Canadian HR Reporter

CANADIAN HR REPORTER DECEMBER 2019 FEATURES 23 F or Marc-Étienne Julien, innovation is not just about technology. It's about technology and people coming together to create more value, he says. "Sometimes, we still see innovation a little too much from a tech lens, and that's the part that still has a lot of room for evolution and improvement. Effective innovation should empower people to do greater things, not necessarily replace people." With companies and people performing tasks in completely different ways, and leveraging the capabilities of technology, it's important to look at how that's evolving, says Julien, CEO of Randstad Canada. "We saw a lot of organizations using technology, automation, robotization to replace the tasks that people were performing. And when you do that, it improves your productivity; but we think that the real benefit of innovation is when the technology and the humans are working together to add more value." Inclusive process As for who should be leading the push for innovation, that's an issue that has evolved. ere was a time when it was about going into a strategy room for four days, once or twice a year, and building a five-year plan, he says. "ose days are gone," says Julien. "Innovation and transformation have become a common task and a common responsibility for everybody, at least from where we see organizations standing out and really making progress versus organizations that are lagging a little bit. So top-down innovation is not, in my opinion, the way to go moving forward. Especially when you think of the new generation factor, and all the genius that the new generation brings." It's about having a more inclusive strategic planning process where the direction of the company is clear, he says. "ere's a lot more freedom on how people can participate and how people can challenge the agenda, challenge the plan, and contribute to the creation of the plan in a much more positive way. at seems to be making a huge difference from an engagement point of view, from a performance point of view, from an ability-to-attract-new-talent point of view." Randstad has worked very hard to be innovative, and it has a couple of programs in place to that end. For one, there's an investment fund where it takes minority shareholder positions in HR tech-related startups, says Julien. "Some of them are devolutive by nature, so they do pieces of what we offer as a service; and some of them are completely disruptive and that will help us fuel our genius, if you will, and learn from these companies and obviously be an early adopter of the technologies that are emerging and working well." e company also has an innovation lab that works to pick up on ideas and best practices emerging in the global Randstad family. "We have people that are dedicated to the R&D behind those ideas, but also we see: How can they operationalize those improvements and those changes? So, it's a little bit [of a] testing ground… that's validating assumptions," he says. Randstad also encourages regional leaders to contribute to the conversation. "It's amazing to see the amount of creative ideas, suggestions and different way of doing things that we pick up as an organization because now we have 100 to 200 people thinking about innovation in a formal process, instead of four, five or six people with the traditional process," says Julien. ere's also an innovation "squad" that's open to every employee in the organization who is fascinated by innovative change management, technology and the evolution of business models, he says. "ey have a formal process to come up with ideas, recommendations, suggestions that then get exposed to our leaders as they're doing the strategic planning process and get tested within our innovation labs." Of course, there are challenges to the drive for innovation. For one, it's about balancing the excitement and focus on the future with the present, says Julien. "[It's about] having a foot on both sides of the fence and making sure that, while we dream, we keep being able to afford our ambitions and our ability to create a space for us to think about the future. So, the focus between the present and the future is always a challenge and a dilemma because it means we need to allow people to sometimes fail in the short term to be successful in the long run." HR: business transformation partner As for human resources, it's evolving from being a business partner to a business transformation partner, helping with the reinvention of the business. "ere clearly is a shift that needs to happen… e HR function needs itself to embrace technology and innovation," he says. at means not only reskilling within the HR function but spending more time to support the strategic transformation of the organization, says Julien, "stretching themselves outside of the typical way we've defined HR." Human resources also plays a key role in helping employees evolve, understanding the changes and making sure the skills are available within the organization. at can mean looking for atypical employees, "a different kind of profile that they've been looking at in the past," he says. "HR has an amazing opportunity if they can really help [the] organization be more inclusive, be more flexible in hiring based on soft skills instead of hard skills." I nnovation has always been at the heart of IKEA — from its unique business idea to its in-store experience, product design, sustainability initiatives and the entrepreneurial spirit of the workers, says Michael Ward, CEO and chief sustainability officer of Ikea Canada. "With urbanization, new technology and digitalization, we know the retail landscape and our customers' lives are rapidly evolving and we are transforming our business to be ever more accessible, affordable and people- and planet-positive." It's about being available for customers, whenever and however they choose, he says. "is includes exploring new store formats, enhancing the in-store experience, improving our service offer, introducing new digital experiences and optimizing our distribution networks." For IKEA, innovation is about finding the best way to meet and inspire customers, today and in the future, says Ward. "Innovation is also about leading from our purpose, ensuring we continue to lead in areas such as sustainability, human rights and affordability." In transforming the business, it's about "leading into the unknown and managing change at a faster rate than ever before," says Ward. "We must bring people along the journey from old ways of working to new ways of working and, in some cases, leverage talent in new ways and teach new competencies… it's been important to lead the change through open and transparent communication, and pausing to celebrate our wins and acknowledge and action what we have learned." Supportive culture As for who should be leading innovation at the company, every individual worker has a role to play in contributing to the future of IKEA, he says, "and it is only through engaging our co-workers that we can achieve our goals and continue to lead with innovation." To ensure an inclusive, supportive culture that nurtures and develops talent so everybody can be themselves and make a difference, the company's people and culture team leads innovation by staying connected with employees across all markets, listening to feedback and sharing back to the wider business, says Ward. "We are also leveraging people analytics to contribute to innovation and creativity, while unlocking talent through a competitive total rewards programs, talent development and succession initiatives." And to attract and retain the best talent, the company continues to innovate when it comes to the employee experience, he says. "is is especially important as we grow and add new competencies to our business. We want to be one of Canada's top employers and for our co-workers to say that IKEA is a great place to work. is not only includes areas such as our compensation and benefits, but also social platforms and purpose-led initiatives that matter to our co-workers including sustainability and diversity, equality and inclusion." Rewards and benefits IKEA's workplace is based on the company's values and rooted in its Swedish culture. at means driving innovation, says Ward, "by ensuring our rewards and benefits are relevant and competitive and by creating a culture where co-workers can share ideas and contribute to the future of IKEA." is includes: the digital integration of staff resources, ensuring information can be easily accessed via smartphones; and a total rewards package that includes benefits, discounts, registered retirement savings program (RRSP) matching, subsidized meals, a loyalty program and a performance-driven bonus program, he says. "We are introducing new initiatives and digital platforms where co- workers across the world can contribute ideas. is enables co- workers to start grassroot movements and collaborate globally with colleagues." Michael Ward CEO and chief sustainability officer of IKEA Canada The 7,300-employee company is based in Burlington, Ont. Marc-Étienne Julien CEO of Randstad Canada in Montreal The HR consulting firm has more than 900 employees in Canada

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