Canada's Top Employers for Young People (2019) by Canada's Top 100 Employers

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

17th Annual Edition

2019 Magazine Anthony Meehan, PUBLISHER

SUN LIFE FINANCIAL

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE

p Sun Life Financial employees in Toronto at the Ignite Studio, a new workspace that combines fun and a highly collaborative environment for digital and client innovation.

Editorial Team:

TO ATTRACT AND RECRUIT YOUNG PEOPLE, THESE TOP EMPLOYERS DELIVER

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

DIRECTOR, OPERATIONS

Ye Jin Suhe,

CLIENT SUPPORT COORDINATOR

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Michael Benedict Brian Bergman Sheldon Gordon Simon Hally D’Arcy Jenish Bruce McDougall John Schofield Nora Underwood Barbara Wickens

This year’s winners have identified what the best and brightest of Canada’s young talent wants in a workplace

anada’s Top Employers for Young People is the most popular special-interest competition for good reason. These winning organizations have identified what the next generation wants in the workplace and they deliver. So naturally, it’s where the best and brightest of Canada’s young talent go to check out career opportunities. The competition is a valuable resource for recent graduates and young professionals in finding the right fit, whether that’s a paid internship in their industry, a chance to continue training and learning on the job or an organization that aligns with their own socially conscious values. By showcasing what each employer has to offer, the competition provides job seekers with an insider’s view of the organization, highlighting their most progressive and innovative human-resources initiatives. Many of these initiatives are designed especially to support younger workers, allowing them to grow and thrive as they begin their careers. For example, Mott MacDonald, a Vancouver-based engineering firm, has created an 18-month Horizons program to help young

professionals identify their development needs and to provide tools to manage their careers in meaningful ways. Most of the winning organizations also welcome students as part of their youth outreach, such as Holland Bloorview Kids Rehabilitation Hospital in Toronto, which manages a summer-student research program providing undergraduate students with the opportunity to conduct research alongside leading children’s rehabilitation scientists. Often companies connect with schools or community organizations, including Jazz Aviation LP in Dartmouth, N.S., which partners with 17 postsecondary institutions to provide collaboration on training and curriculum plus up-todate information on industry best practices. With competition increasing for Canada’s skilled and educated labour force, any organization interested in attracting and recruiting talented young people would be smart to study this year’s winners. The new skills, ideas and energy that young people bring into the workplace are enormous. – Diane Jermyn

ALBERTA HEALTH SERVICES

CANADAâ&#x20AC;&#x2122;S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

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WINNERS

BORIGINAL PEOPLES TELEVISION NETWORK INC. / APTN, Winnipeg. Television broadcasting; 138 employees. Partnered with Adam Beach Film Institute to support Indigenous students in their field of study while attending the school. ACCENTURE INC., Toronto. Management consulting; 4,864 employees. Recruits a cohort of graduates three times a year from NPower, a charity that launches underserved youth into IT careers, placing them in a specialized six-month internship. AIG INSURANCE CO. OF CANADA, Toronto. Insurance; 431 employees. Offers AIG Insurance Academy, a two-year structured training and development program to support employees as they begin their careers.

p Recent graduates at Alberta Health Services starting their careers as physiotherapists.

ALBERTA HEALTH SERVICES / AHS, Edmonton. Health-care services; 46,765 employees. Manages a transitional graduate nurse program, a residency program to provide organizational, clinical and social support to recent graduates. ARCELORMITTAL DOFASCO G.P., Hamilton, Ont. Iron and steel mills; 10,430 employees. Provides extensive onboarding for new employees with personal and professional development opportunities as well as an off-site experiential learning program. ATB FINANCIAL, Edmonton. Credit union; 4,846 employees. Offers a summer-student program, ATB 101, including student roles which are models of positions at ATB, providing real work experience.

AYCREST HEALTH SCIENCES, North York, Ont. Nursing-care facilities; 949 employees. Offers a 12-week paid summer research internship, providing undergraduate students the opportunity to work in the laboratory of a Rotman Research Institute scientist. BC HYDRO, Vancouver. Hydroelectric power generation; 5,462 employees. Manages a two-year engineer-in-training program for recent engineering grads that includes rotations through multiple areas of the organization. BC PUBLIC SERVICE, Victoria. Provincial government; 28,452 employees. Helps provide working experience to postsecondary students through co-op placements for four-, eight- or 12-month terms.

BELL CANADA, Verdun, Que. Communications; 38,613 employees. Manages a number of graduate leadership programs to help cultivate the next generation of leaders. BENNETT JONES LLP, Calgary. Law firm; 865 employees. Invests significantly in training and development, providing financial support for offsite training and university courses and seminars. BOEING CANADA OPERATIONS LTD., Winnipeg. Aircraft equipment manufacturing; 1,808 employees. Partners with the Technical Vocational High School and the University of Manitobaâ&#x20AC;&#x2122;s engineering program to provide two-year mentorship opportunities for students. BOSTON CONSULTING GROUP OF CANADA LTD., Toronto. Management

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

2019 WINNERS

Continued

consulting; 300 employees. Hosts the Bridge to BCG program for current PhD, MD and JD students as well as post-docs considering careers in consulting. BRUCE POWER LP, Tiverton, Ont. Nuclear power generation; 4,114 employees. Plays host to one of nine Canadian chapters of the North American Young Generation Nuclear organization.

CANADIAN TIRE CORP. LTD., Toronto. Retail; 65,000 employees. Manages a 36-month Next Generation Talent Rotational program to help aspiring IT professionals develop broad technological expertise. CAPITAL ONE BANK (CANADA BRANCH), North York, Ont. Credit card issuing; 1,242 employees. Offers 48-hour Innovation Days which allow employees to break from their regular jobs and work in teams on an innovative project that interests them. CAPITAL POWER CORP., Edmonton. Electric power generation; 569 employees. Provides a 15-week summer work experience program to employees’ family and friends pursuing postsecondary studies. CARGILL LTD., Winnipeg. Food and agricultural products; 7,768 employees. Manages a Young Professionals Network which consists of more than 1,000 like-minded peers worldwide. CENTRE FOR INTERNATIONAL GOVERNANCE INNOVATION, Waterloo, Ont. Business association; 80 employees. Hired 20 student research assistants from across Canada for three- to six-month terms. CIBC, Toronto. Banking; 36,203 employees. Plays host to think tanks and thought forums to provide new talent with unique ways of demonstrating their skills. CISCO SYSTEMS CANADA CO., Toronto. Computer and equipment manufacturing; 1,741 employees. Offers

BRUCE POWER LP

ACTUS RESTAURANTS LTD., Vancouver. Restaurants; 1,408 employees. Launched an internal management boot camp to bring on their newest leaders and expand their leadership toolkit.

p Employees from Bruce Power LP competing in the company’s annual charity soccer tournament.

an international early-in-career exchange, pairing participants with others for a one-week exchange to a Cisco host country. CITI CANADA, Mississauga. Banking; 1,198 employees. Manages a number of new graduate/campus programs to provide recent graduates with opportunities to gain career-level experience. COLE ENGINEERING GROUP LTD., Markham, Ont. Engineering; 265 employees. Manages a Young Professionals Group offering opportunities for co-op students and recent graduates to go on site field trips with experts, attend conferences and participate in social events. CONNECT HEARING, Victoria. Audiologists and hearing instrument practitioners; 320 employees. Supports ongoing employee development through a number of unique training opportunities. CORUS ENTERTAINMENT INC., Toronto. Media production and broadcasting; 2,973 employees. Works with the Partnership to Advance Youth Employment program to offer internship opportunities to young people under the age of 30.

2L CORP., Kitchener, Ont. Custom computer programming; 591 employees. Manages a two-year graduate software rotational program, featuring rotations through four different teams in product development. DELTAWARE SYSTEMS INC., Charlottetown. Custom computer programming; 92 employees. Offers mentoring to new employees as well as a professional development allowance to assist employees interested in further developing their skills. DEPARTMENT OF FINANCE CANADA, Ottawa. Federal government; 742 employees. Provides unique opportunities for ongoing professional development including international assignments with partner organizations such as the World Bank. DESJARDINS GROUP / MOUVEMENT DES CAISSES DESJARDINS, Lévis, Que. Credit union; 39,587 employees. Maintains a Young Executives Network for managers under the age of 35. DIALOG, Edmonton. Architecture; 668 employees. Manages the leadership program Build DIALOG, designed to

develop high performers under 40 to better understand and perform their role.

CCLESIASTICAL INSURANCE OFFICE PLC, Toronto. Insurance; 76 employees. Partners with the Yonge Street Mission to connect disadvantaged and at-risk youth with employment opportunities. EDMONTON, CITY OF, Edmonton. Municipal government; 9,817 employees. Allows employees who possess most of the training and/or experience required for a position an opportunity to work in the position to develop all necessary requirements. EGG FARMERS OF CANADA, Ottawa. Business associations; 57 employees. Manages a national young farmer program to help the next generation of egg industry leaders increase their knowledge and hone the skills they need for leadership. EPCOR UTILITIES INC., Edmonton. Electric power distribution and water treatment; 3,056 employees. Maintains a job rotation and shadow program to provide opportunities for employees to work in areas of interest.

2019 WINNERS

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Continued

FISHERIES AND OCEANS CANADA AND THE CANADIAN COAST GUARD, Ottawa. Federal government; 11,522 employees. Maintains a dedicated Young Professionals Network to provide employees with professional development, networking and learning opportunities. FL FULLER LANDAU LLP, Montreal. Accounting; 102 employees. Works with local universities to hire summer and co-op students during tax season to work in the firm’s audit, tax and small business departments. FORD MOTOR CO. OF CANADA LTD., Oakville, Ont. Automobile manufacturing; 7,869 employees. Maintains personnel development committees which oversee employee development, internal selection and placement, and succession planning.

IANTS & GENTLEMEN ADVERTISING INC., Toronto. Advertising agency; 24 employees. Manages a full-time paid “Genternship” program for recent graduates eager to learn about the industry and gain working experience. GROUPE DYNAMITE INC., Mont-Royal, Que. Retail; 1,605 employees. Provides interns and recent graduates at Groupe Dynamite with an accelerated two-week onboarding experience.

ARVARD DEVELOPMENTS INC., Regina. Commercial real estate management and development; 188 employees. Offers generous tuition subsidies for courses related to an employee’s position. HATCH LTD., Mississauga. Engineering; 2,901 employees. Manages a professional development program to help recent grads in their first to third year of employment to transition into the working world.

GIANTS & GENTLEMEN ADVERTISING INC.

EDNAV LTD., Montreal. Deep-sea freight transportation; 184 employees. Created a training program offering participants experience in the organization’s core departments along with potential international assignments.

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p Employees work in a comfortable open-plan layout at Giants & Gentlemen Advertising Inc. in Toronto.

HEALTH CANADA / SANTÉ CANADA, Ottawa. Federal government; 7,497 employees. Manages the Health Canada Science Management Development program, a three-year initiative including work assignments and training for employees who want to become senior managers. HOLLAND BLOORVIEW KIDS REHABILITATION HOSPITAL, Toronto. Hospital: 544 employees. Encourages ongoing employee development by offering five to seven paid education days for learning and development activities. HOUSE OF COMMONS ADMINISTRATION, Ottawa. Legislative bodies; 1,845 employees. Selects 40 students from CEGEPs and high schools across Canada to participate in a dedicated Page program. HYDRO OTTAWA, Ottawa. Electric power distribution; 680 employees. Collaborated with Algonquin College to develop and deliver the college’s two-year Powerline Technician Diploma program.

NTACT FINANCIAL CORP., Toronto. Insurance; 11,750 employees. Offers a structured two-year Specialty Solutions and Surety Training program.

AZZ AVIATION LP, Dartmouth, N.S. Air transportation; 4,660 employees. Offers scholarships to students enrolled in Aircraft Maintenance Engineer programs at local community colleges. JOEY RESTAURANT GROUP, Vancouver. Restaurants; 372 employees. Manages in-house apprenticeship programs for Red Seal certification and certified Chef de Cuisine.

EURIG CANADA INC., Montreal. Coffee distribution and brewing equipment; 1,401 employees. Launched a rotational program called “CAFFEINE” for recent graduates and former interns. KPMG LLP, Toronto. Accounting; 7,081 employees. Launched the KPMG Ideation Challenge, a competition that invites students from 10 countries to test their abilities by cracking complex real

business issues. ’ORÉAL CANADA INC., Montreal. Cosmetics manufacturing; 1,462 employees. Manages Brandstorm, a marketing competition that allows groups of students to present a new product line and marketing campaign to L’Oréal judges. LABATT BREWING CO. LTD., Toronto. Breweries; 3,461 employees. Manages a comprehensive internship program for university students across all departments which includes participation in “beer school.” LAFARGE CANADA INC., Calgary. Concrete manufacturing; 6,844 employees. Offers the 18-month Lafarge Leadership Development program to help cultivate future talent for leadership positions. LOYALTYONE CO., Toronto. Marketing consulting; 1,176 employees. Offers a speed networking event to provide working students with opportunities to connect one-on-one with senior LoyaltyOne leaders.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

2019 WINNERS

Continued

ANITOBA, GOVERNMENT OF, Winnipeg. Provincial government; 12,536 employees. Maintains a New Professionals Network which organizes a number of networking and social events throughout the year. MANULIFE, Toronto. Insurance; 12,790 employees. Nurtures student talent through a Canada-wide internship program, which offers a broad range of opportunities in various departments. MCMILLAN LLP, Toronto. Law firm; 650 employees. Manages a student writing mentor program to help students and associates develop writing skills for research memos. METROLINX, Toronto. Public transit; 3,582 employees. Manages a Truck and Coach Technician Apprenticeship program in partnership with Centennial College. MOTT MACDONALD, Vancouver. Engineering; 104 employees. Hosts a graduates weekend, an opportunity to meet and network with other graduates within the organization.

publishers; 816 employees. Encourages employees to cultivate creativity through innovation challenges. NUNAVUT, GOVERNMENT OF, IQALUIT. Territorial government; 3,359 employees. Manages the Amaaqtaarniq Education program to help remove barriers to postsecondary education for eligible Inuit employees.

NTARIO PUBLIC SERVICE / OPS, Toronto. Provincial government; 65,136 employees. Offers a 12-month Ontario internship program for individuals who have recently graduated with a degree, diploma or postgraduate certificate.

EMBINA PIPELINE CORP., Calgary. Natural gas distribution; 1,554 employees. Manages specialized engineer-in-training programs with two streams – rotational or non-rotational programs. PEPSICO CANADA, Mississauga. Soft drink and food manufacturing; 10,699

employees. Manages “Connect,” a network for employees from all generations, job functions and levels of experience. PHARMASCIENCE INC., Montreal. Pharmaceutical manufacturing; 1,498 employees. Helps university students gain work experience through its Next Generation Leadership program. PROCTER & GAMBLE INC., Toronto. Consumer product manufacturing; 1,657 employees. Provides an onboarding program with training sessions led by experienced senior managers or executives.

.F. BINNIE & ASSOCIATES LTD., Burnaby, B.C. Engineering; 192 employees. Manages an engineer-in-training program to support the career advancement of its employees and facilitate professional accreditation. RIO TINTO, Montreal. Mining and metals manufacturing; 10,333 employees. Offers a Graduate Excellence Path, a

two-year development program for new graduates. ROGERS COMMUNICATIONS INC., Toronto. Telecommunications, cable, publishing and subscription programming; 21,631 employees. Launched the Ted Rogers Scholarship Fund, dedicated to helping young leaders across the country succeed in their educational aspirations. ROYAL BANK OF CANADA, Toronto. Banking; 52,575 employees. Offers RBC’s Career Launch program, a one-year paid internship for recent university and college graduates under the age of 24.

AMSUNG ELECTRONICS CANADA INC., Mississauga. Communications equipment manufacturing; 572 employees. Organizes the Samsung Solve for Tomorrow Challenge, a national initiative for students from Grades 6 to 10 to apply STEM learning to solve issues in their communities. SAP CANADA INC., Vancouver. Custom computer programming; 3,307 employees.

q Employees from Montreal-based Rio Tinto take to the water in the annual dragon boat charity fundraiser.

MTU MAINTENANCE CANADA LTD., Richmond, B.C. Aircraft engine and parts manufacturing; 397 employees. Offers a number of internships, including a BA internship for young individuals and an 18-month junior trainee program.

ATIONAL BANK OF CANADA, Montreal. Banking; 16,047 employees. Organizes “Let’s Talk Career Days” to help employees plan long-term development.

NTT DATA CANADA INC., Halifax. Computer systems design; 807 employees. Offers an internal moves program, which provides guidance on how to advance to employees interested in changing career direction. NUANCE COMMUNICATIONS CANADA INC., Montreal. Software

RIO TINTO

NORTHWEST TERRITORIES, GOVERNMENT OF, Yellowknife. Territorial government; 5,846 employees. Created a graduate internship program to recruit qualified postsecondary northern graduates into positions related to their field of study.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Launched a new internship experience project for students and recent graduates.

STATISTICS CANADA, Ottawa. Federal government; 5,275 employees. Manages a variety of recruitment and retention programs for new and recent graduates in various roles.

SASKATCHEWAN RESEARCH COUNCIL / SRC, Saskatoon. Research and development; 310 employees. Offers mentoring for engineers and geoscientists in training.

SUN LIFE FINANCIAL INC., Toronto. Insurance; 9,662 employees. Maintains an actuarial development program that includes job rotations through a range of business units.

SASKPOWER, Regina. Hydroelectric power generation; 3,342 employees. Hires engineering interns for periods of eight to 16 months within a variety of positions across business units and departments.

SURREY, CITY OF, Surrey, B.C. Municipal government; 2,049 employees. Established the Surrey Leadership Youth Council to engage youth in social and community planning.

2019 WINNERS

Continued

SASKTEL, Regina. Telecommunications; 3,000 employees. Manages NextGEN, a network that provides career development and opportunities to connect for new and young employees. SCHNEIDER ELECTRIC CANADA INC., Mississauga. Industrial automation and controls; 2,614 employees. Offers a 12-month field service representative apprenticeship program for electrical engineer technicians and technologists. SIEMENS CANADA LTD., Oakville, Ont. Engineering; 3,998 employees. Manages a two-year finance leadership development program to recruit, train and develop high-potential graduates. SINAI HEALTH SYSTEM, Toronto. Hospitals; 3,496 employees. Manages a summer MBA student internship program. SODEXO CANADA LTD., Burlington, Ont. Food service contractors; 6,089 employees. Offers an international mobility program, allowing employees to work in one of the 80 countries where Sodexo operates.

D BANK GROUP, Toronto. Banking; 46,871 employees. Manages a generous Scholarship for Community Leadership program for students in their final year of high school or CEGEP. TREASURY BOARD OF CANADA SECRETARIAT, Ottawa. Federal government; 2,060 employees. Manages Renaissance, a dedicated network for new professionals of any age, classification or level.

BC / UNIVERSITY OF BRITISH COLUMBIA, Vancouver. Universities; 11,097 employees. Offers a variety of in-house training programs, including the award-winning Coaching@UBC program. UBISOFT CANADIAN STUDIOS, Toronto. Software publishers; 4,482 employees. Nurtures the development of high-potential employees through a dedicated graduate program.

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ANCOUVER CITY SAVINGS CREDIT UNION, Vancouver. Credit unions; 2,147 employees. Offers a unique live-andwork co-op training option for employees interested in living in Bologna, Italy. EST FRASER TIMBER CO. LTD., Vancouver. Sawmills; 5,680 employees. Manages a new and young worker program to provide extensive training to employees under the age of 25. WHISTLER BLACKCOMB, Whistler, B.C. Skiing and resort operations; 3,380 employees. Provides paid internships and co-op opportunities to students in varied areas, including sales and marketing, public relations and human resources.

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EROX CANADA LTD., North York, Ont. Computer technology and services; 2,511 employees. Operates an extensive co-op program to provide students with research and development experience.

MCA OF GREATER TORONTO, Toronto. Individual and family services; 1,833 employees. Manages a Newcomer Youth Leadership Development program which allows young staff advisors to help provide leadership and support to newcomer young people. YORK REGIONAL POLICE, Aurora, Ont. Police service; 2,260 employees. Hosts Youth Forums, day-long events for high-school students featuring guest speakers and workshops on current topics and issues facing young people. – Diane Jermyn

METHODOLOGY

he editors of Canada’s Top 100 Employers at Toronto-based Mediacorp Canada Inc. evaluate each employer based on the programs and initiatives they offer 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 more quickly in the organization. Last, the editors look at the average age of employees at each organization to better understand the composition and profile of their work force. 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. More detailed reasons for selection, explaining why each of the winners was chosen, are published on the competition’s website: https://www.canadastop100.com/young_people/ –Diane Jermyn

q Kelsey, a snowboarding instructor from Whistler Blackcomb, takes her young charges through the fundamentals of hill safety.

STANLEY BLACK & DECKER CANADA CORP., Mississauga. Tool and hardware manufacturing; 1,257 employees. Manages a leadership program to nurture the development of high potential early career associates.

WHISTLER BLACKCOMB

STANDARDAERO, Winnipeg. Aircraft engine maintenance; 2,078 employees. Manages an engineer-in-training program for recent graduates featuring rotations in various engineering disciplines.

UBISOFT MONTRÉAL

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

p Ubisoft Canadian Studios has a dedicated entry-level recruitment program for recent graduates.

PRIDE AND PURPOSE

Canada’s Top Employers for Young People are helping their new recruits make an impact early on

f you want useful insights into the employment environment for young people, talk to Julia Innis at KPMG LLP, one of Canada’s Top Employers for Young People. For most of her seven years at the professional services firm, she’s been involved in campus recruitment, and now oversees recruitment and brand as Candidate Experience Leader. “I think a huge part of what appeals to young people is the ability to have meaning in what they do and to make an impact early on,” she says. “I see that all the time. They want to have a connection to the work they’re doing. They don’t just want to come into a role and sit there doing something really basic. They want

to put their skills to work – what they’ve studied in university or college – and they want to see what that impact is.” Arguably, this is a great time to be a young job-searcher, given Canada’s low unemployment rate and booming economy, particularly in larger centres like Toronto or Vancouver. “They’re coming into the workplace when there are lots of opportunities available,” says Innis. “They can work at a large organization like KPMG or work at a startup.” That also means millennial employees have significant leverage – many of the Top Employers report that 30 per cent or more of their staff is under 34. And people in this generation are not afraid of making their views clear. “Having their

voice heard is really important,” notes Innis. “They’re coming up in an age of social media where it’s so easy to for them to voice their opinion on Twitter or Instagram. So when they are part of a company or organization, they also want to feel that they have their voice heard.” The winners of the Canada’s Top Employers for Young People competition are very aware of such trends, says Kristina Leung, Senior Editor at Mediacorp Canada, which produces the list. “The overarching trend is organizations trying to connect young people with a sense of purpose,” she says. “They are showing people what it is that the organization does, and how young people can fit into that long-term purpose. Or they are

extending it to a broader purpose such as charity work that the organization participates in.” Many employers, too, are making sure their new recruits get the opportunity to show off their skills and make an impact early on. “It’s a kind of out-of-the-box training instead of the older, regimented in-house style that you had to do to get to the next level. This is training and mentoring that is more collaborative, crosses different departments and gets groups of people together to think and brainstorm on how they can impact the organization, even in a broader way outside their day-to-day roles.” That sense of contributing directly to the organization’s future, and often

P R IDE & P UR P O SE

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Continued

In the end, though, an employer’s relationship with young people often gets back to that sense of purpose, mission and pride, Leung says. “It’s important for an organization to be very clear about what it has set out to achieve,” she says. “And of course, we’re not talking about just making money. Having a purpose clearly defined – whether it’s creating really dynamic tech products or offering great services, and how that will help better the world – is critical in helping young people feel a connection to the organization and really engage. Several organizations have mentioned that this has generated positive feedback for them. As a recruitment message, it’s very powerful.” – Berton Woodward

ATB LOYALTYONE

Leung notes that many employers are adjusting their format for career development, making it more agile, personal and individual. Very common now are the rotational programs for new hires that allow them to spend several months in various areas of an organization to see what they like. “There is also more two-way communication between employer and employee,” Leung says. “It’s not just top-down. Feedback is integrated throughout the employment experience.” At the same time, many HR programs now feature much more choice and flexibility, where employees can select from a buffet of health and financial benefits.

SRC

Employers are also looking at ways of customizing their offerings to employees. KPMG’s Innis notes that millennials – or Gen Z, as the younger members of the generation are often called – are used to a sense of individualism. “They’ve grown up with Netflix and ‘recommended for you’ – everywhere in technology there is that notion of personalizing products,” she says. The influence of technology also means that feedback is very important, she adds. “They prefer continuous coaching. They don’t want to wait six months for their performance review.”

CAPITAL ONE

suggesting changes that are then implemented by the employer, has a powerful effect, says Leung. “When the organization demonstrates that what young people are saying does matter, it can create really great retention and a long-term engagement with that individual.”

PHOTOS (CLOCKWISE FROM TOP): (1) CJ, a graphic design intern at Capital One Bank, walking with colleagues in Toronto’s Pride Parade; (2) Employees at the Calgary campus of ATB Financial; (3) Embracing company values at LoyaltyOne Co. in Toronto; and (4) Fern and Audrey, employees of the Saskatchewan Research Council.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Benefits flow at AIG Canada starting on Day One

usannah Davis could work from home a couple of days a week, but she chooses not to. “I really love coming into the office, interacting with the great people who work here,” says the Toronto-based AIG Canada Analyst who has been with the global insurance provider since graduating from university in 2017. “This is a place where young people are valued and supported. AIG gets it.” Less than three months into the job, Davis was given the opportunity to lead a client-renewal effort. “My manager trusted me to handle it and gave me the autonomy to do it.” No problem: the client signed on for another term. “The leadership allows newbies to grow and develop through their own experience rather than just from textbooks,” says Davis.

This is a place where young people are valued and supported. AIG gets it. __________ Susannah Davis Analyst

But formal learning is also recognized. As part of its commitment to professional development, AIG Canada offers a tuition reimbursement program for all employees. In Davis’s case, the company is picking up all the costs, including textbooks, for her to obtain a Canadian Risk Management designation. While Davis came to AIG Canada with an undergraduate commerce degree, the company also recruits recent graduates with other academic credentials. “We aggressively pursue people from a variety

p AIG Canada employees use the company’s work-from-home program to foster dogs

of backgrounds,” says AIG Canada President and CEO Lynn Oldfield. “We get strength from our diversity. We can all learn from young people with different experiences.” To ensure new employees have a smooth entry into the AIG Canada workplace, whether it’s in Toronto, Montreal or Vancouver, everyone is assigned a work buddy on Day One to show them the ropes. A more formal mentorship program follows. “On-boarding is crucial,” says Oldfield. “An employee’s experience in the first 90 days is critical in determining their happiness and ultimate success.” There is also a realization that people look for new opportunities as they develop personally and professionally. Oldfield says AIG Canada meets that need by supporting employees who want to “switch paths or try out new things” by encouraging change along with providing the support needed to

take on new responsibilities. Indeed, AIG Canada offers one growth opportunity that is hard to match elsewhere: 80 global offices whose doors are open to people who want to move, either temporarily or on a more permanent basis. Except for one characteristic, Oldfield finds young employees today are much the same as when she entered the workforce. “They’re ambitious, they want interesting and rewarding work, and they want to serve some higher purpose,” she says. The insurance industry checks all those boxes, Oldfield adds. “We make a difference to people’s lives, especially at times of peril,” she says, “and the work is stimulating.” Davis agrees. “Insurance isn’t the dowdy industry that many people think it is,” she says. “It’s dynamic, it’s exciting. No two days are the same. There’s always a new challenge in my in-box.”

The one quality, according to Oldfield, that distinguishes millennials from previous generations, is the emphasis on work-life balance. Says Davis: “I love what I do, but I don’t want it to be all that I do. AIG Canada makes that possible.” To that end, in addition to offering most employees the opportunity to work from home at least a few days a week, AIG Canada provides all starting employees with 26 days of personal time off. AIG offices have early closings prior to statutory holidays, in effect giving everyone a head start on a long weekend. Also on Day One, everyone is welcomed into the company’s benefit plans, including its health plan where the employer pays 100 per cent of the premiums and a pension plan where AIG Canada contrib-utes five per cent of an employee’s annual salary. It will also match employee contributions of up to three per cent of annual salary to a company-sponsored savings plan. “Getting all that from the get-go,” says Davis, “shows AIG Canada values young people and wants us for the long term.” ¡

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

ArcelorMittal Dofasco forges steel – and opportunity

achel Choong has a single-minded approach to a thriving career at ArcelorMittal Dofasco G.P. “Any opportunity you have to learn something new,” she says, “you should snap it up.” That could just as easily be the guiding philosophy of the Hamilton, Ont. steelmaker itself. With a wide range of training, professional and personal development programs and apprenticeships, Dofasco offers employees numerous ways to acquire new skills and knowledge. And with its well-known motto “Our product is steel. Our strength is people” as a signpost, Dofasco has developed a culture where 5,000 employees feel they have a stake in one another’s success and willingly share their accumulated wisdom.

People who are within five years of retiring place particular emphasis on knowledge transfer. They often invite you to join in discussions about the company and the industry because they care so deeply about the long-term future of Dofasco. _______ Rachel Choong Senior Technical Customer Service Coordinator

For Choong, a process engineer, her steel-industry education began when she joined Dofasco in 2013. The company has

p Rachel Choong in the control room of the Hot Mill at ArcelorMittal Dofasco

an extensive onboarding program that integrates classroom, factory, gaming and simulated training. It also features Play to Win, an offsite experiential learning program where new employees are introduced to the company’s culture and values. Next, job rotations through different departments at the 700-acre Hamilton site helped familiarize Choong with Dofasco’s wide-ranging operations. At every step, she was mentored by senior team members and formed friendships with co-workers, including trainees in other fields. These contacts can come in handy in her current position as Senior Technical Customer Service Coordinator in the Hot Mill, where huge steel slabs are rolled into very thin coiled sheets. Dofasco makes more than 100 grades of steel, and minuscule variations can result in big setbacks for a product’s end-users. Whether the difficulty arose in her customers’ plant or at Dofasco’s state-ofthe-art facilities, it can fall to Choong to find a solution. While she enjoys problem-solving, Choong says she also appreciates being able to confer with

colleagues with diverse backgrounds and areas of expertise to resolve the issue. “I find that people who are within five years of retiring place particular emphasis on knowledge transfer,” she adds. “They often invite you to join in discussions about the company and the industry because they care so deeply about the long-term future of Dofasco.” In making sustainability the core tenet of its operations, ArcelorMittal Dofasco is also looking to the future. “We are making decisions for the sustainability of the business, our community and our environment,” says President & CEO Sean Donnelly. “Every day, we ensure we are moving the dial in all three aspects. We know that’s the kind of company Canadians want to work with.” In addition to competitive compensation and benefits, ArcelorMittal Dofasco offers employees opportunities to explore career options in different locations and fields. Since 2006, Dofasco has been part of the ArcelorMittal group, the world’s largest steel and mining company. Through a global online website, employees can

Our strength is people.

dofasco.arcelormittal.com

@ArcelorMittal_D

facebook.com/arcelormittaldofasco

@arcelormittal_dofasco

access assignments in 60 countries. Those who prefer to stay close to home can still try something new. Employees work in more than 70 different careers and Dofasco facilitates moving among them. The success of this approach was evident at a recent gathering of the 40 Year Club where many of the celebrants had switched professions multiple times. Still, in a world of change, some things remain the same. Donnelly says that since Dofasco was founded in 1912, the company and its people have cared immensely for the community in which it operates. The tradition continues as a corps of volunteers known as Team Orange lend their time and expertise to a range of initiatives. Many employees are also active fundraisers and overall donated nearly $500,000 to local causes in 2017. That same year, corporate contributions to charitable and environmental causes totalled $1.6 million. “I am so proud of our team and the passion and skill they bring to not only the job but the community,” says Donnelly. “It is a pleasure to back them with additional investments in important communitybuilding projects.” ¡

TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION ONLINE AND IN-HOUSE TRAINING PROGRAMS PAID INTERNSHIPS AND CO-OP TERMS FOR STUDENTS OVER 70 DIFFERENT CAREER PATHS

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Baycrest welcomes student interns and job-shadowers

ngela Uy joined Toronto-based Baycrest Health Sciences – a global leader in geriatric residential living, healthcare, research, innovation and education, with a special focus on brain health and aging – in April 2011 as an advanced practice nurse. But she didn’t stay in the role for long. “From the beginning of my time at Baycrest I’ve had lots of opportunities to work in different roles and to acquire different skills,” says Uy, who is currently a Clinical Manager in the Rehabilitation Unit. Uy has worked as a unit director in the long-term care department, as a clinical manager in the hospital and in the quality improvement department. “It was a lot of movement, and it gave me an opportunity to decide what I liked best and what was the best fit for me,” she says.

One of the amazing things about Baycrest is the enormous contribution talented young people make. _______ Joni Kent

Executive Vice-President Corporate Services and Chief Human Resources Officer

And all that mobility is no coincidence. In fact, Baycrest encourages such movement as part of its commitment to the development of its staff. “We want our employees to grow professionally and to try different roles,” says Joni Kent, Executive Vice-President Corporate Services and Chief Human Resources

p Angela Uy, Clinical Manager at Baycrest Health Sciences

Officer. “The role you start in may not be the role you’re in several years later.” Baycrest supports professional development through a whole suite of internal learning materials that involve online study, project work and dialogue with facilitators. That commitment also includes a tuition support program. Full-time employees are eligible for up to $1,000 per fiscal year to cover the cost of programs offered by outside organizations while part-timers qualify for up to $500 per year. And they are entitled to paid days off for in-class sessions. Emerging leaders who want to hone their skills can also participate in the Leadership Development program, which is delivered online and in-person by facilitators. Baycrest also has several annual awards programs for employees who want to

attend professional development conferences. Employees can submit proposals as individuals or as a team and those who are selected receive up to $10,000 to cover their costs. Although Baycrest is an institution dedicated to healthcare for older adults, it makes an extraordinary contribution to the future of young people through its internship and volunteer programs. “Young people are looking to have an impact, to do something meaning-ful and to come to a place where they can grow and learn,” says Kent. “One of the amazing things about Baycrest is the enormous contribution talented young people make.” Each year, over 1,500 college and university-level students participate in paid and unpaid internships, which are arranged by Baycrest’s Education and Volunteer

Services departments with post-secondary institutions. Internships are available for over 22 professions, including prospective doctors, nurses, physiotherapists and occupational therapists, among others and they can range in length from several days to several months. “They work side by side with our clinicians,” says Kent. “It’s great exposure for these students.” Baycrest also runs a youth volunteer program in partnership with several nearby high schools. Some 250 students per year participate – and some start as young as 14. Under the Baycrest Youth Job Shadowing Program, students meet and observe the work of health care professionals such as speech language pathologists, social workers, pharmacists, dieticians and physicians and physiotherapists. “Even our chief executive officer takes a couple of students each year to job shadow,” says Kent. “They get to follow him for a day and ask questions. It’s really special when young people who are thinking about careers in healthcare have access to top professionals.” ¡

229 JOBS AVAILABLE LAST YEAR TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION SUBSIDIES FOR PROFESSIONAL ACCREDITATIONS AND DEVELOPMENT ONLINE AND IN-HOUSE TRAINING PROGRAMS

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Bell Canada team members connect with the future

lexander Kowalski says he discovered how “awesome” it is to work for Bell Canada when he was a university student with a summer job helping design network infrastructure. After his contract ended, he was determined to find a way to return to Bell. So, when the company held an on-campus information session at his school – one of 40 it holds throughout the country each year – Kowalski jumped at the chance to attend and learn about the options open to him after graduation. His eagerness paid off and Kowalski was accepted into Bell’s Graduate Leadership Program after he completed his degree in 2017. He joined the Finance stream, one of nine different streams the award-winning program offers new grads. A little more than halfway through his rotational program, Kowalski says he’s already had more interesting assignments and interactions than he ever expected.

We’re in a fastpaced environment where technology is consistently changing. That makes Bell an exciting and dynamic place to have a career.” _______ Marie-Josée Boivin

VP, HR & Organizational Development

“I feel incredibly lucky to work for Canada’s largest telecommunications company,” says Kowalski, currently a Finance Manager for Field Services. “I’ve been given all kinds of opportunities to take on challenging projects working for a

p Bell Canada offers young leaders a broad range of exciting career opportunities

company that’s on the forefront of technological change. Bell’s grad program is rare with so many possibilities for growth.” Whether they’re expanding fibre links to customers across Canada, launching next-generation media platforms and content, or readying 5G wireless to power Internet of Things (IoT) applications, Bell’s 52,000 employees are focused on providing the best possible service experience. With thousands of career opportunities, Bell offers young people a variety of well-developed options to jump-start their careers. This includes summer student placements, paid internships and university co-op programs plus the Graduate Leadership Program. Opportunities are available in fields as diverse as network engineering, marketing, broadcasting, IT, finance, human resources and legal. Plus, the company invests in long-term career growth through training, education and professional development. Marie-Josée Boivin, VP, HR & Organizational Development, says the opportunity to

Give your career a boost. Join a winning team. Apply today at bell.ca/careers Follow us @bell_jobs

do innovative and rewarding work appeals to young people who have grown up embracing change. “We’re in a fast-paced environment where technology is consistently changing,” she says. “That makes Bell an exciting and dynamic place to have a career.” At the same time, says Boivin, it’s important to work for a corporation that plays a positive role in people’s lives. The ground-breaking Bell Let’s Talk initiative is a source of pride for employees, who have embraced the company’s commitment to breaking down stigma, with mental health awareness, training and support both inside the company and in partnership with organizations across the country. “Whether it’s giving back to others or contributing in the workplace, Bell understands the motivation to make a difference,” says Boivin. “We’ve become more collaborative, more agile and are embracing the diverse needs of our workforce in our company culture.” Participants in the grad program, for instance, quickly gain valuable experience in

varied roles as they rotate through different departments. They also benefit from a built-in mentorship component that helps them envision their future with the company and take ownership of their own careers. That’s exactly what Natalia Gomez Diaz has done. She is one of over 1,000 grads that Bell has hired into full-time positions since the program began in 2011. Today, Gomez Diaz is a Project Manager in Field Services – or what she jokingly calls her “day job.” That’s because she’s given herself the additional challenge of organizing Think Tank events for Bell. After the first two problem-solving events were a success, Gomez Diaz says others in the organization have approached her and her team of volunteers to host the events for their departments. She credits the innovative culture at Bell, where executives appreciate the perspectives of different generations. “They were so open and willing to consider the contributions I could make,” Gomez Diaz adds. “That’s such a boost of confidence when you’re just starting your career, and I’ve seen that commitment do nothing but continue – Bell is a great place to build your future.” ¡

MORE THAN 1,000 STUDENTS HIRED LAST YEAR EDUCATION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION GRADUATE LEADERSHIP PROGRAM OFFERS NINE UNIQUE STREAMS NEW GRADS ARE OFFERED MENTORSHIP OPPORTUNITIES WITH LEADERS

your career just got better

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Pride and global opportunities inspire Boeing people

hen Sijie Liu first started working at Boeing Canada Operations Ltd. in Winnipeg after completing her master’s degree at the University of Manitoba, she still expected she would return to her native China. After all, she had only been in Canada for two and a half years, studying industrial engineering. “But I just thought, maybe I’ll apply and see what happens,” she says. What happened is, she never went back. “Boeing changed my life path,” says Liu. “I enjoyed the work and I especially enjoyed working with the people here. I feel like we’re a family.” Liu also loves the career track she has had, bolstered by programs and opportunities Boeing Canada offers to its new hires. Right away, she says, she was able to oversee important processes involved in the Winnipeg factory’s production of complex composite parts, such as panels or engine covers, for the full range of Boeing passenger jets.

Boeing changed my life path. I enjoyed the work and I especially enjoyed working with the people here. _______ Sijie Liu

Business Operations Specialist

Later, she was able to switch from her position as an Industrial Engineer to her current role as a Business Operations Specialist, working on forward planning and other site-wide projects. “Boeing helped me understand my personal goals,” she says. “I found I really liked

p Boeing Canada employee, Sijie Liu, is a Business Operations Specialist, at the 800 000 square foot aerospace composite manufacturing facility in Winnipeg, Manitoba

working on the business side of things.” She was also accepted into the select Leadership Next program, involving two years of mentorship and learning in preparation for leadership roles, as well as travel to Boeing’s global headquarters in Chicago. “So far it has been a pretty fantastic journey for me,” says Liu. New recruits can make that journey in Winnipeg, the largest centre for Boeing Canada, as well as in offices in Vancouver, Richmond, B.C., Montreal, Ottawa and other locations with a total of some 2,000 employees. The downtown Vancouver office has a major software development and data analytics group. Ottawa is a centre for sales and service teams that support Canadian military programs. And the Winnipeg factory, accounting for more than 1,600 employees, is part of Boeing Commercial Airplane’s fabrication division, producing parts and assemblies

that go to the aircraft company’s huge final assembly sites in the Seattle area and Charleston, S.C. Joining a company with operations in 65 countries, including 11 R&D centres around the world, means that Boeing employees can often move around internationally, says Stephanie Kimberling, Boeing Canada’s Winnipeg-based Human Resources Business Partner and herself an Oklahoman who previously worked in Denver. “Across the enterprise we offer so many opportunities to build a career in almost any area you would be interested in,” she says. “So if you want to go somewhere else in the world, you have opportunities to do that – not just in Canada but worldwide.” In Winnipeg, Boeing works closely with local colleges and technical schools as well as the University of Manitoba to bring in student talent. Kimberling notes

YOUR FUTURE IS BUILT HERE boeing.com/careers

that the fundamental requirement for factory jobs is Grade 12 or equivalent. “Then we have you go through training, and that’s really what opens the door,” she says. Boeing offers tuition reimbursement to employees who take further education, enabling them to move into positions in other parts of the business. There are also summer internships available for university students and a three-week sponsorship program for vocational high school students. Kimberling says proudly that in last summer’s crop of interns, most of whom are engineering students, half were female. Liu calls Boeing an “exciting” workplace. “Building airplanes is amazing,” she says. “What I do is exciting because we are making a contribution to the world. It’s important to have pride in what you do.” Kimberling says that feeling is a key point for Boeing people. “We brought a 787 to Winnipeg’s airport so employees could see the plane they were helping to build,” she recalls. “We had employees with tears in their eyes, just so full of pride at being able to work here.” ¡

TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION ON-THE-JOB TRAINING AND CAREER DEVELOPMENT GRADUATE LEADERSHIP PROGRAM 171 JOBS AVAILABLE LAST YEAR

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

At Bruce Power, exciting work in a beautiful area

ou can see why working at Bruce Power LP would be an ideal environment for Courtney Sauveur. A Mechanical Designer, she grew up in small-town Nova Scotia and first heard about Bruce Power at a Canadian Nuclear Association conference. Within a few months, she was working at the nuclear power complex on the shores of Lake Huron. “It was a risk to move my entire life to Ontario without knowing what the job would be like,” says Sauveur. “But I don’t regret the decision at all.” First, there’s the work. “It’s very exciting,” says Sauveur. “Every day there’s a new technical challenge, a new problem to solve, a new efficiency to develop, or things to get involved in that are outside my everyday engineering role. It never feels mundane, never feels routine.”

We were welcomed from day one – it was like orientation week in university! I quickly made friends. _______ Courtney Sauveur Mechanical Designer

And then there’s that beautiful Bruce County location, near the small Ontario towns of Kincardine and Saugeen Shores, about two and half hours northwest of Toronto. “If you grew up in a small town on the East Coast, it’s really very similar,” says Sauveur. “I like small town life.” Plus there are the people. When she joined in 2015, she was part of a group of new recruits arriving at the same time, a

p Bruce Power welcomes a large group of Development students throughout the year into all different parts of the business

regular occurrence. “We were welcomed from day one – it was like orientation week in university!” she says. “I quickly made friends.” Those friends come from all over – often big-city students looking for a better lifestyle. Sauveur, who studied chemistry and engineering at St. Francis Xavier University and the University of New Brunswick, says one of the attractions of Bruce Power was that she heard it employed a lot of young people, despite concerns expressed at the nuclear conference that the industry was aging out. There’s a good reason for that, says Cathy Sprague, Bruce Power’s Executive Vice-President, Human Resources. “About 30 per cent of our staff are under 34,” says Sprague. “We have embarked on a 20-year plan of nuclear refurbishment, running to

Low-carbon electricity. Highly engaging jobs. Visit brucepower.com/careers for more information.

2035, so there is a wide range of career opportunities, from engineering to project management to operations, plus support work like supply chain, HR or finance. These are amazing opportunities for long-term great jobs.” Currently there are about 4,100 full-time employees at the company and some 1,000 contractors and supplemental staff, which could rise to a total of 7,500 at times as the refurbishment takes hold. She notes that Bruce Power is Canada’s only privately operated nuclear power installation, as well as the largest operating site in the world, with eight reactors generating about 30 per cent of Ontario’s electricity. (The major shareholders include Ontario’s OMERS pension fund and Calgary-based TransCanada Corp.; more than 95 per cent of regular employees are owners too.)

Sprague says Bruce Power attracts highly motivated people looking for opportunities, and “we offer the ability to move through a variety of roles, which makes for a very interesting career.” New engineering hires are provided six-month rotations through four different parts of the operation over 24 months, she says, “so they can see what interests them and where they can make a real difference to the business.” There are also chapters of NA-GYN, for North American Young Generation in Nuclear, an organization of young professionals in the industry, and WIN, Women in Nuclear, both of which offer mentoring and professional development as well as volunteer opportunities in local communities. It’s a place where Sauveur feels very settled. She and her boyfriend – whom she met at Bruce Power – recently bought a house in the Saugeen Shores community of Port Elgin. “I like having green space around me,” she says, “and it’s a community that feels very safe and welcoming.” ¡

APPRENTICESHIP AND SKILLED TRADES PROGRAMS MENTORSHIP PROGRAM SIGNIFICANT IN-HOUSE TRAINING PROGRAMS PAID INTERNSHIPS AND CO-OP TERMS FOR STUDENTS

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

CIBC banks on a creative, client-focused culture

hen Sarah Murphy landed a job as a CIBC summer student two years ago, it was not what she expected. She had definite preconceptions of what a career in banking was going to be like – buttoned down, conservative, hierarchical. But her summer experience was the opposite – creative, client-focused and agile. In fact, she enjoyed it so much that once she graduated last June, she was eager to accept a position at CIBC as a Commercial Banking Associate. “It’s been a great fit for me,” she says. From the hundreds of summer students hired by CIBC each year, Murphy was selected as one of 15 for the bank’s SWAT program. SWAT participants spend part of their time working on agile, project-based teams applying their creative problem-solving skills to current, real-life business challenges. Students receive mentorship from senior leaders while collaborating with other students across the bank to come up with innovative solutions. At the end of the summer, the SWAT teams pitch their recommendations to a panel of senior leaders – similar to a “Dragon’s Den” scenario.

It is a tremendous opportunity for somebody who is straight out of school. The bank is really investing in my future.” _______ Sarah Murphy

Commercial Banking Associate

“It was a challenging assignment,” says Murphy. “But we prepared ourselves well. We had the opportunity to really delve into

p CIBC SWAT Program aims to inspire and connect young talent

the challenge and worked throughout the summer to research and collaborate on a solution.” As well as gaining exposure to different areas of the bank, the SWAT students also met with CIBC President and Chief Executive Officer Victor G. Dodig, who shared his views on leadership, the future direction of CIBC and how its client-focused culture is transforming every area of the bank. “It was a great discussion, and it definitely opened my eyes to the many opportunities,” she says. “It gave me insight to how my skills and interests would mesh well at CIBC.” As a new graduate and CIBC commercial banking associate, Murphy is now learning all aspects of the business – client relationships, treasury diagnostics, and credit writing, among other things. “It is a tremendous opportunity for somebody who is straight out of school,” she says. “The bank is really investing in my future.”

CIBC takes a multi-disciplinary approach to student employment and hires young people working on degrees in a variety of disciplines, including liberal arts and the humanities as well as business and engineering programs. CIBC also has a rotational placement program that provides opportunities for new graduates to gain work experience in client-focused roles across various areas of banking including digital innovation, data analytics and product management. Christopher Madan, CIBC’s Vice-President of Marketing and Client Offers, is a strong supporter of these programs. “I was campus recruited and started in the graduate placement program after completing an MBA,” he says. “The two-year rotational assignments were invaluable to my career journey.” In 2017, he was the executive lead for one of the SWAT teams working on a solution to a business challenge in his department.

And, this past summer, he served as a judge on the review panel that assessed the students’ proposed solutions. “Their presentations were creative and insightful,” he says. “Their ideas helped me to see these challenges through a different lens.” CIBC also sponsors 10 employee resource groups, or people networks, including the NextGen Network, which is open to all employees, but primarily attracts younger professionals from across the bank. “CIBC is committed to a culture of belonging and has lots of programs in place to bring this commitment to life,” says Madan. Groups like NextGen provide a forum for colleagues across the bank to connect at business and social events throughout the year. As well, NextGen promotes CIBC’s commitment to giving back to the communities it serves. It provides members with opportunities to participate in organized fundraising events and to make a real difference by devoting their time and energy to a number of worthy causes. “It really makes a difference in the lives of young people to feel connected and that we belong,” Murphy says. ¡

PAID INTERNSHIPS AND CO-OP TERMS FOR STUDENTS TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION SUBSIDIES FOR PROFESSIONAL ACCREDITATIONS AND DEVELOPMENT $70M.+ COMMUNITY INVESTMENT THROUGH CORPORATE AND EMPLOYEE GIVING

One of Canada’s Top Employers for Young People for the seventh year in a row. We are more than a bank. We are an inclusive community with a client-focused culture where talented minds can connect and thrive. Learn more at cibc.com/careers. CIBC Cube Design is a trademark of CIBC.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Citi Canada focuses on technology – and ethics

hen she graduated from the University of Toronto three years ago, Vaishali Goel was pulled in two directions. She had earned a dual degree in computer science and bioinformatics, and was interested in both fields. Receiving multiple job offers, she accepted Citi Canada’s, and joined its entry-level Analyst program. “The program allows you to work in rotation in two different teams and acquire a variety of knowledge and a breadth of skills,” she says. “It begins with a month of training, both technical and for professional development. I thought this would be a really good opportunity to jump-start my career.”

We equip our leaders and managers to develop our people and create a rich, challenging work environment. _______ Christine Discola

Country Human Resources Officer

Goel, 26, has not been disappointed. A Production Support Analyst, she is part of a team that monitors the software applications of Citi’s equities trading desk, guarding against service interruptions. The Indian-born technologist enjoys belonging to a global company. “I work with people all over the world on a daily basis, and that’s exciting,” she says. Citi Canada is part of Citigroup, the global financial services organization that operates in 160 countries and jurisdictions. The firm employs about 1,400 people across Canada, including 1,200 in Toronto

PROGRESS STARTS HERE

p The Technology Analyst Program at Citi Canada provides graduating students with an intensive training along with a two-year, multi-business rotation

and Mississauga, Ont. About 15 per cent of employees are age 30 or under. The majority of Citi Canada’s new hires are technology professionals at various stages of their careers, including recent graduates with a technology degree who enter the Citi Canada Analyst Program. The program also hires young people with undergraduate degrees in commerce or finance. (Citi pays referral bonuses to employees who recruit new talent from their personal networks. These incentives range in value depending on the level of the role.) Citi’s new hires around the globe take a one-day onboarding program online, absorbing the firm’s mission and values, including the importance of ethical behaviour. “While we’re looking for innovative ways to push the boundaries of financial technology, there is a strong focus on ethical culture at Citi,” says Christine Discola, Country Human Resources

Officer. “That is embedded in everything we do. We also equip our leaders and managers to develop our people and create a rich, challenging work environment.” The company emphasizes internal training. Employees can access Leading at Citi, a program which helps them advance from an individual contributor to a manager. There are additional programs for employees moving from team manager to business group leader. For technologists, a parallel program called Engineering Excellence helps them not only become better developers but also be able to influence and lead across the firm. Prometheus, a one-year leadership program, is offered to high-potential female technologists who, like Goel, are at the Assistant Vice-President level or below. “It’s a really great initiative,” she says. “It gives you exposure not only to your mentor but to other site leaders and to women on other teams. You gain a large network of

female employees, who are working in the same place, that you didn’t have before. There are real objectives and real deliverables. It forces you to stretch yourself and grow your leadership skills.” Citi recognizes exceptional performance through its online Citi Gratitude platform. “At its basic level, Citi Applause, staff can send colleagues a personal message on a task well done,” says Discola. “Higher levels of recognition, which have to be approved by managers, earn points that are redeemable for monetary awards.” Vaishali was recognized twice (with two prizes of $125 each) in 2018 for her efforts in disaster recovery tests at the data centre. Citi gives its employees one paid day off annually to volunteer for a cause of their choice. In addition, Citi has a Global Community Day every year when its staff around the world give back to their communities on the same day. Goel was one of several employees who volunteered that day to tidy up Lakeside Park in Mississauga. “Community involvement is a key part of our engagement effort,” says Discola. ¡

This is the place for your next great opportunity. Jobs.Citi.com/Canada

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Groupe Dynamite features ‘a super-open culture’

or Anthony Gervasi, the graduate program at Groupe Dynamite opened a door into the exciting world of fashion – and it suits him to a T. The 26-year-old Product Manager for the Montreal-based women’s clothing retailer entered the three-month program in February 2014, after graduating from Concordia University’s John Molson School of Business. “I had heard that Groupe Dynamite offered a good environment,” says Gervasi. “But it was really the grad program that set it apart.” The opportunity helps business grads from across Canada find their forté by allowing them to work in a variety of departments, including supply chain management, in-store operations, finance, planning, product management, marketing and regional product intelligence. Program participants also attend lunches and presentations hosted by senior executives, and work on a Groupe Dynamite business case, which they later present to the leadership team.

It’s very young, it’s very fast, and it’s very exciting. You get that the second you walk in. _______ Anthony Gervasi Product Manager

“When they get to their final destination here, they’re better prepared,” says Talent & Culture VP Sarah-Paula Brami. “They really understand every function of the business, and they feel like they’re supported in their learning process.”

p Groupe Dynamite managers mingling with graduates at an in-house recruitment cocktail event

Interns and recent graduates joining Groupe Dynamite receive an accelerated two-week orientation, which includes a half-day information session, a full tour of the head office and distribution centre, and a welcome lunch with President and CEO Andrew Lufty. Gervasi still remembers the energy he encountered the first time he walked into Groupe Dynamite’s bright, open-concept headquarters, which serves as the nerve centre for the company’s more than 400 Dynamite and Garage stores in Canada and around the world. “It’s very young, it’s very fast, and it’s very exciting. You get that the second you walk in,” he says. “I didn’t really know what I wanted to do, but I loved it. And, pretty quickly, through the program, I was able to say, ‘I’m setting up shop here.’”

Five years later, Gervasi has been promoted twice, and is more committed to the company than ever. “I continue to like it more everyday,” he says, “because I find the more you learn, the more impact you can have on the business, and that’s satisfying.” In every respect, says Brami, Groupe Dynamite’s airy head office is designed to promote collaboration, creativity and entrepreneurialism. “Everyone has a voice, and all ideas are welcome,” she adds. “There’s a super-open culture, and it’s all in the spirit of making the brand successful.” That sense of teamwork is enhanced through social events organized throughout the year, including a popular Christmas party and cocktail gatherings organized to introduce graduates to the executive team. Employees also attend

Groupe Dynamite’s annual meeting and fashion show, where its spring and summer collections are unveiled. The cafeteria in the head office atrium is a popular meeting place, with its delicious hot meals, salad and sandwich bar, and barista. The company encourages staff members to actively support local charities like Centraide through donations and volunteer time. Employees are also assisted through a generous benefits program that features a matching retirement savings plan, extended healthcare coverage, subsidies for continuing education, and generous discounts on Dynamite and Garage products. “I think if you make your employees happy,” says Brami, “they’ll want to make the company successful. It’s a two-way street. “We just want employees to feel like they contribute,” she adds, “and we give them the environment so they can feel they’re fulfilled and that this is a place where they can flourish and grow.” ¡

IN THE HEART OF FASHION, EVERY DAY. GROUPEDYNAMITE.COM

TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION APPRENTICESHIP AND SKILLED TRADES PROGRAMS PAID INTERNSHIPS FOR STUDENTS 55% OF FULL-TIME EMPLOYEES ARE UNDER 30

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

It’s not just politics at the House of Commons

o provide Members of Parliament with all the support and services they need to do their work, the House of Commons Administration employs a wide variety of people. In fact, so many different occupations are represented at the House that it’s like a community, according to Pierre Parent, Chief Human Resources Officer. “We have accountants, lawyers, nurses, IT specialists, chefs – a very diverse range of professions,” he says, “and co-op programs are an excellent way for us to recruit talent. We engage with universities, colleges and cégeps and offer placements for many types of students. We view students as our next generation of workers and leaders.”

I really love the way we work with other teams. There’s always cooperation and open discussion about the best way to do things. _______ Mathieu Bigras Datacentre Support Analyst

In particular, the House’s Digital Services team looks to the summer student and co-op programs as important sources of talent in a competitive field, Parent says. Mathieu Bigras started with the House in a co-op program in March 2017. He was working towards his diploma in computer science, specializing in networking

p House of Commons employees, Mathieu Bigras and Marc Séguin, at work

services, at Cégep de l’Outaouais. His co-op was extended as student employment through the summer, and during that time he was offered a permanent job as Datacentre Support Analyst with the IT Monitoring and Support team, where he has been working full-time since September 2017. “I was interviewed by a panel who wanted to find the best team for me to be part of, the one that would be most meaningful to me based on my skills, diploma and interests,” he recalls. “During my co-op, I was able to make a real contribution, even at that early stage. I found everyone was more than happy to help me. I really love the way we work with other teams. There’s always cooperation and open discussion about the best way to do things.” Bigras and his fellow students were introduced to the House through an on-site visit to the Digital Services team and through the onboarding program at

the beginning of the co-op term, which included a welcome breakfast where students were able to meet each other and some of the people they would be working with. At the end of each summer a wrap-up event is held, which Parent describes as an opportunity for students to celebrate their accomplishments and reflect on what they’ve learned. The event also allows the Administration to recognize the students’ achievements, and encourage them to consider a career at the House. To ensure young employees remain engaged, the House offers a number of leadership programs, some of which are available to aspiring leaders not yet in senior positions. As well, through an initiative called the Next Gen Network, employees from various lines of work develop relationships and meet with executives to discuss issues that interest them. “This is an environment where senior leadership fosters empowerment,” says

Parent. “Our Clerk [the chief executive of the House] is encouraging employees to innovate and try new things. We strive to improve our services to Members by experimenting and innovating. If we make mistakes, we learn from them.” Bigras felt empowered even while he was in co-op. “I was given a new project to do by myself – it was about using switches remotely – and I was able to do it. Now my work is mainly about taking care of the server fleet and back-end computer equipment, which can impact thousands of people. I also like that I often go to Parliament Hill to do my work. It feels like I’m doing something important.” That sense of making a contribution is “probably our biggest employee retention factor,” says Parent. “We’re competing more than ever with other public-service organizations and the private sector to attract talent. Our mission to support the parliamentary work of Members makes the House a unique institution and gives our employees a great sense of pride in what they do.” ¡

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Youth plays an important part in the evolution of Hydro Ottawa

ydro Ottawa is in the midst of a significant transformation, taking on a more decentralized, customer-centric, technologically advanced and environmentally sustainable form, and young people are playing an important part in the evolution. “The focus on energy efficiency, conservation and renewable energy is causing disruption in our industry. Our role and our customers’ expectations are changing,” says Lyne Parent-Garvey, Chief Human Resources Officer. “We want to make sure we meet the expectations of customers for choice, convenience and responsiveness.” One sign of the change is the move towards a bidirectional grid to adapt to customers who generate some of their own electricity, through solar or wind power, for example.

No two days are the same – there’s always something new. The technology is evolving and so is everything we do. _______ Scott Nichols

Distribution Engineer

“This trend is transforming how we do business,” says Parent-Garvey. “As part of our transformation, we’re also embracing a new environment that’s more consistent with an open, collaborative and innovative culture. At the same time, we’re making sure younger employees have a voice. Our Youth Council, chaired by our CEO, ensures we hear their voice.”

p Hydro Ottawa embraces the voice of its young employees through a collaborative and innovative culture

One member of the Youth Council is Scott Nichols, who, as Distribution Engineer, has in-depth knowledge of the technical aspects of the changes under way at Hydro Ottawa. “The bidirectional grid is becoming more predominant because customers want to do more, add new generation. That means we need better controls and better monitoring of how new power comes into the grid,” he says. Nichols has been supported in his career development ever since he joined Hydro Ottawa in 2013 after earning a diploma in electrical engineering from Algonquin College and an engineering degree from Lakehead University. “I started in the Engineering Intern program at Hydro Ottawa, which led me to achieving my P.Eng. designation from the Professional Engineers of Ontario,” he says. “The program made sure I had the right experience and learning to meet the requirements.”

While Nichols was going through the intern program, Hydro Ottawa established a new “quarterback” system, which assigns a professional engineer to mentor and sponsor the progress of each intern towards licensure. Now that he has successfully completed the program, Nichols has taken on a quarterback role himself. Another member of the Youth Council is Kirsten Quinn, who began working for Hydro Ottawa as a summer student in 2011 while taking a business program at Algonquin College specializing in human resources. Since permanently joining in 2013, she has gained experience in several different areas within Human Resources and is now a member of a project team helping to introduce new employee performance and development programs through a cloud-based talent management software solution. “I really enjoy the Youth Council, providing input on diversity, learning about

the company’s priorities and so on,” Quinn says. “The council has members across the organization so we get to know each other and learn about other parts of the business, and to engage with executives.” Like many other Hydro Ottawa employees, Nichols and Quinn are involved in numerous activities aimed at giving back to the community, such as a summer camp for children with cancer, a hockey game for underprivileged youth, and a day at a fair for children with special needs. “We give employees one paid day a year to engage with the community,” says Parent-Garvey. Asked what he likes best about working for Hydro Ottawa, Nichols says, “No two days are the same – there’s always something new. The technology is evolving and so is everything we do. And I enjoy the responsibility I’ve been given.” For her part, Quinn says, “I love the people I work with and helping them. I take great pride in saying I work for Hydro Ottawa. There are so many opportunities.” ¡

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KPMG starts its relationships with young people early

all her a KPMG baby. Kim Brecci Solidum first got to know KPMG LLP in her second year of university, when she heard about something called KICC. The event was a program now known as the KPMG Innovation and Collaboration Challenge, and Solidum plunged in, working with a four-member team to solve business issues and present ideas to senior people at the professional services firm. She may not have known it then, but it was the beginning of a continuing relationship with KPMG that eventually led to a job with the firm after her 2018 graduation. “KPMG was always in the back of my mind,” she says, “especially as I got to know their people.”

Everyone has been so welcoming and friendly. It’s a really amazing place to work. _______ Kim Brecci Solidum

Audit Staff Accountant, Consumer and Industrial Markets

In the summer before her third year in the University of Toronto’s Rotman Commerce program, Solidum joined the Experience Community Leadership program at KPMG in Toronto, working as a volunteer for the group ME to WE. “These were values that aligned with mine – giving back to the community,” she says. After third year, she did a summer internship at KPMG, meeting more of the firm’s people, and became a KPMG Campus Ambassador. But the icing on the cake that summer was going to Berlin as

p KPMG employee, Kim Brecci Solidum, shares her Global Advantage experience with students at an event

part of the KPMG Global Advantage Program, a three-day conference involving people from KPMG member firms around the world. “It was my first time in Europe,” she says. “I met people from so many different cultures.” In October 2018, after completing a graduate diploma, Solidum joined KPMG in the Toronto suburb of Vaughan as an Audit Staff Accountant within Consumer and Industrial Markets. And she couldn’t be happier. “Everyone has been so welcoming and friendly,” she says. “It’s a really amazing place to work.” Solidum’s journey highlights KPMG’s approach to bringing in young people, says Julia Innis, Candidate Experience Leader in HR, whose team oversees candidate programs. “We put a lot of effort into engaging with students long before they may end up working at the firm,” she

says. “Our programs offer them professional development as well as allowing them to learn more about our culture, meet our people and discover what opportunities may be available. But most importantly, the students learn value-added skills that they can use both as students and later in their careers.” She notes that in addition to the programs Solidum was involved with, the firm also offers the KPMG Ideation Challenge, designed to attract students from STEM disciplines with challenges in such areas as artificial intelligence and augmented reality, and Executive Look, a three-day summer leadership conference in Toronto involving the firm’s CEO and leadership team. Students can also apply for a Global Internship, in which they spend half their summer with a member firm abroad –

such as in South Africa, Ireland or Australia – and half at home. “In all of these programs, we always include social activities and opportunities for the students to network and just enjoy wherever they are,” says Innis. If they finally join KPMG, many of the new recruits will go through Avenues, a multi-year program that moves them around the firm and provides them with strong mentoring and coaching. They will also undergo foundation training and receive support for professional accreditation, such as a CPA. Soon, too, many new employees may find themselves in surroundings like Solidum’s at the renovated Vaughan office, which now features open-concept workspaces, standing desks, bean bag chairs and games such as foosball and air hockey on hand. “I really like it,” she says. “It’s a concept I enjoy as a Gen Z-slashMillennial. It’s very modern.” Overall, says Innis, “we’re very proud of the vast number of career opportunities we offer, and the vast breadth of experience you can gain as a young person due to the incredible range of KPMG’s clients.” ¡

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Labatt focuses on developing young leaders

ike all new recruits, Jijun Xian started her career at Labatt Breweries of Canada with the solid foundation provided by the company’s intensive training program. After an initial five weeks travelling between her home office in Toronto and North American headquarters in St. Louis, Missouri, learning about virtually every perspective of the business, Xian spent two months analyzing a real-world problem for Labatt. The assignment was to use the skills she had acquired in the training program to find a solution. “It was super challenging because a lot of things I was dealing with I had just learned, but it was satisfying to be trusted with an actual issue,” she says.

At Labatt, it doesn’t matter how old you are or how long you’ve been working at the company; if you’re creative and actionoriented, your ideas will be implemented. _______ Jijun Xian People Specialist

Backed by the resources and support of people in every Labatt department, Xian was not only able to complete the project but her recommendations were put into effect at the brewery. “As a millennial, when we first enter the work world, we really want to be valued, we want to be heard,” says Xian, now a

p Jijun Xian and Bianca Ciccarelli value Labatt’s dedication to developing future leaders

People Specialist at the company’s brewery in London, Ont. “At Labatt, it doesn’t matter how old you are or how long you’ve been working at the company; if you’re creative and action-oriented, your ideas will be implemented.” About 35 per cent of Labatt’s full-time employees are under the age of 30. In fact, young people are critical to a company that takes pride in all it has accomplished over more than 17 decades but focuses on the future. “A huge component of career development at our company is driven by our rotational 10-month talent program, our rigorous internship program and other functional programs,” explains Bianca Ciccarelli, Senior Manager of People Continuity. “We look at these as pipelines for building future company leaders. That’s why it’s so important for us to hire

young people right out of school, with open minds and fresh sets of eyes, who can really challenge us and lead growth in our organization.” Labatt’s commitment to developing young people into leaders first struck Xian when she was a first-year student at the Rotman School of Management at the University of Toronto. “We were sent to Labatt for leadership training,” recalls Xian. “A lot of employees came out and talked about their leadership story and how the company supported them as leaders. I thought this company is so cool – they really care about leaders.” Fast forward to her last year at Rotman, when Labatt solidified its impression on Xian at a job recruitment information session. Instead of the classic slide-show presentation, several employees, as well as the company

president and several VPs, split into five different stations with each one focusing on a different aspect of the company. Students were divided into different beer brand teams and rotated through each station, finishing off the session by taking on a business case. “The idea,” explains Ciccarelli, who also graduated from Labatt’s internship program, “is to paint an accurate picture of who we are as a company and who we’re hoping to attract – people who embrace the fast-paced environment and who are excited by a challenge and something unique.” That was what Xian was looking for and that is what she got. Recently installed in her first position with the company, Xian is up for the challenges she faces as she’s learning. “For me, right now, I want to learn and absorb as much as possible so I can develop the potential to move around and work in other departments in the future,” says Xian. “I know that as long as I work hard, as long as I produce results, I can go far in the company, and go quickly.” ¡

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Nuance’s AI-powered solutions impact millions of customers

ercedeh Mohaghegh was completing her PhD in psycholinguistics when she learned about opportunities to apply her knowledge at Nuance Communications Canada, Inc., a leading provider of voice recognition and artificial intelligence (AI) technologies. “I wanted to move from academia to industry to pursue my passion,” Mohaghegh says. “I heard Nuance welcomed people with a linguistics background.” Mohaghegh enrolled in Nuance’s highly regarded internship program, and was hired as a full-time speech scientist in 2017. “Right from the start, I was working on real projects with real customers while being mentored by other experienced speech scientists,” she says. “Through hands-on practice, I learned skills that have served me well. I also had the opportunity to expand my professional network over a relatively short period of time.”

What we really look for is that passion to contribute and make a difference.” _______ Mani Najmabadi

Manager, Speech Science

As the global organization’s largest R&D location, Nuance’s facility in downtown Montreal provides AI solutions for healthcare, automotive and enterprise applications. The company takes in 150 interns on a year-round basis – a new group of 50 every four months. Many of the new recruits come from the five nearby

p Nuance team brainstorming ideas for an AI-based solution

Montreal universities, while others are drawn from across Canada. Mani Najmabadi, a 10-year veteran at Nuance, manages a team of speech and data scientists for the company’s Professional Services organization. He believes one of the great advantages, for interns and new hires alike, is Nuance’s determination to get them fully involved from the outset. “From a young person’s perspective, the fact we are listening to you and are interested in your ideas is really important,” says Najmabadi. “That’s our culture. We have a very diverse team, including engineers, computer scientists and linguists – many taking an interest in mentoring our interns. What we really look for is that passion to contribute and make a difference.” Nuance Enterprise serves large businesses worldwide, including many Fortune 500 companies. Its pioneering products and services impact millions of people. “Each customer has specific needs and we are challenged, in a positive way, to deliver the solutions that serve them best,” says Najmabadi. “Innovation and creativity are the key. Working here, there are endless

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opportunities to learn something new and continually improve your skills.” Even though she has been with Nuance less than two years, Mohaghegh appreciates the scope and scale of work in which she has shared. “As a speech scientist, I’ve been part of a number of teams that have provided innovative solutions for the development and optimization of interactive voice recognition and fraud prevention systems,” she says. “The products and solutions we provide have a huge impact not only on our customers’ businesses, but also on all of the people interacting with these systems globally.” Professional and personal development is strongly encouraged at Nuance through initiatives like the tuition reimbursement and computer loan programs as well as Nuance University – a state-of-the-art web-based learning management system that offers instant access to the latest resources. Najmabadi observes, “As someone who started at a junior level and grew into a management position, I can attest that Nuance works closely with employees on finding the right next step on their career path.”

Employees also enjoy competitive compensation and an impressive suite of benefits, including four weeks of vacation time and healthcare coverage from day one. Personal well-being is always top-of-mind; the company’s annual Health Week is a major initiative that supports employees with goals such as increased physical activity, healthy eating and stress management. Both Najmabadi and Mohaghegh say the most motivating factor of all is the dynamic workplace and support of high-performing colleagues. “One of my favorite aspects,” says Najmabadi, “is our regular brainstorming sessions where we get together with fellow scientists and share knowledge, problem-solving ideas and best practices.” Mohaghegh is also a fan of the brainstorming meetings, which remind her of the open-minded nature of academia. But the biggest draw is her co-workers. “Every day I see these great people and this sharing culture,” she says. “It makes coming to work a joy.” ¡

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Pembina offers growth, opportunity and a balanced life

hris Scherman joined Pembina Pipeline Corporation in 2012 as legal counsel after three years as a private practice corporate lawyer. He worked in a number of business development and commercial roles before coming back to the legal division in 2017 as Pembina’s Vice President, General Counsel and Corporate Secretary. At 36, he is one of the company’s youngest executives. “Pembina has supported me every step of the way and set me up for success,” says Scherman. “If you are willing to work hard and contribute, this is the kind of place where good things are going to happen for you.” Calgary-based Pembina owns and operates an integrated system of pipelines that transport various hydrocarbon liquids and natural gas products throughout North America. The company also owns gas gathering and processing facilities and an oil and natural gas liquids infrastructure and logistics business.

Pembina encourages you to pursue your professional development and the sky’s the limit here. _______ Brita Pedersen Financial Planning Analyst

Pembina is growing. Over the past two years alone, the company completed a $9.7 billion acquisition of a smaller energy infrastructure company, placed into service the largest suite of capital projects in its 64-year history and nearly doubled the size of its full-time workforce.

p Pembina employees making sandwiches for homeless youth

That growth, and the opportunities that come with it, are major attractions for Scherman. “There aren’t many places where a young person like myself with a specialized education could be exposed to so many different areas, including engineering, operations and finance,” he says. “The work is fast-paced and dynamic, and my learning curve has been through the roof.” That sense of engagement is shared by Brita Pedersen, who first worked for Pembina as a summer student while attending the University of Calgary. After graduating three years ago with a Bachelor of Commerce degree, Pedersen joined Pembina full-time and is now a Financial Planning Analyst for Transmission Pipelines Business Unit. “The career growth opportunities are tremendous,” she says. “Pembina encourages you to pursue your professional development and the sky’s the limit here.” In addition to paid internships and co-op terms for students, Pembina offers younger employees a wide range of mentorship,

Dynamic growth. Dynamic people. Build your career with Pembina. To find out more, get connected at pembina.com/careers

apprenticeship and on-the-job training programs. Just as critically, it provides a workplace culture that’s inviting and inclusive. “I believe what sets us apart is the day-to-day environment of respect and collaboration,” says Scherman. “There’s an opportunity for everyone to be part of the conversation and to contribute, whatever their seniority.” Pedersen concurs. “I feel like my opinion really does matter,” she says. “There’s also a family-like culture here; you are valued not just as an employee, but as a person.” Pembina strongly encourages work-life balance through a number of initiatives, including flexible work hours, regular seminars on health (physical, mental and financial) and events organized by an employee-led social committee. There is also an on-site gym that employees can use for free. “You go to the gym and you run into everyone, from junior employees to senior executives,” says Scherman. “It’s entirely acceptable to be down there at any time of

the day, taking care of yourself and your health.” Employees are also encouraged to find balance by giving back to the community. The support includes unlimited dollar-for-dollar matching donations, paid time off to volunteer and grants for personal volunteering. Pedersen has taken advantage of these opportunities, volunteering at the local Drop-in Centre, participating in Pembina’s hugely successful United Way campaign and making matched donations to volunteer efforts by friends. “I was already involved in my community before I joined Pembina,” she says, “but being able to make more of an impact because of the support of your employer is really powerful.” The combination of challenging work, professional development, community involvement and a generous suite of financial and health benefits makes Pembina an unbeatable choice for younger employees, she adds. “This is one of the best places to work in Calgary. I was lucky to get started here and I’m happy to grow my career here.” ¡

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RBC offers mobility, innovation and meaningful work

n the fall of 2017, when Austin Lee was beginning his final year at the University of Alberta, working towards a Bachelor of Commerce degree with a major in finance, he was also searching for a full-time job to launch his professional career following graduation. He did his research on potential employers and liked what he heard about RBC. “When you think about financial services, there are a lot of different ways you can go,” he says now. “RBC was making investments in youth. I knew they’d invest in me and help me grow – I’d get a strong start in my career. And they’re also committed to diversity and inclusion, which is very important to me.”

Right from the start I was using my university learning and applying it to a realworld business case. _______ Austin Lee

Associate, Indigenous Peoples Talent Development Program

Lee was hired by RBC in November. Upon graduation, he moved to Toronto and began work as an Associate in the Indigenous Peoples Talent Development Program, one of several rotational programs the bank offers new graduates to introduce them to different parts of the organization and provide them with a breadth of real-world experience. RBC offers a variety of opportunities to new graduates, says Jenny Poulos, Senior

p Employee, Austin Lee, at the RBC offices in Toronto

Vice President, Workforce Strategy and Employee Experience. “We’re not just looking for business majors. Graduates come from all disciplines, including sciences, arts and technology. We try to offer positions near the start of their final year so they don’t have to worry about finding a job while they’re completing their degree. “We want to offer more than a job,” Poulos adds. “We’re providing meaningful work, mentorship, coaching, feedback and career advice, and encouraging them to make real contributions to our clients and communities.” Lee is currently in the first of four rotations in his two-year program. “Right from the start I was using my university learning and applying it to a real-world business case,” he says. “I was trusted to do this, which was more than I could have asked for. Even though I’m just one person in a large organization, I feel I’m having an impact and delivering business results.”

At the same time, Lee is enhancing his professional credentials by pursuing a Chartered Financial Analyst designation from the CFA Institute, with the bank’s support. “One of our priorities is building diverse and inclusive workplaces,” Poulos says. “We have several internal resources and communities where employees come together to share experiences, and drive conversation and change around inclusion.” NextGen is one of these “communities,” an Employee Resource Group for staff in their 20s and 30s. ERGs are self-coordinating voluntary groups that provide members with forums to grow and develop professionally, share ideas and take part in community outreach. Another way RBC enables recent university and college graduates to gain experience is through its Career Launch Program, a oneyear paid internship for people under the age of 24. The bank is investing $20 million over

several years in the program, which includes rotations in retail banking branches and corporate offices, mentorship, networking and community experience through a short-term placement with a registered Canadian charity. RBC provides meaningful experiential learning to nearly 2,500 students a year. Students benefit from experiences designed to build their skills for the future, including RBC’s new Backpack app, which features gamified challenges to develop skills through peer competition and provides opportunities to interact with executives. In 2016, the bank introduced RBC Amplify, an intensive four-month summer internship focused on innovation, in which students are assigned to some of the company’s toughest business challenges. “When young people engage with us,” Poulos says, “we show them there’s innovation happening at RBC, many opportunities and a lot of mobility within the organization. They’re sometimes surprised to hear of the long tenure of some of our employees. We’re a bank of relationships, with a culture of learning and growth.” ¡

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t Rio Tinto, Maxime Proulx is one of the many young employees preparing for future leadership positions through the company’s Graduate Excellence Path. The 26-year-old joined Rio Tinto in late 2017 at its global hub in Montreal, working in finance within the Business Analysis team. Proulx focuses on joint ventures and business strategy across the value chain. He brought with him a master’s degree in finance from HEC Université de Montréal and job experience with two pension investment funds. Some 10 per cent of Rio’s employees are under age 30. Like other recent graduates hired by Canada’s largest mining and metals company, Proulx sees the two-year

We make sure our leaders share their knowledge and experience with graduates, who will be the leaders of the future. _______ Josée Girard

Vice President, Human Resources

Graduate Excellence Path as a key step in his career. “As a graduate, you have access to different development opportunities and tools to make you a better leader for the future,” he says. Proulx has especially enjoyed coaching by specialist consultants which emphasizes soft skills in one-on-one sessions through the first year. “It focuses on the image you project in the workplace,” he says, “and the

p Maxime Proulx, on the road to leadership positions, through the Graduate Excellence Path at Rio Tinto

way you communicate and listen to others as well. You also get to be part of workshops with your peers and coaches, and share your experiences with them.” New graduates spend time with the senior executives, and are matched with experienced managers who help them transition from student to professional. “We make sure our leaders share their knowledge and experience with graduates, who will be the leaders of the future,” says Josée Girard, Vice President, Human Resources. Rio Tinto invests heavily in staff development. It provides a variety of in-house and online training, including access to “Rio Tinto College,” which features over 3,000 online training modules, ranging from technical courses to safety training. The company also offers tuition subsidies for external, job-related courses. Rio Tinto encourages staff to seize opportunities for career growth, from coast

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to coast or even globally, by maintaining their “universal online profile.” The profile acts as an internal resume. Employees highlight their areas of expertise and skill sets, which are then matched with internal openings. Early in 2019, more than 700 people will work at the Montreal hub. From that number, approximately 150 of them will be new roles, says Girard. “They will be mainly in the areas of finance, procurement, HSE and skills we need for the future like data science, automation software engineering and artificial intelligence.” It’s not lost on new recruits that the company gives back to the communities where it operates. “When young people consider which employer they will work for,” says Girard, “they want to choose a company with a higher sense of purpose, one that thinks about the long term. Rio Tinto is proud of operating in a responsible way.”

Through the Rio Tinto Aluminium Fund Canada, the company’s many community partnerships include its long-standing support for the Grand défi Pierre Lavoie, an important health initiative in Quebec; United Way Centraide; the Breakfast Club of Canada; Alloprof; and Pathways to Education. Thanks to Rio Tinto, numerous scholarships supporting students in STEM studies are available in universities across Canada, as well as bursaries for Indigenous students, administered by Indspire. Rio Tinto encourages its employees both to donate and to volunteer. In a new initiative, the Dollars for Doers program donates $250 on behalf of each employee who has volunteered 25 hours or more a year. The company’s commitment to being socially conscious also includes the reduction of its carbon footprint through innovations at its operations. Says Proulx: “Rio understands that as we move through the generational shift in the workforce, being a 21st century company is something that’s important not only to outside stakeholders but to potential employees, too.” ¡

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Rogers connects with the workforce of the future

efore he went to work for Rogers Communications Inc., Eugene Ebonka wanted to learn more about the company. “I discovered Rogers is everywhere,” says Ebonka, who came to Canada from Nigeria to study for his master’s degree in engineering. “Sports, media, publishing, TV, radio. But I also wanted to know how this business has given back to the community.” Among the programs that caught his attention, Ebonka was particularly impressed with Connected for Success, through which Rogers provides highspeed Internet connections to residents of more than 300 rent-subsidized non-profit housing communities across Canada. “High-speed internet access helps people to find opportunity,” Ebonka says. “Instead of giving them a fish,” he adds, in a variation of the parable, “you give them the Net and they can fish for themselves.”

We know that employees who are new to the workforce are passionate about career development. _______ Sandra Pasquini

Vice President, Human Resources, Consumer & Digital

While its community initiatives convinced Ebonka that Rogers was a good corporate citizen, the company’s New Graduate Leadership Development Program had a more immediate impact. Under the year-long program, Ebonka will spend three-month periods in different business units at Rogers such as

p A team member in the Radio Cafe at the Rogers head office

Network, Engineering, and IT. New President of Human Resources, Consumer & employees in the program can also learn the Digital. ropes in Digital, Cyber Security and other That’s why Rogers pays close attention to areas where workforce demands are creating an attractive environment for booming. At the end of each period, Ebonka’s generation of leaders. “They’re the participants deliver a presentation based on workforce of the future,” she says. “We’re their experience to their co-workers, focused on attracting bright new talent and managers, directors and VPs, who provide supporting their career growth.” useful career-focused feedback. When he joined Rogers as a Network Investing in new graduates and new Engineering Associate, Ebonka moved to employees like Ebonka is part of Rogers’s Toronto from Ottawa, where he’d obtained strategy, led by senior management, to grow his degree at Carleton University. He began strong teams and capture the drive, passion the first of his four rotations at the company’s and entrepreneurial spirit that form the Brampton facility, west of the city, working legacy of the company’s founder, Ted Rogers. on its wireline Fibre Optics network across Over more than 40 years, he led the the country. company’s expansion from radio into cable “I was encouraged to be creative,” he says, TV, telephone and Internet connectivity and “to ask questions, present ideas and see how wireless communications and established its they work for the customer. brand throughout Canada. Those brands “We work in an open-concept office,” he now include the Toronto Blue Jays, Citytv continues. “There’s no hierarchy. I can ask and Sportsnet. anyone anything. As a millennial, I find that “We know that employees who are new to attractive.” the workforce are passionate about career T:9.25” Now in his second rotation, in Rogers’ development,” says Sandra Pasquini, Vice wireless data core and Service Delivery unit,

Ebonka is learning about the company’s long-distance roaming services and its relationships with other wireless service providers throughout the world. “We work to provide reliable roaming for Canadians overseas and for overseas users in Canada,” he says. “It’s another opportunity for me to think outside the box, to learn and broaden my skill set.” For Pasquini, Ebonka’s enthusiasm reflects the company’s investment in helping new employees thrive. “Innovation sets us apart,” she says. “You can be who you are and excel.” Ebonka’s third rotation will take him into the area of cybersecurity at Rogers, a prospect that he anticipates with excitement. “It’s great to wake up to something you love doing,” he says. “where you feel productive, valued and appreciated.” From Canada, Ebonka keeps in touch with his parents in Nigeria and his sister, who now lives in the U.K. In a recent conversation, his sister asked if he was having fun. “I said I was having lots of fun. She said, ‘Do you see yourself staying at Rogers?’ And I said, ‘Oh yeah!’” ¡

NEW GRADUATE PROGRAM FOR STUDENTS ON-THE-JOB TRAINING AND CAREER DEVELOPMENT SUBSIDIES FOR PROFESSIONAL ACCREDITATIONS AND DEVELOPMENT MENTORSHIP PROGRAMS

T:1.75”

Make more possible in your career at Rogers. Discover why we’re one of Canada’s Top Employers for Young People. jobs.rogers.com

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

Employees drive workplace innovation at Samsung

aterina Westenberg got her first taste of working at Mississauga, Ont.-based Samsung Electronics Canada Inc. as a co-op student, then to a fixed term contract. That led to a full-time position as a Human Resources Specialist, with responsibilities for creating and implementing the company’s wellness program. “I have a really interesting role,” she says. “I’m creating the program and also personally benefiting from it. And I know it really appeals to our millennial team members.” The wellness program is built around four pillars – physical fitness, social well-being, mental health and personal financial management. Among other

We’re always trying to move the needle. We talk to our employees on a regular basis about what we are doing well and what we can do better. _______ Anna-Lisa Prencipe

Director of Human Resources and Corporate Affairs

resources, Samsung offers employees an on-site gym, lunch-and-learn sessions on nutrition, mental health awareness training and seminars on personal finance. “I took part in a tax planning and an RRSP seminar,” Westenberg says. “I had very little knowledge about these things before coming into the workforce, so these seminars were really beneficial to me.” Samsung supports employees at all stages of their careers through a diverse

p The social committee at Samsung Canada organizes activities to foster engagement, such as

‘Luck of the Irish’ treats on St. Patrick’s Day

suite of programs, including subsidies for tuition and professional accreditations, on-the-job training and career development, and online and in-house training. And the company is always seeking to improve its offerings. “We’re always trying to move the needle,” says Anna-Lisa Prencipe, Director of Human Resources and Corporate Affairs. “We’re never in the same place with any of our initiatives from one year to the next.” Innovation is the name of the game at Samsung, but employees drive the innovation. “We never try to guess what our employees want,” says Prencipe. “We always ask them. We talk to our employees on a regular basis about what we are doing well and what we can do better.” Samsung’s performance management program is built around annual evaluations, but that is only the starting point. “There are lots of opportunities to discuss your career development with your manager,” says Westenberg. “We’re not just talking about once a year. It’s actually on ongoing conversation.” The company begins its annual end-ofyear review period in December, with

follow-up discussions between employee and manager conducted throughout January and February in the new year. Building on these discussions, Samsung holds its Development Week in late February or early March to showcase its in-house suite of professional development courses – each of which can be completed in one or two days with instruction offered by outside experts. The courses include presentation skills, leadership essentials, and storytelling, as well as working with Microsoft Excel and Microsoft Office Suite. In Mississauga, the company also brings in motivational speakers, such as tech entrepreneur Michele Romanow from CBC TV’s “Dragon’s Den” and internationally renowned speaker Yassmin Abdel-Magied to talk about personal success and career development from a diversity and inclusion perspective. “We believe development is about your whole self, not just advancing in your career,” says Prencipe. Samsung promotes networking opportunities in order to bring together employees who work in various divisions and rarely have the opportunity to collaborate or interact. The company holds

Innovate with us. Where Canada’s brightest talent meets cutting edge technology. Find out more at samsung.com/ca/careers

periodic “sip and social” events in the corporate showroom and brings food trucks on-site for summer lunches. Employee resource groups are another important vehicle for networking and two, in particular, are there for the benefit of the company’s younger employees – the Millennials Group and the Working Parents Group. Both offer a mix of social and professional events as well as charitable activities. “They’re for younger employees and these employees drive the initiatives,” says Prencipe. “They do things that are important to them.” Samsung also has active summer employment and co-op programs for students. The company assigns executive sponsors to work with students, with each sponsor providing a project to work on to ensure that students get a real taste of what it means to be a Samsung employee. They also have an opportunity to meet the occupants of the C-suite – the chief executive officer, chief financial officer and other senior executives. “We want them to have an excellent and well-rounded professional experience,” says Prencipe. ¡

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2019

TD Bank wants young people to help shape its future

D Bank aims to provide its people with work that matters in an environment where everyone feels welcome. In particular, says Steve Knox, Vice President of Talent Acquisition, the bank strives to ensure that its young employees are comfortable, stimulated and able to reach their potential as unique individuals. “Young people are a significant part of our talent strategy,” Knox says. “We have a team dedicated to campus hiring and strong partnerships with schools. We’re strengthening the program because we recognize that young talent is more tuned into our rapidly changing world, more digitally savvy.” That’s important to TD because banking itself is also changing rapidly. Students and recent graduates understand the emerging trends and technologies that will shape the bank of the future. They bring fresh perspectives that help TD meet the evolving needs of its customers.

It’s meaningful work and I’m treated as an equal, which is a huge thing, especially for a new graduate. _______ Stefanie Bodnar

Associate Business Systems Analyst

“I find great value in talking to students and learning how they see things,” says Knox. “It also gives me an opportunity to explain to them how the digital world has transformed banking.

p Employees of TD Bank collaborating

They don’t always understand how diverse a career in banking can be.” Through its summer co-op and associate graduate rotational programs, TD introduces students and recent graduates to the wide variety of opportunities that are available at the bank. Stefanie Bodnar is currently in the third of four rotations in the associate program, as an Associate Business Systems Analyst at TD headquarters in downtown Toronto. “It’s a great learning experience for me,” she says. “We try different areas of the bank, experiencing different points of view, so we can see what we find most interesting. It’s on-the-job learning, living and breathing the role. After the program is done, we can apply for our dream job when it’s available.” Bodnar started with TD six years ago,

when she was 18, as a part-time Customer Service Representative at a branch in Windsor, Ont., while she worked towards a business degree and then completed an additional one-year degree in computer science at the University of Windsor. After that, she took a full-time position in the branch, and a year later was accepted into the associate program. “The program brings real value to a young person, with the option to try something totally new, to learn and apply the new knowledge,” she says. “It’s meaningful work and I’m treated as an equal, which is a huge thing, especially for a new graduate.” TD has built a community of “the next best” in young talent, cultivating its young employees through exposure to leaders, a culture of networking and development, and a push for innovation.

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

“It’s our whole concept of the bank as offering very diverse work and a diverse, rich and meaningful career,” says Knox. The push for innovation includes what the bank calls an ecosystem of experimentation. “We want to get people more comfortable with experimentation – to try and sometimes fail in the pursuit of learning and innovation,” Knox explains. “This is new to banking and it makes us more agile and nimble.” “The idea of experimentation is part of my comfort level in trying new things,” adds Bodnar. “There are enough people supporting you that you can learn from any mistakes. I began at TD because it was always known as a very open, welcoming bank, and now the biggest reason I stay is the culture, which is so supportive. “It’s also consistent throughout the bank. Moving from the retail space to the corporate space, I’ve seen how consistent it is. Even senior leaders are very open and easy to talk to. I like being around so many intelligent, open-minded people. I’ve made great friendships at work and outside of work. And it’s fun.” ¡

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