us,” says Lynda Newcomb, Vice-President of Human Resources. “We appreciate that young employees may think differently and challenge the status quo. At Bayer, change is a big part of our story, and we value flexibility and the ability to adapt to changing conditions. It’s what has allowed us to remain a successful organization for more than 150 years.”

Bayer’s mission, “Science for a Better Life,” is applied to its work in health, agriculture and high-tech materials across Canada and around the world.

As an inventor company, Bayer creates innovative products, breakthrough treatments and healthier alternatives to improve the quality of life for people, animals and communities.

“I’m always learning and growing. There are constantly new opportunities, which is exciting and keeps me on my toes.”

– Kyle Bortis, Territory Sales Manager

Bayer’s success in improving lives is made possible by the expertise and dedication of its employees.

The company offers unique people development initiatives such as online and in-class training programs and regular Development Dialogues to help

employees identify and own their career path. The encouragement of professional development, a comprehensive salary and benefits package, and a commitment to wellness and work-life balance show how Bayer respects its employees’ needs and goals.

Every year Bayer offers summer programs that bring in about 200 students. “Many of them want to come back the next summer,” says Newcomb.

“In their exit surveys, 90 per cent say they would consider a longer-term career with Bayer. We have worked hard to develop a corporate culture of innovation where our employees feel valued and where they can truly make a difference.”

Kyle Bortis has been a Territory Sales Manager for Bayer CropScience in Saskatoon since 2013, after spending three summers working in sales as a summer student. Hailing from Melfort, Sask., the 26-year-old appreciates working in a respectful, supportive environment, as well as the training and travel opportunities that he has been given at Bayer.

BAYER TERRITORY SALES MANAGER ELIN KLYM LEADS A CROP TOUR NEAR STRATHCLAIR, MANITOBA

Bortis gained valuable experience as a summer student. “Bayer invests time in its students and puts a lot of trust in us,” he says. “The recruitment process starts right there – the summer program is like a four-month interview.”

While Bortis spends most of his time covering his territory of Melfort and northeast Saskatoon, he enjoys the opportunities he has had to travel to other parts of the country and the world. In March he spent a week in Raleigh, North Carolina, with one of Bayer’s larger retailers, where they toured the research facility and the labs where product testing takes place. “It was very interesting to see some of the ways this company is innovative firsthand,” he says.

Offers education assistance for employees interested in furthering their development

Over 300 jobs available in the past year across Canada

Provides paid internships for students and new graduates

Manages a Development Dialogue program to explore different career options

When it comes to mentorship and coaching, Bortis’s supervisor and coworkers answer any questions he might have, given that he’s the youngest person in his regional sales group. “Someone with more experience is always accessible and responsive by email, on the phone or in person,” he says. Sales reps can climb what they call the “career ladder,” which is scaled by years of experience. “As your career progresses, you take on more responsibilities and leadership on the team,” says Bortis.

Bayer: Science For a Better Life EXPLORE BAYER EMPLOYMENT OPPORTUNITIES AT: BAYER.CA + BAYERCROPSCIENCE.CA

At Bayer, there are many opportunities for young employees to broaden their horizons in different roles, and Bortis is looking forward to embracing them. “It’s great to work for a wellestablished company with a solid track record,” he says. “Bayer provides ongoing training throughout your career. Just when you think you know something, a new product comes out and you’re learning again.”

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Edmonton is the city of opportunity for students

f you’re a student who wants to get hands-on experience in a large organization, you probably won’t do better than a work placement at the City of Edmonton.

presentations. “We want to showcase that there are many relevant positions at the City aligned with what the students are learning on campus so that they can put theory into practice,” says Strilchuk.

“My goal is to hire the leaders of tomorrow,” says Erin Strilchuk, a diversity recruitment consultant for the City specializing in young people.

“The City is a very attractive place for young people who are looking for a sense of purpose in their career and for growth, development and support.”

High school students can complete nearly 1,200 apprenticeship hours with the City in its mechanical shops through the Registered Apprenticeship Program, or learn about firefighting over 18 months as part of the Edmonton Fire Cadets, all while gaining high school credits.

Only 26 herself, Strilchuk knows the needs of young people well. Each year, the City takes in over 100 students from across Canada for up to eight months of co-op, placed in units across the municipal administration. Each also becomes a Culture Ambassador, working with employees in their sections to support the enhancement of the City’s culture.

“The City is a very attractive place for young people who are looking for a sense of purpose in their career and for growth, development and support.”

– Erin Strilchuk, Diversity Recruitment Consultant

There are also over 1,000 summer opportunities available that are open to undergraduate and graduate students.

And in certain programs, the City partners with post-secondary institutions to provide other valuable experiences, such as job shadowing and interactive

On arrival, everyone joins a group called Students Connect where they can share experiences, get specialized orientation, attend events such as resume workshops, learn about LinkedIn, Toastmasters and other professional development tools, and run a social committee.

Among last year’s hires was Kelly Tran, 22, who completed an eight-month co-op in the Reputation Section of Corporate Communications. “I’ve had a great experience,” she says. “The team has been very supportive and they have given me as many opportunities as they can. The scope of my job has been incredible.”

Among her favourite projects was coorganizing a Twitter contest for citizens to find hidden tickets to the FIFA Women’s U-20 World Cup soccer matches held in Edmonton last summer. Pictures of a giant six-foot-high ticket gave hints each day to spots around town where ticket vouchers might be located. “The response from the public was amazing,” she says. “We would get tweets within one minute of posting.”

She also helped set up video shoots aimed at engaging citizens in politics, worked with Strilchuk to host a Career Fair on Facebook – the first in Canada – and took part in the “Student Takeover” of the City’s Instagram account, showing pictures of co-op students in action.

She appreciated the respect she got in the co-op program. “I was not seen

CITY OF EDMONTON STUDENTS GATHER AT CITY HALL

Offers paid work experience for students from high school to graduate level

Provides training and development opportunities specially for students

City of Edmonton Youth Council, aged 13-23, advises on youth-related issues

NextGen Committee implements suggestions to develop the community

as just a student,” says Tran, who will complete her commerce degree at the University of Alberta at the end of this year. “I was constantly being told that I add value to every project I touch.

I was not just running errands.”

Strilchuk notes that the City offers a great working environment with a plethora of internal training and development through the City of Edmonton School of

Business, including an Aspiring Leaders Program. There are also many volunteer opportunities and networking events.

Strilchuk points to the City’s fundamental mission as the key attraction for new grads. “To be able to contribute to your community and see the impact you can have with the skills you learned on campus is very rewarding.”

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Fluor builds great careers for new grads

mart, self-motivated, creative thinkers thrive at Fluor Canada Ltd. New hires are a valued asset in the company’s talent pool.

“New graduates bring energy, diverse thought and a real drive to challenge our work processes,” says general manager Simon Nottingham. “Even though they’re new to the industry, their quality of engineering is great because they’re smart grads coming from top universities.”

A global company, Fluor is an industry leader in engineering, procurement, fabrication and construction (EPFC) and has been serving clients in the oil, gas, petrochemical, mining and power sectors in Canada for more than 60 years.

Nottingham speaks both from an employer’s perspective and from personal experience. He joined Fluor in South Africa in the early 1990s, when he was 28, as a mechanical engineering associate.

“Fluor has a diverse and inclusive corporate culture.”

– Kim Jennings, Project Engineer

As a longtime employee, Nottingham knows how important it is to keep new employees engaged by offering interesting and challenging opportunities. “Right away, we give them tours of module yards and construction sites,” he says. “We’re a project-based organization, and the tours expose them to some of our projects.”

Kim Jennings, a project engineer based in the Calgary office, benefited from site experience early in her career. She started as a control systems engineer in 2000 when she was 22 after graduating from Dalhousie University with a mechanical engineering degree.

“I wasn’t familiar with Fluor at the time,” she says, “but my dad was working in the industry in Alberta, and he told me that Fluor had a fantastic career development program.”

When Jennings joined Fluor, she was assigned to an Alberta oil sands project doing technical work. “After a year, I knew that the technical side wasn’t for me long term,” she says. “I told my supervisor and then spent two years at the construction site and loved it. There was so much to learn from working with labourers and experienced engineers.”

Fluor has several professional development programs, including ADCAP (Accelerated Designer Career Associate Program), ASAP (Accelerating Skills to Advance Projects) and GBLT (Global Business Leaders Track). GAP (Graduates Advancing to Professionalism) engages employees who have graduated within the previous five years, followed by ELG (Emerging Leaders Group), which provides professional development for those with five to 15 years of experience.

The Calgary chapter of Fluor’s GROW (Growing Representation and Opportunity for Women) committee was established in 2011; Jennings is its current president. “This is still a male-dominated profession,” she says, “but Fluor has a diverse and inclusive corporate culture.” The committee is chartered with women and men working together to cultivate opportunities that attract, retain and develop women’s careers.

KIM JENNINGS AND SIMON NOTTINGHAM IN FLUOR’S RECENTLY RENOVATED OFFICE WING

Manages programs to engage new graduates and develop careers of emerging leaders

Provides local and global networking opportunities that promote women in the workforce

Offers tuition assistance for employees interested in furthering their education

Runs accelerated development programs in design for new graduates

Jennings has benefited from the advice of a mentor at Fluor, which she found to be an invaluable experience. “When I was ready to start a family, I told my mentor,” she says. “He helped me figure out how to build my maternity leave into my career plans.” Her children, now four and seven, are enrolled at a daycare that partners with Fluor and is located just minutes from the office.

As a new employee, Jennings was looking for a company that offered

her career development, community involvement and networking opportunities. At Fluor, she found all of those, in addition to other benefits such as social clubs, a fitness centre, a cafeteria service, on-site parking and more. “Working at Fluor means having a million different opportunities throughout your career,” she says. “It offers much more than a position and a pay cheque.”

BUILDING WITH INNOVATION Whether it’s a challenging EPFC project, rewarding careers, or stronger communities, we build with innovative solutions to be better, smarter and more impactful in what we do.

Build with Fluor. www.fluor.com

ADCA118915 ©2015 Fluor Corporation.

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Fast-growing Fortinet offers a fast rise for recruits

hen Mark Westerhof first entered the Burnaby, B.C. offices of Fortinet Technologies (Canada) Inc. as an employee, he was 24, just out of university, and starting work as a junior web developer. Now, two years and three promotions later, he is team lead for a group of four developers working on the company’s flagship network security product, FortiGate.

“I’ve moved up quite fast in two years,” agrees Westerhof. “The salary is very competitive, and I like the work. It’s been great for me.”

And not only for Westerhof. Fortinet’s revenue has been growing at 26 per cent a year, which means there’s a lot of opportunity for new recruits as the company expands. “It’s very common for someone to join us and, within two to three years, become a senior member or a team leader,” says Joyce Chow, director of human resources. “It happens all the time. Our growth and opportunities have been a big selling point for us with young people.”

“Our growth and opportunities have been a big selling point for us with young people.”

– Joyce Chow, Director of Human Resources

With 3,000 employees globally, Fortinet is the world’s third-largest network security company, offering an all-inone solution it calls Unified Threat Management to protect company networks. It also does in-depth research on the viruses, malware, spam and other threats that constantly arise online.

The company is now headquartered in the Silicon Valley town of Sunnyvale, California, but it was founded 14 years ago in Vancouver by brothers Ken Xie, chair and CEO, and Michael Xie, president and chief technology officer. Its biggest office – housing some 550 employees, including a large R & D contingent as well as developers – is in Burnaby, with an additional 250 employees across Canada and 35 offices around the world.

Recruiting talent straight out of university is a major focus for Fortinet – last year, the company hired 73 new graduates in Canada. It mounts an annual new grads roadshow at major Canadian universities and holds an open house in Burnaby. “We got very good feedback from people,” says Chow. “They were impressed by how much we cared. I think we went the extra mile to show new grads that this is a place where we want you to work.”

Fortinet is also building partnerships with universities and colleges across the continent because network security – despite its critical importance in today’s

EMPLOYEES AT FORTINET TECHNOLOGIES HELP KEEP COMPUTER NETWORKS SECURE

Headcount growth of 30% and revenue growth of 26%

80+ job openings in Canada, and 750 jobs created last year worldwide

800 full-time staff in Canada with 3,000+ worldwide

Over 70 new graduates hired last year

cyberworld – is rarely taught as a subject in itself. In a leading-edge venture with an Ontario college, the company has donated a lab full of Fortinet equipment and advises on curriculum. “Having hands-on experience beforehand was a big benefit for them,” says Priti Gidda, human resources manager. “And then when they’re here they get another six to seven weeks of training, including mentoring and job shadowing.”

For Westerhof, whose team works on the web interface for FortiGate, the challenge of his job is a major attraction. He also likes the company stock program, in which all permanent hires get shares as well as the opportunity to purchase

more. And he enjoys the “FedEx Days” that many development teams hold on certain Fridays, in which they take a day (named after FedEx’s once-revolutionary promise of one-day delivery) to work on their own ideas for solutions that fit the company’s goals. A couple of online tools Westerhof’s group developed have been adopted company-wide.

Chow notes that “it’s a very friendly working environment.” There are 5K and 10K runs, an annual summer barbecue, a broad set of company-funded, employeerun clubs – from board games to dodgeball – free fitness classes, flexible hours, and free dinner if you need it. Says Chow: “You can make a lot of friends here.”

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Putting together a great career at IKEA

f you want to know what it’s like to work at IKEA, talk to Robbie Vize or Wanda Arnott.

They work in different roles in different places and they’ve never met, but they’ll tell you very similar things.

For instance, Arnott, who is human resources manager for IKEA’s North York store in northern Toronto, will tell you about the opportunities for growth that the home furnishings retailer offers the many students it hires part-time.

“We watch them,” she says. “We see the potential they have to grow, and we give them more projects. They grow with us.”

Vize was a student when he started as a part-time “co-worker” (as all IKEA employees are known), helping customers in the Market Hall area of the Burlington, Ont. location. Soon he was able to explore jobs in various other departments. “People watch what you’re doing, even if you don’t feel it,” he says, “and if you keep doing your best, you get noticed.”

“We look at resumes, but it’s most important that people fit our values.”

– Wanda Arnott, Human Resources Manager, North York

Wider opportunities often follow. When he finished university in 2009, Vize joined IKEA as a graphic communications co-worker in Burlington. Since then he has had the chance to travel all over Canada working on projects in Winnipeg, Montreal and Ottawa. Soon he will move permanently to the West Coast to begin work as a graphic communications leader for the Richmond, B.C. store.

“A lot of our people have moved around, not only within Canada, but from country

to country,” says Arnott. “For example, four years ago, we hired a woman from IKEA in England to join us as customer relations manager. And nine months ago she moved to Edmonton as a human resources manager.” There are informal opportunities as well. Currently Arnott’s store has two young Australian co-workers who came on a working holiday visa with a recommendation from their IKEA manager back home.

And then there is the IKEA culture. Not only are the company’s Swedish roots front and centre, including a Culture Day where employees learn about Swedish traditions and foods. According to Vize, “IKEA seems to attract a certain kind of person. They’re quite down to earth and honest. Everyone is just outstanding.”

Arnott may have the lowdown on that.

“We look at resumes, but it’s most important that people fit our values,” she says. Those values range from simplicity and humbleness to leading by example and daring to be different, capped by togetherness and enthusiasm. “We want people who are engaged and honest, with a passion for home furnishings,” says Arnott.

CO-WORKERS FROM IKEA NORTH YORK, VAUGHAN AND ETOBICOKE GATHER FOR ANNUAL TREE PLANTING

Offers tuition assistance for employees interested in further education

Leadership/Personalized Development plans which include mentoring

Over 1,600 jobs available in the past year

Offers paid internships for students and new grads

Some 40 per cent of IKEA’s 4,500 coworkers in Canada are under 30. There is a wide range of in-store roles, including sales, operations, logistics, food or interior design, as well as corporate functions such as IT and marketing. Stores offer plenty of upward mobility for a new grad. The 410 employees at Arnott’s North York location include 54 with management roles.

New employees get training, mentorship, career development, tuition assistance and, in the first few days, a Buddy Program co-worker who works side by side with them. There are also some attractive perks.

Co-workers get a 15 per cent discount on IKEA products and can eat a subsidized lunch for $4. On many of the year’s busiest days, meals are free. There is an annual bonus of one month’s pay if the store and

the Canadian company meet their goals.

IKEA is committed to environmental sustainability – it recently bought a 20-turbine wind farm in Alberta – and offers employees opportunities to give back, both locally and internationally.

Each year, two Canadian co-workers are selected for the iWitness Global Citizens Program, where they spend time overseas participating in development work funded by the global IKEA Foundation.

It’s a friendly, positive culture. Vize has been with IKEA full-time for six years now, Arnott for 17. From their separate locales, they speak almost in one voice about IKEA. “It’s the only place I’d like to work,” says Vize. “I can’t imagine working anywhere else,” says Arnott.

We’re for careers filled with opportunity! www.IKEA.ca /careers © Inter IKEA System B.V. 2015.

Match your degree or diploma with employers that recruit new grads with your academic background Published annually since 1992, The Career Directory is Canada’s longest-running and best-loved career guide for new graduates.

Each year, our editorial team reviews thousands of employers to determine the academic qualifications they actively seek in younger job-seekers.

The result is a wonderful, free resource that helps new graduates find student jobs that make the most of their university degree or college diploma.

www.thecareerdirectory.ca

F

Match your degree or diploma with employers that actively recruit people with your qualifications!

21

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Labatt has a taste for high achievers

t the meritocracy that is Labatt Breweries of Canada, young employees can rise as quickly as the bubbles in the company’s celebrated beverages.

Take Becky Lindsey. She joined four and a half years ago straight out of university as part of the Global Management Trainee program. Today, at 26, she is senior brand manager for Alexander Keith’s, making key decisions in the marketing of one of Canada’s best-known beers.

“My career path speaks volumes about the culture of meritocracy at Labatt,” Lindsey says. “I’m pretty lucky to be where I am at 26, but I’m rewarded because the company recognizes my contribution.”

“Having a strong performance culture is part of who we are.”

– Agostino De Gasperis, Vice-President, People

It doesn’t end there. Even much of the leadership at Canada’s biggest brewer is young. Four vice-presidents are in their 30s or just turning 40, and they report to a president, Jan Craps, who is himself under 40. In fact, at a company older than the country itself – founded in London, Ont. in 1847 – the average age of salaried employees is 36, lower than many tech firms.

“We offer a dynamic, fast-paced work environment,” says Agostino De Gasperis, Vice-President, People.

“Our meritocracy doesn’t look at age, gender or anything like that. It just looks at who’s delivering the results.

Having a strong performance culture is part of who we are. So we attract

people who are driven and ambitious and want to do good work.”

Labatt puts a lot of stress on campus recruitment of new graduates to join its 3,000 employees, offering a variety of talent programs coupled with strong training and mentorship initiatives lasting six months or more. The largest group of salaried employees is in sales, and others work in logistics, brewery operations, marketing and the full range of corporate functions.

Unionized staff produce the beer in breweries from B.C. to Newfoundland.

In addition to hiring summer students in the breweries, the company runs a paid summer internship program that took in 60 students last year. “The idea of our internships is we hope to convert them into full-time hires once they graduate,” says De Gasperis. “It’s a dress rehearsal for them and for us.”

New employees and interns all go through a comprehensive on-boarding process that includes “beer school” – visiting a brewery and learning how the product is made. “It’s a product a lot of young people identify with,” notes De Gasperis. Beer is even part of the generous range of perks Labatt offers. Along with health, wellness and retirement benefits, salaried employees are entitled to 24 complementary cases per year.

Labatt can also offer opportunities worldwide as a part of Leuven, Belgiumbased Anheuser-Busch InBev, which has 150,000 employees in 24 countries and markets the global brands Budweiser, Corona and Stella Artois along with many other beers. De Gasperis says a number of Canadian employees have moved into international roles, but he counsels people to spend time developing their skills at home before venturing abroad. The global company offers one way to do that: thousands

LABATT EMPLOYEES GATHER FOR AN EDUCATIONAL SESSION AT THEIR BEER SCHOOL

Provides opportunities across 24 countries & 6 zones

Promoted 162 employees in 2014

Offers student internship programs

10-month Global Management Trainee Program for new grads

of courses offered through an in-house accreditation institute, ABI University.

Above all, De Gasperis points to Labatt’s culture as a strong draw for young people. “We’re pretty casual,” he says.

“We’re a flat organization. We try to run lean and stay close to the business.

That’s part of what gives young people the opportunity – the flatness, the informality, the candour. We try not to be overly bureaucratic. We think highperforming individuals like that kind of atmosphere because it really allows them to show what they can do.”

In Canada and globally, the company promotes its vision to be the Best Beer Company Bringing People Together for a Better World. Labatt employees take part in the clean-up of public lands, hit the streets to raise awareness of the importance of designated drivers and other ways to enjoy beer responsibly, and are given time to work in the community under the Labatt Volunteer Program.

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Environment, wellness and recognition are key at LoyaltyOne

W

hat was the first thing that attracted Vivian Mark, a young market analyst who already had a job, to LoyaltyOne, the company that owns and operates the AIR MILES Reward Program?

“I looked at their website and saw that they were very environmentally friendly,” says Mark. “That’s a good way to attract young people these days.”

Mark, who had been contacted by LoyaltyOne’s recruitment team, decided to apply. “I had heard a lot of good things about LoyaltyOne through word of mouth,” she says. “It seemed like the culture was very open and creative. “ She also learned about the company’s efforts to give back to the community, including a paid day off for people to volunteer. “I thought that was really cool.”

“We’re a group that loves what we do, and we bring our heart and soul into it. People feel they can be authentic here. “ – Sofia Theodorou, Senior VP of Talent & Workplace

She was hired as a campaign analyst in 2013, and found there were a lot of people around her age – now 26 – plus co-op students, who all give LoyaltyOne a youthful atmosphere.

“It’s a pretty fun culture,” she says.

Sofia Theodorou, Senior Vice-President of Talent & Workplace, says LoyaltyOne has put a lot of energy into measures to engage the company’s nearly 2,000 global employees, including 1,400 in Canada.

It even has a Millennial Advisory Board, which includes 15 young people from different parts of the company who offer

ideas on various programs. “It’s fascinating what they tell us,” says Theodorou.

One of the most popular workplace initiatives is called Pass It On, where employees recognize each other with prizes of AIR MILES reward miles from the company’s flagship Canadian loyalty program. Mark says you might get 10 AIR MILES for helping out a fellow employee, or 50 for truly going above and beyond on a project. “It’s a great way to recognize people.”

LoyaltyOne takes on 30-40 paid interns and co-op students each year and gives them extensive mentorship, including lunch with the CEO. The students also join cross-departmental teams in a business case competition for which the prize is, yes, AIR MILES. For new grads, the company’s biggest hiring streams are in analytics, where recruits often have math or science degrees, and marketing, where people commonly have business or commerce degrees. The company also runs specialized analytics, consulting and custom loyalty divisions and is part of Dallas, Texas-based Alliance Data, which has 12,000 employees worldwide.

“We’re a group that loves what we do, and we bring our heart and soul into it,” says Theodorou. “People feel they can be authentic here. We hold ourselves to delivering business results, but we believe we get the best out of people when we support who they are rather than try to change them.”

Wellness is a big part of the culture.

Buildings have onsite gyms. Employees are urged to use the stairs rather than elevators when possible. To encourage healthy, active living, the company provided Fitbit activity trackers as part of a program called Move and Earn, where employees were rewarded with AIR MILES for meeting daily step counts.

LOYALTYONE ASSOCIATES TAKING PART IN A HALLOWEEN COSTUME CONTEST

Offers tuition assistance for employees interested in further education

Over 200 jobs available in the past year across Canada

Offers paid internships for students and new grads

Formal mentorship program provided to all employees

Then there’s the company’s commitment to environmental sustainability, which goes beyond the corporate norm. Many of the company’s buildings – including the offices in Calgary, Toronto and Mississauga, Ont. – are LEED (Leadership in Energy & Environmental Design) certified. The Mississauga Customer Care Centre has one of the largest arrays of rooftop solar panels in Canada, and the company purchases power from green-energy firm Bullfrog Power. Ninety per cent of waste is recycled.

purchase of low-emission motor scooters.

And the company maintains a fleet of hybrid, electric and Smart cars for employee use, including on weekends.

Employees also get commuter discounts, not only on transit passes but on the

Theodorou says the company has surveyed its new grad and student hires about their experiences. “What we hear from them is that it’s a very cool culture,” she says. “There is a lot of autonomy and freedom – ‘I can be me.’ They like the volunteer opportunities. They get a lot of access to leaders. The work is challenging. And they love Pass It On.”

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Global opportunities and mobility at Manulife

hama Nayaz got her first taste of working for Manulife in the fall of 2012 through a co-op placement while enrolled in the MBA program at Wilfrid Laurier University. It was, as she puts it, “a life changing experience. I had exposure to a lot of senior managers who served as mentors and made me feel very welcome.”

Chief Executive Officer. “Their skills, perspectives and lifestyles are energizing, their input and initiative is welcomed, and they ensure that we stay relevant in a rapidly-changing world. We want to be known as a company where smart, young people join to make an impact, as well as enjoy the experience, culture, diversity and global opportunities.”

Nayaz was so impressed, in fact, that she served as a campus ambassador for Manulife when she returned to Laurier, a role that allowed her to represent the company at campus events and to respond to queries from fellow students about opportunities with the diverse, global financial services organization. And she landed a job as a Manulife financial analyst when she graduated in the spring of 2013.

Manulife employs 11,000 people in Canada and 29,000 globally. It has a significant presence in Asia, as well as in the United States operating as John Hancock, which it acquired in 2004.

Along with geographical diversity, the company serves a remarkably diverse set of clients – from individuals to small businesses to large corporations.

“Manulife is a place where young people can genuinely make a difference.”

– Donald A. Guloien, President and Chief Executive Officer

Currently, she is based at the company’s Financial Reporting Shared Services Centre in Waterloo, Ont., and generates financial reports on the company’s individual life insurance business. “Manulife was the ideal place to start my career,” says Nayaz.

“I’ve had all the support and resources necessary to develop and there are almost unlimited opportunities to grow through Manulife’s global projects and teams.”

“Manulife is a place where young people can genuinely make a difference,” says Donald A. Guloien, President and

Manulife’s suite of products covers almost every sector of the financial services business. Among other things, it offers mutual funds and other wealth products to investors seeking growth and saving for retirement. Individuals or business owners looking for life insurance, health insurance, disability or travel insurance can find a Manulife plan. The company also offers employers group plans that provide health, dental, disability and injury benefits to employees, as well as a whole range of group retirement plans.

Given the scale of the company, it employs a broad range of finance industry professionals, including accountants, actuaries, investment analysts and sales representatives, as well as professionals in human resources, information systems, marketing and communications.

Manulife maintains a robust approach to campus recruitment across North America through a variety of co-op, internship and new graduate programs. Young people gain exposure to the company as well as valuable work experience, networking and professional development opportunities. “Last year, Manulife employed 600

MANULIFE’S GULOIEN MEETS WITH CHRISTINA KIM, DIRECTOR, CORPORATE STRATEGY, IN THE COMPANY’S TECH LOUNGE

Provides tuition assistance for employees interested in further education

Runs nationwide internship and co-op programs

Manages select co-op and new graduate programs with international assignments

Offers a leadership development program for MBA grads

students through co-ops and internships,” says Connie Brown, North American Manager of Campus Talent Acquisition.

“We’re really proud of the engaging and challenging assignments that students are offered,” says Brown. “We provide guidance to our managers regarding the type of roles that students are given.

Once students begin their work term, we make sure they’re given opportunities to develop and to network within the company.”

Manulife also offers young people a rich array of opportunities to grow through

EVERY JOURNEY BEGINS WITH A FIRST STEP As one of the Top Employers for Young People for the fourth year in a row, we’re proud to be recognized for giving young talent a great start to their career.

Start your journey at manulife.com/careers

its new graduate programs. For most programs, the company supports the cost of obtaining professional designations, paid study time and encourages employees to work and gain experience in different areas of their profession before specializing.

Nayaz joined Manulife through its CPA new graduate program, which provided the opportunity to work in a number of different areas before landing in her current position. “Manulife has been willing to invest in me and push me to develop,” says Nayaz. “I haven’t looked back since the day I started.”

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hristine Glowach left her native Yellowknife to study political science at Concordia University in Montreal and after earning her degree she returned to her hometown. It wasn’t a decision she took lightly. “Montreal is such an amazing city that it was hard to leave,” she says.

But she quickly set aside all her doubts.

Glowach landed a one-year term position as a legislation and policy analyst under the Government of the Northwest Territories graduate internship program.

When her year ended, she accepted a permanent position as a research analyst with the legislation and legal affairs division of the Department of Environment and Natural Resources.

“I’m doing things other young people could only dream of doing.”

– Christine Glowach, Research Analyst

“I’ve been very lucky,” she says.

“Just coming out of university, I’m doing things other young people could only dream of doing.”

Luck is only a small part of the equation, however. Glowach is working for one of Canada’s smallest senior-level governments and one that is deeply committed to recruiting young people and providing them with rewarding career opportunities.

Tara Hunter, director of management and recruitment services with the Department of Human Resources, says the government is focused on attracting young people in part because it has an aging workforce and needs to replace those who are retiring. It offers attractive compensation packages,

NWT: The lure of jobs and lifestyle mentoring and coaching from senior leaders, paid and unpaid educational leaves, flexible work arrangements and plenty of opportunity to transfer within or between departments to gain broader experience.

The government employs about 5,600 people and serves a territorial population of 44,000, scattered across 33 communities.

A little under half of its employees are based in Yellowknife, which is the capital and home to some 19,000 residents, while the balance work in smaller communities such as Hay River, Fort Smith, Fort Simpson, Inuvik and Norman Wells.

Although many in the South see Yellowknife and other territorial communities as cold and remote, Hunter says the North offers substantial lifestyle benefits. The capital, for instance, boasts six art galleries and museums, a rich array of cultural events and 27 parks with many kilometres of trails and other amenities.

“We’re selling the experience of living here,” she says. “You have a short commute to work and there are great outdoor opportunities at your fingertips – skiing, fishing, camping, snowmobiling, it’s all here.”

The government is eager to recruit young people from across the country, but it has placed a special emphasis on young people from the North since so many leave to pursue post-secondary education in the South and don’t return.

Its summer student employment program and one-year graduate internships are open only to residents of the territories.

Last year, the government hired 312 young people under its summer student employment program and they worked as junior project officers, geological assistants, camp managers and wildlife technicians, among other things. “We have students working in really interesting jobs,” says Hunter. “We hope that through the summer employment program and the graduate

NWT GOVERNMENT EMPLOYEE CHRISTINE GLOWACH LAUNCHED HER CAREER THROUGH THE GRADUATE INTERNSHIP PROGRAM

Manages a Graduate Placement Program for new grads

Offers subsidies for professional accreditations

Provides paid and unpaid educational leaves of absence

Runs a formal mentorship program in partnership with Canadian Executive Services Organization

internships there is a transfer of knowledge from older workers to the next generation.”

The graduate internship program led to a full-time position for Glowach and provided her with opportunities which – she’s convinced – wouldn’t be available if she were working for a large provincial or federal department.

“You hear about interns who get to do coffee runs and not much else,” she says. “I was able to sit in on meetings and was a valued and respected member of our organization.

I provided input and people listened.”

Permanent employment has led to greater responsibilities and increased job satisfaction. She has participated in consultations with First Nations leaders from across the North, worked closely with senior managers and attended meetings with the deputy and assistant deputy minister.

“I’m two offices away from the deputy minister,” she says, “and the minister does a walk around at Christmas and thanks us for our work. It’s a really comfortable place to work.”

25

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Binnie offers career-building tools to young engineers

hen Jessica Sabarre, 27, returned to college for two years so she could move from engineering technician to full-fledged civil engineer, her employer, R.F. Binnie & Associates Ltd. (Binnie), helped pave the way. Sabarre was able to take advantage of the B.C. company’s tuition assistance program and the offer of a job when she finished up.

Back at work since 2012, Sabarre is now part of Binnie’s engineer-in-training program as she works to get her professional accreditation. The civil engineering consultancy provides mentorship and in-house training, and it reimburses employees their examination costs as well as membership dues for the Association of Professional Engineers and Geoscientists of British Columbia.

“I feel very fortunate to have found a close-knit company that is very welcoming and informal and has such good support for young employees.”

– Jessica Sabarre, Project Engineer

“I feel very fortunate to have found a close-knit company that is very welcoming and informal and has such good support for young employees,” says Sabarre. “I enjoy doing what I do now and am eager to get my licence and develop my career even further.”

Since returning to Binnie from a maternity leave earlier this year, Sabarre has met for lunch with her mentor to talk over career development, life as a

new mom and how to find that often elusive work/life balance. “It’s good to discuss with someone else who’s gone through the same situation,” she says.

Sabarre was also amazed to see how much Binnie – which has helped build some of B.C.’s highest-profile projects in transportation, municipal infrastructure, land development, landscape architecture and sports – had expanded during her maternity leave. “I sit with entirely new people around me, which is a good sign,” she says. “We’ve renovated and expanded into an adjacent unit. It’s really great to see how our company is invested in hiring valuable people to build the company up.”

President Michael Richardson says that Binnie, which is based in the Vancouver suburb of Burnaby and looking to move into other western provinces, has been expanding since 2003. “When the 2010 Vancouver Olympics were announced, work definitely picked up,” he explains.

“It’s been a 10-year run, on growing our firm and being able to handle all the work.”

Binnie now has some 140 people on staff with an additional 20 working on contract.

Aside from office staff, most employees are civil engineers or technologists.

In its efforts to attract the best and brightest, Binnie participates actively in university career fairs, accepts coop students and offers summer jobs to future engineers and technologists. Once they’re on board, says Richardson, “we have a keen eye on their development.”

“The type of people we are looking for are generally outspoken and confident,” he says. “We have many key initiatives suggested to our board by younger staff members.”

Richardson, who has been with Binnie over 22 years, hopes that younger employees will follow the example of many of the senior engineers and stick around. He

MANY EMPLOYEES WHO START WITH BINNIE STAY ON FOR DECADES

Offers formal mentorship program for all new employees

Runs a “Young Professionals Committee” for new grads

Promotes from within creating attractive longterm career path

Provides subsidies for professional accreditations

notes that salaries are reviewed frequently to make sure they’re competitive.

Richardson praises Human Resources Manager Cristina Tapp for both formalizing the mentorship program and setting up a young professionals committee. The committee hosts monthly breakfast or lunch meetings to discuss current industry events and career development among other topics. On the lighter side, social events are also encouraged for both the team-building and fun factors.

Having qualified young employees in place has “really allowed Binnie to

leverage the depth of experience of seasoned employees to grow the business,” says Richardson. As the company grows, he believes it’s crucial that new employees and veterans enjoy working together.

Sabarre appreciates that kind of openness.

“I can tap anyone on the shoulder,” she says. “The majority of staff have been here for many years and have exceptional engineering experience.

I do feel Binnie is unique. There is a positive work culture here.”

26

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RBC banks on career, community and connection

f you’re a young person working at RBC, you’re likely to hear from Montu Gupta. Not because he’s a product manager in Business Investments, but because he co-chairs the bank’s NextGen employee group, and he’s likely to persuade you to join.

NextGen, which brings together employees in their 20s and 30s, helps its 3,500 members connect across the organization, volunteer in the community, and gain mentorship and exposure to senior leaders. “The vision is to be the voice of youth for RBC,” says 34-year-old Gupta, who also sits on RBC’s Diversity Leadership Council.

After starting informally five years ago, NextGen was given official status as a fully supported Employee Resources Group (ERG) last year.

“RBC gets it,” says Gupta. “It has the appetite to mould itself to the needs of youth. It’s a business imperative.”

“RBC gets it. It has the appetite to mould itself to the needs of youth. It’s a business imperative.”

– Montu Gupta, Product Manager and Co-Chair, NextGen Employee Resources Group

Zabeen Hirji, RBC’s Chief Human Resources Officer, readily agrees. She notes that about 20 per cent of RBC’s 58,000 employees in Canada are under 30, and every year the bank hires some 2,400 people under age 25. Another 800 students work at the bank each summer.

“Our starting point is to create a workplace where everyone can be successful and reach their potential,”

says Hirji. “And to support young people, we have a three-pronged approach that addresses career, community and connection.”

For the first “c”, a bank as large as RBC offers young people a wide variety of career paths, as well as the chance to try many different roles through its robust system of promoting from within.

“Every year, 20-25 per cent of our people move into new opportunities,” says Hirji. There is plenty of training as well as tuition assistance for further professional development.

For promising new MBA grads, the bank mounts a two-year Graduate Leadership Program in which participants spend six months in each of four areas of the bank. “It’s great,” says Gupta, who started in it in 2009. “You get a broad cross-enterprise view.”

A range of initiatives offer career mentorship to younger employees.

“But it’s not just about formal programs – it happens organically,” says Hirji. “We have a culture where people want to help others develop.”

RBC’S ZABEEN HIRJI (CENTRE) MEETS WITH NEXTGEN CO-CHAIRS ADAM HAGARTY (LEFT) AND MONTU GUPTA

Created the RBC Career Launch Program

Introduced RBC Connect, an internal social networking platform

Posted 7,971 jobs in the past year across Canada

Manages a two-year Graduate Leadership Program

In the community, says Hirji, “we make it easy for people to get involved.”

The bank provides opportunities for employees to volunteer across a range of causes, including an annual Blue Water Day, Runs/Races for the Kids and Free the Children’s We Days.

will find jobs in their chosen areas or some may stay with us,” says Hirji.

the younger generation looks for it as part of a less hierarchical culture.”

And as part of its five-year, $100 million RBC Kids Pledge to help children and youth reach their potential, RBC recently started an innovative program called Career Launch, aimed at helping new graduates who haven’t yet found employment in their chosen field. The bank hires 100 people across Canada under age 24 to work at RBC and in the community for a year. With RBC on their resumes, “the idea is that now their careers are launched, and they

As for connection, the bank counts some 35,000 users of its internal social media networking platform, RBC Connect.

Not only does this help with work collaboration, it also makes it easier for younger employees to connect with senior leaders. There are also town halls, CEO walkabouts, employee fireside chats and other opportunities to get to know leaders as people, says Hirji.

“We do a lot more of this than we did 10 years ago, and that’s partly because

Then there’s RBC’s NextGen group, alongside similar ERGs for women, the LGBT community, new immigrants and other employee groups that young people may be part of.

Gupta is convinced RBC is working hard to make a great environment for younger employees . “When I think about ‘what next’, I don’t think of another bank,” he says. “I’m already in the best place possible.”

PROUD

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We are one of Canada’s Top Employers For Young People! That’s because RBC ® follows through on its promise of a great work environment with high performing, collaborative and inclusive teams.

Visit rbc.com/top100 ®™ Trademark(s) of Royal Bank of Canada.

150313-1024 Young People.indd 1

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Rogers offers cool jobs in tech, media and sports

lready a leader in wireless and cable services and with a robust portfolio of broadcast and sports assets, Rogers Communications late last year forged a partnership with VICE Media, an edgy news and content company finding success in today’s changed media landscape. Almost a year earlier, Rogers had secured a 12-year deal with the NHL for the Canadian multi-platform rights to all NHL games.

All these factors and more make it a great place to work for young people and new grads, even if they don’t always rank Rogers high on their list of potential employers, says Scott Vanderwel, the senior vice president in charge of corporate strategy.

“Anything you do impacts customers almost immediately. I have to be innovative, reactive, on call.

That works well for me.”

– Harika Kalluri, Platform Specialist, Video Network Distribution Systems

“One of my objectives is to make the talent of tomorrow understand that Google is not the only place to have an amazing career,” he says. “There’s never been a more exciting time to work in this industry or at Rogers.”

Jobs at Rogers range from sports programming and content creation to realizing the potential of an application like Next Issue or building the video platforms consumers will use in the future.

Harika Kalluri, a platform specialist with the company’s video network distribution systems, joined Rogers after graduating from Ryerson University with a computer engineering degree two years ago. After having worked at the company as a sum-

mer student, she was accepted full-time into its one-year Network Engineering Associate Rotational (NEAR) program, which recruits engineering students for entry-level positions. NEAR is one of several new grad programs that Rogers has in place to introduce new talent to the organization.

“I didn’t know exactly what I wanted. In my mind, I was looking for something where I could explore different opportunities and choose something that suited my skills and qualifications,” says Kalluri, who was especially attracted by the “three pillars” aspect of the program. She had the chance to work with supervision and training in project management, engineering and operations. She also had the opportunity to launch online content services from three different teams’ perspectives.

After the year was over, she decided operations was the field for her, and applied for and obtained a permanent position.

“Operations is more live production support,” Kalluri explains. “Anything you do impacts customers almost immediately. I have to be innovative, reactive, on call. That works well for me.”

While Vanderwel, has a number of young people on his team, their hiring was more organic and less structured than the NEAR program. Thanks to the nature of the industry, he says, younger employees can often make valuable contributions early on in their careers.

Their input, for example, was invaluable in creating the new streaming video service, shomi. A Netflix rival, it features content not available elsewhere in Canada.

“We wouldn’t have gotten there without the input of people born and raised in the Netflix generation,” says Vanderwel.

“I’ve been a very strong advocate for the contributions they can make.”

As much as middle-aged vice-presidents with teenage kids may have heard of

COMPUTER ENGINEER HARIKA KALLURI WAS PART OF ROGERS NEAR PROGRAM FOR GRADUATES

Over 9,000 jobs available in the past year

Provides subsidies for professional accreditation

Rogers Youth Fund invests in range of educational programs

Celebrated 12th anniversary of “Walk a Mile in My Shoes” program

Buzzfeed (the publishing powerhouse), PewDiePie (the video gaming phenom) and Snapchat (the disappearing message app), as Vanderwel notes, “the number of our execs running around on Snapchat is relatively low.”

Kalluri says she speaks and emails regularly with VPs and directors as part of her job, one of the things that made her realize she was truly in the real world and not at university anymore.

She has also taken advantage of the

“Walk a Mile” program. “Walk a Mile,” which turned 12 this year, allows employees to work within different roles across the company in order to better understand the customer’s experience.

Since many potential recruits’ first experience with Rogers is as a customer, improving service won’t just make consumers happier, says Vanderwel. It will make the company an even more desirable employer for the young people now being introduced to Rogers technology.

We believe in our employees & in helping them build a rewarding career jobs.rogers.com

28

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The prognosis at Sunnybrook: a lifelong career

ometime this spring, Humdan Yarkhan and his wife will welcome their first child into the world at Toronto’s Sunnybrook Health Sciences Centre. It’s not their local hospital. But Yarkhan wouldn’t have it any other way. “I have a very strong attachment to Sunnybrook,” says the 32-year-old HR Business Partner in the facility’s Human Resources department. “I hope to spend the rest of my career here.”

That deep connection is easy to understand: Sunnybrook has helped Yarkhan build a strong foundation for his family’s future. At the age of 22, he was hired as an HR Assistant in the Compensation and Benefits Department, soon after completing a four-month co-op term in Seneca College’s Human Resources Management program. “I learned more in that co-op,” he remembers, “than I did in my entire education.”

“We truly believe young people are our future. It’s critically important that we’re constantly attracting, developing and investing in new talent.”

– Marilyn Reddick, Vice-President, Human Resources & Organizational Development

Sunnybrook has continued to give him opportunities to grow professionally, moving him from roles in compensation to labour relations to his current position, which requires him to advise clients throughout the hospital in all areas of human resources, including performance management, collective agreement administration and HR policy. “They didn’t want me to stagnate

in any particular job,” he says. “They encouraged me to develop myself.”

As one of Canada’s largest teaching hospitals, instructing, coaching and mentoring employees is second nature at Sunnybrook, says Marilyn Reddick, Vice-President, Human Resources & Organizational Development. And it puts a special emphasis on younger recruits. In any given year, more than 4,000 students pass through its doors in work placements, internships or co-ops.

“We truly believe young people are our future,” says Reddick. “It’s critically important that we’re constantly attracting, developing and investing in new talent.”

Sunnybrook’s educational efforts begin early. In a partnership with the Toronto District School Board, about 70 high school students a year perform three- to six-month placements in a wide variety of departments as part of the board’s Experiential Learning Cooperative Program. The hospital also offers a large volunteer program each summer that gives university and high school students front-line health-care experience. Sunnybrook’s annual healthcare career fair in the spring typically attracts about 375 students, primarily from local high schools. “It shows them we’re more than nurses and doctors,” she adds. “People are always amazed at the different kinds of jobs at a hospital.”

Professional growth is key to Sunnybrook’s culture. The hospital’s first-class education facilities include teaching labs and stateof-the-art simulation rooms for interactive learning. Employees seeking advancement can follow well-defined clinical or career ladders. In any given year, says Reddick, about 1,200 internal staff assume new roles. Managers – or employees who aspire to managerial positions – can take advantage of the Sunnybrook Leadership Institute which offers courses throughout the year geared to leadership development.

HUMDAN YARKHAN STARTED AT SUNNYBROOK HEALTH SCIENCES CENTRE AS A CO-OP STUDENT

Offers tuition assistance for employees interested in further education

Formal mentorship program provided to all new employees

Offers in-house training programs at its Leadership Institute

Runs a co-op program for up to 75 students annually

“One of the sayings we have here,” says Reddick, “is come to Sunnybrook and live your career, and our employment promise to staff is Be More at Sunnybrook.”

Above all, says Reddick, Sunnybrook strives to listen to its employees to better meet their needs. To accommodate the growing demand among its younger staff to engage with their colleagues outside working hours, the hospital now has hockey, basketball and soccer teams, and volleyball is on the way. There’s even a Sunnybrook rock band that plays at special events. The on-site gym is open 24/7.

Yarkhan says he especially appreciates

the hospital’s dedicated prayer space, its beautiful green campus, and the wide variety of healthy food choices – not to mention the special Sunnybrook food app that allows employees to order and pay from their smartphones.

In an era when stability for young workers is in short supply, Yarkhan says, Sunnybrook’s size and diversity of opportunity offers the opportunity to build a lifelong career and still never stop growing. “My colleagues who I graduated with at Seneca have probably changed jobs four times,” he says, “whereas I have progressed within the hospital.”

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Travel Sales Consultants Flight Centre Limited is one of the world’s largest travel agency groups, with more than 2,500 businesses in 11 countries.

Many of our current leaders started with Flight Centre as new grads just like you! This is your fast track into leadership - in fact, 99% of our promotions happen internally.

We’re proud to be innovators in the industry and provide a unique offering to our people. As one of Flight Centre’s freshest, newest faces, you will enjoy global travel opportunities, uncapped earnings and plenty of chances for career advancement.

We know our employees are one of our greatest assets and offer every team member: • A competitive remuneration package with uncapped earning potential • Career advancement opportunities • Professional and personal development programs • Discounted travel and educational trips • Opportunities to attend global conferences and award galas • Health, Career and Financial Services • Full travel industry training and support • Performance recognition and rewards

At Flight Centre, we’re more than just travel. If you’d like the opportunity to fulfill your ambitions and join one of Canada’s Top 50 Employers, then apply with us today.

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