Canada's Top Employers for Young People (2017)

CO-PUBLISHED BY

MEDIACORP

2017 WINNERS

p Young employees at Great-West Life in Winnipeg at an outdoor meeting.

GREAT-WEST LIFE

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

q A patrol vessel in Prince Rupert, BC, operated by the Canadian Coast Guard, one of this year’s winners.

15th Annual Edition

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017 Magazine

INTRODUCTION

T

he most popular of the special-interest competitions, Canada’s Top Employers for Young People is a winning proposition not only for the 100 organizations recognized here, but also for young Canadians looking to launch a career.

For the companies, the competition showcases who they are and what they do, providing a means of reaching out to future skilled employees. For young job-seekers, the competition is a valuable resource in finding the right fit with a youth-friendly company where they can get the support needed to excel.

Whether the organization is an engineering firm, hospital, brewery or cosmetics manufacturer, or whether it’s as large as Royal Bank of Canada with 52,488 employees or as small as Ecclesiastical Insurance Office PLC with just 68 – this year’s winners offer an outstanding array of progressive initiatives for younger workers. These include paid internships, job rotation opportunities, mentorship, school partnerships and education tuition subsidies, as well as strong in-house training and development programs for career advancement.

BLOOMBERG FINANCE LP

A number of companies also maintain internal networks to foster connections and give young employees a voice, such as the Millennial Innovation Council at Capgemini Canada to encourage cross-generational collaboration, Croesus Finansoft’s in-house Gen Y Committee to integrate, involve and motivate employees under 30 and Lafarge Canada’s “knowledge transfer days.”

Kristina Leung, senior editor of Canada’s Top 100 Employers at Mediacorp Inc., notes that recruitment initiatives for diverse or disadvantaged youth continue to be a focus for many of the companies.

For instance, Saskatchewan Research Council maintains a dedicated aboriginal mentorship program to provide mentoring to students in STEM disciplines throughout the school year, and Toronto-Dominion Bank partners with various community organizations to provide employment opportunities for diverse youth of all backgrounds.

These kinds of socially conscious initiatives are integral to Canada’s Top Employers for Young People and are key to attracting and retaining today’s young talent.

– Diane Jermyn

Anthony Meehan, PUBLISHER

Karen Le,

VICE-PRESIDENT

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Advertising Sales:

Kristen Chow,

DIRECTOR, OPERATIONS

Sponsor Content Writers:

Berton Woodward, SENIOR EDITOR

Michael Benedict Brian Bergman

Ann Brocklehurst Sheldon Gordon Patricia Hluchy D’Arcy Jenish

Bruce McDougall John Schofield

Barbara Wickens

© 2016 Mediacorp Canada Inc. and The Globe and Mail.

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

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

2017 WINNERS

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BORIGINAL PEOPLES TELEVISION NETWORK INC. / APTN, Winnipeg. Television broadcasting; 138 employees. Accepts up to four interns a year who are dedicated to reporting indigenous content.

ACCENTURE INC., Toronto. Management consulting; 3,425 employees.

Manages a summer consulting internship program featuring an opportunity to attend a student leadership conference in Chicago.

AGRIUM INC., Calgary. Agriculture products and fertilizer manufacturing; 3,440 employees. Offers a Marketers-in-Training program to help new grads combine their university or college knowledge with on-the-job training.

ALBERTA-PACIFIC FOREST INDUSTRIES INC., Boyle, Alta. Pulp and paper mills; 408 employees. Hosts a Career Week, with mill tours, business unit information booths, giveaways and door prizes.

ALTAGAS LTD., Calgary. Natural gas distribution; 1,020 employees. Sponsors three scholarships for Mount Royal University students, recognizing excellence in business administration and communications/public relations.

ATB FINANCIAL, Edmonton. Credit union; 4,802 employees. Offers a summer student program featuring lunch-andlearn sessions, classroom learning and access to senior leaders.

B

AYCREST HEALTH SCIENCES, Toronto. Nursing-care facilities; 975 employees. Developed a youth job-shadowing program to provide youth volunteers an opportunity to job-shadow for a day.

BAYER, Mississauga. Pharmaceutical manufacturing; 1,522 employees. Manages the BIMS Global Program to help develop the company’s younger talent to take on senior leadership roles.

BC HYDRO, Vancouver. Hydroelectric power generation; 5,018 employees.

Manages a two-year Engineer-in-Training program for recent engineering grads that includes rotations through multiple areas of the organization.

BENNETT JONES LLP, Calgary. Law firm; 861 employees. Provides in-house mentoring for legal assistants, summer legal students and articling students.

BOEING CANADA OPERATIONS LTD., Winnipeg. Aircraft equipment manufacturing; 1,579 employees. Offers generous tuition subsidies for courses taken at outside institutions.

BRIGHTER MECHANICAL LTD., Richmond, B.C. Plumbing, heating and air-conditioning contractors; 101 employees. Maintains a comprehensive trades development program to provide multiyear skills-development streams for young people new to trades.

BRUCE POWER LP, Tiverton, Ont. Nuclear power generation; 4,071 employees.

Hosts one of nine Canadian chapters of the organization North American Young Generation in Nuclear.

C

ACTUS RESTAURANTS LTD., Vancouver. Restaurants; 1,314 employees. Offered its first in-house Professional Cook Level 1 Class for firstyear Cactus Club apprentices.

CALGARY, CITY OF, Calgary. Municipal government; 12,171 employees. Maintains a dedicated Youth Employment Centre to provide career counselling and planning to young people ages 15 to 24.

CAMECO CORP., Saskatoon. Uranium mining; 3,040 employees. Established a trades apprenticeship program which includes mentoring, on-the-job training and financial support.

CANADA REVENUE AGENCY / CRA, Ottawa. Federal government; 39,495 employees. Maintains a Young Professional Network, a self-managed forum for young people.

CANADIAN TIRE CORP. LTD., Toronto.

Retail; 85,000 employees. Offers a Finance Associate Analyst Rotational Program for graduates interested in finance.

card issuing; 973 employees. Encourages creativity through Innovation Days, 48-hour events that allow employees to break from their regular jobs and work in teams on an innovation project that interests them.

CARGILL LTD., Winnipeg. Food and agricultural products; 8,166 employees.

Offers a variety of in-house training opportunities, including a high-performance leadership academy and an online university.

CENTRE FOR INTERNATIONAL GOVERNANCE INNOVATION, Waterloo, Ont. Business association; 82 employees.

Piloted the region’s first high-school Model UN, a one-day conference for senior high-school students.

CERIDIAN, Winnipeg. Payroll services; 1,597 employees. Offers New Grad Boot Camp, an eight-week curriculum for university interns and new grads in one of three streams – technical, project or business.

CIBC, Toronto. Banking; 36,215 employees. Manages a comprehensive co-op program featuring lunch-and-learn workshops, coaching and mentoring plus social events to help students connect across the organization.

CISCO SYSTEMS CANADA CO., Toronto. Computer and equipment manufacturing; 1,741 employees. Offers an international Early-in-Career exchange, pairing participants with others for a one-week exchange to a Cisco host country.

CITCO (CANADA) INC., Toronto. Portfolio management; 1,119 employees. Hosts a New Graduate Open House for prospective new grads to meet the senior management team, network and learn about the industry.

CITI CANADA, Mississauga. Banking; 2,614 employees. Manages a number of Campus Analyst programs to provide recent graduates with opportunities to gain career-level experience.

CAPGEMINI CANADA INC., Toronto.

Information technology; 371 employees.

Created a job-rotation program for staff with more than one year of experience.

COCA-COLA CANADA, Toronto. Beverage and food manufacturing; 5,252 employees.

Offers a 12-week paid summer sales internship program.

CAPITAL ONE BANK (CANADA BRANCH), North York, Ont. Credit

COLLINS BARROW CALGARY LLP, Calgary. Accounting; 101 employees.

Provides designated employee opportunities to work overseas for a temporary paid work term.

COMMUNICATIONS SECURITY ESTABLISHMENT, Ottawa. Federal government; 2,176 employees. Created a Young Professionals Network to provide support and a voice for young employees.

CONNECT HEARING, Victoria. Offices of physical, occupational and speech therapists, and audiologists; 359 employees. Supports employee development through a number of unique training opportunities.

CORUS ENTERTAINMENT INC., Toronto. Media production and broadcasting; 1,513 employees. Participates in an internship program managed by Sheridan Institute of Technology and Advanced Learning’s Faculty of Animation, Arts and Design.

CROESUS FINANSOFT INC., Laval, Que. Custom computer programming; 159 employees. Maintains an in-house Gen Y Committee, which aims to integrate, involve and motivate employees under 30.

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ELTAWARE SYSTEMS INC., Charlottetown. Custom computer programming; 100 employees. Offers mentoring to new employees as well as a professional development allowance.

DEPARTMENT OF FINANCE CANADA, Ottawa. Federal government; 750 employees. Hosted its second annual Interdepartmental Innovation Fair to showcase employees’ innovations and successes and invited local students to participate.

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2017 WINNERS

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017 Continued

DEPARTMENT OF FISHERIES AND OCEANS AND CANADIAN COAST GUARD, Ottawa. Federal government; 10,251 employees. Offers an Inshore Rescue Boat Program to provide employment experience and mentorship to postsecondary students.

DESJARDINS GROUP / MOUVEMENT DES CAISSES DESJARDINS, Lévis, Que. Credit union; 40,944 employees. Manages a Young Intern Officer Program for individuals between the ages of 18 and 30.

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CCLESIASTICAL INSURANCE OFFICE PLC, Toronto. Insurance; 68 employees. Manages a Business Intern Program, a three-year rotational program for recent university graduates pursuing the Chartered Insurance Professional designation.

ENBRIDGE INC., Calgary. Natural gas distribution; 5,848 employees. Created a four-year professional development program to provide new engineering graduates with exposure to gas distribution engineering and operations activities.

EPCOR UTILITIES INC., Edmonton.

Electric power distribution, 2,273 employees. Created a job-shadow program to provide opportunities to work in another area of the business.

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EDNAV LTD., Montreal. Deep-sea freight transportation; 176 employees. Hires interns who participate in rotations in various departments.

FIDELITY CANADA, Toronto. Portfolio management; 792 employees. Offers a generous Work Relocation Program to help students cover moving costs if relocating for a co-op placement.

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ENERAL ELECTRIC CANADA / GE, Mississauga. Diversified technology and equipment manufacturing; 7,213 employees. Helps recent finance grads gain work experience through a Financial Management Program.

GREAT-WEST LIFE ASSURANCE CO., Winnipeg. Insurance; 10,938 employees.

Recruits actuarial students for summer co-op opportunities each year.

GROUPE DYNAMITE INC., Montreal.

Retail; 1,824 employees. Created a Graduate Rotational Program to help cultivate young talent.

H

ATCH LTD., Mississauga.

Engineering; 2,930 employees.

Offers scholarship grants, hosts information sessions and collaborates

on research and development projects in partnership with universities across Canada.

CHRISTINNE MUSCHI / THE GLOBE AND MAIL

HEALTH CANADA / SANTÉ CANADA, Ottawa. Federal government; 9,113 employees. Manages the Health Canada Science Management Development program, a three-year initiative for employees who want to become senior managers.

HOLLAND BLOORVIEW KIDS REHABILITATION HOSPITAL, Toronto.

Hospital: 514 employees. Created the Leading the Way Youth Employment Initiative to help high-school students with disabilities gain work experience and build connections.

HOME DEPOT OF CANADA INC., Toronto. Retail; 13,790 employees. Maintains an active presence on campuses, partnering with more than 100 colleges, universities and trade schools across Canada.

HOUSE OF COMMONS, Ottawa. Legislative bodies; 1,556 employees. Selects 40 students from CEGEPs and high schools across Canada to participate in a dedicated Page Program.

HYDRO ONE LTD., Toronto. Electric power distribution; 5,482 employees. Provides scholarships, including paid work terms, in numerous categories including women in engineering, aboriginal students and black students.

HYDRO OTTAWA, Ottawa. Electric power distribution; 638 employees. Created an Engineer Intern Training and Development Program to support the development of recent engineering grads.

I

NTACT FINANCIAL CORP., Toronto.

Insurance; 11,314 employees. Maintains a Graduate Leadership Development Program, a two-year rotation program for MBA graduates.

INTELLIWARE DEVELOPMENT INC., Toronto. Computer programming; 83 employees. Encourages ongoing training and development through monthly lab sessions to facilitate hands-on technical knowledge sharing and learning.

J

AZZ AVIATION LP, Dartmouth, N.S. Air transportation; 4,266 employees.

Offers scholarships to students enrolled in Aircraft Maintenance Engineer programs at local community colleges.

JOEY RESTAURANT GROUP, Vancouver. Restaurants; 325 employees. Created a JOEY Campus employee website, a vir-

p The aviation museum at the Montreal headquarters of Air Canada, one of this year's winners. tual university featuring online resources.

K L

PMG LLP, Toronto. Accounting; 6,385 employees. Launched Avenues, a program for graduates in the early stages of their career with the firm. ’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; 3,143 employees.

Created an expansive 10-month Global Management Trainee Program for undergraduate students.

LAFARGE CANADA INC., Calgary. Concrete manufacturing; 5,143 employees.

Hosts Precast Day to provide learning opportunities to students obtaining an engineering degree.

LOYALTYONE CO., Toronto. Marketing consulting; 1,187 employees. Maintains a Millennial Advisory Board of 30 millennial employees from different teams who consult regularly on organizational changes.

M

ANITOBA, GOVERNMENT OF, Winnipeg. Provincial government; 12,762 employees.

Offered more than 1,300 students full-

and part-time opportunities, including summer employment and co-op placements.

MANULIFE, Toronto. Insurance; 12,868 employees. Maintains an extensive co-op program, providing students with opportunities to participate in a variety of activities and events.

MATRIX SOLUTIONS INC., Calgary.

Environmental consulting; 594 employees. Participates in the Operation Minerva program to encourage young women to consider a career in the sciences.

McMILLAN LLP, Toronto. Law firm; 666 employees. Maintains a student writing mentor program to help students and associates develop writing skills for research memos.

METROLINX, Toronto. Public transit; 3,071 employees. Partnered with The United Way and Ready, Willing & Able to generate employment opportunities for students with intellectual disabilities or autism spectrum disorder.

MORGAN STANLEY SERVICES CANADA CORP., Montreal. Secondary market financing; 577 employees. Participates in on-campus events, career fairs, interview days and information sessions.

N

ORTHWEST TERRITORIES, GOVERNMENT OF, Yellowknife.

Territorial government; 5,950

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

2017 WINNERS

Continued

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

NORTHWESTEL INC., Whitehorse, Yukon. Telecommunications; 506 employees. Provides tuition subsidies for job-related courses and maintains a Northern Futures Scholarship program.

NTT DATA CANADA, Inc., Halifax, N.S. Computer systems design; 994 employees. Manages a dedicated business analyst program for recent MBA grads.

NUANCE COMMUNICATIONS CANADA INC., Montreal. Software publishers; 740 employees. Encourages employees to cultivate creativity through innovation challenges.

O

NTARIO PUBLIC SERVICE / OPS, Toronto. Provincial government; 62,080 employees.

Maintains the Premier’s Council on Youth Opportunities, an advisory body comprised of youth, young professionals, front-line workers and other leaders to help improve outcomes for young people.

P

EPSICO CANADA, Mississauga.

Soft drink and food manufacturing; 9,358 employees. Manages Connect, a network for employees from all generations, job functions and levels of experience.

PHARMASCIENCE INC., Montreal.

Pharmaceutical manufacturing; 1,735 employees. Created a Business Leadership Rotation Program to help employees develop the necessary skills for management-level positions.

PROCTER & GAMBLE INC., Toronto.

Consumer product manufacturing; 1,754 employees. Maintains the FAST Program to provide summer interns with opportunities to work on multifunctional teams to address current business issues.

PROVINCIAL HEALTH SERVICES AUTHORITY / PHSA, Vancouver. Hospitals; 10,346 employees. Offers a Radiation Therapy Service Technologist Trainee Program, which features dedicated training and practical experience for up to five years.

R

.F. BINNIE & ASSOCIATES LTD., Burnaby, B.C. Engineering; 115 employees. Manages an Engineer-in-Training Program to support the career advancement of its employees and facilitate professional accreditation.

RBC, Toronto. Banking; 52,488 employees. Offers career-level experience to recent university and college graduates through its Career Launch Program, a one-year paid internship for graduates under 24.

ROGERS COMMUNICATIONS INC., Toronto. Telecommunications, cable publishing and subscription programming; 23,177 employees. Helps candidates who have graduated within the past two years by creating a dedicated rotational program to gain industry experience.

S

AP CANADA INC., Toronto.

Custom computer programming; 2,863 employees. Provides students with the opportunity to work for a 10week period, offered in partnership with BCIT’s Business Information Technology Management Diploma program.

SASKATCHEWAN GOVERNMENT INSURANCE / SGI, Regina. Insurance; 1,882 employees. Participates in the Gradworks Intern Development Program for recent postsecondary graduates.

SASKATCHEWAN RESEARCH COUNCIL / SRC, Saskatoon. Research and development; 344 employees.

Offers mentoring for engineers- and geoscientists-in-training to support employee efforts to achieve professional accreditation.

SASKPOWER, Regina. Hydroelectric power generation; 3,331 employees. Hires engineering interns for a period of eight to 16 months with a variety of positions across business units and departments.

SASKTEL, Regina. Telecommunications; 3,102 employees. Participates in the InRoads program, an aboriginal-focused internship that includes pre-employment guidance and career counselling.

SUN LIFE FINANCIAL INC., Toronto.

Insurance; 9,213 employees. Manages an actuarial development program that includes study materials, exam fee reimbursement and work rotations.

SUNNYBROOK HEALTH SCIENCES CENTRE, Toronto. Hospitals; 5,950 employees. Hosts an annual Healthcare Student Career Fair to create awareness of careers in a health-care environment.

SURREY, CITY OF, Surrey, B.C. Municipal government; 1,825 employees. Offers practicum opportunities for students who attend local colleges and universities.

T

D BANK GROUP, Toronto. Banking; 43,273 employees. Manages more than 20 associate programs to provide recent graduates with opportunities to gain career-level experience in a variety of fields.

TELUS CORP., Vancouver. Telecommunications; 23,328 employees. Hosts a Social Enterprise Competition for employees to share ideas for a social enterprise that will help Canadians enhance their well-being.

U

BC / UNIVERSITY OF BRITISH COLUMBIA, Vancouver. Universities; 10,459 employees. Offers a variety of in-house training programs, including the award winning Coaching@ UBC program.

UBISOFT TORONTO INC., Toronto.

Software publishers; 3,494 employees.

Created a dedicated graduate program to identify and nurture the development of high-potential employees.

UNILEVER CANADA INC., Toronto.

Consumer product manufacturing; 1,362 employees. Manages an extensive international internship program featuring a number of unique training and development opportunities.

SIEMENS CANADA LTD., Oakville, Ont. Engineering; 4,904 employees. Offers a finance leadership development program to recruit, train and develop high-potential graduates through formal training, mentorship and work rotations within the company.

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SODEXO CANADA LTD., Burlington, Ont. Food service contractors; 5,961 employees. Manages an international mobility program, allowing employees to work in one of the 79 countries where Sodexo operates.

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STANDARDAERO, Winnipeg. Aircraft engine maintenance; 1,255 employees.

Offers apprenticeship opportunities in a variety of trades including welding, power engineering, machining, plumbing and electrical.

WHISTLER BLACKCOMB, Whistler.

Skiing and resort operations; 3,250 employees. Participates in the Government of British Columbia’s Blade Runners

ISION CRITICAL COMMUNICATIONS INC., Vancouver.

Custom computer programming; 562 employees. Participates in co-op programs and works with a number of postsecondary institutions.

EST FRASER TIMBER CO. LTD., Vancouver. Sawmills; 5,449 employees. Manages a New and Young Worker Program to provide extensive training to employees under 25.

program to help at-risk youth between 15 and 30 develop employment skills.

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MCA OF GREATER TORONTO, Toronto, Individual and family services; 1,546 employees. Helps young people improve their official second-language skills while gaining paid work experience through its Summer Work Student Exchange Program.

YORK, REGIONAL MUNICIPALITY OF, Newmarket, Ont. Municipal government; 3,352 employees. Established an Accelerated Advancement for Analysts program to provide work experience to recent graduates with master's degrees.

METHODOLOGY

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he methodology and selection criteria used to determine this year’s list remains unchanged from previous years. 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 its workforce.

Any employer with its head office or principal place of business in Canada may apply for 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

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

6

Agrium cultivates a world of opportunity

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ven before he arrived in Canada in 2011, Ankur Makanji had thought a lot about the kind of company he wanted to work for. He looked at top employer listings and noticed that Calgary-based Agrium Inc. – a global leader in agricultural products, services and solutions – was consistently ranked as one of Canada’s Top Employers for Young People. He was also deeply impressed that the company had made “help feed the world” part of its central mission statement.

“It’s important to me because I want to contribute to the world in a positive way,” says Makanji, 30, who was born and raised in India and later studied human resources and management in the United Kingdom. “Agriculture is a huge deal in India and so I’ve seen the direct impact of using good fertilizers and I’ve also seen the impact of putting bad products into your crops.”

Our industry is changing in some pretty dynamic ways and these are things young people naturally get.

Mike Webb

Senior Vice President, Human Resources

Hired in 2012, Makanji is currently an Analyst in Agrium’s Talent and Mobility, Global Organizational Effectiveness, department. He helps provide support for employees in international locations as they navigate a wide range of issues, including immigration and taxation rules.

Makanji is also in charge of Agrium’s employee engagement survey, which

YOUNG PEOPLE AT AGRIUM MEET WITH MENTORS TO GROW THEIR CAREERS

goes out to some 15,000 employees in North America, South America, Europe and Australia. And in 2016, Makanji became Chair of Agrium’s Young Professionals Network (YPN), a grassroots initiative that represents the interests and concerns of employees ages 18 to 34, who make up 24 per cent of Agrium’s workforce.

These are all impressive achievements for someone who has been with the company less than four years. Makanji credits Agrium’s “culture of opportunity” and the strong guidance he’s received from peers and leaders for helping him succeed so quickly.

“From day one, I’ve been given plenty of opportunities,” he says. “I’ve also been given responsibility and the trust of my leaders that I will make the right decisions. Like a lot of other millennials, that kind of support and recognition is very important to me.”

Makanji was paired with a more senior employee who acts as a champion when key decisions are being made about promotions and new opportunities. Mike Webb, Agrium’s Senior Vice President of Human Resources, says this kind of sponsorship is invaluable.

“We look to these personal champions to tell us what a written employee profile often cannot, namely what drives the individual and makes him or her uniquely qualified for the opportunity at hand,” says Webb. “Quite frankly, in an organization as large as ours you need the ability to connect on that level or else you can end up making blind decisions. This way, we’re much better positioned to help advance careers to the benefit of all concerned.”

Depending on their field of interest, Agrium also offers new recruits a comprehensive set of rotational, on-the-job training programs for engineers, market-

ers, managers and trades people.

Webb says attracting younger employees is critical for a company like Agrium, which is increasingly focused on hightech practices like precision agriculture and uses satellite imaging, drones and soil sampling to better manage and direct the application of fertilizer and seed.

“Our industry is changing in some pretty dynamic ways and these are things young people naturally get,” he adds.

The opportunity to work abroad is another clear draw for young people, something that promises to be an even bigger factor going forward. Pending regulatory approval, Agrium is set to merge with Saskatoon-based PotashCorp to create a world-class integrated global supplier of crop inputs – one that operates in 18 different countries.

Finally, there’s the company’s mission to “help feed the world.” Webb says that, while young employees want to make a good living, “they increasingly tell us they want their jobs to also have a clear meaning and ultimate benefit to society.

We believe we can help them achieve that balance and it’s something that gives me great hope for the future.”

Tuition assistance for employees interested in further education Over 60 jobs available in the past year Formal mentorship program Paid internships for students and new grads

Together we’re cultivating excellence!

We’re honoured to be recognized as one of Canada’s Top Employers for Young People.

agrium.com/en/careers

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

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AltaGas fosters New Graduate career development

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eidi Aly and Candice McBride are university business graduates who have become good friends and co-workers since joining Calgary-based AltaGas in 2012 and 2013, respectively.

Both are recent participants in the energy infrastructure company’s unique and highly competitive New Graduate Program, which takes promising business and engineering candidates and places them in four consecutive six-month rotations across the company’s business segments.

Each year, AltaGas leaders evaluate thousands of applications and select, at most, eight successful New Graduate participants.

It is, by definition, a process of choosing the best and the brightest. Since the program’s inception in 2007, it has also spawned a highly skilled set of alumni who support each other, as well as new participants, in what Nicole Arienzale, Director of Human Resources and Organizational Development, describes as “a best-in-class” career development initiative.

We have a community of graduates who are achieving wonderful things.

Nicole Arienzale

Director of Human Resources and Organizational Development

“We have a community of graduates who are achieving wonderful things as they grow their careers at AltaGas,” says Arienzale.

“Participants in the New Graduate Program are offered a ‘big picture’ view of the organization that helps prepare them for whatever career path they take.”

At the outset, each participant is assigned a senior executive who acts as their personal mentor. In Aly’s case, that person

ALTAGAS EMPLOYEES CREATE SOCIAL VALUE THROUGH VARIOUS COMMUNITY INITIATIVES

was AltaGas’s then Chief Financial Officer, Debbie Stein.

“I did not expect to be assigned a lead executive as my mentor,” says Aly. “Through the mentorship program, Debbie and I met on a regular basis and she provided me with knowledge about the business as well as advice about my desired career path. My mentorship experience was valuable and rewarding.”

Program participants are typically greeted on their first day of work by a gathering of past alumni. This provides them with an immediate network of contacts they can subsequently reach out to whenever they have questions about company practices and procedures.

New participants are also assigned an individual “buddy” who is currently enrolled in the program. This person helps them get

PROUD TO BE ONE OF CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE

further acclimatized to the company or, in McBride’s case, to a new city.

“Heidi, who graduated a year before me, was assigned to be my buddy,” says McBride. “She helped me adapt to my new surroundings after moving to Calgary from a remote small town in northern British Columbia.”

That sense of shared community extends well beyond the workplace. All AltaGas employees are given two paid days a year to volunteer at a charity of their choice.

Current and past members of the New Graduate Program regularly pool their resources to help out at local homeless and emergency shelters and to support causes like the United Way, Habitat for Humanity and the Junior Achievement Program.

They also participate in extra-curricular activities together outside of work. “One

year, we set up a softball team, which was a fun teambuilding activity,” says Aly. “We are more than just colleagues; we are friends.”

After rotating through key segments of the company, both Aly and McBride joined the Enterprise Reporting division as Reporting Analysts. They credit the New Graduate Program with helping them determine their career paths.

“I came into AltaGas with an open mind and was excited to learn about the different opportunities within the industry,” says McBride. “By rotating through the Regulatory, Treasury, Gas Accounting and Risk departments, I got a good feel for the kind of position I’m best suited for – one where I’m constantly challenged in a fast-paced environment where there are lots of deadlines.”

Beyond the program itself, both women say the entire corporate culture at AltaGas is collaborative and supportive.

“We have quarterly coaching sessions with our managers where we always discuss next steps,” says Aly. “Management encourages you to grow and provides you with the support you need to pursue a long-term career.”

Tuition assistance for employees interested in further education Formal mentorship program with executives Subsidies for professional accreditations Rotates program participants through four departments

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

8

Bridging the generation gap at Baycrest

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world-class research and care institute for the aged is hardly the place one expects to attract a youthful workforce.

But the young-old synergy at Baycrest Health Sciences helps make it an international leader in human brain research and care for the elderly, according to the institute’s President and CEO, Dr. William Reichman.

“It may sound counter-intuitive, but research shows that the elderly respond positively to the presence of younger people – and vice versa,” Reichman says.

“For example, we know that seniors gain much more from exercise when young people are also taking part than when it is with only their older cohort.”

To break down barriers that limit the younger generation’s contact with their grandparents’ age group, Baycrest works hard to attract juveniles, teens and university students to its 22-acre campus in Toronto.

“It’s a full-court press,” explains Reichman.

“Demographic trends compel us to attract young people to careers focusing on the world’s burgeoning aging population.”

We want to show young people how enriching it can be to have contact with their elders.

Dr. William Reichman

President and CEO

Recruitment can start as early as elementary school, with pre-teen students participating in Baycrest music and art programs. High-school students are encouraged to volunteer, with some also provided the opportunity to shadow health providers, including Reichman when he leaves his desk to treat patients once a week. “We want to show young

OLIVER ARGUELLES, REGISTERED NURSE AT BAYCREST HEALTH SCIENCES

people how enriching it can be to have contact with their elders,” he says.

At the university and post-graduate levels, Baycrest offers varied summer employment as well as research opportunities for some 1,000 students annually.

“We attract students and recent graduates from around the globe who want to work with the world’s top brain scientists,” says Reichman.

One distinctive program is a partnership with Toronto’s George Brown College culinary students to improve care for seniors with swallowing and nutritional issues.

Once graduates join Baycrest, the institution remains responsive to their needs. “Younger people are inquisitive, and they know what they don’t know,” says Reichman. “To that end, we provide them with extensive educational oppor-

tunities, including some 800 educational programs annually. Young people want to grow, and here we embrace learning and the sharing of wisdom.”

Another educational opportunity comes with sponsored travel abroad.

Says Reichman: “It’s important to learn how others approach similar challenges, and our younger employees particularly appreciate that chance.”

But above all, Reichman says young people are attracted to Baycrest because its relatively small size and the nature of its patients create a family atmosphere.

“I’ve worked at several other healthcare institutions, and Baycrest stands alone in establishing a sense of community in the workplace,” he adds. “Our patients stay longer than in an acute-care hospital so we can build strong relationships.”

That community feeling is what

motivates Oliver Arguelles, a Registered Nurse who works with Baycrest residents experiencing mental health issues.

Arguelles, now 26, joined Baycrest as a part-time casual at 22 after completing a two-year practical nursing diploma at Humber College. His supervisor encouraged him to pursue a registered nursing degree at Ryerson University and arranged for him to receive financial support from Baycrest and a part-time schedule that fit his class schedule so he could have sufficient funds to complete his degree.

“Baycrest’s support changed my life,” Arguelles says. “I became the first in my family to graduate from university.”

From the get-go, he has thrived on working with elderly patients. “We have so much wisdom to learn from them,” he says, “and, in return, we get to show them some of the latest technological developments.”

Arguelles adds he has always felt welcome into the Baycrest community, regardless of his age and relative inexperience. “It’s really tight-knit, both with staff and patients,” he says. “When I go to work, it doesn’t seem like work – it’s like going to my second family.”

Tuition assistance for employees interested in further education Over 200 jobs available in the past year Extensive online training programs 12-week paid summer research internship program

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

9

At Bayer, millennials are the future

S

ummer students at Bayer’s Crop Science division are out almost every day getting their hands dirty in work that is far from routine. In the division’s Saskatoon-based Environmental Affairs Group, they are often immersed in experimental farm fields, working the soil on their own and monitoring the quality of new crops.

“Bayer is great for young people because it provides them with meaningful experiences,” says Lee Huber, an environmental Senior Principal Investigator with the company. “They are given lots of independence, responsibilities and the chance to develop new skills.”

Huber has been supervising university students during the summer for several years and enjoys the interaction with the students as much as the students appreciate the challenging work opportunities.

“I learn as much from them as they do learning on the job,” he says. “They bring a fresh approach, and I also learn by being with people from a younger generation.”

If you want to grow, the sky’s the limit.

Lynda Newcomb

Vice President, Human Resources

He explains: “There’s a huge difference, even between 18- and 24-year-olds. I have to understand their strengths and tailor tasks accordingly. If they’re not engaged, they won’t enjoy their work and they won’t be as productive.”

Providing a stimulating and welcoming work environment for young people is an essential element of Bayer’s corporate strategy. Approximately 25 per cent of

BAYER ENCOURAGES THEIR YOUNG HIRES TO GROW PROFESSIONALLY

Bayer’s workforce is aged 35 and under.

“Millennials are the future,” says Lynda Newcomb, Vice President, Human Resources. “Our summer students, especially, are our pipeline of future talent.”

Bayer hires about 220 university and college students every summer, some of which are hired permanently when new positions arise. “We aim to create a positive work experience and help them grow,” says Newcomb. “And the vast majority wants to continue that growth with us.”

Indeed, there are numerous programs designed to help young hires find their way when starting their Bayer careers and to grow professionally. For example, in Crop Science, Technical Sales Associate summer students in their first week are invited to participate in a four-day

conference that includes product training, safety training, networking opportunities and an introduction to career development discussions.

In addition, this year Bayer hired an intern from the University of Toronto’s Master of Management of Innovation program who worked closely with a newly formed Innovation Council to deliver Bayer’s first-ever innovation week for employees. “We believe in career flexibility and also encourage movement,” says Newcomb. “At Bayer, there are many areas you can work in, both in Canada and abroad. If you want to grow, the sky’s the limit.”

She adds Bayer also attracts young people because it is a company determined to make a positive difference in people’s lives, a major concern among that demographic.

INSPIRED AT BAYER

BY YOU’RE LIFE? EXPECTED TO BE. Explore Employment Opportunities at Bayer.ca and BayerCropScience.ca

“Millennials want to contribute to a positive global future,” Newcomb says.

As well as its prescription drug business, Bayer is best known for its over-thecounter medications such as ASPIRIN® and, more recently, trusted brands such as Coppertone and Claritin.

For its growing Crop Science Division, the Bayer summer student experience in one of its eight Canadian agricultural centres can be a real eye-opener. Says Huber: “From the science side, they learn what is required to grow a healthy and productive crop. And from the business side, they learn the effort it takes to bring a new product to market.”

And working for Bayer can be fun as well as rewarding. “Students who are required to travel to research sites are provided a truck for the summer,” he says.

“And we buy their meals when we take day trips or more, so they don’t have to pack a lunch. We look after those little things that make a big difference to them.”

But most of all, Huber says young people at Bayer benefit from the encouragement and mentoring they receive from senior staff. “We are more than willing to train and support people as they grow,” he says. “It’s what we’re all about.”

Tuition assistance for employees interested in further education 220 student jobs available last year Co-op and internship opportunities for students and new grads Subsidies for professional accreditations

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

10

Capital One: Where community and personal development collide

S

ara Rodier was standing in the middle of the room last October during Gift the Code, a charity “hackathon” run by the Canadian branch of Capital One Bank.

As the 30-year-old Manager of Corporate Social Responsibility for Capital One Canada scanned the crowd, she noticed a man in a red hoodie giving participants directions and answering questions. She realized right away it was Capital One Canada President Shane Holdaway – and she felt a little flush of pride.

“I really value the importance that Capital One places on giving back to the community, and our leadership sets the tone from the top,” says Rodier.

“They provide great opportunities for young people to make an impact.”

It’s a place where you come into work, but you don’t feel it’s like work.

And that’s when you know you’ve hit the jackpot.

Sara Rodier

Manager of Corporate Social Responsibility

Gift the Code brought together more than 140 participants for 40 hours one weekend last fall to solve technology challenges faced by six Toronto-based charities. It’s expected to become an annual event, and is only one of the many ways the financial services firm gives back. According to a national survey, 81 per cent of young Canadians want to work for an employer that contributes to the community, says Chief People Officer Christina McClung.

EMPLOYEES FROM CAPITAL ONE PARTICIPATE IN GIFT THE CODE, A CHARITY ‘HACKATHON’

“That’s something that perfectly aligns with our values,” she adds.

“We want to recruit people who are cause motivated and want to support various impacts – and not all on their own time.”

Capital One associates are encouraged to do volunteer work on company time – a fact that sets it apart from many other companies, says McClung. Some choose to get involved in companysupported causes, like Gift the Code or the Enactus World Cup, an international competition that challenges post-secondary students to create entrepreneurial ventures that improve the world. Associates also have the chance to promote the charity of their choice each year through the Who Wants to Be a Philanthropist pitch competition. Associates across the organization cast their votes, and the company donates $35,000 to the winning charity,

$25,000 to the runner-up, and $10,000 to the third-pace finisher.

When it comes to talent, Capital One’s entire approach is to hire smart people and empower them to do their best work, says Rodier. To help them find their passion, it offers a number of 12- to 18-month rotational programs that give new recruits the opportunity to work in a variety of areas within the company. The 18-month Finance Rotation Program, for example, includes two stints in sectors such as accounting and treasury, corporate planning, and line-of-business finance. Program participants may also be eligible to participate in a rotation outside of their home country.

Once they’ve discovered their niche, there are mentorship opportunities that match new associates with a mentor who can help them thrive in their careers. “We’re really focused on sup-

porting growth and development,” says McClung.

Capital One’s culture also emphasizes innovation. Every quarter, it offers Innovation Days to help unleash the creativity of its associates. The 48-hour events allow them to break away from their regular jobs and work in teams on a new product or service. Ideas are presented to a panel of judges and prizes are awarded to the winners.

Even the open, contemporary design of the company’s Toronto office is engineered to inspire communication, collaboration and creativity. It comes complete with a range of amenities, including a cafeteria with subsidized meals and a barista, and a lounge with a foosball table and a 60-inch TV. And because active minds depend on healthy bodies, every associate has a sitstand desk, access to an on-site fitness facility and a very competitive benefits package. Work-life balance is actually considered a business priority, says Rodier. “It’s a place where you come into work, but you don’t feel it’s like work,” she adds. “And that’s when you know you’ve hit the jackpot.”

Tuition assistance for associates interested in further education Formal mentorship program Paid internships for students and new grads Subsidies for professional accreditations

We’re proud to be one of Canada’s Top Employers for Young People.

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

11

At Ceridian, career growth starts on Day 1

W

hen Jesaiah Mills joined Ceridian just two days after graduating from university, he was keen to work for an employer known to offer a wealth of opportunities for career growth.

With three promotions in just over four years, things have turned out even better than Mills had hoped. He now leads implementation project teams at the human capital management technology company.

“Ceridian has provided me with a career program I never could have dreamed of,” says Mills. “They have given me the opportunity to grow and develop, personally as well as professionally.”

Implementation is the second of three key stages in Ceridian’s relationship with its customers. After the sale is completed and before customer support takes over, Mills’ team is responsible for configuring, testing and modifying Ceridian’s cloud-based Dayforce Human Capital Management solution. “No two customers are alike,” says Mills, whose degree in mechanical engineering reveals a predilection for analysis and problem-solving. “I really enjoy making sure each customer has exactly what they need.”

We want people to feel they’re a part of something amazing.

Lisa Sterling

Chief People Officer

Up next for Mills, who has already benefitted from several of Ceridian’s development programs, is its Top Talent Program.

This program provides participants with opportunities to develop leadership and business acumen skills as well as enhance their career through training, mentorship with senior leaders and project management experience.

NEW GRADS CHART THEIR OWN COURSE AT CERIDIAN

With nine offices in Canada, including main offices in Toronto and Winnipeg, Ceridian offers careers in technology, sales and marketing, customer service and corporate fields such as finance, HR and legal affairs. Ceridian is a global company, serving small, medium and large organizations across the world.

Lisa Sterling, Chief People Officer, describes how Ceridian pays special attention to the on-boarding stage, which is crucial to each employee’s success. “We make sure people get acclimatized not just to their job, but to our culture,” she says.

“We’re setting them up to be connected and productive before they arrive on Day 1. It’s also a time for them to collaborate with others and start building relationships throughout the organization.”

For university interns and recent graduates, Ceridian offers New Grad Boot Camp.

In the four- to six-week intense program, employees learn about the company’s culture and products, take part in team-building and networking events, job shadow in different departments and develop rapport with a dedicated mentor.

As well as formal training and development programs, Ceridian has an array of methods for employees to get the experience they need. These include financial educational assistance and subsidies for professional accreditation, job rotation programs and opportunities to explore careers elsewhere in some of Ceridian’s global operations.

This focus on career growth is key to attracting and retaining today’s young

Picture yourself here.

Proud to be recognized as one of Canada’s Top Employers for Young People.

ceridian.com/careers

workers, notes Sterling. So too is employee engagement, for which Ceridian has multiple strategies, including flexible benefits, providing recognition and rewards, and encouraging open communication and collaboration.

Ceridian also believes a little workplace levity goes a long way. At each location, the company funds “Fun at Work” committees, run by employee volunteers whose initiatives create opportunities for teamwork and fun. They have included everything from shuffleboard tournaments and gingerbread house competitions to “shorts Fridays” where employees donate $2 to wear shorts at work with the money going to charity.

Sterling says there is a clear message behind all the measures Ceridian takes to make employees’ work life better – the company truly cares about their well-being.

“We work hard, we play hard and we celebrate life’s wins,” says Sterling. “We want people to feel they’re a part of something amazing: the Ceridian family.”

According to Mills, it’s working. “I feel valued knowing the company would go to such lengths for me,” he says. “It’s clear Ceridian values me not only as an employee, but as a person.”

Tuition assistance for employees interested in further education Over 500 jobs available in the past year Formal mentorship program Subsidies for professional accreditations

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

12

CIBC banks on attracting top talent early

F

or his undergraduate degree, Jonathan Vukson studied international business at five schools in four countries on three continents. Summers, he worked for the Ontario Ministry of Natural Resources fighting forest fires. Then, when he graduated, he went into banking at CIBC. If that seems incongruous, it’s not.

“The banking industry as a whole is changing fast,” explains Vukson. Word’s gotten around about how CIBC is innovating with fintechs, how it’s a leader in digital, and how it offers a collaborative and inclusive workplace environment that appeals to younger employees.

Vukson was hired by CIBC as part of a rotation program for Risk Management Development Program analysts.

Now in his third rotation, he’s on the frontlines learning how to create an excellent experience with credit-seeking clients. He spent his second rotation in credit risk, number crunching, and his first, in retail risk.

Every day is very different. I might meet with clients one day, and then the next might be very analytical work.

Genevieve Neal-Ellis

Associate, Securitization, CIBC Capital Markets

Vukson is grateful for the training and opportunities available at CIBC, including a “hackathon” at CIBC Live Labs and a “mindfulness” session that went beyond traditional leadership methods.

“It was not just a professional benefit,” he says, “but also a great balance of work and life.”

CIBC OPERATES AN INNOVATION SPACE IN TORONTO’S MARS DISCOVERY DISTRICT THAT FOCUSES ON EMERGING TECHNOLOGIES IN BANKING

As CIBC strives to attract and retain top young talent, rotation programs like Vukson’s are playing a key role. The bank wants job-seekers to be aware of the many different opportunities an institution like CIBC can offer ambitious young professionals.

The bank especially wants to nab talent early in the digital field. In recent years, CIBC has beefed up its co-op programs with universities and colleges. If a student proves a good fit on a co-op stint, CIBC will make them an offer even if they might not join full-time for two or three years.

Aayaz Pira, Senior Vice President, Digital, says that when those future employees return to school they serve as “brand ambassadors” for CIBC and “nodes for talent attraction”, spreading the word about opportunities at the bank.

Genevieve Neal-Ellis discovered CIBC through traditional campus recruiting. Impressed by the bank’s opportunities for women as well as CIBC’s commitment to investing in communities and causes she cares about – CIBC Run for the Cure and United Way, for example – she accepted a summer position in corporate banking in 2011 and then an offer to return full-time the following year once her schooling was done.

She now works with the securitization group, providing financing to large corporations and financial companies.

After two years she was promoted from analyst to associate. “Every day is very different,” she says. “I might meet with clients one day, and then the next might be very analytical work.”

CIBC offers rewarding career opportunities.

One of them could be for you.

CIBC is proud to be one of Canada’s Top Employers for Young People for the fifth year in a row. Choose CIBC and you can begin a career that offers great opportunities for personal and professional growth. To learn more, visit cibc.com/careers.

CIBC Cube Design & “Banking that fits your life” are trademarks of CIBC.

Both she and Vukson are involved with different professional networks in the bank. He joined its Indigenous Employees Circle where, he explains, “we use an Indigenous lens to look at leadership in a corporate setting.”

Neal-Ellis participated in CIBC’s Capital Markets Analysts and Associates leadership program for women and is now part of Women in Capital Markets, a membership paid for by CIBC. In addition, she co-chairs CIBC’s GenNext team, which encourages young professionals to get involved with the United Way and mentor individuals at its agencies.

Pira emphasizes that the type of talent that the bank is looking for now and the way it develops people is as different today as is the nature of banking itself. “More than 80 per cent of our client’s transactions occur in our digital channels,” he says. He expects future leaders of CIBC may well come from its digital operations. “You can build a really great career at our bank if you’re ambitious and have the right skill set and attitudes.”

Tuition assistance for employees interested in further education Over 13,200 jobs available in the past year Formal mentorship program Paid internships for students and new grads

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

13

Citi: like a tech company with a banking licence

A

s a young person, indeed as a young woman, Shirene Madani felt comfortable, welcomed and valued when she started work in Toronto last year at Citi Canada, a subsidiary of Citigroup, one of the world’s largest and most global financial institutions. “We have a very good gender balance here,” says Madani, a senior corporate banking analyst. “It’s not male-dominated like some other financial institutions. I’m included in all work and social settings.”

Even more so, Madani, an Ivey Business School graduate, feels empowered at Citi. “We are encouraged early on to work directly with our own clients and attend client meetings with very senior people,” she says.

Nourishing and encouraging new employees is a critical Citi corporate strategy.

“From our global CEO on down, we are committed to attracting, developing and retaining the best university-sourced talent,” says Christine Di Scola, who heads Citi’s HR operations in Canada.

If you are open to lightning-speed change and transformation, then this is the place for you.

Christine Di Scola

Director and Country Human Resources Officer

Since the 2008 global recession, Di Scola says many business graduates have gravitated to start-ups and technology companies. “We intend to make Citi the employer of choice,” she says.

To that end, Citi works closely with some dozen Canadian universities across the country to first seek out leading

CITI EMPLOYEES PARTICIPATE IN A HOLIDAY FOOD DRIVE FOR SEVA FOOD BANK

candidates and then make them feel at home as soon as they join the bank.

People like Madani first interacted with Citi through its extensive summer intern program while, for his part, University of Waterloo computer engineering grad Pawan Bhatla came aboard in 2014 directly after graduation.

Bhatla experienced two co-op assignments at other financial institutions before joining Citi, where he now works in fixed-income electronic trading support out of Mississauga, Ont. “Citi differs from other Canadian banks in two significant ways,” he says. “First, it is a truly global institution, which presents many opportunities for development.

Every day, I am talking to people from Singapore to London, solving problems and learning new skills.

“Second, we may be a large organization, but it’s very accessible. My access to higher management is pretty unparalleled.”

Di Scola describes Citi as a nonhierarchical technology company with a banking licence. “We are an innovation leader,” she says. “That is why we have survived and prospered for more than two centuries. If you are open to lightning-speed change and transformation, then this is the place for you.”

Bhatla agrees. “New codes that could take more than a year to be adopted by most companies can be put in place here in just a few weeks,” he says.

“That’s largely because management listens and is responsive to sound new ideas, even if they come from someone under 30.”

As a result, Bhatla says he is motivated to take on even more responsibilities. “Having your ideas accepted makes you want to work harder and perform even better,” he adds.

All new graduate hires undergo an intensive six-week training period, most

of them in Citi’s New York headquarters. “It’s pretty exciting to meet and work with head office people just as you’re starting,” says Madani. For Bhatla, the training was a chance to build a network and make workplace friends.

“It beats just being dropped at a desk on Day One,” he says.

Citi shows its concern for young hires in other ways. “Millennials want to make a difference and are looking for opportunities to give back,” Di Scola says. To that end, Citi allows graduating students to take a year off to volunteer before they start their jobs. Once they begin, they can sign up for a four-week Citi-sponsored volunteer program in Kenya, aimed at helping local entrepreneurs.

With offices in more than 100 countries, Citi offers other opportunities for young people to develop professionally and personally abroad. Madani is considering a one-year overseas assignment, while Di Scola encourages all staff to look beyond Canada’s borders. Declares Di Scola: “With our global footprint and programs, our early career development opportunities are second to none.”

More than 40% of 2016 hires in six key areas were under age 35 Some 60% of identified future leaders are under 35 Six weeks of head office training in New York City for most new hires 51 full-time and summer undergraduate analysts hired in 2016

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

14

Keeping a low profile while protecting Canadians at CSE

T

he work of the Communications Security Establishment (CSE) is by definition fascinating, personally rewarding for those who do it and, perhaps most of all, vitally important to the security and prosperity of the country. It involves electronic surveillance of foreign communications in order to protect Canada and Canadians from terrorism, espionage, foreign kidnappings and assaults on the country’s embassies. It also involves tracking and monitoring cyber threats and using unique technical expertise to keep the networks and systems that Canadians rely on safe and secure.

But the Ottawa-based organization has a challenge, especially when it comes to recruiting young people. Reporting directly to the Minister of National Defence, the CSE has almost no profile outside the world of intelligence and security. “The public information about CSE is pretty light,” says Scott Jones, Deputy Chief of IT Security. “We’re trying to fill that gap by engaging people through our social media platforms and better use of our website.”

This job is unique and especially rewarding. At the end of the day, your work really matters.

Alison

Software Engineer

Representatives of CSE attend campus job fairs and actively recruit at universities and colleges across the country, says Jones, and those who pause a minute to consider this low-profile organization may find themselves embarking on a career that is, well, fascinating and surprisingly diverse.

Communications Security Establishment

AT CSE HEADQUARTERS, AN OPEN DESIGN FOSTERS COLLABORATION AND INNOVATIVE THINKING

“This job is unique and especially rewarding,” says Alison, a software engineer who can’t say exactly what she does due to the sensitive nature of her work. Nor for that matter can she allow her last name to appear in print due to the terms of her security clearance. “At the end of the day, your work really matters.”

Suffice to say her path into CSE began with attending a campus job fair that led to three stints as a co-op student while she was working on her degree. “I really didn’t know anything about the organization, but it sounded really neat,” she says. “Once I got in it was very easy to make your way around the organization.

You got to know the managers. They make themselves available and there are information sessions where you learn

Centre de la sécurité des télécommunications

about what happens in different parts of the organization.”

CSE primarily hires graduates with technical degrees to work in its intelligence gathering and cyber security operations and these disciplines include computer science as well as software, electronic and electrical engineering.

But the recruiting doesn’t stop there.

“We are a multi-disciplined organization and recruit across the spectrum,” says Jones. “We need linguistics graduates because we are intercepting communications in many foreign languages. We also need people to work in finance, legal, human resources and policy.”

CSE typically hires 80 to 100 students for each of the fall, winter and summer sessions. Many are converted to full-time

employees once they have completed their degrees.

The organization’s Young Professionals Network ensures that new recruits are welcomed and have an opportunity to meet their peers. “It’s really good for young people who have moved to Ottawa for the job and don’t know anybody,” says Alison. “The work can be intense and pretty heavy in terms of pressure so it’s good to have friends in the organization.”

CSE promotes engagement through its Take Me With You Program where younger employees can follow a manager or senior leader through a typical work day and attend high-level meetings. Indeed, Jones adds that the leadership often turns to junior colleagues to provide their insight, and unique point of view.

The organization has created another innovative program called My Path To My Job that is designed to show new recruits how they can enjoy a diverse and rewarding career. “There are a lot of opportunities at CSE,” says Jones. “There’s so much diversity here that you could pursue several paths in the organization over the course of your career.”

Tuition assistance for employees furthering their education Paid internships for students and new grads On-site fitness centre and lunchtime sports leagues Community outreach and charitable activities

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

15

At Desjardins, community spirit is in the DNA

H

elen Lialias loves getting together with her department colleagues from Desjardins Group every few months to catch up on things and forge closer ties. But they’re not your usual social gatherings at a local restaurant or pub, says the 31-year-old Marketing Communications Advisor with Canada’s largest financial services cooperative.

Recently, they planted trees not far from their office in Mississauga, Ont. And on another occasion, the group helped prepare the meal for a local food bank’s annual charity dinner.

Lialias, who joined Desjardins in December 2015, says the company’s community focus has made working there especially meaningful. “As a co-op, that’s one of their core values -- to give back,” says the York University grad, who combines her anthropology degree with a public relations certificate from Humber College and a digital marketing management certificate from the University of Toronto. “The community work we do is really fulfilling, and allows you to get out with your team and learn about things besides your daily responsibilities.”

We’ve been working hard to offer young employees a stimulating environment, career- and skill-development programs, as well as the latest tools for a rich, varied and rewarding career with Desjardins.

Marie-Huguette Cormier

Executive Vice-President, Human Resources and Communications

The company’s emphasis on community and customers has helped create a very supportive environment among co-workers.

“I love my team,” says Lialias. “They bring

YOUNG EMPLOYEES AT DESJARDINS GROUP’S INNOVATION LAB IN DOWNTOWN MONTREAL

a lot of expertise and knowledge that have helped me grow.”

And from her department manager to President and CEO Guy Cormier, leaders at Desjardins are committed to helping employees succeed, adds the Toronto native. “As a young person, it’s important to have strong mentors and strong leaders to help you grow,” she observes. “They promote innovation and perseverance.

That’s something that inspires me in my work every day.”

Younger employees are essential to Desjardins’ future success, says Marie-Huguette Cormier, Executive Vice-President, Human Resources and Communications. “To keep them, we need to give them what they’re looking for, and that’s why we’re innovating in the ways that we reach out to this group,” she explains.

“We’ve been working hard to offer young employees a stimulating environment, career- and skill-development programs,” she says, “as well as the latest tools

for a rich, varied and rewarding career with Desjardins.”

Those offerings include a Young Intern Officer program for employees between 18 and 30, which allows them to work as a member of the Board of Directors or the Board of Supervision of a Desjardins branch for one year. Participants also sit on a variety of committees within the company to bring forward new ideas to serve younger colleagues and customers -referred to as members.

Desjardins Group also launched a Young Executives Network for managers under the age of 35. The group organizes a number of activities and services for members, including an annual conference with workshops and senior-level speakers, a networking cocktail hour, a monthly newsletter, and community activities.

To help secondary school students gain employment experience, the cooperative created the Desjardins Youth Work Experience, which provides summer jobs to young

people between the ages of 15 to 18. The program was developed in partnership with the Quebec government’s Carrefour jeunesse-emploi youth employment initiative and local businesses, with Desjardins offering financial support to facilitate internships.

After working previously in communications roles in the retail sector and for an education technology startup, Lialias says she appreciates the better work-life balance at Desjardins and its competitive benefits package. Vacation time starts at three weeks, and employees can take up to five paid personal days each year, which can be scheduled at their discretion.

She also likes the company’s Quebec roots. Founded by Alphonse and Dorimène Desjardins in 1908 to help low-income Québecois meet their financial needs, Desjardins Group today has a strong presence across much of Canada through its operations in consumer and commercial banking, investing, and insurance. It consistently places high in rankings of Canada’s most socially responsible companies, and in the past year alone, has invested more than $81 million in the broader community through sponsorships, scholarships and philanthropic partnerships.

Tuition assistance for employees interested in further education Formal mentorship program Paid internships for students and new grads Subsidies for professional accreditations

A TAILOR-MADE CHALLENGE FOR PIERRE-LUC

desjardins.com/careers

Pigeon

ALWAYS READY

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

16

Fednav readies for a youth hiring wave

C

ourtney Legault spent the first nine weeks of 2016 in Japan, observing shipbuilding operations. She was part of a team dispatched by Fednav Limited to inspect construction, at the Oshima shipyard in Nagasaki Prefecture, of six Lakers and one Supramax vessel for its shipping fleet.

Fednav, a privately owned firm headquartered in Montreal, is Canada’s largest ocean-going, dry-bulk ship-owning and chartering group.

Legault, a 26-year-old from Huntingdon, Que., observed the welding and assembly of the vessels and then participated in their sea trials. She also learned about the cuisine and other aspects of Japanese culture. “It was a really gratifying experience,” she says. “At Fednav, you’re rewarded for high performance not only with a yearly bonus but with learning opportunities, which I’ve found very beneficial for my career.”

Much of our workforce that is 50+ will be retiring. Our strategy is to replace them mainly with younger people who we will train from the ground up.

Lucie-Marie Gauthier

Vice-President, Human Resources

“About 20 per cent, or 50, of Fednav’s employees are under age 35. But in the next three years, that proportion will rise to almost 50 per cent,” says Lucie-Marie Gauthier, Vice-President, Human Resources. “Much of our workforce that is 50+ will be retiring. Our strategy is to replace them mainly with younger people who we will train from the ground up, because we don’t find all the expertise we need locally in Montreal.”

Entry-level positions for which Fednav hires include accounting and finance,

FEDNAV EXECUTIVES (LEFT TO RIGHT) JOHN MANN (MANAGING DIRECTOR, SINGAPORE), TOM PATERSON (SENIOR VICE PRESIDENT) AND PAUL M. PATHY (CEO) WITH COURTNEY LEGAULT AT THE OSHIMA SHIPYARD IN JAPAN

marketing, business analysts and shippingspecific jobs such as fleet operators and chartering brokers. “We are looking for a university degree, but the determining factors are character and values based: attitude, passion, curiosity, a desire to achieve, and overall excellence,” says Christine Mack, Manager of Employee Development.

As a high performance organization, Fednav is continuously transforming its culture by seeking new ways of meeting modern day expectations, says Mack. “It nurtures open communication by creating opportunities to share information and knowledge within the company. The focus is on continuous improvement, on driving accountability and collaboration down throughout the organization, fostering a sense of urgency to move projects forward.”

Legault was introduced to Fednav during two summer internships while she

ONE OF CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE FOR 2017 www.fednav.com

earned her Bachelor of Commerce degree at Montreal’s Concordia University. She learned of the internship program through Youth of Shipping, a networking group for young marine employees in which her sister was active.

Her first internship, in 2012, was a four-month rotation through most Fednav departments. It included visits to the St. Lawrence Seaway, the Port of Quebec City, the Shipping Federation of Canada and shipping brokers’ offices. She also spent a week at the Burns Harbor, Indiana terminal. On her second internship, in 2013, she worked for five months in the Human Resources and Risk Management departments.

Legault then joined Fednav full-time as a trainee in risk management, quickly progressing to claims analyst. Nearly two years later, the Vice-President of Risk Management suggested that she broaden

her shipping knowledge by joining Fednav’s Ship-owning and Arctic Projects (SHARP) Department for the summer. “It felt like a better fit for my career path, so I stayed in that department permanently,” she says.

Since March 2015, Legault has been Arctic Operations and Projects Coordinator. “I spend a big chunk of the year working on a project in the Canadian Arctic – shipping iron ore from Baffin Island to Europe. We manage the on-site port and shipping operations at the port of Milne Inlet. We ensure the ships arrive and depart safely from the port, that they are properly loaded and that the necessary paperwork is completed.”

She spent a month this past summer on Baffin Island boarding the ships, completing the duties of a boarding agent, liaising with the captains and ship owners, and communicating with Fednav’s headquarters.

“In the next five years, I see myself continuously growing, taking on more challenges, and gaining more expertise in the Arctic and the shipping industry as a whole. And I am sure I will have the full support of Fednav,” she says. “Graduates coming out of university couldn’t ask for more or better than that.”

Tuition assistance for employees interested in further education Over 15 jobs available in the past year Extensive training programs Paid internships for students and new grads

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

17

Fidelity makes a big investment in its employees

N

ever underestimate the power of your network.

Allyssa Wickens didn’t, and it led her to an exceptional opportunity at Fidelity Canada.

Wickens was studying commerce in a co-op program at the University of Guelph. For her next co-op, she says, “I had heard great things about Fidelity Investments, so I attended their presentation on campus.”

“It was clear within the first few minutes, after hearing the two speakers,” she says. “Through their presentation, you could tell how passionate they were about the company. I knew then it was somewhere I wanted to work and I applied for the position.”

In my first few days here as a co-op student, every single person I met had glowing things to say about the organization.

SUMMER STUDENTS FROM FIDELITY CANADA VOLUNTEERING AT BOYS AND GIRLS CLUBS OF CANADA

Allyssa Wickens

Business Development Associate

Wickens ended up doing two consecutive four-month co-ops at Fidelity in 2015, working in the Advisor Sales Division of the global financial services company.

“In my first few days here as a co-op student, every single person I met had glowing things to say about the organization,” she says, adding with a laugh: “At first I almost felt the employees were put up to it, but after being here for four months, I realized it really was a genuine emotion from everyone. This is an employer that puts a lot of value on how its people

are treated, and that truly sets Fidelity apart.”

Another aspect, she says, was the abundance of training Fidelity offers its co-op students. “I saw the investment they were making in their employees, and I knew this was an employer I’d like to grow with.”

After her graduation in Spring 2016, Wickens joined Fidelity Investments as a Business Development Associate, working in a three-person sales team.

She finds the company is always looking for feedback. “I might be in a less senior role but knowing that the company is always listening to what I have to say is empowering,”

she says. “The company is always evolving.”

In fact, even the co-op program has evolved. Diana Godfrey, Vice President, Human Resources Services, says students are commonly told by their schools that they should try to have different work experiences at two or three companies. “We feel we benefit from having the students return,” she says, “so what we’ve done is ask them to return to a different role.

When they come back each semester, their experience is very different.”

During the first co-op, as part of Fidelity’s intensive training system, students learn skills for success beyond

Outstanding young employees make our future even brighter. careers.fidelity.ca

the area they are working in, such as presentation skills, business etiquette and emotional intelligence training.

“So they are well-suited to come back into a different role,” she says.

“We also augment their training with new information and we give them a coach. By working outside of their first division, they get more insight into the organization, and their schools are satisfied. And we learn more about them and develop a stronger relationship with them as a talent pipeline for the future.”

Godfrey says Fidelity also incorporates non co-op summer students into the student program, and looks to have them return the following summer. In addition, new graduates can join the SalesPath program, which starts future sales people in Client Services where they get to speak directly to the kind of people they will later deal with.

Again, training is key, she says.

The company is also looking for high-potential new grads for IT, finance and other corporate functions.

As always, says Godfrey, “we’re looking for the best and the brightest.

Tuition assistance for employees interested in further education Special bonuses for completing courses and accreditations Formal mentorship program Subsidies for professional accreditations

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

18

Great-West Life: One company, many career paths

T

homas Lai recognized the opportunities for young people at Great-West Life long before he’d completed

university.

Graduating from high school, Lai was awarded a Great-West Life scholarship to study business at the University of Winnipeg. In addition to covering tuition and educational expenses, the scholarship provided Lai with a chance to work for the company as a summer intern.

“My relationship with the company guided my course selection,” says Lai, now Associate Manager in Great-West’s Group Insurance operations. “It gave me direction and helped me to develop the skills I’d need when I graduated.”

And that was just the beginning.

Specializing in marketing, Lai graduated in the spring of 2011 and joined GreatWest that July as a business analyst. Since then, he has advanced into a management position as he develops his skills, with Great-West’s support, through training programs and workshops, including three certification courses delivered by the Life Office Management Association.

Recent graduates usually have a general idea of a career path, but at Great-West they see a wide variety of ways they can go.

Michael Embury van Wyk

Manager of Talent Sourcing & Onboarding

With more than 12,000 employees across Canada, Great-West not only attracts younger people like Lai with postsecondary scholarships but also supports them after they join the company by

GREAT-WEST LIFE EMPLOYEES ENJOY A RELAXED, NATURAL WORK ENVIRONMENT

helping them explore opportunities and develop a personal career path.

“We value the energy and new ideas of our younger employees,” says Stefan Kristjanson, President and Chief Operating Officer, Canada. “It’s part of our strategy to make Great-West Life an employer of choice for people at all stages of their careers.”

“Recent graduates usually have a general idea of a career path, but at GreatWest they see a wide variety of ways they can go,” says Michael Embury van Wyk, Manager of Talent Sourcing & Onboarding. “The company helps them with their personal and career development. And they can even try something new, in a supportive environment.”

As Lai has discovered, the opportunities for advancing through Great-West come as much from informal contacts as from prescribed programs and courses.

Participating in company-sponsored soccer, hockey and curling leagues, he has met many fellow employees from other areas of the company.

“You get to meet people who can help your career,” says Lai. “You get to know them and see how they’ve grown and progressed in their careers and personal lives.”

Now that Lai has embarked on his own journey at Great-West, he helps encourage students from the University of Winnipeg to follow his example. As an informal mentor, he meets students when they work as summer interns and keeps in touch with them throughout the school year, offering advice on courses and focus of study.

“I tell students that within Great-West there are many areas to get into,” he says. “You can grow, advance, change directions, all within the same organiza-

Careers are growing here We’re committed to helping talented and engaged professionals grow their careers with us.

Discover your opportunity at Greatwestlife.com Londonlife.com Canadalife.com

tion, so you never have to move elsewhere and break your connection with the company.”

As a large insurance company, GreatWest recruits its share of actuaries, accountants and financial analysts, but it also seeks out promising new employees in a wide variety of fields.

“When you think of an insurance company you think of finance-oriented people,” says Embury van Wyk, “but we employ people in all kinds of positions across the spectrum, from landscape designers and culinary arts graduates to nurses and IT professionals.

“It really takes a village to run an organization this large,” he says.

Embury van Wyk says many younger employees like Lai appreciate that the company emphasizes its corporate social responsibility and encourages employees to get involved in the community as volunteers, either individually or as part of teams supporting organizations like the United Way or Habitat for Humanity.

“The customer is at the centre of what we do,” says Embury van Wyk, “and ultimately, happy, healthy, engaged employees will provide the customer with a better experience.” $2,000 annual tuition assistance for employees’ further education Paid internships for students and new grads Subsidies for professional accreditations In-house career planning services

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

19

The ‘wow’ factor of working at Groupe Dynamite

L

ike many girls of the girlie persuasion, Laura Lamberti liked to play with clothes and dress up her Barbie dolls as a child.

By high school, that passion for fashion had morphed into a desire to work in the field. Her dream came true when, freshly graduated from the John Molson School of Business at Concordia University, she joined the Groupe Dynamite team in Montreal, her native city, in February 2016.

Reality has surpassed her expectations.

“There’s an energy in the building; it’s so dynamic,” Lamberti, 23, says of the company, which designs, produces and retails the Dynamite and Garage clothing brands. “The environment is very creative and collaborative, with a lot of committed people. That’s what I look forward to most at work.”

There’s an energy in the building; it’s so dynamic. The environment is very creative and collaborative, with a lot of passionate people. That’s what I look forward to most at work.

Laura Lamberti

Junior Allocation Analyst

Groupe Dynamite started out more than four decades ago as a single Garage store in Montreal. It now operates 400 stores across Canada, the U.S. and internationally, employing more than 6,000 people. Lamberti is among the approximately 650 full-time employees – in design, e-commerce, marketing, merchandising, sourcing, allocation, IT, finance, logistics and other roles – at the company’s bright, airy, open-concept headquarters in Montreal, where she works as a Junior Allocation Analyst.

GROUPE DYNAMITE EMPLOYEES PROUDLY CELEBRATING 40 YEARS OF SUCCESS AT THE HEART OF FASHION

“Basically, I’m in charge of my inventory,” she explains. “Based on sales, based on events that are coming up, I look at how much inventory is going out – is it enough or too much?”

Lamberti started out in Groupe Dynamite’s Graduate Rotational Program – in which she was mentored while cycling through six different departments over eight weeks – before getting hired full-time. Thirty-six grads were part of the program in 2016, and all are now full-time employees. There’s also a summer internship program with 32 students or graduates taking part last summer; 10 ended up with full-time jobs while four got part-time contract positions.

As part of her Bachelor of Commerce studies, Lamberti interned at three other

companies. “The leadership here is very unique,” she says. “It’s so common on a daily basis to run into the management team so it doesn’t really feel like there’s a big divide. They warned us when we were doing our rotation, if ever you’re in a meeting with Andrew Lutfy, our CEO, and you’re asked your opinion, you have to give it.”

Groupe Dynamite President Anna Martini says encouraging input from junior employees is part of the company’s strategy. After all, it’s good to be attuned to young workers given that Groupe Dynamite’s two brands are aimed at young women.

Garage targets a fictional 16-year-old named Alexia, whom Martini describes as being “all about discovery, but a good

girl.” As for Dynamite, it’s identified with 30-year-old Rachel, a confident career woman who’s looking for Mr. Right.

Martini says the strength and focus of the two brands are appealing to prospective employees. “Everybody has an intimate relationship with Alexia and Rachel.”

But even more attractive are the education and grooming employees get at work.

“You know, young people, especially the millennials, they’re bright, they’re smart, they come out of schools and after a very short period of time, they’re looking at what’s the next thing or how can I take on more responsibilities or how can I move to another area of the business?” she says, adding, “I would say on a yearly basis somewhere from 20 to 25 per cent of our hiring for non-entry-level jobs is all internal promotions.”

A high point of Lamberti’s time at the company occurred recently, when she was asked to give a short talk during a Graduate Rotational Program recruitment event.

“I kind of had a moment of, I can’t believe this is happening: within nine months of being here I’ve grown so much, I’ve experienced so much. I felt so lucky that I was able to be in this position, to be reaching out to them and inspire them.”

Tuition assistance for employees interested in further education In-house and online training programs Paid internships for students and new grads Subsidies for professional accreditations

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

20

At the House, young professionals work at the heart of democracy

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he employees of the House of Commons Administration are diverse professionals in fields as distinct as procedural services, broadcasting and finance. But the overall goal for the 1,500-plus staff is the same: provide Members of Parliament with the first-rate support, services, infrastructure and impartial, expert advice they need to carry out their work on the Hill and in their constituencies.

While visitors may associate Parliament with history and tradition, there’s nothing hidebound about how the House operates behind the scenes. This is especially true of the IT department, where the rapid pace of technological change helps drive increasing demand for connectivity and security.

Prospective employees can follow typical pathways, including job postings and university recruiting drives, to find such work. But other routes are particular to the House, notably the Page Program.

Each year, the House selects 40 students from high schools and CEGEPs across Canada to work at least 15 hours a week during their first year of study at one of the universities in the National Capital Region.

This place often casts a spell on those who work here, and a great many Pages have embarked on distinguished careers on Parliament Hill.

The Honourable Geoff Regan

Speaker of the House of Commons

The Honourable Geoff Regan, Speaker of the House of Commons, is an enthusiastic supporter of the Program, which he believes provides young people with an opportunity to witness history. “It is one in which the institution benefits greatly,’’ he adds. “This place often casts a spell on those who work

PAGES AT THE CANADA DOORS LEADING INTO THE CHAMBER OF THE HOUSE OF COMMONS

here, and a great many Pages have embarked on distinguished careers on Parliament Hill.”

As a first-year university student in Ottawa, Marc Bosc worked part-time as a page in the House of Commons. He has risen from that entry-level position to the top job of Acting Clerk reporting to the Speaker of the House and overseeing the workforce responsible for the smooth operations of the legislative process. And while Bosc has seen many changes at the House over the decades, one thing has remained constant – the unwavering sense of pride he feels serving Canada’s pre-eminent democratic institution.

“Every day as I walk up Parliament Hill, I look at the Peace Tower and think ‘Wow, I work here,’” says, Bosc, who started full-time in 1986. “There’s only one House of Commons and what we do here is unique.”

The House also maintains a summer student employment program, giving individuals registered as full-time students in their next academic term the opportunity to gain workplace experience in a variety of fields. For Adriana Lashley, it was ideal.

In May 2015, Lashley began working in Human Resources Services before returning to university to complete her degree. She rejoined the HR department full-time in January 2016 and with the title Officer, Learning and Organizational Development was soon engrossed in challenging projects.

These have included work on revamping the on-boarding process and updating the annual review process.

“I really feel I’ve grown professionally,” says Lashley. “I’ve had lots of opportunities to take on larger-scale and more complex projects.

Everyone here really wants you to succeed.

Anything your managers, co-workers, your team can do to support you, they do.”

While on-the-job training is indispensable, the House also encourages informal learning.

It established, for instance, the Next Gen Network, a bilingual group that facilitates networking events for employees, including regular meetings and activities with leaders on the Hill and discussion forums.

Many of the employees’ skills and abilities are in demand elsewhere. But the current turnover rate is just 5.5 per cent and in 2016, the House recognized 76 employees who’d achieved 20-plus years of service. “Some people work their entire careers here,” says Bosc.

“Employees are extraordinarily loyal.”

Maybe that’s thanks to the competitive salaries and benefits. Or the wide assortment of employment opportunities and avenues for advancement. Or perhaps the flexible work and leave schedules.

According to Bosc, it’s all of the above, and more. A shared sense of purpose and a feeling of being part of history in the making are also conducive to a workplace culture like no other.

Lashley agrees: “The House is a truly interesting combination of tradition and evolution.

I’m proud to say the work we do matters.”

EXCEPTIONAL YOUNG TALENT EXCEPTIONAL WORKPLACE Proud to be one of Canada’s Top Employers for Young People

Tuition assistance for employees interested in further education Over 50 jobs available in the past year In-house and online training programs Subsidies for professional accreditations

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

21

At Hydro Ottawa, youth is a vital energy source

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ithin a year of landing a permanent job at Hydro Ottawa, Ross Chapman was tapped to try to make payroll processes more efficient for the staff of about 700. Last year he was in a meeting to brainstorm about how to streamline the utility’s manual processing of time sheets. A payroll employee at the time – he had also been a summer student for two years – he helped come up with the proposed solution.

“My manager said, ‘We think this is a great idea, just go ahead and run with it. We’re here if you need help.’” In the end, the idea was adopted. “What I really like about Hydro Ottawa is that if you are looking at taking on more and continuing to grow and learn, there’s always an opportunity,” says Chapman, now 25, who has since been promoted to HR Automation Analyst.

If you are looking at taking on more and continuing to grow and learn, there’s always an opportunity.

Ross Chapman

HR Automation Analyst

Being keenly attuned to the enthusiasm and ambition of younger employees is a point of pride for Hydro Ottawa, which is wholly owned by the city and provides electricity distribution, renewable energy generation and energy conservation and management services. But it also arises from the utility’s demographics. Chief Human Resources Officer Lyne Parent-Garvey notes that within the next decade, 37 per cent

YOUNG TALENT, LIKE ROSS CHAPMAN AND SAMANTHA EVELYN, BRING ENTHUSIASM, PASSION AND NEW IDEAS TO HYDRO OTTAWA

of Hydro Ottawa’s workforce will be eligible to retire, with even higher levels of eligibility among trades and technical workers and management.

So, apart from valuing the innovation, creativity and enthusiasm of youth, she says, the utility needs to recruit and prepare a new generation. “The opportunities for young workers here are greater and faster. Folks can expect to move into a supervisory or managerial role within 10 years, easily. In the past it was more 20-some years.” Parent-Garvey notes that Hydro Ottawa has a Youth Council, chaired by the President and CEO, to ensure young workers’ needs and expectations are met.

Hydro Ottawa’s strategies for attracting youth include co-op placements at the high school, college and university levels and a vibrant summer student program. It also offers paid trades apprenticeships, as well as a training and mentorship program for engineeringgrad hires that allows them to fulfil all the requirements for their professional engineer (P. Eng.) accreditation.

Samantha Evelyn, 26, is one of those grads working towards her P.Eng. She is a Project Manager in the utility’s Asset Management section. Hydro Ottawa supports her in taking courses at Carleton University and lets her take time off for classes, so that the civil

engineering graduate can brush up on the electrical side of things.

And like Chapman, she was given extra responsibility early on. In 2015, a year after joining Hydro Ottawa, she was asked to manage the ongoing Ellwood Energy Storage Project, a lithium ion battery energy-storage facility that will inject energy into or take it from the electricity grid to assist in grid stabilization and provide customers with quality service in an environmentally responsible way.

Evelyn says being asked to lead the project “let me know that the company has a lot of faith in me. It makes me feel part of the Hydro Ottawa family.”

In 2014, Chapman discovered it’s a family that really cares. When he experienced a “family tragedy,” the utility and its staff rallied around him. “There were no expectations that I would be back at work at a certain time or that I would have to do this or that while I was gone. People would come out to my house and bring things. It became clear to me that Hydro Ottawa cares about its employees not only during working hours, but outside of 9 to 5 as well.”

Tuition assistance for employees interested in further education Summer student and co-op placements Paid apprenticeship and internship opportunities Works to attract young women to trades and technical roles

POWERED BY PEOPLE Hydro Ottawa is passionate about being a great employer for great people. That’s because we rely on our employees to literally power the lives of our customers. Our employees are the kind of people who believe that service means putting our customers at the centre of everything we do, and that giving where we live is as important as sustaining the environment around us.

hydroottawa.com

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

22

JOEY Restaurant cooks up limitless possibilities

A

s the night sous chef at JOEY Restaurant Group’s Calgary Chinook store, Kathleen Good performs multiple roles and wears multiple hats. She is responsible for ensuring that the 10-14 kitchen staff working under her are ready each night “to execute a flawless dinner service,” as she puts it.

That is her immediate and daily challenge. Long-term, however, she’s responsible for ensuring that everyone under her grows and develops. “There’s no ceiling for anyone who wants to continue to develop and learn new things,” says Good. “The possibilities are limitless and I haven’t seen anything like it in any other organization where I’ve worked.

If you’re driving your personal development, management will support you.”

The Vancouver-based chain, which operates 38 restaurants in B.C., Alberta, Manitoba, Ontario, California and Washington state, spends over $1 million a year on training and development, says Andrew Martin, Vice-President, Human Resources.

Our goal is to leave you in a better position in your career than when you joined us.

Andrew Martin Vice-President, Human Resources

“Our position is that we want to spend zero dollars on recruitment,” says Martin. “We want to develop and retain people. We’ve done all sorts of things to ensure that talented people don’t want to leave.”

UNLEASH YOUR POTENTIAL

KATHLEEN GOOD, SOUS CHEF AT JOEY RESTAURANT’S CALGARY CHINOOK LOCATION

JOEY manages a three-year apprenticeship program for chefs who are pursuing a Red Seal designation and several of its employees have earned Canadian Chef de Cuisine certificates – the top designation in the Red Seal program.

The company also operates an 18- to 24-month Chef-In-Training program for cooks to gain the skills required to succeed in a world-class kitchen.

“Our goal is to leave you in a better position in your career than when you joined us,” says Martin. “We’re going to give you the skills, the experience and the education. We’re not worried about people leaving. Our fear is people stagnating.”

JOEY provides tuition assistance for employees who want to further their

education, and the company has developed a unique partnership with Royal Roads University on Vancouver Island.

Employees who complete a number of in-house training programs are eligible for admission to master’s programs in business administration or coaching even if they do not hold bachelor’s degrees.

JOEY also provides informal avenues for developing culinary excellence. Two years ago, the company took its head chefs to Italy. They toured Tuscany, Rome and Pompeii to experience authentic Italian cuisine and learn some of the country’s culinary secrets.

JOEY chefs organize trips to expand culinary knowledge including local butcher shops so chefs and sous chefs

Do you believe in a new generation of leadership? At JOEY, leadership starts with unleashing the potentional in others. We are pioneers of a coaching culture that empowers employees to grow, learn, and discover their passion. We believe in constantly pushing the envelope of innovation, challenging the status quo, and developing leaders. www.joeyrestaurants.com/careers @ joeycareers

can learn proper techniques for cutting meat. The company also runs competitions within stores and between stores to promote development and staff engagement.

For example, Black Box challenges take place within stores. Each participant is given a black box which contains a set of ingredients. Once they have opened their box, each competitor has to prepare a dish using only the contents.

“The Black Box challenges stimulate creativity,” says Martin. “We create opportunities for our employees to learn, grow and express themselves.”

Coaching is an integral element of the corporate culture at JOEY, and the company has developed a comprehensive approach in which those who move up are expected to coach their fellow employees.

“We’re responsible for continuously developing our colleagues,” says Good.

“We’re preparing food but it’s not just about cooking. It’s really a business school. You’re learning how to run a restaurant. You’re learning how to work with different people from all different kinds of backgrounds.”

Over 400 jobs available last year Formal mentorship programs Paid internships for students and new grads Subsidies for professional accreditations

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

23

From beer school to mentors, Labatt is big on students

H

annah Simpson’s journey from the classroom to the corporate world began when she spotted a posting for a job at Labatt Breweries of Canada while studying business at Western University in London, Ont. “I attended an information session on campus and they brought in senior leaders to talk to us,” recalls Simpson, now a Specialty Portfolio Manager. “We got to hear about their experiences, which was really great.”

Since then, she’s found plenty more that she likes about the company. The interview process was an “interactive, unique experience” and not just sitting opposite a recruiter answering questions.

There’s the culture, which she describes as “fast-paced, strategic and informal.”

We believe it’s really important to be on campuses and to put our name out there.

Amanda Rohaly

Manager, People Continuity

Then there’s the 10-month Global Management Training (GMT) Program in which a select group of new hires get to rotate through a number of different areas, including sales, marketing, operations, logistics and finance, before deciding which best fits their talents and aspirations.

That was an eye-opening experience for Simpson, who was part of the GMT class of 2015. “There’s so much opportunity to work in different parts of the business as well as regions of the country, but sales and marketing were the areas I was interested in,” says Simpson. She now sells Labatt products to high-end

LABATT SPECIALTY PORTFOLIO MANAGER HANNAH SIMPSON EXECUTES A PERFECT POUR

restaurants, bars and nightclubs in the Kitchener-Waterloo area.

Labatt is a leader and an innovator when to comes to recruiting young people just emerging from universities and colleges. “We believe it’s really important to be on campuses and to put our name out there to make sure students know our employer brand,” says Amanda Rohaly, Manager, People Continuity.

The company creates close ties with career counsellors at leading universities and hires on-campus student ambassa-

a “beer school” to see how the brewing process works and they are introduced to day-to-day tasks in various departments.

The company runs a speaker’s series for interns, in which senior leaders share their experiences and stories from their careers, and each intern is assigned an end-of-term project which concludes a presentation to senior managers.

And they receive lots of help along the way. The company provides mentors who are responsible for offering guidance, performance appraisals and support as they prepare for their presentation.

“We want to find students early and work with them throughout their education,” says Rohaly. “We do interviews during each internship to find candidates who can be converted to full-time hires or can enter our talent program.”

Senior leaders routinely make themselves available to new recruits and that is a key component of the corporate culture at Labatt Breweries. “The culture here is very open door,” says Simpson. “A lot of people in senior positions have been happy to speak to me about their careers.

We have a very welcoming and personable group of leaders.”

dors to build connections with the next generation of graduates.

“Our campus ambassadors have the opportunity to learn about the company and to speak to fellow students about our culture,” says Rohaly. “When students hear about Labatt from their peers, it speaks volumes. These ambassadors serve as a pipeline to our other programs.”

Labatt also operates a comprehensive 16-week internship program for university students and last year hired 60 interns.

Among other things, they participate in

Over 450 jobs available last year Paid internships for students and new grads Accelerated development programs designed for new graduates Cicerone ‘beer expert’ certification offered to all employees

WHERE INSPIRATION MEETS OPPORTUNITY Bringing people together for a better world Proud member of the Anheuser-Busch InBev family

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

24

From co-op placement to a career: Manulife delivers

S

tudying actuarial sciences didn’t appeal to Manisha Dias, but working with actuarial colleagues did. In her first year of the Bachelor of Mathematics honours actuarial program at the University of Waterloo in 2008, the Halifax-born student found the curriculum too theoretical and formulaic for her liking.

“I was set on switching to economics. It was not until my second co-op term – and my first placement with Manulife – that I really committed to the actuarial profession,” she recalls, “because then I was able to see what real actuarial work is in practice.”

Toronto-based Manulife is a leading international financial services group providing solutions to help people with their big financial decisions. The company provides financial advice, insurance, and wealth and asset management solutions for individuals, groups and institutions.

Offering real work experience with diverse and challenging opportunities is one of the many ways we promote the development of young people at Manulife.

Donald Guloien

President and Chief Executive Officer

“Offering real work experience with diverse and challenging opportunities is one of the many ways we promote the development of young people at Manulife,” says Donald Guloien, President and Chief Executive Officer. “We’ve made it a priority to ensure they can grow their skills and build their careers through internships, mentorships, continued education and leadership development programs.

RECENT GRADS ENJOYING THE LANDSCAPED GROUNDS AT THE MANULIFE HEAD OFFICE IN TORONTO

This approach ensures our employees are engaged in meaningful work that helps both our customers and employees achieve their dreams and aspirations.”

Dias is inspired by Manulife’s commitment to improving the way it does business to better serve its customers – and how in her work she can have a direct impact on that. She was recently involved in a systems transformation initiative, moving from inefficient models to more sophisticated ones using the latest software.

Hired full-time in 2013 after graduation, Dias had previously completed five co-op placements with Manulife – two in Waterloo, and one each in Toronto, Hong Kong and Boston.

“I expressed my interest in working in Asia to a senior actuary in Canada who

had a contact in Hong Kong, and in one phone call, he set the wheels in motion,” she says. “That’s what I like about Manulife and my colleagues: if you ask for something, they listen and will work with you to make it happen. The team dynamic is great here – we always go the extra mile for each other.”

Manulife draws most of its students from programs in advanced analytics, IT, accounting and actuarial sciences. In Canada, 3,366 Manulife employees, 26 per cent of the workforce, are age 34 and under. “We’re committed to bringing a fresh, diverse perspective into the company. We want our students to express their opinions, generate ideas and question the way we do things,” says Kristin Ezekiel, Director of Campus Recruiting & Strategic Sourcing for North America.

With 37 major office locations across Canada, the U.S. and Asia, workplace flexibility is a top priority for Manulife.

Its program, which includes redesigning offices, new collaboration tools and remote working options, has enabled Dias to work from Toronto for a team based in the U.S. The opportunity to keep learning and achieve her career goals has been a highlight for Dias. She has acquired her FSA (Fellow of the Society of Actuaries) and her CERA (Chartered Enterprise Risk Analyst) designations thanks to continuous learning support from Manulife, which can include tuition reimbursement and paid time off to study for exams.

Working at Manulife has also helped Dias accomplish personal goals. She is now a RYT (Registered Yoga Teacher), a certification she earned by completing a 200-hour training program. She took up yoga during her 2012 co-op term in Boston, and now teaches classes twice a week for co-workers in the fitness facility at Manulife’s headquarters in Toronto. “It’s a nice way to start and end your work day,” she says.

Paid internships for students Formal mentorship program Subsidies for professional accreditations Tuition assistance for employees interested in further education

Your future, unlimited.

Make an impact. Be challenged. Achieve your goals, with Manulife.

Your future, your way. Visit Manulife.com/careers

We operate as John Hancock in the U.S. and as Manulife in other parts of the world.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

25

Matrix Solutions engineers a unique environment

B

ack when Rob Pockar was looking for his first post-university job in recession-mired Western Canada, he applied to some 150 different organizations.

As was the custom in 1993, he sent his CV via snail mail and made hundreds of follow-up phone calls. Pockar got just two responses, including one from Matrix Solutions, where he is now President and CEO. The job he turned down “was a government position that didn’t look very exciting. The other was a company with three employees,” he says. “I would be employee number four.”

Fast forward to 2016 when Matrix Solutions, an environmental and engineering consulting company with headquarters in Calgary, has grown to employ more than 550 people across the country and Alberta is once again going through tough economic times. “I am very conscious of how hard it is,” says Pockar.

“If a university student calls me, I will always offer to meet with them and give them any advice they may ask for.”

We want to find opportunities to grow people as fast as we can.

Rob Pockar

President and CEO, Matrix Solutions

He encourages other executives to do the same for young people. The industry is relatively small, and you never know who you’ll end up working with or for, he says.

For Pockar, one of Matrix Solutions’ strengths is its unique culture, with its commitment to new employees and helping them thrive. Junior staff are

TERRESTRIAL FIELD CREW AT MATRIX SOLUTIONS MONITORING CARIBOU HABITAT RESTORATION

encouraged to take on challenging tasks with a level of complexity and risk suitable to their experience.

While the company has annual revenues of $70 to $80 million, its median project size is $7,000 to $8,000. It executes hundreds of small projects, making it possible for a new employee to go from working for a project manager to managing a small project on their own. They will have opportunities to assume leadership roles early on in their tenure.

While for many employees, this work involves tasks such as surface water monitoring, and environmental site assessments, Kaitlyn MacMillan’s training is in communications and graphic design.

At age 25, she already had four years’ work experience under her belt when

she was hired by Matrix Solutions at the start of 2016.

Almost immediately she volunteered for and was assigned to the redevelopment of the website as well as given responsibility for social media. “Matrix has allowed me to be successful in the things I really have a passion for,” she says.

With all going well in her new job, MacMillan, a native Albertan, was suddenly faced with a major change in her personal life, in the form of a move to the Toronto area. She informed her supervisors, who agreed to consider the possibility of MacMillan working out of the Mississauga office even though she had only been with the company a short while.

Together, they came up with a plan that worked for everybody. “Matrix has been

absolutely phenomenal in facilitating this transition,” MacMillan says.

In her new role and location, MacMillan still reports to the same bosses in Calgary and continues to have many of the same responsibilities, including the website and social media. In addition, she’s providing more support to field-based employees and working on new tasks including proposal assistance.

Career development and training are top priorities at Matrix Solutions, which has a large training budget, takes advantage of outside training opportunities, and brings the entire company together every spring for training days. “We want to find opportunities to grow people as fast as we can,” says Pockar.

Over the next year, Matrix will be looking to fill some 30 positions, including junior employees ranging from environmental technologists to engineers to geologists. Pockar says Matrix Solutions hires and promotes based on skills and aptitude, as opposed to more traditional measures like experience and pedigree.

“We encourage people to grow fast. We embrace and encourage the individuality of the person.”

Flexible work arrangements for employees interested in further education 15+ jobs available in the past year Formal mentorship program Paid internships for students and new grads

IT’S MORE THAN A CAREER, IT’S AN EXPERIENCE.

Ownership, culture, flexibility, teamwork Connect with us:

www.matrix-solutions.com

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

26

Nuance is paving the future for chatbots, AI and more

H

ere’s some gossip: a lot of tech people around the world have a thing for Nina.

You may have spoken to her yourself, or exchanged messages with her.

She helps out at a lot of banks, telecom companies and even Domino’s Pizza. And if you join Nuance Communications Canada Inc. in Montreal, you can work with her directly.

OK, full story: Nuance Interactive Natural Assistant, or Nina, is the first intelligent virtual assistant for customer service. Nina responds to natural language conversations to answer customers’ questions or to help them reach the human that can – on the phone, on the web or, increasingly, in text messaging apps.

Montreal is a critically important location. It’s our largest software engineering office in the world, it’s our largest professional services office in the world.

Benoit Dinello

Senior Manager, Virtual Assistant Platform, Enterprise Division

And that excites young developers like Jean-Francois Ethier, part of the global team that is constantly improving four-year-old Nina. “Chat bots are very hot these days,” he says. “So we are working on a project to help clients integrate Nina into their social network profiles, like Facebook Messenger, Twitter, WhatsApp and WeChat. The beauty of Nina is it can be integrated into any app and taught to perform tasks related to any domain.”

Nuance Communications Canada prides itself on offering young people the opportunity to work at the cutting edge of technology, especially projects like Nina

NUANCE COMMUNICATIONS PROVIDES COACHING AT ALL LEVELS

that include artificial intelligence and machine learning. Each year, the company hires more than 100 interns over the course of three academic terms.

“We have a beautiful office here in downtown Montreal, right above the subway, but the real difference is that at Nuance we are building really cool stuff,” says Benoit Dinello, Senior Manager responsible for the Virtual Assistant platform in Research and Development, Enterprise division.

Part of Burlington, Mass.-based Nuance Communications Inc., Nuance has four major market areas – Healthcare, Enterprise, Mobile-Consumer and Document Imaging. Some 560 of its 750 staff in Canada are concentrated in Montreal, the global company’s second largest site and its biggest software engineering location.

We’re proud to be one of Canada’s Top Employers for Young People

Developers draw on Nuance’s decades of experience in speech, natural language understanding and artificial intelligence to create easy interactions with consumer electronics, customer service systems, cars, IT networks and more. There are also Nuance offices in Waterloo, Ont. and Ottawa.

Ethier joined the 30-strong Nina team in early 2016 after studying computer science at Montreal’s École de technologie supérieure. “Because Nuance is a large company, we get to work with a wide variety of technologies and computer languages,” he says. “And we get to be part of the full lifecycle of the development process – planning, design, implementation, testing and deployment.”

He and Dinello stress that interns are fully engaged in the process. “They are part

of the discussions, part of the meetings,” says Ethier. “They are not in some dark corner working on simple scripts – they get to work on new features that are going to be part of the project.”

Although there are a lot of young people at Nuance, Ethier notes that they get plenty of mentoring from senior developers. The team also participates in hackathons like Concordia University’s ConUHacks and McGill University’s McHacks. And they collaborate with Nuance colleagues and clients – like Domino’s – all over the world.

“We build teams from across the globe,” says Dinello. There are also opportunities for travel and to work in other offices.

Dinello notes that Montreal staffers get transit reimbursements for subway or parking costs, as well as tuition support for continuing education. But one of its key attractions may be the international leadership role that the group provides for the company. “Montreal is a critically important location,” says Dinello. “It’s our largest software engineering office in the world, it’s our largest professional services office in the world. It’s not just a satellite location – it’s a very high-performing office for Nuance.”

4 weeks vacation for full-time employees Downtown location with transit subsidy Paid internships for over 100 students and new grads annually Tuition assistance for employees interested in further education

Join us at jobs.nuance.com

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

27

Get a fast-acting dose of leadership at Pharmascience

L

ess than two years ago, Mylene Cousineau-Lavigne was working as an intern on the Public Affairs & Communications team of Pharmascience Inc. in Montreal.

Today, she reports directly to the company’s Chief Operating Officer as Project Lead of the COO Office Rotation Program.

“I’m on track for a management position, which I’ll assume after only three years with the company,” says CousineauLavigne, who graduated with a bachelor’s degree from the University of Quebec and just received her master’s degree in marketing from École des Hautes Études Commerciales de Montréal (HEC).

With more than 1,500 employees, Pharmascience has grown since its founding in 1983 to be the largest pharmaceutical employer in Quebec. In addition to conducting R&D, Pharmascience Inc. is a leading manufacturer and marketer of prescription and generic products as well as FDA-approved, Canadian-made injectables. The company commercializes nearly 400 product families in 20 different dosage forms for over 2,000 products.

Young people now want to have an immediate impact. They say, I want to do this. We say, go ahead and try it. You don’t have to be 30, 40 or 50 to make your mark here.

Ben Lemelin

Vice President of Human Resources and Public Affairs & Communications

With its head office in Montreal, Pharmascience recruits and develops young students and employees like CousineauLavigne through its unique development programs, while allowing them to gain work experience in their field.

GRADUATE INTERNS AT PHARMASCIENCE VISIT A STERILE FACILITY

For example, the company helps university students gain such experience through its Next Generation Leadership program, which enables students to participate in company-wide projects that they research, plan and present to senior management.

For promising talent like CousineauLavigne, the company also administers a Business Leadership Rotation Program so they can develop the necessary skills for management-level positions.

The three-year program features three different rotations of up to 12 months each in the COO’s office, corporate development, sales and marketing, global operations and international business, which may include an international assignment.

Like Cousineau-Lavigne, Ben Lemelin began almost immediately after he joined the company seven years ago to make a significant contribution to its success. At

the time, the federal government was taking steps to regulate prices in the generic drug industry, and Lemelin added his voice to the warnings that the company needed to make adjustments.

To weather the disruption to its business, Pharmascience placed greater emphasis on its branded and international activities. It now operates in more than 60 countries, and has focused in particular on emerging markets.

“International operations used to be a small part of the company,” says Lemelin, Vice President of Human Resources and Public Affairs & Communications.

Now global markets account for a much larger share of the company’s $700 million in revenue.

As a private company, Pharmascience can support its young employees with an eye on their long-term contribution to its growth. Since 2010, multinational com-

panies in the industry have closed offices and consolidated operations within their home countries as the industry adapts to regulatory pressures, maturing markets and a series of global mergers. But with its head office in Quebec and a strong presence as an employer in the province, Pharmascience continues to create good-quality jobs for qualified young people.

“Because we’re private, we don’t have a quarterly focus,” Lemelin says, “so we can focus on the long term.”

That long-term focus also enables the company to administer programs over periods of several years that prepare young employees for leadership positions.

“Young people now want to have an immediate impact,” says Lemelin. “They say, I want to do this. We say, go ahead and try it. You don’t have to be 30, 40 or 50 to make your mark here.”

Thanks to the company’s emphasis on cultivating leadership skills through its youth development programs, CousineauLavigne works on strategic business issues that directly affect the company’s future.

“I’m an integral part of the project teams working on these files,” she says.

“I feel valued because Pharmascience has invested in me.”

Over 1,500 employees Tuition assistance for employees interested in further education Personalized leadership development through Pharmascience University Over 250 jobs available in the past year

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

28

PHSA seeks to develop innovative healthcare leaders

A

re you searching for a work environment where you can learn, grow and make a difference – all in one place? B.C.’s Provincial Health Services Authority believes so strongly in that idea that it has updated its mission to reflect it: “Provincial Health – results through caring, leading and learning together.”

As an academic health sciences organization, Vancouver-based PHSA stresses knowledge and innovation in all areas of work to provide the best care for patients and families. As a learning organization, with patient care and the patient “experience” as a primary goal, PHSA works to develop patient-centred leaders at all levels of the organization – nearly 25 per cent of PHSA’s workforce is under age 35.

MATTHEW PIXTON, REGISTERED NURSE FOR CHILD & ADOLESCENT MENTAL HEALTH AT THE BC CHILDREN’S HOSPITAL, AN AGENCY OF THE PROVINCIAL HEALTH SERVICES AUTHORITY

You don’t have to leave PHSA to find a full scope of career opportunities.

Judy Clark

Executive Director, Talent and Performance

“Young people today want to know about the big picture and where they fit in it,” says Judy Clark, Executive Director, Talent and Performance. They’re also eager to know their options – and with 22,000 employees and a high priority on promoting from within, PHSA offers plenty. “You don’t have to leave PHSA to find a full scope of career opportunities,” says Clark.

PHSA works with British Columbia’s five regional health authorities, the First Nations Health Authority and the B.C. Ministry of Health to plan and coordinate the delivery of highly specialized healthcare services. It does this through a network of agencies, services and pro-

grams, such as the B.C. Cancer Agency, B.C. Emergency Health Services, B.C. Mental Health & Substance Use Services, the B.C. Centre for Disease Control, the B.C. Women’s Hospital + Health Centre, and the B.C. Children’s Hospital. PHSA also plays a significant role in health research, developing world-class treatments and technologies for patients, and providing the best evidence for decision-making and effective health care spending.

In 2015, 30 per cent of those hired full-time were under 30 and in many cases PHSA had begun to forge relationships with them beforehand. PHSA is affiliated with a number of B.C.’s universities and other post-secondary institutions and works with them to provide students with internships, co-op placements and practicums.

Our mission

Our values

Results through caring, leading and learning together.

Our vision

In addition to staff who deal directly with patients, PHSA needs many others behind the scenes to enable the front-line workers to do their jobs. PHSA is unique in having an in-house temporary staffing services department that offers opportunities to those who want to gain administrative, project management, finance, human resources and information technology work experience within a large healthcare environment. One of the most rewarding aspects about the program is that the organization is starting to witness younger employees progressing in their career.

“A temporary placement not only lets them test the waters – it can lead to full-time employment,” says Clark. “We want young talent who would never have considered a career in healthcare to realize that healthcare offers them an A to Z of opportunities.”

Registered Nurse Matthew Pixton needed no convincing. He was still in his teens when he decided on the career path that led eventually to his position with the B.C. Children’s Hospital (BCCH) Mental Health Programs. The facility’s inpatient units care for acutely psychiatrically ill children and adolescents who have been referred from throughout B.C. and Yukon.

Since joining BCCH in May 2015, Pixton has added to his competencies, including qualifying for the Child and Adolescent Psychiatric Emergency unit. CAPE is a short-stay unit that cares for those 16 and under who are in crisis. “You need a sense of compassion and to stay calm under pressure to help and support those who are in such distress,” says Pixton.

It’s no surprise he relies on BCCH’s interdisciplinary teams of youth and family counsellors, child psychiatrists and social workers, as well as other nurses, to help care for his young charges. At the same time, he appreciates the role PHSA has in the workplace culture. “PHSA has allocated the resources I need to work in a safe and respectful environment,” he says.

Special bonuses for completing courses and accreditations Over 6,000 in-house training programs Formal mentorship program Subsidies for professional accreditations

Respect People Be Compassionate Dare to Innovate Cultivate Partnerships Serve with Purpose

Province-wide solutions for excellence in health, every time.

Kendra Moore, Respiratory Therapist, BC Children’s & Women’s Health Centre

jobs.phsa.ca

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

29

Creating connections over coffee at RBC

I

t’s amazing where a cup of coffee can take you. Even New York.

That’s what student intern Prabhjot Mukkar found when he literally gave an elevator pitch to a senior executive at RBC. Mukkar had just finished a session in which young people at the bank meet with top leaders over coffee, organized through its RBC4Students hub on the Ten Thousand Coffees social media platform.

“I saw an executive I wanted to talk to leaving the room for her next meeting, so I quickly followed her to the elevator,” recounts Mukkar. “We talked in the elevator, and then she invited me out at her floor and we kept talking.

She became one of the reasons, along with several other coffee chats, that I became aware of an internship opportunity in New York with RBC Capital Markets, so I applied and then interviewed for it.”

These conversations are insightful – not only do I get ideas about how we can unlock the potential of young people to help them thrive, they offer suggestions about how RBC can innovate to help our clients thrive.

Zabeen Hirji

Chief Human Resources Officer

That’s what Ten Thousand Coffees is all about at RBC – making face-toface connections and gaining insights that can help young people launch their careers. “It’s a unique opportunity to bridge the gap between students and

BRIEN CONVERY, DIRECTOR, ENTERPRISE CAMPUS RECRUITMENT, AND PRABHJOT MUKKAR TAKE PART IN THE ‘TEN THOUSAND COFFEES’ PROGRAM AT RBC

leaders, as well as for our young people to engage with others across the organization through this digital platform,” says Brien Convery, Director, Enterprise Campus Recruitment.

The bank set up the RBC Café RBC4Students hub on the Torontobased site in June 2016 to help some of the 5,000 students and young people it brings in annually, on internships, co-ops and other opportunities. “We’re the first and only bank that’s on the platform,” says Convery.

RBC participants include students, young people already employed at the bank, managers and senior executives.

New members set up a profile and describe their backgrounds, interests and goals, and can then invite others for coffee, or be invited. There is also a matching system that automatically recommends possibilities for meetings.

Convery says the first contact tends to be a virtual chat, followed by a face-toface meeting over coffee. Senior leaders usually meet with young people in small groups.

“People say they want to network, but what we find is that when it comes to actually picking up the phone or sending that email, it doesn’t always happen,” says Convery. “We found that by giving people this platform, we’ve been quite successful in making it a positive experience, not only for our students but for our managers and our leaders.”

That was true for Zabeen Hirji, RBC’s Chief Human Resources Officer.

“This summer I had a coffee chat with 10 summer and co-op students on the terrace of Royal Bank Plaza in Toronto,” she says. “I was energized by the conversations, just as I am by students and recent grads I meet at RBC and in

the community. They are curious, serial learners and want to make a difference through the work they do. These conversations are insightful – not only do I get ideas about how we can unlock the potential of young people to help them thrive, they offer suggestions about how RBC can innovate to help our clients thrive.”

Mukkar, who is studying financial economics and computer science at Western University while working summers and part-time at RBC, has been an enthusiastic user of the system since it started. “During the summer, at least once a week I went for coffee in Toronto,” he says. “And for other locations, you can use Skype. I feel empowered to make connections with people that I can reach out to anytime.”

Mukkar is very impressed with the environment at RBC, where leaders are always on the lookout for top talent.

And the bank’s openness to helping young people make new connections is very special, he says. “It can lead to some amazing things you never dreamt of.”

PROUD

A feeling that results from fulfilling a promise.

We are one of Canada’s Top Employers for Young People! That’s because RBC® delivers on a promise of a great learning environment with inclusive, collaborative, high performing teams.

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

More than 5,000 young people hired last year Formal mentorship programs Paid internships for students and new grads Subsidies for professional accreditations

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

30

Building the values of ‘generation next’ at TD Bank

T

D Bank Group has planted more than 235,000 trees across Canada through its TD Tree Days program.

And Morley Driedger, a Senior Analyst, Enterprise Real Estate, at TD’s Toronto head office, can personally lay claim to planting at least 20.

The 27-year-old University of Waterloo economics graduate placed those sturdy saplings in the soil last fall at a park in his hometown of Aurora, Ont. The event brought together about 200 people from across the community.

And it reminded Driedger all over again that TD is a pretty good place to grow a career, too.

I love the emphasis they put on people development, diversity, and the environment. I feel I live and breathe those values, and they matched up exactly with what I wanted to do.

Morley Driedger

Senior Analyst, Enterprise Real Estate

“For me, it comes down to their culture and values,” he says. “I love the emphasis they put on people development, diversity, and the environment. I feel I live and breathe those values, and they matched up exactly with what I wanted to do.”

That desire to make a difference is a perfect match for TD Bank Group’s values-based culture, says Sue Cummings, Executive Vice President, Global HR. “First and foremost, we look for people who care about enriching the lives of others, whether it’s our customers, communities or fellow colleagues,” she explains. “Appealing to the talent of

NEW EMPLOYEES AND SCHOLARSHIP RECIPIENTS AT TD BANK GROUP POSE FOR A SELFIE DURING THEIR ORIENTATION PROGRAM

today and tomorrow challenges us to elevate our employee experience and find compelling ways to provide an environment where colleagues do work that matters, experience opportunities beyond their expectations, and can be led by great leaders who inspire them.”

TD offers a plethora of programs to help fulfill those goals. To give recent graduates career-level experience in a variety of fields, it has established more than 20 associate programs. In 2016, it hired 715 full-time associates across TD and 650 interns and co-ops. From 2015 to 2016, it increased opportunities for new graduates by 21 per cent. In addition, TD’s Scholarship Summer Employment program allows scholarship recipients to gain summer job experience as Customer Service Representatives or in placements at its corporate and regional offices or with Canadian charitable organizations.

Its Women in Leadership network provides mentorship opportunities

for first- and second-year university students interested in learning about careers in capital markets. TD’s generous Scholarship for Community Leadership program also grants 20 scholarships a year valued at up to $70,000 each to students in their final year of high school or CEGEP. Driedger, who was hired last April, says some of his friends were surprised when he told them he was joining TD. “There’s a misconception that you’re going to be tied to a desk in a cubicle,” he says.

But TD Bank Group’s award-winning Flex Workplace concept is dramatically changing the experience of working for a financial institution. “I have a laptop and an iPhone and I can sit across multiple buildings,” says Driedger, who also has a master’s degree in industrial relations and human resources. “We’re really trying to change the way people think about the banking industry in

TD is proud to be one of Canada’s Top 100 Employers for Young People.

general and what it looks like because we’re trying to attract the best and brightest talent.”

In his current role with TD’s Enterprise Real Estate department, Driedger is helping to push that transformation forward. Within months of taking the job, he travelled with colleagues to New York City, where they toured workplaces created by companies like Google and LinkedIn. Innovation at TD is also being led by many like-minded young people, says Driedger. After hours, they often meet at networking events organized by TD’s GenNext group. Activities have included going to Blue Jays baseball games and a large gathering at downtown Toronto’s Steam Whistle Brewery early last year to kick off TD’s United Way campaign.

To help all employees thrive, he adds, they’re supported by flexible hours, a strong benefits package, and one of the industry’s last remaining defined benefit pension plans.

“It’s a really interesting time to be in banking because there’s so much change that’s happening,” says Driedger, “but, at the same time, there’s a lot of opportunity.”

Tuition assistance for employees interested in further education Over 12,500 jobs available in the past year Formal mentorship program Paid internships for students and new grads

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2017

31

At Whistler Blackcomb, every day is a snow day

I

f you get chatting with staff in a restaurant or store that’s part of British Columbia’s Whistler Blackcomb ski resort, you may find they have surprising backgrounds.

“They may be lawyers, or doctors, or people taking time off from their PhD studies – just to go have some fun,” says Joel Chevalier, Vice President of Employee Experience. “So we get a very diverse group of people here, which makes the culture and the energy a lot of fun.”

Whistler Blackcomb, based about 120 km north of Vancouver in Whistler, B.C., hires up to 1,400 new seasonal employees every year, augmenting some 1,800 returning seasonal people and 1,000 permanent staff. A great many are attracted to the resort because they love skiing or snowboarding, even if their job doesn’t require it.

“On a day like today, where you wake up and it’s snowing, people will come in early – but not to get to work,” says Chevalier. “They’re coming in to get some turns in before they start. For those jobs that provide the flexibility, it’s pretty acceptable on a big snow day that there’s not a lot of people in the office before 10 or 10.30.”

We ski and snowboard around the mountain during the day, and we use snowmobiles at night. It’s a pretty epic job.

Hayden Leo

Snowmaker

Whistler Blackcomb recruits people from across the country and internationally to find top talent for food and beverage services, retail sales, lift operations, guest

THE MOUNTAINS AT WHISTLER BLACKCOMB ARE MAINTAINED 24 HOURS A DAY, SEVEN DAYS A WEEK THROUGHOUT THE WINTER SEASON PHOTO: MITCH WINTON/COAST MOUNTAIN PHOTOGRAPHY AND WHISTLER BLACKCOMB

services and, of course, ski and snowboard instructors. “They’re a very hot commodity,” says Chevalier. “There are not enough of them around.”

Which is why people tend to mention the many Australians and other nationalities that you find on the slopes of Whistler Blackcomb and other Canadian resorts.

Chevalier says Canadians are the biggest nationality among employees at Whistler Blackcomb, but Australians are second at 300-500 a year. They work under the special International Experience Permit for young people on “working holiday” for which Canada has reciprocal agreements with 30 countries.

The company itself recently became even more international, joining Broomfield, Colo.-based Vail Resorts, Inc., which

runs premier ski resorts and hotels across North America.

Internal surveys show the workforce is highly engaged, Chevalier says. Overall, it’s also pretty young. The average age is 34-35 and the most frequent age is 22-23.

But there are also several employees over 80, including ski instructors. “They are more fit than some of our 24-year-olds,” Chevalier says.

Some 80 per cent of employees live in picturesque Whistler village, located at the foot of Whistler and Blackcomb mountains and also known for high rents.

The company has therefore expanded its subsidized staff quarters in recent years, now offering 1,300 beds.

Among the young people staying there each winter is Hayden Leo, who grew up

on the Lil’wat Nation reserve in nearby Mount Currie. He has spent five seasons making snow, often on 12-hour shifts.

“We work long hours running the highpressure water and air guns,” he says.

“The air blasts the water and combines it with dust in the air, and it nucleates to make snow.”

Leo came to the resort on school snowboarding trips during high school, then joined the workforce six years ago with support from BladeRunners, a B.C. government employment and skills training program aimed mainly at Indigenous youth. He learned about snowmaking and lift hosting, as well as doing trail crew some summers. He now works October to April at Whistler Blackcomb, then fills out the year as a supervisor with a forestry company.

“Working at Whistler has given me a lot of leadership skills,” he says. “And I really like working with the people here.”

Like so many staffers, he also likes his modes of work transport. “We ski and snowboard around the mountain during the day, and we use snowmobiles at night,” he says. “It’s a pretty epic job.”

Tuition assistance for employees interested in further education Paid internships for students and new grads Apprenticeship and skilled trades programs Senior leadership roles mainly awarded internally

#WBWorkLove whistlerblackcomb.com/jobs

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.

thecareerdirectory.ca

Match your degree or diploma with employers that actively recruit new grads with your educational qualifications!

2017