Navigating a Dynamic Workforce

The Journey to Become a Top Employer



Tell us about yourself and your role at Top Employers Institute

Greetings, I’m Sebastiaan ter Horst, stationed at the headquarters in Amsterdam, where I have been the face of the Certification team since 2021 for Top Employers Institute. Leading a dedicated team spread across the globe. I take pride in steering the Certification process and ensuring optimal service delivery for our Participants.

As the Certification Director, my primary commitment lies in upholding the quality of our Certification program. Collaborating with diverse teams worldwide, I continuously strive to enhance our services and support our teams and individual members in their journey towards success. It’s not just about maintaining standards but also about empowering every team and team member to achieve excellence.

Can you give us an overview of the Certification Process?

The Certification Process consists of four stages: Service kick-off, Survey, Validation and Certification. It is designed to help the Participant benefit from our programme.

The first stage is the Service kick-off, as the words suggest, the start of the programme. The purpose is to set the right conditions for our participants to complete the Survey and be prepared for the validation process. Participants are provided with an overview of the upcoming Certification Process and what is required, receive a high-level look at the HR Best Practices Survey and any updates, plus be introduced and updated to the Top Employers Portal and supporting tools and materials.

The following stage is the Survey. Here, the Participants will answer the HR Best Practices Survey questions. Participants who are new to the program have the opportunity to answer all questions. Participants who have completed a Survey in the previous year have the chance to update their answers from last year and answer all the new HR Best Practices questions. When ready, the Participant submits the HR Best Practices Survey answers for Validation.

The Validation stage is the third stage in the process. The Validation stage aims to ensure the answers submitted in the survey reflect the HR practices and conditions provided to the employees within the company. By checking the consistency of interpretation and proactively correcting potential errors or ambiguities, Top Employers Institute ensures that all submitted data provided for certification is correct and reliable.

The Participant is contacted to schedule a Validation session. An overview of questions within the survey to be discussed will be provided before the session so you can prepare for your session with the HR Auditor. Additional clarification and/or evidence to illustrate that a practice has been implemented according to our definitions and requirements may be requested before or based on the Validation outcome. Typical examples of such requests for further evidence are employee handbooks, technology screenshots, policy documents, etc.

The Certification stage is the fourth and final stage after the Validation stage is completed. Certified Participants are invited to attend a Certification Activation session where Top Employers Institute will take them through all the communication tools available to leverage your employer branding activities as a certified Top Employer. In this session, Top Employers will also be taken through the structure and navigation within the Results Dashboard, including Benchmark data from other Participants of the Certification Program.

What makes the Top Employers Certification Methodology unique?

The Certification Methodology applied is unique in many ways.

The Certification methodology is a holistic and fact-based validation approach to the people practices available for the employees of Certified Top Employers and is not based on opinions or perceptions. It is a single methodology applicable to all participants in the program, ensuring that all Top Employers are held to the same standard, thus providing a global benchmark.

The quality of the validation process is ensured by a team of highly qualified auditors who went through a rigorous qualification process and are subject to ongoing learning and calibration. In addition, our quality process, including system, quality checks and monitoring, ensures that the highest level of quality for our Certification Program is ensured.

Lastly, our Certification program, including our processes and Certification Results, is subject to an annual external audit.

How often are the HR Best Practices Survey questions updated, and what drives those updates?

The HR Best Practice survey is updated yearly to ensure it syncs with the ever-evolving HR landscape. On average, 10 percent of the questions will be updated every year. A survey update is informed by (external) research into HR trends and developments as well as reviewing client data (trends in practice adoption) and input and feedback received by our clients during the various stages of the certification process (survey, Validation, results, ad-hoc feedback). Changes to the survey can be incremental, e.g. small tweaks to the description of a practice, or more significant (e.g. adding a completely new practice or even a topic). We always aim to find a good balance between stability and staying up to date.

How does Top Employers Institute decide how to weigh the importance of the different questions in the survey?

The centre of gravity in our HR Best Practices survey is the employee experience.

60% of the overall scoring points are in the domains Attract, Develop and Engage, as these domains represent the end-to-end employee journey. In addition, you will see that individual practices that directly impact the employee experience have a higher weight than practices that are supporting or conditional.

About 20% of the survey consists of benchmark questions, which are included for contextual purposes and benchmarking and are not scored. The weighing of the different questions in the survey aims to be effective in setting a meaningful threshold for certification.

Several standard and fundamental practices have a relatively high weight. These practices are seen as essential for any Top Employer. In contrast, ‘advanced practices’, which refer to practices commonly seen in organisations with slightly more mature HR practices, could have varying relevance depending on the organisation’s size, industry, or region. Although these practices might be inspirational to most, their weight and impact on scoring are relatively limited.

As the year-over-year adoption of practices is changing, the weight of individual practices is reviewed on a yearly basis, too. When needed, the weights are adjusted to reflect changed importance. Commonly, a new practice, when just added to the survey, will be given a low weight (or even introduced as a benchmark question), and when we see the adoption levels of these practices rising, we increase the weight.

How does your team validate the answers given by organisations in the survey?

First of all, with a lot of passion and motivation! For the validation moment itself, established criteria and standards apply to each practice and assess the level of maturity of a participant’s processes and procedures against these requirements, including looking at the supporting documentation. After initial review through the Top Employers Institute portal, the HR Auditor has a validation session with the Participant to discuss a selection of practices in more detail and clarification.

What upcoming topics and questions are Top Employers Institute looking at for future surveys?

Allow me to mention the latest World of Work Trends report based on the responses from our Participants in the 2024 program. The trends mentioned in the World of Work Trends report illustrate the expected future changes in our HR Best Practices Survey. I want to mention some other perspectives as well:

1. Human Centricity (already captured in the WoW trends report, but also as a more general theme)
2. Continuous focus on (Digital) Employee Experience, including leveraging AI in a human/responsible way,
3. Employability
4. GenZ
5. Contingent / Flexible Workforce

What one piece of advice would you give an organisation taking part in the Top Employers Certification Programme for the first time?

Reach out to us when you have a question or if something needs to be clarified. Our team is committed to enabling our participants to have a successful Certification experience and will support them when appropriate. They will provide tips and guidance for efficient completion of the Survey that is appropriate to the needs of each Participant. For instance, how to organise the internal team to answer the HR Best Practices Survey in a timely manner, clarify Survey questions and what sort of supporting evidence is needed, how to use the tools provided in the Portal, etc.

Key Takeaways | World of Work Trends 2024



Top Employers Institute’s World of Work Trends 2024 analyses the latest trends in people strategies and practices from leading organisations globally. The report, which came out recently, is available to download now. The report showed the five most significant global workplace trends in 2024. Those trends are:

1. Empower through AI  
2. The Future Defined with Purpose  
3. Dialogue for Transformation  
4. Evolution of Wellbeing Effectiveness  
5. Broaden the Horizon of DEI  

The release of our annual World of Work Trends 2024 was followed by an online live briefing on the 7th of December 2023, with Quinten van Es and Emily Cook delving deeper into the trends. In their discussion, they touched on real-life examples of the trends and broke down the tactics organisations will need to take in 2024 to succeed.

If you missed out on the session, you can watch it now by filling in the form on the side of the page.

Make sure to unlock the core HR trends affecting organisations across the globe. Watch the session now.

World of Work Trends 2024

Maximising the Employee Experience in 2023

By Sinakho Dhlamini, HR Content Specialist, Top Employers Institute 

The employee experience has been a preoccupation of HR leaders and departments for a long time. Still, especially now, as the world of work undergoes rapid transformation in the light of technological changes, cultural changes and more – it has never been more critical. In 2023, employee experience has emerged as a driving force behind successful, innovative organisations for its impact on an organisation’s competitiveness, especially when it comes to the engagement and retention of existing employees and the attraction of new employees. With the rise of remote work, evolving workforce priorities, and an increasing reliance on technology, understanding and improving employee experience has never been more critical. 

This Insights article will focus on what the employee experience entails in 2023 and what changes will affect employees and leaders alike. 

What is the Employee Experience in 2023? 

The term employee experience is used across several departments in an organisation because it is so important to the success of business performance, but that can also make it difficult to focus on what it really means. When we refer to the employee experience, we refer to how employees interpret and internalise their interactions with an organisation, which ultimately contributes to their satisfaction. 

That definition is quite simple but is also quite broad. It encompasses several aspects of working at an organisation, but in 2023, we can focus on four key elements affecting the employee experience. These four aspects of focus include: 

• Company culture, 
• Technology infrastructure, 
• Workplace environment, 
• Wellbeing practices. 

These four issues stand out as three influential elements in shaping the employee experience. 

Company Culture and the Employee Experience 

An organisation’s culture can have a powerful impact on the employee experience. It affects not only how employees feel when they enter the workplace but also how they perform in their roles. Job seekers are increasingly attracted to organisations that offer appealing employee perks and benefits, maintain a good reputation, and promote a positive company culture. As a result, HR teams must work diligently to create a supportive atmosphere that motivates, energises, and empowers employees. 

When we look at workplace culture, it is basically an organisation’s overall combination of shared values, beliefs, attitudes, and values that make up the environment at work. Culture at work is affected by several factors, including: 

• Management, 
• Executive leadership, 
• Company values and philosophies, 
• Diversity, Equity and Inclusion programmes, 
• Rewards and recognition programmes. 

In 2023, culture is not a second thought. It has an involved team working to create a positive employee experience. It is part of a considered employee experience strategy now. 

Read More: Putting People First: Top Employers Institute Shares Insights About Building a Human-Centric Organisation 

Technology, the Emergence of AI and the Employee Experience 

Technology is another essential element of employee experience. The right tools and technologies can streamline processes, automate tasks, and provide valuable insights for HR teams, helping them better understand and develop the diverse experiences required for a varied workforce. 

The integration of cutting-edge technologies is pivotal in reshaping the employee experience. From artificial intelligence (AI) and machine learning to advanced collaboration tools, employees benefit from streamlined workflows and increased efficiency. Virtual reality (VR) and augmented reality (AR) are also making waves in training and development, providing employees with immersive and engaging learning experiences, regardless of their physical location. Investing in employee experience technology allows companies to offer a comprehensive end-to-end experience, elevating employee satisfaction and engagement levels. 

AI and other technologies will only be further integrated into business and HR practices in the coming years. Companies adopting these emerging HR trends can maintain their competitive edge and cultivate a more engaged, satisfied, and high-performing workforce. This approach is often welcomed by business leaders who understand the importance of staying ahead in the market. 

Read More: The Transformative Power of Applied Artificial Intelligence 

The Workplace Environment and the Employee Experience 

The workplace environment is critical in shaping employee experience, affecting concentration, wellbeing, and productivity. HR leaders must ensure that their workplace environments foster a better work-life balance, enabling employees to thrive professionally and personally. One of the most prominent changes in the employee experience is the widespread adoption of hybrid work models. In response to the lessons learned from the global pandemic, organisations are embracing flexibility in work arrangements. Employees now have the freedom to choose between working from the office, remotely, or a combination of both. This shift enhances work-life balance and empowers employees to tailor their work environments to suit their individual needs. 

At the same time, it is key to note that many organisations are not as flexible as others, there are still several jobs that require employees to be in the office to conduct their work, but even within these organisations, there is some flexibility that can be found to support employees. It may just have to come in the way of shift choice or location. 

Read More: The Benefits of Crafting an Employee-Led Employer Branding Strategy 

Wellbeing and its Impact on the Employee Experience 

Organisations are placing a greater emphasis on employee wellbeing in 2023. The traditional approach of viewing employees solely as contributors to the company’s success is evolving into a holistic perspective that acknowledges the importance of mental and physical health. Wellness programs, mental health resources, and flexible scheduling options are becoming integral components of the modern workplace, fostering a supportive and inclusive environment that supports a positive employee experience. 

Read More: How Employee Networks Have Become a Growing Practice for Progress in Diversity and Inclusion Efforts 

Final Thoughts 

Maximising the employee experience is essential in driving organisational success, and companies prioritising this area will be better positioned for growth in the rapidly evolving business landscape. By focusing on critical components such as company culture, technology, workplace environment, and wellbeing on top of implementing targeted strategies for enhancing employee experience, organisations can foster a more engaged, satisfied, and high-performing workforce capable of driving business success well into the future. Organisations that successfully work towards this will succeed in 2023 and be better prepared for the future to meet the changing needs of their people. 

How Employee Networks Have Become a Growing Practice for Progress in Diversity and Inclusion Efforts



By Miquel Calvert, Communications Manager Spain, Top Employers Institute 

In 2023, Diversity and Inclusion (D&I) networks, formed by employees who advise in areas such as equality, disability, generational coexistence, or LGTBIQ+, are on the rise in top organisations. The use of these employee networks in Spanish organisations is becoming more common, especially among Top Employers. In this article, we are looking deeper at four Spanish Top Employers, including Zurich, ACCIONA, Michelin, and ILUNION, who are excellent examples of organisations successfully implementing such networks. 

80% of Top Employers in Spain have consistently implemented these networks, 11% more than the average of certified organisations at the European level. Employee networks aim to identify the needs of all groups within the organisation and contribute to considering relevant perspectives and trends in Diversity and Inclusion in all Human Resources processes. 

D&I networks can be internal (e.g., women’s networks or employee resource groups) or external (forums on various D&I topics organised by specialised entities). 

“These diversity networks, in addition to contributing to a sense of belonging, help prevent situations of discrimination, incorporate inclusive perspectives, and improve people processes such as talent acquisition, leadership, work model, or organisational culture,” emphasises Massimo Begelle, Regional Manager at Top Employers Institute in Spain and Italy. 

These networks are integrated into the overall diversity and inclusion strategy, coordinated with other best practices such as diversity champions, who are volunteer employees acting as promoters of various diversities (46% of certified organisations already have them), or leadership training to serve as models for D&I (85% of companies). 

Zurich, ACCIONA, Michelin, and ILUNION are excellent examples of organisations that have successfully implemented such networks.

Read More: The Benefits of Crafting an Employee-Led Employer Branding Strategy 

Zurich: A Team of Volunteers for All Diversities 

At Zurich Insurance, they are clear: under the motto Brave, proud of their colours and because of this pride, they have developed a strategy based on the belief that a diverse team makes a difference. Following this premise, they are building an open company where all people are welcome, and the well-being of each individual is essential. 

As part of this ambition, the people at Zurich have created the Allies Programme, consisting of a team of volunteers from different collectives, ages, and backgrounds. They have created initiatives for many diversities in their organisation, focusing on four pillars of their inclusive attitude: Gender and Functional Diversity, Pride, and Intergenerational Dialogue. 

#IamYourAlly is the battle cry with which they want to be very close to those who need the support of the programme, openly highlighting situations of discrimination. In addition to being part of the decision-making on the D&I agenda, they regularly meet with the Management Committee to monitor initiatives. They also actively participate in various events, such as Pride Day, March 8th, or the awareness campaign on unconscious biases. Read More: Unleashing The Power of Employee Networks: Insights from Tata Consultancy Services UK & Ireland 

ACCIONA: Diversity Committees Representing All Collectives 

Placing people at the centre and contributing to real transformation is part of ACCIONA’s purpose. Therefore, PEOPLE is the global strategy they have outlined, integrating Diversity and Inclusion as a fundamental pillar and having internal networks to scale this commitment throughout the organisation. 13 Diversity and Inclusion Committees comprise the internal networks that drive best practices and connect people in business and countries. They are formed by groups of professionals representing all collectives and sharing the mission of collecting information from their environment and generating proposals and initiatives on Diversity, Equity, and Inclusion. While creating a sense of community and belonging, the committees promote an inclusive workplace aligned with the company’s purpose, values, and objectives.

Read More: Becoming LGBTQ+ Allies: Going Beyond DEI Initiatives for Pride Month 

ILUNION: Networks to Address the Needs of Different Collectives 

ILUNION is committed to diversity, demonstrating that it can be profitable and competitive while promoting diversity and inclusion in the workplace. 

At ILUNION, they work to promote the employment inclusion of people with disabilities and other vulnerable groups with specific needs related to their sexual orientation, gender, age, origin, etc. They are proud of their diversity, reflected in all company and business areas. 

Companies within ILUNION have Equality Plans that guarantee equal treatment and opportunities between women and men. Also, coinciding with the European Diversity Month in May, ILUNION joins the European initiative with various actions such as training, dissemination, and in-person events on different topics. 

They also coordinate with critical networks involved in diversity management, especially in the workplace. Among other actions, these networks identify the needs of collectives and assess how to address them within ILUNION with its policies and activities that directly impact the workforce and other external actions that contribute knowledge and help the diversity management network become increasingly knowledgeable and professional.  

Read More: How to Manage and Succeed with a Multigenerational Workforce 

Michelin’s Women Forward Network 

In Michelin Spain and Portugal, since 2007, they have been committed to diversity and inclusion as a vital element of the People policy, confirmed in 2010 with the signing of their first Equality Plan. 

In 2014, the Michelin Group launched the Women Forward network, in which women from all areas of the company participate, sharing experiences and leading initiatives, allowing the visibility of new ways to progress in the field of diversity and inclusion within Michelin: they have significantly increased the presence of women in industrial environments, female presence in management positions has advanced similarly, and they have simultaneously improved the culture and perception of diversity at all levels of the company. 

Similarly, as a leading company in the country’s industrial sector, they participate in external networks such as “Women and Engineering” and the “STEM Alliance for Female Talent,” where, together with other companies, they seek to attract young women to STEM studies to highlight the need for female talent in industrial environments. 

Read More: Recruit, Retain and Return – ‘3Rs’ for International Women’s Day 

Putting People First: Top Employers Institute Shares Insights About Building a Human-Centric Organisation

By Wouter van Ewijk, Global Head of Brand & Content, Top Employers Institute 

Human Resource departments frequently consider how to attract and retain top talent. Top Employers Institute is no different. Paola Bottaro, People Director at Top Employers Institute, has found the most success by putting people first. Notably, the organisation is not alone in this endeavour. Taking a human-centric approach to the workplace is a practice steadily gaining traction.  

So, what does this move to a human-centric model entail? During the 2023 Top Employers Inspire event, Paola and I discussed exactly that. I’ll share highlights of our discussion for companies interested in joining Top Employers Institute as a human-centric organisation.  

The Basics: What is a Human-Centric Approach?  

Essentially, this approach to the workplace recognises and accepts that people are people. Organisations acknowledge that their employees are multifaceted individuals with lives beyond the office.

It’s about enabling employees to work in the best way that suits their needs and preferences, rather than requiring them to adhere to standard hours or procedures. Employees at different phases of life, a new parent versus a recently hired university graduate, for example, will likely have very different preferences for the rhythm of their workday. Allowing employees to determine their workday and workflow does not impact organisational results overall, yet it has a profound impact on each individual’s work experience.  

For Paola’s team, realising that there was no one-size-fits-all solution for creating a great workplace was a turning point. Reflecting on this moment, she shared, “We had a lot of conversations about what way of working would be best and we came to the conclusion that everyone is different, and we all need different things. Who are we to decide what each individual needs?” They concluded that in an ideal workplace, everyone gets to define the best way to work for themselves.  

Another turning point was adapting to a primarily remote workplace during the COVID-19 pandemic. This transition was smoother than anticipated, and productivity remained very high. Paola elaborated on their observations, “Everyone was very responsible and wanted to perform well.

Actually, I had to make sure people took care of themselves much more than making sure that they were doing their jobs.” Seeing how well the company ran while employees worked remotely was a valuable lesson that built trust. Going forward, the company had complete confidence in allowing employees to decide how they want to work.  

Read More: World Mental Health Day 2023 Q&A with Marie-Soleil Ferland and the Health and Wellbeing Team at CGI Canada 

The Practicalities: How Does a Human-Centric Approach Work?  

Trust is a critical component of making a human-centric approach successful. Granting employees the ability to set their work dynamics, whether that involves unconventional hours or regular breaks, requires a high level of trust that employees will continue fulfilling their responsibilities to the best of their ability, even without constant supervision. The focus is on outcomes, prioritising results above all else.  

Top Employers Institue’s company culture fully embraces a human-centric approach with its three core values:  

• We are all professionals. 
• All professionals want to be successful. 
• We succeed when we achieve great things while taking care of our own wellbeing and each other. 

That teams communicate about everyone’s needs and preferences is critical. As our conversation progressed, Paola gave a simple example that Top Employers Institute does not want employees to pretend to be available during traditional working hours if they are not. She explained that this freedom also benefits managers, “They don’t have to think about motivating their teams anymore. The core belief is that all professionals are intrinsically motivated to be successful.” Transparency about who is doing what and trust in employees to fulfil their responsibilities improves operations.  

Although trust and open communication are generally recognised as positive values, translating them into practical action can be a challenge because doing so requires a shift in mindset. Top Employers Institute, like many organisations, was forced to try a new way of working during the pandemic.

The success of this experiment gave management the confidence to use a human-centric approach even after pandemic-related safety restrictions were lifted. Organisations that have not had the opportunity to test drive a new working model may struggle with transitioning from employees coming into the office every day during the same hours to people working from home at hours of their choosing. Embracing the values of trust and open communication in new ways needs to happen at all levels of the organisation for a human-centric approach to truly succeed.  

If an employee is not performing well, the first step is to have a conversation. “Success is defined not only by great results but also by people’s wellbeing, which is a responsibility and not something that can be left to chance,” said Paola. Considering the complete picture of an employee’s life while navigating challenges is a central tenet of a human-centric approach.  

Read More: The Transformative Power of Applied Artificial Intelligence 

The Impact: What are the Benefits of a Human- Centric Approach?  

This approach gives employees the best possible work life, which fosters loyalty and productivity. It also creates great returns. Through this approach, organisations can: 

• Attract talent, 
• Improve retention, and 
• Foster a culture of growth and internal mobility. 

These benefits contribute to a positive atmosphere and help a company’s bottom line by attracting and keeping top-tier talent.  

Top Employers Institute is in the process of hosting workshops with employees to discuss both the company’s and individual employee’s values. “The most important thing is that we left one open space in our company values for employees to fill. There are three company-wide values and the fourth is for each employee to fill with their personal value. It’s an opportunity for them to connect their personal values and sense of purpose to the company,” Paola said of the process.  

Ultimately, a human-centric approach forges meaningful connections between a company and its workforce. By giving people the autonomy to work in a way that suits their needs best, organisations reap great returns. This approach truly benefits both the company and its employees.  

To hear more about Top Employers Institute’s journey to becoming a human-centric organisation and the lessons learned along the way, watch my full conversation with Paola below.  

World Mental Health Day 2023 Q&A with Marie-Soleil Ferland and the Health and Wellbeing Team at CGI Canada



World Mental Health Day 2023 Q&A with Marie-Soleil Ferland and the Health and Wellbeing Team at CGI Canada  Earlier this week, on the 10th of October, we acknowledged World Mental Health Day. The day is a moment to give extra attention to issues around mental health. This year the WHO theme for the day is ‘Mental health is a universal right’ and we are hoping to raise awareness and knowledge about mental health by highlighting how organisations can support their employee’s mental health throughout October.  

To recognise the efforts of Top Employers were lucky to have a Q&A interview with Marie-Soleil Ferland and the Health and Wellbeing Team at CGI Canada. We were honoured to get an insight into their efforts around wellbeing and mental health in their organisation. 

CGI Health & Wellbeing Team Introduction 

CGI wholeheartedly acknowledges that the wellbeing of its workforce stands as the bedrock of its success. We hold in the highest esteem a culture deeply rooted in mental health awareness, a commitment that transcends mere obligation, forming an integral facet of an ecosystem that fosters personal and professional flourishing. 

These recent years have brought upon us an array of unprecedented challenges, compelling us to adapt, evolve, and unearth new ways to connect and thrive. At this juncture, never before has CGI placed such a high priority on mental health as we proudly do today. 

On World Mental Health Day, we, at CGI, once again stand with unwavering pride as we pay homage to the mental wellbeing of our invaluable workforce. We celebrate the resilience of our esteemed members and the nurturing spirit of the compassionate community that we have ardently cultivated for over two decades now. Together, we break barriers, dismantle stigma, and forge a brighter, healthier future. 

As part of this year World Mental Health Day, celebrated on October 10, it’s important to remember that everybody has mental health, regardless of race, gender, age, ethnicity, sexual orientation, disability, etc. For some, it can be challenging to know or realize when to reach out for help. 

—————————————————————————— 

Read More: Mental Health Q&A: Bentley 

We celebrated World Mental Health Day on 10 October. The theme for 2023, set by the World Foundation of Mental Health, is ‘Mental health is a universal human right’, so we were honoured to ask CGI Canada the following questions: 

Which organisational values that you hold help you to embed mental health as a right for all employees? And how do these values show up in day-to-day actions?  

Workplace Health & Wellbeing  

• A dedicated Oxygen Centre of Expertise with 50 professionals globally willing and able to support partners and employees as needed. 
• Promote a culture of compassion through skill building, empathy, and empowerment to reach out to those showing signs of difficulty. 
• From prevention to return to work following a disability, support our employees, managers, and the organization on global health topics (physical, mental, social, financial) to optimize individual and collective wellbeing and organizational performance. 
• Use Mental Health Minute Program cards to raise awareness and open conversations (see more information at question 5) 
• Comprehensive Health Platform for all employees: Oxygen Portal 
• Free Telemedicine Service for all members and their family 
• Free 27/7 EAP support for all members and their family 
• In-house wellbeing consultations that focus on prevention, identification, and mitigation of psychosocial risks 
• In-house wellbeing interventions that promote staying healthy and thriving at work. 

Our values 

• Respect:  

• Consistent with CGI dream of creating an environment in which we enjoy working together, our Core Value of Respect and our Code of Ethics and Business Conduct, CGI is committed to fostering and maintaining professional workplaces that respect the dignity of all members. 
• Offer mental health support through the Mental Health First Aiders network and leadership by promoting a stigma-free environment to discuss mental health. 
• Hold public authentic conversations using panel discussions around various psycho-educational topics that breakdown barriers and drive respectful conversations around sensitive issues. 
• Develop culturally sensitive and equity deserving group sensible health and wellbeing material. 

• Safety:  

• CGI is committed to the prevention of workplace incidents, injuries, and illnesses, and is ultimately responsible for ensuring a physically and psychologically safe and healthy work environment for all members. CGI will guide the development of individual performance and learning plans to achieve organizational goals while promoting members’ physical and psychological wellbeing in an active effort to reduce harm to their health and safety. 
• Health and safety committees 
• Health and wellbeing committees 
• +120 employees-volunteers – Mental Health First Aiders willing and able to support employees in the workforce. 
• Health and Safety Policy and processes including a working alone management rule. 
• Health Crisis Protocol for psychological and/or physical emergency situations. 

Inclusion: 

• Creating a welcoming and diverse workplace environment free of discrimination and harassment underpins everything we do. We aim to foster a culture of belonging where everyone is inspired to grow and empowered to succeed with a shared sense of purpose. We believe this starts with creating an environment where every voice is heard, and respected and different ways of thinking are welcomed. Diversity of thought, backgrounds, experiences, and skills empowers us to share ideas and drive innovation. At the same time, ensuring everyone feels included raises morale, creativity, and productivity among our members, helping them reach their full potential. Through stakeholder communications, we continuously reinforce that diversity, equity, and inclusion are clear, prominent, and inherent parts of the CGI culture. 
• Cultivating inclusive language (i.e., inclusive pronoun and gender language in employee representative surveys, providing gender transitioning support, and accommodations for physical, mental or cognitive support needs). 
• Upskill leaders and HR around neurodiversity. 
• Upskill leaders and HR around supporting members who are transitioning. 
• Provide inclusive benefits 
• Flexible work policies 
• Affinity groups and allyship 
• Mental health support that is sensitive to cultural differences and experiences 
• Accessible technology for those who require accommodations. 
• Inclusive hiring practices 
• Conflict resolution and support interventions 

Diversity:  

• Creating a culture of belonging requires conscious and intentional effort. Our DE&I strategy is foundational to the growth and success of our company. It provides a framework for cooperation that empowers our members to show up as their complete, authentic selves at work. We are committed to driving positive cultural change by increasing diversity in our workforce and embracing the differences in race and ethnicity, gender and gender identity, sexual orientation, socio-economic status, language, culture, national origin, religious commitments, age, and disability status, and the intersectionality of one or more of these characteristics. Moreover, we recognize that it is every individual’s right to work in an environment free of sexual, psychological, and racial harassment. 
• DE&I is endorsed at the highest level in the company by the CEO and the Executive Committee of CGI. Oversight and accountability for DE&I is a shared responsibility with global and local steering committees to set direction, report on progress and approve programs and initiatives. DE&I is embedded in the annual business plans for each Strategic Business Unit. The Code of Ethics and global and local policies create the framework to protect our members, clients, communities and CGI and ensure compliance with all applicable requirements. Beyond our formal governance, we have an engaged group of global DE&I experts, champions and advocates who support our DE&I vision every day. This broader community is essential to amplify the reach of our DE&I activities and increase the engagement of our members. 
• Diverse representation 

Read More: How Organisations are Reshaping their Work Environments to Promote Mental Health 

World Mental Health Day 2023 

At CGI, there are a variety of free resources to help our members prioritize their mental health and offer additional support when they may be struggling. They can access free mental health resources in the Mental Wellbeing Toolbox on our internal health & wellbeing portal, contact a Mental Health Champion, or consult with our Member Assistance Program for professional support. As part of this campaign, a publication will be made on the CGI LinkedIn account to celebrate and highlight the CGI community that is involved in mental health support and the overall holistic health of our members. CGI’s health experts gathered testimonials from members within the Mental Health Champion network and the Health & Wellbeing Committee by asking the question, “Why is supporting mental health in the workplace important to you and your colleagues?”. You will find the testimonials shared on October 10 and will be able to use the hashtag #CGIMentalHealthMatters to find other mental health stories shared by CGI members, and to share your own. 

How have your mental health programmes evolved in the past year? Are there aspects that have moved up the priority list and/or taken on greater urgency?  In response to the ongoing challenges posed by the pandemic and its impact on chronic stress, isolation and domestic violence, our mental health programs have evolved significantly in the past year. We have placed additional emphasis on addressing the reactive aspect of the mental health continuum. This means that we have augmented our efforts to provide immediate and responsive support to individuals who are experiencing acute mental health challenges, such as stress, anxiety, trauma, or burnout.  Recognizing the heightened need for timely interventions, we have developed and implemented targeted initiatives designed to assist members in managing and coping with punctual stressors. These measures have allowed us to better address the immediate mental health needs of our workforce, ensuring that they receive the support and resources necessary to navigate these challenging times effectively avoiding potential deterioration or illness. 

Aspects that have moved up in priority and taken on greater urgency: 

• Substantial increase in mental health coverage for our members and their families. 
• Expanding our internal Mental Health First Aid network by offering and covering the cost of certification to all interested volunteer members. 
• Hiring of an Organizational Mental Health Specialist to further expand internal services and interventions. 
• Health crisis protocol to upskill HR professionals and leaders in assessing an imminent and critical health risk in an employee, predominantly in a virtual setting, and responding to the risk as deemed appropriate using external resources.   
• Domestic and family violence program to develop organizational awareness, respond by providing support and accompanying employee victims to adequate and necessary resources. 
• Neurodiversity Affinity group and program to cultivate an inclusive, collaborative and supportive CGI community by fostering awareness around neurodiversity, building internal knowledge, advocating for supportive practices, and building internal and external partnerships that promote best inclusive practices. 
• In-house Interventions (stress management, sensitivity coaching, conflict resolution, climate assessment, etc.) facilitated via our internal Workplace Mental Health Specialist. 
• Revision of CGI’s Presence at Work Program 
• Always ensuring the presence and visibility of a group of more than 120 volunteer Mental Health First Aiders ready to support any member in need during our trainings or psychoeducational sessions or initiatives. 
• Additional Family Support: Upgrades in our Telemedicine program, EAP services and benefits coverage to improve all services related to mental health support & access for employees and their family.  

Read More: Embracing Diversity and Improving Inclusion: Making LGBTQ+ Inclusivity a Part of Company Culture 

How have mental health programmes and initiatives been impacted by more flexible, hybrid and remote forms of working? What have you had to do differently?   The shift to a more flexible workplace and openness to virtual work has acted as a catalyst for fostering greater inclusion and accessibility in our organization, creating a more accommodating and supportive environment for neurodivergent and equity deserving groups within our workforce.  The transition to virtual work has created a more inclusive environment by levelling the playing field for employees who may have previously faced challenges in traditional office settings. Neurodivergent individuals, for instance, have found the virtual work environment to be more accommodating, reducing sensory overload and anxiety that can be associated with physical office spaces. Additionally, remote work has enabled employees to tailor their workspaces to their specific needs, allowing for greater comfort and reduced distractions. This flexibility has not only benefited neurodivergent individuals but also other equity-deserving groups who may have faced barriers in the traditional office setting due to various factors, including commuting challenges, accessibility issues, or caregiving responsibilities.  One significant shift we’ve made is toward virtual facilitation of trainings and interventions. This transition has proven highly beneficial as it enables us to intervene more rapidly and on a broader scale across the organization. In fact, by leveraging virtual platforms, we can extend our reach to cover a much larger population than would have been feasible with in-person programs alone. This approach not only aligns with the evolving work landscape but also allows us to be more agile and responsive in addressing mental health needs throughout the organization. 

Read More: How Saint-Gobain Prioritises New Ways of Working into their Company Culture  

How have you ensured that your managers are reinforcing mental health as a right for all employees? And are they trained to recognise and address mental health issues in their teams?  

Yes, we have implemented an internal training program known as “Leading Healthy Teams,” which is specifically designed to equip our managers with the skills necessary to identify signs of mental health challenges and appropriately respond to them. Additionally, we have developed a quick-reference tool in the form of a cheat-sheet, readily accessible through our online Health platform, the “Oxygen Portal” within the “Leaders Toolbox” section. 

In conjunction with these mandatory training initiatives, we have consistently offered various additional learning opportunities to our leaders over the past years. These include specialized training modules covering topics such as Resilience at Work, Burnout Prevention, Stress Management, Work-life Balance, and Self-Care for Leaders. These programs collectively enable our managers to reinforce mental health as a fundamental right for all employees while equipping them with the knowledge and tools necessary to effectively address mental health issues within their teams. Our leaders are also encouraged to take part in Mental Health First Aid certification. We are proud to share that over 46% of our mental health ambassadors hold management positions at CGI. Thus, it’s fair to say that mental health at CGI is an integral part of our operating culture. 

How do you create psychological safety for employees to feel they have a right to speak up about their mental health concerns, without worrying about how it will affect their careers? 

1. Destigmatize mental health: 

• Leadership upskilling and training around courageous conversations and authenticity 
• Discussion Panels such as Mental Health For All 

• Leaders speaking openly and publicly about their challenges with mental health including burnout, suicidality, domestic violence, neurodiversity, etc. 

• The Mental Health Minute Program  

• Equips all our leaders and members with Mental Health Minute “cards” that they can use to kick-off every team meeting  
• Encourages leaders, and members, to take advantage of a moment of openness with their team to discuss common challenges and normalize topics surrounding health and wellbeing 
• Provides authenticity and empathy building opportunities through sharing real-life experiences and examples. 
• Upskills leaders and members on day-to-day actions that can be put in place to support their health. 

• Psychoeducational awareness through interactive learning sessions, newsletters, CGI’s health & wellbeing portal, wellbeing consultations and various communication channels 
• Mental Health Champion Network 

• Network composed of more than 120 CGI members who have volunteered and received a Mental Health First Aider certification training offered by the Mental Health Commission of Canada 
• Aiders are available to respond to requests or calls from members in need by initiating a caring conversation through dialogue, accompanying them to help defuse a situation, and guiding them to the right resources and support. 

• Neurodiversity Affinity Group 

• Sharing how to open to a leader about a neurodivergent trait. 
• How to respond as a leader to show support 

1. Ensure promotional practices that foster and support diversity and inclusion. 
2. Socialize accommodation program for any member regardless of job role.  
3. Assess and mitigate psychological risk factors within teams who are struggling. 
4. Team wellbeing assessments 

• Mediation 
• Trauma debriefs. 

About Marie-Soleil Ferland 

HR Director 

Health & Well-being, CGI Canada 

Passionate leader of CGI Canada Occupational Health and Well-being HR Center of expertise. She is responsible for the development of innovative organizational health offering, their implementation, and their measure of success. She sits on human resources committees to effectively integrate workplace health into business strategies. Her mission is to optimize not only the overall well-being of employees but also to encourage meaning at work, inclusion, and organizational performance. She provides ongoing consulting services to HR teams and leaders. She holds a bachelor’s degree in health sciences and a graduate certificate in nutrition. In addition to numerous specific training sessions on occupational health, psychosocial risks, and protective factors, she is certified in Mental Health First Aid, Workplace First Aid and Behaviour Change Interventionist. Her caring and inclusive leadership is recognized by her peers. 

Read More: The Lasting Impact of Burnout 

The Benefits of Crafting an Employee-Led Employer Branding Strategy 

People want to work for organisations that are known to be good employers. While it may sound obvious, many companies still neglect their employer brand to focus on other parts of their business strategy. Employer branding might not be the most exciting topic around the office, but it is one of the most underrated parts of an organisation’s strategy.

It helps attract new employees as well as retain existing talent. As organisations begin to invest in building an effective and genuine employer brand, they need to ensure they involve their employees in the employer value proposition.

There is not one way for organisations to create an inspiring employer brand, but in 2023, we see a change in how companies build their brand. For many, what used to be the responsibility of a small group of people is now becoming an organisation-wide effort, with employees becoming critical players in building an authentic and robust employer brand.

What is Employer Branding?

Employer branding is an organisation’s strategy to showcase their company culture and reputation. Employer branding, while a marketing effort, is designed to appeal not to customers but to prospective employees. While job seekers are the primary audience, the appeal of a strong employer brand is also a key part of influencing existing employees’ perception of their employer.

An organisation’s employer branding strategy is essential to maintaining a company’s reputation, and a strong employer brand will help generate engagement within the workforce by connecting employees with their organisation’s mission. That mission must be genuine and authentic. It is not enough for organisations to say that they have a set of values. They must make sure that all the employees in their organisation feel it.

An organisation’s employer brand represents your organisation’s reputation as an employer. It may not be tangible, but it is an asset that needs attention as it influences candidates and current employees.

Why is Employer Branding Important?

A strong employer brand is necessary for every organisation’s strategy, especially in a more demanding talent market. While the concept of employer branding is not new, it is still sometimes forgotten by companies, as other parts of their business take a more significant part of their strategy goals. Still, as the talent market has become more fluid, innovative organisations invest heavily in their employer brand. Some of the reasons why it is still essential include its role in:

Attracting Top Talent

• The best people want to work for an organisation that reflects their values, and it has never been more difficult for organisations to get to these individuals. Organisations that can reach these potential employees are doing so because they have a strong employer branding strategy that appeals to potential candidates. This recruitment effort is also helped by current employees sharing their positive experiences at the company, enhancing its reputation.

Improving Employee Engagement and Retention

• Just as people want to start working at a company that aligns with their values and culture, they also want to continue working at an organisation that is reflective of themselves. A well-designed employer brand fosters this connection between employees and their organisation. Employees who are proud to work at an organisation are more likely to feel a genuine connection with their company and are more likely to be engaged, which is linked to higher retention.

Gaining a Competitive Edge

• Many organisations offer similar services and products. Differentiating your organisation from the competition can be challenging – and this is where your employer branding strategy can help you gain a competitive edge. When your employer branding strategy highlights the exceptional qualities of your team and organisation, it helps set you apart from the competition.

Building Credibility with Customers

• Customers, like potential employees, want to engage with organisations that align with values that are important to them, and that they can trust. When values align, people are more likely to trust them, and while it’s not the sole deciding factor for potential clients, it is one which organisations should be mindful of, particularly in a competitive market.

Enhancing Organisation Culture

• When an organisation actively shares the unique aspects of its workplace culture, including its values and mission, it attracts individuals who align with these values. This makes them better placed to create a more cohesive and productive work environment.

How does the Employer Value Proposition Fit in?

The Employee Value Proposition (EVP) is critical to crafting a successful employer branding strategy. The EVP is the unique set of offerings and experiences an organisation provides its employees in exchange for their skills, contributions, and commitment. Organisations that effectively integrate the EVP into their employer branding strategy use it to form the foundation for their brand image and reputation.

Read More: Case Study: Talent, Borders and Benchmarks – The Dana Way

Why are Organisations Involving Employees in Creating a Strong Employer Brand?

Creating an effective employer branding strategy is essential for organisations, and in 2023, this creation effort will no longer be limited to HR and marketing efforts. As companies realise that including employees in the process of creating a strong employer brand is not only good practice; it is a strategic imperative. Some of the reasons why organisations include their employees in this process are:

• Authenticity: Employees are the living embodiment of an organisation’s culture and values. Their genuine experiences and perspectives provide authenticity to your employer brand. Candidates and potential clients are more likely to trust employees’ words over scripted marketing messages.
• Improved Feedback: Employee involvement in branding creates a feedback loop that allows organisations to continually refine and enhance their employer brand strategy. Employees can provide insights into what’s working and what needs adjustment, ensuring the employer brand is authentic and accurate.
• Inclusive Culture: Involving employees in branding fosters a sense of inclusion and ownership. It reinforces that the organisation values diversity of thought and perspectives, which can contribute to a more inclusive workplace culture.
• Long-term Sustainability: An employer brand created alongside employees tends to be more resilient and adaptable. It can evolve to meet changing needs and expectations, ensuring its sustainability.

Final Thoughts

A strong employer brand is becoming increasingly crucial for organisations wanting to succeed in the talent market while getting the best out of their current employees. A well-planned and executed employer branding strategy comes when an authentic company story is integrated into all aspects of the business. Employees must be involved in the process to help create this strategy, and when it is done transparently, it has several benefits for the organisation.

Organisations that invest in their employee brand create a more appealing workplace and set the stage for long-term success in a dynamic and ever-changing work landscape.

How to Manage and Succeed with a Multigenerational Workforce

By Sinakho Dhlamini, HR Content Specialist, Top Employers Institute 

Across today’s modern workforce, many organisations are witnessing a unique blend of generations working side by side. From Baby Boomers and Gen Xers to Millennials and Gen Zs, the workplace has become a melting pot of diverse experiences, perspectives, and work styles.

As leaders and managers seek to create a productive, inclusive and welcoming environment for all these different groups, it is essential to understand and effectively manage this multigenerational dynamic to foster collaboration, innovation, and overall team success. Cultivating this understanding will help to better utilise everyone’s talents from an individual and a generational level.

Read More: How Saint-Gobain, Capgemini and Biomerieux are Engaging Employees from a Human-Centric Perspective

What Generations are Currently in the Workforce? 

In 2023, there are currently five generations working side-by-side. Those generations are:

• The Silent Generation: This generation was born between 1928 and 1945, making them some of the oldest in the workplace. Many have already retired, but many still choose to participate in the labour force. It is estimated that they still make up 3% of the workforce in the USA. It can be easy to underestimate the number of older people still active in the workplace, especially when you consider that according to the United States Bureau of Labor Statistics, in 2030, 11.1% of those 75 and older will still be active participants in the workforce in 2030. 
• Baby Boomers: This generation was born between 1946 and 1964 and currently makes up around a quarter of the working population in the United States. The youngest members of this generation will start retiring in the upcoming years. Still, some of this generation have already begun retiring, this many because they are further along in their careers and often hold higher positions of power at work. 
• Gen X: Born between 1965 and 1980, this is one of the smaller generations compared to the ones that came before it and the ones that are coming after it and many in this generation. 
• Millennials (also known as Gen Y): Millennials are often quite technologically adept because they have lived through some of the most significant technological advancements. They were born between 1981 and 1996, and they make up the biggest group in the workforce in the USA, making them around 35% of the working population. 
• Gen Z:  The youngest generation to enter the workforce were born between 1997 and 2012, and they are remarked to be the first actual tech generation as they have never known a world without the internet. While many are still in university, the first groups are becoming active participants in the workforce. As such, organisations need to learn how to support them. 

Read More: Nurturing Talent: Retention Strategy Insights from BAT

What are the Benefits of a Multigenerational Workforce?

In many places, we hear about the difficulties of generational differences affecting people’s ability to relate to each other, but there are many benefits for organisations. Those include:

1. Skill Diversity: Different generations tend to have distinct skill sets. For example, older employees might excel in interpersonal skills and relationship-building, while younger employees might be adept at leveraging technology and digital tools. This mix of skills can enhance the team’s overall capabilities.
2. Knowledge Sharing: Older generations often possess valuable industry experience and institutional knowledge, which they can share with younger team members. This knowledge transfer helps bridge the generation gap and ensures that essential insights are passed down to the next generation. Equally, the younger generation can share knowledge that older generations may have previously ignored, making the sharked knowledge sharing a fruitful opportunity.
3. Diverse Perspectives and Ideas: Each generation brings unique life experiences, perspectives, and approaches to problem-solving. This diversity can lead to a broader range of ideas and solutions, fostering innovation and creativity within the team.
4. Adaptability: A multigenerational team is often more adaptable to changes in the business landscape. Younger members might embrace new technologies and trends, while older members can provide stability and a long-term perspective during times of transition.
5. Reduced Bias and Stereotyping: Working closely with colleagues of various generations challenges stereotypes and biases. Team members learn to appreciate each generation’s strengths and qualities, breaking down preconceived notions.
6. Effective Communication: Interacting with colleagues from different generations can improve communication skills. Team members learn to adapt their communication styles to accommodate diverse preferences, leading to more precise and effective information exchanges.
7. Enhanced Problem Solving: Multigenerational teams can bring diverse problem-solving approaches to the table. This diversity allows the team to tackle challenges from multiple angles, increasing the likelihood of finding effective solutions.
8. Market Insights: Different generations have varying consumer behaviours and preferences. A diverse team can help the organisation better understand and connect with a broader range of target demographics.
9. Mentorship Opportunities: Multigenerational teams provide natural mentorship opportunities. Older employees can mentor younger ones, offering guidance and wisdom, while younger employees can offer insights into new technologies and trends.
10. Increased Employee Engagement: Recognising and leveraging the strengths of each generation can boost employee engagement. When team members feel valued for their unique contributions, they are more likely to be motivated and committed to their work.

Read More: Inspiring HR Practices from Asia-Pacific’s Top Employers

How Organisations Can Get the Best Out of Their Multigenerational Workforce

The benefits of having a multigenerational workforce show that having a work environment that is diverse in age range creates a positive impact on organisations and their employees; it is still important to figure out how organisations can foster that environment. Some of the ways that HR professionals can learn how to manage their workforce to foster collaboration and innovation effectively include:

• Embracing Diversity and Inclusion: A multigenerational team offers diverse skills and perspectives. By fostering an inclusive environment, HR professionals and leaders can help team members feel valued and respected regardless of age. Encourage open dialogue that celebrates the unique strengths and experiences each generation brings to the table. They can organise cross-generational mentorship programs to facilitate knowledge sharing and skill development.
• Flexibility in Work Arrangements: Different generations often have different expectations regarding work-life balance and remote work options. By offering flexible work arrangements, organisations can accommodate the diverse needs of their multigenerational team. Allowing for flexibility in where employees work, flexible hours, and job-sharing opportunities ensures everyone can maintain a healthy work-life balance.
• Continuous Learning and Development: Promoting a culture of constant learning to keep all team members engaged and up to date. Provide opportunities for professional development, training, and upskilling. Encourage cross-generational learning by pairing experienced employees with newer ones to facilitate knowledge exchange.
• Flexibility in Leadership Styles: Different generations may respond to different leadership styles. Some may appreciate a hands-on approach, while others prefer a more autonomous working environment. HR professionals should understand these preferences and adapt leadership strategies to manage and motivate their multigenerational teams effectively.
• Conflict Resolution and Mediation: Generational differences can sometimes lead to misunderstandings and conflicts. HR professionals and leaders should be equipped with effective conflict resolution and mediation skills to address any issues that may arise. A proactive approach to resolving disputes can prevent them from escalating and disrupting the team’s harmony.

Read More: How Organisations Improve Employee Engagement with Emotionally Engaged Leaders

Final Thoughts

Managing a multigenerational team requires a thoughtful and inclusive approach. By embracing diversity, fostering open communication, offering flexibility, recognising individual contributions, promoting continuous learning, and adapting leadership styles, organisations wanting to get the best out of their people can work to create an environment where everyone thrives. Suppose they successfully create this environment by navigating the complexities of a multigenerational team. In that case, they will not only be able to enhance team performance, but they will also be able to cultivate a workplace where everyone feels valued.