they must also ensure their people management practices have
evolved sufficiently to keep these new recruits engaged.
The Best Practices Hub of Great Place to Work® provides in-sight
into how the Best Workplaces™ in Canada create corporate
cultures that are ready to welcome the skills of the future.
ACCESSIBLE LEADERS
As companies try to attract the top digital talent into their organi-zations,
particularly women, it is becoming increasingly important
to allow connectivity to top executives from the beginning of the
employment conversation.
As part of the interview process at Autodesk Canada, female job
candidates are introduced to female ambassadors in leadership po-sitions.
This practice allows female candidates to learn first-hand
about the opportunities available for women and begin to appre-ciate
Autodesk’s commitment to cultivating a work environment
where their employees are free to be themselves and thrive.
ON-THE-JOB LEARNING
As the workforce shifts towards a more digital arena, companies –
and by extension, their employees – will constantly have to adapt
to the newest technology and competitors. As a result, corporate
learning and development programs must become engrained into
day-to-day routines.
To provide practical learning that helps employees adapt to glob-al
industrial mindset, Intuit has created opportunity for sharing
and learning in the International Temporary Assignment Program
(ITAP). With ITAP, employees develop new skills and relation-ships
and accelerate global growth objectives. The assignments are
based on business need and employee development goals.
COLLABORATION
The whole is greater than the sum of its parts, which is why
fostering a collaborative mindset (within teams and across de-partments)
is more important than ever. Individual contributors
will realize their full potential only when combined with the
skills of their colleagues.
To enhance inter-departmental interaction, AOL Canada has
instituted a formal quarterly program called Speed Talk. In this
program, employees are given five minutes to ask questions to un-familiar
colleagues in an organized session. This takes about an
hour of rotation, with about 30 people participating each session.
In addition to the knowledge acquisition that takes place in these
sessions, the soft skills of communication and emotional intelli-gence
are practiced.
BRIDGING THE GAP BETWEEN TECHNOLOGY
AND CULTURE
Want to learn more about how to prepare your organization for
digital transformation and the labour shift? Register today to at-tend
an informative webinar. n
Alison Grenier is head of culture and research at Great Place to
Work® Canada.
business
Rawpixel.com / Shutterstock.com
WHILE MOST
ORGANIZATIONS
HAVE INVESTED
CONSIDERABLE TIME AND
MONEY OVERHAULING
THEIR RECRUITMENT
PRACTICES, THEY MUST
ALSO ENSURE THEIR
PEOPLE MANAGEMENT
PRACTICES HAVE
EVOLVED SUFFICIENTLY
TO KEEP THESE NEW
RECRUITS ENGAGED.
26 ❚ NOVEMBER 2017 ❚ HR PROFESSIONAL
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